DECISIONS OF THE GOVERNING BOARD OF EUROPEAN POLICE ... · 38/2005/GB OFFICIAL OPENING OF THE NEW...

DECISIONS OF THE GOVERNING BOARD OF EUROPEAN POLICE COLLEGE (CEPOL)

2005

Series Nr. 2

Part 6

Editors: Ulf Göransson Szabina Szabó

Dear Reader, In February 2005 the CEPOL Governing Board approved a proposal concerning a handbook which contains all the decisions made during the GB meetings. The background of the proposal was that these decisions were not as easily available, the only trace very often could be found in the attachments sent to the members of the GB. The aim of compiling this handbook is that one document, which regroups all decisions that impact the way of operation and function of CEPOL, could be referred. This book is the sixth part of the second series and we collected the decisions were taken during the Governing Board meetings in 2005. If you have any comments or questions relating to the book, please, do not hesitate to share with us and send them to the [email protected] e‐mail address. Best regards, The Editors

CONTENT

DECISIONS OF THE GOVERNING BOARD OF CEPOL

EXTERNAL RELATION AND COOPERATION

7

50/2005/GB PROPOSAL REGARDING THE CANDIDATE COUNTRIES ATTENDANCE AT GOVERNING BOARD MEETINGS (BULGARIA AND ROMANIA) 29 – 30 November 2005, Edinburgh, United Kingdom

8

20/2005/GB UPDATE ON THE MEDA PROJECT 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

10


FINANCE AND BUDGET

11

43/2005/GB 2004 AUDIT REPORT – CLOSING 29 – 30 November 2005, Edinburgh, United Kingdom

12

15/2005/GB 2006 BUDGET 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

26

31/2005/GB DRAFT 2007 BUDGET 13 ‐ 14 September 2005, London, United Kingdom

34

03/2005/GB RECRUITING A TEMPORARY FINANCIAL CONTROLLER 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

37

42/2005/GB RESERVATIONS TO CARRY OVER TO 2006 29 – 30 November 2005, Edinburgh, United Kingdom

45

16/2005/GB TRANSFERS OF €60,000 WITHIN AND BETWEEN CHAPTERS TO MAKE UP FOR OVERSPEND IN SECRETARIAT COSTS 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

46

17/2005/GB TRANSFER OF PART OF THE SURPLUS OF €245,000 FROM PROGRAMME AND ACTIVITIES COSTS TO SECRETARIAT COSTS 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

48


ORGANISATIONAL STRUCTURE

50

02/2005/GB COMPOSITION OF THE FINANCE AND BUDGET COMMITTEE 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

51

11/2005/GB COMPOSITION OF THE WORKING GROUP ON LEARNING METHODS 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

52

01/2005/GB MODIFY THE COMPOSITION OF THE STRATEGY COMMITTEE TO ENSURE THAT MEMBERS OF THE TROIKA ARE PART OF THIS COMMITTEE 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

55

29/2005/GB CONSTITUTION OF A PROJECT GROUP TO DEAL WITH THE ‘EXCHANGE PROGRAMME FOR SENIOR POLICE OFFICERS’ 13 ‐ 14 September 2005, London, United Kingdom

57

23/2005/GB REPORT BY THE ELECTRONIC NETWORK WORKING GROUP (TRAINING & RESEARCH COMMITTEE) 13 ‐ 14 September 2005, London, United Kingdom

59

04/2005/GB TASKS AND STRUCTURE OF THE TRAINING AND RESEARCH COMMITTEE 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

60

DECISIONS OF THE GOVERNING BOARD OF CEPOL PERSONNEL AND STAFF

77

13/2005/GB AGREEMENT BETWEEN THE POLITIEACADEMIE OF THE NETHERLANDS (PAN), THE ELECTRONIC NETWORK WORKING GROUP AND THE SECRETARIAT 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

78

25/2005/GB PART‐TIME APPOINTEE TO WORK IN THE SECRETARIAT 13 ‐ 14 September 2005, London, United Kingdom

79

DECISIONS OF THE GOVERNING BOARD OF CEPOL STRATEGIC FUNCTIONALITY

80

08/2005/GB COMPILE A HANDBOOK ON DECISIONS TAKEN AT GOVERNING BOARD MEETINGS 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

81

40/2005/GB EXTRAORDINARY GOVERNING BOARD MEETING 13 ‐ 14 September 2005, London, United Kingdom

83

19/2005/GB FOLLOW‐UP ON PROPOSAL TO COMPILE A HANDBOOK ON DECISIONS TAKEN AT GOVERNING BOARD MEETINGS AND ON PROCEDURES OF DECISION‐MAKING 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

84

39/2005/GB INTEGRATION OF THE PORTAL ‘EUROPA’ RUN BY THE COMMISSION 13 ‐ 14 September 2005, London, United Kingdom

88

49/2005/GB JOB DESCRIPTIONS –HEADS OF UNIT 29 – 30 November 2005, Edinburgh, United Kingdom

90

14/2005/GB LINKAGE OF EPLN AND E‐DOC AND THE COMPATIBILITY BETWEEN MICROSOFT AND LINUX ENVIRONMENTS 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

100

21/2005/GB LIST OF PARTICIPANTS IN MEETINGS 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

101

26/2005/GB MISSION STATEMENT 13 ‐ 14 September 2005, London, United Kingdom

102

27/2005/GB NEW CEPOL LOGO 13 ‐ 14 September 2005, London, United Kingdom

103

41/2005/GB NEW FINANCIAL REGULATION 29 – 30 November 2005, Edinburgh, United Kingdom

104

38/2005/GB OFFICIAL OPENING OF THE NEW SECRETARIAT 13 ‐ 14 September 2005, London, United Kingdom

151

44/2005/GB PREPARING BUDGETS FOR COURSES AND ACTIVITIES 29 – 30 November 2005, Edinburgh, United Kingdom

152

24/2005/GB PRESENTATION OF WEBSITE 13 ‐ 14 September 2005, London, United Kingdom

153

09/2005/GB PROCEDURE FOR THE DRAFTING OF THE OUTCOME OF PROCEEDINGS 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

154

34/2005/GB RECRUITMENT PROCESS 13 ‐ 14 September 2005, London, United Kingdom

156

46/2005/GB RECRUITMENT PROCESS 29 – 30 November 2005, Edinburgh, United Kingdom Repealing 34/2005/GB decision (13 ‐ 14 September 2005, London, United Kingdom) of the Governing Board on RECRUITMENT PROCESS

163

35/2005/GB RECRUITMENT PROCESS – ADVERTISEMENT 13 ‐ 14 September 2005, London, United Kingdom

170

48/2005/GB RECRUITMENT PROCESS – ADVERTISEMENT 29 – 30 November 2005, Edinburgh, United Kingdom Repealing 35/2005/GB decision (13 ‐ 14 September 2005, London, United Kingdom) of the Governing Board on RECRUITMENT PROCESS ‐ ADVERTISEMENT

184

32/2005/GB RECRUITMENT PROCESS ‐ ESTABLISHMENT PLAN & STRUCTURE OF THE SECRETARIAT 13 ‐ 14 September 2005, London, United Kingdom

197

45/2005/GB RECRUITMENT PROCESS ‐ STRUCTURE AND ESTABLISHMENT OF THE SECRETARIAT 29 – 30 November 2005, Edinburgh, United Kingdom Repealing 32/2005/GB decision (13 ‐ 14 September 2005, London, United Kingdom) of the Governing Board on ESTABLISHMENT PLAN & STRUCTURE OF THE SECRETARIAT

208

33/2005/GB RECRUITMENT PROCESS ‐ WORKING CONDITIONS 13 ‐ 14 September 2005, London, United Kingdom

220

47/2005/GB RECRUITMENT PROCESS ‐ WORKING CONDITIONS 29 – 30 November 2005, Edinburgh, United Kingdom

222

DECISIONS OF THE GOVERNING BOARD OF CEPOL TRAINING POLICIES AND PROGRAMME ACTIVITIES

223

22/2005/GB ADOPTION OF THE CEPOL GLOSSARY 13 ‐ 14 September 2005, London, United Kingdom

224

07/2005/GB ENGLISH LANGUAGE COURSES FOR GOVERNING BOARD MEMBERS AND POLICE TRAINERS 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

231

36/2005/GB EU STUDY TOUR 13 ‐ 14 September 2005, London, United Kingdom

233

18/2005/GB LIMIT THE NUMBER OF COMMITTEES THAT CAN BE CHAIRED BY ONE SINGLE COUNTRY 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

234

06/2005/GB MAXIMUM NUMBER OF COUNTRIES THAT CAN BE SUPPORTING COUNTRIES TO A CEPOL COURSE 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

236

05/2005/GB MAXIMUM NUMBER OF PARTICIPANTS PER MEMBER STATE IN CEPOL COURSES 23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

238

12/2005/GB POLICE RESEARCH IN THE EUROPEAN UNION COUNTRIES 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

240

30/2005/GB PUBLICATION OF BOOKLET (RESEARCH CONFERENCES) 13 ‐ 14 September 2005, London, United Kingdom

303

28/2005/GB RESULTS OF A QUESTIONNAIRE REGARDING ‘EXCHANGE PROGRAMMES’ DISTRIBUTED TO THE MEMBERS OF THE POLICE COOPERATION WORKING GROUP (PCWG) 13 ‐ 14 September 2005, London, United Kingdom

306

37/2005/GB ‘SENIOR OR SENIOR’ 13 ‐ 14 September 2005, London, United Kingdom

307

10/2005/GB SURVEY ON EUROPEAN POLICE EDUCATION 10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

314

7


EXTERNAL RELATION AND COOPERATION

8

50/2005/GB

THE CANDIDATE COUNTRIES ATTENDANCE AT GOVERNING BOARD MEETINGS (BULGARIA AND ROMANIA)

29 – 30 November 2005, Edinburgh, United Kingdom

DECISION The Governing Board agreed on the index card “Integration of Acceding

Countries”.

9

INTEGRATION OF ACCEDING COUNTRIES.

Background: In 2007, Bulgaria and Romania will join the European Union. The External Relations Working Group, which met at Bucharest on 26 September 2005, had a long discussion on the best way to integrate these two countries in CEPOL’s activities and structures.

Proposals: Consequently, two proposals are put forward by the working group to the Strategy Committee and, if agreed by the latter, to the Governing Board for adoption. *The first proposal is relating to CEPOL’s activities: it is proposed that the two acceding countries be offered one course to organise during the year 2006. As recognised organisers, Bulgaria and Romania will then be entitled to receive funds directly from CEPOL. This will enable them to understand the procedure designed by the College as far as accountancy, budget and administrative organisation are concerned. *The second proposal is relating to CEPOL’s structures: Acceding countries are invited to all Governing Board meetings. It is proposed that for one Governing Board meeting per Presidency during the year 2006, the costs for such attendance (one person per acceding country) will be covered by CEPOL’s budget. This idea must be understood by the Acceding countries as an incentive to familiarise themselves with CEPOL’s work and procedures before they join the Union in 2007.

10

20/2005/GB

UPDATE ON THE MEDA PROJECT

10 – 11 May 2005, Mondorf – les – Bains, Luxembourg

DECISION In order to facilitate the financing of MEDA, a bank guarantee will be

presented to the Commission so that the advance payment received from the Commission will increase from €149,000 to €597,000.

11


FINANCE AND BUDGET

12

43/2005/GB

2004 AUDIT REPORT – CLOSING


DECISION Malta has given their proxy vote and therefore the 2004 Audit Report

has been signed by all 25 member states and is now closed.

13

Contents

Information about the College.......................................................................................................14

Statement of the Administrative Director....................................................................................15

Independent Auditors’ Report to the Governing Board ...........................................................16

Management’s Review....................................................................................................................18

Accounting Policies.........................................................................................................................19

Income and Expenditure Statement 2004 ....................................................................................21

Income and Expenditure Statement 2004 ....................................................................................22

Balance Sheet as at 31 December 2004..........................................................................................23

Notes to the accounts ......................................................................................................................24

14

Information about the College

The European Police Academy (CEPOL) Bramshill House Bramshill Hook Hampshire RG27 0JW

Governing Board One representative from each EU member State.

Administrative Director Mr Ulf Göransson

Auditors Deloitte & Touche LLP Reading

15

Statement of the Administrative Director We have today presented the Annual Financial Report of The European Police College (CEPOL) for 2004. The Annual Financial Report has been presented in accordance with the financial regulations agreed by the Governing Board on 27 September 2001. We recommend the Annual Financial Report for adoption.

Administrative Director

Ulf Göransson

Governing Board Austria Belgium Cyprus Czech Republic Denmark Estonia Finland France Germany Greece Hungary Ireland Italy Latvia Lithuania Luxembourg Malta Netherlands Poland Portugal Slovak Republic Slovenia Spain Sweden United Kingdom

16

Independent Auditors’ Report to the Governing Board We have audited the financial statements of CEPOL for the year ended 31 December 2004 which comprise the the income and expenditure statement, the balance sheet and the related notes 1 to 3. These financial statements have been prepared under the accounting policies set out therein. These financial statements have been prepared to assist the Governing Board in assessing the stewardship of the organisiation as required by the Financial Regulations. Our Report is prepared solely for the exclusive use of the Governing Board of CEPOL and solely for the purpose of assisting the Governing Board in assessing the stewardship of the organisation. Our Report is not to be used for any other purpose, recited or referred or to in any document, copied or made available (in whole or in part) to any other person without our prior written consent and may not be relied upon by any other party for any purpose whatsoever. Our consent will be granted only upon receipt of written confirmation from any party seeking access to our report that they acknowledge and agree that we will not owe any duty to them and that we will not be liable for any loss, damage or expense of whatsoever nature which is caused by their reliance on representations in our report. Deloitte & Touche LLP, its members and staff neither owe nor accept any duty to any other party and shall not be liable for any loss, damage or expense of whatsoever nature which is caused by their reliance on representations in our report. Respective responsibilities of the Governing Board and auditors As described in the statement of the Administrative Director, the organisation is responsible for the preparation of the financial statements in accordance with the financial regulations of CEPOL, agreed by the Governing Board on 27 September 2001. Our responsibility is to audit the financial statements in accordance with relevant United Kingdom legal and regulatory requirements and International Standards on Auditing.

We report to you our opinion as to whether the financial statements have been properly prepared in accordance with the financial regulations of CEPOL. We also report if the company has not kept proper accounting records, or if we have not received all the information and explanations we require for our audit. Basis of audit opinion We conducted our audit in accordance with International Standards on Auditing issued by the Auditing Practices Board. An audit includes examination, on a test basis, of evidence relevant to the amounts and disclosures in the financial statements. It also includes an assessment of the significant estimates and judgements made by the organisation in the preparation of the financial statements and of whether the accounting policies are appropriate to the organisation’s circumstances, consistently applied and adequately disclosed. For the avoidance of doubt, our audit does not include a review of the CEPOL annual report 2004 (referred to on page 5 of these financial statements). We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order to provide us with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or other irregularity or error. In forming our opinion, we also evaluated the overall adequacy of the presentation of information in the financial statements.

17

Opinion In our opinion the financial statements have been properly prepared in accordance with the financial regulations of CEPOL. Deloitte & Touche LLP Reading [Date]

18

Management’s Review Reference is made to the CEPOL Annual Report for the Year 2004 and, for the future, to the 3‐Year Report on the Operation and Future of the Network.

19

Accounting Policies This Annual Financial Report has been prepared in accordance with the Financial Regulations governing CEPOL.

Recognition and Measurement Assets are recognised in the balance sheet when it is probable that future economic benefits will flow to CEPOL, and the value of the assets can be measured reliably. Liabilities are recognised in the balance sheet when CEPOL has a legal or constructive obligation as a result of a prior event, and it is probable that future economic benefits will flow out of CEPOL, and the value of the liabilities can be measured reliably. On initial recognition, assets and liabilities are measured at cost. Anticipated risks and losses that arise before the time of presentation of the Annual Financial Report and that confirm or invalidate affairs and conditions existing at the balance sheet date are considered at recognition and measurement. Income is recognised in the income statement when earned, whereas costs are recognised by the amounts attributable to this financial year. Value adjustments of financial assets and liabilities are recorded in the income statement as financial income or financial expenses. Income statement

Revenues Revenues comprise contributions from Member States.

Organisational costs The item comprises costs that have been incurred in the financial year, regardless of their time of payment, to run the Secretariat, including personnel costs. Programme expenditure The item comprises expenses related to the holding of training courses.

20

Accounting Policies Cont’d

Bodies and organs The item comprises expenses for various bodies and committees. Balance sheet

Foreign currency translation On initial recognition, foreign currency transactions are translated applying the exchange rate at the transaction date. Receivables, payables and other monetary items denominated in foreign currencies that have not been settled at the balance sheet date are translated using the exchange rate at the balance sheet date. Exchange differences that arise between the rate at the transaction date and the one in effect at the payment date, or the rate at the balance sheet date, are recognised in the income statement as financial income or financial expenses.

21

Income and Expenditure Statement 2004 2003 2004 2004 Note Actual Budget Actual

€ € € Member States Contribution 1 2,887,697 3,085,950 3,085,951 2002 Surplus 2 ‐ 546,940 541,940 2002 Reservation 2 ‐ ‐ 652,700 Bank Interest 48,709 40,000 56,038 FUNDS AVAILABLE 2,936,406 3,672,890 4,336,629 External Experts 233,887 280,800 238,328 Participants 604,519 928,500 709,719 Lesson Costs 208,895 610,200 180,962 Other Costs 79,480 230,500 194,671 Programme Costs 1,126,781 2,050,000 1,323,680 Harmonising 58,934 82,000 18,064 Best Practice & Research 76,215 196,600 130,939 Exchanges and Secondments ‐ 30,000 ‐ Electronic Network 141,003 180,000 181,272 Co‐operation 4,261 10,000 ‐ Training 3,273 8,000 ‐ Activity Costs 283,686 506,600 330,275 Evaluation Costs 1,026 32,000 ‐ TOTAL PROGRAMME COSTS 1,411,493 2,588,600 1,653,955

22

Income and Expenditure Statement 2004 2003 2004 2004 Actual Budget Actual € € € Salaries 316,234 483,450 464,570 Other Personnel Costs 44,370 35,000 32,577 Short Secondment ‐ 34,000 13,969 Personnel Costs 360,604 552,450 511,116 Offices 30,914 33,000 63,486 Travel 101,069 97,500 148,604 Office Costs 14,785 38,000 17,710 Durable Goods (9,215) 15,000 11,691 IT and Communications 44,214 42,000 52,578 Other Costs 7,502 7,500 13,202 VAT / Exchange Rate 18,144 ‐ 14,583 Other administrative Costs 207,413 233,000 321,854 TOTAL ADMINISTRATIVE COSTS 568,017 785,450 832,970 Governing Board 73,910 197,600 128,448 Committees 45,629 73,240 63,013 External Control Body 79,700 28,000 10,619 Audit 5,000 ‐ 9,500 Regulatory Costs 204,239 298,840 211,580 TOTAL EXPENDITURE 2,183,749 3,672,890 2,698,505 Surplus 752,657 0 1,638,124 Less funds reserved 2 ‐ ‐ (759,500) Net Surplus 2 752,657 0 878,624

23

Balance Sheet as at 31 December 2004 2003 2004 Actual Actual € € Cash at Bank 3,375,197 4,321,079 Projects managed on behalf of the EU 3 (120,029) 185,697 Creditors (1,325,560) (1,277,222)

Accruals ‐ (1,014,921) Program Advances ‐ 268,965 VAT / Contributions 17,689 ‐ Contribution overpayments ‐ (92,817) NET ASSETS 1,947,297 2,390,781 Surplus 2002 2 541,940 ‐ Surplus 2003 2 752,657 752,657 Surplus 2004 2 ‐ 878,624 Reservation 2004 2 ‐ 759,500 Reservation 2002 2 652,700 ‐ RESERVES 1,947,297 2,390,781

24

Notes to the accounts 1. Members State Contributions Country 2003 2004 € € Austria 70,583 70,767 Belgium 87,553 87,000 Cyprus ‐ 2,315 Czech Republic ‐ 15,923 Denmark 56,843 58,989 Estonia ‐ 1,407 Finland 44,696 45,659 France 472,333 499,753 Germany 687,706 689,815 Greece 43,073 46,309 Hungary ‐ 13,993 Ireland 34,600 34,245 Italy 397,690 409,154 Latvia ‐ 1,918 Lithuania ‐ 3,109 Luxembourg 6,703 6,620 Malta ‐ 856 Netherlands 140,813 142,456 Poland ‐ 43,009 Portugal 39,128 41,398 Slovak Republic ‐ 5,292 Slovenia ‐ 4,996 Spain 208,470 224,934 Sweden 79,175 83,021 United Kingdom 518,331 553,013 Contributions Paid 2,887,697 3,085,951

25

2. Movement in Reserves Surplus Reservations 2002 2003 2004 2002 2004 Total € € € € € €

Reserves as at 31 December 2003 541,940 752,657 ‐ 652,700 ‐

1,947,297

Surplus released to current

year funds (541,940) ‐ ‐ ‐ ‐

(541,940)

Current year surplus ‐ ‐ 878,624 ‐ ‐

878,624

Prior year reservation released to current year

funds ‐ ‐ ‐ (652,700) ‐

(652,700)

Surplus reserved for 2005 ‐ ‐ ‐ ‐ 759,500

759,500

Reserves as at 31 December 2004 ‐ 752,657 878,624 ‐ 759,500

2,390,781

3. Projects managed on behalf of the EU

These projects are funded directly by the EU and fall outside the main training program managed by CEPOL and funded by the member states. All costs incurred in relation to these projects are recovered from the EU. A debit balance indicates that costs, as at 31 December 2004, are in excess of amounts recovered from the EU. A credit balance indicates that EU funding to date exceeds costs incurred. These funds have not been returned to the EU as further costs are expected.

2003 2004 € € Meda ‐ 184,267 Cards ‐ (49,018) AGIS (120,029) 50,448 (120,029) 185,697

26

15/2005/GB

2006 BUDGET


DECISION After discussions, the Board approved the 2006 Budget. The

Presidency recalled the two meetings of the F&BC and asked the Board to consider the 2006 Budget without considering the Commission’s initiative on a possible EU Community financing of the College.

27

Letter to the Governing Board with an Explanatory note on 2006 Draft Budget As a result of the examinations of the Finance and Budget Committee on its meetings in March and April 2005 taking into consideration the requirements of the Annual Programme Committee and the Training and Research Committee the preliminary draft budget 2006 is submitted to the Governing Board by the Finance and Budget Committee in accordance with Article 14(3) of the Financial Regulation. The Finance and Budget Committee advises the Governing Board to submit the draft budget 2006 for adoption to the Governments of the Member States, meeting within the Council. However, there are two more decisions with an impact on the draft 2006 budget the Governing Board is requested to take before making a decision on the draft budget 2006 as a whole;

• decision regarding the estimation of expenditures for the establishment of the Secretariat in 2006 (3.3)

• decision regarding the reimbursement of travel expenses for courses and seminars (4.2).

As long as no decision is taken on the Proposal for a Council Decision establishing the European Police College (CEPOL) that could lead to financing out of the general budget of the European Union the drafting of the Budget 2006 is carried out in accordance with Article 5(3) of the Council Decision 2000/820/JHA. Therefore a recalculation has to be done, if and when a decision is taken. This explanatory note provides a general survey on the draft budget 2006. The following annexes are attached to this note: Annex I Draft budget 2006 Annex II Member states’ contributions Annex III Comments to budget 2006 Annex IV Calculation of costs for courses and seminars Annex V Course List Annex VI Calculation of Training and Research Budget Annex VII Calculation of Governing Board and Committee meetings

28

1. Overview The draft budget 2006 estimates revenues and expenditures amounting to 5,349,065 EUR. Compared to the budget 2005 the draft budget 2006 is increasing by approx. 8.1 %. The increase for 2006 compared to 2005 is mainly caused by increasing Programme Expenditure (title 3) and Organizational Expenditure (title 2). There is only a slight increase for the expenditures for Bodies and Organs (title 4).

Budget

2005 Draft Budget

2006 +/‐

Total Expenditures

4,946,850 5,349,065 + 402,215

Organizational Expenditures

1,815,000 1,939,000 + 124,000

Programme Expenditure

2,772,250 3.037.825 + 265,575

Bodies and Organs

359,600 372,240 + 12,640

2. TITLE 1 ‐ Revenues

Despite the increasing expenditures the contributions of the Member States are going to be just slightly higher as for 2005 due to the 2004 surplus, which will be carried over to the 2006 budget. The 2004 surplus is provisionally estimated to 876,500 EUR. The estimated Member States’ contributions for 2006 can be seen in Annex II.

Budget

2005 Draft Budget

2006 +/‐

Total Revenues

4,946,850 5,349,065 + 402,215

Member States Contributions

4,317,804 4,417,423 + 99,619

Balance of financial year x‐2

579,046 876.642 + 297,596

Other Revenues

50,000 55,000 + 5,000

3. TITLE 2 ‐ Organizational Expenditures

29

It is proposed to increase the organizational expenditures by 124,000 EUR mainly in favour of the personnel related costs (chapter 20).

Budget

2005 Draft Budget

2006 +/‐

Organizational Expenditures

1,815,000 1,939,000 + 124,000

Personnel related Costs

1,515,000 1,635,000 + 120,000

General support for the Secretariat

300,000 304,000 + 4,000

3.1 Personnel related costs (chapter 20)

Due to the lack of any staff regulations CEPOL continues working with seconded officers from Member States and with temporary personnel employed via personnel agencies. Therefore the calculated costs under article 200 for 2006 do not differ from 2005. However, it is proposed to increase the amount for salaries (article 200) by 125,000 EUR to enable the Secretariat to establish two new functions which are urgently needed. Experiences during the first year after the transition to Bramshill have shown that there is a strong need to prioritise the communication issues as well as the informative support and an archive function. It is not only expected to improve the entire field of information and communication including the improvement of CEPOL’s website providing more up‐to‐date information, but also to support the colleges and course organizers with more information, documents, materials etc. at short notice. The calculated expenditures for short time secondment (article 202) have been slightly lowered thus the total of chapter 20 has been increased by 120,000 EUR.

3.2 General support for the Secretariat (chapter 21) It is proposed to increase the expenditures for general support by 4,000 EUR. This is mainly caused by transport and travel (article 211). The calculated expenditures for the articles 212 to 215 have been lowered slightly. The positive effect of travel to and from the airport by a CEPOL owned car does not save the necessity to increase the expenditure for 2006 under article 211. Although the travel costs itself (e.g. flight tickets) have not been increased that much the accommodation costs for the Secretariat’s staff, when travelling out of Bramshill, are significantly higher due to a higher number of staff members and a higher number of meetings the Secretariat has to

30

attend. In addition to that the number of seconded persons and the number of meetings taking place in Bramshill have increased. Therefore the draft budget proposes under article 211 an increase amounting to 16,000 EUR. 3.3 Proposal on Expenditures for the Establishment of the Secretariat

3.3.1 State of Affairs Since no final agreement on the conditions for CEPOL’s placement within

CENTREX, Bramshill, has been made yet, it is very uncertain whether the Secretariat is able to carry out all the acquisitions foreseen for 2005 amounting to 245,000 EUR especially the IT‐Infrastructure and the hardware and software of the European Police Learning Net. Therefore it is necessary to take that risk into consideration when drafting the budget 2006.

3.3.2 Proposal

a. Article 213 (Durable goods) is increased by 45,000 EUR and article 214 (IT and Communication) is increased by 125,000 EUR.

b. To both articles and to article 100 (Contributions of Member States) the

following note is added: In this article an amount of XX EUR is included for the establishment of the Secretariat in Bramshill. This amount can only be called up after a unanimous decision of the Governing Board.

3.3.3 Advice of the Finance and Budget Committee At its last meeting in April in Luxemburg the Finance and Budget Committee

decided unanimously to advice the Governing Board to approve this proposal. The Finance and Budget Committee was convinced that the proposal adequately assures that the money can be used for the same purpose only once.

3.3.4 Implementation

If the Governing Board approves the proposal the draft budget 2006 has to be amended accordingly.

3.3.5 Proposal

The Governing Board is invited 1. To approve the proposal (3.2.2).

4. TITLE 3 ‐ Programme Expenditures

31

It is proposed to decrease the programme expenditures by 229,915 EUR caused by increasing expenditures for seminars and courses as well as increasing expenditures in the field of the Electronic Network, EPLN and e‐Doc. Budget

2005 Draft Budget

2006 +/‐

Programme Expenditures

2,772,250 3,037,825 + 265,575

Activity related costs and working programme

2,202,250 2,339,575 + 137,325

Activity related costs and initiatives

525,000 678,250 + 153,250

Evaluation

45,000 20,000 ‐ 25,000

4.1 Activity related costs and working programme (chapter 30)

The number of participant days is proposed to increase by approx. 19.3 %, from 8,540 during 2005 to 10,190 during 2006, thus the number of courses would increase from 56 to 73 and the number of participants from around 1,500 to around 1,990. The calculated expenditures have been increased by only 137,325 EUR. This could have been done since the average course duration is decreasing. For 2006 the courses are normally calculated with 25 participants and almost all courses are planned for four days. Further details on the calculations of courses and seminars can be found in annexes IV and V. 4.2 Proposal on Travel Costs for Courses and Seminars

4.2.1 State of Affairs

Since ten new Member States have become member of the European Union last year the travel distances have become longer and the costs higher for all Member States. To enable every Member State to send participants to courses it is advised to support countries mainly affected by long distances to the courses’ venue.

4.2.2 Rules of Procedure

a. The sending organization may request assistance to be able to send participants to courses due to high travel expenses.

b. The claim has to be send from the sending organization to the Secretariat.

32

c. A reimbursement is possible above the threshold of 350 EUR covering 50 %

of the ticket costs.

d. Applicable are only the lowest economy‐fares available.

e. The reimbursement goes to the sending organization only and not to individuals.

4.2.3 Advice of the Finance and Budget Committee

At its last meeting in April in Luxemburg the Finance and Budget Committee examined the proposal and decided to advice the Governing Board to approve the rules of procedure. This decision was taken unanimously, except Italy made a scrutiny reservation.

4.2.4 Implementation

If the Governing Board approves the rules of procedure they could enter into force from the beginning of 2006 on. Therefore article 302 in the draft budget 2006 would have to be increased by 85.000 EUR.

4.2.5 Proposal

The Governing Board is invited 2. To approve the rules of procedure. 3. To increase article 302 of the draft budget 2006 by 85.000 EUR.

4.3 Activity related costs and initiatives (chapter 31)

Following the proposal to establish one working group for the Electronic Network and for the two databases, EPLN and e‐Doc, emphasis has to be laid on the costs for the future development of the Electronic Network. Further details on the calculations are given in annex VI.

4.4 Evaluation (chapter 32)

The decision to establish a Peer Review Group has not yet been finalised by the Board. A proposal is proposed to be put forward during the autumn.

5. TITLE 4 ‐ Bodies and Organs

As the required expenditures for Governing Board meetings (article 401) and for the external control body could be calculated lower and the calculated costs for Meeting

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Committees have had to be arisen the estimation for 2006 is only slightly higher as the budget 2005 at the end. Further details on the calculation are given in annex VII.

Budget

2005 Draft Budget

2006 +/‐

Bodies and Organs 359,600 372,240 + 12,640 6. Proposal

The Governing Board is invited 4. To submit the draft budget 2006 for adoption to the Governments of the

Member States, meeting within the Council.

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31/2005/GB

DRAFT 2007 BUDGET

13 ‐ 14 September 2005, London, United Kingdom

DECISION The Governing Board agreed on the budget for 2007, stating that it

should not exceed €7m.

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Draft CEPOL Budget 2007 1. Preliminary Remark

The procedure of drafting the general budget of the European Union requires CEPOL to inform the Commission about the proposed budget for the year after next and the proposed number of posts in the autumn of the current Year. As a consequence the Governing Board has already been invited to find an agreement on the estimated amount for the budget 2007 in its meeting in September 2005. To ease the calculation this presentation is based on the structure of the present CEPOL budget. In the course of the preparation of the budget 2007 this will change in order to meet the structure required by the Commission

2. Overview

Overview MS Budget 2006 Estimation 2007 Personnel related costs 1,635.000 2,200.000 Secretariat 474.000 500.000 Sub‐Total 2,109.000 2,700.000 Courses/Seminars 2,339.575 2,950.000 Curricula 72,750 150,000 Research 223.000 325.000 Electronic Network 225.500 325.000 Other Activities 77.000 150.000 Sub‐Total 3,037.825 3,900.000 Bodies & Organs 372.240 400.000 Revenues/Total 5,519.065 7,000.000

3. Administrative Expenditures

a. Personnel related costs: The estimation takes into acount that all personnel are in post for a full year. If the recruitment process is finalised during 2006 probably no recruitment will be necessary in 2007

In view of this no expenditure for additional personnel is estimated. However, a small amount for short‐time secondments (up to three months) is included.

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b. Secretariat

It was not possible to gain experience of the work and functionality of a secretariat with a full staffing profile. Furthermore the conditions for being hosted by the UK have not been finalised. A conservative projection of these costs is €500k.

4. Operational expenditures

a. Courses/Seminars In principle it is intended to continue with the same level of activities as planned for 2006 but the estimation also takes into account new courses (e.g. the introduction of EFQM, Schengen II and English for Trainers) Furthermore the common curricula developed in 2005 and in 2006 have to be cascaded. The estimation also allows the possibility to start introduce follow‐up courses.

b. Common Curricula The estimation is for continuing the development of common curricula.

c. Research Next to ongoing activities the estimation takes into account the organisation of a Police Science Conference.

d. Electronic Network The estimated amount is increased from the CEPOL budget 2006 (Member States), since it is planned to develop the facilities to have an integrated knoweledge base and to transfer the technology to the UK.

e. Other activities The amount is planned to finance the exchange programme for senior police officers as well as evaluation measures and other measures necessary to implement in the course of 2007 for topical reasons.

. 5. CEPOL GB, Committees and Working Groups

The estimation is for continuing the work of these bodies at in the current level

6. Summary The Governing Board is invited to agree on the estimation in general and to take note that, in the course of the establishment of the budget 2007, amendments might be necessary within the total figure of €7m and to forward this document to the European Commission for the purpose of starting to establish the budget 2007.

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03/2005/GB

RECRUITING A TEMPORARY FINANCIAL CONTROLLER

23 – 24 February 2005, Mondorf – les – Bains, Luxembourg

DECISION The Governing Board decided to appoint Mr Ian Dollery as a

temporary Financial Controller for a work of 15 to 20 hours per week through a contract with Reed Finance. Mr Dollery will start his work as from 1st March 2005 for a period of up to15 months. He will exercise his control on behalf of the Governing Board, supervise the accounts department and will also work as an advisor to the secretariat.

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PROPOSAL FROM THE MEMBERS OF THE SELECTION PANEL SET UP BY THE FINANCE AND BUDGET COMMITTEE ON JANUARY 18, 2005

By letter to the Presidency, CEPOL was informed that Tracey Vincent, Financial Controller of CEPOL would be reassigned to other duties at the end of January 2005. In order to allow this vital post to be filled, Tracey entered into contact with REED FINANCE, a provider of interim personnel, and obtained CV for various candidates. These were forwarded to the Presidency of CEPOL on December 09, 2004, who copied the secretariat on these. Based on a decision by the CEPOL Budget and Finance committee on January 19th, 2005, [attended by representatives of 13 countries (of which four were also voting members at the Governing Board) and the administrative director] representatives of the Troika interviewed four potential candidates for the post of temporary financial controller. These interviews were held on January 25th, 2005 in Bramshill. All four candidates showed good potential for fulfilling the task to be assigned. Three of the candidates were UK nationals presented by REED FINANCE; one is from another Members state of the union. However taking into consideration the minimum skill requirements for the post of Financial Controller, as laid out by the Governing Board during the Irish presidency, the selection panel proposes Ian Dollery for the post of temporary Financial Controller of CEPOL. Ian meets all the criteria as laid out in the job description for Financial Controller. Ian has the required knowledge of accounting and is able to analyse and interpret financial and accounting records. Additionally he has the sufficient professional accounting experience (requirements: sufficient professional accounting experience and exposure to internal auditing work which demonstrates possession of the required knowledge and abilities, including at lest 5 years financial management experience (of which 2 years is in a senior management position). Ian also has basic knowledge of the French language. If the Governing Board agrees to this selection, a contract should be entered into with REED FINANCE to provide for services for a financial controller with a term ending not before March 31st, 2006. This should be done in order to allow the selected candidate to follow the 2005 accounts till their finalisation and audit. Enclosures:

• CV of Ian Dollery • Job description for Financial Controller of CEPOL

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1st Floor 27 – 29 Wote Street Basingstoke Hampshire RG24 7NE Tel: 01256 857 480 Fax: 01256 842 189 Web site http://www.reed.co.uk

NAME: IAN K. DOLLERY FCA DOB: 4th March 1943 RESIDES: Hampshire PROFESSIONAL: The Institute of Chartered Accountants in England & Wales

PROFILE

Ian is a qualified Chartered Accountant who has been spent his career in both financial and direct operational roles. He is very versatile and is used to developing strategic direction with a business plan, financial controls and reviews tailored to the particular needs of both small and large companies. Ian has an energy and enthusiasm and work’s in very much a ‘hands on’ style at all levels. He is able to contribute across a broad range from accounting, through budgeting, analysis and reviews to corporate advice and also marketing, with a particular empathy for the small to medium sized private business.

CAREER HISTORY

1992 – 2004 Varied business and consultancy appointments: 2003‐04 Financial reviews, corporate profile, marketing and sale of a travel company

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2002‐03 Business Plan and bank finance negotiation for a Russian agricultural group 2001‐02 Restructure and acquisition strategy and negotiation for an insurance broker, including financial review, budgeting and loan negotiation. 1999‐01 Strategy, operations, finance and contract negotiation for a tracing company 1998‐99 Start‐up strategy and business plans for IT and coach building companies. 1995‐97 Management buy‐out of a training company, becoming Chairman ‐

providing providing administration and public authority contract negotiation. 1994 Strategic and financial preparation for the sale of a £5 m. malting company. 1993 Corporate and financial structure of a £130 m. pa advertising agency. 1992 Control of cash flow for a small service company 1999 ‐ Date Families and Friends of Camphill – CHAIRMAN 1999 to 2003, of a

national charity.

HARC Housing Association – CHAIRMAN providing for adults with learning disabilities.

• Initiating and establishing the charity to work alongside the 25 Camphill centres, for some 1000 children and adults with a learning disability and their families.

• Recruited and provided a professional advisory, support and advocacy service for disabled individuals and families, supported by the design and development of a website.

• Provided full charity administrative and financial compliance, securing 8 year funding of £350,000 with conference organisation, speaking appointments and national representation.

1993 – 1996 Caring for New Forest Ponies

Hampshire charity CHAIRMAN Establishing and chairing with national and regional newspaper campaigns, public meetings and appearance on national television with Parliamentary lobbying.

1985 – 1991 Lowe Howard‐Spink Plc and Allen Brady & Marsh Leading UK advertising agencies

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(Combined Turnover of £215M and 280 employees)

FINANCIAL DIRECTOR Responsibilities for financial, administration, personnel and company

secretary

Allen Brady & Marsh

• Responsibility for introducing new financial and management controls and analyses within a restructuring programme to achieve profitability in a declining market position.

• Redundancy programmes, relocation and sale and lease of premises, together with taxation and legal issues.

• Winding up of the company pension scheme and introduction of individual plans.

Lowe Howard‐Spink Plc • Identified and negotiated the sale of Allen, Brady & Marsh to

Lowe Howard‐Spink Plc, compiling all documentation and dealing directly with city institutions.

• Revising working capital demands to realise interest savings of £0.5million pa, integration of financial disciplines within the agency, through review and forecasting systems.

• Personally negotiated the purchase of a Dutch malting plant, on behalf of an international group.

1983 – 1985 Alexander Allen

Insurance brokerage in London DIRECTOR AND SHAREHOLDER Development and acquisition programme, including marketing and administration with the subsequent sale to a major PLC.

1980 – 1982 Delta Refining Corporation ‐ Canada

TREASURER AND CHIEF FINANCIAL OFFICER Developing strategic plans for this publicly quoted company and US subsidiaries

and securing $7 million of international finance for diversification and expansion, in

gold and silver.

1970 – 1980 Monsanto Europe SA in Brussels

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COMMERCIAL MANAGER (Industrial Chemicals Division) • Responsibility for the direction of sales, research and

manufacturing operations across Europe, with worldwide markets.

• Negotiation of major contracts, pricing, distribution and product diversification with a turnover of $10 m.

PLANNING AND CONTROL MANAGER • Financial budgeting and review responsibilities covering $300

million • Design and development of an innovative computer operating,

planning and reporting system, used across Monsanto’s European chemical production, sales and financial operations.

1968 – 1970 Decca Radar – Surrey

MANAGEMENT ACCOUNTANT • Factory and contract cost controls, management accounts, reports,

budgeting and payroll. 1960 – 1968 Schonhut Wakelin & Co, Chartered accountants

• Completed articles with this London practice • Duties involving a wide range of responsibilities from

bookkeeping, audit and taxation for individuals and private companies

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JOB DESCRIPTION

Financial Controller GRADE EU pay scale equivalent A6 – base salary €45,000 (part time) JOB SUMMARY The post holder will be responsible for the general oversight of the finance systems and procedures, to ensure that procurement procedures are followed and the timely production of accounting reports. The Financial Controller will be responsible to the CEPOL Governing Board for the effective governance of the accounting function which includes oversight of the financial function and activities of the Administrative Director. The Financial Controller will be required to act in an advisory capacity to the Governing Board on budgetary matters and will report formally to them on the accuracy, reliability and resilience of the CEPOL financial systems and regulations. The Financial Controller will also work closely with his/her opposite number in Denmark, and with the Danish Accounting Officer to plan the transfer of accounting data from the temporary Secretariat in Denmark to Bramshill.

JOB CONTENT/ MAIN TASKS • To ensure that accurately and timely financial reports are produced and submitted to

the CEPOL Administrative Director and Governing Board. • To advise on policy and procedural changes as they arise and to fully contribute to the

financial management of CEPOL • To advise the Governing Board about budget transfers between titles. • To work closely with the Accounting Officer and sign transfer orders jointly with

him/her. • To provide advice on the draft budget for CEPOL • To report on CEPOL’s annual closing balance and provide advice on the CEPOL

annual accounts, balance sheet and annual report. To ensure that funds are accounted for appropriately within the CEPOL accounts.

• To provide a check on the commitment of all expenditure, the making of payments and recovery of revenue.

• To approve and check on the letting of public contracts entered into by the CEPOL Administrative Director.

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• To approve recovery orders, placements on term account, incidental revenues, the annual account and the balance at the end of the financial year and legal commitments entered into by the CEPOL Administrative Director.

• To provide an annual report, to be submitted with the draft budget, to include an assessment of the adequacy of, and compliance with internal processes and procedures and financial regulations.

• To examine and assess the reliability, adequacy and respect of regulations, the systems, the procedures and the related internal and external checks. This should be reported annually, together with the draft budget.

• To work with the Administrative Director and submit the CEPOL audit report to the

Governing Body and to the CEPOL control body on September 1st at the latest. • To maintain an oversight on externally funded programmes such as the CARDS and

MEDA programmes.

MINIMUM SKILL REQUIREMENTS • Knowledge of generally accepted accounting principles and practices and budgeting;

financial record keeping procedures, laws, regulation and standards; public sector auditing policies, standards and procedures; awareness of computerised accounting systems to provide the ability to quantify and illustrate complex financial reports, comparisons, impacts and/or projections; modern office practices and procedures.

• Ability to analyse and interpret financial and accounting records; prepare a variety of timely financial documents and reports; to provide advice, forecast and make decisions based upon well researched facts; interpret audit information and to institute financial policy, procedure, and/or operational corrections and modifications; supervise and evaluate work of subordinates; communicate effectively, both orally and in writing.

• Sufficient professional accounting experience and exposure to internal auditing work which demonstrates possession of the required knowledge and abilities, including at least 5 years financial management experience (of which 2 years is in a senior management position). Experience of working in a learning environment similar to that of CEPOL is highly desirable.

• Should be a qualified Accountant. • Good spoken and written English language skills (the chosen working language of

CEPOL). A second EU language to a reasonable standard is desirable but not a key requirement initially. Developing competence in speaking a second EU language will be a requirement by the time CEPOL is an EU Body.

• An excellent team player with good interpersonal skills • A positive attitude to working in a developing environment • Ability to prioritise and meet deadlines

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42/2005/GB

RESERVATIONS TO CARRY OVER TO 2006


DECISION The Administrative Director presented a number of activities

scheduled for 2005 but which will take place in 2006. These activities have been committed and the question is whether they can be paid using money carried over. This point is also linked to the fact that €1m may be allocated by the Commission to CEPOL in 2006 as an addition to CEPOL’s budget. It was agreed a paper will be prepared by the Administrative Director indicating all concerned activities and this will be circulated to the Member States.

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16/2005/GB

TRANSFERS OF €60,000 WITHIN AND BETWEEN CHAPTERS TO MAKE UP

FOR OVERSPEND IN SECRETARIAT COSTS

10 – 11 May 2005, Mondorf – les – Bains, Luxembourg DECISION The Financial Controller explained the current budgetary situation

and asked the Board to approve the transfers. The Board agreed.

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DECISIONS REQUIRED UNDER THE CEPOL FINANCIAL REGULATIONS A. 2004 Accounts These are now subject to audit, following which they will be presented to the Board for approval. The draft accounts have been prepared and governing board approval is required under Article 12 of the CEPOL financial regulations, to allow for an overspend within Secretariat costs against budget, to be transferred against Personnel Secretariat and Bodies and Organs costs, as follows: Overspend Secretariat – titles 210 – 215 € 60,000 Transfer within chapter: Personnel costs ‐ titles 200 – 202 € 40,000 Transfer between chapters: Bodies & Organs – titles 401 – 403 € 20,000 This overspends has arisen in the accounts for two reasons: a) Following the practice in Denmark travel costs have been allocated to Governor’s

Board meetings with the balance primarily to the general Travel heading, whereas the budget has a more specific allocation basis to expense areas.

b) A reservation from 2003 of E 334,500 for Secretariat establishment costs approved by the Board, was not carried over against 2004 costs, but used to reduce member states contributions. This would have supported the additional travel costs of the significant expansion in Secretariat personnel, since the 2004 budget was set.

As Financial Controller, I would advise that this resolution be approved by the Board, as the overspend appears to result from accounting practices and so is exceptional. The Governing Board are asked: ‐ to approve these transfers of € 60,000 within and between chapters, under Article 12 of the CEPOL Financial Regulations.

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17/2005/GB

TRANSFER OF PART OF THE SURPLUS OF €245,000 FROM PROGRAMME AND ACTIVITIES COSTS TO SECRETARIAT COSTS


DECISION The Financial Controller asked the Board to approve the transfer.

The Board agreed.

