Eurojust's multi-annual strategic plan : 2012-2014.
Date: 2011-01-27
Institutions: European Union Agency for Criminal Justice Cooperation
Subjects: Eurojust, fight against crime, judicial cooperation

Eurojust’s Multi-annual 
Strategic Plan
2012 -2014

k
r
o
w

l
a
n
o
i
t
a
r
e
p
O

e
s
i
t
r
e
p
x
e
f
o
e
r
t
n
e
C

s
r
e
n
t
r
a
P

s
t
n
e
m
p
o
e
v
e
d

l

l
a
n
o
i
t
a
s
i
n
a
g
r
O

 
 
 
 
Introduction

Eurojust is entering a crucial phase of development as it approaches 
the end of its first decade. We face new challenges in our core busi-
ness of supporting and strengthening cross-border investigations and 
prosecutions  in  the  European  Union.  The  Lisbon  Treaty  has  created 
a  new  legal  landscape  with  the  possibilities  of  regulations  on  Euro-
just  and  the  creation  of  a  European  Public  Prosecutor’s  Office  from 
Eurojust;  the  revised  Eurojust  Decision  has  given  a  central  place  to 
strengthening  our  casework  capacities.    We  must  plan  for  increased 
co-operation with third States and higher expectations from Member 
States. In order to continue to provide a high-quality service, Eurojust 
must also develop its organisational structure and dynamics. 

This Multi-annual Strategic Plan 2012-2014 (MASP) sets out the direc-
tion Eurojust will take in light of these challenges. The MASP identi-
fies  four  strategic  goals:  improving  operational  work,  becoming  the 
centre for effective judicial action against cross-border crime, improv-
ing relationships with key partners, and securing further efficiency in 
working methods. Our strategic goals will be achieved over the next 
three years by implementing multi-annual strategic objectives. These 
strategic objectives will be further detailed each year in Eurojust’s an-
nual Work Programmes.

This MASP also supports key elements in the planning process, such as 
the Staff Policy Plan (SPP), Establishment Plan (EP) and Draft Budget 
(DB) for 2012 and later years.   Implementation of the strategic objec-
tives will be monitored via the performance management and report-
ing mechanisms established in the annual Work Programmes. Annual 
Key Performance Indicators (KPIs) will be used for this purpose. An-
nual Activity Reports will record progress in implementation.

The College of Eurojust, January 2010



Mission, Vision & Guiding Principles

Our Mission

Eurojust’s mission is to support and strengthen co-ordination and co-
operation  between  national  authorities  in  the  fight  against  serious 
cross-border crime affecting the European Union. 

Our Vision

Eurojust’s vision is to be the key player and centre of expertise at a 
judicial level for effective action against organised cross-border crime 
in the European Union. 

Guiding Principles

The following principles guide Eurojust in its work:

We  base  our  future  on  building  mutual  trust  with  Member  States, 
EU bodies, international organisations and non-EU countries and on 
working with others to secure common goals. 

We strive for co-operation and co-ordination with the other agen-
cies  and  bodies  to  help  deliver  in  the  European  area  of  Freedom, 
Security and Justice.

We strive for the best operational results by providing high quality 
services that are responsive to stakeholder needs.

We collect best practices and spread our knowledge to national judi-
cial authorities and other partners, to contribute to the fight against 
serious crime. 

We promote the implementation and correct application of legal in-
struments  for  judicial  co-operation,  and  contribute  to  their  fur-
ther development.

We apply principles of sound governance, cost-effectiveness, ef-
ficiency, leadership and transparency building on professional-
ism and commitment of our staff and the best management of 
human resources.















