EUAA single programming document : multi-annual programming N+1 – N+3 (2023-2025) : work programme 2023 : amendment 1.
Date: 2023-02-16
Institutions: European Union Agency for Asylum
Subjects: European Union Agency for Asylum, activity report, operation of the Institutions, political asylum

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EUROPEAN UNION AGENCY FOR ASYLUM 

                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

EUAA Single Programming Document  

Multi-annual Programming N+1 – N+3 (2023-2025)  
Work Programme 2023 

Amendment 1 

Adopted by the Management Board on 19 December 2022   

Neither the European Union Agency for Asylum (EUAA) nor any person acting on 
behalf of the EUAA is responsible for the use that might be made of the information 
contained within this publication.  

The Single Programming Document (SPD) 2023-2025 Amendment 1 has been 
prepared in pursuance of FR 2018/1046, FFR No 2019/7151 and was adopted by the 
Management Board on 19 December 2022.   

Luxembourg: Publications Office of the European Union, 2022  

PDF: ISBN 978-92-9400-915-9  

doi: 10.2847/99986        BZ-03-22-214-EN-N  

© European Union Agency for Asylum (EUAA), 2022  
Cover Photo: EUAA Malta headquarters, ©2022  

Reproduction is authorised provided the source is acknowledged. For any use or 
reproduction of photos or other material that is not under the EUAA copyright, 
permission must be sought directly from the copyright holders.  

1  Commission Delegated Regulation (EU) 2019/715 on the framework financial regulation for the bodies 
set up under the TFEU and Euratom Treaty and referred to in Article 70 of Regulation (EU, Euratom) 
2018/1046 of the European Parliament and of the Council (OJ L 122, 10.5.2019, p. 1). 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

Table of contents 

  _____________________________________________________________________  5 
Foreword 
List of Acronyms __________________________________________________________________  6 
Mission Statement ________________________________________________________________  8 
Section I. General Context _________________________________________________________  10 
Section II. Multi-annual Programming (N+1 – N+3) (2023-2025) ___________________________  12 
1  Multi-annual Work Programme _________________________________________________  12 
1.1 Operational Support  ________________________________________________________  12 
1.2 Asylum Knowledge _________________________________________________________  16 
1.3 Training and Professional Development  _______________________________________  21 
1.4 Horizontal and Governance Activities  _________________________________________  24 
2  Human and Financial Resources – Outlook for Years N+1 – N+3 (2023-2025) _____________  29 
2.1 Overview of the past and current situation _____________________________________  29 
2.2 Outlook for the years N+1 - N+3 (2023-2025)  __________________________________  31 
2.3 Resource programming for the years N+1 - N+3 (2023-2025) _____________________  31 
2.4 Strategy for achieving efficiency gains ________________________________________  32 
2.5 Negative priorities/decrease of existing tasks __________________________________  33 
Section III.  Annual Work Programme year N+1 (2023)  __________________________________  34 
1 
Executive Summary  __________________________________________________________  34 
2  Activities ___________________________________________________________________  37 
2.1 Operational and Technical Assistance _____________________________________________  37 
2.1.1 Italy _____________________________________________________________________  38 
2.1.2 Greece __________________________________________________________________  40 
2.1.3 Cyprus __________________________________________________________________  43 
2.1.4 Malta  ___________________________________________________________________  46 
2.1.5 Spain ___________________________________________________________________  48 
2.1.6 First Operational Response and Other Operational Activities ____________________  51 
2.1.7 Resettlement and Humanitarian Admission ___________________________________  53 
2.2   Operational support, programming, monitoring and evaluation of operations ___________  56 
2.2.1 Deployment and Performance Management __________________________________  56 
2.2.2 Programming of Operations  _______________________________________________  58 
2.3 Training and Professional Development ___________________________________________  60 
2.3.1 Design and Development of the European Asylum Curriculum___________________  60 
2.3.2 Delivery of the EUAA Training ______________________________________________  63 
2.3.3 Implementation of the Training Quality Assurance Framework  __________________  65 
2.3.4 Implementing a User-centred Learning Technology Ecosystem (LTE) _____________  67 
2.4 Asylum Knowledge ____________________________________________________________  68 
2.4.1 Country of Origin Information and Country Guidance ___________________________  68 
2.4.2 Situational Awareness  ____________________________________________________  72 
2.4.3 Asylum and Reception Cooperation and Guidance ____________________________  76 
2.4.4 Monitoring the Operational and Technical Application of the CEAS ______________  80 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

2.5 Protection of fundamental rights  ________________________________________________  81 
2.6 Horizontal Activities ___________________________________________________________  82 
2.6.1 Consultative Forum and Civil Society ________________________________________  82 
2.6.2 Governance _____________________________________________________________  83 
2.6.3 Third Country Support  ____________________________________________________  87 
2.6.4 Information and Communication Technology _________________________________  90 
  ____________________________________________________________________  94 
Annexes 
Annex I 
Organisation Chart 
Annex II   Resource Allocation per Activity 
Annex III   Financial Resources 
Annex IV   Human Resources – Quantitative 
Annex V   Human Resources – Qualitative 
Annex VI   Environment Management 
Annex VII   Building Policy 
Annex VIII   Privileges and Immunities 
Annex IX   Evaluations 
Annex X   Strategy for the Organisational Management and Internal Control Systems 
Annex XI   Plan for Grant, Contribution or Service-level Agreements 
Annex XII  Strategy for Cooperation with Third Countries and/or International          

Organisations 

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Notes on the SPD 2023-2025 Amendment 1 

The Single Programming Document (SPD) 2023-2025 Amendment 1, including Work 
Programme 2023 and Budget 2023, was drafted based on the guidelines issued by the 
European Commission on 20 April 2020 [C (2020) 2297 final].  

At the time of writing,  the Agency was requesting additional posts for the tasks that were 
added to the EUAA Regulation during the co-legislator negotiations.  Amendment 1 
includes an additional budget allocation of €3 million. 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

Foreword 

The new Regulation (EU) 2021/2303 transforming 
EASO into the EU Agency for Asylum entered into 
force on 19 January 2022, representing an 
important milestone in the history of the Agency, 
for me, for the European Union (EU) and the 
Member States. The new mandate was put to its 
first real test in 2022 with the Russian invasion of 
Ukraine and its impact on the EU. Apart from the 
sheer scale of this challenge, some Member 
States were also still managing continued effects 
stemming from the developments in Afghanistan 
and the instrumentalization of migration by 
Belarus, not to mention continued asylum pressure from other migratory routes. The need for 
support from the Agency increased exponentially once again, and I am proud that we have 
been able to respond effectively and efficiently, while being prepared for this challenging 
situation to continue into 2023 depending on developments in the Russian aggression 
against Ukraine. The potential ripple effect stemming from the Ukraine crisis could have an 
impact on other regions in the world, which might trigger further migration waves in 2023. 
The new mandate enables us to provide more and better support and to live up to the ever-
growing needs and expectations, and reflects a commitment to the EU’s values in the field of 
international protection and to working together to deliver on our responsibilities.  

For the Agency, 2022 will be remembered as the transition year to the EUAA. Preparatory 
and groundwork in operationalising the mandate have well advanced in some areas. 
Nevertheless, 2023 will still represent a transition year for the Agency, especially in the areas 
of monitoring and establishing the function of Liaison Officers. Additionally, further steps in 
the area of fundamental rights will be taken to operationalise the complaints mechanism and 
to enhance the role of a truly independent Consultative Forum. The work on the EUAA 
Training Academy and related specialised training will advance further. Special focus will be 
placed on our support activities to ensure that the use of the new mandate is maximised to 
everyone’s benefit.  

The EUAA is committed to continue delivering, within its extended mandate, the required 
support, whether related to enhanced capacity to operationally support Member States 
subject to disproportionate pressure, reinforced operational and technical assistance, Country 
of Origin Information (COI) and country guidance to reach higher convergence in processing 
asylum applications, situational awareness to improve early warning and preparedness, 
practical cooperation meetings on asylum and reception contingency planning and crisis 
management, stepping-up coordination and support to resettlement efforts, or deploying a 
whole-of-route approach in providing specialised training and capacity building. It is, however, 
clear that the Agency requires sufficient human and financial resources to be able to deliver 
its new mandate. While fully acknowledging the challenges, I am looking ahead to 2023 and 
to the implementation of the Agency’s Work Programme, which I am convinced will serve to 
further reinforce the Agency as a key partner for the improved functioning of the Common 
European Asylum System (CEAS).  

Nina Gregori 
Executive Director  

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

List of Acronyms 

Accrual-based Accounting System of the European Commission 
Administrator 
Asylum Digital Innovation Group  
Asylum Intervention Pool  
Aliens and Immigration Unit (Ministry of Justice, Cyprus) 
Asylum Reserve Pool 
Assistant / Asylum Support Team 
Agency for Welfare of Asylum Seekers (Malta) 
Contract Agent / Commitment Appropriations (finance context) 
Consolidated Annual Activity Report 
Cypriot Asylum Service  
Common European Asylum System 
European Union Agency for Law Enforcement Training 
Consultative Forum 
Country of Origin Information 
Continuing Professional Development  
Civil Society Organisation 

ABAC 
AD 
ADIG  
AIP 
AIU 
ARP 
AST 
AWAS 
CA 
CAAR 
CAS 
CEAS 
CEPOL 
CF 
COI 
CPD 
CSO 
DG HOME  Directorate-General for Migration and Home Affairs 
Data Protection Impact Assessment  
DPIA 
European Asylum Curriculum  
EAC 
EAIPS                  EUAA Asylum Intervention Pool System 
EASO 
ECA 
ECS 
ED 
EEAS 
EMAS 
EPS 
ESG 
ESQF 
EU 
EU+ 
eu-LISA 

European Asylum Support Office 
European Court of Auditors  
External Cooperation Strategy 
Executive Director 
European External Action Service 
Eco-Management and Audit Scheme 
Early warning and Preparedness System 
European Standards and Guidelines  
European Sectoral Qualifications Framework  
European Union 
EU Member States and Schengen Associated Countries 
European Agency for the Operational Management of Large-Scale IT Systems in the 
Area of Freedom, Security and Justice 
European Union Agency for Asylum 
The European Union’s Judicial Cooperation Unit 
European Union Agency for Law Enforcement Cooperation  
Fundamental Rights Officer  
European Border and Coast Guard Agency 
Full-time equivalent 
Greek Asylum Service  

EUAA 
Eurojust 
Europol 
FRO 
Frontex 
FTE 
GAS  

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

GDISC 
IAS 
ICMC 
ICMPD 
ICT 
IDS 
IGC 
IPA 
IPAC 
IOM 
JHA 
JRC 
KPI 
LMS 
LO 
LTE 
MB 
MedCOI 
MENA                 Middle East and North Africa 
MFF 
NCP 
NGO 
ODS 
OP 
PDO 
PMM 
RDPP 
RIS  
RSF 
SAU 
SEM 
SNE 
SOP 
SPD 
SSUAM 
SYSPER 
TA 
TFEU 
UAM 
UNHCR 
VR 
WA 
WB 

General Directors of Immigration Services Conference 
Internal Audit Service (European Commission) 
Internal control monitoring criteria 
International Centre for Migration Policy Development   
Information and communications technology 
Information and Documentation System 
Intergovernmental Consultations on Migration, Asylum and Refugees 
Instrument for Pre-Accession Assistance 
International Protection Administration Court (Cyprus) 
International Organization for Migration 
Justice and Home Affairs 
Joint Research Centre 
Key Performance Indicator 
e-Learning management system 
Liaison Officer 
Learning Technology Ecosystem   
Management Board 
Medical Country of Origin Information 

Multiannual Financial Framework 
National Contact Point 
Non-Governmental Organisations 
Operational Deployment System 
Operational Plan 
pre-departure orientation  
Presidency of Migration Management (Turkey) 
Regional Development and Protection Programme  
Reception and Identification Service (Greece) 
Resettlement Support Facility  
Situational Awareness Unit  
Agency for Welfare of Asylum Seekers (Spain) 
Seconded National Expert 
Standard Operating Procedure 
Single Programming Document 
Special Secretariat for Unaccompanied Minors (Greece) 
Human Resource Management information system of the European Commission 
Temporary Agent 
Treaty on the Functioning of the European Union  
Unaccompanied Minor 
United Nations High Commissioner for Refugees 
Voluntary relocation 
Working Arrangement 
Western Balkans 

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Mission Statement 

Mission 

The mission of the European Union Agency for Asylum (EUAA) is to support the 
implementation of the Common European Asylum System (CEAS) and promote a harmonised 
European approach to international protection. The Agency thus acts as a crucial resource for 
Member States’ asylum and reception authorities, providing the tools, expertise, resources 
and guidance needed to build resilient systems and practices based on EU standards. 

Vision  

The Agency’s vision is to achieve a robust, resilient and future-proof multinational asylum and 
reception system, in line with European values and international law. 

Objectives  

The objective of the Union’s policy on asylum is to develop and establish the CEAS, 
consistent with the values and humanitarian tradition of the EU and governed by the principle 
of solidarity and fair sharing of responsibility.  