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B. Reservations transferred from 2004 to the 2005 Budget It is proposed by the Administrative Director that Reservations amounting to € 759,500 be carried over from 2004 to 2005. Inherent within this proposal is the need to approve the use of a portion of the 2004 surplus under the ‘Programme and Activity’ 300 chapter against proposed expenditure for the CEPOL Secretariat establishment costs at Bramshill under chapter 200, amounting to € 245,000. This need arises from the Establishment cost reserves approved by the Board, not being available to meet this reserve in 2004, as mentioned in ‘A’ above. The remaining reservations totalling € 514,500 remain within the ‘Programme and Activities’ chapter. As Financial Controller, I would advise that these transfers be approved on the basis that the original reservation for the Secretariat Establishment costs at Bramshill was approved but not allocated in the accounts. The Governing Board are asked: ‐ to approve the transfer of the surplus of € 245,000 from Programme and Activities costs to Secretariat costs under Article 12 ‐ to approve the transfer of the total Reservations of € 759,500 from 2004 to the 2005 Budget, under Article 9 of the CEPOL Financial Regulations. Ian K. Dollery 25th April, 2005

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ORGANISATIONAL STRUCTURE

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02/2005/GB

COMPOSITION OF THE FINANCE AND BUDGET COMMITTEE


DECISION Governing Board decided that the Troika (past, current and incoming

presidencies) be ex officio member of the Finance and Budget committee. This will give the committee a total membership of 9 to 11 countries.

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11/2005/GB

COMPOSITION OF THE WORKING GROUP ON LEARNING METHODS


DECISION The Board agreed on the composition of the “Working Group on

Learning Methods” as proposed by the Chair of the T&RC.

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THE T&R COMMITTEE MADE THE FOLLOWING PROPOSAL REGARDING THE COMPOSITION, TASKS AND ACTIVITIES OF THE WGLM

The working group should be composed of max.10 experts from different Member States (and regions) who fit to the profile. Profile for the members: The members must have

special knowledge, competencies and experience in the field of educational science (e.g. pedagogy, didactics, training and learning methods, adult education) and police education and training (e.g. vocational training, management training, continuation training)

at least five years practical experience in the field of national or international police training / education

good command of the English language All members must be willing and able to participate actively in the activities of the working group and to take over particular tasks. Procedure: The CEPOL Contact Persons of all Member States will be invited to nominate an expert who fits the profile and send an application together with the CV of the expert to the Chair of the T&R Committee before 1 April 2005. The Chair should be legitimised by the T&R Committee and the Governing Board to decide on the composition of the working group. He should present his well‐founded decision to the T&R Committee and to the Governing Board. Certain continuity to the composition of the former working group (up to 2004) should be achieved. The nomination of the members should last 3 years. After this period a new selection should take place. A re‐nomination of members of the working group is possible. Mandate of the group: The purpose oft the WGLM is to provide expert support and advice to the CEPOL Governing Board and Training and Research Committee on matters of policy, practice and philosophy in police education, training and development. Activities:

Organisation of 3 group meetings per year in accordance with the “Rules of Procedure for Committees and Working Groups” – reports to the T&R Committee

Set up of time schedules for different activities Presentation of an annual report on the activities to the T&R Committee Development of a quality assurance system for CEPOL activities

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Development of guidelines (rules) for the evaluation of training activities of CEPOL Organisation of specific seminars for course managers and course designers for the

implementation of the quality assurance system Development of a competency profile for trainers Support of harmonised curricula in the implementation phase (see page 13) Development and organisation of training for trainers (in CEPOL activities) Development of a systematic exchange programme for senior police officers and

trainers Budget: The costs for three meetings (1½ days) of the working group per year should be paid by the CEPOL budget. The following costs should be reimbursed:

Travel costs of the members (Economy Class) Costs for boarding and lodging of the members Meeting room Organisational costs

Any outside expert member of the project group will get an attendance fee of 400 € for the participation in each meeting. All his/her work done for the group (e.g. preparation of expert’s reports, working papers, correspondence with colleagues, enquiries in literature) will be paid by this fee. Meetings of the working group should be organised at national police colleges or academies as far as possible.

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01/2005/GB

MODIFY THE COMPOSITION OF THE STRATEGY COMMITTEE TO ENSURE THAT MEMBERS OF THE TROIKA ARE PART OF THIS COMMITTEE


DECISION An index card on the composition of the Strategy Committee has been

presented to the board, which adopted it. In the future, the past, current and incoming presidencies will be ex officio members of the strategy committee.

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COMPOSITION OF THE STRATEGY COMMITTEE Preamble During the Governing Board meeting, held at Noordwijk on 14 and 15 September, a document (enclosure 5), which dealt with the composition of the new Cepol committees was disseminated. Inside this document, under the item “D. Strategy Committee”, it is stated that this committee will be composed directly after the election of the (deputy‐) chairs of the Training and research Committee, Finance and Budget Committee and Annual Programme Committee. It gives a total of six members. Proposal For continuity’s sake, it is proposed to enlarge the composition of the committee to the past, current and incoming Presidencies. Of course, it may happen that such Presidencies are already members of the committee since they may be (co‐) chairing another committee. As a consequence, the total membership of the Strategy Committee may vary from one half‐year to another. It is also underlined that, again for continuity’s sake, the work of the Strategy Committee is followed by the Administrative Director and the relevant staff of the secretariat.

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29/2005/GB

CONSTITUTION OF A PROJECT GROUP TO DEAL WITH THE ‘EXCHANGE PROGRAMME FOR SENIOR POLICE OFFICERS’


DECISION The index card on the Exchange/Secondment of Police Officers was

presented to the Board asking for nomination of experts to take part in an ad hoc group. This nomination should be forwarded to the Secretariat before 20 September 2005 and the focus of the group will be limited to the Exchange of Police Officers (not secondment). Finally the Commission explained that bilateral programmes of exchange of officers will not be fundable through AGIS before 2007.

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EXCHANGE / SECONDMENT OF POLICE OFFICERS. *Considering the Council Decision creating Cepol, in particular Article 7, stating that Cepol will “facilitate relevant exchanges and secondments of police officers in the context of training”, *Considering a previous Index Card on Exchange/Secondment of police Officers presented by Finland dated 05 May 2004, *Considering the three‐year report, in particular page 56 stating that “After the first contact through CEPOL activities, exchanges and secondments could be organised by the countries if they wanted. Nevertheless, a more explicit policy to facilitate exchanges and secondments, related to the learning process of senior police officers is necessary. In August 2003 a specific workshop has been organised to develop a framework”, *Considering the Hague Programme, dated 4 November 2004, in particular page 33 stating that “The Commission is invited to develop, in close cooperation with Cepol and by the end of 2005, systematic exchange programmes for police authorities aimed at achieving better understanding of the working of Member States legal systems and organisations”, *Considering the questionnaire elaborated by the Commission through the Police Cooperation Working Group and its results, *Considering the Action Plan of the Training and Research Committee, in particular point 7, Member States are invited to nominate an expert to take part in the work carried out by an ad hoc Group for the establishment/development of exchanges/secondments of senior police officers. This nomination must be notified to the Presidency/Secretariat before 1 October 2005. This group will have a temporary basis and should deliver a first report for the Governing Board meeting on 29 November 2005.

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23/2005/GB

REPORT BY THE ELECTRONIC NETWORK WORKING GROUP (TRAINING & RESEARCH COMMITTEE)


DECISION A survey has been drawn up to review the perceptions and

requirements of Member States with regard to the electronic network. Three workgroups have been constituted; one to work on an integrated approach to a technical platform of the electronic network; one to work on e‐learning; and one to address the CEPOL web site.

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04/2005/GB

TASKS AND STRUCTURE OF THE TRAINING AND RESEARCH COMMITTEE


DECISION For the working group on Learning Methods (WGLM), the Board

accepted the new nomination of members. The chair of the committee is empowered to take the decision on the final composition of the working group. For the Electronic Network working group (ENWG), the Board accepted the new nomination of members. The profile of the members of the two permanent working groups will be made less restrictive and the maximum number of the membership could be ten or eleven. For the project group on a European approach to police science, the Governing Board took note of the information contained in pages 11 and 12 of the document “Tasks and structure of the committee”. For the working group “competency profile for senior police officers in the field of international co‐operation, especially combating crime”, the Board accepted the constitution of the group and nominated the experts mentioned on page 13 of the document “tasks and structure of the committee”. The chair of the committee is empowered to take the decision on the final composition of the working group. For the four ad‐hoc groups on common curricula, the leading countries (Netherlands – Europol, Austria – Ethics and Police Corruption, UK – Terrorism and Germany – European Police Co‐operation) are authorised to establish in collaboration with the chair of the Training and Research Committee their composition, which may vary in size according to the topic. The necessary budget for the temporary working groups will be taken from the article on harmonisation work, which contains €120,000 for 2005. If needed, the Administrative Director will in co‐operation with the Chair of the TRC prepare a new budget.

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Training and Research Committee

Tasks and Structure of the Committee

Policy Paper

Content:

Page

1. Background 2

2. Composition of the Committee 3

3. Supporting partners within the CEPOL Secretariat 3

4. Tasks 3

5. Mission 4

6. Activities 4

7. Working Groups 5

7.1. Permanent working groups 5

7.1.1 Working Group on Learning Methods (WGLM) 5

7.1.2 Electronic Network Working Group (ENWG) 8

7.2. Temporary working groups (project groups

and ad‐hoc working groups) 11

7.2.1 Project Group for a European Approach to Police Science 11

7.2.2 Project Group “Competency Profile for Senior Police Officers

in the field of international co‐operation” 13

7.2.3 Ad‐hoc groups for the development of common curricula 14

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1. Background The Governing Board adopted the proposal of the Swedish Presidency about establishing five committees on 16th and 17th May 2001.1 Amongst others a “Management of Learning Committee” and a “Research and Best Practice and cooperation Committee” were established. In the back ground note for the proposal you can find the following ideas: “The committees will play a role as co‐ordinators and evaluators of the work done by the working‐ and expert groups. The committees should not be mixed up with the experts‐ or working groups set up for the occasional projects or on occasions or the preparation groups which are to develop curricula etc. for the training activities to be performed. It shall be possible for the committees to appoint working groups and project groups.” Specific tasks for the committees are not defined in the decision or background note. The committee structure was changed by the Governing Board after the enlargement of the European Union in the meeting on 11th and 12th May 2004.2 The number of committees was reduced to four. The “Management of Learning Committee” and the “Research and Science Committee” were merged into the new “Training and Research Committee”. The Governing Board decided on the composition of the four committees in the meeting on September 14th, 20043 as follows: “After discussion the GB confirmed the creation of 4 committees. The proposed membership of these committees was agreed. In accordance with the Finance and Budget Regulation the Presidency is the chair of the Finance and Budget Committee. Germany was elected Deputy Chair. The UK and France were elected Chair and Deputy Chair of the Annual Program Committee. Austria and Spain were elected Chair and Deputy Chair of the Training and Research Committee. It was proposed and agreed that for continuity’s sake, old and new committees should have a common meeting before the end of this year financed by CEPOL’s budget. 3 working groups were decided upon, namely the EPLN working group and the Expert group on learning methods, both placed under the authority of the Training and Research Committee and the External relations working group placed under the authority of the Strategy Committee.” The Governing Board4 agreed on the creation of a group of experts on “European approach on Police Science” in the meeting on 23rd and 24th November 2004. A common meeting of the “Management of Learning Committee” and the “Research and Science Committee” was not possible because of lot of other meetings and international

1 Minutes of the Governing Board of CEPOL on 16th – 17th May 2001, Page 14, item 10 and Background note 10 2 Minutes of the Governing Board meeting of CEPOL, 11 – 12 May, Pages 4-5, item 5 3 Outcome of proceedings of the CEPOL Governing Board meeting in Noordwijk on 14 and 15 September 2004;

Page 2, item: Composition of Committees; Enclosure 5 4 Outcome of proceedings of the Governing Board meeting, Amsterdam, 23 and 24 November 2004,

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training events in autumn 2004. But the chairpersons of both committees met several times and talked about the continuation of ongoing activities and projects. 2. Composition of the Committee Members from 2005 till 2007: 2005 2006 2007 Austria (1) – chair Belgium Belgium Cyprus (2) Cyprus Estonia Czech Republic (2) Czech Republic Finland Estonia (3) Estonia Ireland Finland (3) Finland Italy Netherlands (2) Italy Latvia Poland (1) Latvia Malta Slovenia (1) Netherlands Spain ‐ chair Spain (3) – deputy chair Spain ‐ chair Participation of delegates from other Member States as observers is possible at their own expenses. Rotation takes place after (1), (2), (3) years (see above) from the Training and Research Committee to the Annual Programme Committee and from the Finance and Budget Committee to the Training and Research Committee. 3. Supporting partners within the CEPOL Secretariat in 2005 Marcel CHOURRY, Acting Deputy Director Detlef NOGALA, Research Adviser Theo BREKELMANS, Programme Manager

Elisabeth ZINSCHITZ, Training and Research Coordinator 4. Tasks According to Art 7 of the Council Decision from 22.12.20005 the T&R Committee has to take action in the following fields in behalf CEPOL: (a) develop and implement common standards for training sessions for senior police

officers;

5 Council Decision of 22 December 2000 establishing a European Police College (CEPOL). OJ L 336, 30.12.2000,

p. 2-3

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(b) contribute to the preparation of harmonised programmes for the training of middle‐ranking police officers, middle‐ranking police officers in the field and police officers in the field with regard to cross‐border cooperation between police forces in Europe, and help set up appropriate advanced training programmes;

(c) provide specialist training for police officers playing a key role in combating cross‐border crime, with a particular focus on organised crime;

(d) develop and provide training for trainers; (e) disseminate best practice and research findings; (h) facilitate relevant exchanges and secondments of police officers in the context of

training; (i) develop an electronic network to provide back‐up for CEPOL in the performance of

its duties, ensuring that the necessary security measures are put in place; 5. Mission The T&R Committee shall work at

principles recommendations and guidelines concepts strategies questions

concerning the (further) development, co‐ordination, planning (budget, organisation, programme) and evaluation of CEPOL activities in the fields of police education, training, learning, science, research and electronic networking. 6. Activities In respect to the tasks described above the Committee undertakes and facilitates the following activities in order to achieve the objectives of CEPOL in particular:

Organisation of Committee meetings (3‐4 per year) in accordance with the “Rules of Procedure for Committees and Working Groups”6– report to the Governing Board

Development of the annual programme and proposal for the annual budget of the Committee

Presentation of the annual report of the Committee to the Secretariat and Governing Board

Definition of tasks and composition of working/project groups Set up of time schedules for the different activities Implementation of common standards for training sessions of senior police officers

(quality assurance system ‐ Q13) Organisation of workshops or special trainings for trainers, course managers and

training experts in CEPOL activities

6 Decided at CEPOL Governing Board on 4-5 December 2003

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Development of harmonised curricula Monitoring the educational policy of CEPOL Providing an electronic network facilitating the use of up‐to‐date learning and

teaching methods and research findings Steering and monitoring of EPLN and eDoc Research and Science Database eDoc Organisation of meetings for the National Correspondents for eDoc Annual European Police Science and Research Conference Building up and maintaining a network with scientific institutions in the field of

police science and research Exploration of the roots and future perspectives of a European approach to solve the

main problems of policing in the Member States Co‐ordination of the activities of the working / project groups Elaborating a competency profile for senior police officers and trainers Development of training guidelines for a systematic exchange programme

7. Working Groups According to the decisions of the Governing Board in 2004 two permanent working groups and one temporary group will be under the authority of the Training and Research Committee. 7.1. Permanent working groups 7.1.1 Working Group on Learning Methods (WGLM) Background: CEPOL as a network organisation of the national training institutes for senior police officers in the Member States has to deliver a training programme. The Governing Board has to decide on the annual programme – that means the teaching content, type, number and length of training courses and activities to be implemented. (Art 3.1 Council Decision) Development of the programme of courses is the responsibility of the Annual Programme Committee. The aim of all CEPOL activities shall be to help train the senior police officers of the Member States by optimising cooperation between CEPOLʹs various component institutes. It shall support and develop a European approach to the main problems facing Member States in the fight against crime, crime prevention, and the maintenance of law and order and public security, in particular the cross‐border dimensions of those problems. (Art 6.1 Council Decision) In order to achieve this aim CEPOL may, in particular, provide training sessions, based on common standards, for senior police officers. (Art 7a Council Decision)

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At the moment there are great differences in the police education and training systems in the Member States (e.g. teaching content, methods, duration, organisation, orientation, scientific basis, education of trainers). The national background may influence the curricula of CEPOL courses delivered by and set up in national training institutes. It may have an effect upon the acceptance of CEPOL courses. On the basis of this background the “Working Group on Learning Methods” was transferred from the AEPC (Association of European Police Colleges) under the authority of the “Management of Learning Committee” in 2002. The group was asked for the development of quality standards for CEPOL activities. In the following years meetings of this expert group were not held at regular intervals but mostly ad hoc. It didn’t follow a long term working programme. The activities of the group were steered by current demands of the Management of Learning Committee and Governing Board. Members: Until 2004: Dirk van Vierssen (NL) – chair Marianne Hilton (S) Petri Raivola (FIN) Mark Haythorne (UK) Dominque Munro (F) Claire Kelly (UK) Wolfgang Kokoska (D) Anna Christina Romano (P) Iren Sarközi (H) Ene Vinter (EST) Sarah Myler (IRL) …. (CYP) New from 2005: The T&R Committee made the following proposal regarding the composition, tasks and activities of the WGLM in the meeting on 24/25 January 2005: The working group should be composed of max. 10 experts from different Member States (and regions) who fit to the profile. Profile for the members: The members must have

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special knowledge, competencies and experience in the field of educational science (e.g. pedagogy, didactics, training and learning methods, adult education) and police education and training (e.g. vocational training, management training, continuation training)

at least five years practical experience in the field of national or international police training / education

good command of the English language All members must be willing and able to participate actively in the activities of the working group and to take over particular tasks. Procedure: The CEPOL Contact Persons of all Member States will be invited to nominate an expert who fits the profile and send an application together with the CV of the expert to the Chair of the T&R Committee before 1 April 2005. The Chair should be legitimised by the T&R Committee and the Governing Board to decide on the composition of the working group. He should present his well‐founded decision to the T&R Committee and to the Governing Board. Certain continuity to the composition of the former working group (up to 2004) should be achieved. The nomination of the members should last 3 years. After this period a new selection should take place. A re‐nomination of members of the working group is possible. Mandate of the group: The purpose oft the WGLM is to provide expert support and advice to the CEPOL Governing Board and Training and Research Committee on matters of policy, practice and philosophy in police education, training and development. Activities:


Set up of time schedules for different activities Presentation of an annual report on the activities to the T&R Committee Development of a quality assurance system for CEPOL activities Development of guidelines (rules) for the evaluation of training activities of CEPOL Organisation of specific seminars for course managers and course designers for the

implementation of the quality assurance system Development of a competency profile for trainers Support of harmonised curricula in the implementation phase (see page 13) Development and organisation of training for trainers (in CEPOL activities)

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Development of a systematic exchange programme for senior police officers and trainers

… …

Budget: The costs for three meetings (1½ days) of the working group per year should be paid by the CEPOL budget. The following costs should be reimbursed:


Any outside expert member of the project group will get an attendance fee of 400 € for the participation in each meeting. All his/her work done for the group (e.g. preparation of expert’s reports, working papers, correspondence with colleagues, enquiries in literature) will be paid by this fee. Meetings of the working group should be organised at national police colleges or academies as far as possible. 7.1.2 Electronic Network Working Group (ENWG) Background: This group has its background in the “Expert Group Learning Technology” within the AEPC. It was transferred under the authority of the “Management of Learning Committee” in 2002 with the task of working on a comprehensive approach for the electronic network of CEPOL. The group met only sporadically and without a long term mission. Some difficulties in the development of the electronic network for CEPOL resulted in a meeting of the group in July 2004 in order to find better method of co‐operation and communication between the Member States and EPLN as well as between the CEPOL secretariat and EPLN. In the minutes of the “EPKN Programme Board meeting” on 15 July 2004 are, inter alia, the following decisions:7

1. The EPLN project Board is maintained and reports to the Governing Board via the Chair of the Parent Committee, e.g. MoLC or the Strategy Group

7 List of Decisions & Actions: EPKN Programme Board Meeting on 15 July 2004 in the Scottish Police College.

Decisions 1 - 4

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2. The Project Board should meet three times per year, at a date prior to the Governing Board in order to be able to prepare and present papers as required

3. A similar format and style of papers be produced prior to each Project Board Meeting 4. The membership of the Project Board will consist of one member from each of the three

committees: APC, MOL, Budget as well as of the chair of the Strategy group, the Secretariat and Project Manager. In addition they have the ability to call on individual experts as necessary.

Members: In the proposal of the Netherlands Presidency concerning “participation in CEPOL committees”8 to the Governing Board in the meeting on 14/15 Sept. 2004 is the following proposal: “Although a programme board of EPLN already exists and its role will be laid down in the official Agreement between CEPOL and the Police Academy of the Netherlands, the composition of this board including the participation of representatives of each committee and a rotation scheme should be decided.

1. United Kingdom (1) Committee AP 2. Finland (3) L&R 3. Netherlands (2) L&R 4. Germany (3) F&B 5. Poland (1) L&R 6. Cyprus (2) L&R Every year 2 new members will join the Programme Board EPLN. There will be at least 1 member from the Finance and Budget Committee and 1 from the Annual Programme Committee in this Board.” There was no clear decision by the Governing Board regarding this proposal and the Governing Board needs to reconsider this matter again. The T&R Committee made the following proposal in the meeting on 24th and 25th January 2005. The proposal is based on current Working Group’s view that there is a need to bring the CEPOL‐Webpage, EPLN and eDoc developments under a single working group structure which will provide greater cohesion and harmonisation in developing CEPOL’s electronic network. Composition:

8 Enclosure 5 to the agenda of the Governing Board meeting on 14/15 Sept.2004

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It is proposed that the new working group should consist of max. 10 members from different Member States (and regions) who fit the profile. Profile for the members: The members must have

special knowledge, competencies and experience in the field of electronic communication and networks and /or especially in the field of electronic support of police training (e.g. police internal networks, e‐learning, distance learning, blended learning)

at least five years practical experience in using national or international electronic networks for police training / education

good command of the English language All members must be willing and able to participate actively in the activities of the working group and to take over particular tasks. Procedure: The CEPOL Contact Persons of all Member States will be invited to nominate a person who fits the profile and send an application together with the CV of the candidate to the Chair of the T&R Committee before 1 April 2005. The Chair of the T&R Committee and the Chair of the to‐be‐replaced “EPLN Working Group” should be authorised by the T&R Committee and the Governing Board to decide on the composition of the working group. They should present a well‐founded decision to the T&R Committee and to the Governing Board. Certain continuity to the composition of the former working group (up to 2004) should be achieved. The nomination of the members should last 3 years. After this period a new selection should take place. A re‐nomination of members of the working group is possible. Mandate of the group: The ENWG has to support the Committee in planning, co‐ordinating and evaluating all necessary activities and measures in connection with the electronic network of CEPOL, including CEPOL‐Website, EPLN, eDoc and any future electronic support for the network. Activities:


Set up of time schedules for different activities Presentation of an annual report on the activities to the T&R Committee

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Analysis of the demands and needs of CEPOL and the Member States. Following this: Definition of the product profile (requirements specification)

Elaboration of a comprehensive strategy for the (further) development of the electronic network to provide back‐up for CEPOL in the performance of its duties, ensuring that the necessary security measures are put in place. The strategy must be based on the demands and needs of CEPOL and all Member States.

Presentation of a document on the optimal use of the website/homepage. Development of a detailed action plan for the implementation of the strategy in

2005 and 2006 taking into consideration the existing electronic resources of CEPOL. This plan must include

a concept for the use of EPDN and establishing user groups (including the budgetary consequences)

a plan for the systematic input of content to the electronic network following certain priorities

concept of opening the access of specific parts of the electronic network activities to support the national coordinators in developing national

implementation plans Development of a policy paper concerning the location of the EPLN (advantages,

disadvantages and budgetary consequences) Monitoring and evaluating all activities in CEPOL concerning the electronic

network.

Budget: The costs for three meetings (1½ days) of the working group per year should be paid by the CEPOL budget. The following costs should be reimbursed:

Travel costs of the members (Economy Class) Costs for meals and lodging of the members Meeting room Organisational costs

Any outside expert member of the project group will, by agreement with the Chair, receive an attendance fee of 400 € for the participation in each meeting. All his/her work done for the group (e.g. preparation of expert’s reports, working papers, correspondence with colleagues, enquiries in literature) will be paid by this fee. Meetings of the working group should be organised at national police colleges or academies as far as possible.

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7.2 Temporary working groups (project groups and ad‐hoc working groups) 7.2.1 Project Group for a European Approach to Police Science Background: Starting point is the enhancement of academic knowledge and skills within – more or less – all police forces and police training units in the EU member states. During the last decades this leads to expanding fields of police related research, national and international conferences, police science societies and many other efforts. Police training seems to be more and more a mixture of experience, traditional patterns of professional behaviour and academic values and contents. In particular the third pillar of the EU – the international cooperation in justice and police matters – leads to more professional and academic management standards and needs of the police forces. A European approach in Police Science has started by the annual CEPOL conferences, 2003 in Solna/Sweden, 2004 in Prague/Czech Republic. It seems to be clear that police science has become a main topic in national police training units and in the academic world, but added experiences, results and projects can not replace a European perspective. The Governing Board agreed on the creation of a group of experts on “European approach on Police Science” and on the procedure for selecting the experts.9 Members:10 Hans‐Gerd JASCHKE (D) – chair Francisco Del BARRIO ROMERO (SP) Milan PAGON (SLO) Tore BJÖRGO (N) Cees KWANTEN (NL) ? N.N. (H, PL, S, UK) Mandate of the Group: The group should work on the development of basic ideas and principles of a European approach of Police Science and its implementation in police research, police training and police practice. Tasks:11 9 Outcomes of proceedings of the Governing Board meeting, Amsterdam, 23 and 24 November 2004, item 9 (Report

by the Research and Science Committee), p. 4-5 and Enclosure 9A to the agenda, item No 4 10 The final decision on the composition of the group will be made by the Chair of the T&R Committee after the

nomination of an expert from UK. UK has asked for more time for the national selection process for the nomination of an expert.

11 Enclosure 9A to the agenda of the Governing Board meeting on 23 and 24 November 2004 in Amsterdam: Discussion paper “Project Group for developing a proposal for a European Approach of Police Science”

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Based on the above mentioned background the project group will be asked to find answers to the following set of questions: ‐ Is there a common, a European understanding of police, of policing, of police

philosophy and the role of police in society? If yes, how can it be defined? If not, are there, nevertheless, common elements?

‐ Is there a common European understanding and definition of police science? How can the interplay between police science and police related research be described?

‐ Is it possible to identify common key questions? Are those which can not be „solved” immediately essential for policing and must they be discussed continuously?

‐ Is there a European way to assemble thoughts and contributions from policing, law and social sciences?

‐ Is there a way for better integration of police science and police practice? Is this question still up to date or can we choose another direction: It makes no longer sense to distinguish between „theory” and „practice”. Instead, we see on the police management level practical problems to solve in a theoretical and scientifically based way.

‐ How can results of a European police science be integrated into training and courses for Senior Police Officers?

‐ How can – in the past and in the future – the interplay be described between the police training and the academic world?

‐ What does „professionalism” in the field of police management mean (knowledge, skills, ethics, methods)?

‐ Which common main research fields can be identified within the comparative approach?

‐ Which main values, methodologies and standards of European Police Science should be focused in the future?

Activities: The project group should meet four times during the first year (2005) for two‐day meetings. During these meetings they should discuss the questions and decide on how to answer them (division of labour). The number of meetings in 2006 should be determined after the constitutional meeting by the experts. All members of the project group should get full support from all Member States in fulfilling their tasks. Police researchers and police scientists working at police colleges in member states will be asked to support the work of the expert group when they ask for advice or support. The project group should get support from the Research and Training Coordinator, Ms Elisabeth Zinschitz and the Research Adviser, Mr Detlef Nogala (organisation of meetings, writing of minutes etc.).

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Budget: The costs for four meetings (2 days) per year should be paid by the CEPOL budget. The following costs should be reimbursed:


Any outside expert member of the project group will, by agreement with the Chair, receive an attendance fee of 400 € for the participation in each meeting. All his/her work done for the group (e.g. preparation of expert’s reports, working papers, correspondence with colleagues, enquiries in literature) will be paid by this fee. Meetings of the working group should be organised at national police colleges or academies as far as possible. 7.2.2 Project Group „Competency Profile for Senior Police Officers in the field of international co‐operation“ Background: In the T&R Committee meeting on 24th and 25th January 2005 the establishment of a Project Group „Competency profile for Senior Police Officers in the field of international co‐operation, especially combating crime“under the authority of the T&R Committee was proposed. Mandate of the Group: The Project Group should develop a competency profile for senior police officers in the field of international co‐operation especially combating crime. The Project Group should produce a draft paper on the competency profile before the end of May 2005 to be presented to the T&R Committee and to the CEPOL Governing Board. Composition: The Project Group consists of max. 5 experts in the field of competency profiling for senior police officers. The group should be chaired by Theo Brekelmans (CEPOL‐Secretariat). Members12: Theo BREKELMANS (CEPOL‐Secretariat) Helena TOMKOVA (CZ)

12 Each Member State is invited to nominate an expert to take part in the Project Group. Applications and C.V.s should

be received before 1 March 2005. The Chair of the Committee should be authorized by the Governing Board to decide on the composition of the Project Group. After some discussion in the T&R Committee the proposal of the committee comprises the following names.

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Harry PEETERS (NL) Beate VOSSEN (D) …….. The group can invite experts to give advice on the subject. These invitations may be extended to EU organisations, Europol, other relevant agencies or external experts as well as to national police experts. Timeframe: The Project Group should start with its work immediately after the Governing Board meeting in February 2005 and work out a draft paper before the end of May 2005. Budget: The costs have to be covered by title 3, article 310 of the CEPOL budget. Costs for meetings of the Project Group (travel costs in Economy Class, costs for meals and lodging and organisational costs) will be reimbursed. Next steps: After presentation of the results of the Project Group to the Governing Board for acceptance, it will be decided on how to proceed with the results. The Working Group on Learning Methods may be consulted (see above page 7). 7.2.3 Ad‐hoc working groups for the development of common curricula Background: On the basis of the Hague Programme13 the Annual Programme Committee proposed the development of common curricula and lead countries for the following modules:14

• Europol Module – Netherlands • Ethic & Police Corruption – Germany15 • Terrorism – United Kingdom • European Police Cooperation – Germany / Austria

The T&R Committee discussed the development of common curricula for these modules in the meeting on 24th and 25th January 2005 in Münster. All members agreed that for all four modules the establishment of working groups (ad‐hoc groups or project groups) with specific missions and time frames will be necessary. It was not possible to present detailed

13 Document 14292/1/04 REV 1, CONCL 3, Presidency Conclusions, European Council Brussels, 4/5 November

2004, Page 33 14 Minutes of the Annual Programme Committee meeting on December 14th, 2004 in Tulliallan, page 10 15 Germany and Austria agree that Austria will take over the leading role in the development of the common

curriculum for this topic and Germany will give support. A discussion paper for this module was presented by Austria to the T&R Committee meeting on 24-25 January 2005.

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proposals concerning the working groups for the individual modules at that time. A first discussion paper was presented only for the module “Police Ethics and Corruption”. Next steps: The National Contact Persons from Germany, the Netherlands and United Kingdom will be asked by the Chair of the T&R Committee for the nomination of responsible experts for the development of common curricula for their topics in co‐operation with experts from other Member States. The responsible experts will be invited to present their first proposals concerning the content and procedure for the development of the particular modules as soon as possible. It will depend on the individual proposals what kind of working groups (ad‐hoc groups or project groups) has to be established for the most efficient work (number and profile of members) and what will be the mission and time frame for these groups. All Member States will be invited to nominate their experts for the different working groups (ad‐hoc groups). The leading countries will present for the next Governing Board meeting the composition of the ad‐hoc groups. Budget: The costs of the working groups (ad‐hoc groups) have to be paid by the CEPOL budget. An amount of 120.000 € is foreseen for “harmonisation and common standards” in CEPOL’s budget for 2005 (Title 3, Chapter 31, Article 310).16

F.J.

16 Document 10059/04 ENFOPOL 62 from 8 June 2004. page 17

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PERSONNEL AND STAFF

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13/2005/GB

AGREEMENT BETWEEN THE POLITIEACADEMIE OF THE NETHERLANDS (PAN), THE ELECTRONIC NETWORK WORKING GROUP AND THE

SECRETARIAT


DECISION The Politieacademie of the Netherlands (PAN) will provide the

secretariat with a part‐time officer taking over the tasks of the back office.

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25/2005/GB

PART‐TIME APPOINTEE TO WORK IN THE SECRETARIAT


DECISION The Chair proposed to the Board that they agree a part‐time appointee

to work in the Secretariat to develop content and ensure that the information placed in the website is accurate. The Governing Board agreed to the appointment of a part time officer.

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STRATEGIC FUNCTIONALITY

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08/2005/GB

COMPILE A HANDBOOK ON DECISIONS TAKEN

AT GOVERNING BOARD MEETINGS


DECISION The index card on “Handbook of Decisions taken at Governing Board

Meetings” has been presented to the Board. The two proposals of instructing the secretariat to compile the handbook and to regularly update it have been adopted by the Board with immediate effect. In the future and as a correlation, all documents presented to the Governing Board should go first through the secretariat to receive a harmonised presentation and a filing reference.

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HANDBOOK OF DECISIONS AT GOVERNING BOARD MEETINGS

Background: The Chair has noted that the decisions taken during former Governing Board meetings have very often an impact on decisions that are submitted for discussion to committees or for decision to the Governing Board. However, whereas the texts formally adopted and published are available either through publication in the official gazette or on the CEPOL Internet page, the decisions taken at Governing Board meetings are not as easily available. Very often, the only trace of these decisions can be found in the attachments sent to participants at these meetings. These need to be consulted together with the minutes or outcome of procedures of these meetings. As CEPOL has enlarged its member base in 2004, it is important that all members can refer to one document regrouping all decisions that impact the way of operation and functioning of CEPOL. The Chair would like the Governing Board to consider and approve the following ideas, which will come as a complement to the proposal formulated by the Annual Programme Committee on common basis for understanding. Proposals: The first action would be to formally instruct the Secretariat to compile a handbook of all the decisions taken during Governing Board meetings of CEPOL and to make this available to all the members. This collection should also comprise the official texts relating to the set‐up and operation of CEPOL. The second action would be to regularly update this handbook after each Governing Board meeting. This instance should also be the unique place for keeping up to date lists of member colleges, voting members etc. These lists should also be available electronically and be updated immediately upon proper notification of a change. The Governing Board is invited to examine the two proposals with a view to adopt them with immediate effect.

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40/2005/GB

EXTRAORDINARY GOVERNING BOARD MEETING


DECISION An extraordinary Governing Board meeting will be held on 10 January

2006 in the Council, Brussels, starting at 10:00 am. All documents relating to the transition of CEPOL into a new EU body will have to be finalised prior to this meeting.

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19/2005/GB

FOLLOW‐UP ON PROPOSAL TO COMPILE A HANDBOOK ON DECISIONS TAKEN AT GOVERNING BOARD MEETINGS AND ON PROCEDURES OF

DECISION‐MAKING


DECISION The secondment of a full‐time officer for a period of not less than six

months to proceed with the creation of the Handbook of Decisions. A new procedure will be followed for decision making. In the future all documents which will have to be examined by the Governing Board will be sent previously to the Secretariat to be referenced / filed and complemented either by an index card or a cover note.

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DECISION HANDBOOK

Part 1: The past. As yet, Cepol’s Governing Board met 20 times. The minutes have varied in size between 7 and 40 pages. The number of decisions taken in one meeting has varied between 4 and 23. Today, we can say that so far, approximately 220 decisions have been taken by the Board. This first comment is the easiest one. Indeed, the very decisions taken by the Board can conceal several difficulties: * First, their nature can be substantial or purely formal. It is proposed that the purely formal decisions be simply overlooked. As an example, we can quote the decision taken in 2001 (II, p.4): “The Governing Board decided to examine the draft budget, prepared by the secretariat, before the end of May instead of the end of October”. ** Many a time, the difficulty lies in the fact that the decisions are merely the adoption of a long text or document. They give no detail whatsoever and only the study of the referenced documents can enlighten the decisions. Consequently, the only reading of the decisions taken by the Board does not give a proper idea of where we stand today. *** Due probably to the fact that entire documents have been adopted by the Board, it may happen that subsequent minutes make reference to a particular decision, which, as such, was never mentioned before. **** Finally, sometimes, due to difficult debate, the wording of the minutes is itself uncertain. See for instance the minutes (2002, II, p.24) stating: “The Governing Board seems to accept the timetable and the written proceedings”. All these difficulties explain that the creation of a handbook of decisions will require the work of a full‐time officer. The secretariat proposes that a Member State seconds an officer for a period of not less than 6 months to deal with this issue, which means to study not only the minutes but also all documents therein referenced.

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Part 2: The future

If the Board wants a regularly updated handbook to become a reliable tool, a new procedure has to be adopted as far as decision‐making is concerned. Once again, the study of the minutes will elicit several difficulties advocating this new procedure: * The first difficulty is to make sure that all decisions are taken by the Governing Board and not by other fora like Committees. This point was reminded twice by Italy (2003, XII, p.21): “Committees should not become restricted fora for decision‐making, thus receiving the authority of the Governing Board”. And (2003, XV, p. 7) “Committees could take decisions only when mandated to do so by the Governing Board”. ** The second difficulty is that it may happen that new decisions proposed to the Board may be similar to others taken in the past. This point was made clear by the Netherlands (2003, XII, p. 6): “The Board should be consistent and comply with decisions taken in the past”. *** The compilation will also show that a few decisions, which have been taken by the Governing Board, have not been implemented at all or have been implemented only partly. It may well have been good reasons for that but these reasons do not appear in subsequent Governing Board minutes. Consequently, there seems to be a need for a follow‐up mechanism. **** Another difficulty is that the drafting of the minutes has followed different patterns. It has evolved from an exhaustive approach (40 pages) to a more or less decision‐centred policy. This last option was reminded by Germany (2003, XIII, p.1): “The minutes should be a clear expression of decisions taken”. This implies that the decisions themselves are clear. It is reminded that although the vast majority of decisions have to be taken by majority and not unanimity, it has been a constant policy to try and reach a sort of tacit consensus. Consequently, decisions were not always clear, minutes were not always clear either and the number of proposed amendments by Member States receiving them was rather high. For the future, the following procedure is proposed: a/ At the latest, during the third week before the Governing Board meeting, all documents, which will have to be discussed and adopted will be sent to the secretariat by their author(s). (It is reminded that enclosures have to be sent to delegations two weeks before the Governing Board meeting).

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b/ One or several senior officers(s) working in the secretariat will be in charge of perusing the documents with an aim to identifying the fields or domains requiring a decision from the Board. c/ The senior officer(s) will liaise with the author(s) of the document(s) to agree on the field(s) requiring a decision. d/ If there is only one point needing a decision from the Board, an index card will be drafted, explicating both the point of discussion, its background, its legal basis, its implications, and what is expected from the Board. If there are several points needing decisions, then the index card will give way to a cover note indicating clearly all the points, giving all details point by point and explaining what is awaited from the Board. The Governing Board is requested to adopt this procedure with immediate effect.

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39/2005/GB

INTEGRATION OF THE PORTAL ‘EUROPA’ RUN BY THE COMMISSION


DECISION Mr Dimitri Politis from the EU Commission has proposed that CEPOL be

integrated in the Portal Europa where all EU Institutions and Agencies including Europol and Eurojust can be found. The Governing Board agreed.

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CEPOL in Europa Background : On 15 June 2005, Cepol secretariat was approached by Mr Dimitris Politis, from the Commission, proposing that Cepol be integrated in the Portal « Europa » run by the Commission. This Portal gives access to all European Institutions and Agencies, including third‐pillar Agencies such as Europol or Eurojust. Under this Portal, there could be one page dedicated to Cepol, indicating: *the official name of our College in 20 languages *the logo of the College in .PDS format *an introductory text for the “fiche” on the portal in English or French *the name of the Director or the interim Director *a permanent postal address and a visiting address. From our “fiche”, it will be possible to get direct access to the Cepol website. Procedure: On 11 July 2005, the Strategy Committee has studied positively this offer and decided to forward it to the Governing Board for formal approval. The Governing Board is consequently invited to adopt the presented index card with immediate effect.

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49/2005/GB

JOB DESCRIPTIONS –HEADS OF UNIT


DECISION The Governing Board agreed on the Job Descriptions for the Heads of

Unit.

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JOB DESCRIPTIONS

Only the Head of Unit positions are described hereafter.

Page

Head of Programmes 3

Head of Administration 7

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JOB DESCRIPTION

Head of Programmes Type of employment Temporary staff, full‐time, A 10 Duty station Bramshill. Travel will be necessary Annual basic salary 85.400 euros Length of service Initial contract of 4 years. Renewable once for a total length

of service of maximum 6 years JOB SUMMARY The primary responsibility of this post holder will be for CEPOL’s core business, which is the development and evaluation of an effective training programme for law enforcement officers in EU Member States. He/She will be responsible for the implementation of CEPOL’s quality training and evaluation standards, the training of trainers programme and the development of common curricula. The post holder will also have responsibility for maintaining and developing the electronic network and the research databases,which support CEPOL’s activities; will have a specific responsibility to the Annual Programme Committee and to the Training and Research Committee and their associated sub‐groups. He/She will ensure that CEPOL is adequately represented in Europe and be responsible for raising the organisation’s profile in appropriate fora. In this respect he/she will have responsibility to the External Relations Working Group. In order to meet these requirements the post holder will lead a team, which will market the organisation and ensure that training and learning needs are properly assessed, that the most appropriate delivery method to address the learning is identified, that a core curriculum is developed and maintained, ensuring a harmonised approach to police training where possible, and that proper evaluation of each learning event is carried out. The post holder is answerable to the Director for whom the post holder may, from time to time, require to deputise. JOB CONTENT/ MAIN TASKS • To oversee effective design, delivery and evaluation of the annual work programme. • To oversee the development of common curricula and the training of trainers

programme

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• Ensure that the CEPOL electronic network and knowledge management systems (CKN

& E‐Doc) are maintained and developed • To ensure the development and maintenance of the communications and web based

systems • To ensure the development and maintenance of the handbook of decisions and to

ensure that members of the Governing Board have adequate research and information systems

• To work with the Training and Research Committee, the Annual Programme

Committee, the External Relations Working Group And any associated working groups

• Under the Director’s Authority, to represent CEPOL in appropriate EU policing and

educational fora and raise the organisation’s profile within the EU, as well as to encourage co‐operation of police organisations within the EU and between the EU an its neighbours

• To liaise with relevant organisations and institutions in the European Union, in each

Member State, in Candidate Countries and in Iceland & Norway in order to promote CEPOL

• To develop contacts with other essentially European bodies dealing with police

training issues This environment includes first and foremost Brussels Institutions (Council, Commission, Parliament.), but also European Agencies (inter alia Europol, Eurojust, EMCDDA,EUMC, ETF, CEDEFOP, EAR, The Translation Centre…), European Networks, such as the EUCPN, the European Judicial Network…, other European bodies like the ACT (first pillar) or the Police Unit (second pillar) and international bodies working on police training such as Interpol, the Council of Europe or Agencies of the United Nations.

. • The post holder may have to deputise for the Director and may receive from the

Authorising Officer, in compliance with the Financial Regulations, delegation of powers

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MINIMUM SKILL REQUIREMENTS • Have a detailed knowledge of training design, delivery and evaluation • Have knowledge of EU policing systems and experience of developing a learning

environment within a police organisation. • High level of professional competence including excellent judgement, analytical skills

and ability to set and achieve objectives. • Have a knowledge of current structures and procedures in the European Union and

understanding of the key policy issues within Europe • Thorough knowledge of one of the official languages of the European Union and

satisfactory knowledge of a second of these languages. Good spoken and written English language skills would be an asset as this language is the working language of CEPOL.

• Minimum of 12 years experience in a senior leadership position, to include experience

of working in an educational/learning environment. • Level of education which corresponds to completed university studies attested by a

diploma when the normal period of university education is four years or more, or; • A level of education which corresponds to completed university studies attested by a

diploma and appropriate professional experience of at least one year when the normal period of university is at least three years, or:

• Where justified in the interests of the service, professional training of an equivalent

level • Have computer skills, with a good understanding of the technological environment

and an awareness of the benefits that new technology can bring to the learning environment, such as e‐learning and computer delivered training.

• An excellent team leader with good interpersonal skills and creative conflict resolution. • A positive attitude to working in a developing environment.

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• Demonstrable track‐record of success, in the field of education and training, with the ability to prioritise and meet work deadlines.

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JOB DESCRIPTION

Head of Administration Type of employment Temporary staff, full‐time, A 10 Duty station Bramshill. Travel will be required Annual basic salary 85.400 euros Length of service Initial contract of 4 years. Renewable once for a total length

of service of maximum 6 years JOB SUMMARY The primary responsibility of this post holder will be the effective operation of the Secretariat administration. He/She will be responsible for human resource management and personnel policy, accounting and financial matters, payroll, information technology, procurement practice, health and safety, logistical work, the reception and general administration and secretarial resources. The post holder will be responsible to the Finance and Budget Committee and any associated working groups. He/She will be required to oversee the implementation of the EU staff regulations and for liaison with the Commission, and other bodies in terms of the regulations. He/She will lead a team to ensure that the financial and administrative practices are in accord with EU regulations and ensure probity in their execution. The post holder is answerable to the Director for whom the post holder may, form time to time, be required to deputise

JOB CONTENT/ MAIN TASKS

• To ensure that an effective accounting system is in place and is fully secure; to manage

the finance function making sure that the Accounting Officer undertakes his/her duties with due diligence and accuracy. To ensure that the annual accounts are produced, and to provide finance and related management information for the Director and the Governing Board. To ensure that the annual budget is prepared.

• To ensure that the Secretariat has a fully compliant health and safety policy, and that

the required annual checks are carried out and any problems remedied. • To ensure that the Secretariat has a fully compliant HR policy, dealing with equal

opportunities, discrimination and harassment; that there is an up to date recruitment and remuneration policy; that all staff have contracts of employment and access to terms and conditions of employment, and that there is an annual appraisal and personal development system in place and properly operated.

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• To provide advice to the Director on the legal interpretation of the rules, regulations

and policies, applicable to the Secretariat and its personnel. • To manage the payroll system, ensuring that it is adequate to deal with the range of

payments and deductions; to provide advice on taxation, national insurance and pension matters to CEPOL staff.

• To ensure there is an effective procurement system in place which is fully auditable

and subscribes to good practice in terms of single tender actions, competitive bidding, and obtaining value for money.

• To produce the annual business plan for agreement by the Governing Board. • To identify management information needs, analyse the requirement and ensure that

the information is produced. • To have overall responsibility for the CEPOL network at Bramshill, and the

information technology support function. • To liaise with Centrex, as the Secretariat’s landlord to ensure that best value is achieved

in terms of providing office and residential accommodation, and the necessary support functions, such as telephony, postal services, meeting rooms, and refreshments.

• To ensure that a fully effective administration function is made available within the

Secretariat, and to the Governing Board, the CEPOL Committees and the wider CEPOL network.

• To ensure that CEPOL both complies with and derives the benefits of the Headquarters

Agreement with the UK Government; and especially that any tax benefits are claimed. • The post holder may have to deputise for the Director and may receive from the

Authorising Officer, in compliance with the Financial Regulations, delegation of powers.

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MINIMUM SKILL REQUIREMENTS

• A good understanding of current structures and procedures in the European Union

and understanding of the key policy issues within Europe. • An understanding of EU policing systems and knowledge of the EU staff rules and

regulations. • Experience of working within a police environment, would be highly desirable • High level of professional competence including excellent management skills,

judgment, analytical skills and ability to set and achieve objectives; needs to be a self‐motivator and an excellent administrator.