Strategic Goals and Objectives 

Goal 1 - Operational work 
Eurojust will function as the European Union body for effec-
tive and efficient judicial co-operation and co-ordination in 
individual cases of serious cross-border crime

“Eurojust has both a special and independent place in the European Un-
ion and a wide range of working partners. We have already established 
good bases for co-operation, but there is clearly room for improvement. 
In helping provide an area of Freedom, Security and Justice for the citi-
zens  of  the  European  Union,  Eurojust’s  success  depends  on  trust  and 
exchange of information with our partners.” - Presidency of Eurojust

Strategic Objectives

1.1   Enhance the quality of judicial co-operation provided to 
national authorities; further develop trust and confidence in 
Member States so that more cases are referred to Eurojust for 
co-ordination

Key working areas:


Provide quality assistance by timely, satisfactory responses and 
high-quality facilitation of requests for the execution of mutual 
legal assistance (MLA) and mutual recognition instruments, 
including the European Arrest Warrant (EAW).
Facilitate effective judicial co-operation and co-ordination, by 
organising and hosting co-ordination meetings and providing 
follow-up support expeditiously.
Promote the use of Joint Investigation Teams (JITs) in appropriate 
cases of serious cross-border crime.





1.2   Consolidate the position of recognised key player in 
judicial co-operation

Key working areas:


Encourage the referral of serious cross-border cases for co- 
ordination from Member State authorities. 
Process the information from Member State authorities and give 
feedback on results obtained.





Strategic Goals and Objectives

1.2   ... continued 

Key working areas:


Support improvements in the exchange of information between 
Member State authorities.

1.3   Enhance the analysis and evaluation of cases at Eurojust

Key working areas:


Further develop the Eurojust Case Management System (CMS) to 
collect reliable and accurate information from the Member States 
regarding current cases of judicial co-operation at EU level.  

1.4   Enhance relations with EU counterparts on the level of 
operational work

Key working areas:


Develop co-operation in operational cases with EJN, Europol and  
OLAF. 

1.5   Develop the Eurojust National Coordination System (ENCS)

Key working areas:


Strengthen ties with national authorities by making full use of the 
system of National Correspondents and contact points in the Mem-
ber States.
Develop standards to facilitate structured, efficient and reliable 
information exchange.



Goal 2 - Centre of expertise 
Eurojust shall become a centre of expertise at judicial level 
for effective action against serious cross-border crime

“The College of Eurojust identified the need to become a centre of exper-
tise at judicial level. We will identify obstacles to the fight against cross-
border crime, develop solutions and contribute to their implementation.” 
- Presidency of Eurojust



Strategic Goals and Objectives

Strategic Objectives

2.1   Contribute to improving EU judicial co-operation in 
criminal matters

Key working areas:












Proactively deliver opinions and suggestions to EU decision  
makers and policymakers in the field of judicial co-operation in 
criminal matters.
Develop mechanisms to share lessons learnt and best practices  
in effective casework handling.
Enhance judicial analysis capacities to evaluate obstacles in judicial 
co-operation in criminal matters and enhance crime-type analy-
sis, by identifying trends in line with the Organised Crime Threat 
Assessment (OCTA) and EU Terrorism Situation and Trend Report 
(TE-SAT) priorities.
Regularly report identified obstacles and solutions in judicial co- 
operation to stakeholders.  
Further develop the format of strategic projects to identify obsta-
cles and possible solutions in judicial co-operation.
Align support capabilities with the strategic goals of the organisa-
tion by embedding casework evaluation and specialised analy-
sis software in the CMS to improve quality of information and to 
measure the added value of Eurojust’s operational support.

2.2   Strengthen Eurojust’s capacity as centre of expertise in 
Joint Investigation Teams (JITs)

Key working areas:


Actively promote the use of JITs through involvement with EU 
Commission financing.
Provide best practices based on case experience for the setting up 
and functioning of JITs.
Promote involvement of Eurojust in JITs.







Strategic Goals and Objectives

Goal 3 - Partners
Eurojust will reinforce its co-operation with key strategic 
partners to be an active player in future changes in an area 
of Freedom, Security and Justice

“Strong partnerships are the basis for progress in helping meet the needs 
of citizens for a safer, freer and more just Europe.” - Presidency of Eurojust

Strategic Objectives

3.1   Enhanced co-operation with partners in an area of Free-
dom, Security and Justice

Key working areas:


Reinforce strategic co-operation with EU agencies through the meet-
ings of Heads of JHA Agencies (Europol, CEPOL, OLAF and FRONTEX) 
and co-ordination of the positions/input provided to EU policymakers.
Build up operation-related relationship with other EU agencies (e.g. 
FRA) and bodies by concluding co-operation agreements or Memo-
randa of Understanding.