The objectives of the EUAA Regulation2, namely the need to facilitate the implementation and 
improve the functioning of the CEAS, are: 

  To strengthen practical cooperation and information exchange among Member States 

on asylum-related matters; 

  To promote Union law and operational standards to ensure a high degree of 

uniformity as regards asylum procedures, reception conditions and the assessment of 
protection needs across the Union; 

  To monitor the operational and technical application of Union law and standards as 
regards asylum and to provide increased operational and technical support to 
Member States for the management of the asylum and reception systems, in particular 
to Member States subject to disproportionate pressure on their asylum and reception 
systems. 

Values  

The values of the Agency are: 

  Support – for Member States and stakeholders; 
  Responsibility – towards those in need of protection, in line with the values the EU is 

founded upon; 

  Expertise – in the rules and legal obligations which form the CEAS; 
  Responsiveness – to the challenges and changing needs of Member States in 

properly managing asylum and reception services of Member States; 

  Resilience – of a future-proof European area of international protection which is able 

to adapt without sacrificing respect for human rights and protection; 

  Efficiency – through the responsible and effective use of public resources, both within 

the Agency as well as in Europe’s implementation of the CEAS. 

2   Regulation (EU) 2021/2303 of the European Parliament and of the Council on the European Union Agency for 

Asylum and repealing Regulation (EU) No 439/2012, OJ L 468, 30.12.2021, Volume 64. 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

Legal mandate and tasks 

The EUAA was set up on 19 January 2022 by Regulation 2021/2303 of the European 
Parliament and of the Council of 15 December 2021 on the European Union Agency for 
Asylum and repealing Regulation 439/20103. Article 1 and 2 of the EUAA Regulation stipulate 
the Agency’s mandate and tasks.  

As a centre of expertise on the Common European Asylum System (CEAS), the Agency is to 
contribute to an efficient and uniform application of the Union law on asylum, in full respect of 
fundamental rights. To this end it supports Member States’ activities, works towards enabling 
convergence in their assessment of applications for international protection and facilitates 
practical cooperation and information exchange. 

According to the tasks in Article 2 of the EUAA Regulation, the Agency should support 
Member States in the field of asylum and reception and on the implementation of the 
CEAS. This shall be done by facilitating, coordinating and strengthening practical cooperation 
and information exchange among Member States, with support from Liaison Officers (Los).  

Information on relevant Third Countries, countries of origin and the safe country concept will 
be shared through reports, common analyses, guidance notes and the -European networks 
on third-country information.  

The Agency should deliver effective operational and technical assistance to Member States, 
in particular those whose asylum systems are under disproportionate pressure. This should 
include the relocation/transfer of applicants/beneficiaries of international protection within the 
Union, the deployment of asylum support teams (ASTs) and experts from the asylum reserve 
pool to complement the asylum intervention pool. The acquisition and deployment of 
necessary technical equipment should facilitate this.  

The Agency should develop operational standards, indicators, guidelines and best practices 
in regard to the implementation of all instruments of Union law on asylum.  

The Agency should monitor the operational and technical application of the CEAS to enhance 
European asylum and reception systems.  

The agency should train Member State officials and implement a European asylum curriculum 
to assist Member States when carrying out CEAS-related tasks and obligations under 
Regulation (EU) No 604/2013.  

The Agency should provide resettlement and third country support, facilitated by Los 
deployed to third countries, as well as engaging in communication activities in the relevant 
areas.  

The Agency could also be tasked with certain functions under other proposals that are still 
subject to discussions between the co-legislators. All actions under the Work Programme 
shall respect and be implemented in line with the rights and principles enshrined in the 
Charter of Fundamental Rights of the European Union, in particular Article 1 (human dignity), 
Article 8 (protection of personal data), Article 18 (right to asylum), Article 19 (protection in the 
event of removal, expulsion or extradition), Article 21 (non-discrimination) and Article 24 (rights 
of the child). 

3  Regulation (EU) 2021/2303 of the European Parliament and of the Council on the European Union Agency for 

Asylum and repealing Regulation (EU) No 439/2012, OJ L 468, 30.12.2021, Volume 64. 

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Section I. General Context 

Policy context 

Building a resilient CEAS continues to be a key policy priority in the EU and relies heavily on 
information exchange and situational awareness. In 2016, the European Commission issued 
seven legislative Proposals revising the CEAS. Negotiations on many of those Proposals, 
progressed significantly. On 23 September 2020, the European Commission presented the 
New Pact on Migration and Asylum. The Regulation transforming EASO into the EUAA entered 
into force on 19 January 2022. In this regard, 2022 was considered a transitional year for the 
Agency. Also 2023 will be considered a transitional year, which should see effective 
implementation of several of the new tasks introduced by the new mandate. In addition, it 
should be noted that the other legislative proposals under the New Pact on Migration and 
Asylum, are also likely to impact the Agency’s work once they are adopted. However, given that 
discussions on those proposals are still subject to negotiation, they are not taken into account 
for the purposes of this document. In the meantime, the Agency is expected to continue 
supporting the implementation of the voluntary solidarity mechanism envisaged in the 
Declaration on the ‘First step in the gradual implementation of the European Pact of Migration 
and Asylum: modus operandi of a voluntary solidarity mechanism’4.   

Work in the field of international protection is inherently influenced by significant changes in 
countries and regions of origin affecting protection environments, and pressures on national 
asylum systems resulting from onward movements of persons in need of protection. The rapid 
deterioration of the situation in Afghanistan culminating in the Taliban takeover during the 
summer of 2021, posed challenges to countries neighbouring Afghanistan, transit countries 
en route to the EU, and eventually the Member States were confronted with increased 
numbers of Afghan asylum applications. Moreover, the Russian invasion of Ukraine in 
February 2022 resulted in yet a different protection landscape in the EU and its neighbours. 
Millions have already fled Ukraine, and a considerable proportion have arrived in the EU. The 
Council of the EU rapidly activated the 2001 Temporary Protection Directive, to ensure the 
necessary protection of those fleeing without stalling asylum systems. The European 
Commission launched several initiatives, such as the solidarity platform for all sides to 
exchange information relating to the Ukraine crisis as well as the Safe Homes initiative to 
provide guidance on the provision of accommodation to those fleeing Ukraine. The Agency 
has already been called on to provide support to address the challenges faced by both 
Member States with high number of arrivals and partner countries in the external dimension. 
Depending on how the situation in Ukraine develops, the Agency may still be expected to 
deliver support, in particular to address the challenges resulting from the Russian aggression 
against Ukraine, in 2023, both to Member States with high number of first arrivals and to third 
countries in the external dimension of the CEAS.  

Key planning assumptions for 2023 

The SPD 2023-2025 is based on the following planning assumptions: 

  Core business activities will most likely increase significantly due to the additional 

tasks, scope and volume of activities or remain at least at the same level as in 2022, in 
the absence of new migration crises. It is assumed that the impacts of the Russian 
aggression against Ukraine will continue to be felt and require Agency support also in 

4  https://presidence-francaise.consilium.europa.eu/en/news/first-step-in-the-gradual-implementation-of-the-

european-pact-on-migration-and-asylum-modus-operandi-of-a-voluntary-solidarity-mechanism-1/ 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

2023, including participation in various Commission initiatives related to this crisis 
within the remit of the mandate of the Agency;   

  The budget for 2023 has been increased by €3,000,000, as adopted by the budgetary 
authority on 23 November 2022, amounting therefore at €180.1 million annual budget;  
  The Agency will receive new posts in 2023 and 2024 for additional tasks added to 

the EUAA Regulation during co-legislator negotiations.* 

* At the time of writing, the Agency was requesting additional posts for the tasks that were 
added to the EUAA Regulation during the co-legislator negotiations. 

External and internal factors influencing multi-annual programming in 2023 

•  The budget for 2023 has been increased by €3,000,000, as adopted by the budgetary 
authority on 23 November 2022. Additional tasks will lead to needs assessments and 
consequent requests for additional budget and staff.  

Mitigation: The Agency will engage in discussions with the European Commission and with 
the budgetary authority to ensure that sufficient budget and staff in line with the Agency’s 
needs-based assessment are provided to the Agency. 

•  Insufficient contingency funds in the Agency budget to cover the financing of unforeseen 
requests for operational and technical support. The Agency needs to remain flexible to 
adapt quickly to unpredictable external factors continuing to influence migration. Budget 
and staffing availability is an important precondition to ensure timely response. 

Mitigation: The Agency will continue to engage with the European Commission to identify options 
for funding situations requiring rapid operational intervention or major unforeseen operational 
expenditure, such as earmarking emergency reserve funds within the Agency’s budget.  

•  Emerging crises may limit the ability of the Agency to deliver its work programme in full. 
Mitigation: The Agency will continuously monitor the implementation of its activities, make the 
necessary adjustments and invest in innovative solutions to continue delivering its planned 
activities and programmes. In the event of sudden unforeseen crises 
and operational emergencies, the Agency will review its response capabilities, identify 
priorities and re-allocate available resources to maintain its core business activities non-
disrupted by potential negative effects, while addressing the new challenges and response 
requirements. The Agency will explore the allocation of complementary resources, 
where feasible and necessary, in close coordination with the European Commission, and the 
operationalisation of contingency funding.  

•  Member State experts continue to be essential for operations and the Agency will 

continue to secure the maximum nominations possible, including for both the Asylum 
Intervention Pool (AIP) and the new Asylum Reserve Pool (ARP). The use of flexible 
complementary deployment mechanisms will be reviewed taking into account the scale, 
type and specifics of each operational context. This will enable operations to be scaled up 
and down quickly and will ensure business continuity. Longer-term deployments, better 
planning and delivery capabilities, new working tools and methods, and reduced 
administration will also improve efficiency. 

Mitigation: The Agency will continue to engage with the Member States via the National Contact Points 
(NCP), the Management Board (MB) and respective Ministers responsible for asylum in Member States to 
ensure sufficient nominations of experts for the AIP and the (ARP. The Agency will review and decide on 
the use of complementary deployment mechanisms where necessary to meet the commitments of the 
Agency’s operational support to Member States. 

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Section II. Multi-annual Programming        

(N+1 – N+3) (2023-2025) 

1  Multi-annual Work Programme 

1.1 Operational Support 

1.1.1 Operational support to Member States 

Multi-annual strategic objective: MA01 
Description 
of objective 

Expected 
results 

Effectively assess, prioritise, plan, implement, monitor and evaluate direct 
operational and technical assistance, including emergency support, to 
Member States based on approved budgets, clear entry, exit and 
sustainability strategies, in line with the Agency’s mandate, thus enabling 
Member States to respond to disproportionate pressure on their asylum 
and reception systems and to implement their obligations under the CEAS. 
•  The Agency’s operations are implemented as prescribed in the 

Agency’s Regulation and the Agency’s Operational and Technical 
Assistance Manual.  

•  The Agency’s operations are delivered within an effective project 

management framework, and contribute to improved coordination, 
enhanced capacity and capability of Member States to respond to 
pressure on their asylum and/or reception systems and to implement 
their obligations under the CEAS. 

•  Annual operational budgets are set based on the available budgets and 
the prioritised operational needs and regular in-depth consultation with 
the European Commission and the concerned Member States. Budgets 
are monitored and reviewed using a continuous and rigorous monthly 
financial monitoring framework.  

Performance indicators (with data sources) 
Percentage of annual implementation of operational 
plan (OP) measures for each operation (data source: 
progress reports). 
Percentage of operations planned and implemented 
applying the methodology of the Operational and 
Technical Assistance Manual (data source: internal 
records on annual planning, signed OPs). 
Percentage implementation of monthly budget 
forecasting and monitoring system by operations teams; 
percentage of annual consumption of budgetary 
appropriations (data source: ABAC reports). 

Targets 
Minimum 85% annual 
implementation of OP measures5 

100% on an annual basis, as 
relevant 

All operations (100%) apply a real 
time budget monitoring system. 
Minimum 95% commitment 
appropriations consumed on an 
annual basis 

5  In line with the duration of a specific Operational Plan. 

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Multiannual strategic objective: MA02 
Description 
of objective 

Expected 
results 

Develop and implement operational systems and tools to ensure flexibility 
(rapid response, scale up and scale down), effectiveness and efficiency of 
operational support and deployment management.  
•  The Agency’s deployment management framework and systems are 

optimised. 

•  The Agency has developed, maintains and continuously enhances the 

required operational capacity, systems and tools to respond 
appropriately, in an effective and timely manner to requests for 
operational and technical assistance. 

•  The Agency has designed and offers tailored modular support thereby 
effectively responding to situations of disproportionate pressure on 
Member States’ asylum and/or reception systems or providing efficient 
support to implement their obligations under the CEAS. 

•  A first response function for operational, technical and logistical support 

is established and further developed. 

Performance indicators (with data sources) 
Percentage coverage of the deployment process 
through the Agency’s Operational Deployment System 
(ODS) (data source: ODS). 
ARP integrated into ODS (data source: ODS). 

Percentage of responses by the Agency to Member 
States’ requests for support (data source: internal 
statistics/reports per event). 