• Good financial and business skills; the ability to analyse and interpret financial and

accounting records; prepare a variety of financial documents and reports; plan, assign, supervise and evaluate work of subordinates; communicate effectively, both orally and in writing.

• Experience of human resource management and personnel policy, including a

knowledge of payroll issues, Insurance and pensions legislation. • Experience of procurement practice. • IT literate, with a good understanding of the technological environment and an

awareness of the benefits that new technology can bring to the learning environment, such as e‐learning and computer delivered training.

• Thorough knowledge of one of the official languages of the European Union and

satisfactory knowledge of a second of these languages. Good spoken and written English language skills would be an asset as this language is the working language of CEPOL.

• Minimum of 12 years experience in an organisational leadership position, with

experience of business management, personnel, and the interpretation of employment law.

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• Level of education which corresponds to completed university studies attested by a diploma when the normal period of university education is four years or more, or;

• A level of education which corresponds to completed university studies attested by a

diploma and appropriate professional experience of at least one year when the normal period of university is at least three years, or;

• Where justified in the interests of the service, professional training of an equivalent

level; • An excellent team leader with good interpersonal skills and creative conflict resolution. • A positive attitude to working in a developing environment. • Demonstrable track record of success. Ability to prioritise and meet work deadlines

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14/2005/GB

LINKAGE OF EPLN AND E‐DOC AND THE COMPATIBILITY BETWEEN MICROSOFT AND LINUX ENVIRONMENTS


DECISION The Governing Board decided that the Electronic Network Working

Group should work on finding a solution.

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21/2005/GB

LIST OF PARTICIPANTS IN MEETINGS


DECISION The Board agreed that a list of participants must be sent to the Secretariat

by the organiser of a CEPOL meeting (Governing Board, Committees, Working Groups...). A template for this list will shortly be made available by the Secretariat.

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26/2005/GB

MISSION STATEMENT


DECISION The Governing Board agreed the Mission Statement “Bringing together

the best in European Police Learning”.

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27/2005/GB

NEW CEPOL LOGO


DECISION The new logo was approved by the Governing Board.

Members were asked to inform the Secretariat of any content they would wish to have included in the new website.

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41/2005/GB

NEW FINANCIAL REGULATION


DECISION The Governing Board agreed on the draft CEPOL Financial Regulation.

It also asked the Secretariat to forward this document to the Commission, which still has to approve it.

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FINANCIAL REGULATION OF

THE EUROPEAN POLICE COLLEGE

(CEPOL)

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TABLE OF CONTENTS TITLE I SUBJECT MATTER .....................................................................................................110

TITLE II BUDGETARY PRINCIPLES....................................................................................111

Chapter 1 Principles of unity and of budget accuracy 111 Chapter 2 Principle of annuality 112 Chapter 3 Principle of equilibrium 115 Chapter 4 Principle of unit of account 116 Chapter 5 Principle of universality 116 Chapter 6 Principle of specification 118 Chapter 7 Principle of sound financial management 119 Chapter 8 Principle of transparency 120

TITLE III ESTABLISHMENT AND STRUCTURE OF THE BUDGET ............................120

Chapter 1 Establishment of the budget 120 Chapter 2 Structure and presentation of the budget 122

TITLE IV IMPLEMENTATION OF THE BUDGET.............................................................123

Chapter 1 General provisions 123 Chapter 2 Financial actors 125 Section 1 Principle of segregation of duties......................................................................125 Section 2 Authorising officer ..............................................................................................125 Section 3 Accounting officer ...............................................................................................127 Section 4 Imprest administrator .........................................................................................128

Chapter 3 Liability of the financial actors 129 Section 1 General rules ........................................................................................................129 Section 2 Rules applicable to authorising officers by delegation and sub‐delegation130 Section 3 Rules applicable to accounting officers and imprest administrators...........131

Chapter 4 Revenue operations 132 Section 1 General provisions...............................................................................................132 Section 2 Estimate of amounts receivable .........................................................................132 Section 3 Establishment of amounts receivable ...............................................................133 Section 4 Authorisation of recovery ..................................................................................133 Section 5 Recovery................................................................................................................134 Section 6 Specific provisions applicable to fees and charges .........................................135

Chapter 5 Expenditure operations 136 Section 1 Commitment of expenditure..............................................................................136 Section 2 Validation of expenditure...................................................................................138 Section 3 Authorisation of expenditure ............................................................................138 Section 4 Payment of expenditure......................................................................................139

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Section 5 Time limits for expenditure operations............................................................140 Chapter 6 IT systems 140 Chapter 7 Internal auditor 140

TITLE V PROCUREMENT........................................................................................................142

TITLE VI GRANTS AWARDED BY CEPOL .........................................................................142

TITLE VII PRESENTATION OF THE ACCOUNTS AND ACCOUNTING ..................142

Chapter 1 Presentation of the accounts 142 Chapter 2 Accounting 145 Section 1 Common provisions ............................................................................................145 Section 2 General accounts..................................................................................................146 Section 3 Budgetary accounts .............................................................................................147

Chapter 3 Property inventories 147

TITLE VIII EXTERNAL AUDIT AND DISCHARGE..........................................................147

Chapter 1 External audit 147 Chapter 2 Discharge 148

TITLE IX TRANSITIONAL AND FINAL PROVISIONS...................................................149

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THE GOVERNING BOARD, Having regard to Council Regulation (EC, Euratom) No 1605/2002 of 25 June 2002 on the Financial Regulation applicable to the general budget of the European Communities (hereinafter referred to as ʺthe general Financial Regulationʺ), and in particular Article 185(1) thereof, Having regard to Council Decision 2005/681/JHA (hereinafter referred to as ʺthe constituent instrumentʺ) establishing a European Police College (hereinafter referred to as “CEPOL”), Having regard to the opinion of the Commission, Whereas: (1) CEPOL has legal personality and hence its own budget governed by specific financial

rules. (2) The framework Financial Regulation 2343/2002 of 19 November 2002 lays down the

rules governing the establishment, implementation and scrutiny of the budget of the Community bodies which actually receive grants charged to the Community budget. On the basis of this framework Financial Regulation it is necessary that CEPOL adopts its own financial rules, which, as indicated in the abovementioned Article 185, may depart from the framework Financial Regulation in accordance with the specific management needs of those bodies, but only with the Commissionʹs consent.

(3) Like the general Financial Regulation, this Financial Regulation confines itself to

stating the broad principles and basic rules governing the whole of the budgetary sector concerned, while detailed provisions may subsequently be adopted in order to make these financial rules easier to read.

(4) For the purpose of establishing and implementing the budget, the four fundamental

principles of budgetary law (unity, universality, specification, annuality), and the principles of equilibrium, unit of account, sound financial management and transparency must be reasserted.

(5) It is necessary to define the powers and responsibilities of the accounting officer, the

internal auditor and authorising officers. The last mentioned are fully responsible for all revenue and expenditure operations executed under their authority and must be held accountable for their actions, including, where necessary, through disciplinary proceedings.

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(6) Like the institutions CEPOL must not be allowed to raise loans, in accordance with Article 14 of the general Financial Regulation.

(7) The internal audit function within CEPOL must be performed by the Commissionʹs

internal auditor, who will therefore act as the guarantor of the overall consistency of the system and its working methods in accordance with Article 185(3) of the general Financial Regulation.

(8) The timetable for establishing the budget, presenting the accounts and granting

discharge must be aligned on the equivalent provisions of the general Financial Regulations, and the authority responsible for granting CEPOL discharge is the same as for the general budget (Article 185(2) of the general Financial Regulation).

(9) The accounting rules applied by CEPOL must allow for consolidation with the

accounts of the institutions, and to this end they must be adopted by the Commission’s accounting officer in accordance with Article 133 of the general Financial Regulation.

(10) In accordance with Article 46 of the general Financial Regulation, the establishment

plan must be submitted to the budgetary authority for approval. (11) CEPOL shall have access to the panel referred to in Article 66(4) of the general

Financial Regulation set up by the Commission to examine irregularities so that a similar assessment can be made of identical cases, if the Governing Board so decides.

(12) Since CEPOL receives a grant charged to the Community budget, CEPOL must

strictly observe the same requirements as the institutions in the award of public contracts and grants, in so far as such contracts and grants are authorised by the constituent instrument; in this respect a reference to the relevant provisions of the general Financial Regulation will suffice.

(13) Like the institutions, CEPOL may, for the performance of the tasks entrusted to it,

employ external private sector bodies only where necessary and not for tasks involving any public service mission or any use of discretionary powers of judgement, in order to guarantee that each body is accountable for the implementation of its budget and adheres to the objectives assigned to it on its creation.

(14) In support of CEPOL’s request for payment of the Community subsidy, CEPOL must

submit a cash flow forecast, and the funds paid by the Communities in respect of that subsidy must bear interest for the benefit of the Communities.

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(15) Once CEPOL collects fees and charges there must be specific provisions organising the collection of fees and charges, which are one of the resources of CEPOL.

(16) In view of statutory requirements arising from the constituent instrument, the

procedure for presenting the accounts should be adapted and provisions made for the Governing Board to give its opinion on the accounts.

(17) The only provisions of the general Financial Regulation that must be included in this

Regulation are those which are relevant to CEPOL. In particular this Regulation must therefore not include the provisions relating to areas of activity that have no connection with CEPOL, the various methods of implementation embodying the concept of externalisation and the information on the budget to be sent to the European Parliament and the Council. Additionally, only some of the categories of assigned revenue in the general Financial Regulation should be taken into consideration and, finally, the procedure for transfers of appropriations and establishment of the budget must be less detailed and less complex.

HAS ADOPTED THIS DECISION:

TITLE I

SUBJECT MATTER

Article 1 This Regulation spells out the essential rules applicable to the European Police College (hereinafter referred to as “CEPOL”) in accordance with the Commission Regulation (EC, Euratom) No 2343/2002 and the Council Regulation (EC, Euratom) No 1605/2002 (hereinafter referred to as ʺthe general Financial Regulationʺ).

Article 2 For the purposes of this Regulation: 1. ʺConstituent instrumentʺ shall mean the Council Regulation 2005/681/JHA establishing

CEPOL.

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2. ʺBudgetary authorityʺ shall mean the European Parliament and the Council of the European Union.

TITLE II BUDGETARY PRINCIPLES

Article 3 The establishment and implementation of the budget of CEPOL (hereinafter referred to as ʺthe budgetʺ) shall comply with the principles of unity and budget accuracy, annuality, equilibrium, unit of account, universality, specification, sound financial management and transparency as provided for in this Regulation.

Chapter 1 Principles of unity and of budget accuracy

Article 4 The budget is the instrument which, for each financial year, forecasts and authorises the revenue and expenditure considered necessary for CEPOL.

Article 5 The budget shall comprise: (a) a subsidy granted by the European Communities, and any other revenue;

(b) revenue assigned to specific items of expenditure in accordance with Article 19(1); (c) the expenditure of CEPOL, including administrative expenditure.

Article 6

1. No revenue shall be collected and no expenditure effected unless booked to a heading

in the budget.

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2. An appropriation must not be entered in the budget if it is not for an item of expenditure considered necessary.

3. No expenditure may be committed or authorised in excess of the appropriations

authorised by the budget.

Chapter 2 Principle of annuality

Article 7 The appropriations entered in the budget shall be authorised for one financial year which shall run from 1 January to 31 December.

Article 8

1. The budget shall contain differentiated and non‐differentiated appropriations, which

shall consist of commitment appropriations and payment appropriations. 2. Commitment appropriations shall cover the total cost of the legal commitments

entered into during the current financial year. 3. Payment appropriations shall cover payments made to honour the legal commitments

entered into in the current financial year and/or earlier financial years. 4. Administrative appropriations shall be non‐differentiated. Administrative expenditure

arising from contracts covering periods that extend beyond the financial year, either in accordance with local practice or relating to the supply of equipment, shall be charged to the budget of the financial year in which it is effected.

Article 9 1. The revenue of CEPOL referred to in Article 5 shall be entered in the accounts for the

financial year on the basis of the amounts collected during the financial year. 2. The revenue of CEPOL shall give rise to an equivalent amount of payment

appropriations.

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3. The appropriations authorised in the budget for a given year may be used solely to cover expenditure committed and paid in that financial year, and to cover amounts due against commitments from preceding financial years.

4. Commitments shall be entered in the accounts on the basis of the legal commitments

entered into up to 31 December. 5. Payments shall be entered in the accounts for a financial year on the basis of the

payments effected by the accounting officer by 31 December of that year at the latest.

Article 10

1. Appropriations which have not been used at the end of the financial year for which

they were entered shall be cancelled. However, they may, by decision of the Governing Board taken not later than 29 February, be carried over to the next financial year only, in accordance with the paragraphs 2 to 7.

2. Appropriations relating to staff expenditure may not be carried over. 3. Appropriations for commitment of differentiated appropriations and non‐

differentiated appropriations not yet committed at the close of the financial year may be carried over in respect of amounts corresponding to commitment appropriations for which most of the preparatory stages of the commitment procedure, to be defined in the rules implementing the financial regulation of CEPOL, have been completed by 31 December; these amounts may then be committed up to 31 March of the following year.

4. Appropriations for payment of differentiated appropriations may be carried over in

respect of amounts needed to cover existing commitments or commitments linked to commitment appropriations carried over, when the appropriations provided for the relevant headings in the budget for the following financial year do not cover requirements. CEPOL shall first use the appropriations authorised for the current financial year and shall not use the appropriations carried over until the former are exhausted.

5. Non‐differentiated appropriations corresponding to obligations duly contracted at the

close of the financial year shall be carried over automatically to the following financial year only.

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6. Appropriations carried over which have not been committed by 31 March of year n+1 shall be automatically cancelled. Appropriations carried over in this way shall be identified in the accounts.

7. The appropriations available at 31 December arising from the assigned revenue

referred to in Article 19 shall be carried over automatically. The appropriations available corresponding to assigned revenue carried over must be used first.

Article 11 Where amounts are decommitted, as a result of total or partial non‐implementation of the actions for which they were earmarked, in any financial year after that in which the appropriations were committed, the appropriations concerned shall be cancelled.

Article 12

The appropriations entered in the budget may be committed with effect from 1 January, once the budget has become definitive.

Article 13

1. As from 15 November of each year, routine administrative expenditure may be

committed in advance against the appropriations provided for the following financial year. Such commitments may not, however, exceed one quarter of the appropriations on the corresponding budget heading for the current financial year. They may not apply to new expenditure of a kind not yet approved in principle in the last budget duly adopted.

2. Expenditure which must be paid in advance, for example rents, may give rise to

payments from 1 December onwards to be charged to the appropriations for the following financial year.

Article 14

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1. If the budget of CEPOL has not been finally adopted at the beginning of the financial year, the following rules shall apply to commitment and payment of expenditure which it has been possible to book to a specific heading in the budget as part of implementation of the last budget duly adopted.

2. Commitments may be made per chapter up to a maximum of one quarter of the total

appropriations authorised in the chapter in question for the previous financial year, plus one twelfth for each month which has elapsed. Payments may be made monthly per chapter up to a maximum of one twelfth of the appropriations authorised in the chapter in question for the previous financial year. The limit of the appropriations provided for in the statement of estimates of revenue and expenditure may not be exceeded.

3. At the request of the Director, if the continuity of action by CEPOL and management

needs so require, the Governing Board may simultaneously authorise two or more provisional twelfths for both commitments and payments over and above those automatically made available by the provisions of paragraphs 1 and 2. The additional twelfths shall be authorised in full and shall not be divisible.

Chapter 3 Principle of equilibrium

Article 15 1. The budget revenue and payment appropriations must be in balance. 2. Commitment appropriations may not exceed the amount of the Community subsidy,

plus own revenue and any other revenue referred to in Article 5. 3. CEPOL may not raise loans. 4. Funds paid to CEPOL shall constitute for its budget a balancing subsidy which shall

count as pre‐financing within the meaning of Article 81(1)(b)(i) of the general Financial Regulation.

Article 16

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1. If the balance of the outturn account within the meaning of Article 81 is positive, it shall be repaid to the Commission up to the amount of the Community subsidy paid during the year. The part of the balance exceeding the amount of the Community subsidy paid during the year shall be entered in the budget for the following financial year as revenue. The difference between the Community subsidy entered in the general budget and that actually paid to CEPOL shall be cancelled.

2. If the balance of the outturn account provided for in Article 81 is negative, it shall be

entered in the budget for the following financial year. 3. The revenue or payment appropriations shall be entered in the budget during the

budgetary procedure using the letter of amendment procedure or, while budget implementation is under way, by means of an amending budget.

Chapter 4 Principle of unit of account

Article 17 The budget shall be drawn up and implemented in euro and the accounts shall be presented in euro. However, for cash‐flow purposes, the accounting officer and, in the case of imprest accounts, imprest administrators shall be authorised to carry out operations in Great Britain Pound and for special purpose in other national currencies.

Chapter 5

Principle of universality

Article 18

Total revenue shall cover total payment appropriations, subject to Article 19. All revenue and expenditure shall be entered in full without any adjustment against each other, subject to Article 21.

Article 19

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1. The following items of revenue shall be used to finance specific items of expenditure:

(a) revenue earmarked for a specific purpose, such as income from funds for programmes, foundations, subsidies, gifts and bequests;

(b) contributions to CEPOL’s activities from Member States, non‐member countries or

miscellaneous bodies; the basis for this is to be provided in an agreement concluded between CEPOL and the Member States, non‐member countries or bodies in question.

2. All items of revenue within the meaning of paragraph 1 shall cover all direct or indirect

expenditure incurred by the activity or purpose in question. 3. The budget shall carry headings to accommodate the categories of assigned revenue

referred to in paragraph 1 and wherever possible shall indicate the amount.

Article 20

1. The Director may accept any donation made to CEPOL, such as foundations, subsidies,

gifts and bequests. 2. Acceptance of donations which may involve some financial charge shall be subject to

the prior authorisation of the Governing Board, which shall take a decision within two months of the date on which the request is submitted to it. If the Governing Board fails to take a decision within that period, the donation shall be deemed accepted.

Article 21 1. The following deductions may be made from payment requests, invoices or statements,

which shall then be passed for payment of the net amount:

(a) penalties imposed on a party to a contract; (b) adjustments for amounts paid unduly. Discounts, refunds and rebates on invoices and payment requests shall not be recorded as revenue of CEPOL.

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2. The cost of products or services provided to CEPOL directly or indirectly shall be charged to the budget for the full ex‐tax amount, where they incorporate taxes refunded:

(a) either by the United Kingdom pursuant to the Headquarters Agreement as referred

to in the constituent instrument; (b) or by a Member State or non‐member country on the basis of other relevant

agreements.

Any national taxes temporarily borne by CEPOL under the first subparagraph shall be entered in a suspense account until they are refunded by the State concerned.

3. Any negative balance shall be entered in the budget as expenditure. 4. Adjustments may be made in respect of exchange differences occurring in the

implementation of the budget. The final gain or loss shall be included in the balance for the year.

Chapter 6 Principle of specification

Article 22 The appropriations in their entirety shall be earmarked for specific purposes by title and chapter; the chapters shall be further subdivided into articles and items.

Article 23

1. The Director may make transfers from one article to another within each chapter.

He/she shall inform the Governing Board as soon as possible of the transfers made pursuant to the first paragraph.

2. The Director may make transfers from one title to another and from one chapter to

another within a total limit of 10 % of the appropriations for the financial year. Beyond this limit, he/she may propose to the Governing Board transfers of appropriations from one title to another or from one chapter to another within a title. The Governing Board shall have one month in which to oppose such transfers; after this time limit they shall be deemed to be adopted.

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3. Proposals for transfers and transfers carried out under this Article shall be accompanied by appropriate and detailed supporting documents showing the implementation of appropriations and estimates of requirements up to the end of the financial year, both for the headings to be credited and for those from which the appropriations are drawn.

Article 24 1. Appropriations may be transferred only to budget headings for which the budget has

authorised appropriations or carries a token entry (p.m.). 2. Appropriations corresponding to assigned revenue may be transferred only if they are

used for the purpose to which the revenue is assigned.

Chapter 7 Principle of sound financial management

Article 25

1. Budget appropriations shall be used in accordance with the principle of sound financial management, that is to say, in accordance with the principles of economy, efficiency and effectiveness.

2. The principle of economy requires that the resources used by CEPOL for the pursuit of

its activities shall be made available in due time, in appropriate quantity and quality and at the best price. The principle of efficiency is concerned with the best relationship between resources employed and results achieved. The principle of effectiveness is concerned with attaining the specific objectives set and achieving the intended results.

3. Specific, measurable, achievable, relevant and timed objectives shall be set for all

sectors of activity covered by the budget by the Governing Board. Achievement of those objectives shall be monitored by performance indicators for each activity and information shall be provided to the Governing Board by the Director. This information shall be provided annually and at the latest in the documents accompanying the preliminary draft budget.

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4. In order to improve decision‐making, CEPOL shall regularly carry out ex ante and ex post evaluations of programmes or activities. Such evaluations shall be applied to all programmes and activities which entail significant spending and evaluation results shall be sent to the Governing Board.

Chapter 8 Principle of transparency

Article 26 1. The budget shall be drawn up and implemented and the accounts presented in

compliance with the principle of transparency. 2. The budget and amending budgets, as finally adopted, shall be published in the

Official Journal of the European Communities within two months of their adoption.

TITLE III ESTABLISHMENT AND STRUCTURE OF THE BUDGET

Chapter 1 Establishment of the budget

Article 27 1. The budget shall be established in accordance with the provisions of the constituent

instrument of CEPOL. 2. In accordance with its constituent instrument, CEPOL shall send the Commission an

estimate of its revenue and expenditure and the general guidelines underlying that estimate, together with its preliminary work programme, by 31 March each year at the latest.

3. The estimate of revenue and expenditure of CEPOL shall include:

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(a) an establishment plan setting the number of permanent and temporary posts authorised within the limits of the budget appropriations, by grade and by category;

(b) where there is a change in the number of persons in post, a statement justifying the

request for new posts;

(c) a quarterly estimate of cash payments and receipts;

(d) information on the achievement of all previously set objectives for the various activities as well as new objectives measured by indicators; evaluation results shall be consulted and referred to as evidence of the likely merits of a proposed budget amendment.

3a. If the Commission has objections to the draft estimate, as referred to in paragraph (3), it

shall consult the Governing Board within 30 days after it has received the draft estimate.

4. As part of the procedure for adopting the general budget, the Commission shall send

CEPOL’s statement of estimates to the budgetary authority and propose the amount of the subsidy for CEPOL and the number of staff it considers that CEPOL needs.

5. The budgetary authority shall adopt the establishment plan of CEPOL and any

subsequent amendment thereto in accordance with Article 32(1). 6. The budget and the establishment plan shall be adopted by the Governing Board. They

become definitive after final adoption of the general budget setting the amount of the subsidy and the establishment plan and if necessary the budget and the establishment plan shall be adjusted accordingly.

Article 28 Any amendment to the budget, including the establishment plan, shall be the subject of an amending budget adopted by the same procedure as the initial budget, in accordance with the provisions of the constituent instrument and Article 27.

Article 28a 1. The Governing Board shall, as soon as possible, notify the budgetary authority of its

intention to implement any project that may have significant financial implications for the funding of its budget, in particular any projects relation to property such as the rental or purchase of buildings. It shall inform the Commission thereof.

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2. Where a branch of the budgetary authority has notified its intention to deliver an opinion, it shall forward its opinion to the Governing Board within a period of six weeks from the date of notification of the project.

Chapter 2 Structure and presentation of the budget

Article 29 The budget shall comprise a statement of revenue and a statement of expenditure.

Article 30 The statement of expenditure must be set out on the basis of a nomenclature with a classification by purpose. This nomenclature shall be determined by CEPOL and shall make a clear distinction between administrative appropriations and operational appropriations.

Article 31 The budget shall show: 1. in the statement of revenue:

(a) the estimated revenue of CEPOL for the financial year in question; (b) the estimated revenue for the preceding financial year and the revenue for year

n ‐ 2;

(c) appropriate remarks on each revenue line; 2. in the statement of expenditure:

(a) the commitment and payment appropriations for the financial year in question; (b) the commitment and payment appropriations for the preceding financial year, and

the expenditure committed and the expenditure paid in year n ‐ 2;

(c) a summary statement of the schedule of payments due in subsequent financial years to meet budget commitments entered into in earlier financial years;

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(d) appropriate remarks on each subdivision.

Article 32 1. The establishment plan referred to in Article 27 shall show next to the number of posts

authorised for the financial year, the number authorised for the preceding year and the number of posts filled at the end of the year n ‐ 2.

It shall constitute an absolute limit for CEPOL; no appointment may be made in excess of the limit set. However, save in the case of grades from AD13 to AD16, the Governing Board may modify the establishment plan by up to 10 % of posts authorised, subject to two conditions:

(a) that the volume of staff appropriations corresponding to a full financial year is not

affected; (b) that the limit of the total number of posts authorised by the establishment plan is

not exceeded. 2. By way of derogation from the second subparagraph of paragraph 1, the effects of part‐

time work authorised by the appointing authority in accordance with the Staff Regulations may be offset by other appointments.

TITLE IV IMPLEMENTATION OF THE BUDGET

Chapter 1 General provisions

Article 33 The Director shall perform the duties of authorising officer. He/she shall implement the revenue and expenditure of the budget in accordance with the financial rules of CEPOL, on his/her own responsibility and within the limits of the appropriations authorised.

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Article 34 1. The Director may delegate his/her powers of budget implementation to staff of CEPOL

covered by the regulations and rules applicable to officials and other servants of the European Communities (hereinafter referred to as the ʺStaff Regulationsʺ) as provided for in the rules for implementing this Regulation referred to in Article 99. Those so empowered may act only within the limits of the powers expressly conferred upon them.

2. The delegated person may sub‐delegate the powers received as provided for in the

rules for implementing this Regulation referred to in Article 99. Each act of sub‐delegation shall require the explicit agreement of the Director.

Article 35 1. All financial actors within the meaning of Chapter 2 of this title shall be prohibited

from taking any measures of budget implementation which may bring their own interests into conflict with those of CEPOL. Should such a case arise, the actor in question must refrain from such measures and refer the matter to the competent authority.

2. There is a conflict of interests where the impartial and objective exercise of the

functions of an actor in the implementation of the budget or an internal auditor is compromised for reasons involving family, emotional life, political or national affinity, economic interest or any other shared interest with the beneficiary.

3. The competent authority referred to in paragraph 1 shall be the immediate superior of

the member of staff concerned. If the member of staff is the Director, the competent authority shall be the Governing Board.

.

Article 36 1. The budget shall be implemented by the Director in the departments placed under

his/her authority. 2. Technical expertise tasks and administrative, preparatory or ancillary tasks involving

neither the exercise of public authority nor the use of discretionary powers of judgement may be entrusted by contract to external private‐sector entities or bodies, where this proves to be indispensable.

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Chapter 2 Financial actors

Section 1 Principle of segregation of duties

Article 37 The duties of authorising officer and accounting officer shall be segregated and mutually incompatible.

Section 2

Authorising officer

Article 38

1. The authorising officer shall be responsible for implementing revenue and expenditure

in accordance with the principles of sound financial management and for ensuring that the requirements of legality and regularity are complied with.

2. To implement expenditure, the authorising officer shall make budget commitments

and legal commitments, shall validate expenditure and authorise payments and shall undertake the preliminaries for the implementation of appropriations.

3. Implementation of revenue shall comprise drawing up estimates of amounts

receivable, establishing entitlements to be recovered and issuing recovery orders. It shall involve waiving established entitlements where appropriate.

4. The authorising officer shall put in place, in compliance with the minimum standards

adopted by the Governing Board on the basis of equivalent standards laid down by the Commission for its own departments, and having due regard to the risks associated with the management environment and the nature of the action financed, the organisational structure and the internal management and control systems and procedures suited to the performance of his/her duties, including where appropriate ex post verifications.

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The authorising officer shall establish within his/her departments an expertise and advice function designed to help him/her control the risks involved in his/her activities.

5. Before an operation is authorised, the operational and financial aspects shall be verified

by members of staff other than the one who initiated the operation. Initiation and the ex ante and ex post verification of an operation shall be separate functions.

6. The authorising officer shall conserve the supporting documents relating to operations

carried out for a period of five years from the date of the decision granting discharge in respect of implementation of the budget.

Article 39 1. Initiation of an operation as referred to in Article 38(5) shall be understood to mean all

the operations which are preparatory to the adoption of the acts implementing the budget by the authorising officers responsible referred to in Articles 33 and 34.

2. Ex ante verification of an operation as referred to in Article 38(5) shall be understood to

mean all the ex ante checks put in place by the authorising officer responsible in order to verify the operational and financial aspects.

3. Each operation shall be subject of at least one ex ante verification. The purpose of this

verification shall be to ascertain that:

(a) the expenditure is in order and conforms to the relevant provisions; (b) the principle of sound financial management referred to in Article 25 has been

applied. 4. The purpose of ex post verifications of documents and, where appropriate, on‐the‐spot

verifications shall be to verify that operations financed by the budget have been correctly implemented and in particular that the criteria referred to in paragraph 3 have been complied with. These verifications may be organised on a sample basis using risk analysis.

5. The officials or other staff responsible for the verifications referred to in paragraphs 2

and 4 shall be different from those performing the tasks referred to in paragraph 1 and shall not be their subordinates.

6. All staff responsible for scrutinising the management of financial operations must have

the necessary professional skills. They shall respect a specific code of professional

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standards adopted by CEPOL and based on standards laid down by the Commission for its own departments.

Article 40 1. The authorising officer shall report to the Governing Board on the performance of

his/her duties in the form of an annual activity report (hereinafter ʺauthorising officerʹs reportʺ), together with financial and management information. This report shall indicate the results of his/her operations by reference to the objectives set, the risks associated with these operations, the use made of the resources provided and the way the internal control system functions. The internal auditor within the meaning of Article 71 shall take note of the annual activity report and any other pieces of information identified.

2. By no later than 15 June each year, the Governing Board shall send the budgetary

authority and the Court of Auditors an analysis and an assessment of the authorising officerʹs annual report on the previous financial year. This analysis and assessment shall be included in the annual report of CEPOL, in accordance with the provisions of the constituent instrument.

Article 41 Any member of staff involved in the financial management and control of transactions who considers that a decision he/she is required by his/her superior to apply or to agree to is irregular or contrary to the principles of sound financial management or the professional rules he/she is required to observe shall inform the Director in writing and, if the latter fails to take action within a reasonable period, the panel referred to in Article 47(4) and the Governing Board. In the event of any illegal activity, fraud or corruption which may harm the interests of the Community, he/she shall inform the authorities and bodies designated by the applicable legislation.

Article 42

Where powers of budget implementation are delegated or sub‐delegated in accordance with Article 34, Article 38(1), (2) and (3) shall apply mutatis mutandis to the authorising officers by delegation or sub‐delegation.

Section 3 Accounting officer

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Article 43 1. The Governing Board shall appoint an accounting officer, covered by the Staff

Regulations, who shall be responsible in CEPOL for:

(a) proper implementation of payments, collection of revenue and recovery of amounts established as being receivable;

(b) preparing and presenting the accounts in accordance with Title VII;

(c) keeping the accounts in accordance with Title VII;

(d) implementing, in accordance with Title VII, the accounting rules and methods and

the chart of accounts in accordance with the provisions adopted by the Commissionʹs accounting officer;

(e) laying down and validating the accounting systems and where appropriate

validating systems laid down by the authorising officer to supply or justify accounting information;

(f) treasury management.

2. The accounting officer shall obtain from the authorising officer, who shall guarantee its

reliability, all the information necessary for the production of accounts which give a true image of CEPOL’s assets and of budget implementation.

3. Subject to paragraph 4 of this Article and Article 44, the accounting officer is alone

empowered to manage monies and other assets. He/she shall be responsible for their safekeeping.

4. The accounting officer may delegate certain tasks to subordinates subject to the Staff

Regulations, where this is indispensable for the performance of his/her duties. 5. The instrument of delegation shall lay down the tasks entrusted to the delegated

persons and their rights and obligations.

Section 4

Imprest administrator

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Article 44 Where it proves indispensable for the payment of small sums and for the collection of other revenue referred to in Article 5, imprest accounts may be set up which shall be endowed by the accounting officer and shall be placed under the responsibility of imprest administrators designated by him/her. The maximum amount of each item of expenditure or revenue that can be paid by the imprest administrator to third parties may not exceed a certain amount to be specified by CEPOL for each item of expenditure or revenue.

Chapter 3 Liability of the financial actors

Section 1 General rules

Article 45 1. Without prejudice to any disciplinary action, authorising officers by delegation and

sub‐delegation may at any time have their delegation or sub‐delegation withdrawn temporarily or definitively by the authority which appointed them. The authorising officer may at any time withdraw his/her agreement to a specific sub‐delegation.

2. Without prejudice to any disciplinary action, the accounting officer may at any time be

suspended temporarily or definitively from his/her duties by the Governing Board. The Governing Board shall appoint an interim accounting officer.

3. Without prejudice to any disciplinary action, imprest administrators may at any time

be suspended temporarily or definitively from their duties by the accounting officer.

Article 46 1. The provisions of this chapter are without prejudice to the criminal‐law liability which

the authorising officer and the persons referred to in Article 45 may incur as provided in the applicable national law and in the provisions in force on the protection of the

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Communitiesʹ financial interests and on the fight against corruption involving officials of the Communities or officials of Member States.

2. Each authorising officer, accounting officer or imprest administrator shall be liable to

disciplinary action and payment of compensation as laid down in the Staff Regulations, without prejudice to Articles 47, 48 and 49. In the event of illegal activity, fraud or corruption which may harm the interests of the Community, the matter will be referred to the authorities and bodies designated by the applicable legislation.

Section 2 Rules applicable to authorising officers by delegation and sub‐delegation

Article 47 1. The authorising officer shall be liable to payment of compensation as laid down in the

Staff Regulations. Accordingly, he/she may be required to make good, in whole or in part, any damage suffered by the Communities as a result of serious misconduct on his/her part in the course of or in connection with the performance of his/her duties, in particular if he/she determines entitlements to be recovered or issues recovery orders, commits expenditure or signs a payment order without complying with this Financial Regulation and its implementing rules. The same shall apply where, through serious misconduct, he/she fails to draw up a document establishing an amount receivable or if he/she fails to issue a recovery order or is, without justification, late in issuing it, or if he/she fails to issue a payment order or is late in issuing it, thereby rendering the agency liable to civil action by third parties.

2. An authorising officer by delegation or sub‐delegation who considers that a decision

falling under his/her responsibility is irregular or contrary to the principles of sound financial management shall inform the delegating authority in writing. If the delegating authority then gives a reasoned instruction in writing to the authorising officer by delegation or sub‐delegation to implement the decision in question, the latter must implement it and may not be held liable.

3. In the event of delegation, the authorising officer shall continue to be responsible for

the effectiveness of the internal management and control systems put in place and for the choice of the authorising officer by delegation.

4. The panel set up by the Commission to determine whether a financial irregularity has

occurred and what the consequences, if any, should be, in accordance with Article 66(4)

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of the general Financial Regulation, may exercise the same powers in respect of CEPOL as it does in respect of Commission departments, if the Governing Board so decides.

If it does not so decide, the Governing Board shall set up a functionally independent panel that is specialised in this field. On the basis of the opinion of this panel, the Director shall decide whether to initiate disciplinary proceedings or proceedings for the payment of compensation. If the panel detects systemic problems, it shall send a report with recommendations to the authorising officer and to the Commissionʹs internal auditor. If the opinion implicates the Director, the panel shall send it to the Governing Board and the Commissionʹs internal auditor.

5. Any member of staff may be required to make good, in whole or in part, any damage

suffered by CEPOL as a result of serious misconduct on his/her part in the course of or in connection with the performance of his/her duties. The appointing authority shall take a reasoned decision, after completing the formalities laid down by the Staff Regulations with regard to disciplinary matters.

Section 3 Rules applicable to accounting officers and imprest administrators

Article 48 An accounting officer may be liable to disciplinary action and payment of compensation, as laid down in the Staff Regulations, in particular where: (a) he/she loses or damages monies, assets and documents in his/her keeping or causes

them to be lost or damaged by his/her negligence; (b) he/she alters bank accounts or postal giro accounts without notifying the authorising

officer in advance; (c) he/she recovers or pays amounts which are not in conformity with the corresponding

recovery or payment orders; (d) he/she fails to collect revenue due.

Article 49

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An imprest administrator may be liable to disciplinary action and payment of compensation, as laid down in the Staff Regulations, in particular where: (a) he/she loses or damages monies, assets and documents in his/her keeping or causes

them to be lost or damaged by his/her negligence; (b) he/she cannot provide proper supporting documents for the payments he/she has

made; (c) he/she makes payments to persons other than those entitled; (d) he/she fails to collect revenue due.

Chapter 4 Revenue operations

Section 1 General provisions

Article 50 CEPOL shall present to the Commission requests for payment of all or part of the Community subsidy, supported by a cash‐flow forecast, under terms and at intervals agreed with the Commission.

Article 51 The funds paid to CEPOL by the Commission by way of the subsidy shall bear interest for the benefit of the general budget.

Section 2

Estimate of amounts receivable

Article 52

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An estimate of the amount receivable shall first be made by the authorising officer responsible in respect of any measure or situation which may give rise to or modify an amount owing to CEPOL.

Section 3 Establishment of amounts receivable

Article 53 1. Establishment of an amount receivable is the act by which the authorising officer or

authorising officer by delegation:

(a) verifies that the debt exists; (b) determines or verifies the reality and the amount of the debt;

(c) verifies the conditions in which the debt is due.

2. Any amount receivable that is identified as being certain, of a fixed amount and due

must be established by a recovery order given to the accounting officer, accompanied by a debit note sent to the debtor. Both of these documents shall be drawn up and sent by the authorising officer responsible.

3. Without prejudice to the provisions laid down in the rules, contract or agreement

applicable, any debt not repaid on the due date laid down in the debit note shall bear interest in accordance with the detailed rules for implementation of the general Financial Regulation.

4. In duly substantiated cases, certain routine revenue items may be established

provisionally. Provisional establishment shall cover the recovery of several individual amounts which need not therefore be established individually. Before the end of the financial year, the authorising officer shall amend the amounts established provisionally to ensure that they correspond to the amounts receivable actually established.

Section 4 Authorisation of recovery

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Article 54 The authorisation of recovery is the act whereby the authorising officer responsible instructs the accounting officer, by issuing a recovery order, to recover an amount receivable which he/she has established.

Section 5 Recovery

Article 55 1. Amounts wrongly paid shall be recovered. 2. The accounting officer shall act on recovery orders for amounts receivable duly

established by the authorising officer or authorising officer responsible. He/she shall exercise due diligence to ensure that CEPOL receives its revenue and shall see that its rights are safeguarded.

3. Where the authorising officer responsible is planning to waive recovery of an

established amount receivable, he/she shall ensure that the waiver is in order and complies with the principle of sound financial management. Such a waiver shall be by decision of the authorising officer, which must be substantiated. The authorising officer may not delegate such a decision. The waiver decision shall state what action has been taken to secure recovery and the points of law and fact on which it is based.

4. The authorising officer responsible shall cancel an established amount receivable when

the discovery of a mistake as to a point of law or fact reveals that the amount had not been correctly established. Such cancellation shall be by decision of the authorising officer responsible and shall be suitably substantiated.

5. The authorising officer responsible shall adjust the amount of an established debt

upwards or downwards when the discovery of a factual error entails the alteration of the amount of the debt, provided that this correction does not involve the loss of the established entitlement of CEPOL. Such an adjustment shall be by decision of the authorising officer responsible and shall be suitably substantiated.

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Article 56

1. Upon actual recovery of the sum due, the accounting officer shall make an entry in the

accounts and shall inform the authorising officer responsible. 2. A receipt shall be issued in respect of all cash payments made to the accounting officer.

Article 57

1. If actual recovery has not taken place by the due date stipulated in the debit note, the

accounting officer shall inform the authorising officer responsible and immediately launch the procedure for effecting recovery by any means offered by the law, including, where appropriate, by offsetting and, if this is not possible, by enforced recovery.

2. The accounting officer shall recover amounts by offsetting them against equivalent

claims that CEPOL has on any debtor who himself or herself has a claim on CEPOL that is certain, of a fixed amount and due, provided that offsetting is legally possible.

Article 58 The accounting officer, in collaboration with the authorising officer responsible, may allow additional time for payment only at the written request of the debtor, with due indication of the reasons, provided that the following two conditions are met: (a) the debtor undertakes to pay interest at the rate specified the detailed rules for

implementation of the general Financial Regulation for the entire additional period allowed, starting from the date on which the payment was originally due;

(b) in order to safeguard the rights of CEPOL, the debtor provides a financial guarantee

covering both the principal sum and the interest.

Section 6 Specific provisions applicable to fees and charges

Article 59

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1. Where CEPOL collects fees and charges referred to in Article 5(a) as any other revenue, an overall provisional estimate of such fees and charges shall be made at the beginning of each financial year.

2. As a general rule, CEPOL shall provide services by virtue of the tasks entrusted to it

only after the corresponding fee or charge has been paid in its entirety. 3. If, by way of exception, a service has been provided without prior payment of the

corresponding charge or fee, sections 3, 4 and 5 of this chapter shall apply.

Chapter 5 Expenditure operations

Article 60 1. Every item of expenditure shall be committed, validated, authorised and paid.

2. Every commitment of expenditure shall be preceded by a financing decision.

3. The work programme of CEPOL shall be equivalent to a financing decision for the

activities it covers, provided that they are clearly identified and the underlying criteria are spelled out precisely.

4. Administrative appropriations may be implemented without a prior financing

decision.

Section 1

Commitment of expenditure

Article 61

1. The budget commitment is the operation reserving the appropriations necessary to

cover subsequent payments to honour a legal commitment. 2. The legal commitment is the act whereby the authorising officer responsible enters into

or establishes an obligation which results in a charge for the budget. 3. The budget commitment is individual when the beneficiary and the amount of the

expenditure are known.

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4. The budget commitment is global when at least one of the elements necessary to

identify the individual commitment is still not known. 5. The budget commitment is provisional when it is intended to cover routine

administrative expenditure and either the amount or the final beneficiaries are not definitively known. The provisional budget commitment shall be implemented either by the conclusion of one or more individual legal commitments giving rise to an entitlement to subsequent payments or, in exceptional cases relating to expenditure on staff management, directly by payments.

Article 62 1. In respect of any measure which may give rise to expenditure chargeable to the budget,

the authorising officer responsible must first make a budget commitment before entering into a legal obligation with third parties.

2. Individual legal commitments relating to individual or provisional budget

commitments shall be concluded by 31 December of year n. At the end of the periods referred to in the first subparagraph, the unused balance of these budget commitments shall be decommitted by the authorising officer responsible.

3. The legal commitments entered into for actions extending over more than one financial

year and the corresponding budget commitments shall, save in the case of staff expenditure, have a final date for implementation set in compliance with the principle of sound financial management. Any parts of such commitments which have not been executed six months after that final date shall be decommitted in accordance with Article 11.

Article 63 When adopting a budget commitment, the authorising officer responsible shall ensure that: (a) the expenditure has been charged to the correct item in the budget;

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(b) the appropriations are available; (c) the expenditure conforms to the applicable provisions, in particular those of the

constituent instrument, the financial rules of CEPOL and all acts adopted pursuant to them;

(d) the principle of sound financial management is complied with.

Section 2 Validation of expenditure

Article 64 Validation of expenditure is the act whereby the authorising officer responsible: (a) verifies the existence of the creditorʹs entitlement; (b) verifies the conditions in which payment is due; (c) determines or verifies the reality and the amount of the claim.

Article 65

1. Validation of any expenditure shall be based on supporting documents attesting the

creditorʹs entitlement, on the basis of a statement of services actually rendered, supplies actually delivered or work actually carried out, or on the basis of other documents justifying payment.

2. The validation decision shall be expressed by the signing of a ʺpassed for paymentʺ

voucher by the authorising officer responsible. 3. In a non‐computerised system, ʺpassed for paymentʺ shall take the form of a stamp

incorporating the signature of the authorising officer responsible. In a computerised system, ʺpassed for paymentʺ shall take the form of validation using the personal password of the authorising officer responsible.

Section 3 Authorisation of expenditure

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Article 66

1. Authorisation of expenditure is the act whereby the authorising officer responsible, by

issuing a payment order, instructs the accounting officer to pay an item of expenditure which he/she has validated.

2. The payment order shall be dated and signed by the authorising officer responsible,

then sent to the accounting officer. The supporting documents shall be kept by the authorising officer responsible in accordance with Article 38(6).

3. Where appropriate, the payment order sent to the accounting officer shall be

accompanied by a document certifying that the goods have been entered in the inventories referred to in Article 90(1).

Section 4 Payment of expenditure

Article 67 1. Payment shall be made on production of proof that the relevant action has been carried

out in accordance with the provisions of the basic act within the meaning of Article 49 of the general Financial Regulation or the contract or grant agreement, and shall cover one of the following operations:

(a) payment of the entire amount due; (b) payment of the amount due in any of the following ways:

i. prefinancing, which may be divided into a number of payments;

ii. one or more interim payments;

iii. payment of the balance of the amounts due.

Prefinancing shall count in full or in part against the interim payments. The entire prefinancing and interim payments shall count against the payment of balances.

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2. A distinction shall be made in the accounts between the different types of payment referred to in paragraph 1 at the time they are made.

Article 68 Payment of expenditure shall be made by the accounting officer within the limits of the funds available.

Section 5 Time limits for expenditure operations

Article 69 The validation, authorisation and payment of expenditure must be carried out within the time limits specified in, and in accordance with the provisions of, the detailed rules for implementation of the general Financial Regulation.

Chapter 6 IT systems

Article 70 Where revenue and expenditure operations are managed by means of computer systems, documents may be signed by a computerised or electronic procedure.

Chapter 7 Internal auditor

Article 71 1. CEPOL shall have an internal auditing function which must be performed in

compliance with the relevant international standards. 2. Without prejudice to Article 38(4) the Commissionʹs internal auditor shall exercise, the

same powers with respect to CEPOL as with respect to Commission departments.

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Article 72

1. The internal auditor shall advise CEPOL on dealing with risks, by issuing independent

opinions on the quality of management and control systems and by issuing recommendations for improving the conditions of implementation of operations and promoting sound financial management.

He/she shall be responsible:

(a) for assessing the suitability and effectiveness of internal management systems and

the performance of departments in implementing programmes and actions by reference to the risks associated with them; and

(b) for assessing the suitability and quality of the internal control systems applicable to

every budgetary implementation operation. 2. The internal auditor shall perform his/her duties on all CEPOL’s activities and

departments. He/she shall enjoy full and unlimited access to all information required to perform his/her duties.

3. The internal auditor shall report to the Governing Board and the Director on his/her

findings and recommendations. They shall ensure that action is taken on recommendations resulting from audits.

4. The internal auditor shall submit to CEPOL an annual internal audit report setting out,

inter alia, the number and type of internal audits conducted, the recommendations made and the action taken on these recommendations. This annual report shall also mention any systemic problems detected by the specialised panel set up under Article 66(4) of the general Financial Regulation.

5. Each year CEPOL shall send to the authority responsible for discharge and to the

Commission, a report drawn up by its Director summarising the number and type of internal audits conducted by the internal auditor, the recommendations made and the action taken on these recommendations.

Article 73 The responsibility of the internal auditor for action taken in the performance of his/her duties shall be determined in accordance with Article 87 of the general Financial Regulation.