3.2  Enhanced co-operation and co-ordination with the EJN and 
other networks 

Key working areas:



Reinforce interaction and complementarities with the EJN.
Create suitable conditions for hosting network secretariats on Joint 
Investigation Teams and Genocide and Crimes against Humanity 
and a secretariat for the European Anti-Corruption Network, and 
ensure their co-ordination with Eurojust.
Facilitate the work of the Consultative Forum on Public Prosecution 
Policy.



3.3   Co-operate and enhance external relations with international 
organisations, bodies and third States in operational work

Key working areas:


Continue and improve co-operation in existing agreements with 
third States (Iceland, Norway, USA, Croatia, Switzerland) by post-
ing Eurojust liaison magistrates to selected third States, and facili-
tate the posting of liaison magistrates to Eurojust. 



Strategic Goals and Objectives

3.3   ... continued 

Key working areas:


Conclude operational agreements or Memoranda of Understanding 
with international organisations, bodies or third States (e.g. Rus-
sian Federation, Serbia, Israel, Cape Verde and Turkey).

Goal 4 - Organisational developments 
Eurojust shall grow as a modern and efficient EU organisation

“We must be prepared for the challenges ahead in developing organisa-
tional capacity. We will have to safeguard and develop a thorough plan-
ning  process  in  the  budgetary  cycle,  facilitate  the  strategic  discussions 
at the level of the College and ensure a clear monitoring and reporting 
cycle.” - Administrative Director of Eurojust

Strategic Objectives

4.1   Contribute to the developments related to the new EU 
legal framework

Key working areas:


Proactively provide contributions related to regulations on Euro-
just’s structure, operation, field of action and tasks under Article 
85 of the Treaty on the Functioning of the European Union (TFEU) 
and in light of the Stockholm Action Plan.  
Proactively provide contributions to the possible setting up of a Eu-
ropean Public Prosecutor from Eurojust under Article 86 TFEU and 
in light of the Stockholm Action Plan.



4.2   Reinforce Eurojust’s accountability arrangements

Key working areas:


Set specific, measurable, achievable, realistic and timely objectives 
during the planning cycle which can be monitored and reported on 
to ensure cost-effective and accountable use of EU funds.



   
Strategic Goals and Objectives

4.2   ... continued 

Key working areas:




Offer timely input to the Commission’s task force in their prepara-
tion of a new financial instrument anticipating the requirements of 
changes in Eurojust’s mid- and long-term financial planning.
Agree and enforce achievable service level agreements, creating 
a working environment with clear expectations of services to be 
rendered, which will in turn enhance accountability of internal and 
external service providers.

4.3   Professionalise and enhance the management of human 
resources while focusing on delivering high-quality and 
reliable services

Key working areas:


Develop and manage a competency model for Eurojust as common 
ground for all HR processes.
Continue the improvement of the recruitment process to source, 
select and retain talent.
Create a learning and training culture that encourages staff to take 
charge of their development. 
Complete HR policies and procedures to support HR processes and 
monitor adherence by staff.







4.4   Improve Eurojust’s organisational capacity

Key working areas:


Enhance the support of operational work by implementing the  
Organisational Structural Review to include the promotion of 
changes to the structure, culture, governance, performance, and 
risk management.
Enhance the support to National Desks in operational work.
Design and implement an integrated IT management system for 
administrative workflows and processes, e.g. in planning, budget 
and accounting as well as in human resources.




4.5   Assure new premises for Eurojust

Key working areas:


Follow up on programme for the new Eurojust premises.

10

Eurojust, Maanweg 174, 2516 AB The Hague, Netherlands
Phone:  +31  70  412  5000  -  E-mail:  info@eurojust.europa.eu  -  Website:  www.eurojust.europa.eu

Catalogue no: QP-31-10-623-EN-C, ISBN: 978-92-95029-47-7