Targets 
ODS covers 100% of the 
deployment process by the end 
of 2023 
ARP module developed, tested 
and implemented 100% in ODS 
by the end of 2023 
100% of agreed operational 
activities activated  

The Agency will continue to enhance its operational support to EU Member States based on 
the prioritisation of current and emerging needs. Robust project management methodology 
will be used to implement the EU Asylum acquis and to respond to particular pressure on EU 
Member States’ asylum and/or reception systems, taking into account the trends in arrivals 
and migration routes. The support provided to Member States with a high number of first 
arrivals will continue, depending on the operational situation and the concrete needs of those 
Member States.  

The Agency will continue to strengthen its results-based approach to the programming and 
delivery of operational support, including through the implementation of multiannual OPs 
where feasible and relevant. This will ensure more targeted, efficient, flexible and dynamic 
approaches to operational support whereby the Agency can rapidly scale up and scale down, 
build in entry, exit and sustainability strategies, and ensure effective monitoring and 
evaluation cycles, allowing for better measurement of the impact of operational interventions. 
Where the pressure on the asylum and reception systems has decreased, the Agency will 
implement planned exit strategies including a phased handing over of all or selected activities 
to the host Member State. Continued capacity building will remain a focus as required to 
ensure sustainability of the provided support, and to support Member States in the 
implementation of their obligations under the CEAS. The Agency will further strengthen the 
link between its strategic and operational activities, building on the experience gained 
through the provision of operational support, and feeding back this experience into its 
strategic planning. 

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The Agency will establish a robust mechanism for first operational response in case of 
disproportionate pressure on the asylum and reception systems of Member States. 
The Agency’s support will thus be operationalised much faster, more flexibly and will further 
be tailored based on specific priority needs. To this end, the Agency will further develop and 
enhance its operational preparedness, contingency planning and delivery capabilities. This 
will better contribute to supporting an effective Agency capacity to respond to current and 
future challenges of irregular migration and building resilient systems and practices based on 
EU standards.  

A comprehensive system for response preparedness will be established and further 
developed. The Agency will expand its capacity to provide operational and technical 
assistance through the development of an operational asylum and reception catalogue that 
will inform the design and implementation of targeted modular interventions, offering 
support activities with pre-defined scope, operational objectives, and intended results, which 
can be tailored further to the varied needs of Member States and operationalised within a 
short timeframe. Stand-by capacities and rapid and emergency response capabilities will be 
strengthened to address unforeseen operational events, including through the establishment 
of a first operational response hub providing operational, technical and logistical support. 
Mobile teams, including facilities, equipment and personnel will be deployed even more 
rapidly when required to address emergency situations or short-term interventions on the 
ground.  

In this regard, the Agency will target its operational support to the specific emerging needs 
based on annual strategic prioritisation and pre-defined entry, exit and sustainability 
strategies for countries where the Agency implements agreed OPs, in the context of requests 
from EU Member States and on-going consultations with the European Commission. The 
Agency’s activities will range from immediate support in a crisis situation to medium and 
longer-term operations and related capacity building activities for the receiving Member 
States with regard to both their asylum and reception systems. This will also include direct 
operational and technical support upon request from the host Member States and receiving 
Member States for ad hoc disembarkations/voluntary relocation (VR) exercises under the 
direct coordination of the European Commission and in cooperation with IOM and relevant 
stakeholders, and other emergency response interventions, as needed. Early consultations 
with the European Commission to ensure complementarity with other Union support actions 
and funding mechanisms, will be ensured. 

The Agency’s support will be delivered on the basis of agreed OPs and specific project 
plans, and will aim to contribute to the achievement of the wider policy objectives pursued by 
the EU’s asylum policy, i.e. to offer appropriate status to any third-country national requiring 
international protection in one of the Member States and ensure compliance with the 
principle of non-refoulement, through the development and consistent implementation of the 
CEAS, including the proposals presented by the European Commission in September 2020 
as part of the New Pact on Migration and Asylum6. The actions further aim to support the 
adoption of a comprehensive and European approach to migration focusing on responsibility 
and solidarity, while maintaining high level of procedural guarantees in the Agency’s work.  

When agreeing OPs and the specific support measures with each Member State, budgetary 
allocations required for the implementation will be developed from the outset. 
Complementarity and the avoidance of duplication of funding will be paramount in the 

6    https://ec.europa.eu/info/publications/migration-and-asylum-package-new-pact-migration-and-asylum-

documents-adopted-23-september-2020_en. 

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determination of required budgets. Such budgets will be developed in close consultation with 
the European Commission and will be monitored on a continuous basis using a robust 
financial monitoring framework. Budgetary requirements will be reviewed, revised and 
updated in close consultation with the European Commission.  

The Agency will continue to enhance the planning, needs assessment, design, 
implementation, monitoring and evaluation of operations through the consistent application of 
the processes validated as part of the Agency’s Operational and Technical Assistance 
Manual and the Agency’s evaluation framework. The Agency will fully implement its validated 
system for the programmatic and process monitoring and evaluation of operations as defined 
in the Manual, allowing for regular review and improvement of operational performance. The 
monitoring and evaluation results, as well as the observations of the Agency’s Fundamental 
Rights Officer (FRO), will feed back into the planning process to support better planning of 
operations.  

The Agency will further develop and make use of a number of tools to implement its 
operational activities. This includes the ODS,  the Agency’s end-to-end electronic system for 
deployment and reimbursement of experts and other personnel. The Agency will also explore 
other horizontal operational and related technical solutions and innovative tools that will 
enhance operational support and joint processing carried out by ASTs.  

In addition, improved coordination and consultation with stakeholders in the requesting 
and, where relevant, participating Member State(s) will be pursued to enhance the efficiency, 
quality and speed at which support can be delivered. Whenever possible and appropriate, the 
Agency will aim to have a permanent presence in the Member State requesting support, to 
allow for dedicated and continuous support, liaison and coordination. In Member States 
where the United Nations High Commissioner for Refugees (UNHCR) and the International 
Organization for Migration (IOM) are operational and have the capacity to contribute to the 
request for operational and technical assistance, the Agency will coordinate with UNHCR and 
IOM on the development and implementation of OPs, where appropriate, and upon 
agreement with the Member State concerned. 

1.1.2 Resettlement and Humanitarian Admission 

Multi-annual strategic objective: MA03 
Description 
of objective 
Expected 
results 

Enhance the implementation of resettlement and humanitarian admission 
programmes by EU+ countries.  
•  Increased support to EU+ countries in the implementation of the 

European and national resettlement schemes, as well as in respect to 
Humanitarian Admission and Complementary Pathways to international 
protection.  

•  The Agency provides stronger coordination and support to EU+ 

countries on resettlement, Humanitarian Admission and Complementary 
Pathways to international protection, within the wider framework of EU 
external relations policy. 
Performance indicators (with data sources) 
Number of Resettlement Support Facility (RSF) like 
concepts and other projects related to Humanitarian 
Admission and Complementary Pathways continued in 
Turkey and expanded and replicated where appropriate 
(data source: RSF project files). 

Targets 
1 RSF like concept is maintained 
in Turkey; 1 RSF like concept is 
replicated in another third 
country as appropriate 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

In the field of Resettlement and Humanitarian Admission, the Agency will coordinate and 
manage the Agency’s Resettlement and Humanitarian Admission Network set up in 2020. 
The Agency will support EU+ countries in the implementation of the Union Resettlement 
Framework Regulation, when in place and upon the request of the EU+ countries concerned. 
This support will include operational support through RSF-like concept, capacity development 
for EU+ countries and support in relation to Community Sponsorship Programmes and 
Complementary Pathways to international protection.  

In addition, in light of a potentially increased role in the referral process of cases for 
Resettlement, Humanitarian Admission or Complementary Pathways to international 
protection, the Agency will consider potential support actions in this area. 

1.2 Asylum Knowledge 
1.2.1 COI, MedCOI and Country Guidance 
In the area of country of origin information (COI) the Agency will draw up and regularly 
update reports, query responses and other products on relevant third countries and thematic 
issues, following the principles and quality standards as established in its COI report 
methodology. In particular, the Agency will do this in support of COI specialist networks, 
Member States with an operational support plan, and in support of the development of 
common analysis and country guidance notes, and practical tools for asylum decision and 
policy makers in the Member States. The Agency will organise COI network meetings and 
other COI events, including country-specific or thematic seminars and conferences, 
methodological and skill development workshops. In such meetings and networks, the 
agency will support and facilitate information exchange including an EU-level COI query 
system and a regular mapping of national COI needs and initiatives. For the sharing of 
information, the Agency will manage and maintain a web portal and online collaborative 
network spaces. 

The Agency will continue providing reliable Medical COI (MedCOI) to national migration and 
asylum authorities regarding the availability and accessibility of medical interventions in 
countries of origin, to support accurate and fair decisions in international protection and other 
migration procedures. The service, also provided through a portal, undergoes continuous 
quality control interventions and efficiency improvements. 

To assist Member States in the assessment of relevant applications for international 
protection and with a view to fostering convergence, the Agency will continue to develop 
together with Member States common analysis and guidance notes on specific countries of 
origin. Based on priorities identified jointly with Member States and in line with available 
resources, the Agency will strive to gradually extend the list of countries addressed in EUAA 
guidance notes and common analysis. The Agency will also ensure that the common analysis 
and guidance notes are kept under regular review and updated as necessary and will 
endeavour to raise awareness and promote the country guidance documents through its 
outreach activities. 

Implementing the Roadmap for the convergence of asylum practices in the field of asylum 
(10634/22), presented by the French Presidency of the EU in 2022, the Agency will produce 
an annual analysis of asylum decision-practices and the origin of identified differences in 
protection rates, in particular with regard to countries of origin for which EUAA guidance 
notes have been developed. Starting in 2023 with a pilot study, an annual report on this 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

analysis and on the work towards convergence will be presented to the Management Board 
(MB) and to the Council. 

The Agency will support Member States in applying safe country concepts as well 
as the European Commission in this context. It will do so by providing information and 
analysis relevant for the designation of safe countries of origin and safe third countries.  
The Agency aims to also engage in raising awareness and improving the use of its products, 
gauging the satisfaction of end users and gaining a better understanding of the impact of COI, 
MedCOI and Country Guidance activities. 

Multi-annual strategic objective: MA04 
Description 
of objective 

Expected 
results 

Broaden the use of the EUAA COI, MedCOI and Country Guidance 
products to increase their impact on EU+ countries’ decision-making 
processes and to foster convergence. 
•  Cooperation on and production of COI, MedCOI and Country Guidance, 

with positive impact on efficiency, quality and convergence in EU+ 
decision-making processes. 

•  Increased awareness and use of products through targeted outreach 
activities (launching events, briefings, brownbag lunches, videos, 
tutorials, presentations). 

•  Evaluations of the use of respectively COI, MedCOI products and 

Targets 
+5% increase in number of visits 
annually across all platforms. 

Country Guidance will allow to gauge the impact of the activities and 
allow for tailoring dedicated actions to further improve the use and 
relevance of activities.  
Performance indicators (with data sources) 
Web portals on third country information and online 
country guidance resources, making available all COI, 
MedCOI, and country guidance products with optimal 
transparency and aiming at a steadily increasing 
relevance and use (data source: COI portal statistics 
tool, MedCOI portal statistics, webpage visits statistics). 
Overall participant satisfaction in meetings, workshops, 
and other types of activities, including within the 
context of COI, MedCOI and Country Guidance 
Networks (data source: satisfaction surveys). 
Number of external evaluations performed and insights 
taken into account to further improve the relevance 
and use of COI, MedCOI and country guidance 
products (data source: evaluation reports). 

1 external evaluation concerning 
COI, MedCOI and country 
guidance  

80% overall participant 
satisfaction  

1.2.2 Situational Awareness 
To deliver a situational picture of asylum procedures and practices based on a diverse and 
balanced range of sources, the Agency will further develop and optimise its information 
platforms.  

The Information and Documentation System will continue to provide a single point of 
comprehensive information on the implementation of CEAS, covering the organisation of EU+ 
countries’ asylum and reception systems, as well as an overview of the practical 
implementation of all key aspects of the CEAS for relevant stakeholders. The Case Law 
Database will be further consolidated as a public resource of timely and accurate information 
in English on new asylum-related jurisprudence from national courts of EU+ countries and 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

from European courts. To facilitate and promote collaboration and exchange among Member 
States and other stakeholders with regard to information and analysis, the Query System will 
further promote information exchange between EU+ countries on topical issues, accompanied 
with analytical reports providing additional insights. To analyse information and provide 
relevant products to support evidence-based policy and informed decision-making, the 
situational awareness analytical portfolio, addressing information requests and proposing 
own analysis through situational overviews, analytical briefs, periodical updates, Early 
Warning Reports and other analytical products will be further strengthened.  