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TITLE V

PROCUREMENT

Article 74

As regards procurement, the relevant provisions of the general Financial Regulation and the detailed rules for implementing that Regulation shall apply.

TITLE VI GRANTS AWARDED BY CEPOL

Article 75 Where CEPOL may award grants in accordance with its constituent instrument, the relevant provisions of the general Financial Regulation and the detailed rules for implementing that Regulation shall apply.

TITLE VII PRESENTATION OF THE ACCOUNTS AND ACCOUNTING

Chapter 1 Presentation of the accounts

Article 76 The annual accounts of CEPOL shall comprise: (a) the financial statements of CEPOL; (b) the reports on implementation of the budget of CEPOL. The accounts of CEPOL shall be accompanied by a report on budgetary and financial management during the year.

Article 77

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The accounts must comply with the rules and be accurate and comprehensive and present a true and fair view: (a) as regards the financial statements, of the assets and liabilities, charges and income,

entitlements and obligations not shown as assets or liabilities and cash flow; (b) as regards reports on budgetary implementation, of revenue and expenditure

operations.

Article 78 The financial statements shall be drawn up in accordance with the generally accepted accounting principles specified in the detailed rules for implementing the general Financial Regulation, namely: (a) going concern basis; (b) prudence; (c) consistent accounting methods; (d) comparability of information; (e) materiality; (f) no netting; (g) reality over appearance; (h) accrual‐based accounting.

Article 79 1. In accordance with the principle of accrual‐based accounting, the financial statements

shall show the charges and income for the financial year, regardless of the date of payment or collection.

2. The value of assets and liabilities shall be determined in accordance with the valuation

rules laid down by the accounting methods provided for in Article 132 of the general Financial Regulation.

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Article 80 1. The financial statements shall be presented in euro and shall comprise:

(a) the balance sheet and the economic outturn account, which represent the assets and liabilities and financial situation and the economic outturn at 31 December of the previous year; they shall be presented in accordance with the structure laid down by the Council Directive on the annual accounts of certain types of companies, but with account being taken of the specific nature of CEPOL’s activities;

(b) the cash‐flow table showing amounts collected and disbursed during the year and

the final treasury position;

(c) the statement of changes in capital presenting in detail the increases and decreases during the year in each item of the capital accounts.

2. The annex to the financial statements shall supplement and comment on the

information presented in the statements referred to in paragraph 1 and shall supply all the additional information prescribed by internationally accepted accounting practice where such information is relevant to CEPOL’s activities.

Article 81

The budgetary implementation reports shall be presented in euro. They shall comprise: (a) the budgetary outturn account, which sets out all budget operations for the year in

terms of revenue and expenditure; the structure in which it is presented shall be the same as that of the budget itself;

(b) the annex to the budgetary outturn account, which shall supplement and comment on

the information given in that account.

Article 82

The accounting officer shall send to the Commissionʹs accounting officer by no later than 1 March of the following year its provisional accounts, together with the report on budgetary and financial management during the year, referred to in Article 76(7) of this Regulation, so that the Commissionʹs accounting officer can consolidate the accounts as provided for in Article 128 of the general Financial Regulation.

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Article 83

1. In accordance with Article 129(1) of the general Financial Regulation, the Court of

Auditors shall, by 15 June at the latest, make its observations on the provisional accounts of each institution and each body referred to in Article 185 of the general Financial Regulation.

2. On receiving the Court of Auditorsʹ observations on the provisional accounts of

CEPOL, the Director shall draw up the final accounts of CEPOL, under his/her own responsibility, and send them to the Governing Board, which shall give an opinion on these accounts.

3. The Director shall send the final accounts, together with the opinion of the Governing

Board, to the Commissionʹs accounting officer and to the Court of Auditors, the European Parliament and the Council, by 1 July of the following year at the latest.

4. The final accounts of CEPOL shall be published in the Official Journal of the European

Communities on 31 October of the following financial year. 5. The Director shall send the Court of Auditors a reply to the observations made in its

annual report by 30 September at the latest.

Chapter 2 Accounting

Section 1 Common provisions

Article 84 1. The accounting system of CEPOL is the system serving to organise the budgetary and

financial information in such a way that figures can be input, filed and registered. 2. The accounts shall consist of general accounts and budgetary accounts. These accounts

shall be kept in euro on the basis of the calendar year.

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3. The figures in the general accounts and the budgetary accounts shall be adopted at the close of the budget year so that the accounts referred to in Chapter 1 can be drawn up.

4. Notwithstanding paragraphs 2 and 3, the authorising officer may keep analytical

accounts.

Article 85

The accounting rules and methods and the harmonised chart of accounts to be applied by CEPOL shall be adopted by the Commissionʹs accounting officer in accordance with Article 133 of the general Financial Regulation.

Section 2

General accounts

Article 86 The general accounts shall record, in chronological order using the double entry method, all events and operations which affect the economic and financial situation and the assets and liabilities of CEPOL.

Article 87

1. Movements on the accounts and the balances shall be entered in the accounting

ledgers. 2. All accounting entries, including adjustments to the accounts, shall be based on

supporting documents, to which they shall refer. 3. The accounting system must be such as to leave a trail for all accounting entries.

Article 88 The accounting officer of CEPOL shall, after the close of the budgetary year and up to the date of presentation of the final accounts, make any adjustments which, without involving disbursement or collection in respect of that year, are necessary for a true and fair presentation of the accounts in compliance with the rules.

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Section 3 Budgetary accounts

Article 89 1. The budget accounts shall provide a detailed record of budgetary implementation. 2. For the purposes of paragraph 1, the budgetary accounts shall record all budgetary

revenue and expenditure operations provided for in Title IV of this Regulation.

Chapter 3 Property inventories

Article 90 1. CEPOL shall keep inventories showing the quantity and value of all the tangible,

intangible and financial assets constituting Community property in accordance with a model drawn up by the accounting officer of the Commission. CEPOL shall check that entries in the inventory correspond to the actual situation.

2. The sale of movable property shall be advertised in appropriate manner.

TITLE VIII EXTERNAL AUDIT AND DISCHARGE

Chapter 1 External audit

Article 91 The Court of Auditors shall scrutinise the accounts of CEPOL in accordance with Article 248 of the EC Treaty.

Article 92

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1. CEPOL shall send the Court of Auditors the budget, as finally adopted. It shall inform the Court of Auditors, as soon as possible, of all decisions and acts adopted pursuant to Articles 10, 14, 19 and 23.

2. CEPOL shall send the Court of Auditors the internal financial rules it adopts. 3. The Court of Auditors shall be informed of the appointment of authorising officers,

accounting officers and imprest administrators and of delegation decisions under Article 34, Article 43(1) and (4) and Article 44.

Article 93 The scrutiny carried out by the Court of Auditors shall be governed by Articles 139 to 144 of the general Financial Regulation.

Chapter 2 Discharge

Article 94 1. The European Parliament, upon a recommendation from the Council, shall, before

30 April of year n + 2 give a discharge to the Director in respect of the implementation of the budget for year n.

2. If the date provided for in paragraph 1 cannot be met, the European Parliament or the

Council shall inform the Director of the reasons for the postponement. 3. If the European Parliament postpones the decision giving a discharge, the Director

shall make every effort to take measures, as soon as possible, to remove or facilitate removal of the obstacles to that decision.

Article 95 1. The discharge decision shall cover the accounts of all the revenue and expenditure of

CEPOL, the resulting balance and the assets and liabilities of CEPOL shown in the financial statement.

2. With a view to granting the discharge, the European Parliament shall, after the Council

has done so, examine the accounts and financial statements of CEPOL. It shall also

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examine the annual report made by the Court of Auditors, together with the replies of the Director of CEPOL, any relevant special reports by the Court of Auditors in respect of the financial year in question and the Court of Auditorsʹ statement of assurance as to the reliability of the accounts and the legality and regularity of the underlying transactions.

3. The Director shall submit to the European Parliament, at the latterʹs request, in the

same manner as provided for in Article 146(3) of the general Financial Regulation, any information required for the smooth application of the discharge procedure for the year in question.

Article 96 1. The Director shall take all appropriate steps to act on the observations accompanying

the European Parliamentʹs discharge decision and on the comments accompanying the recommendation for discharge adopted by the Council.

2. At the request of the European Parliament or the Council, the Director shall report on

the measures taken in the light of these observations and comments. He/she shall send a copy thereof to the Commission and the Court of Auditors.

TITLE IX TRANSITIONAL AND FINAL PROVISIONS

Article 97

This Financial Regulation applies to the budget 2006 and to the budgets of the following years.

Article 98 The European Parliament, the Council and the Commission shall be empowered to obtain any necessary information or explanations regarding budgetary matters within their fields of competence.

Article 99

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The Governing Board shall, as far as is necessary, adopt detailed rules for implementing the financial regulation of CEPOL, on a proposal from its Director.

Article 100

1. The minimum standards as referred to in Article 38(4), the specific code of professional

standards as referred to in Article 39(6) and the implementing rules as referred to in Article 99 shall have entered into force by 30 September 2006 at the latest.

2. The accounting officer referred to in Article 43(1) and the delegated persons referred to

in Article 34(1) may be persons working with CEPOL’s Secretariat not covered by the Staff Regulations until the recruitment for the accordant function in compliance with the constituent instrument has been finalised, but not beyond 31 December 2006.

Article 101 This Regulation shall enter into force on the day of its adoption and shall apply as of 1 January 2006.

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38/2005/GB

OFFICIAL OPENING OF THE NEW SECRETARIAT


DECISION The Chair announced that the Official Opening of the new Secretariat

will take place at Bramshill on 10 November. Invitations will be sent shortly to authorities in London and Brussels. All Governing Board members are invited to attend.

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44/2005/GB

PREPARING BUDGETS FOR COURSES AND ACTIVITIES


DECISION As from 1

January 2006, CEPOL will need to find a way to realistically

prepare budgets for courses and activities. Written agreements will have to be signed between CEPOL and the training institutes carrying out CEPOL’s activities. All training institutes receiving CEPOL funding need to be aware of the fact that they will have to authorise access to the Court of Auditors and OLAF. They must also have a clear reporting system in place.

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24/2005/GB

PRESENTATION OF WEBSITE


DECISION The Chair made a presentation on the proposed future CEPOL website.

He proposed to the Board that they agree a part‐time appointee to work in the Secretariat to develop content and ensure that the information placed in the website is accurate. The Governing Board agreed to the new website and to the appointment of a part time officer.

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09/2005/GB

PROCEDURE FOR THE DRAFTING OF THE OUTCOME OF PROCEEDINGS


DECISION The index card on procedure for the drafting of the outcome of

proceedings has been adopted by the Board with immediate effect.

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PROCEDURE FOR THE DRAFTING OF THE OUTCOME OF PROCEEDINGS The Governing Board minutes are taken by several officers from several geographical origins. When the Governing Board meeting is over, these officers have their own meeting to compare their notes and find a common wording. For any point raising questions they will listen to the tapes of the recorded discussions. A first draft version is sent to the Administrative Director and Presidency for approval and signature. Once approved and signed, this first version is sent to the Member States within a maximum period of three weeks after the Governing Board meeting. In their turn the Member States have a period of three weeks to send all their comments. When not of pure satisfaction, these comments may be categorised in three types:

• Request for additional information. In this case the requiring country will indicate the items for which additional information is required. The secretariat will then write a verbatim transcript of the concerned item(s) and send it to the requiring country and the Presidency.

• Request for a change of wording. In case a country disagrees on a word or

expression mentioned in the outcome of proceedings, the secretariat will write a verbatim transcript of the concerned item(s) and will send it to the requiring country and the Presidency together with a proposal on the definitive wording. The Presidency in accordance with the Administrative Director will take the final decision.

• Request for insertion of a decision. In case a country considers that the outcome of

proceedings has overlooked a decision taken by the Board, it will forward its request to both the Presidency and the Secretariat. The secretariat will listen to the tapes with a view to finding the missing decision and will report back to the Presidency. If it appears that a decision was not mentioned in the outcome of proceedings, an amendment to this document will be issued immediately.

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34/2005/GB

RECRUITMENT PROCESS


DECISION The Board noted and agreed the recruitment process and the

contingency arrangements to avoid discontinuity of work on the 1st January 2006. The following topics were agreed: The Administrative Director will chair the selection panel and will be the appointing authority The selection panel members will be Governing Board members The two panels constituted in Noordwijk will be replaced by one panel only The recruitment principles and selection principles and practice must follow the EU Staff Regulations If a panel member is from the Member State of one of the applicants, he/she should withdraw during the interview of this applicant The advertisements will, in addition to the proposal, be circulated to the Permanent Representatives in Brussels The expression contract staff will be added in the paragraph on staff recruitment principles on page 2 of the document

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RECRUITMENT PROCESS Introduction This paper outlines the fundamental principles underpinning recruitment and selection of CEPOL staff. It has been prepared following discussion with the Commission HR staff. Staff Recruitment Principles It is clear that CEPOL staff will be classified as “other servants” of the EU Communities, rather than permanent staff, and will be employed by Cepol on fixed term contracts (See the paper on Conditions). In effect they are “Temporary Staff” in the terms of the EU conditions These contracts may be subject to renewal, depending on the terms of the original contract and the wishes of both parties to the contract. However, the overarching principle which must govern CEPOL recruitment does not make any distinction about the employment status of staff (temporary staff, contract staff or secondment) and is based on fair and open competition regardless of race, political, philosophical or religious beliefs, sex or sexual orientation, disability or age and without reference to marital status or family situation. All vacancies should be advertised in order to maximise the possibility of recruiting staff from the broadest geographical base within the European Union. That said, the final selection of staff should be based solely on the merits of each candidate, following a formal examination of the skills and competencies of all applicants for each advertised vacancy. While developing a broad representation of nationalities in the CEPOL staff is a key factor, the overriding objective is to secure the services of the most competent people so that the Governing Board and the CEPOL network are served in the most effective and efficient manner to help deliver the CEPOL aims and objectives. Advertising vacancies All vacancies for staff must be advertised as widely as possible and this means placing an advertisement on: ‐ The CEPOL website ‐ The Commission website (communication of the vacancies will be given to EPSO, the European Personnel Selection Office, and the EU Agencies) ‐ In addition, every Head of delegation to the Governing Board will be notified and it would then be left to their discretion how widely to further advertise the vacancy.

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This could be dedicated websites, organisation intranets, or even by placing advertisements in national newspapers or similar media forms. A timetable is shown at the end of this document. Four weeks will be allowed from the posting of the original advertisement to receipt of formal applications; to be fair to all applicants, the closing date must be fixed, and that date adhered to without exception. Requirements In addition to these basic principles, there are a number of requirements, which are to be followed:

• Only posts that have been included in the document “Structure of the • Secretariat” agreed by the Governing Board, and for which budget has been agreed

and included in the annual CEPOL budget, may be advertised

• Advertisements should in the English language, since it is a requirement of all the Secretariat posts that the staff have a reasonable command of that language. Member States may subsequently issue the advertisement in their native language if they so wish

• Posts may only be advertised when there is an agreed written job description, role profile and a list of the required skills and competencies for the post. This will enable all people interested in the position to receive the same information and within a reasonable time scale, to help inform their decision about whether to apply for the post

• An information pack must have been prepared before the post is advertised. Apart

from the job description and details related to the post, it should make clear CEPOL’s equal opportunity statement, provide details of the employment conditions, such as the contract term, contain an application form, provide details of eligibility for making an application, and information about CEPOL. This pack should be made available on the Internet, to save the costs of preparing and despatching hard copies

• Applications can only be considered if they have been signed by the applicant and

received by the closing date, and are submitted in hard copy, together with a photograph.

Eligibility criteria The conditions of engagement of other servants of the EU Communities apply. A member of the temporary staff may be engaged on condition that:

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1. He/She is a national of one of the Member States of the Communities, (unless an

exception is authorised by the authority referred to in the first paragraph of Article 6), and enjoys his/hers full rights as a citizen;

2. He/She has fulfilled any obligations imposed on him/her by the laws concerning

military service;

3. He/She produces the appropriate character references as to his/hers suitability for the performance of his duties;

4. He/She is physically fit to perform his/hers duties;

5. He/She produces evidence of a thorough knowledge of one of the languages of the

Communities and of a satisfactory knowledge of another language of the Communities to the extent necessary for the performance of his/hers duties.

In the case of CEPOL, the language for which a thorough knowledge is required will, preferably be English. General principles of staff selection All staff will be selected following an appearance before a formally constituted selection panel. The panel should be brought together at the very beginning of the process, agreeing the advertisement, and should remain intact throughout the process, unless unexpected circumstances dictate otherwise. Every panel Member must: * Have knowledge in interviewing and selection techniques * Have a clear vision of the skills needed for the advertised positions * Have a good command of the English language * Have a reasonable knowledge of the EU institutions. The format of the selection process will be determined at the outset and notified within the information pack made available to all applicants. All those invited to interview should be given reasonable advance notice, to give them time to prepare. The panel should be conducted in a formal and structured way, so that every candidate is given the same time and opportunity to present themselves in their best light. Interviews should be competency based, and should focus on the specific experience of the applicant in relation to the skills and competencies required for the post.

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This approach provides the opportunity to ask the same basic questions to every applicant, making it easier to elicit more detailed information. Selecting the Director Approval has been made by the Commission for the process of selecting the Director. This will be discussed by the Strategic Group at the next meeting. A separate document will be produced by the Strategic Committee outlining the competencies and tests to be used. Selecting Heads of Unit As this is a new process, involving EU Staff Regulations, formal tests etc, it is suggested that a new panel, which will be responsible for both appointments, be established. The new panel will comprise four voting members, three persons to be selected from GB members through the drawing of lots and the Administrative Director of CEPOL, who will also chair the panel. This panel should operate under the same general principles of staff selection as those mentioned earlier in the paper. As with the appointment of the Director, the recommendations of the selection panel would be submitted to the Governing Board for its approval. Selecting all other staff The same principles of appointment will apply for all staff. A selection panel chaired by the Administrative Director and including the two Heads if Unit will be constituted. The Program Coordinator and the Finance and Budget Officer will be included in the panel when recruiting any officers or assistants belonging to their group. At the end of the selection procedure, written information will be sent to the Governing Board Members about the nominated officers. Terms of appointment Successful applicants will be notified in writing as soon as possible following the decision of the nominating authority, to ascertain their likely response to a formal job offer. This would help to prevent wasted checks in the event that the job offer was unlikely to be accepted and means that it would be possible to turn to the first reserve.

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Once the pre‐employment checks had been completed, a formal letter of appointment would be sent by the Secretariat Human Resource function, setting out all the terms of appointment, and any probationary requirements. Any probationary period would have been determined by the selection panel, and would have been included as part of the panel’s recommendation, based on the particular circumstances, and the skills and relevant experience of the individual. In any event, a probationary period should not exceed six months, and would only apply when a contract was first offered, and not at a renewal of an existing contract. Timetable The following timetable, would allow for the selection of all CEPOL staff before the end of 2005, enabling a smooth transition to the new arrangements for the 1st January 2006. First phase: during its meeting on 13/14 September 2005, the Governing Board agrees the presented documents, and the proposed recruitment process. Second phase: Advertisement. Vacancies will appear in Cepol/Commission websites and Heads of delegations will disseminate the information in their respective countries. This phase will conclude on 23 September 2005. Third phase: Application. Applicants will send their application forms, accompanied by C.V.s and photograph. over the closing date will be 21 October 2005. Fourth phase: Receipt of all applications at CEPOL secretariat. This phase is completed on 31 October 2005. Fifth phase: Pre‐selection. Selection panels will shortlist a small number of applicants to interview for the Heads of Unit positions. In the same period of time, the Administrative Director will pre‐select a small number of applicants to interview for all other secretariat posts. This phase will be completed on 11 November 2005. Sixth phase: Selection of the Heads of Unit. The short‐listed applicants for the posts of Heads of Unit will be interviewed during weeks numbered 46 and 47. This phase will be completed on 25 November 2005. The nominated candidates will be considered by the Governing Board on 29 November 2005. Seventh phase: Selection of the rest of the staff: The selection panel constituted by the Administrative Director and the two Heads of Unit will interview the pre‐selected

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applicants during weeks 49 and 50. This phase will be completed on 16 December 2005. Details of the selected officers will be given in writing to the Governing Board Members and ratified by the Governing Board on 10 January Continuity The nominated officers will be invited to join the secretariat as soon as possible after 1st January 2006. Nevertheless, in practice, it is quite unlikely that all officers will be present at that time at Bramshill. Contingency Arrangements Consequently, in order to avoid gaps or discontinuity in the work, it is proposed that all current secondments or short‐term contracts be extended on an automatic basis up to the moment the newly‐recruited officers take over. Should a seconded officer not be able to continue his/her work during the interim period, the Secretariat may sign a short time contract, if needed, with an Agency. Recommendation on the Recruitment/Selection of staff: The proposed recommendations is in line with Article 23 of the new Decision giving Cepol a formal EU body status The Governing Board is asked to:

‐ note and agree the recruitment principles ‐ note and agree the selection process ‐ note and agree the contingency arrangements

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46/2005/GB

RECRUITMENT PROCESS


Repealing 34/2005/GB decision (13 ‐ 14 September 2005, London, United Kingdom)

of the Governing Board on RECRUITMENT PROCESS

DECISION The Governing Board agreed on the recruitment principles as well as

the selection process and the contingency arrangements.

On the specific question of the composition of the selection panel for Heads of Unit it was agreed that the panel will be chaired by the Director who will be assisted by two external members selected by him and two experts. The Board agreed that these experts would always be chosen from the Governing Board members.

As to the nomination of the Governing Board panel members for the current selection process, it was agreed that the Chair should make a written proposal, to the Governing Board, nominating the two members who, in this instance, would be chosen from the following countries who had volunteered to take part in the panel process: Spain, Latvia, Italy, Ireland, the Netherlands, Austria, Germany, Lithuania, Portugal, Slovenia, Czech Republic and Poland.

The recruitment itself will take place in three phases: First phase ‐the two Heads of Unit and the Senior Secretary. The second and third phases: Senior Officers, Officers, Assistants and Support Staff. The selection panel members can have the same nationality as interviewees but should withdraw if they have strong personal links. Attention of the panel members is drawn to the amount of time and work involved in the selection of candidates.

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RECRUITMENT PROCESS Introduction This paper outlines the fundamental principles underpinning recruitment and selection of CEPOL staff. It has been prepared following discussion with the Commission HR staff. Staff Recruitment Principles It is clear that CEPOL staff will be classified as “other servants” of the EU Communities, rather than permanent staff, and will be employed by CEPOL on fixed term contracts (See the paper on Conditions). In effect they are “Temporary Agents” or “Contract Staff” in the terms of the EU conditions These contracts may be subject to renewal, depending on the terms of the original contract and the wishes of both parties to the contract. However, the overarching principle which must govern CEPOL recruitment does not make any distinction about the employment status of staff (temporary staff, contract staff or secondment) and is based on fair and open competition regardless of race, political, philosophical or religious beliefs, sex or sexual orientation, disability or age and without reference to marital status or family situation. All vacancies should be advertised in order to maximise the possibility of recruiting staff from the broadest geographical base within the European Union. That said, the final selection of staff should be based solely on the merits of each candidate, following a formal examination of the skills and competencies of all applicants for each advertised vacancy. While developing a broad representation of nationalities in the CEPOL staff is a key factor, the overriding objective is to secure the services of the most competent people so that the Governing Board and the CEPOL network are served in the most effective and efficient manner to help deliver the CEPOL aims and objectives. Advertising vacancies All vacancies for staff must be advertised as widely as possible and this means placing an advertisement on:

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• The CEPOL website • The Commission website (communication of the vacancies will be given to EPSO,

the European Personnel Selection Office, and the EU Agencies) • Every Head of delegation to the Governing Board will be notified and it would then

be left to their discretion how widely to further advertise the vacancy. This could be dedicated websites, organisation intranets, or even by placing advertisements in national newspapers or similar media forms.

• All Permanent Representations in Brussels will receive a copy of the advertisement. A timetable is shown at the end of this document. At least four weeks will be allowed from the posting of the original advertisement to receipt of formal applications; to be fair to all applicants, the closing date must be fixed, and that date adhered to without exception. Requirements In addition to these basic principles, there are a number of requirements, which are to be followed:

• Only posts that have been included in the document “Structure of the Secretariat” agreed by the Governing Board, and for which budget has been agreed and included in the annual CEPOL budget, may be advertised;

• Advertisements should in the English language, since it is a requirement of all the

Secretariat posts that the staff have a reasonable command of that language. Member States may subsequently issue the advertisement in their native language if they so wish;

• Posts may only be advertised when there is an agreed written job description, role profile and a list of the required skills and competencies for the post. This will enable all people interested in the position to receive the same information and within a reasonable time scale, to help inform their decision about whether to apply for the post;

• An information pack must have been prepared before the post is advertised. Apart

from the job description and details related to the post, it should make clear CEPOL’s equal opportunity statement, provide details of the employment conditions, such as the contract term, contain an application form, provide details of eligibility for making an application, and information about CEPOL. This pack should be made available on the Internet, to save the costs of preparing and despatching hard copies;

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• Applications can only be considered if they have been signed by the applicant and

received by the closing date, and are submitted in hard copy, together with a photograph.

Eligibility criteria The conditions of engagement of other servants of the EU Communities apply. A member of the temporary staff may be engaged on condition that:

1. He/She is a national of one of the Member States of the Communities, (unless an exception is authorised by the authority referred to in the first paragraph of Article 6), and enjoys his/hers full rights as a citizen;

2. He/She has fulfilled any obligations imposed on him/her by the laws concerning

military service;

3. He/She produces the appropriate character references as to his/her suitability for the performance of his duties;

4. He/She is physically fit to perform his/her duties;

5. He/She produces evidence of a thorough knowledge of one of the languages of the

Communities and of a satisfactory knowledge of another language of the Communities to the extent necessary for the performance of his/hers duties.

Specific language requirements may be detailed when advertising a post, on a case by cae basis. General principles of staff selection All staff will be selected following an appearance before a formally constituted selection panel. The panel should be brought together at the very beginning of the process, agreeing the advertisement, and should remain intact throughout the process, unless unexpected circumstances dictate otherwise. Preferably Every panel Member should:

• Have knowledge in interviewing and selection techniques; • Have a clear vision of the skills needed for the advertised positions; • Have a good command of the English language and one other official EU language; • Have a reasonable knowledge of the EU institutions.

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The format of the selection process will be determined at the outset and notified within the information pack made available to all applicants. All those invited to interview should be given reasonable advance notice, to give them time to prepare. The panel should be conducted in a formal and structured way, so that every candidate is given the same time and opportunity to present themselves in their best light. Interviews should be competency based, and should focus on the specific experience of the applicant in relation to the skills and competencies required for the post. This approach provides the opportunity to ask the same basic questions to every applicant, making it easier to elicit more detailed information. Selecting Heads of Unit The Director should invite two external members and two experts nominated by the Governing Board to join him on the panel. The two external members should preferrably be active in a European Agency or Institution The Director will act as chair of the panel which may sift the applications in order to identify the candidates who are most suitable in terms of the job description. Minutes of the Panel meetings should be drawn up outlining the reasons for decisions taken. Following interview the Panel will selct the most suitable applicant who will be appointed by the Director. All candidates shall be informed of the outcome of the interview This selection process should test language skills, additionally candidates would have to provide a medical certificate as to their fitness to work and travel. Selecting all other staff The following principles of appointment will apply for all other staff. A selection panel will be chaired by the Director and will include the Head of Administration and one person designated by the Staff Committee. Where the Head of Administration is not the one who will be directly responsible for the person to be recruited the Head of the Unit responsible should also be present.. When justified by the level or the expertise of the post to be fulfilled an additional, external, member is recommended. He/She should be an expert in the relevant field in a European Agency or Institution or in one of the Member States.

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Again the Panel may sift applications to identify the candidates who are most suitable in terms of the job description. Minutes of the Panel meetings should be drawn up outlining the reasons for decisions taken. Following interview the Panel will selct the most suitable applicant who will be offered a contract by the Director. All candidates shall be informed of the outcome of the interview At the end of the selection procedure, the Director will offer contracts to the selected officers and written notice will be sent to the Governing Board Members for their information. Terms of appointment Successful applicants will be notified in writing as soon as possible following the decision of the nominating authority, to ascertain their likely response to a formal job offer. This would help to prevent wasted checks in the event that the job offer was unlikely to be accepted and means that it would be possible to turn to the first reserve. Once the pre‐employment checks had been completed, a formal letter of appointment would be sent by the Secretariat Human Resource function, setting out all the terms of appointment, and any probationary requirements.. In any event, a probationary period should not exceed six months, and would only apply when a contract was first offered, and not at a renewal of an existing contract. Timetable The following timetable is proposed to offer Member States sufficient time to prepare proper advertisement. First phase: during its meeting on 29/30 November 2005, the Governing Board agrees the presented documents, and the proposed recruitment process. Second phase: Advertisement. Vacancies will appear in CEPOL/Commission websites and Heads of delegations will disseminate the information in their respective countries as of 1 December 2005. Advertisement will remain up to the end of the period during which applications may be sent. Third phase: Application. Applicants will send their application forms, accompanied by C.V.s and photograph to the Director of the CEPOL Secretariat. The closing date will be 20 January 2006.

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Fourth phase: Receipt of all applications at CEPOL Secretariat. This phase is completed on 27 January 2006. Fifth phase: Pre‐selection. Selection panel will shortlist a small number of applicants to interview for the Heads of Unit positions. In the same period of time, the Director will pre‐select a small number of applicants to interview for all other secretariat posts. Sixth phase: Selection of the Heads of Unit. The short‐listed applicants for the posts of Heads of Unit will be interviewed between 6 and 17 February 2006. The nominated candidates will be appointed by the Director on 23 February 2006. Seventh phase: Selection of the rest of the staff: The selection panel constituted by the Director and the two Heads of Unit will interview the pre‐selected applicants during 20‐31 March 2006. The Director will appoint the selected officers, and notify the choice, in writing to the Governing Board Members for information on 9 May 2006. Contingency Arrangements The nominated officers will be invited to join the secretariat as soon as possible in accordance with the budgetary provision. Consequently, in order to avoid gaps or discontinuity in the work, it is proposed that all current secondments or short‐term contracts be extended on an automatic basis up to the moment the newly‐recruited officers take over. Should a seconded officer not be able to continue his/her work during the interim period, the Secretariat may sign a short time contract, if needed, with an Agency. Recommendation on the Recruitment/Selection of staff: The proposed recommendations is in line with Article 23 of the new Decision giving CEPOL a formal EU body status The Governing Board is asked to:

‐ Agree the recruitment principles ‐ Agree the selection process ‐ Agree the contingency arrangements

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35/2005/GB

RECRUITMENT PROCESS – ADVERTISEMENT


DECISION The document on Advertisement was noted and agreed by the Board

with one reservation concerning the need to find clarity about the tests to be organised on language skills.

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ADVERTISEMENT

CEPOL was established by Council Decision (2000/820/JHA) in December 2000 to operate as a network of Member States national training institutes providing training, research and learning services to senior police officers and law enforcement officials who are involved in activity to combat cross border and international crime. For the first two years, a temporary Secretariat, located in Denmark, had been providing administrative support to the network. Following the decision of the Council of Ministers at the beginning of 2004 a permanent Secretariat in the United Kingdom was from established in October 2004. It should be noted that CEPOL is a formal EU Body. Therefore it operates with the EU Staff Regulations (decision of the EU Council, 19 September 2005). The 21 following posts are advertised:

♦ Head of Programmes (1 post full‐time) ♦ Head of Administration (1 post full time) ♦ Programme Coordinator (1 post full‐time) ♦ Budget and Finance Officer (1 post half time) ♦ Communications Officer (1 post full time) ♦ Programme Support Officer (3 posts full time) ♦ Research Officer (1 post full time) ♦ Knowledge Management Officer (1 post full‐time) ♦ IT Officer (1 post full‐time) ♦ Administration and Personnel Officer (1 post full time) ♦ Accounting Officer (1 post full time) ♦ Records Management Officer (1 post full time) ♦ Senior Secretary/GB‐Secretary (1 post full‐time) ♦ Secretary (2 posts full‐time) ♦ Accounting and Administrative Assistant (1 post full time) ♦ Web and Communications Assistant (1 post full time) ♦ Receptionist/Logistical Support Officer (1 post full‐time) ♦ Driver/Janitor (1 post full‐time) It is important that applicants are good team workers, with well‐developed interpersonal skills. The primary activity of the programme functions is information management, external communications, and professional support for programme development, delivery and evaluation.

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The administration function is responsible for finance, marketing and business planning, procurement, records management and support for locally delivered training. These posts will be offered on a contract term of up to four years, which may be renewed once. The overall maximum length of service will be 6 years.

CEPOL is keen to attract applications from nationals of all EU Member States. The closing date for applications is 21 OCT 2005. An information pack containing the job description and application form can be downloaded from the CEPOL Website - www.cepol.net

The interviews will be held in the United Kingdom:

- during the period 14 - 25 NOV 2005 for the positions of Head of unit, and - during the period 05 – 16 DEC 2005 for all other positions.

All interviews will be held in English.

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EUROPEAN POLICE COLLEGE (CEPOL)

APPLICATION FORM (Please print off this form and return to the Administrative Director CEPOL Secretariat. Marked CONFIDENTIAL All relevant fields must be completed in English in capital letters using BLACK INK... Sign and date the completed form)

Indicate here the position(s) you are applying for: _________________________________________________________________ (Candidates can apply for more than one position. In such a case, they should submit a separate application form and CV for each post

1. Surname/Family Name(1): Forenames:

Title:

2. Permanent Address :

Town

Postal Code: E‐mail address:

Daytime telephone No:

Fax No:

PHOTO

(1)IMPORTANT: Your application will be registered under this name. Please use it on all correspondence. Any other name (e.g. maiden name) appearing on diplomas/ certificates should be indicated below:

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Country:

3. Age: ……………………. Date of birth: (dd/mm/yyyy)

………………………………………………………….… Place of birth:

4. a)Nationality at birth: ………………………….. b) Have you ever held any other nationality? YES/NO

If YES give full details with dates:

5. Gender: Male Female

6. Knowledge of languages:

Spanish German Greek English French Italian Dutch Portu‐guese

Finnish Swedis

h Danish

Estonian

Latvian Lithuanian Hungarian Maltese Polish Slovak Slovene Czech

7.

7. From which publication or other source did you learn about this selection procedure?

8. Education: If invited to interview, you will be required to bring with you original certificates/ diplomas for the qualifications mentioned below. Continue on a separate sheet if necessary.

Higher Education

Name and address of university or other establishment

Period of study Total length

Degree or diploma obtained

(town and country) from (yy) to (yy)

Place the following numbers (1, or 2) in the appropriate box or boxes: 1 for your mother tongue or main language; 2 for any other languages listed for which you have some knowledge

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9. General, specialist and further qualifications with a link to the post applied for.

10. Knowledge of office computer programmes e.g. Word, Excel, MS access, PowerPoint, in house systems (please give indication of skill level‐familiar/good knowledge/expert):

11. Career to date, with details of professional experience.

Applicants are invited to submit their C.V. No special form is required but as a whole, C.V.s should indicate all previous assignments, duration of service and the exact nature of the tasks carried out. (maximum 3‐4 pages) 12. When could you take up duty, if appointed? 13. Criminal convictions a) Have you, within the last 10 years, ever been convicted or found guilty by a court of any offence in any country (excluding parking) or been put on probation, received formal caution or been absolutely/ conditionally discharged or bound over after being charged with any offence or is there any action pending against you? YES/NO Needs a box for details of YES b) Have you ever been convicted by a Court Martial or sentenced to detention or dismissal or fined whilst serving in the armed forces of any country? YES/NO If you have answered YES to either of the above questions, please give full details:

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14. Personal health As stipulated in the EU staff regulations, article 12 of the conditions of employment of other servants:, the applicants should be able to produce evidence of sufficient good health (either by medical examination or a statement from a registered medical practitioner in their country of domicile) to the extent that it would not impact on their ability to perform the required tasks, and that they are free from any defect or disease which would represent a risk to others. Applicants are invited to conform to this requirement. 15. Military situation As stipulated in the EU staff regulations, article 12 of the conditions of employment of other servants: where there is an obligation to undertake military service, under the national legislation of a Member State, then such obligation must either have been fulfilled, or the applicant must be able to furnish proof that the obligation can be deferred to the extent that it would not unduly affect the employment contract. Applicants are invited to state below what their military status in their country is. 16. Reasons for applying. Please state briefly in no more than 250 words, why you are interested in this post and summarise any relevant information not covered elsewhere on this form.

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DECLARATION 1. I declare that the information provided above is true and complete. 2. I further declare that:

I have (or am able to have) the legal right to live and work in the United Kingdom. (Compulsory) Signature: ………………………………………………………... Print Name:………………………………………………………. Date………………………………………………………………..

IMPORTANT Please ensure that you have signed and dated the application form, which must be sent in time to arrive along with a C.V. no later than 21 OCT 2005 Original copies of the application form should be sent to: Administrative Director CEPOL Secretariat, Bramshill House, Bramshill, Hook, Hampshire, RG27 0JW, UK . Marked CONFIDENTIAL Please note - email or fax application forms will have to be confirmed by an original application form

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DETAILS OF THE SELECTION PROCEDURE Foreword CEPOL’s recruitment approach is based on fair and open competition regardless of race, political, philosophical or religious beliefs, sex or sexual orientation, disability, age and without reference to their marital status or family situation. All posts, which will comprise the Secretariat for 2006 will be advertised before 23 September 2005. The applications for all posts along with all CV’s will be received by the Secretariat by 21 October 2005. The selection procedure will be divided into two phases. In a first time, the two Heads of unit will be recruited. Afterwards, these Heads of unit will form together with the Director the selection panel for the rest of staff. Interviews for Heads of Unit will take place in the period: 14 – 25 November 2005. Interviews for the rest of staff will take place in the period: 5 – 16 December 2005. Selection procedure for the Heads of Unit

Selection Panel One Selection Panel has been established by the CEPOL Governing Board to recruit the Head of Programmes and the Head of Administration. The panel comprises four voting members; three of which have been drawn by ‘lots’ at the CEPOL Governing Board, plus the Administrative Director of CEPOL, who will also chair the panel.

Interviews Interviews will be held in Bramshill, United Kingdom, and applicants will receive two weeks written notice of the actual interview date and venue. The selection process will consist of a competency‐based interview, focusing on the information provided on the application forms and the CV’s.

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The interview will be conducted in the English language. Test of Language skills Reasonable expenses incurred by applicants attending interview will be reimbursed by CEPOL. These will be agreed in writing when the applicant is actually invited to interview. Applicants are reminded that they must bring official identification, such as a passport or an identification card, to the interview. Applicants must also bring to the interview original copies of examination transcripts, certificates and diplomas to provide proof of the qualifications declared in the application form. All applicants invited to interview will be asked to supply details of two referees, which CEPOL can contact to obtain character and professional references. No referee will be approached without the express permission of the applicant.

Applications An application form is contained in the information pack, and should be downloaded from the CEPOL web site. The closing date for applications to be received is 21 OCT 2005 Applicants are advised to exercise great care when completing the application form, as an incorrectly completed form may render them liable to disqualification. CEPOL Secretariat will not contact applicants to collect any missing information Eligibility criteria valid for all Cepol positions: According to article 12 of the EU Staff Regulations about conditions of employment of other servants, a member CEPOL staff may be engaged only on condition that:

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1. he/she is a national of one of the Member States of the Communities, unless an exception is authorised by the Authority referred in the first paragraph of article 6, and enjoys his/her full rights as a citizen,

2. he/she has fulfilled any obligation imposed upon him/her by the laws concerning

military service,

3. he/she produces the appropriate character references as to his/her suitability for the performance of his duties,

4. he/she is physically fit to perform his/her duties,

5. he/she produces evidence of a thorough knowledge of one of the languages of the

Communities and of a satisfactory knowledge of another language of the Communities to the extent necessary for the performance of his/her duties

All applicants will be security vetted THE CEPOL ORGANISATION The attached organisation chart shows not only the structure of the Secretariat, but the relationships between the various parts of the CEPOL organisation.

Governing Board The Governing Board comprises delegations from each EU Member State. Each delegation has one voting member. Although not a requirement, most delegations are chaired by the heads of the national police training institutions. Decisions are usually taken by unanimity. The Governing Board deals mostly with strategic issues, and it has established a number of committees, supported by working groups, project groups and expert groups, to oversee detailed activity on such matters as developing the annual work programme, research, development of the e‐learning, and supporting and implementing training standards.

Committees There are four committees, which are responsible for:

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• Finance and Budget Committee • Annual Programme Committee • Training and Research Committee (also working with the Electronic Network

Working Group and the Learning Methods Working Group) • Strategy Committee (working with an External Relations Working Group)

Details about the annual work programme, the electronic network, and other CEPOL activity can be found on the CEPOL web site at www.cepol.net

Secretariat The Secretariat has two distinct facets, one being responsible for providing professional support to the CEPOL work programme and the other for administrative functions. The programmes functions cover two fields of activity; The first is about providing support for the core business of CEPOL, based around CEPOL’s agreed quality standards, ensuring that a flexible approach is adopted. The second field of activity is communications, ensuring that an effective dialogue is maintained between key stakeholders across the entire spectrum of policing and the police‐learning environment within the European Union. A. Programme support activities include:

• Co‐ordinating requests for CEPOL’s training and learning services on behalf of the Programme and Training and Research Committees;

• Ensuring that training and learning needs are properly assessed and analysed, and the most appropriate delivery method is used;

• Maintaining oversight and providing support for the development of new programmes and delivery of a core curriculum; and

• Providing support for the evaluation process into the effects of the CEPOL work programme in the workplace.

The communication and external relations part of the Programme support includes; • Marketing the work programme (training diary and filling places); • Scanning the EU policing environment to identify emerging trends and patterns

in cross‐border crime issues and activity to combat such problems; • Maintaining an oversight of the overall context of policing activity within the

European Union, and especially with the “political” bodies (such as the EU Commission, EU Council, Article 36 Committee and ECPTF);

• Developing and maintaining close links with actual and potential ‘customer bodies’ – specifically Europol.

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B. The administrative functions, which are crucial to prove financial probity, and support operational effectiveness, provide the necessary continuity to CEPOL operations include: • Support for the CEPOL network, the Governing Board, Committees and the CEPOL

web site; • Financial accounting, budgeting, invoicing, order processing, payments, expenses and

procurement; • Human Resource Management, personnel services and payroll; • Administrative and technical support for specific work activities; • Business planning and production of management information to support CEPOL

decision‐making. National Training Colleges The national police training institutions are the key delivery agents for the CEPOL work programme (which can be viewed on the CEPOL web site). Working in collaboration with other members of the network the overarching objectives of the police training institutions are:

• Designing the learning environment to agreed CEPOL standards; • Effective and efficient delivery of the annual CEPOL Work Programme; • Contributing to the EU learning network and harmonised curricula through the

provision of national expertise and identification of good practice • Supporting the Electronic Network and the e‐Doc databases

GOVERNING BOARD

CEPOL - Secretariat Organisation Structure

Director

ADMINISTRATION

Head of Administration (1) Finance & Budget Officer (1) Accounting Officer (1) Accounts & Administration Assistant (1) IT Officer (1) Records Management Officer (1) Administration & Personnel Officer (1) Logistical Support Assistant (1) Receptionist (1)

PROGRAMME SUPPORT

Head of Programmes (1) Programme Co-ordinator (1) Programme Support Officer (3) Research Officer (1) Knowledge Management Officer (1) Communications and Information Officer (1) Web & Communications Assistant (1)

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GOVERNING BOARD

CEPOL - Secretariat support to the Committees

THE NETWORK THE NETWORK

Director Head of Programmes

Head of Administration

Strategy Committee

Annual Programme Committee

Training & Research Committee

Finance & Budget

Committee

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48/2005/GB

RECRUITMENT PROCESS – ADVERTISEMENT


Repealing 35/2005/GB decision (13 ‐ 14 September 2005, London, United Kingdom) of the Governing Board on RECRUITMENT PROCESS ‐ ADVERTISEMENT

DECISION The Governing Board agreed on the proposed advertisement. It also

took note of the application form and accompanying information. Some amendments will be made to the text of the advertisement to take into account the exact wording for the Receptionist and Driver positions and the fact that recruitment will be operated in three phases.

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ADVERTISEMENT

CEPOL was established by Council Decision (2000/820/JHA) in December 2000 to operate as a network of Member States national training institutes providing training, research and learning services to senior police officers and law enforcement officials who are involved in activity to combat cross border and international crime. For the first two years, a temporary Secretariat, located in Denmark, had been providing administrative support to the network. Following the decision of the Council of Ministers at the beginning of 2004 a permanent Secretariat in the United Kingdom was from established in October 2004. It should be noted that CEPOL is a formal EU Body. Therefore it operates with the EU Staff Regulations (decision of the EU Council, 19 September 2005). The 21 following posts are advertised:

♦ Head of Programmes (1 post full‐time) ♦ Head of Administration (1 post full time)

♦ Programme Coordinator (1 post full‐time) ♦ Finance & Budget Officer (1 post full time)

♦ Communications Officer (1 post full time)

♦ Programme Support Officer (3 posts full time) ♦ Research Officer (1 post full time) ♦ Knowledge Management Officer (1 post full‐time) ♦ IT Officer (1 post full‐time) ♦ Administration and Personnel Officer (1 post full time) ♦ Accounting Officer (1 post full time) ♦ Records Management Officer (1 post full time) ♦ Senior Secretary/GB‐Secretary (1 post full‐time) ♦ Secretary (2 posts full‐time) ♦ Accounting and Administrative Assistant (1 post full time) ♦ Web and Communications Assistant (1 post full time)

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♦ Receptionist/Logistical Support Officer (1 post full‐time) ♦ Driver/Janitor (1 post full‐time) It is important that applicants are good team workers, with well‐developed interpersonal skills. The primary activity of the programme functions is information management, external communications, and professional support for programme development, delivery and evaluation. The administration function is responsible for finance, marketing and business planning, procurement, records management and support for locally delivered training. These posts will be offered on a contract term of up to four years, which may be renewed once. The overall maximum length of service will be 6 years.

CEPOL is keen to attract applications from nationals of all EU Member States. The closing date for applications is 20 JANUARY 2006. An information pack containing the job description and application form can be downloaded from the CEPOL Website - www.cepol.net

The interviews will be held in the United Kingdom:

- during the period 06-17 FEBRUARY 2006 for the positions of Head of unit, and - during the period 20-31 MARCH 2006 for all other positions.

All interviews will be held in English.

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EUROPEAN POLICE COLLEGE (CEPOL)

APPLICATION FORM (Please print off this form and return to the Administrative Director CEPOL Secretariat. Marked CONFIDENTIAL All relevant fields must be completed in English in capital letters using BLACK INK... Sign and date the completed form)

Indicate here the position(s) you are applying for: _________________________________________________________________ (Candidates can apply for more than one position. In such a case, they should submit a separate application form and CV for each post

1. Surname/Family Name(1): Forenames:

Title:

2. Permanent Address :

Town

Postal Code: E‐mail address: Daytime telephone No: Fax No:

PHOTO

(1)IMPORTANT: Your application will be registered under this name. Please use it on all correspondence. Any other name (e.g. maiden name) appearing on diplomas/ certificates should be indicated below:

188

Country:

3. Age: ……………………. Date of birth: (dd/mm/yyyy)

………………………………………………………….… Place of birth:

4. a)Nationality at birth: ………………………….. b) Have you ever held any other nationality? YES/NO

If YES give full details with dates: 5. Gender: Male Female

6. Knowledge of languages:

Spanish German Greek English French Italian Dutch Portu‐guese

Finnish Swedis

h Danish

Estonian

Latvian Lithuanian Hungarian Maltese Polish Slovak Slovene Czech

7.

7. From which publication or other source did you learn about this selection procedure?

8. Education: If invited to interview, you will be required to bring with you original certificates/ diplomas for the qualifications mentioned below. Continue on a separate sheet if necessary.

Higher Education

Name and address of university or other establishment

Period of study Total length

Degree or diploma obtained

(town and country) from (yy) to (yy)

Place the following numbers (1, or 2) in the appropriate box or boxes: 1 for your mother tongue or main language; 2 for any other languages listed for which you have some knowledge

189

9. General, specialist and further qualifications with a link to the post applied for.

10. Knowledge of office computer programmes e.g. Word, Excel, MS access, PowerPoint, in house systems (please give indication of skill level‐familiar/good knowledge/expert):

11. Career to date, with details of professional experience.

Applicants are invited to submit their C.V. No special form is required but as a whole, C.V.s should indicate all previous assignments, duration of service and the exact nature of the tasks carried out. (maximum 3‐4 pages) 12. When could you take up duty, if appointed?

13. Criminal convictions a) Have you, within the last 10 years, ever been convicted or found guilty by a court of any offence in any country (excluding parking) or been put on probation, received formal caution or been absolutely/ conditionally discharged or bound over after being charged with any offence or is there any action pending against you? YES/NO Needs a box for details of YES b) Have you ever been convicted by a Court Martial or sentenced to detention or dismissal or fined whilst serving in the armed forces of any country? YES/NO If you have answered YES to either of the above questions, please give full details:

190

14. Personal health As stipulated in the EU staff regulations, article 12 of the conditions of employment of other servants:, the applicants should be able to produce evidence of sufficient good health (either by medical examination or a statement from a registered medical practitioner in their country of domicile) to the extent that it would not impact on their ability to perform the required tasks, and that they are free from any defect or disease which would represent a risk to others. Applicants are invited to conform to this requirement. 15. Military situation As stipulated in the EU staff regulations, article 12 of the conditions of employment of other servants: where there is an obligation to undertake military service, under the national legislation of a Member State, then such obligation must either have been fulfilled, or the applicant must be able to furnish proof that the obligation can be deferred to the extent that it would not unduly affect the employment contract. Applicants are invited to state below what their military status in their country is. 16. Reasons for applying. Please state briefly in no more than 250 words, why you are interested in this post and summarise any relevant information not covered elsewhere on this form.

191

DECLARATION 1. I declare that the information provided above is true and complete. 2. I further declare that:

I have (or am able to have) the legal right to live and work in the United Kingdom. (Compulsory) Signature: ………………………………………………………... Print Name:………………………………………………………. Date………………………………………………………………..

IMPORTANT Please ensure that you have signed and dated the application form, which must be sent in time to arrive along with a C.V. no later than 20 JANUARY 2006 Original copies of the application form should be sent to: Administrative Director CEPOL Secretariat, Bramshill House, Bramshill, Hook, Hampshire, RG27 0JW, UK . Marked CONFIDENTIAL Please note email or fax application forms will have to be confirmed by an original application

192

DETAILS OF THE SELECTION PROCEDURE Foreword CEPOL’s recruitment approach is based on fair and open competition regardless of race, political, philosophical or religious beliefs, sex or sexual orientation, disability, age and without reference to their marital status or family situation. All posts, which will comprise the Secretariat for 2006 will be advertised as from 1 December 2005 The applications for all posts along with all CV’s will be received by the Secretariat by 20 January 2006. The selection procedure will be divided into two phases. In a first time, the two Heads of unit will be recruited. Afterwards, these Heads of unit will form together with the Director the selection panel for the rest of staff. Interviews for Heads of Unit will take place in the period: 06‐17 February 2006. Interviews for the rest of staff will take place in the period: 20‐31 March 2006. Selection procedure for the Heads of Unit

Selection Panel A Selection process will take place which may include interviews and tests. This panel will make recommendations to the Director who will appoint the Head of Programmes and the Head of Administration. The panel may comprise members who have been drawn by ‘lots’ at the CEPOL Governing Board, plus the Director of CEPOL, who will appoint all staff.

Interviews Interviews will be held in Bramshill, United Kingdom, and applicants will receive two weeks written notice of the actual interview date and venue. The selection process will consist of a competency‐based interview, focusing on the information provided on the application forms and the CV’s. The interview will be conducted in the English language.

193

Applicants will be asked to take a test on their language skills. In particular, as English is the working language within the CEPOL Secretariat, applicants will require a good command of this language. Consequently, the test will cover the four disciplines of reading, writing, listening and speaking. Applicants who have English as a mother tongue will be asked to demonstrate a satisfactory knowledge of a second language. Reasonable expenses incurred by applicants attending interview will be reimbursed by CEPOL. These will be agreed in writing when the applicant is actually invited to interview. Applicants are reminded that they must bring official identification, such as a passport or an identification card, to the interview. Applicants must also bring to the interview original copies of examination transcripts, certificates and diplomas to provide proof of the qualifications declared in the application form. All applicants invited to interview will be asked to supply details of two referees, which CEPOL can contact to obtain character and professional references. No referee will be approached without the express permission of the applicant.

Applications An application form is contained in the information pack, and should be downloaded from the CEPOL web site. The closing date for applications to be received is 20 January 2006 Applicants are advised to exercise great care when completing the application form, as an incorrectly completed form may render them liable to disqualification. CEPOL Secretariat will not contact applicants to collect any missing information Eligibility criteria valid for all CEPOL positions:

194

According to article 12 of the EU Staff Regulations about conditions of employment of other servants, a member CEPOL staff may be engaged only on condition that:

1. He/she is a national of one of the Member States of the Communities, unless an exception is authorised by the Authority referred in the first paragraph of article 6, and enjoys his/her full rights as a citizen,

2. He/she has fulfilled any obligation imposed upon him/her by the laws

concerning military service,

3. He/she produces the appropriate character references as to his/her suitability for the performance of his duties,

4. He/she is physically fit to perform his/her duties,

5. He/she produces evidence of a thorough knowledge of one of the languages of

the Communities and of a satisfactory knowledge of another language of the Communities to the extent necessary for the performance of his/her duties

All applicants will be security vetted THE CEPOL ORGANISATION The attached organisation chart shows not only the structure of the Secretariat, but the relationships between the various parts of the CEPOL organisation. Governing Board The Governing Board comprises delegations from each EU Member State. Each delegation has one voting member. Although not a requirement, most delegations are chaired by the heads of the national police training institutions. Decisions are usually taken by unanimity. The Governing Board deals mostly with strategic issues, and it has established a number of committees, supported by working groups, project groups and expert groups, to oversee detailed activity on such matters as developing the annual work programme, research, development of the e‐learning, and supporting and implementing training standards. Committees There are four committees, which are responsible for:

195

• Finance and Budget Committee • Annual Programme Committee • Training and Research Committee (also working with the Electronic Network

Working Group and the Learning Methods Working Group) • Strategy Committee (working with an External Relations Working Group)

Details about the annual work programme, the electronic network, and other CEPOL activity can be found on the CEPOL web site at www.cepol.net Secretariat The Secretariat has two distinct facets, one being responsible for providing professional support to the CEPOL work programme and the other for administrative functions. The programmes functions cover two fields of activity; The first is about providing support for the core business of CEPOL, based around CEPOL’s agreed quality standards, ensuring that a flexible approach is adopted. The second field of activity is communications, ensuring that an effective dialogue is maintained between key stakeholders across the entire spectrum of policing and the police‐learning environment within the European Union. A. Programme support activities include:

• Co‐ordinating requests for CEPOL’s training and learning services on behalf of the Programme and Training and Research Committees;

• Ensuring that training and learning needs are properly assessed and analysed, and the most appropriate delivery method is used;

• Maintaining oversight and providing support for the development of new programmes and delivery of a core curriculum; and

• Providing support for the evaluation process into the effects of the CEPOL work programme in the workplace.

The communication and external relations part of the Programme support includes; • Marketing the work programme (training diary and filling places); • Scanning the EU policing environment to identify emerging trends and

patterns in cross‐border crime issues and activity to combat such problems; • Maintaining an oversight of the overall context of policing activity within the

European Union, and especially with the “political” bodies (such as the EU Commission, EU Council, Article 36 Committee and ECPTF);

• Developing and maintaining close links with actual and potential ‘customer bodies’ – specifically Europol.

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B. The administrative functions, which are crucial to prove financial probity, and support operational effectiveness, provide the necessary continuity to CEPOL operations include: • Support for the CEPOL network, the Governing Board, Committees and the CEPOL

web site; • Financial accounting, budgeting, invoicing, order processing, payments, expenses

and procurement; • Human Resource Management, personnel services and payroll; • Administrative and technical support for specific work activities; • Business planning and production of management information to support CEPOL

decision‐making. National Training Colleges The national police training institutions are the key delivery agents for the CEPOL work programme (which can be viewed on the CEPOL web site). Working in collaboration with other members of the network the overarching objectives of the police training institutions are:

• Designing the learning environment to agreed CEPOL standards; • Effective and efficient delivery of the annual CEPOL Work Programme; • Contributing to the EU learning network and harmonised curricula through

the provision of national expertise and identification of good practice • Supporting the Electronic Network and the e‐Doc databases

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32/2005/GB

RECRUITMENT PROCESS ‐ ESTABLISHMENT PLAN & STRUCTURE OF THE SECRETARIAT


DECISION As a whole the document was noted and agreed by the Governing

Board with the addition of two core tasks on page 3 namely: Essentials for an Educational Policy and The Annual Programme Principles for 2004.

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PART I: STRUCTURE OF CEPOL SECRETARIAT

CEPOL SECRETARIAT BUSINESS CASE

1. Introduction 1.1 It is viewed as inevitable that the Secretariat will need to evolve, and grow

organically as it takes on responsibility, such as involvement in research activities, supporting and developing links with the Electronic Network, responsibility for direct communications and marketing activity, and support for the work programme.

1.2 It is worth reiterating at the outset that the Strategic Committee recognises that

the overarching role of the Secretariat is to provide administrative and technical support to the existing network of CEPOL Members, the Governing Board, the committees and the Working/Project Groups. The Secretariat is expected to provide a central co‐ordination and supporting role across the network.

1.3 The Strategic Committee commissioned this report on behalf of the Governing

Board to clearly set out the role of the Secretariat, and the specific activities to be carried out by each of the identified posts in the proposed structure, so that the Governing Board can be assured that the proposed staffing levels are commensurate with the initial demands being made.

2. Setting the context In developing the role of the Secretariat it is worth considering how it should interface with the other components of the CEPOL organisation; the Governing Board; the Committees; the Member State police training institutes; and the specific roles of each component.

Core tasks 2.1 The following documents have been taken into account in preparing the

Business Case:

• The Council Decision Creating CEPOL • The Financial regulation • Rules of Procedure for The Governing Board • The Q13 Document • The Three Year Report • The Council Conclusions (Enfopol 15)

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• The Commission Question Paper 22 April 2004 • Rules of Procedure of Committees and Working Groups • The Commission proposal to EU Parliament about the 2006 budget • The Hague Programme

2.2 The overarching objectives of the Governing Board are:

• Determining the strategy for the learning environment in the context of the Council decision, which established CEPOL;

• Managing the context in terms of the EU dimension; • Decision making such as the Annual Work Programme and the

Annual Budget; • Monitoring what MS training colleges are doing in terms of their

collective (corporate) contribution to CEPOL; • Encouraging the development of the network and collaboration with

key stakeholders 2.3 The overarching objectives of the committees are:

• Developing the strategy agreed by the Governing Board; • Providing advice, proposal and support to the Governing Board; • Liaising with police training colleges and external institutes to help

develop the learning environment. 2.4 The overarching CEPOL objectives of the police training colleges are in

accordance with the Hague Programme: • Designing the learning environment to agreed CEPOL standards; • Effective and efficient delivery of the annual CEPOL Work

Programme; • Contributing to the learning network and agreed harmonised curricula

through the provision of national expertise and identification of good practice;

• Maintaining quality management principles within learning environment;

• Providing a national contact point for effective communication around the CEPOL network.

2.5 The overarching objective of the Secretariat is to:

• Provide administrative and technical support to the entire CEPOL network in such areas as finance, support for the work programme, facilitating the development of the learning environment, supporting the drive to comprehensive quality standards, and providing a communications and marketing resource.

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3. Role of the Secretariat Within a minimalist approach to setting up the permanent Secretariat, the Strategic Committee identified two distinct types of activity to be carried out, which can be explained most simply by the terms internal affairs (administration) and external affairs (program support). 3.1 Internal affairs refer mainly to the administrative functions, which are crucial to

prove financial probity, and support effectiveness. Key activities include (in no particular order of importance):

• Administrative and secretarial support for Governing Board, Committees and Working/Project Group meetings;

• Production of management information to support decision‐making; • Technical and administrative support to the Budget and Finance

decision process; • Maintenance of the CEPOL financial accounts including banking

reconciliation; • Production of documents for Governing Board, Committees and

Working Groups; • Administrative and accountancy support for specific work

programmes, such as CARDS and MEDA; • Human Resource Management; • Support for the CEPOL Secretariat network; • Maintaining the CEPOL web‐site; • Production of invoices and payment follow‐up; • Processing expenses and reimbursement claims; • Production of the CEPOL annual accounts; • Secretarial support for CEPOL senior management team; • Payroll; • Procurement;

3.2 The role of external affairs covers two fields of activity.

The first is Programme support, covering “knowledge and education”, providing support for the core business of CEPOL, based around CEPOL’s agreed quality standards, ensuring that a flexible approach is adopted. The second field of activity is “Communications” ensuring that an effective dialogue is maintained between customers, suppliers and key stakeholders across the entire spectrum of policing and the police‐learning environment within the European Union. Key support activities regarding the external affairs include:

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Knowledge and Education

• Co‐ordinating requests for CEPOL’s training and learning services on behalf of the Annual Programme and Training and Research Committees;

• Ensuring that CEPOL training and learning needs are properly assessed and analysed;

• Providing advice on the most appropriate delivery methods to address the learning needs for CEPOL activities;

• Providing support and advice for the development and maintenance of a core curricula, taking into account the opportunities for developing a harmonised approach to police training in accordance with the provisions of Article 2.4 of this paper;

• Maintaining oversight and providing support for the development of new programmes;

• Providing support for the evaluation process into the effects of the CEPOL work programme in the workplace;

• Providing support to the Committees and working groups in identification and dissemination of good practice, incl. co‐ordination with the EPLN,

• Carry out surveys on Police Research or Police Science throughout the 25 member States

Communication

• Scanning the EU policing environment to identify emerging trends and patterns in cross‐border crime issues and to combat such problems;

• Maintaining an oversight of the overall context of policing activity within the European Union, and especially with the “political” bodies; the EU Commission, EU Council, Article 36 Committee and ECPTF, the European Chiefs of Police Task Force);

• Developing and maintaining close links with actual and potential ‘customer bodies’ – such as Europol and ECPTF;

• Developing and maintaining effective communication links within the CEPOL network (with assistance from the Secretariat Administration function);

• Developing an effective marketing strategy for CEPOL which will include the use of modern technology such as the Electronic Network and the CEPOL homepage (with assistance from the Secretariat Administration function).

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4. Structure of the Secretariat

The most appropriate structure, which will allow the Secretariat to deliver these key objectives, one based on two pillars and a schematic is provided at figure 1.

4.1 The head of the Secretariat is the Director. The recommended approach is to

have the twin pillars managed at a senior level by a Head of Programmes and a Head of Administration who report to the Director. These three will form the CEPOL Secretariat Management Team.

4.2 As outlined earlier the proposed structure aims to provide flexibility and

continuity, a combination that would most effectively meet the Secretariat’s objectives. The programme support function needs a critical mass of staff to provide a general level of support, with back up provided by the Research Officer and the Knowledge Management Officer. The structure could be augmented at reasonably short notice, to react to demand, by bringing in other programme support generalist officers, and, where required for specific pieces of activity (under a short‐term secondment or contract), specialists in areas such as evaluation, training design and training needs analysis.

At this stage it would be impractical to have a programme support function containing one of each specialist because this would provide neither flexibility nor continuity.

4.3 Both continuity and flexibility would be provided within the administration

function. This is a general resource for the Secretariat and the CEPOL network as a whole. Wherever administrative support is required, for communications the programme support office or to the Governing Board and Committees, it can be made available.

Allocating administration staff to particular duties would weaken the ability to provide continuity in the event, say, of staff shortage or absence. Involving the administration staff in all of the activities will both broaden the knowledge base within the Secretariat and enrich the jobs of the individual officers.

4.4 Having outlined the benefits of flexibility and continuity within the proposed

structure it does need to be pointed out that with this approach to staffing there is some risk to continuity, which will need to be managed in the short‐term, and closely monitored for possible expansion in the medium to long term. This is a typical problem with small organisations which have to balance the need to keep costs down while being able to provide adequate service levels in response to staff movement and absence from duty.

4.5 The justification for the proposed structure, consisting of 22 full time posts as

203

shown, figure 1, is detailed below. The resultant establishment plan, required by the Commission is shown at Appendix A Figure 1.

* Contract Staff 5. Justification for number of posts

5.1 Accounts function – It is clear from previous experience during the last year that the volume of transactions is such that it is a full time job for the Accounting Officer to keep it up to date. The increase of the number of Member States has also put additional strain on this fundamental function. Because of this pressure, the Governing Board does not receive the support it needs for the decisions regarding budget and finance and Director does not receive all relevant financial management information. That is why it is proposed that the current structure of one Accounting Officer, supported by one Assistant be complemented by one Senior Finance Officer. Thus, accounts, budget and financial reports will be prepared in due time and will enable the accountancy officers to focus on their main tasks , which is to process all

GOVERNING BOARD

DIRECTOR (A13)

PROGRAMME SUPPORT ADMINISTRATION

Head of Programmes (A10)

Programme Co-ordinator

(A7) Programme Support

(3 x A5) Research Officer

(A5) Communications Officer

(B4) Web/Comms Assistant

(C1) Knowledge Management

Officer (A5)

Head of Administration (A10)

Archivist/Records

Management Officer (B3) IT Officer (B5)

Admin & Personnel Officer (B4)

Budget & Finance Officer (A7)

Accounting Officer (B3) Admin & Accounts

Assistant (C1)

ADMIN SUPPORT

Senior Secretary (1 x C3)

Secretary (2 x C2)

Receptionist* Driver*

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the transactions, deal with queries, chase up demands through the CEPOL contact points, and provide support to the Head of Administration.

5.2 Administration function – The key tasks of this function have been laid out above. Human resource and personnel support, expenses claims, payroll, procurement and maintenance of data systems, archiving and production of management information all suggest full time activity for the Administration Officer, the IT Officer and the Records Management Officer.

These functions will be assisted by a Receptionist/Administration Assistant and a Logistical Assistant/Facilities Management.

5.3 Secretarial function – Provision has been made for three Secretarial Assistants.

Providing the day to day administrative support to the Director, the Heads of Unit and the two business units, it is realistic to assume that the Secretarial Assistants will be closely involved in managing and coordinating all diaries, dealing with correspondence, handling internal and external meetings, making travel arrangements for officers, projects as required within assigned team, support to the Governing Board and generally providing a co‐ordination role between the Senior Management Team and the office. This is particularly important when any of the members of the management team is away.

5.4 Communications function – This function will be “transversal”. There is a need

to create a communication policy including both the internal (Administration Unit) and external (Program Support Unit) aspects. The post holders, a Communication Officer, will be partly assisted by the Web and Communication Assistant and will have to devise such a policy, taking into accounts all needs for information expressed by all stakeholders in CEPOL’s daily life. The development of the website/homepage will be a key issue in this regard. The functions also include relations with the media, EU‐organs, police Authorities and the coordination of information within Cepol secretariat.

.

5.5 Programme support – A Senior Programme Coordinator will supervise the work of three Programme Support Officers. Additionally, a Research Officer and a Knowledge Management Officer (previous EPKN/e‐Doc officers) will complement the structure in order to make sure that the course organisers receive all the support they need from the secretariat. The Research and Program support functions are expected to provide on‐demand support and advice to all the police training colleges in the network who are designing, delivering and evaluating learning material. It is clear that these functions will have to support a number of specialised activities. This implies the need for a critical mass of staff, to provide continuity and consistency of support, and for them to have any chance at all of being able to respond to demand within an acceptable timescale;

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• Curriculum Development • Quality Assurance, Accreditation, Validation • Learning and ICT, Distance Learning • Evaluation • Research • Course Administration • Train the trainer activities

6. Structure of the Secretariat A chart, presenting the current functions in the Secretariat is shown in Appendix

B. The decided structure per 1 January 2005 and the structure per 1 January 2006 are also shown in the chart. The proposed structure for 2006 is also presented in the Appendix B.

7. Cost Implications

A separate paper on remuneration and conditions of service has been prepared (paper ii). The justification for the proposals is contained in that paper but in summary the total for the proposed remuneration package for 22 staff is approximately € 2.5 m. In comparison the current remuneration package for 19.5 posts is €1.051M. The new proposal can be contained within the new budget submitted by the Commission

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Appendix A Establishment plan 2006

Posts 2006

Authorised Category and Grade

Permanent Temporary A*16 ‐ ‐ A*15 ‐ ‐ A*14 ‐ ‐ A*13 ‐ 1 A*12 ‐ A*11 ‐ ‐ A*10 ‐ 2 A*9 ‐ ‐ A*8 ‐ ‐ A*7 ‐ 2 A*6 ‐ ‐ A*5 ‐ 5

Total grades A* ‐ 10 B*11 ‐ ‐ B*10 ‐ ‐ B*9 ‐ ‐ B*8 ‐ ‐ B*7 ‐ ‐ B*6 ‐ ‐ B*5 ‐ 1 B*4 ‐ 2 B*3 ‐ 2

Total grades B* ‐ 5 C*7 ‐ ‐ C*6 ‐ ‐ C*5 ‐ ‐ C*4 ‐ ‐ C*3 ‐ 1 C*2 ‐ 2 C*1 ‐ 2

Total grades C* ‐ 5 D*5 ‐ ‐ D*4 ‐ ‐ D*3 ‐ ‐ D*2 ‐ ‐ D*1 ‐ ‐

Total grades D* ‐ ‐ Grand total ‐ 20

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Appendix B

Structure of CEPOL Secretariat

Current Situation Decided Structure Decided Structure Proposed Structure

01‐Sep‐05 01‐Jan‐05 01‐Jan‐06 01‐Jan‐06 12,5 + 2 Functions 17,5 + 2 Functions 19,5 + 2 Functions 22 Functions

Administrative Director Administrative Director Director Director Head of Programmes Head of Programmes Head of Programmes Deputy Adm.Director Head of Administration Head of Administration Head of Administration Financial Contr. (50%) Financial Contr. (50%) Financial Contr. (50%) Finance/Budget Officer Accounting Officer Accounting Officer Accounting Officer Accounting Officer Accounting Assistant Accounting Assistant Accounting Assistant Accounting Assistant Transition Officer Administration Officer Administration Officer Administration Officer

Archivist Officer Records Management. Officer

Program Co‐ordinator Program Support Off. Program Co‐ordinator Program Co‐ordinator Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off.

Communications Officer Communications Officer Train/Research Coord. Research Officer Research Officer Research Officer

IT‐Officer IT‐officer IT‐officer Senior Secretary Secr. Assistant Secretary Senior Secretary Secretary Secr. Assistant Secretary Secretary Adm. Assistant Adm. Assistant Secretary Logistical Supp. Ass Adm. Assistant Logistical Supp. Ass Receptionists.*/ Adm. Assistant Receptionist Driver */ Max Planck Institute Max Planck Institute Max Planck Institute Knowledge Manag. Off EPLN‐Support EPLN Support EPLN Support Web/Communic. Ass */ Proposed Contract staff

208

45/2005/GB

RECRUITMENT PROCESS ‐ STRUCTURE AND ESTABLISHMENT OF THE

SECRETARIAT


Repealing 32/2005/GB decision (13 ‐ 14 September 2005, London, United Kingdom) of the Governing Board on ESTABLISHMENT PLAN & STRUCTURE OF THE

SECRETARIAT

DECISION The Governing Board noted the proposed structure and agreed on the

Establishment Plan. In particular it agreed the compromised number of 6 Contract Staff. The heading of the Appendix A will be changed to accommodate the new wording “Temporary Agents – Posts to be filled in 2006”.

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STRUCTURE OF CEPOL SECRETARIAT

CEPOL SECRETARIAT BUSINESS CASE

1. Introduction It is viewed as inevitable that the Secretariat will need to evolve, and grow

organically as it takes on responsibility, such as involvement in research activities, supporting and developing links with the Electronic Network, responsibility for direct communications and marketing activity, and support for the work programme.

It is worth reiterating at the outset that the Strategic Committee recognises that the

overarching role of the Secretariat is to provide administrative and technical support to the existing network of CEPOL Members, the Governing Board, the committees and the Working/Project Groups. The Secretariat is expected to provide a central co‐ordination and supporting role across the network.

The Strategic Committee commissioned this report on behalf of the Governing

Board to clearly set out the role of the Secretariat, and the specific activities to be carried out by each of the identified posts in the proposed structure, so that the Governing Board can be assured that the proposed staffing levels are commensurate with the initial demands being made.

2. Setting the context In developing the role of the Secretariat it is worth considering how it should interface with the other components of the CEPOL organisation; the Governing Board; the Committees; the Member State police training institutes; and the specific roles of each component.

Core tasks The following documents have been taken into account in preparing the Business

Case:

• The Council Decision Creating CEPOL • The Financial regulation • Rules of Procedure for The Governing Board • The Q13 Document • The Three Year Report • The Council Conclusions (Enfopol 15)

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• The Essentials for an educational Policy • The Annual Programme Principles for 2004 • The Commission Question Paper 22 April 2004 • Rules of Procedure of Committees and Working Groups • The Commission proposal to EU Parliament about the 2006 budget • The Hague Programme

The overarching objectives of the Governing Board are:

• Determining the strategy for the learning environment in the context of the Council decision, which established CEPOL;

• Managing the context in terms of the EU dimension; • Decision making such as the Annual Work Programme and the

Annual Budget; • Monitoring what MS training colleges are doing in terms of their

collective (corporate) contribution to CEPOL; • Encouraging the development of the network and collaboration with

key stakeholders The overarching objectives of the committees are:

• Developing the strategy agreed by the Governing Board; • Providing advice, proposal and support to the Governing Board; • Liaising with police training colleges and external institutes to help

develop the learning environment. The overarching CEPOL objectives of the police training colleges are in accordance

with the Hague Programme: • Designing the learning environment to agreed CEPOL standards; • Effective and efficient delivery of the annual CEPOL Work

Programme; • Contributing to the learning network and agreed harmonised curricula

through the provision of national expertise and identification of good practice;

• Maintaining quality management principles within learning environment;

• Providing a national contact point for effective communication around the CEPOL network.

The overarching objective of the Secretariat is to:

• Provide administrative and technical support to the entire CEPOL network in such areas as finance, support for the work programme, facilitating the development of the learning environment, supporting the drive to comprehensive quality standards, and providing a communications and marketing resource.

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3. Role of the Secretariat

Within a minimalist approach to setting up the permanent Secretariat, the Strategic Committee identified two distinct types of activity to be carried out, which can be explained most simply by the terms internal affairs (administration) and external affairs (program support).

Internal affairs refer mainly to the administrative functions, which are crucial to

prove financial probity, and support effectiveness. Key activities include (in no particular order of importance):

• Administrative and secretarial support for Governing Board, Committees and Working/Project Group meetings;

• Production of management information to support decision‐making; • Technical and administrative support to the Budget and Finance decision

process; • Maintenance of the CEPOL financial accounts including banking

reconciliation; • Production of documents for Governing Board, Committees and Working

Groups; • Administrative and accountancy support for specific work programmes, such

as CARDS and MEDA; • Human Resource Management; • Support for the CEPOL Secretariat network; • Production of invoices and payment follow‐up; • Processing expenses and reimbursement claims; • Production of the CEPOL annual accounts; • Secretarial support for CEPOL senior management team; • Payroll; • Procurement;

The role of external affairs covers two fields of activity. The first is Programme support, covering “knowledge and education”, providing support for the core business of CEPOL, based around CEPOL’s agreed quality standards, ensuring that a flexible approach is adopted. The second field of activity is “Communications” ensuring that an effective dialogue is maintained between customers, suppliers and key stakeholders across the entire spectrum of policing and the police‐learning environment within the European Union. Key support activities regarding the external affairs include:

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Knowledge and Education

• Co‐ordinating requests for CEPOL’s training and learning services on behalf of the Annual Programme and Training and Research Committees;

• Ensuring that CEPOL training and learning needs are properly assessed and analysed;

• Providing advice on the most appropriate delivery methods to address the learning needs for CEPOL activities;

• Providing support and advice for the development and maintenance of a core curricula, taking into account the opportunities for developing a harmonised approach to police training in accordance with the provisions of Article 2.4 of this paper;

• Maintaining oversight and providing support for the development of new programmes;

• Providing support for the evaluation process into the effects of the CEPOL work programme in the workplace;

• Providing support to the Committees and working groups in identification and dissemination of good practice, incl. co‐ordination with the EPLN,

• Carry out surveys on Police Research or Police Science throughout the 25 member States

Communication

• Scanning the EU policing environment to identify emerging trends and patterns in cross‐border crime issues and to combat such problems;

• Maintaining an oversight of the overall context of policing activity within the European Union, and especially with the “political” bodies; the EU Commission, EU Council, Article 36 Committee and ECPTF, the European Chiefs of Police Task Force);

• Developing and maintaining close links with actual and potential ‘customer bodies’ – such as Europol and ECPTF;

• Developing and maintaining effective communication links within the CEPOL network (with assistance from the Secretariat Administration function);

• Developing an effective marketing strategy for CEPOL which will include the use of modern technology such as the Electronic Network and the CEPOL homepage (with assistance from the Secretariat Administration function).

• Maintaining the CEPOL web‐site;

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4. Structure of the Secretariat

The most appropriate structure, which will allow the Secretariat to deliver these key objectives, one based on two pillars and a schematic is provided at figure 1.

The Head of the Secretariat is the Director. The recommended approach is to have

the twin pillars managed at a senior level by a Head of Programmes and a Head of Administration who report to the Director. These three will form the CEPOL Secretariat Management Team. Since there are just two heads of unit, there is no need for a deputy director. However, the remuneration of the two heads of unit will take into consideration that the post holders are required to deputise for the Director. Where the Director is temporarily unable to exerceise his funcitons for a period of more than one month, or the position of Director is vacant, his function shall be exerceides by the Head of Administration.

As outlined earlier the proposed structure aims to provide flexibility and continuity,

a combination that would most effectively meet the Secretariat’s objectives. The programme support function needs a critical mass of staff to provide a general level of support, with back up provided by the Research Officer and the Knowledge Management Officer.

The structure could be augmented at reasonably short notice, to react to demand, by bringing in other programme support generalist officers, and, where required for specific pieces of activity (under a short‐term secondment or contract), specialists in areas such as evaluation, training design and training needs analysis.

At this stage it would be impractical to have a programme support function containing one of each specialist because this would provide neither flexibility nor continuity.

Both continuity and flexibility would be provided within the administration

function. This is a general resource for the Secretariat and the CEPOL network as a whole. Wherever administrative support is required, for communications the programme support office or to the Governing Board and Committees, it can be made available.

Allocating administration staff to particular duties would weaken the ability to provide continuity in the event, say, of staff shortage or absence. Involving the administration staff in all of the activities will both broaden the knowledge base within the Secretariat and enrich the jobs of the individual officers.

Having outlined the benefits of flexibility and continuity within the proposed

structure it does need to be pointed out that with this approach to staffing there is some risk to continuity, which will need to be managed in the short‐term, and closely monitored for possible expansion in the medium to long term. This is a

214

typical problem with small organisations which have to balance the need to keep costs down while being able to provide adequate service levels in response to staff movement and absence from duty.

The justification for the proposed structure, consisting of 22 full time posts as shown, figure 1, is detailed below. The resultant establishment plan, required by the Financial Regulation as annex to the budget is shown at Appendix A. However, since there is already an establishment plan for CEPOL as part of the draft general budget, the establishment plan as shown in appendix A is just a supporting document for the calculation of the remuneration for the budget 2006, but not part of that budget 2006.

Figure 1. B * Denotes Cotract staff 5. Justification for number of posts

Finance and Budget section – It is clear from previous experience during the last years that the volume of transactions is such that it is a full time job for the Accounting Officer to keep records up to date. The increase of the number of

GOVERNING BOARD

DIRECTOR (A13)

PROGRAMME SUPPORT ADMINISTRATION

Head of Programmes (A10)

Programme Co-ordinator

(A7) Programme Support

(3 x A5) Research Officer

(A5) Communications Officer

(B4) Knowledge Management

Officer (A5)

Head of Administration (A10)

Finance & Budget Officer

(A7) IT Officer (B5)

Admin & Personnel Officer (B4)

Archivist/Records Management Officer (B3) Accounting Officer (B3)

ADMIN SUPPORT

Senior Secretary (1 x B3)

Admin & Accounts Assistant *

Receptionist* Driver*

Web/Comms Assistant*

Secretary x 2 *

215

Member States has also put additional strain on this fundamental function. Because of this pressure, the Governing Board and the Finance and Budget Committee do not receive the support they need for the decisions/recommendations regarding finance and budget issues and the Director does not receive all relevant financial management information. That is why it is proposed that the current structure of one Accounting Officer, supported by one Assistant, be complemented by one Finance & Budget Officer. Furthermore an additional function is needed since the duties of the authorising officer and the accounting officer mustbe segregated and are mutually incompatible according to the Financial Regulation. Therefore there is a need to have one person working with the accounting and one person working with the budget – supporting the Authorising Officer ‐ within the Finance and Budget Section. The Finance and Budget Section will also take care of the payroll systems and procurement procedures in general. The Finance and Budget Section will be managed by the Finance and Budget Officer. That person will also provide advice to the Governing Board, the Finance and Budget Committee and the Director and liaise with the Commission regarding finance and budget issues. Furthermore the Finance and Budget Officer acts as advisor to the Authorising Officer according to Article 38(4) of the Financial Regulation. This new Finance and Budget Section ensures that budget, accounts and financial reports will be prepared in due time and will enable the Accounting Officer to focus on his/her main task, which is to process all the payment transactions.

The remuneration of the Finance and Budget Officer takes into consideration that the holder of that post has line management responsibility for one officer and one assistant and that due to the scope of CEPOL’S funding activities the Finance and Budget work is one of the core businesses of the CEPOL Secretariat.

Administration function – The key tasks of this function have been laid out above. Human resource and personnel support, maintenance of data systems, archiving and production of management information all suggest full time activity for the Administration Officer, the IT Officer and the Records Management Officer.

These functions will be assisted by a Receptionist/Administration Assistant and a Logistical Assistant/Facilities Management.

Secretarial function – Provision has been made for three Secretarial Assistants.

Providing the day to day administrative support to the Director, the Heads of Unit and the two business units. It is realistic to assume that the Secretarial Assistants will be closely involved in managing and coordinating all diaries, dealing with correspondence, handling internal and external meetings, making travel

216

arrangements for officers, dealing with projects as required within an assigned team, support to the Governing Board and generally providing a co‐ordination role between the Senior Management Team and the office. This is particularly important when any of the members of the management team is away.

Communications function – This function will be “transversal”. There is a need to create a communication policy including both the internal (Administration Unit) and external (Program Support Unit) aspects. The post holders, a Communication Officer, partly assisted by the Web and Communication Assistant, will have to devise such a policy, taking into account the information needs expressed by all stakeholders in CEPOL’s daily life. The development of the website/homepage will be a key issue in this regard. The functions also include relations with the media, EU‐organs, police Authorities and the coordination of information within CEPOL Secretariat.

Programme support – A Senior Programme Coordinator will supervise the work of three Programme Support Officers. The need for one officer coordinating the programme support work is justified by the number of courses (more than 70 planned for 2006) and the number of national contact persons and different committees of CEPOL. Additionaly the officer has to ensure that an exchange of information within the programme support function, and also with other key funcitions of the Secretariat, takes place. The remuneration for this function takes into consideration that the post holder has line management responsibility for three officers and is dealing with one of the core businesses of the CEPOL Secretariat. Additionally, a Research Officer and a Knowledge Management Officer (previous EPKN/e‐Doc officers) will complement the structure in order to make sure that the course organisers receive all the support they need from the secretariat. The Research and Program support functions are expected to provide on‐demand support and advice to all the police training colleges in the network who are designing, delivering and evaluating learning material. It is clear that these functions will have to support a number of specialised activities. This implies the need for a critical mass of staff, to provide continuity and consistency of support, and for them to have any chance at all of being able to respond to demand within an acceptable timescale;

217

• Curriculum Development • Quality Assurance, Accreditation, Validation • Learning and ICT, Distance Learning • Evaluation • Research • Course Administration • Train the trainer activities

6. Structure of the Secretariat A chart, presenting the current functions in the Secretariat is shown in Appendix

B. The decided structure per 1 January 2005 and the structure per 1 January 2006 are also shown in the chart. The proposed structure for 2006 is also presented in the Appendix B.

7. Cost Implications A separate paper on remuneration and conditions of service has been prepared

(paper ii). The justification for the proposals is contained in that paper but in summary the total for the proposed remuneration package for 16 Temporary agents and 6 Contract staff is approximately € 2.2 m. In comparison the current remuneration package for 13.5 posts is €1.131,561M. The new proposal can be contained within the new budget for 2006 submitted by the Commission

218

Appendix A

Establishment plan 2006 Posts 2006

Authorised Category and Grade

Permanent Temporary A*16 ‐ ‐ A*15 ‐ ‐ A*14 ‐ ‐ A*13 ‐ 1 A*12 ‐ ‐ A*11 ‐ ‐ A*10 ‐ 2 A*9 ‐ ‐ A*8 ‐ ‐ A*7 ‐ 2 A*6 ‐ ‐ A*5 ‐ 5

Total grades A* ‐ 10 B*11 ‐ ‐ B*10 ‐ ‐ B*9 ‐ ‐ B*8 ‐ ‐ B*7 ‐ ‐ B*6 ‐ ‐ B*5 ‐ 1 B*4 ‐ 2 B*3 ‐ 3

Total grades B* ‐ 6 C*7 ‐ ‐ C*6 ‐ ‐ C*5 ‐ ‐ C*4 ‐ ‐ C*3 ‐ ‐ C*2 ‐ ‐ C*1 ‐ ‐

Total grades C* ‐ 0 D*5 ‐ ‐ D*4 ‐ ‐ D*3 ‐ ‐ D*2 ‐ ‐ D*1 ‐ ‐

Total grades D* ‐ ‐ Grand total ‐ 16

* Six Contract staff also included in plan

219

Appendix B

Structure of CEPOL Secretariat

Current Situation Decided Structure Decided Structure Proposed Structure

01‐Sep‐05 01‐Jan‐05 01‐Jan‐06 01‐Jan‐06 12,5 + 2 Functions 17,5 + 2 Functions 19,5 + 2 Functions 22 Functions

Administrative Director Administrative Director Director Director Head of Programmes Head of Programmes Head of Programmes Deputy Adm.Director Head of Administration Head of Administration Head of Administration Financial Contr. (50%) Financial Contr. (50%) Financial Contr. (50%) Finance/Budget Officer Accounting Officer Accounting Officer Accounting Officer Accounting Officer Accounting Assistant Accounting Assistant Accounting Assistant Accounting Assistant Transition Officer Administration Officer Administration Officer Administration Officer

Archivist Officer Records Management. Officer

Program Co‐ordinator Program Support Off. Program Co‐ordinator Program Co‐ordinator Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off. Program Support Off.

Communications Officer Communications Officer Train/Research Coord. Research Officer Research Officer Research Officer

IT‐Officer IT‐officer IT‐officer Senior Secretary Secr. Assistant Secretary Senior Secretary Secretary Secr. Assistant Secretary Secretary Adm. Assistant Adm. Assistant Secretary Logistical Supp. Ass Adm. Assistant Logistical Supp. Ass Receptionists.*/ Adm. Assistant Receptionist Driver */ Max Planck Institute Max Planck Institute Max Planck Institute Knowledge Manag. Off EPLN‐Support EPLN Support EPLN Support Web/Communic. Ass */ Proposed Contract staff

220

33/2005/GB

RECRUITMENT PROCESS ‐ WORKING CONDITIONS


The Governing Board agreed that the length of service for all the officers in the Secretariat (excluding the Director) will be an overall maximum of 6 years (4 + 2). As to the remuneration the Governing Board agreed that the Director be paid at the level of A13 and the Heads of Unit be paid at the level of A10. The Governing Board took note of the document on the Working Conditions which was presented to the Governing Board. The Governing Board took note of the working hours and the leave offered to CEPOL staff.

DECISION

The fact that the budget authority (EU Parliament and EU Council) have already accepted 22.5 temporary agents The necessity to forward to the Commission two decisions on the employment conditions of temporary agents and contract staff (Implementing Rules). The legal difficulty to recruit staff directly at the level of C3 or B5 The use of the wording Chief Accountant instead of Finance and Budget Officer The fact that every two years EU staff are advanced automatically to the next step of their rank. The point that the Financial Controller as such will disappear in 2006 The necessity for all posts whether temporary agent or contract staff to be advertised throughout the EU

221

The obligation to have rules concerning discipline or promotion derived from the EU Staff Regulations and to implement them by analogy The question about how much money would be saved by transforming temporary agents into contract staff The need to indicate whether salary figures include taxes or not The indication that income tax is based on the European system

222

47/2005/GB

RECRUITMENT PROCESS ‐ WORKING CONDITIONS


DECISION The Governing Board took note of the contents of the document on

the working conditions of CEPOL Secretariat. The figure placed under Pension Contribution will be increased from 9.75% to 10.25%.

223

DECISIONS OF THE GOVERNING BOARD OF CEPOL TRAINING POLICIES AND PROGRAMME ACTIVITIES

224

22/2005/GB

ADOPTION OF THE CEPOL GLOSSARY

13 ‐ 14 September 2005, London, United Kingdom DECISION The Governing Board adopted the CEPOL Glossary as a living

document.

225

CEPOL GLOSSARY Proposal

At the meeting of the Training and Research Committee (T&RC) on January 24th and 25th, 2005, following earlier discussions in the Annual Programme Committee and the Budget and Finance Committee, the chair of the T&RC was requested to develop some definitions for key CEPOL training and working areas. The idea was to prevent further discussions caused by different interpretations of frequently used terms within CEPOL. The general mission of CEPOL laid down in the Tampere EU Council decision is to provide training for law enforcement services throughout the EU. There has to be a distinction between national training and CEPOL provided training. This distinction is shown in the following diagram: On the basis of this scheme some definitions were elaborated which should support the common understanding of terms in the future work of CEPOL. The following list of special words – with an explanation of their meanings – is not exhaustive, and may, of course, be amended at any time.17 The following definitions of frequently used words in CEPOL should be viewed as applicable in the CEPOL context. The definitions may not cover all aspects in the field of individual national training systems. 1. Activity related terms

Education A process and a series of activities which aim at enabling an individual to assimilate and develop knowledge, skills, values and understanding that are not simply related to a narrow field of activities but allow a broad range of problems to be defined, analysed and solved. Education usually provides more theoretical and conceptual frameworks designed to stimulate analytical and critical abilities. Training A process of gaining knowledge, skills and attitudes, which are needed to perform specific tasks. Training is a planned and systematic effort to modify or develop knowledge/skill/attitude through learning experience, to achieve effective performance in an activity or range of activities. Its purpose in the work situation is to enable an individual to acquire abilities in order that he or she can perform a given task or job

17 Contributions to this paper were delivered by Rainer Brauer (D), Wolfgang Häseker (D), Mark Haythorne

(UK), Wolfgang Kokoska (D), Nevenka Tomovic (SLO), Elisabeth Zinschitz (CEPOL-Secretariat)

226

Basic training Basic training usually consists of initial vocational training to acquire knowledge, skills and attitudes and behaviour, which are required for the fulfilment of the task of a law enforcement officer at a specific level, normally concluding with an examination and a certificate. Continuation training (= further training) Continuation training is supplementary to basic training. It could include: • Specialist training, i.e, focusing on a specific area, subject or issue • Refresher training, i.e, updating or enhancing knowledge or skills in a

particular area • information gathering on the occasion of specific operational events (e.g.

international sport events, international summits, violent demonstrations) • preparation for new functions, • training to cascade knowledge, skills and attitudes, • training to improve professional competence, • training to familiarise officers with new developments (e.g. management,

leadership, IT‐techniques, training methods, European institutions, European regulations and rules)

This list is not exhaustive. Course A training programme on a particular topic by means of learning/teaching activities like a specified number of lessons, lectures, practical exercises, study visits, discussions, group work, assignments to be studied, etc. Seminar A meeting for an intensive exchange of knowledge, experience or views on a specific topic for the encouragement and improvement of co‐operation. It is discussion focused upon an expert(s) presentation(s), project report, or paper(s). Module An independent unit or subject that is part of an additive group or total activity, that is applicable to teaching, learning or development activity. Conference A large official meeting which may last several days and at which people with the same or similar work or interests come together to enhance their knowledge, experience, views and understanding.

227

Exchange programme An international programme for exchange and secondment of senior police officers and training professionals in the context of training.

2. Institutional / organisational terms

Police training institute An authority/organisation for the initial, further and continuation training of police staff. This can be a police college, a police academy or even a governmental authority which organises police training and may be involved in police research. Police college A training institute which is responsible for the education, training and/or development of police staff and may operate as the equivalent of a university. Such an institution usually focuses upon the vertical career development of police officers and may be involved in police research. Police academy A school specialised in police training on different levels in the different countries. Organising institute (Organiser) The college or institute that is responsible for organising a training activity (independent of the location). Supporting institute (Supporter) The college or institute which supports the organising institute in the preparation, implementation and evaluation of the training activity with the purpose of achieving a European approach. National Contact Point The contact point (postal and electronic address) in each country, to whom all official CEPOL documents, papers, agendas and minutes are disseminated. Preparatory Group A group consisting of the organiser and the supporter and working on the joint preparation, implementation and evaluation of a training activity.

3. Terms related to persons involved in training activities Senior police officer A police officer in the higher categories of ranks within the national police service.

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Participant Any person who is taking part in a training activity of CEPOL, normally a senior police officer. Training Professionals

Trainer Any person who teaches or educates police officers to perform effectively in their police role. Lecturer Any (normally) academically qualified person or an expert who gives a lecture Expert Any person with a high degree of competence, skills or experience in a particular area, who may not be academic, but can be quite a respected practitioner.

Facilitator Any person who assists individuals or groups in the generation of learning and outputs, particularly in the process of self‐directed learning. Such a person supports someone else to do something more easily by discussing problems, giving advice, etc. rather than directing them what to do. Mentor A mentor is a confidential coach and sounding‐board, accustomed to identifying and enabling areas for individual improvement, and to developing positive and effective approaches to management, organisational and change issues, many of which can be controversial and involve risk. Moderator Any person who oversees the discussion process and encourages effective interaction.