The data analysis and research portfolio will continue contributing to situational awareness 
through three main areas of work, namely the data hub, the research programme on early 
warning and root causes, and strategic analysis. The collaboration with EU+ countries will be 
managed through the Early warning and Preparedness System (EPS)-Statistics and EPS-
Analysis and Research Networks. The Data Hub designs, collects and manages core 
statistical unified information on the asylum and reception situation in EU+ countries, the 
Agency’s operational support, root causes of migration, as well as information from the 
relevant Union institutions, agencies and international organisations. The Research 
programme cooperates with leading researchers and continues to develop a system for early 
warning and forecasting of mixed migration flows to and within the EU+ designed to support 
Member State and European preparedness and contingency planning. Strategic analysis 
aims to combine multiple sources of information to comprehensively analyse and 
communicate the asylum situation in the EU+ to a wide range of external stakeholders. 
Wherever this is useful and possible, products and services of the analysis and research 
portfolio will be made publicly available. 

The Annual Report on the Situation of Asylum in the EU (the Asylum Report) is established 
as the flagship product in the field and the reference source for an overview of developments 
in the functioning of the CEAS against a broader migration and fundamental rights 
background. The report will be accompanied by a number of additional outputs, targeting the 
specific needs of its wide audience.  

Multi-annual strategic objective: MA05  
Description 
of objective 

Expected 
results 

To consolidate, extend and further diversify the Agency’s situational 
awareness portfolio on the implementation of the CEAS, of the asylum 
situation and the operational support provided, including by improving 
stakeholders’ access to relevant data, information and analyses, and 
maintaining user satisfaction, and making analyses and services publicly 
available wherever useful and possible. 
•  Comprehensive information about the implementation of the CEAS 

gathered and made available to stakeholders via the IDS, which will be 
made public, the Query Portal and the public Case Law Database.  
•  Up-to-date and relevant information on the asylum situation and the 

operational support provided by the Agency.  

•  Collection and validation of data on the asylum situation, operational 

support provided by the Agency, and root causes of migration 
•  Full analytical portfolio delivered including: the Asylum Report, 

Situational overviews and updates, strategic analysis of the asylum 
situation, operational analysis, periodic updates, reports on early 
warning report, and other analytical products. 

•  Support to situational awareness products & platforms overseen by DG 
HOME (EU Migration Preparedness and Crisis Management Network 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

a.k.a. Blueprint Network) and the Council (Integrated Political Crisis 
Response mechanism – IPCR) and its weekly Integrated Situational 
Awareness and Analysis report. 

•  Partner organisations such as non-governmental organisations (NGOs), 
academia, Justice and Home Affairs (JHA) Agencies, the Joint Research 
Centre (JRC) of the European Commission, UNHCR and IOM actively 
involved in exploring synergies, information exchanges and joint 
analyses. 

•  Research program to build systems for early warning and forecasting, to 
conduct surveys among migrants seeking protection in the EU and thus 
add a complementary perspective to the analytical portfolio. 

Performance indicators (with data sources) 
Number of analytical products produced annually in the 
Situational Awareness Unit (SAU) portfolio (data source: 
internal records, document management system). 
Visits to Asylum Report webpage or associated data 
visualisation, and monthly Latest Asylum Trends 
including downloads of PDF (data source: web 
analytics). 
Number of SAU outputs (out of IDS, Case Law Database, 
Query Portal, the Asylum Report and Annual Trends 
Analysis report) for which a 75% user satisfaction is 
achieved (data source: survey results). 

Targets 
180 

25,000 

5 

1.2.3 Asylum Cooperation and Guidance  
The Agency will continue its efforts to implement the CEAS throughout the different activities 
of thematic networks. To this end, the respective networks on Asylum, Reception, Dublin, 
Exclusion, Vulnerable groups and Courts & Tribunals, will exchange information, practical 
cooperation and best practices by organising thematic meetings, webinars, conferences and 
exchange programmes. The development of operational standards, indicators, guidelines 
and best practises, based on Member States’ best practices, expert contributions of relevant 
civil society organisations (CSO) and the Agency’s respective teams, will continue to form the 
solid basis of knowledge and experience to be promoted and implemented. The Agency will 
assist with the application of these practical guides and tools including technical support in 
the field of contingency planning in countries under particular pressure. Special effort will be 
made to develop and promote innovative IT solutions for asylum and reception systems 
across the EU+ countries by implementing the Digital Innovation Strategy and the Strategy 
on Reception (2021).  

The Agency will provide more comprehensive support to reception systems in and beyond 
the EU with particular focus on emergency support. The EUAA’s mandate to support 
members of courts and tribunals will remain key in achieving convergence and timely 
responses. In line with the European Commission’s strategy on European judicial training for 
2021-20247 and the Council Conclusions – Boosting training of justice professionals8, the 
Agency will further strengthen its cooperation with courts and tribunals with the purpose of 
supporting the overall enhancement of quality standards and harmonisation of decision-
making and by increasingly relying on case-law analysis to evaluate the impact of the EUAA’s 
work. 

7   https://ec.europa.eu/info/sites/default/files/2_en_act_part1_v4_0.pdf  
8   https://data.consilium.europa.eu/doc/document/ST-6926-2021-INIT/en/pdf  

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

Multi-annual strategic objective: MA06 
Description 
of objective 

Building on the results of an external evaluation (2022), the impact and use 
of the Agency’s practical guides and tools is increased. Due attention to 
vulnerability and quality is mainstreamed across the Agency’s activities. 
Digital innovation in asylum and reception is stimulated and initiated 
throughout the activities of the thematic networks to render processes 
more effective, efficient and of higher quality. 
Synergies between all stakeholders of the asylum and reception chain and 
CSOs are fully exploited respecting the independence of each of the 
parties. 
•  Enhanced practical cooperation through gathering, analysing and 
exchanging information of the implementation of the CEAS.  

Expected 
results 

•  EU+ countries are better prepared to provide reception at all times to 
applicants for international protection according to EU standards.  
•  Digital Innovation Strategy further promoted by enhanced IT solutions 

and innovation in asylum processes and reception systems    

•  Increased convergence in quality standards in asylum, including Dublin, 

asylum processes, reception and of courts and tribunals. 

•  Improved ability of EU+ countries to ensure quality and efficiency in the 
fields of reception, vulnerability, Dublin, asylum processes and appeal 
procedures by implementing guidance, practical tools and standards and 
indicators and through effective quality support as well as in the 
framework of the external dimension. 

•  Increased understanding and analysis of the use of the EUAA’s 

publications and reference documents in case-law. 

Performance indicators (with data sources) 
Number of practical cooperation activities organised by 
the Agency’s thematic networks (data sources: 
evaluation forms, meeting reports, calls for expression of 
interest, information platforms, progress reports). 
Operational standards, indicators, guidance, best 
practices, practical tools developed or updated and 
published, including through the use of technology (data 
sources: network platforms, website, internal reports). 
Number of outreach activities to promote and roll out 
operational standards, indicators, guidance, best 
practices and practical tools (e.g., workshops/webinars, 
videos, conferences, field visits, other relevant activities) 
(data sources: administrative records, activity reports). 

Targets 
At least 40 per year 
Minimum 80% overall 
satisfaction rate 

At least 20 deliverables 
published and/or technology-
based tools developed 

At least 50 per year 

1.2.4 Monitoring of the operational and technical application of the CEAS  
As from 31 December 2023, the EUAA will monitor the operational and technical application 
of the CEAS to prevent or identify possible shortcomings in the asylum and reception systems 
of Member States and to assess their capacity and preparedness to manage situations of 
disproportionate pressure to enhance the efficiency of those systems. 

Whereas the Agency will start preparations for establishment of a monitoring methodology 
and programme in consultation with the Commission in the period 2022-2023, the adoption 
of the monitoring programme, indicating which Member States’ asylum and reception systems 
shall be monitored in a particular year, shall only be presented for adoption by the MB in 
2024. Following a pilot in 2024, the programme’s gradual roll-out from 2025 will ensure that 

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each Member State shall be monitored at least once in every five-year period. This new role 
for the Agency will significantly increase the workload, not only for the core team managing 
the programme, but also for other EUAA teams supporting the monitoring with content 
expertise.   

Multi-annual strategic objective: MA07 
Description 
of objective 

Expected 
results 

Contribute to the correct and effective implementation of asylum law and 
the standards of the CEAS by monitoring its operational and technical 
application. 
•  Possible shortcomings in asylum and reception systems of Member 

States are prevented or identified.  

•  Recommendations on the efficiency of those systems as well as on the 
capacity and preparedness to manage situations of disproportionate 
pressure are made and followed up.  

Performance indicators (with data sources) 
Monitoring methodology and monitoring programme 
adopted by the MB (data source: MB documents). 
Number of monitoring exercises, including the 
preparation of findings and recommendations, 
conducted with respect to the operational and technical 
application of the CEAS, including new elements that 
may result from agreement on the proposals contained 
in the New Pact on Migration and Asylum (data source: 
completed monitoring reports). 

Targets 
1  

1 pilot monitoring exercise rolled 
out in 2024 
Up to 5 monitoring exercise 
rolled out from2025 

1.3 Training and Professional Development 
Multi-annual strategic objective: MA08 
Description 
of objective 

Develop and provide training and capacity building support to asylum and 
reception officials, including in the national authorities of Member States 
subject to disproportionate pressure, through the European Asylum 
Curriculum (EAC), enabling them to acquire the relevant knowledge, skills, 
responsibility and autonomy to perform their duties and functions. 
Provide training support to experts who participate in ASTs in view of their 
deployment in host Member States for their participation in operational 
activities organised by the Agency.  
•  Strengthening of knowledge, skills, responsibility and autonomy of 

asylum and reception officials through the implementation of the EAC. 
•  Keeping the EAC up to date with new developments, particularly in the 

• 

• 

context of the New Pact on Migration and Asylum.  
Increasing capacity of national trainers in the area of asylum and 
reception in EU+ countries through the train-the-trainer methodology.   
Implementing the EUAA Training Needs Analysis Methodology, 
including the use of the European Sectoral Qualifications Framework 
(ESQF) for asylum and reception officials to identify training needs and 
potential gaps.  

•  Assessing the achievement of learning outcomes with the aim of leading 

to a qualification. 

•  Delivering targeted trainings and capacity building activities to Member 
States’ national authorities subject to disproportionate pressure in the 

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Expected 
results 

 
 
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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

framework of operational support, including necessary training for ASTs 
relevant to their duties and functions.  

•  Developing and delivering bespoke (ad hoc) training programmes 

targeting specific needs of asylum and reception national authorities 
when requested. 
Implementing training and capacity building activities in third countries in 
the framework of the External Cooperation Strategy. 

• 

•  Ensuring compliance with applicable training quality requirements with a 

view to achieving qualification provider status. 

Performance indicators (with data sources) 
Modules forming part of the EAC implemented in national 
administrations (data source: LMS).  

Training and capacity building activities implemented to 
support Member States national authorities subject to 
disproportionate pressure, including training of experts 
(data source: LMS).  

Training and capacity building activities implemented in 
third countries (data source: LMS).  

Targets 
One or more of EAC modules 
used to train national officials 
in 70% of EU+ countries 
Training activities are 
organised and supported in 
Member States subject to 
disproportionate pressure 
within the framework of OPs, 
and with minimum 70% overall 
participant satisfaction 
Number of training interventions 
to support specific needs of 
third countries, by the end of 
2025: 25 

The Agency is mandated to establish, develop and review training for its staff members, 
members of relevant national administrations and courts and tribunals, and national 
authorities responsible for asylum and reception matters in Member States. Such training shall 
be developed in close cooperation with Member States. To ensure high quality of its training 
activities, the Agency will continue to work towards achieving and maintaining full compliance 
of its training activities with European Standards and Guidelines (ESG) for Quality Assurance 
in the European Higher Education Area 2015. The Agency will continue to make the 
necessary preparations to achieve the status of an Asylum Academy with independent 
accreditation, providing accredited training modules and qualifications.  

The Agency will continue to further develop the EAC as the main vehicle for building and 
supporting the development of knowledge, skills, responsibility and autonomy of asylum and 
reception officials working in national administrations, experts who participate in ASTs in 
advance or upon deployment.    

In line with its Training and Learning Strategy, the Agency will continue to engage in guided 
discussions with the Training Quality Assurance Advisory Group, the Training NCPs, the 
Certification and Accreditation Working Group and Member States’ working groups, to 
strengthen the ESQF for asylum and reception officials. The latter specifies what asylum and 
reception officials should know and be able to do to perform their duties and tasks under a 
specified degree of responsibility and autonomy. This common framework will continue to 
serve as a guide when designing training and will assist in identifying potential training needs 
and gaps. Additionally, the Agency will maintain focus on the learner and what the learner 
should know and able to do at the end of a learning sequence, and how this can be 
demonstrated, including by means of assessments. The Agency will continue to work closely 
with Member States to assess the training needs and develop and review training material in 

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collaboration with Member States, external experts, the FRO, the CF, UNHCR, and, where 
relevant, JHA Agencies, academic institutions and other relevant training networks and 
organisations.  

The Agency will remain committed to strengthening its work with EU+ countries, particularly 
through its Training Quality Assurance Advisory Group, Training National Contact Points 
Network, Certification and Accreditation Working Group, Trainer’s Network and other 
networks. The Agency will continue to consult national administrations to analyse training 
needs, and where required, to develop and implement general, thematic or ad hoc training 
activities, including the possibility of on-the-job training and coaching sessions for relevant 
audience. Through this approach, the Agency will further promote practical cooperation and 
facilitate the sharing of good practices among EU+ countries. Similar training activities could 
be foreseen for third countries. 