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Organising Staff

Course / Seminar manager18 Any person, appointed by the organising college to be responsible for the design, planning, organisation and management of a training course or seminar (normally also chairing the Preparatory Group). National Training Contact Person Any person appointed in a particular country in charge of securing the exchange of all training information (e.g. invitations, reports, results of evaluations) to the other contact points and to the CEPOL Secretariat. National Co‐ordinator for EPLN Any person appointed in a particular country in charge of coordinating the activities of EPLN in that country in co‐operation with the EPLN back office and who decides upon the access to EPLN in that country. National Correspondent for eDoc The crucial personal link between the national system of police training institutes for senior police officers, the respective countryʹs scientific community, and the CEPOL environment in terms of police science and research.

4. Other terms Guidelines Recommendations for procedures and activities which should be followed (Q13, guidelines for course/seminar managers). Rules Binding decisions which have to be followed (e.g. budget, financial regulation, annual programme, rules of procedure). Target group Any particular group of law enforcement officers appropriate to participating in a training activity.

18 The Course/Seminar Manager normally chairs the Preparatory Group.

• The Course/Seminar Manager should normally have competencies and experience in the design and implementation of training.

• The Course/Seminar Manager should have a good command of English (communication and reports are in English).

• The National Training Contact Person can be appointed and act as the manager for a course or seminar.

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Competence There is still considerable debate in the academic arena about the definition of “competency”. A competency can be described as a certain degree of effective performance of a task or role with a certain degree of natural ease. This performance is based on acquired knowledge and skills. Competencies are not the tasks of the job – they are what enable people to do the tasks – the “how” rather than the “what”. Another useful definition for the term competence: 1) the level of knowledge, skills and attitude, necessary to perform work efficiently,

according to the standards accepted by a profession or occupation at a given time.

2) the ability to perform at an agreed level of proficiency, consisting of knowledge, skills, attitudes and professional values.

Evaluation The process of gathering information which allows decisions to be made about the selection, modification, merit and/or worth of particular training activities. Evaluation might focus upon the aims of the course and whether they have been achieved, or the process of the course (structure and methods) and how it has been received, or the products of the course and the extent to which they are able to perform what is required of them.

April 26th, 2005 J.F.

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07/2005/GB

ENGLISH LANGUAGE COURSES FOR GOVERNING BOARD MEMBERS AND POLICE TRAINERS


DECISION The index card on language courses proposing seminars for

Governing Board members and teachers of English has been adopted by the Board with immediate effect.

232

LANGUAGE COURSES

Background : During the last Annual Programme Committee held at Brussels on 1 February, the tuition of professional languages, in particular English was broached by the participants. Cepol organises each year several courses to help Senior Police Officers acquire relevant language skills. The Committee would like the Governing Board to consider and approve two ideas, which will come as a complement to the current training actions. Proposals: The first action would be to organise one or two‐day seminars for Governing Board Members. These seminars would have as basic documentation items proposed during former Governing board or Committee meetings. The goal would be for the Governing Board Members to acquire the relevant professional vocabulary and feel in the end more confident to take the floor. The second action would be to organise seminars for those trainers who already in the Member States take part in the teaching of English for Police Officers. This initiative must be understood as an implementation of the “Train the Trainers” activity according to article 7 d/ of the Council Decision creating Cepol and will also aim at harmonising the national courses. The Governing Board is invited to examine the two proposals with a view to adopt them with immediate effect.

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36/2005/GB

EU STUDY TOUR


DECISION The Chair announced the cancellation of the EU Study Tour in view

of difficulties with some of the contributors. The delegations were reminded that the target group for the Study Tour was Governing Board Members or officials closely connected.

234

18/2005/GB

LIMIT THE NUMBER OF COMMITTEES THAT CAN BE CHAIRED BY ONE SINGLE COUNTRY


DECISION David Garbutt presented an Index Card aiming at limiting the number

of bodies or committees that any one Country could chair. The Board agreed.

235

MAXIMUM NUMBER OF COMMITTEES THAT ONE COUNTRY CAN CHAIR

Four committees support the Governing Board’s work: the Committee on Strategy, the Finance and Budget Committee, the Annual Programme Committee and the Training and Research Committee. The country holding the presidency in the Council chairs the Finance and Budget committee (CEPOL Financial Regulation – article 44). The same country also chairs the Committee on Strategy. In addition, this country may currently chair one of the two other committees. Considering that the chairing of three committees will put excessive burden on one single country and considering that in a network, responsibilities should be split, it is proposed that in case a country chairing either the Annual Programme Committee or the Training and Research Committee fills the chair of the Governing Board, it will resign the chair of this committee. The current deputy chair in that committee will take the chair of the committee. The Governing Board is asked to approve this proposal.

236

06/2005/GB

MAXIMUM NUMBER OF COUNTRIES THAT CAN BE SUPPORTING

COUNTRIES TO A CEPOL COURSE

23 – 24 February 2005, Mondorf – les – Bains, Luxembourg DECISION The index card indicating the maximum number of supporting

countries per course has been adopted by the Governing Board with effect from January 1st 2006. This card will be amended in order to make it clear that another exception to the maximum number of 4 countries to take part in preparatory meetings will be the Commander courses for Civilian Crisis Management.

237

MAXIMUM NUMBER OF SUPPORTING COUNTRIES PER COURSE

During the last Annual Programme Committee held at Brussels on 1 February 2005, it was explained that a guideline was needed about the maximum number of supporting countries to be nominated for Cepol courses. The ideas put forward were that too great a number of supporters were unwieldy, as far as preparatory meetings are concerned, and that the meetings tended to be too costly. Eventually, it was considered that a great number of supporting countries was not a prerequisite for a good course. Considering that when several courses are organised on one topic, each organising country becomes a supporting country for the other course(s), it is proposed that: For the topics represented by one course, the maximum number of supporting countries is: two. For the topics represented by two courses, the maximum number of supporting countries is: two. For the topics represented by three courses, the maximum number of supporting countries is: one. For the topics represented by four courses, the maximum number of supporting countries is: zero. Thus, the total number of countries taking part in preparatory meetings will not exceed four. The only exception will be for courses like the « Instruments and Systems of European Police Cooperation » where training actions are more than four. The Governing Board is required to adopt this proposal. Once adopted, this proposal will be applicable as from 1 January 2006.

238

05/2005/GB

MAXIMUM NUMBER OF PARTICIPANTS PER MEMBER STATE IN CEPOL

COURSES

23 – 24 February 2005, Mondorf – les – Bains, Luxembourg DECISION The index card about the maximum number of participants on Cepol

course fixing this maximum number to 3 attendees per Member State has been adopted by the Board with immediate effect.

239

MAXIMUM NUMBER OF PARTICIPANTS IN CEPOL COURSES PER MEMBER STATE Background: It may happen that Cepol courses are not totally filled in. As a rule, there are 25 seats proposed for Cepol courses, a figure which enables each Member State to send one participant. In case of vacancies, priority is given to the organising and supporting countries to have one more seat. Nevertheless, it may still happen that some seats remain vacant. The question is to determine the maximum number of participants for one Member State. Proposal: The question was put to the Training and Research Committee which met at Münster on 24 and 25 January 2005. The group reached an agreement on the maximum number of three attendees per Member State. This number appeared as the best compromise between the flexibility to authorise large countries to have a greater participation and the didactic prerequisite of avoiding the formation of “clusters” of people having the same geographical origin and mother tongue, which would be detrimental to a good global cohesion. All three participants coming from one Member State will be eligible for reimbursement of their costs in the framework of the current course package.

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12/2005/GB

POLICE RESEARCH IN THE EUROPEAN UNION COUNTRIES


DECISION A Report on a Survey on Police Research in the European Union

Countries was circulated. The Board approved the procedure followed for its elaboration. Member States are invited to send their comments or amendments, in writing, to the Chair of the T&RC before the end of July 2005. Afterwards the Report will be published on the CEPOL website and as a CEPOL brochure.

POLICE RESEARCH IN THE EUROPEAN UNION COUNTRIES

Report

Gerhard Hanak & Veronika Hofinger

Institute for the Sociology of Law and Criminology

Vienna, April 2005

CEPOL Research and Science Committee in cooperation with Institute for the Sociology of Law and Criminology, Vienna

Police Research in the European Union Countries

Report

1. Introduction ...................................................................................................................... 2

1.1 Mandate and Current Situation of CEPOL .............................................................. 2

1.2 Aims of the Study....................................................................................................... 3

1.3. Description of the Material and Methods .................................................................. 4

2. Results ............................................................................................................................... 5

2.1. Status and Significance of Police Research in European Countries .......................... 6

2.2 Police Research at the Police Academies .................................................................. 13

2.2.1 Institutionalization of Police Research at the Police Academies......................... 13

2.2.2 Research Topics of Police Related Research at the Police Academies ............... 16

2.2.3 Academic Status and Relation to Universities ..................................................... 20

2.2.4 Police Academies’ Attitudes toward Science and Research Tasks ...................... 24

2.3 Research within the Police Organisation................................................................. 26

2.4 Focal Points of Police Research ................................................................................ 27

2.5 Scientific Publications.............................................................................................. 31

3. Conclusions and Perspectives........................................................................................ 34

Appendix................................................................................................................................ 41

A) Catalogue of Questions for the Expert-Interviews............................................... 41 B) List of Participants in Group Interviews ............................................................. 43 C) Institutionalization of Police Research................................................................. 44 D) Description of the Countries ................................................................................ 48

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1. Introduction

1.1 Mandate and Current Situation of CEPOL1 The mandate of the European Council to the European Police Academy (CEPOL) in the area of research and science is stated in the Article 6.1. of the Council Decision from December 22nd, 2000: “The aim of CEPOL shall be to help train senior police officers of the Member States by op-timising cooperation between CEPOL’s various component institutes. It shall support and develop a European approach to the main problems facing Member States in the fight against crime, crime prevention, and the maintenance of law and order and public security, in particular the cross-border dimensions of those problems.” One of the most important objectives of CEPOL shall be in accordance with Article 6.2.: - to increase knowledge of the national police systems and structures of other Member

States, of Europol and cross-border police cooperation within the European Union. In order to achieve the objectives, CEPOL may in particular undertake the following actions besides different others in accordance with Article 7 (e): - disseminate best practice and research findings. This means CEPOL supports and develops a European approach for the main problems which particularly face the Member States in the area of the fight against crime, the crime prevention and the maintenance of the public order and security at a cross-border dimen-sion. A major precondition for the fulfilment of this mandate is a systematic survey of - who (which authorities, universities, institutions, academies, experts) works on police

research; - where (in which countries, at which police academies) police research is done; - what kind of police research (in which direction, priorities, objects, subject matters) is

carries out; - how (methods, intensity, financing) does police research operate and get adequate in-

sights. Without knowing which research projects concerning police and policing have been and are carried out, fulfilment of the mandate is hardly possible. In order to get a comprehensive survey of police research findings and research projects in the different European countries – and particularly in the police colleges – the CEP0L R&S Committee works on the following measures: − Establishment of a “CEPOL Database” for police research findings and research pro-

jects in Europe;

1 Chapter 1 authored by Dr. Janos Fehervary.

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− Establishment of a network of National Correspondents who shall keep the connection between the national training and research institutions for senior police officers and the CEPOL database;

− Systematic description of the legal, organizational and institutional bases for police research in the training institutions for senior police officers and in police research in-stitutions in European countries as well as of the embedding of research in the police training system.

The current situation of police research at the training institutions for senior police officers in Europe can be described as follows: - there are different national and regional developments of the police research and police

science(s); there are very different approaches and main emphases – but there is no “European police research and science”;

- there are different forms of integration of police research and science into the training of senior police officers respectively at the police colleges;

- there is no general survey of research activities and the organisational / legal bases for research at police colleges;

- co-operation of police academies and their research institutes is usually carried out due to bilateral or personal initiatives. There are first approaches for a systematic co-operation;

- there are numerous research projects on police topics in some European countries – among others at the police colleges. But in other countries police research is rather rare;

- there are a huge number of research findings across Europe – especially to specific po-lice topics, but they are far scattered and often it is not so easy to find them. The Inter-net offers only a conditional help in finding them;

- National partners in the network of CEPOL develop and deliver some seminars and courses without a reference to findings of research and science. In some other activities of CEPOL research results are used intensively. Sometimes one can find certain prob-lems of acceptance just at these activities.

1.2 Aims of the Study2 Generally speaking, the study aims at collecting and analysing information on the police research infrastructure in 26 European countries, and thereby providing a basis for the un-derstanding of the present conditions as well as future prospects of European police re-search. The most important tasks can be described as follows: - Creation of a systematic survey of the institutional, organisational and legal embedding

of research and science into the training of senior police officers in Europe; - Creation of a basis for improved co-operation of the training institutions for senior po-

lice officers in the field of research and science (systematic exchange of knowledge, in-formation, programs, experts, research fellows, realisation of common projects etc.)

2 Chapter 1.2 and 1.3 authored by Janos Fehervary, Gerhard Hanak, Veronika Hofinger.

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- Description of the main emphases of research and approaches in the different European countries;

- Description of differences and commonalities; - Facilitation of the collection and dissemination of research findings and good practice

that training institutions should help to collect and to spread information on research projects from their countries.

1.3. Description of the Material and Methods A catalogue of questions was developed by the R&S Committee in April/May 2003. This catalogue was used as guidelines for group interviews with participants of the R&S Commit-tee meeting with National Contact Persons in Copenhagen 11 and 12 June 2003. The cata-logue of questions was sent to the participants two weeks in advance so that they could pre-pare their answers. The group interviews were organized in three groups. A list of the participants can be found in the appendix (page 47). The interviews were taped. The tapes of the group no.1 and 2 were transcribed. The tape of the group no. 3 was lost on the occasion of a traffic accident. It was not possible to reconstruct the answers. Therefore the participants in this group were asked to send written answers to the catalogue of questions. In January 2005, the Institute for the Sociology of Law and Criminology in Vienna was in-vited to continue in the interpretation and analysis of the material. The following chapters summarize and comment on the results of this work. The analysis started from a careful and attentive reading of the material and an attempt to develop a consistent description for each of the countries under investigation. This description was built around the following ques-tions: What is the role/importance/substance/organisation/structure etc. of police research in the respective countries? From what sort of information can we conclude on the substance and quality of police research? Which institutions/researchers are engaged in that sort of research? Who are the main players in the field? Who are the marginal agents in the field? As a result of this first step, country-specific descriptions were created (see page 48). Secondly, the different institutional levels and domains of police research were examined in particular (Police Academy, rest of the police organisation, universities, other research institutions). This stage of analysis allows a better understanding both of the quantity and quality of re-search infrastructure in a given country, and especially: the “division of labour” in police research among various players in the field. Another step meant to compare the countries, develop typologies and patterns (similarities, differences) and give a synoptic overview of police research in European Countries (EU 25 plus Norway). The quality (and transparency) of the material was very different for the 26 countries. While the situation in some countries could be understood, overviewed and classified easily, other descriptions were somewhat deficient, stressed only certain aspects of a country’s specific situation, or mainly suggested that the national conditions for a variety of reasons rarely al-

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low for clear-cut and simple answers to some of the questions. (In some cases the correspon-dents provided “Appendices” and “Preambles” in order to explain some of the peculiarities of the national system of police training and police organisation.) To a certain degree the gaps could be filled by means of the internet, visiting homepages of Police Academies, other major research institutions etc.. Some additional and updated information was communi-cated by Janos Fehervary (in March 2005) and by some of the national correspondents. The report starts with an attempt to characterize and evaluate both the status and the signifi-cance of police research in European Countries and describes remarkable features and char-acteristics of the countries. What is the importance of police (related) research in the respec-tive countries and what can a high, moderate or low status of this research actually mean? Further chapters are based on tables that provide comparative descriptions across the coun-tries under investigation, and also comment on significant patterns or on interesting devia-tions from patterns that apply for similar countries. The final chapter mainly focuses on describing some of the promising and adequate institu-tional patterns of organising police research and science activities in different types of coun-tries, and also includes some remarks on potential restraints and limits to research – and on circumstances and structures that promote a quality of (applied) science and research that corresponds to academic standards and at the same time remains relevant in terms of reflect-ing and guiding the practice of policing and law enforcement. 2. Results The presentation of results will provide two types of description and analysis. The following chapters will mainly focus on comparative description and analysis, based on several tables that contain the relevant information and permit some „view across the countries“. Mostly the emphasis is not on “facts” or “items”, but on facts in their specific national context, and some of the tables also include space for comments and more detailed information or reflec-tion. This step of preparing for comparative description and analysis of course required another preceding stage that is much the same for all sorts of qualitative analysis: “Getting familiar” with the material, that is trying to understand the described conditions and patterns of police research in different countries, which also includes: trying to understand the correspondents’ criteria of relevance, and then producing summaries and compilations from the available material, in some cases also identifying missing, inconsistent or for some other reason unsat-isfactory information. This step finally resulted in brief summaries and descriptions for each country. These “country descriptions” are included in the report as an appendix ..

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2.1. Status and Significance of Police Research in European Countries

The table below intends to offer a first impression of status and significance of police related research across European countries that of course requires extensive comments and explana-tions. To start with, one ought to bear in mind that the evaluation and classification is largely, and in many cases exclusively, derived from the information that was collected from the national representatives of CEPOL, and that – at least in some cases – this information appears incomplete or “biased” in some way. Especially in some larger countries with a highly differentiated police organisation (or with more than one police force) and/or with an apparent lack of communication and coordination between police organisation, police acad-emy and academic research institutions the material remains fragmentary and obviously does not permit a comprehensive and adequate understanding of the national culture of po-lice research and of the specific contributions of various players in the field. This, for in-stance, applies for countries like Belgium, France, Italy, Poland and Spain, where the quality and relevance of academic police research is difficult to evaluate from the information sup-plied by the national correspondents. Furthermore, the classifications in the table ought to be approached with some caution, since the categories in use (especially: “low” and “moder-ate”) may refer to rather different situations or configurations, deserving more detailed comment and explanation, and since the status and relevance of police research in a given country can be rather contradictory and inconsistent, and evaluation of course depends on the weighting of indicators and on criteria of evaluation (for instance, available resources, practical relevance for the police organisation and beyond, participation in networks and cooperation, degree of institutionalisation, output in terms of reports and publications etc.). To a certain degree the classifications in the table are meant to serve as a basis for discussion and reworking, and for developing further criteria for evaluation of different national pat-terns and traditions of police research, and of the specific “division of labour” in police re-search that is suggested by the material.

Table 1: Status and Significance of Police Research

COUNTRY Police Academy Police Force Outside Police AUT low/moderate low moderate BEL low moderate moderate (?) CYP low moderate moderate CZR high relatively high relatively high DEN low low moderate EST moderate low low FIN high low/moderate high FRA moderate low high GER relatively high high high GR low low low (?) HUN relatively high moderate high IRE relatively high * moderate ITA moderate moderate ? LAT moderate low low LIT moderate low moderate

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LUX low low low MAL low low moderate NL high high (?) high NOR high low moderate POL high moderate/low moderate (?) POR relatively high (?) low moderate SLO low moderate relatively high SLK moderate low low SP low/moderate ** moderate ? SW low high high UK low high high * In the case of Ireland, the Research Unit is formally situated at the Garda Headquarters, and is not an integral part of the Police College. ** In the case of Spain, the classification applies to the Guardia Civil. The status of police research in the National Police obviously would classify as “relatively high”, considering the special research institute and its human resources, the publications etc. Question marks are used when information is lacking, is not precise, or when for some reason the available information permits no more than a vague understanding of the situation. A “low” status and significance of police research at the Police Academy level may mean that 1) until recently there has been little demand for police research on the national level, which frequently applies for smaller countries that are characterized by a low level of differentia-tion in the scientific/academic field; 2) police related and criminological research is primarily or exclusively conducted at one or more specialized and quite professional research institutions (in other branches of the police organisation, affiliated to some Ministry or at the universities); 3) the Police Academy is understood as a training institution where practical and manage-ment skills and competences are taught and acquired without so much attention to scientific and academic knowledge and reasoning. A “moderate” status and significance of police research at the Police Academy, again, may mean different things in different countries, so for instance that 1) the interest in science and research is a relatively new phenomenon, and attempts to estab-lish research and science functions and units have been started only recently (due to social or political change, or caused by an increased motivation in approaching a more professional standard of policing in the respective country); 2) the Police Academy basically functions as a training institution, but some research activi-ties are maintained for purposes of advanced training; 3) research activities occur, but are largely confined to the development of courses, curricula, and to evaluation of training and courses, but with no focus on more conventional topics of police research like criminal investigation, crime patterns, police work, public order etc; 4) there are occasional research activities or individual researchers at the Police Academy, but no permanent structures and units regularly involved in scientific tasks;

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5) there is a certain “affinity” to science and academic standards, since the Police Academy is integrated into the national system of higher education or definitely holds the status of a university – at the same time there is little information on substantial research activities or responsibilities; 6) research is mainly conducted by students/trainees who hold no academic degree and/or receive only limited training in research techniques and methodology; 7) research is regularly conducted, but with very limited (human, financial) resources, or besides other tasks and obligations. Thus, a “moderate” status of police research usually means that there is some police re-search, but at the same time there are limits and restraints to the quality and relevance of that research, obviously reflecting the fact that police research is more than an occasional or re-sidual phenomenon, but at the same time is not considered very important among the vari-ous tasks and responsibilities of the Police Academy. Considering the (rest of the) police organisation, a “moderate” status of police science and research may signify 1) certain research activities, but an apparent lack of coordination and/or institutionalisation; 2) research is largely concentrated at the Police Academy, but there is occasional “research on demand” in other branches of the police authorities (at police headquarters, in criminal investigation units etc.); 3) there are a few research units in the police organisation, working on rather specific sub-jects, but there is little or no research on the typical mainstream topics of police research. On the other hand, a “low” level of status of police research in the police organisation may signify that 1) generally speaking there is no more than marginal relevance of science and research in the national police organisation; 2) research activities are mainly or completely conducted at the Police Academy – and only rarely or not at all in other branches of the police organisation; 3) research activities are concentrated in some research institute or department formally in-dependent from the police. Not too surprisingly, the classifications for the police research domain outside the police or-ganisation mean different things in different national contexts: A “low” level of police research outside the police sometimes indicates a complete lack of police research or no more than marginal activities in the respective country, but in some other cases primarily points to the fact that the police are the dominant players in the field themselves, while academic or other institutions are not or only marginally involved in po-lice related research. At the same time a “moderate” level of research again may refer to very different constella-tions and conditions, for instance:

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1) a lack of institutionalized and regular research, with some individual researchers or smaller research institutes providing occasional research on police related topics; 2) a rather fragmented landscape of academic police research at the universities, with re-search activities largely depending on the personal interests and careers of several research-ers; 3) the existence of a few researchers in the field in a (very) small country, which is why the very limited human resources prove sufficient; 4) police research is limited to a few very special topics, but there is no research on other relevant matters; 5) research units and activities exist, but their substance and the relevance of their work is difficult to evaluate from the available information. In contrast, a high status and significance of police research in the various domains can be defined more easily: Usually this classification refers to the existence of medium sized to large research institutions and departments that are regularly or permanently involved in research activities and participation in scientific networks and also store and disseminate the accumulated scientific knowledge on the national – and in some cases also: the international level. Of course, the size and population of the respective country must be considered when classifying research institutions and activities. Typically, a high status of police research also implies scientific activities that cover a wider range of topics (including reflections on polic-ing, socio-economic contexts of crime and delinquency, public order management etc.), and are not limited to conducting research on just a few specific subjects (like for instance evalua-tion of police training, criminal investigation etc.). In a few cases the high relevance of police research is confirmed by the fact that apart from the official and specialized research institu-tions there are a variety of other institutions and individuals that are engaged in specific as-pects of police research regularly (university departments, working groups, NGOs, institu-tions affiliated to the government etc.). For an interim balance some countries with a remarkably high status and significance of po-lice research can be identified from the available reports: The Czech Republic, Finland, Ger-many, Hungary, Ireland, the Netherlands, Norway, Sweden and the United Kingdom corre-spond to very high standards. Some other countries like for instance Belgium, France, Po-land, Portugal, Slovenia and Spain seem to display somewhat satisfactory amounts, qualities and arrangements of police research, largely in keeping with the demand, and without strik-ing deficits. For most of the other European countries under investigation the situation obvi-ously is less satisfactory. However, two sub-types of countries and systems ought to be dis-tinguished: Small countries, where the limited demand for police related research has been typically met by a few individuals or a small research unit, and where (up to now) there seems to be little need for expanding or upgrading the institutional framework and the re-sources of police research; and on the other hand, medium sized countries, where one might expect a more differentiated and more prominent infrastructure of research to exist, and where the present situation as described in the material points to deficits and shortcomings that suggest measures for improvement to be taken.

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Remarkable Features and Characteristics of Police Research in European Countries

The following chapter will focus on condensing the information, and on “distilling” the most remarkable features and characteristics from the material. Again the description includes information on the quantity and relevance of police research in the respective country, but the emphasis is also on specific patterns of organisation, coordination, “division of labour” in police research etc. Furthermore, the compilation seeks to grasp obvious deviations from commonalities and patterns that can be observed in similar countries, and other features that seem to require some sort of “explanation”.

Table 2: Remarkable Features and Characteristics

COUNTRY REMARKABLE FEATURES/CHARACTERISTICS AUT Police related research has been mainly conducted at research institutes outside

the universities that are not really specialised in police research; there is no tradition of police research in the police organisation or affiliated to the Minis-try of the Interior.

BEL Rather limited significance of research in the police organisation, complaint about deficits of coordination with regard to information on police related re-search in the country.

CYP There is some police research both in the police organisation and the univer-sity, which appears quite remarkable when considering the size of the country.

CZR Research at the Police Academy is conducted in the framework of a medium term research plan, and a large number of the academic staff of the academy are involved in research activities and projects.

DEN Neither the Police Academy nor the rest of the police organisation maintain any research activities.

EST The Police Academy is part of the National Defence and Public Service Acad-emy, science and research being part of its assignments – but scope and sub-stance of scientific work remain unclear.

FIN There is professional and systematic research with considerable human re-sources both within the Police Academy and at another research institute, af-filiated to the government – quite impressive especially when considering size of the country and population.

FRA Science and research are of rather limited importance at the Police Academy, and the academic sphere (universities) is hardly mentioned as a substantial source of police research: The relevant research is conducted and coordinated by IHESI (affiliated to Ministry of the Interior, research budget comes from the Ministry of Research).

GER There is a broad range of research institutions inside and outside the police, but currently there is no specific research department or unit at the PFA – research is mainly conducted in cooperation with other institutions.

GR The quantity and quality of police related research remain obscure – possibly signifying that there are certain research activities – but the impact on the po-lice organisation is rather limited (except for training and evaluating of curric-ula?).

HUN There is a remarkable amount of police related research conducted on many levels and in different institutional frameworks, but operating on limited re-sources. Impressive number of publications.

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IRE There is an effective research unit actually situated in the police organisation but close and actually connected to the Police Academy, but no other govern-ment-affiliated research department.

ITA Structures appear complicated, due to the number of police forces and different training systems. There is little information on police related research that is conducted at the universities, and there seems to be no agency or department that coordinates or conducts research on police and security issues on the na-tional level (all the more surprising when considering size of the country and population).

LAT The report mentions conflict between the Police Academy and the University – the university being negative about the academic quality of work at the Police Academy.

LIT Police Academy = Law University, but the research department operates on very low human resources (the university’s emphasis obviously is on training for the legal professions, not on research activities).

LUX There seems to be a total lack of scientific or research activities in the police organisation – and in the country altogether, accompanied by a lack of ambi-tions to change the situation. (?) (Little demand for anything like police re-search?).

MAL There are no research activities in the police organisation, but a few researchers at the university obviously compensate for the deficit.

NL There is a high level of research activities in many domains of the administra-tion, the universities, NGOs etc. Police Academy also conducts research and cooperates with academic institutions.

NOR There is an impressive research department at the Police Academy, but there are no research activities in other branches of the police organisation. Patterns of cooperation on the national and international level suggest that research focuses on issues of peace keeping, transnational police cooperation and assis-tance etc. More conventional topics of police research are not mentioned.

POL Police research is largely confined to several departments of the Police Acad-emy. There is only little information on the universities, and obviously there is no government-affiliated research institution on the national level.

POR3 Students enter the Police Academy already having completed a university study and with an academic degree; considering research topics, there is a strong accent on psychology, victimology, profiling etc.

SLK The Police Academy has university status and a monopoly in police related research; significance and focus of research remain unclear…

SLO At present there is no research unit and no research activities at the Police Academy; but an impressive amount of police and/or security related and criminological research is conducted at the universities and in research de-partments affiliated to the universities – impressive especially when consider-ing the size of country/population.

SW There is little information on the universities and their contribution to police research. The Police Academy has little ambition with regard to science and research, or rather “imports” these from other institutional sources, since there are impressive research departments and institutes both within and outside the police organisation.

SP There is little information on the universities’ contribution to police research,

3 Information is based on the National Correspondent’s answers and relates to the Policia Judiciaria.

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but there seems to be cooperation between the police forces and certain univer-sities (mainly in the context of training and education).

UK The Police Academy is not so much involved in research itself, but there is a broad range of cooperation with universities (courses, certificates etc.). The Home office conducts, coordinates and funds a vast amount of police related research across the country, frequently involving cooperation with universities, but also conducted by a large research department.

The above table offers some additional information on national contexts and peculiarities of police research. However, the quintessence is not so easily summarized in a few words, ex-cept for the fact that national conditions differ in many respects. There seems to be one basic commonality, of course: With the exception of Luxembourg all countries under investigation provide and maintain some sort of infrastructure for police research activities. In some coun-tries this infrastructure is based on impressive resources and can be considered quite produc-tive. In some countries there are large and professional research institutes that are special-ized in police related research or among other tasks conduct police research regularly, equipped with substantial resources and manpower. (Typically, these institutions are affili-ated to the police organisation, the Home Office or some other government agency, in other cases their profile is more “academic”.) For some countries police research appears as an activity with a single address, conducted by one dominant player in the respective country. In other cases police related research occurs in several domains and institutional settings. In some countries the Police Academy is among the main players in the field of police research (CZR, FIN, HUN, IRE, LIT, NL, POL, POR) – or there are no other players except for the Po-lice Academy (EST, SLK), in other countries focal points of police research are situated in other branches of the police organisation, or completely outside the police. For several other countries the information in the table confirms the impression or illustrates the fact that po-lice research still is a relatively marginal task, in spite of existing infrastructure and organisa-tional framework. Two sub-types can be distinguished, the first one applying to systems where police research is conducted occasionally and “on demand” (that is: without any per-manent structure and resources) (for instance AUT, DEN); and others that largely manage to do without any scientific support of policing and security policy (especially LUX). In some other cases the actual significance and shape of police research is difficult to evalu-ate, since prima vista knowledge of formal structures, assignments and competences tells only very little about practice, performance and routine. Furthermore, the table shows that in some countries the administrative infrastructure of police research is rather complicated and confusing: There seems to be a lack of coordination, and no informed subject can be sup-posed to possess a panoramic view of the national police research landscape that comprises a whole range of authorities and bodies engaged in the funding and conducting of research (especially, BEL, ITA, POL, SP). More concretely, there are several countries for which the whole academic field of police science research is hardly or not at all mentioned in the material, which of course suggests (at least three) different types of interpretation:

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1) there is no or only very little academic research on police related subjects; 2) the existing academic police research is considered not so relevant by the national corre-spondents (and probably: by the national police organisation); 3) the existing academic police research is branched out so widely and so fragmented across the country that any attempt to give a brief survey would be useless. Generally speaking, the material in this point permits to distinguish countries where there is regular contact and cooperation between the police academy and the universities, and some others where the two domains of professional and academic training are clearly separated from each other – a distinction that will be illustrated and elaborated below (see 2.2.3)

2.2 Police Research at the Police Academies

2.2.1 Institutionalization of Police Research at the Police Academies

Police science and research at the Police Academies can be described and analysed in many ways, examining for instance whether there is a legal basis for science and research tasks, the available resources for research tasks, the specific type of integration into the Academy as a whole, the impact on (advanced) training etc. Some of the central questions of course relate to the circumstances of institutionalisation, to the range of possible interpretations of re-search and science tasks in different countries, and to the more narrow or wider focus of top-ics that are understood to be legitimate and plausible subjects of police research, or “police academy business”.

The following table will provide information on the existence of specialized departments or units that deal with science and research matters, and will also describe and comment on the specific tasks and contexts. Wherever possible the comment will include some information on the human resources that are available for science and research activities – and in many cases this human resources indicator permits some understanding of the significance of sci-ence and research functions in the respective Police Academy. A list of the institutes’ names as well as information on institutions and departments dealing with police research outside the Police Academies can be found in the appendix (Table 8: Institutionalization of Police Research, p. 44).

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Table 3: Research Department at the Police Academy

COUNTRY RESEARCH DEPARTMENT COMMENTS

AUT Yes Established recently, developing knowledge manage-ment – relatively small unit (5 academics), not primarily engaged in conducting research activities

BEL No CYP No Small research office located in the Police Headquarters

of Nicosia CZR Research activities and competences distributed across

the Academy with approximately 80 per cent of the staff engaged in research projects; new department of re-search and science will be initiated.

DEN No EST Yes Institute of Criminal Investigation has been established

recently. Police research is part of the institute’s assign-ments. (Staff comprises 8 persons, 1 PhD). System is un-dergoing substantial change; establishment of police re-search as a future prospect

FIN Yes Research unit with considerable human resources (16 academics, most of them with a social sciences back-ground)

FRA No No research department, but teams who assign projects to researchers; “CAJ” – a unit (at the Police College) of 7 lawyers that provides updated information on penal laws and analysis of their implementation.

GER No A Working Group for Police Science prepares concepts and seminars on police science.

GRE No HUN Yes Department of Research Organising (5 researchers) coor-

dinates and documents research, but is also engaged in conducting research besides other tasks.

IRE Yes Research unit (7 employees) is closely affiliated to the Academy, carries out research and provides an informa-tion service, coordinating and disseminating research findings.

ITA Yes Courses, Research and Studies Service (7 senior police officers) deals with all scientific and research matters (mainly on management techniques, didactic pro-grammes, evaluation)

LAT Yes Research department (4 academics) is well integrated into the Academy, main topics of research: criminal law, criminalistics, police law

LIT Yes Research centre (2 to 4 employees) coordinates and sup-ports research activities within the Law University (two faculties provide police training)

LUX No MAL No

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NL Yes Research Group consists of 12 social scientists with no police background. Main topics of research: Police lead-ership, crime analysis, public order management, com-munity policing.

NOR Yes Research department comprises 13 full time academic researchers – cooperates in national and international networks

POL No Research work is mainly performed in 4 specialised or-ganisational units of the Police Academy

POR4 Yes Research Unit (2 academic researchers plus a variable number of university trainees in sociology and psychol-ogy) is part of the Social Sciences Department.

SLK Yes Department of Science and Foreign Relations comprises 6 academic employees; tasks are defined according to the Academy’s priorities or assigned by the Ministry of Inte-rior Affairs.

SLO No Police College still in the phase of development; one of the aims for the future is to establish a research unit of its own.

SW No There is no research department – however, there is a chair of police science and a part time professor conduct-ing research on criminological and police related topics.

No (Guardia Civil)

The most institutionalised form of research is conducted at the University Institute of Internal Security, based on an agreement between the University and Guardia Civil (three academic researchers)

SP

Yes (National Po-lice)

10 researchers; occasional co-operations with universities

UK No A satellite office (three fulltime researchers) of the Crime and Policing Group (Home Office) is based at the Na-tional Centre for Policing Excellence at Bramshill.

Approximately half of the Police Academies possess a specialized unit/department that mainly or exclusively conducts science and research tasks. However, these departments/ units greatly vary in terms of human resources and research capacities. A special unit/ de-partment for science and research does not necessarily imply a (relatively) high status of po-lice research, especially in cases where resources are scarce and/or the unit is also responsi-ble for some other tasks. - In some cases there is no specific research department, since re-search activities are carried out regularly by several units or departments (CZR, POL). And in some other cases the lack of a research department at the Police Academy does not pri-marily reflect the low relevance of police research in the respective country but the fact that there are rather professional research institutions and units in other branches of the police organisation or outside and the police academy primarily “imports” scientific knowledge from reliable and competent external sources.

4 Information is based on the National Correspondent’s answers and relates to the Policia Judiciaria.

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In several countries the national correspondents mention substantial change that has oc-curred recently, or state that the national system of police training and police research will change in the near future – usually implying that the status and relevance of science and re-search for police training will possibly increase.

2.2.2 Research Topics of Police Related Research at the Police Academies

Only part of the material contains satisfactory information on the typical and recent subjects of police research that is conducted and delivered at the Police Academies. The following table will assemble systematically the information on topics of recent police research, and also contain brief comments on these research topics. For approximately half of the countries research topics are mentioned, sometimes relating to specific research projects conducted at the Academy or in cooperation with other research institutions, but in most cases rather giv-ing some information on typical subjects and the general priorities of research. In 7 out of 26 countries there are no (substantial) research activities at the Police Academy (AUT, BEL, CYP, DEN, LUX, MAL, SLO). In some other countries research is carried out regularly but there is no information on topics (GER, LAT, POL, SLK, SP).

Table 4: Research Topics in the Academies

COUNTRY POLICE ACADEMY RESEARCH TOPICS COMMENT AUT No research activities at the

Academy yet, training and establishing “knowledge management” in the police organisation as the basic tasks.

BEL No information on research topics; there seems to be po-lice research on different lev-els, organized and funded by several authorities, but there is a striking lack of coordina-tion.

CYP No research activities at the Academy.

CZR Theory and practice of criminalistics; The uses of criminological research for criminal and legal practice; Social, psychological and pedagogical aspects of police activity and improvement of police train-ing; Present problems of police science development and transfer of knowledge into practice

No specific research depart-ment, but a clear majority of the numerous staff are in-volved in research projects. Concrete research projects are developed and conducted in a framework of more general programmes. The given titles obviously refer to these more general topics.

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DEN No research activities at the Academy.

EST Criminalistics ; Forensic medicine ; Forensic psychiatry ; Criminal Procedure; Police undercover activities.

Topics do not relate to actual research activities but indi-cate the subjects on which the Academy is supposed to carry out research.

FIN Police work ; Police psychology ; Narcotic crime research; Economic crime research; Crime surveys.

Research unit with consider-able human resources and qualification (mainly social sciences, interdisciplinary). The emphasis is on policing and crime related topics.

FRA Analysis of penal laws and their implementa-tion (“CAJ” unit)

Except for the CAJ there is occasional research (no in-formation on topics), obvi-ously there are no permanent structures, but research on demand).

GER Research is usually con-ducted in cooperation with other institutions, no infor-mation on topics.

GR (Training programmes and evaluation of courses?)

Research activities at the Academy largely related to the development of training programmes and evaluation (?).

HUN Topics are mainly connected to subjects of ad-vanced training, like pedagogy, sociology, psy-chology, law, management theory, criminology, criminalistics, maintenance of law, human re-source management, history of law enforce-ment, sociological investigations, opinion poll and mass media analysis. Furthermore, there is cooperation in the frame-work of several EU-projects on more specific topics related to security, safety and law en-forcement issues.

Two types of research: The first one connected to ad-vanced training subjects, the other related to specific re-search projects, sociological investigations and participa-tion in projects on a national or international level.

IRE Links between opiate use and crime; Cocaine market and police response; Restorative justice and juvenile offenders; Public attitude surveys; CCTV; Service to crime victims; Hate crime; Violence against women; Public order policing.

Titles of current research pro-jects The emphasis is on various “social problems” and social control measures that bear some significance on policing and law enforcement.

ITA Research is mainly related to the development Information relates to the

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of didactic programmes for the courses of the Academy and evaluation measures.

Multi Agency Police Acad-emy.

LAT No information on research topics and projects. There is a special budget for science and research, interested research-ers may apply (thus, research topics depend on the initia-tives of “interested research-ers”).

LIT Changing status of police in the context of European integration; Transforming police from state force into social service; Introduction and enforcement of international norms of police ethics in Lithuania; Optimising the managerial structures in police and law enforcement ; Modelling of police activities in the fight against new and increased negative social phenomena; Optimising of police use of force; Social, psychological and legal aspects of law enforcement officers’ personal activities; Law enforcement officers’ lifestyle and health; Road Traffic Safety problems; Information technologies (IT) and police work; Interrelations between the police and private security enterprises; International police activities connected to changes in the structure of international crime; Police responsibility in crime control and crime prevention. Furthermore, the Academy/University has par-ticipated in several research projects (on the training of officials for the reform of the legal system in Lithuania; illegal drugs control strate-gies; violence between the public and the police in Lithuania).

The list of topics relates to the spectrum of police related research that is delivered by the Law University of Lithuania, also serving as a Police Academy and provid-ing police training in two of its five faculties. Obvious emphasis on sub-jects that are related to the various difficulties and ne-cessities of recent social and legal change, restructuring of law enforcement agencies in the context of European inte-gration etc.

LUX No research activities on the national level.

MAL No research activities at the Academy.

NL Main lines of research are : Police Leadership ; Crime and Crime Analysis ; Public order man-agement ; Community Policing.

Research unit with consider-able human resources and qualification (mainly social scientists with no police background).

NOR Role of the police in international peace-keeping missions is one of the topics

Research unit with consider-able human resources and qualification (social sciences,

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interdisciplinary); no satisfac-tory information on typical and most relevant research topics.

POL No precise information on research topics; however, research is regularly con-ducted at four departments of the Academy (Institute of Prevention; Institute of Criminal Duty (?), Institute of Education and Improvement for Police Management Per-sonnel; Institute of Law and Social Sciences). Thus, re-search can be supposed to focus – among some other subjects - on crime preven-tion, criminalistics, police management.

POR5 Crime Patterns and Trends in Portugal and Europe; Offenders’ and Crime Victims’ Profiles; Criminal Investigators’ Profiles; Crime Prevention Strategies.

Research unit comprises no more than two researchers, but a variable number of uni-versity trainees participate in research activities

SLK No information on research topics.

SLO No research activities at the Academy.

SP No information on research topics for the Guardia Civil; no information on the Na-tional Police, except for the fact that there is a research institute in their Academy (National Security Institute), with a staff of ten researchers.

SW At the Academy a certain amount of research is con-ducted by one professor (part time), and by several teachers in the frame of their doctoral studies; no substantial sig-nificance of and emphasis on research at the Academy– at least by Swedish academic or professional standards.

UK No research activities at the 5 Information is based on the National Correspondent’s answers and relates to the Policia Judiciaria.

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Academy, but regular coop-eration with several academic institutions. The Home Office “Crime and Policing” group maintains a satellite office at the Academy (three research-ers). General topic: Improv-ing Police Effectiveness.

A first glance at the table reveals a few core topics of police research, and some others that come up rarely or only in specific countries. Mainstream police research is conducted on crime related topics, both in a criminological (social control, legal policy) and criminal inves-tigation perspective. A second core topic relates to policing and police work, sometimes with a focus on management and leadership tasks, in other cases stressing the management of public order and community policing. These two standard topics obviously play a promi-nent part in several countries. In some other countries there is an emphasis on subjects di-rectly connected to (advanced) training, and on designing and evaluation of courses, curric-ula etc. (especially GR, ITA). In some countries – typically characterised by a relatively high status and significance of police research – the emphasis is primarily on issues of policing, prevention, security and social control, and on analysing specific types of crime in their wider socio-economic context (for instance FIN, NL, IRE, HUN). Sometimes a more general and reflexive social science approach to problems of policing and law enforcement is sug-gested in the material, in other cases scientific and research topics reflect a more conven-tional perspective on crime control and law enforcement issues. Another focus of research is mentioned in the information from the Czech Republic, where theory and practice of crimi-nalistics and the uses of criminological research for legal policy are examined. (This appears quite remarkable, since the notorious problems and tensions of theoretical and practical knowledge are rarely addressed in the rest of the material.) In the case of Lithuania where the Police College is part of the Law University, the mentioned research topics mostly reflect the current situation of legal and political change and the necessities of adapting the legal structures (including the police authorities) to European standards, and of developing prin-ciples for the (re)building of the national administration. Issues of police ethics and police officers’ life styles coming up as relevant issues to be researched – a remarkable, far from conventional, topic completely absent in the information from the other countries, and pos-sibly pointing to a blind spot of police research.

2.2.3 Academic Status and Relation to Universities

The table below shows different parameters to illustrate the police colleges’ academic status and their relation to universities. The existence of a legal basis for science and research at the academies and the status as well as the acceptance of the graduation (by universities) are described. Furthermore different modes of cooperation with the academic field will be iden-tified.

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Table 5: Academic Status of the Police Academies and Relation to Universities6

COUNTRY Legal Basis7

Academic Degree Acceptance Training for

Research Relation to University

AUT yes no no not now but in future no

BEL no no No no formal cooperation

CYP no no no Yes

cooperation concerning programmes and teaching University of Cyprus (De-partment of Social and Po-

litical Sciences)

CZR yes yes (full) yes not now but in future

Police Academy has Uni-versity status

DEN8 no no no No no EST yes no yes9 Yes no

FIN yes yes (Bachelor) yes Yes

cooperation in education with 2 Universities (Police College Diploma as part of

a Masters Study)

FRA yes10 not by College but through University Yes

strong mutual exchange concerning teaching and

education with University of Lyon

GER yes no, but University status in future

not at PFA but at

“Fachhoch- schulen”

University staff holds lec-tures at PFA and partly co-operation in research pro-

jects.

GRE yes yes yes no University status of the Po-lice Academy; cooperation mainly concerns training

HUN yes not now but in future (PhD)

not in the curriculum but through initiatives

Universities of Budapest, Pécs, Miskolc: possibility

for police officers to study police science; common

research projects; confer-ences

IRE no yes (Bachelor) yes yes Training benefits from in-

put from universities

ITA yes Different in the forces some co-operations con-cerning training

LAT yes yes (Master) yes ? (no infor-

mation) Conflict rather than coop-

eration

LIT yes yes (full) yes yes Police Training takes place at the Law University

6 The exact wording of the questions can be found at page 41. 7 Legal Basis (order/mission) for research in the statutes of the police college. 8 We have very little information about Demark on this subject. 9 The Diploma itself is not an academic one but it is sufficient to start Masters Study. 10Answer given in the interview: ENSP “is able” to carry out research.

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LUX no no no no no

MAL no no no no cooperation in one course with Institute of Forensic

Studies

NL yes no no no

cooperation in research ac-tivities; certain possibilities

for mutual exchange in education

NOR yes yes yes not now but in future

Police University College is organizationally part of the police, academically part of

the University system; Norwegian Network of Po-lice Research (including the

Department of Criminol-ogy/ University of Oslo)

POL yes no11 yes12 ? cooperation for specific (re-search) projects

POR13 yes special case: candidates applying for the

Polícia Judiciária College must have a University degree

Cooperation for specific projects with the “Instituto de Educação e Psicologia” (Universidade do Minho)

SLK yes yes (full) yes yes no

SLO yes no yes yes

cooperation in specific re-search projects; “study be-sides work” and grants for

police officers to study

SP (G.C.) yes yes (?)14 yes yes “Memorandum of Under-

standing” with Universities (distance learning)

SP (N.P.)

students coming

from Uni-versity

no “Memorandum of Under-standing” with University

of Salamanca

SW no no partly no

cooperation in educational matters (e.g. part of train-ing for top leaders consists substantially in University

studies)

UK no not at the College but

through Academic part-ners

no numerous contacts with

Universities (mainly research)

11 In addition to higher vocational courses (for which students get the title “certified officer”) the Po-lice Academy runs post-graduate vocational courses for graduates from universities/ colleges. 12 PA graduates may continue their studies (1,5 –2 years to obtain M.A. at selected universities). 13 Information based on the national correspondents’ answers (Polícia Judiciária) 14 allows to attend a Masters Study.

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18 out of 26 European countries do have a legal basis for science and research in the statutes of the police college. In most of these countries police research is institutionalized at the po-lice colleges (AUT, EST, FIN, HUN, ITA LAT, LIT, NL, NOR, POR, SLK). Only a few coun-tries where a legal bases provides or prescribes research and science do not have a special research department, but in most of these countries special units are in development (GER, CZR, SKL) and/or research is currently carried out in working groups (GER), unit teams (FRA), or within other departments (POL, CZR). Some Police Academies have university status: CZR, LIT, GRE, SKL, NOR15. In these coun-tries the degrees awarded by the Academy are fully recognised as academic and accepted by universities. In Finland, Ireland and Latvia students at the police college get academic de-grees at the police college as well, while in France and in the United Kingdom academic graduation is only possible through academic partners. Germany and Hungary are planning to change their status. Ten countries (many of them rather small, e.g. DEN, EST, LUX, MAL, SLO) do not offer academic diplomas or degrees on completion of higher police training. In Italy, Spain and Portugal the different police forces are trained at different colleges and po-lice schools with various regulations concerning academic degrees and acceptance by the academic world - therefore this will not be further described here. Only nine police acad-emies offer a special training for science and research while some others are planning to es-tablish it. As far as cooperation between police academies and universities is concerned, 4 constella-tions can be identified: 1) Police Academies that have university status: LIT, SLK, NOR, CZR, GRE. In Lithuania and Slovakia, the academies are (more or less) monopolists in the field of police research. In the Czech Republic, there is no other academic institution mentioned (but there exist other insti-tutions like the IKSP or the Institute of Criminalistics). The Norwegian Police University Col-lege is part of the Norwegian Network of Police Research, where staff and students from the Department of Criminology (University of Oslo) constitute the other major group (along with researchers from other institutes and police analysts). The Greek national correspon-dent mentions faculties at universities that deal with police science and stresses cooperation concerning education16. 2) The main mode of cooperation with universities concerns education. Mutual exchange of knowledge, professors etc. is practiced routinely and intensively in France, Germany, Swe-den17, and in the United Kingdom. The Irish Garda College benefits from input from a num-ber of other universities and colleges (including the University of Limerick, St. Patrick’s Col-lege Dublin and the National University of Ireland at Galway). In Malta a one year course is 15 The Police University College is organizationally part of the police, academically part of the Univer-sity system. 16 Police Research at Greek Universities seems to be an occasional topic, but not a regular or institu-tionalized branch of academic activity on the national level. 17 Substantial parts of the curriculum of the Advanced Leadership Management Program for top lead-ers consist of university studies in various subjects.

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offered jointly with the Institute of Forensic Studies (University of Malta). In several coun-tries training at the police college enables the graduate to continue his/her postgraduate studies at (selected) universities (e.g. EST, FIN, HUN, IRE, SLO, SP, SWE partly, UK). The Spanish police, for example, have special agreements with several universities (“Memoran-dum of Understanding” concerning distance learning). In Slovenia a special programme al-lows police officers to study besides work (and to receive 80 to 100% of their salary). 3) In some countries the police academy cooperates with academic partners not only in edu-cational matters but also concerning research: CYP, GER, HUN, NL, POL, SLO, UK18. Some of the Academies of these countries intensively work together with the academic sector, while others cooperate only on specific projects or topics (e.g. Portugal mentions a coopera-tion with the “Instituto de Educação e Psicologia da Universidade do Minho” on “the Portu-guese Arsonist Profile”). 4) Some countries do not or only rarely cooperate with the academic sector. Several reasons can be identified: If the country is very small, there might not be a very elaborated academic tradition in police research and therefore nobody to work together with (LUX, EST?). Aus-tria, Belgium and Denmark do not mention any formal cooperation with universities, neither in education nor concerning research. The existing academic institutions are not considered as relevant partners or cooperation is not performed on a formal basis (BEL19). The police academies’ attitudes toward science and research – discussed in the following chapter – might partly explain this lack of cooperation.

2.2.4 Police Academies’ Attitudes toward Science and Research Tasks

The following chapter seeks to identify and to construct from the material different types of European Police Academies, considering their attitude toward science & research tasks. Ob-viously these typical attitudes do not primarily reflect the Academy’s intentions and pro-gramme, but a national pattern of assigning tasks among institutions. The aim here is not so much to distinguish between ”good” and “bad” practice, but to describe empirical types that have developed in specific national contexts and circumstances for some reason. As with all construction of ideal types they are derived from empirical material, but the empirical cases may deviate from the ideal type in one or two minor aspects.

1) Academies that value science and research tasks highly, regularly conduct research activi-ties, and are engaged in the dissemination of scientific results and knowledge in many ways (for instance CZR, FIN, HUN, NL, POL, POR…). There are institutionalized patterns of re-search organisation and coordination and – at least in some cases - remarkable human re-

18 Cooperation between the Police Academy and universities mainly relates to issues of training and less to research projects, since the Police Academy is not primarily engaged in research activities. With regard to the national level, universities are engaged in research projects by the Home Office. 19 The National Correspondent from Belgium complains about a lack of cooperation between all the relevant institutions.

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sources are reserved for research purposes, usually with a considerable level of qualification and competence (especially: CZR, FIN, NL, NOR). In some cases, the available human re-sources seem less impressive (for instance POR, HUN), but obviously this can be compen-sated in various ways and by means of cooperation with other institutions. Typically, the Police Academy is one of the main players in the national field of Police Research, or even holds a monopoly in countries where no other research institutions or units are regularly and systematically engaged in police related research. However, a strong emphasis on science and research functions in the Police Academy frequently coincides with the existence of some other relevant research institution(s) in the field of criminology, police science, legal policy research, security research etc. 2) Academies that mainly import the available scientific knowledge on police related subjects from research institutions and other sources outside the academy (usually: research units in other branches of the national police authorities, research departments affiliated to the Minis-try of the Interior or the Ministry of Justice, other significant research institutions, more or less connected to the academic field or some universities etc.), but are not engaged in doing research themselves, since others provide the relevant knowledge that is required to perform police training, advanced training etc. (Sweden and the United Kingdom are closest to this ideal type). In the case of the UK, research tasks are mainly carried out or coordinated by the Home Office, frequently including cooperation with academic institutions (universities); in the case of Sweden, research and production of knowledge are mainly conducted by research institutions belonging to the police organisation and councils affiliated to the government. 3) Academies with a formal university status or otherwise integrated in the national system of higher education, and designed to offer training and instruction for a specific profession on an “academic level”, but with rather little or definitely no emphasis on conducting re-search and on teaching the basics of research methodology. Obviously the students are not expected to do research themselves but to develop skills and competences required in their future jobs. (For instance GR, LAT, for some other countries displaying a similar pattern the ideal type requires some modifications.) 4) Academies that mainly or exclusively function as training institutions, with their immedi-ate tasks defined rather narrowly, and with little opportunity (ambition? motivation?) to promote a more scientific and demanding understanding of police training. Skills of policing are understood to require little academic knowledge and training. Several examples of this type of Police Academy can be found among the smaller European countries (CYP, DEN, LUX, MAL, SLO). In some of these cases there generally is a low level of police research in the respective country (LUX), in others police research is conducted sufficiently in other de-partments or units in the police organisation (CYP, SLO), and/or in the academic field (DEN, MAL, SLO).

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2.3 Research within the Police Organisation

As has been shown in the previous chapter, in about half of the countries there is a depart-ment or institute for police research at the Police Academies. However, in some countries, police research is carried out and institutionalized in other branches and departments of the police organisation. As Table 8 (see appendix page 44) shows, institutionalized police re-search in the police organisation – that is not carried out at the Academies – often concerns criminalistics and forensic science, for example at the Swedish “Statens Kriminaltekniska Laboratorium” or the Czech “Institute of Criminalistics”. The Slovenian Unit for Analyses and Research within the Criminal Police Directorate might be another example.20 It must be stated that the information on this issue was probably incomplete – some corre-spondents (from the Academies) probably did not have the full information about other units within the police organisation or they did not think of forensic sciences as relevant re-search in this context. It can thus be presumed that those institutes that were mentioned are rather important players in the field (e.g. the Swedish “Statens Kriminaltekniska Laborato-rium” employs 160 researchers with various academic backgrounds), and/or cooperate very closely with the police academy. Other countries show different constellations: In Cyprus a Research and Development De-partment at the Police Headquarters in Nicosia exists. At the Spanish Guardia Civil a special cabinet called “Analysis and Prospect Office” carries out criminological and sociological re-search ordered by the General Direction. The Spanish Guardia Civil as well as the Cypriot Police do not have a special institute or department of science at the Police Academy (in that respect the Spanish National Police has different structures21). Police research in Ireland is mainly conducted by the “Garda Research Unit” that is based at the Garda College but formally belongs to the Police Headquarters. Furthermore there is the Quality Service Bureau (also based at the Garda College), an Organisation Development Unit conducting short term research projects on strategic and resource management matters at the Police Headquarters, and the Garda National Traffic Bureau, engaged in research on the po-licing of road traffic and road traffic safety. As has been mentioned before the situation in Italy is rather complex. There are several po-lice forces with specialised research units in most of them (e.g. Violent Crime Analysis Unit at the Central Directorate of the Criminal Police, a research unit at the Traffic Police Training Centre in Cesena (obviously conducting research on road traffic related subjects) and a Sci-ence and Research Unit at the Carabinieri Department for Scientific Investigations).

20 The Slovenian national correspondent also mentions several individuals engaged in research and science at the Police Directorate. 21 There is a research department – the National Security Institute - in the Spanish National Police Academy.

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The German BKA (“Bundeskriminalamt”) maintains two large research institutes: There is the “Kriminalistisches Institut”, engaged in criminological research and criminalistics. On the other hand the “Kriminaltechnisches Institut”, is a large forensic research institute with about 300 employees. The BKA and its research activities will be described more detailed in the upcoming chapter.

2.4 Focal Points of Police Research

The following chapter offers some additional information on several research institutions outside the network of Police Academies that can be considered focal points of police related research in Europe. The focus is on major players in the field of research on criminology, law enforcement and social control institutions, with most of the given examples not primarily or exclusively specialized in police science or police research in the strict sense. However, police related subjects are regularly dealt with. The research institutions are described in terms of main fields and perspectives of research, tasks and competences, and – wherever possible –some information is given on human resources, staff or other infrastructure, and on affilia-tion to government agencies and branches. In most cases two sources of information were exploited: The correspondents’ statements and comments on these institutions, and – wher-ever accessible – information from the internet.

Table 6: Focal Points of Research

Research Institute Description Finland: National Research Institute of Legal Policy, Helsinki http://www.om.fi/optula

The “National Research Institute of Legal Policy”, estab-lished by the Ministry of Justice and successor of a former “Institute of Criminology” focuses on research on legal policy, on the analysis of crime and crime control devel-opment and on the evaluation of new legislation. The insti-tute participates in and promotes national and interna-tional cooperation in the field of legal policy research. The institute also publishes a yearly report on analysis and evaluation of crime and crime control development in Finland. Permanent staff comprises 15 academics.

France : IHESI Institut des Hautes Etu-des de la Sécurité Intérieure, Paris http://www.ihesi.interieur.gouv.fr 22

The institute animates and coordinates research activities on internal security matters and disseminates research fin-dings (in: “les cahiers de la sécurité intérieure”) . One aim of the institute is to link theory and practice and to close the gap between practitioners and academics. The IHESI depends on the Ministry of Interior and, for research pro-jects, on the Ministry of Research. Besides engaging and financing scientists the INHES carries out special research projects, but the research department is rather small (5-6 researchers).

Germany: BKA Bundeskriminalamt,

The departments of the BKA are engaged in a wide range of criminological and forensic research activities. Recent

22 According to the homepage the IHESI will become the INHES (Institut national des hautes études de sécurité. It will change its juridical status and intensify some of its activities.

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http://www.om.fi/optula

http://www.ihesi.interieur.gouv.fr/

Wiesbaden http://www.bka.de

research (since 1998) is mainly targeted at the integration of classical criminological and forensic research and scientific consulting and support of operative case analysis, scientific monitoring and evaluation of crime patterns and crime trends. The „Kriminaltechnisches Institut“ with an interdiscipli-nary staff of 300 employees is one out of 8 departments of the BKA. The core task is to conduct some 10.000 case re-lated examinations per year (firearms – criminal investiga-tion department…).

Germany: MPI Max Planck Institute, Freiburg/Br. http://www.iuscrim.mpg.de

The MPI Department of Criminology conducts research on the criminal justice system, including empirical research on legal sanctions, research on the prison system, victimologi-cal research, interdisciplinary work on criminological pro-jects and comparative analysis of legal systems. Recent research projects – among many others - include the com-parative analysis of crime, crime victims and fear of crime, money laundering in European perspective, community crime prevention, juvenile delinquency in the community, transnational police cooperation, organized crime and drug markets etc. In 2003 149 persons were employed at the institute (30 scientists and 51 junior researchers).

Germany: Ruhr University Bochum http://www.ruhr-uni-bochum.de/kriminologie/ http://www.thomasfeltes.de

At the chair of criminology and police research (Professor Thomas Feltes) three types of research are conducted: Ap-plied research, especially on the effects of preventive and repressive measures and on the development of crime pre-vention strategies. Another type of research seeks to inte-grate training and research and mainly consists of small research projects with students participating in the re-search in order to get acquainted with research methods and to clarify the practical relevance of criminological the-ory. Furthermore, there is some basic research on crime and crime control issues. – Current research includes a pro-ject on “Police Use of Force”.

Germany: KFN Criminological Research Institute Niedersachsen, Hano-ver http://www.kfn.de

KFN is an independent, interdisciplinary research institute. The aim of the institute is to carry out and promote prac-tice-oriented criminological research. The staff comprises about 15 researchers. Among other topics research projects focus on various aspects of crime, analyses of crime statis-tics, changes in police work and working conditions of police officers, violence against police officers, prisons etc. - Numerous publications (research reports, books, articles…)

Hungary: OKRI National Institute of Criminology, Budapest http://www.okri.hu

The National Institute of Criminology is a research insti-tute supervised and financed by the Attorney General of the Republic of Hungary. It is the largest criminological research institute in Hungary. The main objectives of the institute are: to contribute to the improvement of forensic sciences by its scientific activities; to support the emerging initiatives in crime prevention; to offer assistance for a le-gal and efficient application of law. The institute maintains

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http://www.bka.de/

http://www.iuscrim.mpg.de/

http://www.ruhr-uni-bochum.de/kriminologie/

http://www.ruhr-uni-bochum.de/kriminologie/

http://www.thomasfeltes.de/

http://www.kfn.de/

http://www.okri.hu/

permanent contact with national and international re-searchers and scientists. Staff comprises 24 researchers.

The Netherlands: WODC Wetenschappelijk On-derzoek- en Documentatie-centrum (Research and Documentation Centre), The Hague http://www.wodc.nl

The WODC, the Research and Documentation Centre of the Dutch Ministry of Justice, is an international criminal justice knowledge centre with 5 different units (Manage-ment Support Unit, Research Unit, External Research Unit, Statistical Data and Policy Analysis Unit, Documentary Information Unit). The centre is engaged in the develop-ment and evaluation of justice policy by defining research policy, conducting research, collecting and providing in-formation, etc. Recent publications concern drug related problems (the Dutch cocaine trade), radicalisation and Ji-had, migration, and organized car theft.

Slovenia: Faculty of Criminal Justice, Ljubljana 23 http://www.fpvv.uni-mb.si

The Faculty of Criminal Investigation (former College of Police and Security studies, former affiliated member to the University of Ljubljana) is now a member of the University of Maribor. 14 academics (7 Ph.D. and 7 M.A.) are engaged in research. Publication: the periodical journal Varstvoslovje. The Department of Criminal Investigation, Criminology and Criminal Law is one of the faculty’s main departments operating in the fields of forensics, criminology and crimi-nal law, and areas relating these core areas of study. The department's teaching, research and consultancy work is aimed at developing studies in the prevention, investiga-tion, detection and proof of criminal activities, studying causes and different forms of criminality, crime statistics and analysing new approaches to forensics. There is a spe-cial focus on studying contemporary forms of organised crime including economic crime, money laundering, cor-ruption, human trafficking, computer crime and crimes of the state. In addition to their research and teaching work, department members closely cooperate in consultancy and training work for police criminal investigation depart-ments, prosecution services and courts. Research activities also cover the study of policing, prose-cution, courts, prisons and other correctional and supervi-sory institutions, and security provision in contemporary society in general.

Sweden: BRÅ National Council for Crime Prevention, Stockholm http://www.bra.se

The main competence of the council is to promote crime prevention work, to develop concepts and to supply the government and the authorities with information, and to evaluate measures etc. - The number of employees amounts to 60 (including 25 researchers and 5 statisticians). The Council is financed entirely by the state. The Council has a Scientific Council, mainly professors of psychiatry, criminology and the like, contributing advice and guidance to the R&D activities. The Council also produces Sweden’s official crime statistics, evaluates reforms, conducts

23 Belongs to the University of Maribor, but is physically located in Ljubljana.

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http://www.wodc.nl/

http://www.fpvv.uni-mb.si/

http://www.bra.se/

research to develop new knowledge and provides support to local crime prevention work.

Sweden: Swedish National Forensic Laboratory (Statens Kriminal-tekniska Laboratorium), Linköping http://www.skl.police.se

The Laboratory carries out all kinds of forensic investiga-tions and research in related areas. It is part of the National Police Board, though with a rather independent position. The Laboratory trains all forensic experts in the police, and maintains excessive contacts with other institutions in simi-lar fields, both on the national and international level. The staff comprises approximately 160 researchers with various academic backgrounds. The majority of the Laboratory’s budget comes from governmental grants.

United Kingdom: Home Office, London Crime and Policing Group Research & Statistics http://www.homeoffice.gov.uk

The Crime and Policing Group (C&PG) is part of the Re-search, Development and Statistics Directorate of the Home Office. It is divided into four main research pro-grammes (“Improving Police Effectiveness”, “What Works in Reducing Crime”, “Measuring Crime”, “Analysing Crime”.) The staff comprises over 100 researchers, the ma-jority of them based at the Home Office Headquarters in London, whilst others are based in regional offices in Eng-land and Wales. They are drawn from a wide range of backgrounds, both academic and practitioner focused. C&PG routinely work with other organisations and aca-demic institutions. The Police Scientific Development Branch (PSDB) is a core part of the Crime Reduction and Community Safety Group of the Home Office. (Structure to deliver: Providing accurate technical advice to … Home Office policy units and the police; improving the operational effectiveness and efficiency of the police service …; supporting the Home Secretary’s responsibilities for counter-terrorism.) The Research Development and Statistics Directorate is an integral part of the Home Office and offers a list of numer-ous research reports and publications on various topics related to crime, crime control, policing etc.,

The list of course cannot claim to be complete since it is mainly based on the information that was considered relevant by the national correspondents. It just focuses on illustrating some of the remarkable institutions, their competences, and the organisational framework. The list contains both highly specialized research institutions in the field of forensics and criminal investigation techniques, and others with an emphasis on a not so narrow social sciences perspective on issues of security policy, legal policy, law enforcement, criminology etc. Obviously the listed examples can be considered relevant in terms of their contribution to (national, and in several cases: international) police science and to police training. Some of these institutions are closely affiliated to the national police, and therefore generate scientific knowledge that is regularly used at the Police Academies and also informs police practice; in other cases their emphasis is on the support of the national government, and to guide policy

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http://www.skl.police.se/

http://www.homeoffice.gov.uk/

makers in the field of law enforcement and security. In some cases substantial financial re-sources are supplied by the national Ministry of Science (IHESI, KFN). In most cases the fi-nancial resources are mainly provided by the state. Organisational patterns and integration into the institutional framework are very different: Some of the institutions are part of the police organisation (BKA, Kriminaltekniska Laboratorium), others are part of the Home Of-fice (Crime & Policing Group), the Ministry of Justice (WODC), are affiliated to, but formally independent from the Ministry of Justice (IKSP), depend on the Attorney General (OKRI), are organised as academic institutes that receive substantial funding from the state (MPI, National Research Institute of Legal Policy). Two more examples are directly situated at a University (Ruhr Universität Bochum – Chair of Criminology and Police Research, Faculty of Criminal Justice – University of Maribor). To a certain extent it comes as a surprise that – according to the information provided by the national correspondents - there are no such “dominant” or “central” research institutions in some of the larger European countries, for instance ITA, POL, SP, and that also applies for several medium-sized and most of the smaller countries. At the same time some relatively small countries (for instance FIN, SLO) maintain research institutes of that type. Thus, the existence of large and professional research institutions that exclusively – or among other competences - specialize in police related research does not merely reflect the size or stage of development of a specific country and its “scientific domain”, but essentially varies with political priorities and decisions – and mainly depends on a regime’s decision to treat issues of criminal policy, law enforcement and policing as deserving permanent scientific expertise, and to provide substantial human and financial resources for establishing and maintaining the respective structures. One might – with no more than a pinch of speculation - conclude that in some European countries there is a strong belief that scientific knowledge is indis-pensable for the provision of security and justice, and is preferably generated in think tank like organisations and “laboratories”, while in other countries there are some functional equivalents to that “Verwissenschaftlichung” of policy, or the legitimacy of the national secu-rity and justice policy is based on other sorts of knowledge, reason – and authority.

2.5 Scientific Publications

The following table lists publications on police (related) research. The focus is on scientific publications meaning that journals that focus on other aspects of the police and report on news, events, information, etc. are not considered. Again the chapter is based on the answers given by the national correspondents and on information given by Janos Fehervary.

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Table 7: Scientific Publications on Police Research

COUNTRY by the Police College by the Police AUT „SIAK Journal“ 4 times a year - - BEL - - - - CYP - - - -

CR PA CR Digest: Se-curity Theory and

Practice Twice a year

Magazine: “kri-minalistika”

(Criminalistics) 4 times a year

DEN - - - - EST - - - - FIN - - - - FRA - - - -

GER

Periodical : „Schrif-tenreihe der Polizei – Führungsakade-

mie“

up to 4 times a year

Many other pub-lications, e.g.

BKA

GRE - - - -

HUN Booklets on Law Enforcement 50 per year ? -

IRE - - - -

ITA Periodical (no name given) 4 times a year Several (by dif-

ferent forces) -

LAT Yes 4 times a year Yes (no name given)

LIT

Jurisprudence Public Policy and Administration

Social Work2

12 times a year 4 times a year 2 times a year

Newsletters (Prevention, Road Traffic

Control)

-

LUX - - - - MAL - - - -

NL Journal of Safety and Safety Service - - -

NOR 2 research report series - - -

POL

„Przegląd Policyjny” (Police

Review) „Policja” (Police)

Both quarterly

“Police Gazette” (occasional in-

form. on re-search)

POR “Polícia e Justiça” Twice a year - -

SLK Periodical: Police Theory and Practice 4 times a year - -

SLO Security (occasional information on re-

search) 12 times a year - -

SP “Ciencia Policial”

2 These three Publications published by the Law University of Lithuania.

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(Police Science Magazine)25 and

others

SWE - - “Kriminalteknik” (Criminal Inves-

tigation)26

UK - - - -

Other Publications on Police Research

Denmark: Since 1975, the Scandinavian Research Council for Criminology releases a newslet-ter, the Nordisk Kriminologi, in Scandinavian languages. It contains news from the Secre-tariat, news from the fields of criminology and criminal policy in the Nordic countries, an-nouncement of conferences, and a selected list of new Nordic criminological literature. It is published three times per year.

Estonia: There are no special scientific publications focussing on police research matters, but it is possible for scientists to publish results of police research in the journal “Juridica”, a publication of the University of Tartu on the matters of law.

Finland: There are no special scientific publications focussing on police research, but there is a journal of justice and the editor of this journal is a senior researcher from the Police Col-lege.

France: The IHESI publishes “Les Cahiers de la sécurité intérieure“. This periodical is a social science review, important not only for the police but also for the scientific community. There exists also a “lettre de l’IHESI” and “les mensuels de l’IHESI”.

Germany: The most important editor in the field of police science is the “Verlag Deutsche Polizeiliteratur”. There are publications of the police trade unions. Another editor is “Police and Science” (Polizei & Wissenschaft).

Hungary: The National Institute of Criminology publishes Criminological Studies and the Hungarian Criminological Society edits Criminological Publications. The Ministry of Interior publishes the periodical called “Szemle”. Each year a “best of Szemle” is published contain-ing English translations of the most interesting articles.

Italy: The „Revista di Polizia“ (The Police Magazine) is a collection of doctrines, techniques and legislation edited by University professors and senior Magistrates. “Gli Stranieri” fo-cuses on legal studies and legislation.

Latvia: Scientists from the Police Academy publish their articles in official governmental and other newspapers.

Slovenia: The Faculty for Criminal Investigation publishes a periodical called “Varstvoslovje” and the Institute for Criminology (at the Faculty of Law in Ljubljana) pub-lishes “Criminology”. 25 Published by the National Police. 26 Not entirely scientific.

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Spain: The University Institute of Internal Security (IUISI) cooperates with the Guarda Civil. The Institute publishes 2 books per year containing research results. Some of the research conducted by the IUISI or the Guarda Civil is published by the Home Affairs Ministry.

Sweden: The National Council for Crime Prevention publishes the journal “Apropå” (By The Way), devoted to crime prevention matters. The Swedish National Road and Transport Re-search Institute publishes the bi-monthly “VTI aktuellt” (Institute News) and the journal Nordic Road and Transport Research in English (3 times a year). All these journals cannot be classified as scientific in the strict sense of the meaning.

The Netherlands: Two publications in Dutch are: “Justitiele Verkenningen” (Judicial Explora-tions; published by the Ministry of Justice) and “Tijdschrift voor Criminologie” (Journal of Criminology).

United Kingdom: There are numerous research reports published by the Home Office.

3. Conclusions and Perspectives Status and Significance of Police Research in European Countries As for an interim balance, several countries with a remarkably high status and significance of police research can be identified from the available reports and information: When taking the size of the country and population into account, the Czech Republic, Finland, Germany, Hungary, Ireland, the Netherlands, Norway, Sweden and the United Kingdom obviously correspond to very or relatively high standards. In most cases this implies that a couple of research institutions (including the universities) and a considerable number of researchers are involved, and that research is delivered on a relatively wide range of topics. There is a permanent infrastructure of police research, and there is some networking among the most significant players in the field. Furthermore, police research in these countries typically bears some significance for policy making and the shaping of national discourses on law enforce-ment and security matters. Some other countries like for instance France, Poland, Portugal, Slovenia and Spain seem to display satisfactory amounts, qualities and arrangements of po-lice research, without any striking deficits – even if the situation is not so easy to evaluate from the available information, and further examination and clarification would be useful. Considering most of the other European countries under investigation the situation obvi-ously is less satisfactory, and at least some “not so strong points” can be identified. However, two sub-types of countries and national research frameworks must be distinguished: 1) Small countries where the limited demand for police research has been typically met by a few individual researchers and/or a small research unit (at the police organisation or at a university department), and where up to now there seems to be little demand or necessity for expanding or upgrading the national infrastructure of research, and 2) some medium-sized to large countries, where one might expect a more differentiated and more effective infrastructure of research to exist, and where the present situation as described in the mate-rial points to evident deficits and shortcomings – at least when comparing the conditions to those of similar countries and regimes.

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With the exception of Luxembourg all countries under investigation maintain some sort of infrastructure that can be used for conducting and/or coordinating police related research, but resources, capacities, topics, priorities and patterns of research are extremely different, and striking differences can also be observed when just focusing on the group of traditional European welfare states. Certain countries maintain several research institutions, some of them provided with considerable human resources and funding, in others the available po-lice research is more concentrated, with only one or two units or institutes being involved. In several countries police research altogether appears as a relatively marginal or occasional activity, conducted by a few researchers who have provided some “research on demand”, and without any permanent and substantial infrastructure. In some countries the Police Academy (and its Research & Science Department) is among the main players in the field (CZR, EST, FIN, HUN, IRE, LAT, LIT, NL, NOR, POL, POR, SLK), in others the most signifi-cant focal points of research are situated in other branches of the police organisation (GER, SW), are affiliated to some department of the government (FRA, UK), or have been estab-lished as independent research institutions (GER). Considering some countries (for instance: BEL, ITA, POL, SP), the actual significance and shape of police research is difficult to evaluate from the available information. A more ade-quate understanding probably would require additional interviews with experts from the different domains of the national scientific community, or even some sort of ethnographic fieldwork. In some cases the difficulties start with the complicated and confusing structures of police organisation, in others the problem mainly results from the fact that there seems to be little communication between the police apparatus and the “scientific community” out-side of it, which is probably why national correspondents could not provide satisfactory in-formation on research activities at the universities. The national correspondents’ answers also make possible to identify some of the impressive focal points of European police (related) research, all of them characterized by a permanent infrastructure of research and considerable human resources, some of them rather special-ized in certain types of research and analyses (usually: criminal investigation, forensics), oth-ers providing more comprehensive approaches to different aspects of criminology, law en-forcement, security and social control issues. Impressive institutions of that type exist in sev-eral European countries (for instance FRA, FIN, GER, HUN, NL, SLO, SW, UK), but there is no equivalent in most of the other – larger or middle sized - European countries. Thus, the existence of large and professional research institutions that exclusively – or among other competences – specialize in police related research does not merely reflect the size or the “stage of development and modernization” of a specific country and its scientific domain, but essentially varies with political priorities, decisions and style of governance. Since these major players in the field typically require considerable and regular funding from the na-tional government, they primarily depend on the regime’s decision to treat issues of criminal policy, law enforcement and security as requiring scientific expertise and permanent moni-toring, and to provide substantial human resources for establishing and maintaining the re-

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spective structures. Obviously in some European welfare states there is a strong belief that scientific knowledge is indispensable for the provision of security and justice, while in others there are some functional equivalents to that “Verwissenschaftlichung” of policy. In other words: In these countries the legitimacy of the national security and justice policy is primar-ily based on other sorts of knowledge, reason – and authority. Types of “good practice” The material suggests that there is no such thing as “best practice” of police research, or to put it in other words: Even very good and impressive practice can be fairly useless when it does not correspond to the national framework and conditions, and the other way round: Types of practice that appear less satisfactory at first sight may prove largely sufficient or even remarkable solutions when considering the specific conditions and circumstances un-der which they have (been) developed. Different countries need different quantities and styles of police research, and different kinds of infrastructures can be suitable to deliver the type and amount of research that is demanded. However, several varieties of “good practice”, i.e. structures and arrangements of police re-search that work well, considering the specific conditions on the national level, can be identi-fied: + A science & research department is (formally or factually) integrated into the Police Acad-emy, well equipped with human resources and infrastructure (= several researchers, at least some of them with academic background, preferably interdisciplinary), well integrated into the rest of the Police Academy and the relevant other branches of the police organisation, occasionally or regularly cooperating with some other national academic research institu-tions (university departments etc.), also acting as a “knowledge broker” in the field of police related science and research (on the national level and beyond). Resources and competences are sufficient for conducting research and/or participating in research projects and some involvement in police training. The department also maintains contacts with policy makers in the field of law enforcement and possesses a sort of panoramic view of the national re-search landscape (including universities, individual researchers etc.). This type of organisa-tion is recommendable for middle sized countries, and especially applies to FIN, HUN, IRE, NOR, NL. + Another productive but very different pattern of police science and research can be derived from the information from Sweden and the United Kingdom (and with some modifications also applies to France and probably Germany), and is primarily characterized by the fact that the Police Academy is not so much involved in scientific and research tasks itself – or in the case of Germany conducts research mainly in cooperation with other research institutes - these are primarily accomplished in a very competent and professional way by some other research institutions and networks, with impressive human resources, not only in terms of quantity, but also qualification, and infrastructure. The Police Academy rather makes use of science and research results (publications), adapting them for the task of (advanced) training

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etc. On the other hand, research findings are directly and routinely fed into the system of policy and decision making. (In these countries engaging in research activities would appear as a futile attempt of competing with systems and individuals that can be supposed to be much more competent and professional, or to interfere with others’ business and tasks.) At the same time there is the ambition to draw on scientific expertise when designing and im-proving training activities, and police work in general. + Another reasonable model can be distilled from the information that was supplied by cor-respondents from some small European countries where obviously there has been very lim-ited demand for and only very little tradition in police related research in the past, where resources are scarce, and where the national societies are no so much “penetrated” by social sciences as is the case in some western or northern European welfare regimes: The model is based on the interplay of one small research unit at the police organisation (combining statis-tics, documentation and routine evaluation tasks) or the Police Academy and a university department where a few researchers (exclusively or regularly) engage in research in the field of police research, law enforcement, criminology etc. Exchange between the academic re-searchers and the police authorities includes the academics’ participating in training at the Police Academy as well as their conducting research on police related subjects (going beyond evaluation of crime statistics etc.). The patterns described for CYP and MAL come very close to that ideal-type construction. Some Obstacles to “Good Practice”: The following list is meant to give some impression of significant obstacles to police research that can be derived from the material. + “Police science and research” are treated as relatively marginal activities and tasks (which is especially striking in countries and societies that otherwise consider themselves “ad-vanced” welfare states, and as “knowledge societies”). + Science and research activities are limited to a single or only very few topics, for instance for the special purpose of designing and/or evaluating police training, or criminal investiga-tion subjects and techniques etc. (At the same time there is little or no research that reflects on police work in general, on criminological issues, security and public order etc.) + Science and research tasks are not really integrated into the rest of the police organisation – special research activities have only little impact on practical work, on policy and implemen-tation. + Science and research activities are understood as very distinct performance, conducted by and for (police, law enforcement) “insiders”, relevant only for a special profession, and not for society in general, occurring without any apparent links and connections to the other branches and the mainstream of the social sciences (especially: sociology, political science, psychology, criminology), and without much attention for extra-legal (especially: socio-economic, cultural) determinants of police work and law enforcement. + There is a lack of communication (or interpenetration) between police organisation and the national system of higher education (universities etc.). (As a usual consequence, the Police

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Academies are not so informed about what is going on at the universities and whether there are any relevant activities in the field of police related research.) + There is a lack of coordination with regard to police related research on the national level (there are various branches and units of the police organisation, various police forces, re-search institutions and departments affiliated to the government, independent research insti-tutions, universities and university departments etc. doing their work with only occasional mutual awareness…) Contrariwise, Police Academies that manage to avoid, to circumnavigate or to overcome the listed obstacles and pitfalls, typically tend to engage in high quality research, in terms of academic and methodological standards, but also considering practical relevance. Plausible Tasks and Activities of Science & Research Units/ Departments at the Police Academy: As can be derived from the material, research departments/units are assigned and/or con-duct a wide range of activities, connected to their special task. The information supplied by the experts and national correspondents points to the following tasks and activities: + Conducting research (according to the Academy’s own priorities, or negotiated in some way with representatives of relevant boards/institutions/authorities); + Coordinating research activities in various branches of the police organisation, Ministry of the Interior etc.; + Documentation of research and scientific material; + Knowledge management, providing information; + Organising scientific events, conferences etc.; + Forging and maintaining (international) contacts, participating in research networks etc.; + Adapting scientific results and reports for (advanced) training purposes; + Designing training, courses, curricula etc.; + Evaluating training, courses etc.; + Developing concepts (of police science and its institutionalisation at the Academy); Special tasks in order to achieve integration of European police research: Last, but not least the material points to a number of special tasks and prerequisites that would be useful to foster the integration of European police research, and obviously have not been achieved up to now. * The coordination of police research on the national level remains an important task in sev-eral countries where there still seems to be little evidence on research activities and projects and where there is a tendency of conducting some police related research in many different institutional settings – with only little exchange of information. The coordination task of course is also relevant in countries with more than one police force, and with a decentralized field of academic institutions, especially when contact between police and universities is lim-ited and the police (including the Police Academy) for some reason are not so informed

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about scientific and research activities that are carried out at various university departments and independent research institutes, or institutes affiliated to the Ministry of Justice and the like. (The lack of coordination of course could be remedied by building networks and asso-ciations on the national level, circulating newsletters, organizing meetings and conferences etc.) * Another demanding task, especially in countries where there is a certain tradition of police research and a wide range of institutions involved in that research would consist of collect-ing (and facilitating access to) all relevant material on police research (or more generally: on empirical knowledge relevant to the police and policing), and to provide the Police Acad-emy, the rest of the police organisation and all the other interested subjects with information. In principal this task can be entrusted to the Police Academy (in case there is some infra-structure of research and documentation), to a research department at the national Home Office or at some branch or unit of the police organisation, or eventually to a university de-partment that is regularly involved in police research and cooperates with the national police organisation or Home Office. This sort of unit or department would have to act as a “knowl-edge broker” on the national level, and of course should contribute to and inform the Police Academy’s training activities. * For some of the smaller European countries where there have been no more than sporadic activities in the field of police research and where there is no satisfactory infrastructure for police research there should be possibilities to participate in trans-national networks, not only on the European and CEPOL-level, but also on the regional level. (For certain kinds of cooperation and for certain tasks the regional sphere seems more adequate and relevant than the European level.) Concluding Remarks and Prospects As has been stated in the introductory chapter, the survey’s aim was to provide some general and basic information (and evaluation) on European Police Research, and on Police Acad-emy’s contribution to that research. The catalogue of questions has addressed some topics in order to receive precise information on specific facts and items, but also included some ques-tions that asked for descriptions and comments on certain subjects. In many cases the experts and national correspondents provided information on facts (as far as possible and applicable for their country), and some also delivered elaborated comments on various aspects of police research in their country. However, the material is not really satisfactory for some countries (for instance BEL, FRA, ITA, POL, POR, SP). In part this is due to the fact that the expert or national correspondent obviously could provide no information on certain research activities and institutions (that can be supposed to exist and to deliver relevant research). In other cases there seems to be an extremely rich and branched out field of police research so that any attempt to describe it would demand extensive research and compilation. In countries of this type (for instance GER, NL, SW, UK) probably there is no individual expert that can be assumed to know about all the researchers and institutions that are involved in police related

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research, and consequently a more comprehensive description would require to collect in-formation from at least a couple of experts and informants. This also means that a number of questions and issues still remain to be clarified, and further examination will be needed. This – among other subjects - also applies to the question of practical relevance of police research. Generally speaking, the material suggests a consider-able level of practical relevance of police research, or maybe: experts and correspondents mainly or exclusively referred to the type of police research that is considered relevant from the perspective of the police and law enforcement agencies, and did not elaborate on other sorts of police related research that is more “academic” and “theoretical”. Another aspect of police research (at the Police Academy) that ought to be further examined and described relates to the range of topics that are understood as “police research” or “po-lice science”. Information from several countries points to very different approaches to the subject of police research, and at first sight this rather indicates a rich and dynamic field of research that also responds to recent social change, and mirrors the very different criteria of relevance across European countries and cultures, and should not be (mis)understood to indicate a profound and deplorable state of confusion on what police research should be about, and what sorts of subjects “really matter”. Even if some mainstream topics of police research can be easily identified from the material, and can be assumed to be relevant in most European societies (for instance research on various aspects of policing, police work in general, crime patterns, crime trends and crime control measures, public order, prevention, security provision, police ethics, public opinion on police and security issues etc.), some more information on concrete projects should be collected and exchanged. Again, informa-tion should not only be drawn from experts from the police organisations, but also from sources closer to the “academic field”. Finally another reason for further surveys and research activities ought to be mentioned. In some countries under investigation the field of police training and research has been chang-ing over the last years (AUT, CYP, EST, ITA, LAT, SLO) and in some other countries reforms and restructuring are expected to occur in the near future (CZR, EST, GER, HUN, ITA, NOR, SLO, SP). Consequently the experts and national correspondents from these countries had some difficulties to respond adequately to certain questions, and typically referred to the present situation, adding some remark on prospective changes, or by referring to (concrete? vague?) plans of reform. It is also in this respect that the information will need updating and reworking in the future.

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Appendix

A) Catalogue of Questions for the Expert-Interviews

Part 1: Status of research and science at the national police college

1. Is there a legal basis (order/mission) for research and science in the statutes (constitu-tion) of the police college in your country?

If so:

1.1. Please give us a copy of the legal basis for research and science at the police college (if possible in English)

2. Is it possible for students of your police college to get an academic degree by the col-lege?

3. Do universities of your country accept the study or the graduation at the police col-lege?

4. What is the relation of the training at the police college to training at universities in your country?

5. Is there a special training for research and science at your police college? What kind of training?

Part 2: Institutionalisation of police research

Please give separate information about the research institution at your police college and within the police organisation and about external police research institutions in your country.

6. Is there a special institute or department (branch) for research and science at the police college (for senior police officers) in your country?

If so:

6.1. Please give us the name and contact address of this unit and the name of a contact person there. Can you give a web address (URL) for them, in case you know of an Internet rep-resentation?

6.2. What are the activities and competencies of this unit? What are the members of this unit doing? Who decides about the aims and scope of duties? Do the results influence the police practice and training - and how?

6.3. How many researchers are working in this unit and what are their academic / oc-cupational backgrounds?

6.4. How is the unit integrated into the organisation of the college and of the police in-stitution? How is the co-operation with the other parts of the college organised?

6.5. Is there a systematic and permanent co-operation from this unit with research in-stitutions within and outside the police organisation? What kind of research? What kind of institutions (names and addresses)? Please give examples of typical co-operative projects – if there are any.

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6.6. Could you give us some information about the budget and financing of the unit and research projects?

7. Are there (other) research units (department, institute) – apart of and outside the police college in your country?

If so:

7.1. Please give us the name and contact address of this unit and the name of a contact person there. Can you give a web address (URL) for them, in case you know of an Internet rep-resentation?

7.2. What are the activities and competencies of this unit? What are the members of this unit doing? Who decides about the aims and scope of duties? Do the results influence the police practice and training – and how?

7.3. How many researchers are working in this unit and what are their academic / oc-cupational backgrounds?

7.4. How is unit integrated into the police organisation? How is the co-operation with other parts of the police and with the police college organised?

7.5. Is there a systematic and permanent co-operation from this unit to research institu-tions within and outside the police organisation (national and international)? What kind of research? What kind of institutions (names and addresses)? Please give ex-amples of typical co-operative projects – if there are any.

7.6. Could you give us some information about the budget and financing of the unit and research projects?

8. Is there a specific institute for police research and science outside the police in your coun-try (e.g. University-Institute)

If so:

8.1. Please give us the name and contact address of this institute and its director. Can you give a web address (URL) for them, in case you know of an Internet rep-resentation?

8.2. What are the activities of this institute? What are the research priorities of this in-stitute?

8.3. Do the research findings of this institute influence the police practice and training – and how?

8.4. How many researchers are working in this institute and what are their academic backgrounds?

8.5. What is the relation of this institute to the police and police college? Is there a sys-tematic and (well) established co-operation?

8.6. Could you give us some information about the budget and financing of the insti-tute and research projects?

9. Are there individual researchers (not working in research units or institutions)

• within the police college .........

• within the police organisation ...........

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• from outside the college /police organisation ..........

who work on research projects for the police college / organisation permanently or for specific topics? ..............

Part 3: Publications

Please give separate information about the research publications at your police college and within the police organisation and about external police research publications in your country.

10. Is there a scientific periodical publication (e.g. journal, periodic, newsletter) for re-search and science published by the police college of your country?

If so:

10.1. Please give us the name of this publication and a copy of the last number

11. Is there a scientific periodical publication (e.g. journal, periodic, news letter) for re-search and science published by the police (not police college) of your country?

If so:

11.1. Please give us the name of the publication and a copy of the last number

12. Is there a scientific periodical publication (e.g. journal, periodic, news letter) for po-lice research and science published outside the police or police college in your coun-try?

If so:

12.1. Please give us the name of the publication, the address where you can get it and if possible one copy of the last number

B) List of Participants in Group Interviews Group no. 1:

Belgium Philippe Helyn France27 Jerome Ferret Germany Hans-Gerd Jaschke Hungary Zsolt Nemeth Netherlands Eric Bervoets Poland Krzysztof Krawczyk Slovenia Nevenka Tomovic Spain Joes Luis Garcia Rivera Interviewer: Hans-Gerd JASCHKE (Germany)

Group no. 2:

Austria Katharina Weiss Estonia Lembit Raidna Finland Risto Honkonen

27 The expert from France came from IHESI. The ENSP and the Gendarmerie Higher Studies Center were asked to answer the catalogue of questions in written form. Answers were given by the ENSP.

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Greece Georgios Kotsifakis Ireland Kieran O’Dwyer Italy Marcello Corsetti and Michelangelo Anaclerio Latvia Vitolds Zahars Lithuania Alvydas Sakocius Interviewer: János FEHÉRVÁRY (Austria)

Group no. 3:

Czech Republic Viktor Porada Denmark Niels Schmidt Portugal Manuela Simoes Marta Slovakia Jaroslav Holomek Sweden Ken Petersson and Beatrice Rydberg United Kingdom Graham Marshallsay and Mike Panting Interviewer: Ken PETERSSON (Sweden)

Some of the participants are not national experts for police research. But some of them pre-sented papers with the national answers to the questions. In this meeting there were no par-ticipants from Cyprus, Luxembourg and Malta. The CEPOL National Contact Persons from these three countries were asked to give answers to the questions in written form.

C) Institutionalization of Police Research Table 8: Institutionalization of Police Research

COUN-TRY

Research Institute at the College

Res. Institute in the Police but outside

College

Institute outside the Police specialised in

Police Research

Other Institutes/ Individuals partly engaged in Police

Research

AUT

Institute for Research and

Science (Ministry of Inte-

rior/ SIAK)

- -

Institute for the Sociology of Law and Criminology; Institute of Conflict Research

BEL - -

"Institute national de Criminology en Cri-

minalistic" (Ministry of Justice)

Universities of Gent, Leuven and Brussels

CYP -

Research and Devel-opment Department

(Police Headquarters, Nicosia)

Ph. Akamas

University of Cyprus (Dept. of Social and Political Sciences), A. Kapardis

CR

Upcoming; V. Porada (en-

gaged in science and development)

Institute of Criminalis-tics (J. Hlavacek), Insti-tute for Protection of

Citizens, others

-

Institute for Criminology and Social Prevention

(IKSP), M. Scheinost

DEN - - - University of Copenhagen (Legal

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Sciences); Roskilde University (Danish Centre for

Youth Research Assignment)

Secretariat for Legal Information (Ministry

of Justice), N. Koch

EST

No special insti-tute (but: Institute

for Criminal Investigation)

- - Chair of Criminology

and Sociology (I. Aimre & U. Traat)

National Institute for Legal Policy

FIN Yes (no name given) -

National Research and Development Centre

for Welfare and Health ; Researchers

at Universities of Turku and Tampere

FRA

No special insti-tute (but: different unit teams; “Cen-tre d‘Assistance

Judiciaire”)

IHESI (National Insti-tute of Interior Secu-rity); Centres for Po-lice Research at the Universities of Nice

and Toulouse

CNRS Grenoble (“Centre National de

la Recherche Scientifique")

GER

No special unit (but: working

group at the Dep. of Law and Social

Sciences, H.-G. Jaschke)

KI (kriminalistisches Institut) of the „Bun-deskriminalamt“ and Institutes of the „Lan-

deskriminalämter“

at the „Polizeifachhochschulen“; Criminology Depts. at Universities; Max

Planck Institute; Ruhr-University Bochum; Criminological Research Institute

Niedersachsen Hannover; Working groups (e.g. AKIS, etc.)