The Agency will continue to increase the capacity of trainers in EU+ countries through the 
train-the-trainer methodology. Implementation on a national level will continue to be 
supported through various measures. To be able to respond to the particular staff training 
needs of national administrations in a timely manner, the Agency will continue to provide 
general, thematic and ad hoc support to EU+ countries when requested. This type of support 
will be based on an individual needs analysis followed by a national training plan.  

The Agency will continue to design and implement training activities as part of OPs signed 
with Member States subject to disproportionate pressure. Training provided to members of 
ASTs will be tailored to their duties and functions in the operational activities organised by the 
Agency. The Agency, where feasible, will continue to provide tailored training support to 
national authorities in Member States subject to disproportionate pressure, based on need 
assessments, as well as, to support Member States’ capacity building for instance, expanding 
national pools of trainers in the EAC. The Agency will furthermore continue to support 
capacity building for third countries in the context of Roadmaps or Projects, in line with the 
External Cooperation Strategy.  

The Agency will continue supporting the end-users of its learning technologies through the 
administration of helpdesk platforms and the management of customer relationship services 
for enrolment in learning paths in national languages and training delivery. The Agency will 
continue improving the online training and learning experience by incorporating innovative 
technologies and instructional methods, based on ongoing monitoring and feedback. 
Furthermore, the Agency will maintain, upgrade, and extend the features of its Learning 
Technology Ecosystem (LTE) and progressively consolidate the integration of additional 
components to ensure consistent end-user experience across platforms and tools throughout 
the training cycle.  

In parallel, it will provide strategic guidance, know-how, and support to its stakeholders 
towards the adoption of digital applications to support training, learning and formal 
assessment. Finally, the Agency will maintain and strengthen communication channels with 
other bodies and organisations in the field of training and learning technologies to exchange 
best practice and encourage synergies where applicable. 

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1.4 Horizontal and Governance Activities 
Multi-annual strategic objective: MA09 
Description 
of objective 

Reinforced governance and protection of fundamental rights’ functions in 
the CEAS implementation, tailored communication and high level of 
cooperation and coordination with stakeholders.  
•  Increased awareness of and respect for fundamental rights in all 

activities of the EUAA. Continued consultation with the Consultative 
Forum (CF).  

•  A high level of cooperation and coordination with stakeholders. 

Expected 
results 

Performance indicators (with data sources) 
Implementation of the Fundamental Rights Strategy 
(data source: FRO progress reports). 

Targets 
100% 

Multi-annual strategic objective: MA10 
Description 
of objective 

Expected 
results 

Enhance the implementation of the external dimension of the CEAS by 
supporting third countries’ capacity development in the field of international 
protection, in line with the External Cooperation Strategy (ECS). 
•  Roadmaps for bilateral cooperation and regional cooperation projects 
are developed and implemented, allowing for capacity-development 
actions in support of third countries in the field of international 
protection and reception as well as to facilitate and encourage 
operational cooperation between EU+ countries and third countries. 
•  Other cooperation frameworks such as Working Arrangements (WAs) 

with third countries are developed, where appropriate. 

•  LOs are deployed to third countries, where possible and as appropriate. 

Performance indicators (with data sources) 
Cooperation frameworks (Roadmaps, WAs, etc) for 
bilateral cooperation and regional cooperation projects 
in place, where appropriate (data source: Roadmaps, 
WAs, projects). 

Targets 
12 cooperation 
frameworks/projects 

Multi-annual strategic objective: MA11 
Description 
of objective 

Reinforce digitalisation and information management practices to support 
the continuous organisational change. Leverage technology by properly 
planning, integrating and securing our information.  
•  A mobile and simplified digital office.  
•  A digital information-driven organisational change management. 
•  Reinforced structural planning for rational resource management. 

Expected 
results 

Performance indicators (with data sources) 
Establish a cross-operational interviewing and video-
conferencing scheduling standard, secured via always 
on encrypting technologies (data source: Microsoft 
dynamics). 
Continued development of the organisational data 
repository to support a data-driven decision-making 
practices for core business (data source: data 
warehouse). 
Cooperate with the Asylum Digital Innovation Group 
(ADIG) on the Digital Innovation Strategy to discover 

Targets 
70% of all users utilise the new 
access architecture 

2 new themes added per 
semester 

At least one evolutionary survey 
per year and at least one 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

what ICT capabilities exist in Member States (data 
source: surveys). 

technical network meeting per 
year 

Protection of fundamental rights  

The role of the Fundamental Rights Officer (FRO) is to ensure the Agency’s compliance with 
fundamental rights throughout its activities and to promote respect for fundamental rights. 
The FRO will establish and implement a Fundamental Rights Strategy and will also be 
responsible for implementing the complaints mechanism to monitor and ensure the respect 
for fundamental rights in all the Agency’s activities. The sites where the Agency carries out its 
operational activities may be subject to visits by the FRO with the consent of the Member 
State concerned. In carrying out its duties, the FRO will cooperate with the CF and will be 
consulted on OPs, the evaluation of the Agency’s operational and technical assistance, the 
code of conduct and the EAC.  

Consultative Forum and cooperation with civil society 

The Agency will continue to engage with civil society in a constructive two-way dialogue. This 
is done through the Consultative Forum (CF), which provides a structured platform for the 
exchange of information and sharing of knowledge between the Agency and relevant civil 
society organisations. The Agency will also exchange information with civil society through 
participation in relevant civil society networks including activities of other Justice and Home 
Affairs (JHA) agencies’ CF, channelling relevant information to the Agency.   

Subject to the revised composition and the conditions for transmitting information to the CF, 
and with due regard to its working methods, the Forum’s plenary meeting will continue to be 
organised supplemented by thematic/geographically-focused consultation group meetings. 
Likewise, the Agency will consult the Forum on key Agency documents and selected civil 
society organisations will remain involved in different thematic areas of the Agency’s work, 
while having regard to the specific provisions contained in the EUAA Regulation in this 
regard. The EUAA Regulation envisages a broader role for the CF in terms of providing advice 
to the Management Board and Executive Director, and in terms of areas of consultation 
(e.g., consultation is foreseen on the Fundamental Rights Strategy, the code of conduct, the 
complaints mechanism and the EAC).  

Cooperation with EU stakeholders 

As a decentralised EU Agency with its own governance structure, the EUAA acts within the 
policies and institutional framework of the EU. Strong cooperation exists with the European 
Commission in all Agency activities. The Agency will also continue to strengthen the relations 
and exchange of information with the Council of the European Union and the European 
Parliament, including with a view to contributing to evidence-based policy making and 
legislation. Continued engagement with Member States likewise remains essential, 
particularly Member States hosting operations. LOs will also be deployed to Member States 
and will also provide another means for strengthening relations. Proactive engagement with 
EU stakeholders will therefore continue at the technical, strategic and political level. 

The Agency will continue to ensure close cooperation with other EU Agencies, in particular 
with JHA Agencies. The EUAA is a member of both the EU Agencies’ Network and the JHA 
Agencies’ Network. The Agency will continue participating actively in the relevant activities 
organised in the context of these networks and will also continue to strengthen bilateral 
relations with the JHA agencies, including on the basis of existing working arrangements and 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

cooperation plans, updating of those arrangements, or the negotiation of new ones. During 
2023, the Agency will chair the JHA Agencies Network. 

An update of the EASO-Frontex (European Border and Coast Guard Agency) WA, to take into 
account the provisions of the EUAA Regulation is currently under development and is 
planned to be finalised in 2022 or early 2023. A WA with the European Union Agency for Law 
Enforcement Training (CEPOL) is also being worked on. A WA between the Agency and the 
Fundamental Rights Agency (FRA) is in place, as is a WA and Cooperation Plan for 2020-
2022 between the Agency and the European Agency for the Operational Management of 
Large-Scale IT Systems in the Area of Freedom, Security and Justice (eu-LISA). Updates of 
these WAs and Cooperation Plans will be taken forward as appropriate, having regard to the 
changes brought about by the EUAA Regulation. The Agency will also seek to establish a 
structured cooperation framework with the European Union Agency for Law Enforcement 
Cooperation (Europol).  

Liaison Officers in Member States 

According to the EUAA Regulation, experts from the Agency’s staff are to be deployed as LOs 
in Member States. Each may cover up to four Member States which are geographically close 
to each other, and they would be appointed as needed and after the approval of the MB. LOs 
act on behalf of the Agency and foster cooperation and dialogue between the Agency and 
the Member States' authorities responsible for asylum and immigration and other relevant 
services.  

LOs support the collection of information required by the Agency, contribute to promoting the 
application of the Union acquis relating to the implementation of the CEAS, including with 
regard to respect for fundamental rights, and assist the Member States, upon request, in 
preparing their contingency planning for measures to be taken to deal with possible 
disproportionate pressure on their asylum and reception system. They report regularly to the 
Executive Director on the situation in the Member State concerned and its capacity to 
manage its asylum and migration systems effectively. The preparations, recruitment and 
appointment of LOs to the Member States will proceed in 2023, in consultation with the 
MB, with a view to having all such LOs deployed over the 2023-2025 programming period.  

Cooperation with Associated Countries 

The Agency will continue its cooperation with the Associated Countries on the basis of 
arrangements concluded between the EU and the respective countries. The Associated 
Countries are represented on the MB as observers. Moreover, their nationals may be 
engaged under contract by the Agency. 

Cooperation with international organisations 

In fulfilling its tasks, the Agency acts in close cooperation with UNHCR and with other relevant 
international and intergovernmental organisations. With regard to UNHCR, the Agency 
cooperates closely with and involves UNHCR in all areas covered by the Regulation. The 
UNHCR enjoys observer status in the MB and has a permanent liaison office to the Agency 
based in Malta. The Agency will continue to work closely with international organisations, 
implementing cooperation frameworks that are already in place and developing others as 
necessary (see Annex XII for further information on cooperation with International 
Organisations). 

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Support to Partner Third Countries 

The Agency supports the external dimension of the CEAS in agreement with the European 
Commission and within the framework of the EU external relations policy and the External 
Cooperation Strategy (ECS). The Agency takes into account the WA for cooperation on 
external actions signed with the European Commission on 11 January 2018, in accordance 
with the Common Approach on decentralised Agencies and the WA between the Agency and 
the European External Action Service (EEAS) signed on 13 September 2021. Consequently, 
the activities of the Agency in the external dimension are targeted to the priority areas that 
have been agreed with the Commission.  

Currently, the priority regions according to the ECS are the Western Balkans, Turkey and the 
Middle East and North Africa region. Cooperation under roadmaps and/or projects are 
therefore planned with these regions, aiming to provide capacity development support and 
institutional support in the fields of international protection and reception. This said, the 
External Cooperation Strategy is currently being revised and should be finalised in early 
2023. The revised strategy will then guide the Agency’s work in this field for the subsequent 
years, subject to available resources. The Agency’s external actions are coordinated with all 
relevant services of the European institutions to ensure they are aligned with other EU 
policies, in complementarity with other support to third countries and to avoid a dispersal of 
efforts and resources.  

The Agency will facilitate and support operational cooperation between EU+ countries and 
third countries, within the framework of the Union's external relations policy, including with 
regard to the protection of fundamental rights, and in cooperation with the European 
Commission and the European External Action Service. This will be done in a coordinated 
manner, including through the Agency’s Third Country Cooperation Network.  

Liaison Officers to third countries 

The EUAA Regulation envisages the possibility for the deployment of LOs to third countries in 
addition to the possibility of concluding WAs with those countries. This could also further 
contribute to strengthening relations between the Agency and third countries. The Agency 
will deploy LOs to third countries where needed and as appropriate. 

Communication  

The Agency ensures that its Communication Strategy is coherent, relevant and coordinated 
with the strategies and activities of the European Union. The Agency shall continue to 
increase the visibility of its role, tools, values and work by communicating in a consistent, 
efficient, transparent and accurate manner through the flow of easily intelligible messages 
both internally and externally. It will continue to promote its achievements and the image of a 
bearer of positive change that adds value to Member States' efforts.  

To reach this objective, the Agency will continue to implement communication campaigns and 
strive to communicate proactively via modern communication tools, based on its 
Communication Strategy (2020). The Agency will also place focus on mainstreaming public 
familiarity of the Agency’s name and operations through more use of major international and 
European news networks and distribution services. The Agency will sustain the significant 
growth of its social media platforms as a primary tool for direct communication with citizens, 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

sustained by the consistent use of professional-quality use of audio-visual media to deliver 
easily absorbable messaging. 

Furthermore, the Agency will continue ensuring professional quality in all its publications, and 
progressively shift to more modern, interactive publication tools. The Agency will continue to 
invest in providing better support and create engaging content through in-house video 
production, and design and printing services. The Agency’s communications will continue 
placing particular emphasis on the situation of asylum in the EU+, the Agency’s operations, 
and linkages with broader relevant geo-political developments. Wherever possible, the 
Agency will coordinate efforts with the Commission’s communication service, particularly for 
external communication relating to important policies of the Union or its overall image. 