GRE - - - Law School; Social

and Political Studies University

HUN

Law Enforcement Managers’ Ad-

vanced Training and Research In-stitute (Dept. of

Research Organis-ing),

Z. Németh

- -

National Institute of Criminology (OKRI); Headquarters of the Hungarian Border

Guards; Association of Law Enforcement

Researchers; Crimi-nology Depts. of

Universities (Buda-pest, Pécs, Miskolc)

Garda Research Unit (K. O’ Dwyer); Garda Quality Service Bureau

IRE

Organisation Devel-opment Unit at the

Police Headquarters in Dublin; Garda Na-tional Traffic Bureau

-

Institute of Criminol-ogy (University College Dublin),

Centre for Criminal Justice (University of

Limerick), others

ITA Courses, Research and Study Service

Several specialised units in the different - Universities

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(Multi Agency PA); other units in

the different forces

forces

LAT Department of Science and Re-

search Work - - -

LIT

Research Centre of the Law Uni-

versity of Lithua-nia

- -

Law University of Lithuania; Centre on

Crime Prevention (Soros-Foundation)

LUX - - - -

NL Research Group W. Stol

Many other police research units e.g.

WODC (Dep. of Jus-tice), private organisa-

tions, Universities ( Amsterdam, Leiden

and Twente)

Several universities and many other insti-

tutions

MAL - - -

Institute of Forensic Studies (University of

Malta), J. Azzopardi

NOR Research Depart-

ment, T. Bjorgo

-

(Norwegian Network of Police Research; Nordic Network of

Police Research, Nor-wegian Consortium

for Research in Terror-ism and Intern. Crime)

Department of Criminology of the University of Oslo;

Norwegian Institute of International Affairs

(special Police Advisor);

Norwegian Defence Research Establish-

ment

POL

No special unit (but 4 Institutes that carry out

research besides training activities)

- -

Universities (“Institu-tions combining

research and education”)

ISCPSI (Instituto Su-perior de Ciências

Policiais e Segurança Interna)

APAV (Associação Portuguesa de Apoio à Vítima), Instituto de Educação e Psicologia da Universidade do

Minho POR

Social Sciences Department of the

ISPJCC

CEJ (Centro de Estudos Judiciários)

SLK Department of

Science and For-eign Relations

- - -

SLO

Unit for Analytical and Research Work (at

the Criminal Police Directorate)

Faculty for Criminal Investigation (former Police College, aff. to

University of Maribor)

Defence Research Centre (at the Institute

of Social Sciences at University of Ljubl-

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46

Individual Researchers

jana) ; Institute for Criminology (Faculty

of Law)

- Analysis and Prospect Office (General Direc-

torate)

University Institute of Internal Security

(IUISI) SP

G.C. N.P. National Security

Institute

National Council for Crime Prevention

numerous Depts. of Criminology

SWE -

“Statens Kriminaltek-niska Laboratorium”;

chair for police re-search; some other

research units National Road and Transport Research

Institute

UK

No (but satellite of the C&PG of the Home Office at

Bramshill)

Home Office (Crime and Policing Group (C&PG) and Police Scientific Develop-

ment Branch), Univer-sities

several Universities

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D) Description of the Countries AUSTRIA The „Institut für Wissenschaft und Forschung“ (Institute of Science and Research, one of six units/departments of the Austrian Security Academy) has been established in 2003. At pre-sent the institute is engaged in establishing „knowledge management“ within the Police Academy, and to develop and provide a sort of documentation of police-related research. At the time of data collection the staff consisted of three employees with different academic backgrounds (a lawyer, a political scientist, a psychologist). Now there are 7 employees (5 academics). Since the institute is still in its phase of construction, there are no research re-sults, and there is no elaborated program yet. The institute also publishes a quarterly journal (SIAK-Journal). The institute maintains con-tact with other research institutions, both within and outside the universities. In Austria there are no research units that specialize in police research in the strict sense. There are two research institutes in Vienna that also carry out research on police related topics (Institute for the Sociology of Law and Criminology; Institute of Conflict Research). Students who study at the Police College do not get an academic degree. BELGIUM

There is no separate institute for science and research at the Police Academy. In general, re-search is not so significant in the police organisation, resources for research projects are rather limited (150.000 EUR per year are available for research activities and projects within the Federal Police). There is more money for research within the Ministry of Justice and Inte-rior. The „Institut national de criminology en criminalistic“ is associated (affiliated) to the Ministry of Justice. Furthermore, there are some researchers at the universities of Brussels, Gent and Leuven, who are regularly involved in research on police related topics. There is a lack of coordinating police research activities. (There are 9 police colleges in Belgium, 5 of them for „basic training“, the others more spe-cialized.) There are no publications on police research. Students of the Police Schools do not get an academic degree and there is no formal coopera-tion between the schools and universities.

CYPRUS There is no special institute for police research within the Police Academy, but there is a Re-search Office at the Research and Development Department in the Police Headquarters in Nicosia. In this department, 3 researchers carry out research in close cooperation with the Statistics Office, with other police departments, and with the Police Academy. As the Re-search Office has been established recently, there is not yet systematic and permanent co-operation with other research institutes outside the police except for the „Department of So-cial and Political Sciences“ of the University of Cyprus. This department is financed by the Ministry of Justice and Public Order and its five members do research on criminal justice issues including criminal law, police and policing. There exists a close co-operation between this department of the University of Cyprus and the Research Office. There are no publications on police research issues in Cyprus. It is not possible for students to get an academic degree at the Police Academy.

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CZECH REPUBLIC

The Police Academy of the Czech Republic (PA CR) is a state university with its seat in Pra-gue. It was established in 1992. A department for research and science will be initiated in the near future. At present the curriculum does not comprise courses on research methodology. However, the prepared Doctor study program will include courses on the theory and meth-odology of science and research. Research and training are strongly connected to each other, about 80 per cent of the academic staff (more than 100) are involved in research projects. Research activities are carried out in a general thematic framework (integrated science and research task). From 2000 to 2003 the main focus of research was on various aspects of police practice and the identification of so-cietal demands regarding police practice. There are other research units within the Police, for instance the „Institute of Criminalistics“ in Prague. (Considering cooperation with the Police Academy this is the most important.) Outside the Police Organisation there is no other institution that is specialized in police re-search. However, there is the „Institute for Criminology and Social Prevention“ (IKSP), an independent research institute, managed by the Ministry of Justice which carries out re-search on criminal law, criminology, penology, and issues of criminal policy. Publications: There is a PA CR Digest, published twice a year under the title “Security The-ory and Practice”. Besides this, since 2000, a special issue of this digest concerning exclu-sively the problems of PR CR science and research is published once a year. PACR realizes a Bachelor and Master degree programme in the area of security and legal studies, police management and criminalistics. The diplomas are fully acknowledged. A Doctor study programme (PhD) is in preparation.

DENMARK

There is no special institute or department for science and research at the Danish Police Academy. The same applies to the police organisation. One of the institutes at the Faculty of Law (University of Copenhagen) covers the areas of Criminal Law, Criminal Policy, Crimi-nology, Sociology of Law and Psychology of Law. Outside the University there is the Danish Centre for Youth Research which has carried out research on groups of youth and their rela-tions to the police. Furthermore, there is a special unit at the Ministry of Justice, dealing with police-related research, initiating research projects and forging contact between the police and the scientific world. Publications: Newsletter Nordisk Kriminologi, edited by the Scandinavian Research Council for Criminology (news in the field of Criminal Policy, Criminology in the Nordic countries etc., three times a year). Also: on-line bibliography of Nordic Criminology. The diplomas of the Police Academy are not acknowledged at university level.

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ESTONIA

The Police College is part of the „Estonian National Defence and Public Service Academy”. Research and science are compulsory tasks of the Police College. Scientific work is also part of the training at the Police College. Recently (in December 2003) an „Institute of Criminal Investigation“ has been established within the Police College. Police research and science constitute one part of the Institute’s assignments. Apart from this the institute focuses on education and training and offers courses in criminalistics, forensic medicine, forensic psychiatry, criminal procedure law, po-lice undercover activities. There are 8 people working at the institute (1 PhD). Estonian police education is changing rapidly. Outside the Police Academy there is no other special organization for police research. There are a few individuals who have been engaged in police related research recently. There is hope that out of these activities and various Master theses police research will develop. There are no publications specialised in police science and research, but it is possible to pub-lish research results in this field in the journal Juridica of the University of Tartu. The diploma of the Police College is sufficient to start a Master study at university. It is not possible to get an academic degree at the Police College.

FINLAND

The Police College is responsible for research and development concerning policing. There are 3 units within the Police Academy: Education, Administration, Research. Research fields are: Police work, police psychology, narcotic crime research, economic crime research, crime surveys. The members of the unit (16 academics, most of them with a Social Sciences back-ground) are mainly doing research work. Research is closely related to education: Some ad-vanced training courses are based on the research work carried out at the institute. The re-sults influence the police practice directly. Courses on basic methodology and a short thesis are included in the curriculum. There are occasional co-operations with other units within the police. There are co-operations concerning crime surveys, alcohol and narcotics with institutions outside the police, with the “National Research Institute of Legal Policy” and the “National Research and Development Centre of Welfare and Health”. The “National Research Institute of Legal Policy” focuses on research on legal policy, on analysis and evaluation of crime and crime control development and on evaluation of new legislation. The institute participates in and promotes national and international co-operation in the field of legal policy research. The institute also publishes a yearly report on analysis and evaluation of crime and crime control development in Finland. There are few academics doing police research at the universities of Turku and Tampere. There are no publications on police research on the national level, however a senior re-searcher from the Police College edits a “Journal of Justice”. The degree given at the Police College is a Bachelor which is accepted at the Universities of Turku and Tampere. The Bachelor of the Police College is part of a Master study at the two universities.

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FRANCE

According to the law the „Ecole Nationale Supérieure de la Police“ (ENSP) is able to carry out research in the field of security. There is no special unit within the Police Academy, but there are different teams who assign special projects to researchers. Within the Advanced Training Department of the ENSP there is the „Centre d’assistance juridique“ (CAJ). The CAJ provides updated information and analysis on recent penal laws and their practical implementation for the whole national police. 7 lawyers with police practice background do concrete research on laws and their implementation and interpretation. Outside the police there is the „National Institute of Interior Security“ (IHESI, institut des hautes études de la sécurité intérieure), under the authority of the Ministry of Interior, carry-ing out research and surveys on security matters. The institute has 5 to 6 highly qualified employees. The INHES also coordinates, animates, and finances research and publishes « Les Cahiers de la sécurité intérieure », a magazine read by the police as well as by the scientific community. Furthermore, there is the INFPN („institut nationale de formation”) carrying out research activity on training, contents and methods. The CNRS (centre nationale de la recherché scientific) in Grenoble as well as the Universities of Nice and Toulouse are also working on security matters and doing police research. Students do not get an academic degree by the ENSP, but it is possible for PST (“probational senior trainees”) to get an academic degree in Law and Security Policies by the university (the curriculum is mastered by the university, but students follow the curriculum at the Po-lice College).

GERMANY

According to the contract between the Federal Republic and the „Bundesländer“ (states) the „police leading staff college“ (Polizeiführungsakademie, PFA) conducts research on police matters, mainly in cooperation with research institutions on the national and inter-national level. At present there is no special department for research within the PFA, but since 2003 there is a working group for Police Science (in the department of legal and social sciences). The working group prepares concepts and seminars for police science. There are regular co-operations with other research institutions (especially on subjects like „Police and Aliens“, „Corruption in the Police Forces”,” Crime Prevention Projects“ etc.). Police research is mainly conducted by the Bundeskriminalamt (and some of the Lan-deskriminalämter), the Max Planck Institut at Freiburg and the Criminological Research Institute Niedersachsen, the Ruhr-University Bochum, and some other universities (de-partments of criminology). Furthermore, there are some remarkable working groups out-side the police organisation that regularly deal with police related research topics (for in-stance AKIS (Arbeitskreis Innere Sicherheit). The PFA’s periodical is called “Schriftenreihe der Polizei-Führungsakademie”. Research reports are regularly published in the Bundeskriminalamt’s „Forschungsreihe“. There are numerous publications associated to the aforementioned institutions that also inform about police related research and science. Furthermore, a few editors have specialized in police research. Students do not get a Master degree at the Police College until now, but it is intended to develop the PSA into a Police University. At the moment, the graduation of the Police Col-lege is not accepted as an academic degree.

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GREECE

The Police Officer School has the status of a university. There is no special institute or de-partment for research and science at the Police Academy. Scientific activities are largely lim-ited to issues of improving the educational programs and teaching methods at the police schools, and the organization of scientific conferences on these subjects. There is no special training in scientific research methods. Outside the Police Academy there are “research departments” for specific cases, for instance criminal investigation division. Results of their research are presented to the students. In the academic field there are some faculties, such as the Law School and the Social and Po-litical Studies University, where police research is being dealt with. Co-operation mainly concerns training. There is no scientific publication, but a monthly police review magazine, where scientific articles on criminology etc. are published. Since the Police School for Officers (within the Greek Police Academy) has the status of a university, students get an academic degree that is recognised by all relevant universities.

HUNGARY

In the Police Academy there is the „Police College Law Enforcement Managers’ Advanced Training and Research Institute“, with a „Department of Research Organising“. Besides ad-vanced training the institute is responsible for coordination and documentation of research and its results (especially the coordination of the Scientific Council of the Ministry of Interior and the work of other law enforcement research institutions). In the “Department of Re-search Organising”, 5 researches conduct their own research projects besides other tasks. Results are used in training and given to policy makers. The main spheres of research are: management theory, law enforcement managers’ training, advanced training, human re-source management, history of law enforcement, sociological examinations, opinion poll and mass media analysis. There are limited resources for research, the department is mainly fi-nanced by project work (projects on a national level, participation in international research networks e.g. EU-projects). Outside the police organisation there is the “National Institute of Criminology” (OKRI), su-pervised and financed by the Attorney General of the Republic of Hungary, with 24 re-searchers. Research is done on a broad range of forensic topics, initiatives in crime preven-tion, and law enforcement. Furthermore, there is the “Headquarters of the Hungarian Border Guards”, Department of Training and Methodology. Research focuses on issues of training and advanced training as well as on the present and future operation of the border guards and questions of EU-integration. At the “Association of Law Enforcement Researchers” 12 researchers carry out research (part time) on democratic aspects of law enforcement, take part in education and training, organize publications, etc.. There are nine universities of law in Hungary, all of them have a criminology department and they conduct research in criminology. There are three universities of law where police officers with academic ambition study and receive their academic degree (Budapest, Pécs, Miskolc). Publications: “Booklets on Law Enforcement” have been published for 4 years, 50 booklets every year. (Teachers from the Police Academy publish their work in this series.). Further-more there are two periodicals on criminological issues, and a review published by the Home Office. Currently it is not possible to get an academic degree at the Police College and universities do not accept the college’s final exams. But in the near future, a Masters Study will be initi-ated and in 2006, the college will have a PhD training.

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IRELAND

The decision to establish a research and science function in the Police College was taken in 1993. The “Garda Research Unit”28 is made up of police officers and civilian staff. Civil re-searchers are recruited taking account of their academic qualifications and personal experi-ence. The unit carries out research relevant to policing in Ireland, crime and criminology, and Garda management and development. The unit also provides support for and encour-ages cooperation in research activities with other organisations and individuals. The unit provides an information service within the Garda Síochána College coordinating and dis-seminating research findings. Research findings are fed directly into the policy development process. There are 7 people working in this unit. Police research outside the Police College but within the police organisation is limited (occasional short-term projects, research on road traffic safety etc.). Outside the police, there is no specific institute for police research and science. However, several universities and institutes carry out occasional pieces of police research (Institute of Criminology, University College Dublin; Centre for Criminal Justice, University of Limerick). Police research at these institutions depends mainly on commissioned work and student the-ses, there is no formal police research programme. The Garda Síochána publishes a police management journal four times per year, it reports on research results from time to time. There is no systematic and permanent cooperation with other research institutions. How-ever, the Unit welcomes opportunities to work in cooperation with outside researchers, and has good relations with other Irish researchers in the field. Students at the Garda Síochána College can get a National Diploma in Police Studies and or a Bachelor of Arts in Police Management. The diploma and degree are recognised in their own right and can earn credits for purposes of gaining further academic qualifications else-where, at universities and other educational institutions.

28 The Research Unit is formally situated at the Garda Headquarters, but is not an integral part of the Police College.

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ITALY

Italy has five national police forces: Polizia di Stato, Arma dei Carabinieri, Guardia di Fi-nanza, Polizia Penitenziaria, Corpo Forestale dello Stato. The Multi-Agency Police Acad-emy (“Scuola di Perfezionamento per le Forze di Polizia”) is an institution that offers ad-vanced training for senior officers from different police forces focussing on the coordination between the various police forces. In the Academy senior police officers who have already been trained in the respective schools of the above mentioned five police forces, receive advanced training in security matters including particularly the fight against transnational crime. The „Courses, Research and Study Service“ is a unit within the Multi-Agency Police Acad-emy that deals with all scientific and research matters and comprises 7 senior police officers (coming from the five Police Forces). Outside the Multi-Agency Police Academy, the Polizia di Statio maintains a “Studies Division of the Advanced Institute for Police Studies”. Their main research fields are managerial techniques and management of human resources on the one hand, working out of didactic programmes for the courses and evaluation of the results on the other hand. The unit consists of seven police senior officers with a degree in law and one interpreter. There are some further research units within the Polizia di Stato, e.g. the Traffic Police Training Centre in Cesena, the Violent Crimes Analysis Unit at the Central Directorate of the Criminal Police and the Unit for the Study of Trafficking in Stolen Vehicles. Within Arma dei Carabinieri Officers’ School, there is the “Institute for profes-sional and military-legal Studies”. Staff consists of 10 senior police officers. The focus of research again is on working out of didactic programmes and evaluation. Furthermore, there is a Science and Research Unit in the Carabinieri Department for Scientific Investiga-tions which is a technical-operative institution. There are some other research units in the Guardia di Finanza and the Polizia Penitenziaria (for instance the Advanced Institute for Penitentiary Studies). There is one publication within the Multi-Agency Police Academy, a quarterly magazine on research topics, with particular reference to issues of national and European coordination. Considering academic degrees, the setting up of a Masters Study has been planned. At the Arma dei Carabinieri Officers’ School the cadets achieve a university degree in Law and Security Science, and the examinations in the school are useful to obtain degrees at external institutes and universities. At the Guardia di Finanza Officers’ School cadets achieve a uni-versity degree in Law and Financial Economic Security Science, and again the examinations are useful to obtain degrees at universities. Regarding the Polizia di Stato and the Polizia Penitenziaria a Masters Study has been planned.

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LATVIA

There is a legal basis for research and science in the Police Academy and there is a science and research department. The Police Academy is a university type higher school. There are three colleges at the Police Academy: police college, border guard college and penitentiary college. All these branches have research and scientific work. The staff of the department of science and research comprises 4 academics. The department is well integrated in the acad-emy work as well as in police work. The main fields of research are: criminalistics, theory of criminal investigation, criminal law, police law. There is no permanent cooperation with research institutes outside the police organisation, and there is no other research institute specialised in police research in Latvia. There are a few individual researchers though. There is a journal Administrative and Criminal Justice, 4 times a year. Students at the Police Academy can get a Master degree. Until 1999 it was possible to get a PhD degree at the Academy, currently there are attempts to reinstall it. (Obviously there were some doubts about the academic significance of the work done at the Police Academy from the side of the university.)

LITHUANIA

Law University of Lithuania (former Police Academy) is composed of five faculties, two of them provide police training. Police training is included into the general university pro-gramme. There is a Research Centre of the Law University of Lithuania. This Research Cen-tre with 4 employees has been established for the coordination and support of research ac-tivities within the university. There are approximately 40 researchers (at 17 departments) working on topics related to police and security. The main research fields of the university are: legal development and changing police status in the context of Lithuania’s integration into Europe, tendencies of criminality and strategies of crime prevention, international norms of police ethics, optimizing of law enforcement, police officers’ lifestyle, interrelation between the police and private security agencies, police responsibilities in crime control and crime prevention and many others. There is also exter-nal funding (EU projects). In addition to the activities of the Law University of Lithuania police related research is con-ducted at the “Centre on Crime Prevention” in Lithuania, an NGO that develops and imple-ments crime prevention projects, financed by the Open Society Foundation (Soros Founda-tion). There seems to be no cooperation between the Law University and other research institu-tions as far as police related research is concerned. It is possible to get all academic degrees at the Law University of Lithuania (Bachelor, Mas-ter, PhD).

LUXEMBOURG

There is no police research neither within the Police or the Police Academy/College nor out-side the Police. Consequently, there is no cooperation between the Police Academy and other research institutions or departments. There are no publications. There is no information on any research activity at the university level. There is no possibility to get an academic degree at the Police Academy/College.

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MALTA There is no legal basis for scientific activities at the Police Academy, and there is no institu-tionalized research on the police and policing within the police organisation. In the academic field there is an Institute for Forensic Studies at the University of Malta which conducts re-search on policing and law enforcement agencies. The Institute is responsible for teaching, but is also engaged in research and consults the government in Home Affairs and Justice related matters. Research priorities include policing and corrections. The staff consists of two researchers (PhD). There are no specific publications and periodicals on police research and police science. However, there is a police magazine (published quarterly) which occasionally contains some scientific topics (“Il Pulizija”). There is regular cooperation between the Police Academy and the aforementioned university institute: Members of the institute are regularly invited to lecture at the Police Academy, and also are members of the Academy Board. The university institute also receives part of its finances from the Ministry of Justice and Home Affairs. It is not possible for students to get an academic degree at the Police Academy. NORWAY There is a legal basis for research and science and there is a special research department at the Police University College (PHS). At present, about 13 researchers work full time at the research department, all of them with an academic background (criminologists, psycholo-gists, sociologists, etc.). Researchers from the Police University College participate in the Norwegian Network of Police Research and in a similar Nordic Network of Police Research. The Research Department is also involved in the Norwegian Consortium for Research and Terrorism and International Crime. PHS researchers also take part in number of Police Re-search Networks on the international level. There are no other research units both in the po-lice organisation and outside. However, some police research is carried out by individual researchers at the Department of Criminology, University of Oslo. There are no periodicals but two series of research reports published by the Police College. Basic training for all police in Norway is a three year full time study. From June 2004 stu-dents receive a Bachelor degree which is accepted at the universities. At present there is no special training for research and science at the Police College, but will be included in a two year Master programme in Police Science starting in January 2006.

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POLAND

There is no specific research department at the Police Academy in Szczytno. However re-search work at the Academy is mostly performed by 4 specialised organisational units which run research activities connected to their statutory training activities. The units are: Institute of Prevention, Institute of Criminal Service, Institute of Education and Improvement for Po-lice Management Personnel, Institute of Law and Social Sciences. The curriculum at the Po-lice Academy does not vary essentially from the curricula at the faculties of law and admini-stration at other universities and colleges. There are courses on police related disciplines, criminology, crime detection, etc. - In addition to standard academic courses such as legal sciences, philosophy, sociology and foreign languages, the Police Academy also runs occupa-tion related courses (fighting organised crime, theory of operational work, tactics of preven-tion, police team work.) Outside the Police Academy there are no other units within the police organisation which run research projects (until 2002 research activities were also carried out by the Central Criminal Laboratory and the Regional Criminal Laboratory Wroclaw). Outside the police organisation there are many institutions combining research and education (universities?). There is some cooperation for specific projects between the police and those institutes. The Police Academy publishes two magazines that also contain information on scientific and research activities. Occasionally the articles are published in Central Police Headquarters’ “Police Gazette”. Outside the police organisation there are many magazines related to sci-ence and research. Students at the Police Academy get the title “certified officer” which enables them to con-tinue a Masters Study at university (at the faculties of law and administration, political sci-ences or other faculties at selected universities).

PORTUGAL29

There is a Social Sciences Department at the Police Academy. The research unit which is part of the Social Sciences Department consists of two researches (sociologist, psychologist) plus a variable number of university trainees in Sociology and Psychology. Research mainly fo-cuses on crime patterns and trends in Portugal and Europe, on offenders’ and crime victims’ profiles, an on criminal investigators’ profiles. There is systematic and permanent coopera-tion with “APAV”, an institute which focuses on crime surveys, crime prevention and crime victims, and with an institute at the University of Minho (a project working on a Portuguese arsonists’ profile). Furthermore there is the “ISCPSI” (Instituto Superior de Ciências Policias e Seguranca Interna) and the “CEJ” (Centro de Estudos Judiciários). They conduct research on public security and crime prevention (ISCPSI and CEJ) and on the judicial system (CAJ). Research findings are analysed and discussed in police training. There is cooperation between the Academy and the universities: University trainees regu-larly participate in research projects that are carried out at the academy. There is a publication by the Police Academy: “Polícia e Justica”. Students do not receive an academic degree from the college. They already have a university degree when applying for the Police College. (Policia Judiciaria only!)

29 The Portuguese National Correspondent represents the Policia Judiciaria, one of three police forces in Portu-gal. Information is based on his answers.

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SLOVAKIA

At the Police Academy there is the Department of Science and Foreign Relations. Scientific and research tasks are defined according to the Police Academies’ own priorities or assigned by the Ministry of Interior Affairs. The department comprises 6 employees (academics). Training at the Police College is fully comparable to other universities. Students gain elemen-tary knowledge of how to do scientific work. There is no other unit or department specialised in police research within or outside the po-lice force. The Academy publishes a periodical journal “Police Theory and Practice” (since 1993). There are no other publications on police related research. There is no cooperation between the Academy and other research institutes on the national level. Students of the Academy can get academic degrees (Bachelor, Master and PhD) from the college. The degrees are accepted by all universities.

SLOVENIA

The Police College, established in 2000, is still in the phase of development. It is recognised as a part of the Higher Schools Network. The curriculum includes courses on the basics of scientific research and statistics. One of the aims for the future is to establish a research unit of its own. At present, there is no special department for science and research at the acad-emy. There is a unit for analytical and research work within the Criminal Police Directorate, dealing with analysis and research in the field of criminal investigation. The staff comprises 8 police officers (academics). Outside the police organisation there is the Faculty for Criminal Investigation with 14 researchers, now included in the University of Maribor (former College of Police and Security studies, and former affiliated member of the university of Ljubljana). The Defence Research Centre (DRC) is part of the Institute of Social Sciences at the Univer-sity of Ljubljana. It is a scientific research institution studying security, peace and the mili-tary as social phenomena in the contemporary world. The Institute for Criminology operates within the Faculty of Law (University of Ljubljana). It publishes the journal “Criminology”, co-financed by the Ministry of the Interior. The Slovenian Police publish a monthly journal ”Security” that occasionally also informs on research projects. Cooperation between the Police Academy and other (academic) research institutes is forged for specific research projects and contracts. Students receive a diploma that is granted by the Ministry of Education. Graduates can con-tinue their studies at other colleges or at university. (In 2003 there were 520 police officers studying at different faculties in undergraduate programmes, and 50 police officers studying for a Master or PhD).

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SPAIN

There are two State Police Institutions depending both on the Ministry of Interior: The Guarda Civil (which is an armed institution of military nature) and the National Police Force (an armed institution of civil nature, mainly operating in the urban areas of the country).30 There is a legal basis for police science and research in the Guardia Civil. The training in-cludes a theoretical module on scientific research. In the case of the Guardia Civil there is no special department or unit for scientific research at the Police Academy. The most institution-alized form of research is performed at the “University Institute of Internal Security” (IUISI), based on a special agreement between the University and the Guardia Civil, and financed half by the university and the Guardia Civil. The research staff comprises three persons (aca-demics). Furthermore, students at the Police Academy do some research, guided by their trainers or by university professors. This basic level of research is not linked to a specific de-partment or institution. There is a special cabinet at the Guardia Civil, which is called the “analysis and prospect of-fice”. The cabinet conducts research in the field of criminology in the case of demand from the side of the General Direction of the Guardia Civil. Considering the National Police, there is a “National Security Institute”, which is located in their Academy. The staff comprises 10 researchers, and there is cooperation with the univer-sities for certain projects. Research publications are delivered in various ways: The above mentioned University Insti-tute (IUISI) publishes two books a year, and some publications are delivered by the Ministry for Home Affairs. Furthermore, the Guardia Civil publishes a magazine that disseminates research work and best practice. In the National Police, there is a scientific journal called the “Police Science Magazine”. Both police forces maintain cooperation with specific universities (based on memoranda of understanding). Students stay at the Guardia Civil academy for 5 years, the study ends with an academic de-gree that is recognised by the educational system and allows to attend a Master Study (two Master Studies at law universities in Spain focus on internal security). In the National Police students receive a first degree after three years at a university, then spend two more years at the Police Academy in Avila and finally are promoted to officers. There is no special training in scientific research at the National Police.

30 The information used in this description was given by a National Correspondent from the Guardia Civil.

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SWEDEN

In Sweden, there are numerous institutions, departments and the like, where research is car-ried out that is more or less closely related to the police work. There is no special institute or department for research and science at the Police Academy. However, there is a chair in po-lice science. The present holder, a criminologist, gives some lectures in the Police Program (at the Police Academy), and also does conducts research on criminological topics. And there is another part time professor doing research, financed by the Police Academy. Students are not trained in research techniques and methodology at the academy, but are expected to develop an ability to seek and evaluate knowledge on a scientific level. There are some research units within Swedish police authorities. The most significant is the Swedish National Forensic Laboratory. The laboratory carries out all sorts of forensic investi-gation and research in related areas, and trains all forensic specialists in the police force. The staff comprises 160 researchers with various academic backgrounds. The laboratory is part of the National Police Board, though with a rather independent position. It maintains excessive contacts with other institutions in similar fields, both on the national and international level. Outside the police organisation there is the Council for Crime Prevention. The main compe-tence of the council is to promote crime prevention work, to develop concepts and to supply the government and the authorities with information, and to evaluate measures etc. - The number of employees amounts to 60 (25 researchers and 5 statisticians). They are financed entirely by the state. Furthermore, there is the Swedish National Road and Transport Insti-tute, a multi-disciplinary research institute competent in all fields related to roads, traffic, and transport. The staff comprises 180 employees (103 researchers). Considering the universities, there are numerous departments of criminology. Neither the Police Academy nor the Swedish police publish a scientific periodical. However, the Forensic Laboratory edits a quarterly (“Kriminalteknik”) devoted to forensic matters. The Council for Crime Prevention publishes a periodical on crime prevention matters. The journal Nordic Road and Transport Research published by the Swedish National Road and Transport Institute informs about news from research. The journals mentioned above cannot be classi-fied as entirely scientific. Cooperation with the academic field (universities) is mainly connected to training since the Police Academy is not involved in research activities, and since police related research is not carried out by the universities in the first place. It is not possible to get an academic degree at the Police Academy. Some universities and colleges in Sweden accept parts of the study at the Police Academy. (In the Advanced Lead-ership Management Program for top leaders substantial parts of the curriculum consist of university studies in various subjects).

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THE NETHERLANDS

Only recently a legal basis for research and science at the Police Academy has been intro-duced, and there is a research group at the Netherlands Police Academy. Main lines in re-search are: police leadership, crime analysis, public order management, and community po-licing. The research group consists of 12 social scientists with no police background (except for one). The research group cooperates permanently with researchers from the universities. There are many other police research units in the Netherlands, for instance at the Depart-ment of Justice (WODC). More than ten universities are regularly involved in doing police research. The main players in this field are: the Free University of Amsterdam, the University of Leiden and the University of Twente. Cooperation between the Police Academy and the universities mainly concerns research activities. Academic education and advanced profes-sional training in the police organization follow different institutional patterns, with certain possibilities of mutual exchange. Furthermore, there are at least 10 private organisations and several semi-governmental or-ganisations that carry out police research. The Police Academy publishes a “Journal of Safety and Safety Service” (founded in 2002). There are two other journals that mainly deal with judicial and criminological topics. Students can get a kind of Bachelor or Master degree that is not recognised by universities but only within the police. It is not an academic degree.

UNITED KINGDOM

There is no special research department at the Police Academy but the Police Academy main-tains a broad range of contacts and co-operations with academic institutions where research is carried out. Furthermore a substantial amount of police related research is carried out and coordinated by the Home Office Research Department. The Police Scientific Development Branch is a core part of the Crime Reduction and Community Safety Group of the Home Of-fice. The Research Development and Statistics Directorate is an integral part of the Home Office. The Crime and Policing Group (C&PG) is part of the Research, Development and Sta-tistics Directorate of the Home Office. The C&PG is divided into 4 main research pro-grammes that focus on: Improving Police Effectiveness; What Works in Reducing Crime; Measuring Crime; Analysing Crime. The staff of the C&PG comprises over 100 researchers, the majority based at the Home Office Headquarters in London. A satellite office of the C&PG is within the national Centre for Police Excellence at Bramshill (3 full-time research-ers). C&PG staff are drawn from a wide range of both academic and practitioner back-grounds. C&PG routinely work with other organisations and academic institutions in the UK and elsewhere. Cooperation between the Police Academy and the universities mainly relates to issues of training, and not so much to research projects, since the Police Academy is not primarily engaged in research activities. The are numerous publications on police research mostly organised through the Home Office on a broad range of topics. It is not possible to get an academic degree at the College, but through several academic partners (universities) various diplomas and certificates can be obtained.

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303

DECISION The Governing Board approved the document on the publication of

valuable contributions to Police Research & Science Conferences in a CEPOL booklet. The content of this publication will be available on the CEPOL web site.

30/2005/GB

PUBLICATION OF BOOKLET (RESEARCH CONFERENCES)


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CEPOL EUROPEAN POLICE SCIENCE AND RESEARCH CONFERENCES 2003 – 2005

PUBLICATION OF VALUABLE CONTRIBUTIONS IN A CEPOL BOOK(LET)

‐ PROPOSAL ‐

CEPOL has organised the “European Police Science and Research Conference” on a yearly basis since 2003. The conferences were organised in 2003 in Solna /Sweden, in 2004 in Prague / Czech Republic and in 2005 in Lisbon / Portugal. Papers which were presented during these conferences are partly collected on CDs which were distributed to participants of the individual conferences. But they are not published on the CEPOL Homepage or in a brochure/booklet so that everybody can get access to them. Not all contributions are worth to be published. But several papers have high scientific quality. They should be collected and published in systematic and professional way so that interested police officers, researchers, trainers, students etc. can read, study and cite them. A publication with the most valuable contributions to the R&S conferences 2003‐2005 as a CEPOL booklet and on CEPOL‐Homepage would be an impressive evidence for the activities of CEPOL in the field of police research and science. In a first step the existing raw materials have to be looked through in order to make a selection of those papers which should be taken over for the publication. In a next step it would be necessary to get in contact with the authors asking them for their permission to publish their papers and to adapt their contributions to the current situation and the standards for the publication (e.g. footnotes, references). Then all papers have to be edited in order to design them along the same lines (standards) and have to be made ready for publication. All these works are time‐consuming. They can’t be done in addition to different other works by persons working for CEPOL at the moment.

305

A first review of the existing raw materials shows that one expert for scientific publications would need 4‐5 months for the editing works. A senior researcher of the Institute for the Sociology of Law and Criminology in Vienna would be willing and able to take over this work in close co‐operation with me – I should be responsible for the contacts and correspondence with the authors – within this year so that the book(let) could be published in spring 2006 (during the Austrian presidency). According to a rough cost‐calculation the costs for checking and selecting the raw materials, editing and revising the texts, formatting, writing an introduction and foreword, structuring of the papers, and making the book(let) ready for publishing would be about € 15.000; 5 month x € 3000 for one researcher or 3 months x € 5000 for one senior researcher and one junior researcher.

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28/2005/GB

RESULTS OF A QUESTIONNAIRE REGARDING ‘EXCHANGE PROGRAMMES’

DISTRIBUTED TO THE MEMBERS OF THE POLICE COOPERATION WORKING GROUP (PCWG)


DECISION The Commission presented the results of a questionnaire sent to all

Member States through the PCWG. 19 member states replied, showing a great variety of patterns applied for the Exchange of Officers. The greatest difficulties identified were either technical (in particular the language barrier) or financial. It is proposed that projects be presented to the Commission before 6 January 2006, on the topic of Exchange of Officers. If these are supported by 13 member states the project may receive the maximum financing of 99%.

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37/2005/GB

‘SENIOR OR SENIOR’


DECISION A paper entitled “Senior or Senior? Attention for Chief Executives in Europe

within the context of Cepol” was submitted to the CEPOL Strategic Committee. During the last CEPOL Annual Programme Committee this paper was considered and commented upon. The Committee underlined the quality of the document, which provides a good description of a potential new area of work for CEPOL. The Committee agreed to forward the paper to the Governing Board. The Board agreed on the proposal and tasked the newly seconded officer to the Secretariat with this mission.

308

SENIOR OR SENIOR? ATTENTION FOR CHIEF EXECUTIVES IN EUROPE WITHIN THE CONTEXT OF CEPOL.

A paper entitled “Senior or Senior? Attention for Chief Executives in Europe within the context of Cepol” was submitted to the CEPOL Strategic Committee at their meeting on 6 April 2005. The Committee noted the paper which was then submitted to the ECPTF for their information and views. The paper was noted by the ECPTF without further action. During the last CEPOL Annual Programme Committee, held on 22 June at Lognes/Paris, this paper was considered and commented upon. The Committee underlined the quality of the document, which provides a good description of a potential new area of work for CEPOL. After detailed discussion, it was decided, unanimously, to support the philosophy of the paper although members thought that proposals contained within it could be refined and the timescale effectively shortened. The Committee agreed to forward the paper to the Governing Board with the present note to outline the Committee’s position. Consequently, the Committee recommends to the Board that the following actions, presented in phases, be adopted: 1. A review of the numbers/composition of Chief Executive Officers in the 25 countries, be carried out. This can be done through a questionnaire sent to all EU Member States. 2. In the same questionnaire, a section be dedicated to establishing an inventory of training actions designed for the Chief Executive Officers (C.E.O.s) at a national and European level. 3. Following the results of the questionnaire a Training Needs Analysis be conducted, indicating whether, according to the EU Member States, there is a need to promote further training activities for C.E.O.s. 4. If the answer is yes concrete recommendations, indicating how Cepol can provide learning opportunities for C.E.O.s in Europe, will be put forward. These recommendations will take on board ideas and suggestions from the Commission, the Council, Europol, the ECPTF as well as the experience acquired during TOPSPOC and the European Bus Tour courses. 5. Finally, these concrete recommendations will be cost and a budget proposal prepared for consideration by the APC. The Committee agreed that much of this work should be carried out by one of the officers attached to the Secretariat. Assistance with the research element and the

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training needs analysis would be requested from the Training and Research Committee and any budgetary consequences reported back to the Annual Programme Committee. This would help to limit the expenses incurred by such an initiative and provide the necessary Secretariat support.

Annex 1 Senior or Senior?

Attention for Chief Executives in Europe within the context of CEPOL

A partial answer to the challenges of the “the Hague Programme”

The Hague Programme In November 2004 the EU Member States adopted the ‘Hague Programme’, which aims to strengthen Freedom, Security and Justice in the European Union. In annex 1, section 2.3 of this ambitious programme, it states that: “Strengthening police co‐operation requires focused attention on mutual trust. In an enlarged European Union, an explicit effort should be made to improve the understanding of the working of Member Statesʹ legal systems and organisations”. “The Council and the Member States should develop by the end of 2005 in co‐operation with the European Police College (CEPOL) standards and modules for training courses for national police officers with regard to practical aspects of EU law enforcement co‐operation. The Commission is invited to develop, in close co‐operation with CEPOL and by the end of 2005, systematic exchange programmes for police authorities aimed at achieving better understanding of the working of Member Statesʹ legal systems and organisations”. Building on trust and exchange To strengthen mutual trust and gain a better understanding of each other’s systems, the instrument par excellence is encounter and focused exchange. Often, these encounters occur during the various EU meetings or working groups. Meetings which rarely foster more in‐depth contact due to the pressure of time and national interests. Within Europe there is therefore little opportunity to get to know each other better in a less formal way, to learn to understand each other’s differences and seek joint solutions to European strategic challenges in an appropriate setting. Training and development are an important means of creating the desired setting and facilitating the process. To really interact with each other, to exchange information and experience with each other and continue on the path to ‘lifelong European learning’. At every level of the police organisation. It is hardly surprising, therefore, that the Hague Programme stresses the importance of co‐operation with the European Police College (CEPOL).

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A number of directors of national training institutes from the CEPOL Governing Board decided that the time was right to respond to the challenges raised in the Hague Programme by paying extra attention to a special segment within the CEPOL target group, namely Chief Executives. This group is responsible for all decision making relating to the exchange of senior officers within the context of CEPOL. Our success depends partly on them. Question The following question is therefore at the heart of this discussion paper: “How can CEPOL systematically support Chief Executives execute their role in terms of meeting, exchanging experiences and ‘lifelong European learning’ within the police services of Europe”. Senior officers This question requires further explanation. When CEPOL first saw the light of day in 1999 in Tampere (Finland), its was given the task of training senior police officers. The term ‘senior officers’ was not defined in any more detail. When do you actually become a senior police officer? When you are a Chief Executive Officer or Chief Officer or even before this? Apparently, different countries provide different answers to this question and it is difficult to find any uniformity due to the differences in ranking systems. Let’s take a look at who the CEPOL courses currently attract. It can be said that CEPOL is very successful in reaching the middle and highest sector of the senior officers’ level via its courses. Unfortunately however, we must observe that only a limited number of people from the Chief Officers or Chief Executive level1 participate. This group is reached – in limited numbers – by the CEPOL Top Senior Police Officers Course (TOPSPOC) and the European bus tour organised at the request of the European Chiefs of Police Task Force. What are the possible causes of this limited reach?

View of learning The question that must be asked is whether ‘courses’ are the appropriate form of learning for the Chief Executive level when it comes to encounter, exchange and lifelong learning. Does this level – partly considering the often overfull agendas ‐ not call for a more individually and collectively tailored approach? Which strategic questions at the European level does this specific group wish to work on together in an appropriate form?

1 To avoid confusion regarding terminology, the British terms are used in this context. A distinction is made here between the junior level (constable – inspector level), the senior officers level (Chief Inspector, (Chief) Superintendent) and the Chief Officers level (Assistant/Deputy)Chief Constable and police commissioner/commander (in London’s Metropolitan Police).

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Language In the experience of the organising countries, the shortage of English speaking Chief Executive officers is a significant obstacle. The current Chief Executive level has not automatically learned the ‘course language’ English used by CEPOL. This hampers participation in CEPOL courses.

Culture But doesn’t a cultural problem also play a role in many police services? The dominant idea that Chief Executive leaders have nothing more to learn. After all, they must radiate a sense that they know ‘it’, are able to determine the direction and point the way. If they show that they are still ‘learning’, do they not then unwillingly radiate a sense that they are ‘seeking’ something, thereby running the risk of being labelled ‘weak’ leaders? Positive CEPOL experience Recently, a number of activities have shown that CEPOL can also make an important contribution in terms of learning and encounter for the Chief Executive police level in Europe. We are thinking here specifically of the previously mentioned Top Senior Police Officers Course (TOPSPOC) and the European bus tour, which was organised more recently at the request of the European Chiefs of Police Task Force (ECPTF). The lessons that can be learned from this CEPOL experience confirm what was stated earlier in this memorandum, namely that the (informal) function of meeting is a crucial condition for strengthening mutual trust. Not only generating knowledge about each other’s (legal and police) systems, but also insight into and an understanding of the various cultural differences and similarities are of vital importance here. Lifelong learning Is this question not also relevant within the context of the challenge facing many European training institutes, namely how do you ensure that the Chief Executive level also continues learning for life (about Europe)? What does this mean? The importance of top senior police officers not only getting good basic training, in‐service and/or leadership training, but also being challenged whilst performing their arduous leadership duties to remain intellectually and mentally fit. Not only in the field of new forms of criminality, organisational change and personal leadership, but also, and more importantly, with respect to new international partnerships and European decision making and the effect of this on international police co‐operation. Why is this important? Not only has the right to use force when performing their duties is a unique element of police worked. Another reason is to be found in the position the police occupy in society. Police officers, at every level of the

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organisation, form a crucial link in the operation of a democratic and safe constitutional state. This not only calls for a high degree of professionalism and high moral standards if the police is to retain the confidence of both its network partners and the public and, in this way, constantly ‘earn and confirm’ its legitimacy. It also calls for a lot of knowledge on social patterns, intervention methods and communication skills at both the individual and collective level. After all, working in a frontline organisation demands alertness and keen intervention at all levels. Just losing that edge can mean death, both literally and figuratively. Not only during violent or dangerous incidents, but also within the often complex international and national administrative and political context. A context that is changing all the time. That is becoming increasingly complex. Information is everywhere and in abundant supply. Borders are blurring and not only for criminals. New forms of criminality are appearing. Organisations no longer just have a local, regional or national dimension, but increasingly also an international one, and these international challenges can no longer be ignored. These permanent challenges in an increasingly complex environment call for a different breed of police officer. Steered by open‐minded, flexible police leaders who are able to view an issue in its several dimensions. Only in this way is it possible to discover reality in all its facets. Necessary to support them in acquiring a richer intervention repertoire and a wide range of options when taking action. This means they must be armed with both national and European ‘state of art knowledge and skills’. In short, professionals who see remaining keen and fit as an essential aspect of their professionalism. Who want to continue with lifelong (European) learning to achieve this and are open to encounter and exchange with others. Proposal For fleshing out this question in more detail, the following proposal is made: 1) Appoint a ‘special reporter’ to the CEPOL Governing Board, who is given the following assignment: Present the CEPOL Governing Board with a feasibility study before the summer of 2006, containing:

A. An up‐to‐date overview of the size/composition of the sector Chief Executive officers in the 25 Member States of the European Union. To demarcate this term, use the definitions and views of national authorities in the various Member States.

B. In the study, report on the state of affairs regarding how, within the Member States, this specific group of Chief Executives are currently served nationally and at the European level in terms of meeting, exchanging experiences and (further) developing in a European sense. Use should also be made of the

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results of the various CEPOL working groups which are already active under the Training and Research Committee.

C. Produce concrete recommendations, on the basis of the above and the assignment from the Hague Programme, complete with examples of how CEPOL can provide the meeting, exchange of experiences and ‘lifelong European learning’ opportunities for Chief Executives within Europe. Also state specifically what the possible added value of this European dimension is and which national initiatives in this area can be included as valuable best practices.

D. Incorporate into this study and recommendations the ideas and views on the matter held within the Commission, the council secretariat, Europol and the European Chiefs of Police Task Force (ECPtf) and the experience that has been acquired with the relevant courses recently organised by CEPOL (such as TOPSPOC and the European bus tour).

E. Give an indication of the financial burden on the future CEPOL budget if the needs of this special target group were to be met.

2) Make available a sum of …… within the CEPOL 2005 and 2006 budget to fund work and to support the Special Rapporteur (see attached budget). In addition, it is recommended that the willingness of Member States to support this special initiative, in whatever way, should be looked into.

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10/2005/GB

SURVEY ON EUROPEAN POLICE EDUCATION


DECISION The Governing Board agreed on the proposal of the Chair of the

T&RC and decided to: Continue with the work on the quantitative part of the project done by Portugal. Restart the qualitative part of the project by using a revised questionnaire which should be based on a holistic approach and clear concept, keeping in mind the purpose of the project; Link the results of the quantitative and qualitative part of the project; Develop special activities to obtain acceptance, participation and commitment of all member states. The Board agreed on the proposal concerning the planning, preparing and organising of an expert meeting where 20‐25 experts from 10‐15 Countries will be convened.

DECISIONS OF THE GOVERNING BOARD OF EUROPEAN POLICE ... · 38/2005/GB OFFICIAL OPENING OF THE NEW...

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