Governance activities 

On 19 January 2022, on proposal of the Executive Director of the Agency, the MB adopted a 
decision on the internal structures of the EUAA, including its organogram. The organogram 
and the internal structure ensure that the Agency can address the mandate and strengthen 
governance through four separate centres of expertise (Operational Support Centre, Training 
and Professional Development Centre, Asylum Knowledge Centre, Corporate Management 
Centre), two horizontal units (Communications and Public Relations Unit, European and 
International Cooperation Unit) and four horizontal functions (Fundamental Rights Officer, 
Deputy Executive Director, Senior Adviser to the Executive Director, Accounting Officer).   

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

2  Human and Financial Resources – 

Outlook for Years N+1 – N+3 (2023-2025) 

2.1 Overview of the past and current situation 

Financial resources  

The budgets for the years 2024-2025 are aligned with the MFF 2021-2027. The 2023 budget 
has been increased by €3,000,000 as adopted by the budgetary authority on 23 November 
2022. The following table shows the expected evolution of the budget in the period of 2022 
to 2025.  

Expenditure evolution 2022-2025 in commitment appropriations (CA) (C1 funds): 

Title  Expenditure type 

1 

2 

3 

Staff expenditure 
Infrastructure and 
operating 
expenditure 
Operational 
expenditure 

Total foreseen 
expenditure 
Total as per MFF 

2022 
(€) 

20239 
(€) 

2024 
(€) 

2025 
(€) 

49,921,717  

55,357,080 

52,770,000   53,803,877 

17,111,634  

17,896,332 

19,078,254 

19,686,255 

116,746,649  

106,881,715 

108,829,575 

110,801,253 

183,780,00010  
183,780,000 

  180,135,127 

 180,677,829 

 184,291,385 

177,135,127 

 180,677,829 

 184,291,385 

Beside the EU subsidy, the Agency can cover its expenditure through AC contributions 
stemming from bilateral arrangements between the EU and Norway, Switzerland and 
Liechtenstein. These funds can be used to provide support to Member States in 
unforeseeable and urgent circumstances.  

Human resources  

At the request of the European Commission, the Agency has provided its staff plan for the 
period covered by the MFF 2021-2027. The following table summarises the change in human 
resources in 2022-2025. 

Staff 
Temporary agents (posts) 
Contract agents (FTEs) 
Seconded national experts (FTEs) 
Growth compared to previous year 
(posts/positions)  
Growth compared to previous year (%)  
Total statutory staff and SNEs 

2021 
366 
123 
11 

2022 
371 
123 
11 

2023* 
371* 
123 
11 

2024* 
371* 
123 
11 

+5 

0 

0 

+1% 
50513 

0% 
505* 

0% 
505* 

500 

2025 
371 
123 
11 

0 

0% 
505 

10   The budget for 2022 was increased by €380,000 as adopted by the budgetary authority on 24.11.2021 in 

response to the Agency’s request for the new posts for 2022. 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

2021 

2022 

2023* 

2024* 

2025 

Staff 
Short-term operational contract agents 
(FTEs) 
Growth compared to previous year 
(posts/positions) 
Growth compared to previous year (%) 

5811 

9012 

90 

+32 

0 

+55.2%  

0% 

TOTAL growth compared to previous year (%) 
TOTAL staff 

558 

+6.6% 
595 

0% 
595 

90 

0 

0% 

0% 
595 

0 

-90 

-100% 

-15.1% 
505 

*  At the time of writing, the Agency was requesting additional posts for the tasks that were added to 

the EUAA Regulation during the co-legislator negotiations. 

2.1.1 Expenditure for 2021  
The Agency’s 2021 budget initially amounted to €142.1 million. With the first amendment, €9.5 
million from the AC contributions, €585.9K IPA grant and €537.7K Member States’ 
contributions were added (R0 funds) to reach a total of €152.74 million in commitment 
appropriations and payment appropriations.  

CA budgeted 
(€) – EU 
subsidy and  
external 
projects 

CA 
consumed 
(€) – EU 
subsidy and  
external 
projects 

CA % 

PA budgeted 
(€) – EU 
subsidy and  
external 
projects 

PA 
consumed 
(€) – EU 
subsidy and 
external 
projects 

PA % 

142,114,334 

137,383,861  96.67% 

142,114,334 

129,189,084  90.91% 

 25,832,412 

646,614  2.50% 

 25,832,412 

306,645 

1.19% 

Fund Source 

C1 - EU general 
budget contribution 

R0 – AC 
contributions13 

R0 – IPA grant 

 823,563 

764,619  92.84% 

823,563 

573,838  69.68% 

R0 – Member States 
direct contribution 

 1,289,470 

1,008,715  78.23% 

 1,289,470 

425,514  33.00% 

Total 

 170,059,779  139,803,809  82.21%   170,059,779  130,495,081  76.73% 

In 2021, the execution of the EU subsidy in CAs reached 96.67% and that of payment 
appropriations (PAs) reached 90.91%. The execution of the funds received from the AC was of 
€646,614 in commitment appropriations and €306,645 in payment appropriations. The 
executed credits concern funds carried over to cover for legal commitments signed in 
previous years. Funds received in 2021 were not used since there was no need to activate 
the contingency in 2021. 

11    58 short-term operational Contract Agent posts (one year duration) assigned to Italy and Cyprus. 
12     90 short-term operational Contract Agents posts (two year duration) assigned to different centres. These posts 

were given to the agency in 2022 to reinforce the capacity for support Member States, in relation to the 
Russian invasion of Ukraine. 

13   Received in 2021 and carried over from the previous year. 

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2.1.2 Staff population overview for 2021  

On 31 December 2021, the staff headcount was 448 together with offered positions. The 
composition was 338 Temporary Agents, 104 Contract Agents [excluding 8 contract agents 
under the Instruments for Pre-Accession Assistance (IPA) and the Regional Development and 
Protection Programme for North Africa (RDPP NA)14, and excluding 58 short-term operational 
Contract Agents15], and 6 Seconded National Experts.  

2.2 Outlook for the years N+1 - N+3 (2023-2025) 

2.2.1 New tasks  

A number of projects to phase in the new tasks and requirements of the EUAA regulation are 
currently established, with project activities extending into 2023 and beyond to ensure full 
compliance with the requirements of the regulation. New tasks include deploying LOs in 
Member States and third countries, the development of the Fundamental Rights function and 
the complaints mechanism and enhanced support to third countries.  

Furthermore, the monitoring role to be performed in 2023 adds a new function to the Agency, 
the methodology for which will be developed in 2023. The roll-out of activities related to 
these new tasks is expected to require additional resources, as reflected in the work 
programme.  

2.2.2 Growth of existing tasks  

The new mandate also envisages the growth of existing tasks. For example, the task of 
drawing up Country Guidance, which is something that the Agency was tasked to do by 
Council Conclusions in 2016, is now a specific task in the new mandate. Training is further 
expanded in scope, while tools, guidance and operational standards will become reference 
points in the context of the abovementioned monitoring role.  

Should the legislative proposals presented with the New Pact on Migration and Asylum be 
adopted, they may also entail additional tasks for the Agency. This may in turn require an 
amendment to the Work Programme 2023, including the objectives, outputs/actions and 
performance indicators. 

2.3 Resource programming for the years N+1 - N+3 
(2023-2025) 

2.3.1 Financial resources 

Revenue 

Based on the current level of operational activities, the Agency needs a total budget of €180.1 
million for 2023. The contribution from the general budget of the EU has always represented 

14   Contract agents funded under the earmarked IPA and RDPP NA funded projects (Title 4). 
15   Contract agents (Title 1). 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

by far the largest share of the Agency’s budget and will continue to do so in 2023-2025. The 
said contribution will be proportionally complemented by the funds received from AC. The 
Agency may also manage resources stemming from (i) grants signed with other entities (such 
as the European Commission to continue existing projects or start new ones), and (ii) 
arrangements signed with the Member States (such as the regional pilot project with a focus 
on third countries in the Middle East and North Africa region). 

Expenditure  

The Agency will implement its activities in all areas outlined in this programming document. 
The increases in Title 1 and Title 2 will reflect the growth in human resources and the related 
increase in infrastructure and IT to accommodate all recruited staff (including office space, 
equipment, meeting rooms, etc.). Another increase in administrative expenditure is due to the 
shift of all operational missions to the administrative budget (Title 1).  

The evolution of the operational expenditure (Title 3) shows a steady increase of operational 
needs in the coming years. It is to be noted that the operational expenditure of EUAA is 
strictly dependent on the request for support from Member States, therefore the operational 
expenditure is characterised by a certain degree of volatility. To prepare for this, AC 
contributions are allocated as a reserve in Chapter 36 of the budget to promptly respond to 
unforeseeable requests for support from Member States by mobilising the necessary funds.  

2.3.2 Human resources 

At the time of writing, the Agency was requesting additional posts for the tasks that were 
added to the EUAA Regulation during the co-legislator negotiations. 

2.4 Strategy for achieving efficiency gains 

The Agency will continue to implement improvements to its systems and procedures to 
further increase efficiency. Simplifying processes, while ensuring compliance with the 
applicable rules and internal controls remains the key objective. In doing so, the Agency will 
ensure that:  

  Repetitive and labour-intensive tasks are minimised, allowing for more time on tasks 

that have higher added value;  

  Human error is avoided through the reduction of procedural steps, the automation of 

processes and the strengthening of process controls;  

  A risk-based approach continues to be embedded across activities so that efforts are 

geared towards tasks that require enhanced control;  

  Resources in administration are kept to a minimum compared to operations, without 

jeopardising the essential deliverables of the Agency. 

By improving its quality management system and internal controls, and by re-engineering, 
optimising and automating key processes such as HR self-services, the Agency will enhance 
organisational performance and generate further efficiency gains. Automation and 
digitalisation will also be achieved through collaboration with partner institutions and 
stakeholders such as the Directorate-General for Human Resources and Security and the 
Directorate-General for Informatics.  

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2.5 Negative priorities/decrease of existing tasks 

A reduction in legally required tasks during the period 2023 to 2025 is not foreseen. On the 
contrary, with the entry into force of the EUAA regulation, the Agency’s tasks, scope and 
volume of activities will increase significantly. The Agency, in collaboration with the European 
Commission, will seek to identify tasks and activities that could potentially be postponed. In 
the context of the recurrent need for more resources, any negative priorities along with 
potential efficiency gains will be identified and appropriately addressed. In this regard, and 
following the invasion of Ukraine in 2022, the Agency re-programmed its operations through 
re-prioritisation of activities to ensure timely and efficient operational response. Additionally, 
90 Contract Agents were allocated to cover operational needs linked to the Ukraine crisis 
until 2024.  

The possibility of the Ukraine crisis extending beyond 2023 cannot be discounted and is 
being planned for. The Agency also draws attention to its human resources needs due to the 
additional tasks added to the mandate (37 posts requested for 2023 and 26 posts for 2024). 
To account for potential gaps and in the absence of additional resources allocated for the 
new tasks the Agency will have to explore deprioritising activities and tasks. 

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Section III.  Annual Work Programme year 

N+1 (2023)  

1  Executive Summary 

The Work Programme 2023, which is an integral part of the Single Programming Document 
2023-2025, is based on the EUAA Regulation. The need for increased support from the 
Agency linked to the Ukraine crisis and its potential ripple on other regions in the world, 
which might trigger further migration waves, is likely to continue also in 2023. 

The Agency will continue strengthening its operational and technical capability and first 
operational response and preparedness capacity. A key area of continued priority will be the 
operational and technical assistance provided to Member States under disproportionate 
pressure on their asylum and reception systems, delivered in line with the agreed OPs. 
Specific operational support for the implementation of the CEAS across asylum and reception 
and operations in the hotspots will be maintained, including with the delivery of specific 
support for emergency operations and support for the implementation of the voluntary 
relocation (VR) process as per the Declaration16 setting up a voluntary solidarity 
mechanism, signed on 22 June 2022. The Agency will continue to further review and 
enhance its operational delivery capacity, planning and contingency capabilities to be able to 
deliver operational response in a timely and efficient manner. It will develop and implement 
operational support based on efficient functional project management frameworks and 
operational systems including, effective systems for deployment and quality management. 
The Agency will implement its role as mandated by the EU institutions and in line with the 
legislative framework in place, as well as with the priorities further outlined in this Work 
Programme.  

The Agency will contribute to strengthening the EU’s role in Resettlement and Humanitarian 
admission, by offering support to EU+ countries in cooperation with the European 
Commission, UNHCR, IOM and other relevant stakeholders. The Agency will continue to 
support the implementation of training and the development of operational tools to be used 
by EU+ countries engaging in Resettlement and Humanitarian Admission programmes, and 
facilitate planning and implementation of Complementary Pathways to international 
protection.  

In the area of asylum knowledge, the Agency will continue to assist Member States and 
foster convergence in the assessment of applications for international protection, together 
with developing and consolidating the EU COI system and MedCOI activities. Comprehensive 
information on the implementation of the CEAS and related analysis will be made available to 
all stakeholders. Strategic data management will be maintained and strengthened, including 
the predictive analytics using big data and machine learning. Asylum thematic cooperation 
will be promoted through professional networks of Member States’ asylum and reception 
authorities, to exchange information and best practices, pool expertise, and develop specific 
tools and guidance. Judicial dialogue in the field of asylum and enhancement of professional 
development activities for members of courts and tribunals will be promoted.  

16   https://presidence-francaise.consilium.europa.eu/en/news/first-step-in-the-gradual-implementation-of-the-

european-pact-on-migration-and-asylum-modus-operandi-of-a-voluntary-solidarity-mechanism-1/ . 

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Training and professional development will be continuously provided to support capacity 
building, especially to national authorities in Member States subject to disproportionate 
pressure. Specialised thematic courses will be available to Member State experts deployed 
by the Agency and also to its own staff. Further steps will be taken towards certification and 
accreditation of the European Asylum Curriculum. The Agency will be strengthening the 
design and infrastructure of the e-learning management system, serving as a single source of 
information. 

Cooperation with authorities of third countries will continue with a view to promoting EU 
standards on asylum and reception and contributing to the EU-wide policy objectives to 
promote dialogue and cooperation with third countries, to work in partnership and jointly 
tackle common challenges. 

The Agency will continue collaborating with institutional stakeholders and other actors in the 
field, also through the deployment of LOs. The Agency will further develop its positive 
relationship with civil society representatives in various areas of its work through targeted 
consultations, transparency and outreach activities. Tailored efforts will be taken to further 
reinforce governance and internal control aspects.  

This programming document constitutes the framework financing decision for the 
implementation of planned activities. In the meaning of Article 72.3(b) of EASO Financial 
Regulation, the global budgetary envelope reserved for operational procurements 
corresponds to the maximum value of the Title 3 of the Agency’s budget, as per Annex III of 
this Single Programming Document. In view of the largely unpredictable nature of 
developments in the migration field in the EU, which have a direct impact on the Agency’s 
operations, the Agency will have to continue to respond flexibly in a timely and proactive 
manner to evolving circumstances, therefore aligning priorities with the changing 
circumstances. Moreover, emerging crises might limit the Agency’s ability to carry out some 
planned activities in 2023. Changes to the Work Programme along with financial implications 
are therefore likely to occur. 

Planning priorities for 2023 

Operational support, resettlement and humanitarian admission, operational planning, 
monitoring and evaluation: the Agency will develop flexible, needs and results-based 
approaches to providing operational support to Member States, including in emergencies and 
situations of disproportionate pressure on national asylum and reception systems. This will be 
achieved inter alia through collaborative partnerships, rigorous project and budget 
management and through the use of innovative tools and approaches, including the 
establishment of a technical First Response Unit and development of a catalogue of 
operational asylum and reception responses. Monitoring and evaluation will remain central 
throughout to ensure progress tracking and continuous improvement. The Agency will 
continue to work in the field of Resettlement and Humanitarian Admission and will assist with 
the implementation of Complementary Pathways to International Protection.  

Asylum knowledge: the Agency will produce high quality, timely and tailored asylum 
knowledge, information and outputs, improving situational awareness and early warning 
capabilities and responding to emerging needs (e.g., for COI). The Agency will increase trust 
and usage of its information/tools through wide dissemination and publicity, both internally 
and externally. The agency will implement its Strategy on Reception (2021), will further 
diversify knowledge activities for courts and tribunals and will consolidate a methodology for 
monitoring the operational and technical application of the CEAS.  

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Training and professional development: the Agency will provide quality training, capacity 
building activities and on-the-job/coaching activities to Member States, experts, operational 
staff and third countries, in line with European educational and vocational standards. This will 
include tailor made training support to those under disproportionate pressure. The Agency 
will enable asylum and reception officials to acquire the relevant knowledge and skills, 
including through the European Asylum curriculum, and the train-the-trainer methodology.  

Horizontal activities: the Agency will continue to improve cross-cutting governance and 
management functions, such as quality assurance, business continuity, risk management, 
legal advice and planning and reporting. The Agency will improve internal communication to 
facilitate a better flow of information and knowledge sharing, as well as external 
communication to strengthen relations with stakeholders and achieve increased convergence 
in asylum policy. Information and Communication Technologies, tools and platforms will also 
be prioritised to support organisational change. Further work to fully operationalise the EUAA 
Regulation, in collaboration with the relevant stakeholders will also remain a priority across 
the agency. The Agency will continue supporting capacity development of third countries’ 
asylum systems through defined and well managed strategies, as well as through cooperation 
with key stakeholders. 

The Agency’s Key Performance Indicator 

The overall Key Performance Indicator (KPI) of the Agency represents the ability to conduct its 
core business and to meet specific objectives set out in the Annual Work Programme. 
Consequently, the Agency’s KPI is represented by a qualitative indicator aiming at 
demonstrating the impact of the Agency’s support to the implementation of the CEAS, taking 
into account: 

  Tasks laid out in the EUAA Regulation, the recast EU asylum acquis and other related 
EU documents and the Agency’s progress in implementing activities to fulfil these 
tasks; 

  Requests made by the EU+ countries, the European Commission, the Council of the 
EU, the European Parliament and other EU institutions, agencies and bodies to 
develop and execute additional activities in order to support implementation of the 
CEAS; 

  Opinions expressed by the EU+ countries, the European Commission, the Council of 

the EU, the European Parliament, other EU institutions, agencies and bodies and other 
relevant partners. 

The Annual Work Programme identifies a number of specific SMART objectives (specific, 
measurable, achievable, realistic, time-bound). RACER (relevant, accepted, credible, easy to 
monitor and robust) indicators are established for each such objective, together with annual 
targets, main outputs and expected results. 

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2  Activities 
2.1 Operational and Technical Assistance 

The Agency will continue the provision of operational and technical assistance to Member 
States for the management of their asylum and reception systems, and in particular those 
subject to disproportionate pressure. It will contribute to strengthening the efficient 
functioning of the asylum and reception systems of Member States and further support with 
the implementation of their obligations under the CEAS, as relevant. 

The Agency will review its operational support to Member States based on continuous 
assessment and prioritisation of current and emerging needs and taking into account the 
trends in arrivals and migration routes, applying a validated project management 
methodology to implement the EU Asylum acquis in an efficient and effective manner. The 
support provided to Member States with high number of first arrivals will continue, depending 
on the operational situation and the concrete needs of those Member States, and in 
implementation of the agreed OPs17. New operational interventions will be agreed upon 
approved request, following a validated needs assessment, design and planning 
methodology, in application of the Agency’s Operational and Technical Assistance Manual. 

The agency will fully embrace and continuously refine its results-based approach to the 
delivery of operational support. Annual prioritisation of activities will ensure the Agency’s 
support remains adequate to changing circumstances. The continuous review of support will 
take into account the environment in which the Agency operated in previous years, with 
particular regard to occupational health, safety and security circumstances, EU policies of 
solidarity on managing asylum-seekers arrivals and potential challenges and ensuing 
emergencies. Results from continuous monitoring of activities, as well as the outcome of 
internal and external evaluations and lessons learnt, will be taken into consideration and 
embedded in the planning and implementation cycle with actionable feedback loops to 
enhance efficiency and effectiveness of operational support.  

The Agency will ensure fidelity of its interventions through continuous review and 
prioritisation of activities, close coordination and consultations with the European 
Commission, as well consistent and continuous engagement with implementing partners and 
key stakeholders. Further, the Agency will adjust its support within the framework of its 
Strategy on Reception, which identifies reception related support central to the effective 
delivery of reception services within Member States. 

The Agency will also expand its capacity to provide operational and technical assistance t 
through the development of an operational asylum and reception catalogue that will inform 
the design and implementation of targeted modular interventions, offering support activities 
with pre-defined scope, operational objectives, and intended results, which can be tailored 
further to the varied needs of Member States and operationalised within a short timeframe.  

Within this framework, operational and technical assistance will be provided through the 
deployment of ASTs18 and migration management support teams19, where necessary through 
the design, development and delivery of institutional capacity building activities and other 
support actions.  

17   Operational plans are published on the Agency’s webpage, https://easo.europa.eu/archive-of-operations. 
18   Composed in accordance with the provisions of Article 19 of the EUAA Regulation. 
19   In accordance with Article 21 of the EUAA Regulation. 

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Further to this, the Agency will provide and/or maintain the required support infrastructure 
such as acquisition and deployment of the necessary technical and other equipment for the 
ASTs, deployment of mobile offices and/or accommodation units, rental, fitting-out and 
maintenance of facilities, as well as the necessary services such as interpretation/cultural 
mediation, transportation and other logistics, security, administrative support, etc., to facilitate 
the implementation of the measures in the OPs and special project plans, taking into account 
support that is provided under other financial instruments, such as the Asylum, Migration and 
Integration Fund20 and including Emergency Assistance, to ensure complementarity and avoid 
any duplications. 

The Agency will cooperate with the relevant bodies in the provision of such support, devoting 
special attention to practical cooperation with other JHA Agencies within their respective 
mandates and other key stakeholders, as well as collaboration with main partners, such as 
UNHCR and IOM. 

An overview of the operational support activities to be implemented in 2023 in the framework 
of agreed OPs, as well as other operational activities, is presented below. As the Agency aims 
to provide timely and flexible support to the identified and emerging needs of the supported 
Member States, the foreseen activities will be implemented in consideration of the changing 
circumstances on the ground, and subject to the availability of human and budgetary 
resources. In view of this, the budget for operations and the breakdown of resources 
allocated to each sub-activity are indicative. Budgets and human resources will be aligned 
with the annual planning of the specific OPs, the prioritised needs assessments, and the 
activities to be implemented, and will be managed within the overall available resources for 
operational and technical assistance. In case of further operational needs in specific areas or 
in the event of unforeseen emergencies, re-allocation of resources and/or contingency 
funding will be further utilised. 

The main challenges for the Agency remain the continuously changing political and 
operational environment in which it has to plan and operate. Throughout the year, on the 
basis of any change in the circumstances on the ground, and in agreement with the European 
Commission and the relevant national authorities, the Agency will adjust its intervention 
providing appropriate support to address emerging priority needs, in line with the provisions 
of the EUAA Regulation and in application of the methodology prescribed in the Agency’s 
Operational and Technical Assistance Manual. 

2.1.1 Italy  

Overview of the activity  
In 2023 the Agency will continue the implementation of support measures under the agreed 
multi-annual OP 2022-2024 for Italy. Operational support to Italy will be provided to the 
central and local offices of the asylum and reception authorities:  
- the Department of Public Security (DPS), and selected local offices (border areas, main entry 

points) of the Immigration and Border Police;  

- the National Asylum Commission, its COI and Quality Units and selected Territorial 

Commission; 

- the Department of Civil Liberties and Immigration, including its Dublin Unit;  
- selected prefectures – also responsible for the monitoring of reception conditions;  

20 Asylum, Migration and Integration Fund (2021-2027) (europa.eu) 

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- specialised sections on immigration, international protection and free movement of citizens 
in the EU within the Tribunals and the Supreme Court of Cassation, including the General 
Prosecutor’s Office. 

In line with the Plan and based on the recommendations deriving from the external 
evaluations, the Agency will continue to:  
-  Follow an emergency logic, in respect of the support to ad-hoc events such as 

disembarkations of SAR operations or to addressing eventual backlog at first instance;  

-  Support the harmonisation of national asylum and reception systems and procedures, 

including the refinement and implementation of quality monitoring mechanisms within the 
asylum and reception systems; 

-  Support the management / reduction of backlog at second instance, in view of a gradual 

phase out from direct support to backlog reduction at second instance by the end of 2023;  

-  Provide structural capacity building support to central and local authorities, including 

relevant reception and asylum actors, on the basis of a consolidation logic; 

-  Expand its support concerning information provision and identification of applicants with 

special needs to ensure access to the asylum and reception procedures; 

-  Support the implementation of the VR process; 
-  Support the implementation of the Temporary Protection Directive (TPD) as relevant. 

Throughout the year, and in agreement with the Host Member State and the European 
Commission as relevant, the Agency will adjust its intervention, when necessary, to ensure 
the agreed support measures address appropriately the identified and emerging new priority 
needs. 

Financial 
resources 
Human resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 12,742,80021 
(3301 Operational Support - Italy) 
8 TA, 1322 CA & SNE 

2021 (actual) 
EUR 9,762,306 
(3301 Operational Support - Italy) 
8 TA, 3423 CA 

•  Number of arrivals: An increasing trend of arrivals is expected in  2023 
•  Reception: the increasing number of arrivals will put pressure on the 

reception system  

•  Number of pending cases at second instance: as of December 2021, 
68,96124 pending cases were reported; it is assumed that the number 
of pending cases will stabilise, and a gradual decrease is expected 
between 2022 and 2024  

An indicative breakdown of the allocated appropriations for operational support to Italy is 
provided below and will be aligned with the annual planning of the specific OP. 

Type of costs 
Deployment of Member States’ experts 
Experts on contract/external experts 
Interpretation services 
Other direct OP costs25  

Estimated expenditure (EUR) 

349,600 
10,420,310 
1,244,160 
728,730 
12,742,800 

21   In case of operational needs, R0 provisions can be further utilised for operational budgeting. 
22   Includes 7 short-term operational CA posts (costed under Title 1). 
23   Includes 7 short-term operational CA posts (costed under Title 1). 
24   Data from Ministry of Justice, Central Directorate for Statistics and Organisational Analysis (DOGPS, Direzione 

Statistica ed Analisi Organizzativa), latest update December 2021. 

25   Includes, inter alia, expenditure linked to training and capacity building activities, missions, buildings/facilities 
rental, purchase and maintenance, stationery and office supplies, medical supplements, translations, other 
services, supplies and works. 

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Objective 1  
Operational, technical and emergency support is provided effectively through implementation 
of the annual measures in the agreed OP and in line with the Agency’s mandate to enable 
Italy to respond to particular pressure on its asylum and reception systems and to implement 
its obligations under the CEAS. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023)   
  Provision of support to the relevant asylum authorities to enhance their processing 

capacity of asylum procedures and implementation of quality monitoring mechanisms in 
line with the CEAS. 

  Provision of support to central and local reception authorities in the implementation of an 

effective reception self-monitoring framework (allocation, conditions and services). 

  Deployment of ASTs and/or Agency’s staff to implement tasks as per the agreed SOPs for 

SAR disembarkation/ VR events. 

  Deployment of ASTs and/or Agency’s staff to support the implementation of tasks related 

to the cooperation mechanism/solidarity among EU Member States. 

  Provision of support to the national authorities in implementing the TPD, including the 

deployment of ASTs and delivery of capacity building. 

  Support with specific operational activities upon approved request, and subject to the 

availability of resources, justified by new emerging needs. 

Expected results (2023)    
  Improved capacity of the Italian authorities to efficiently implement, manage and monitor 

the asylum system. 

  National reception monitoring framework supported by the Agency to ensure improved 
assessment of the quality and of the data collection and processing of the reception 
system.  

  Improved coordination of post-SAR disembarkation activities for timely implementation of 

the VR process.    

  Enhanced capacity of the national authorities to effectively implement the TPD, as 

relevant/applicable. 

  Timely delivery of operational support for new emerging needs. 

Indicators 

Percentage of annual support measures 
implemented, including amendments, if 
applicable. 

2.1.2 Greece 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
≥85% 

Data source 

Progress reports  

Overview of the activity  
In 2023 the Agency will continue the implementation of support measures under the agreed 
multi-annual OP 2022-2024 to Greece. The Agency will continue to provide operational 
support to Greece in the fields of asylum and reception, at central level and across the 
mainland and on the islands. The Agency will be present operationally on five Aegean 
islands, as well as in Athens, Thessaloniki and over 30 second-line reception facility locations 
on the mainland. The Agency is also mindful of its responsibilities in respect of the EU-Turkey 
Statement and will retain the capacity to respond as necessary to emerging requests. 
Following a peak in asylum applications in Greece in 2019, a subsequent decrease in 
applications partly due to the COVID-19 pandemic ensued from March 2020. Subsequently, 
the Greek Asylum Service (GAS), supported by the Agency, reduced, and in some places 
cleared, its backlog of asylum applications. Subject to a continued trend of low numbers of 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

arrivals throughout 2022 and 2023, the Agency will continue to reduce support to GAS, 
focusing primarily on institutional support to GAS personnel as well as targeted capacity-
building. Ultimately, the objective will be to continue the timely, planned, phased handover of 
activities to GAS.  

In parallel, the Agency increased its support to the Reception and Identification Service (RIS) 
supporting RIS in delivering on its expanded mandate. Support provided to the RIS and to the 
Special Secretariat for Unaccompanied Minors (SSUAM) to ensure these authorities have the 
capacity to deliver on their broader mandates. In terms of the RIS this support will be 
delivered within a defined results-based approach as developed in 2022 and will focus on 
the support for the continued assumption by the RIS of all its responsibilities in respect of 
reception in Greece. The primary areas of support will therefore include the definition and 
implementation of validated workflows in respect of information provision, vulnerability 
screening assessment and referral, site management, site design / site planning and the 
establishment of self-monitoring systems for monitoring reception conditions. In terms of the 
SSUAM, support will involve the continued implementation of the agreed SSUAM Project Plan 
defined in 2022 to support the implementation of the National Strategy on Unaccompanied 
Minors. The Agency will provide flexible surge support in case of increased needs, as regards 
both asylum and reception.  

Finally, the Agency will support the national authorities in implementing the TPD where 
required and through re-assignment of internal resources and will provide support for the 
implementation of VR processes linked to the cooperation mechanism/solidarity among EU 
Member States, as relevant. The uncertainty over migration flows and the changing political 
and operational environment remain the main challenges to the work of the Agency in 
Greece. Throughout the year, the Agency will make required adjustments to its strategy to 
address decreasing or increasing needs in case of change in the circumstances on the 
ground, in agreement with the Greek authorities and the European Commission as relevant.  

Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 36,477,7002 
(3301 Operational Support - Greece) 

2021 (actual) 
EUR 46,386,254 
(3301 Operational Support - Greece) 

12 TA, 7 CA & SNE 

14 TA, 5 CA 

•  Elimination of backlog and progressive decrease of support in 2023 
• 
•  Ad hoc support to relocation requests 

Increased scope of activity in reception 

An indicative breakdown of the allocated appropriations for operational support to Greece is 
provided below and will be aligned with the annual planning of the specific OP. 

Type of costs 
Deployment of experts 
Experts on contract/temporary workers 
Interpretation services 
Other direct OP costs26 

Estimated expenditure (EUR) 
158,700 
27,700,000 
4,800,000 
3,819,000 
36,477,700 

26   Includes, inter alia, expenditure linked to training and capacity building activities, missions, security, 

buildings/facilities rental, purchase and maintenance, stationery and office supplies, medical supplements, 
translations, other services, supplies and works. 

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Objective 1  
Operational, technical and emergency support is provided effectively through 
implementation of the annual measures in the agreed OP and in line with the Agency’s 
mandate to enable Greece to respond to particular pressure on its asylum and reception 
systems and to implement its obligations under the CEAS. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023)    
  Support to the National Asylum Authority to strategically plan and manage the asylum 
system by enhancing institutional support, training, capacity-building and coordination 
mechanisms, as well as through the provision of support in ensuring quality within the 
asylum procedure. 

  Support to the Asylum Service for processing applications for international protection at 
first instance on the islands and mainland. Support will cover all stages of the application 
process with a phase-out being implemented on the assumption that migratory flows 
remain stable. Flexible surge support will be provided as necessary to respond to 
potential increase in arrivals from the First Response Unit as with all Member States.  

  Support to the Dublin Unit to process outgoing requests according to the Dublin 

Regulation criteria and support to the Appeals Authority in issuing second instance 
decisions will continue. 

  Relocation requests: the Agency’s support in this area will continue, for the 

implementation of VR processes and the implementation of tasks related to the 
cooperation/solidarity mechanism. 

  Support to the National Reception Authority to strategically plan and manage the 

reception system. This may consist of: facilitating internal and external coordination and 
communication mechanisms; support provided via the helpdesk; support in the 
implementation of the EUAA ARC27 tool; contingency planning support; support in 
capacity-building as regards funding, procurement and logistics; support for referrals, 
transfers and the ESTIA programme (“ESTIA 2021: Accommodation Scheme for 
International Protection Applicants”); support to pre-integration activities; as well as 
other activities as relevant.  

  Support in ensuring quality within the reception procedures through, inter alia: support 
to the RIS in establishing and rolling-out harmonised standards, SOPs and operational 
tools in the reception facilities; capacity building for staff and interpreters, including the 
development of training plans, also on thematic reception areas, and a roster (train the 
trainer); and the roll-out of a training plan on reception; establishment and roll-out of 
quality and training assessment methodologies and tools. 

  Support to first-line reception management and coordination: Support in the areas of 
Child Protection/Unaccompanied Minors (UAMs), Vulnerability, Communication and 
Information Provision will continue, as will support for site management. 

  Support to second-line reception facilities management: support for site management 
and vulnerability will continue across the long-term accommodation centres in the 
mainland, with additional activities planned according to the needs on the ground.  
  Targeted support for the operation of the five planned Multipurpose Reception and 

Identification Centres on the islands, under the coordination of the Task Force led by 
the European Commission. 

  Support to the National Reception Authority and the SSUAM to implement the National 
Strategy on Unaccompanied Minors. Support will continue in facilitating the operation of 
the National Emergency Response Mechanism and enhancing the state’s 
accommodation capacity for UAMs, including the management of a referral and 

27   Assessment of Reception Conditions (ARC), https://arc.euaa.europa.eu/. 

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placement system, the implementation of the Mentorship Programme and the 
establishment and operation of a Foster Care Scheme for UAMs. 

  Provision of support to the Greek authorities to manage and implement relocation from 

Greece under the jointly agreed procedure and the coordination of the European 
Commission and other relevant actors. 

  Support the national authorities in implementing the TPD, including on communication 

and information provision (CIP), registration, identification of needs, referral of cases and 
interpretation services. 

  Support with specific operational activities upon approved request, and subject to the 

availability of resources, justified by new emerging needs. 

Expected results (2023)    
  Enhanced capacity of the Asylum Service to process applications for international 

protection. 

  Enhanced capacity of the Asylum Service to process Dublin files. 
  Enhanced capacity of the Appeals Authority to process second instance appeals.  
  Enhanced capacity of the Quality and Training Unit of the Asylum Service. 
  Enhanced capacity and coordination for VRs. 
  Enhanced operational skills and technical knowledge of the Reception Authority to 

strategically plan and manage the national reception system. 

  Strengthened capacity of the relevant national authorities to manage first- and second-

line reception facilities. 

  Strengthened capacity of the relevant national authorities to plan and manage support 

for UAMs and implement the National Strategy on UAM’s. 

  Strengthened capacity of the National Reception Authority to monitor reception 

conditions. 

  Enhanced capacity of the national authorities to process registration for beneficiaries of 
temporary protection as well as to implement activities regarding temporary protection. 

  Timely delivery of operational support for new emerging needs. 

Indicators 

Percentage of annual support 
measures implemented, including 
amendments, if applicable. 

2.1.3 Cyprus 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
≥85% 

Data source 

Progress reports 

Overview of the activity  
In 2023 the Agency will continue the implementation of support measures under the agreed 
multi-annual OP 2022-2024 to Cyprus. Within the context of constant migration flows in the 
Eastern Mediterranean, the Agency’s operational support will be provided to the main 
national stakeholders: 
- 

the Cypriot Asylum Service (CAS) in Nicosia at central level across asylum and reception 
services,  

-  within the reception centres (Pournara First Reception Centre – Examination Area and 

Safe Zone, Kofinou Reception and Accommodation Centre for Applicants of International 
Protection) and other centres upon approved request,   
in the Pournara registration area supporting the Aliens and Immigration Unit of the Ministry 
of Justice (AIU), and  

- 

-  at the International Protection Administrative Court (IPAC) in Nicosia.  

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Over the past years the Agency’s support has been elevated from micro/meso level to a 
macro level, adopting a more strategic approach in supporting the Cypriot asylum system to 
develop its internal capacity to absorb migratory flows while adhering to the CEAS standards.  
The objective of the Agency’s operational support to Cyprus, within the framework of the 
multiannual planning, is to develop internal capacity of the national authorities to manage 
migratory flows in adherence to the CEAS standards in a sustainable manner. The goal of 
setting up the foundations, systems, structures, and quality framework for the Cypriot asylum 
system to become increasingly self-sustainable, allowing for a phased reduction of the 
Agency’s direct operational support, underpins the OP. To achieve further synergies, the 
Agency will strengthen engagement with new stakeholders, for example the Ministry of 
Labour, Welfare and Social Insurance and the Ministry of Justice and will consolidate 
collaboration with the Ministry of Health.  

This will involve the implementation of planned activities to strategically support CAS in 
planning, coordinating and managing the national asylum and reception services, in reducing 
the first and second instance backlogs and in supporting the Cypriot authorities in 
implementing the national Reception Strategy. More specifically, this will lead to the Agency’s 
continuous presence at national and operational level, through needs-based support to the 
Aliens and Immigration Unit in relation to registration and access to the asylum procedure 
across the whole territory, while continuing support for these in Pournara. The Agency will 
also maintain deployment support for the processing of applications at first instance in 
coordination with CAS and as well as supporting regular activities assuring EU quality 
standards in asylum and reception. Moreover, building on previous interventions in support of 
IPAC, the Agency will support the consolidation of the Court’s capacity and the backlog 
absorption of second instance cases.  

In accordance with the CEAS and based on its practical experience and established good 
practices, the Agency will provide support in amending relevant national asylum and 
reception related SOPs, working procedures and workflows. The Agency also foresees to 
continue with the structural capacity building of asylum and reception actors in Cyprus on key 
issues: continued support in the implementation of the national Reception Strategy in Cyprus, 
quality enhancement in line with the CEAS standards in registration and access to procedure 
(strengthening AIU involvement in vulnerability and information provision), in first instance 
(well defined roles and responsibilities in CAS in relation to Quality support, COI and 
Dublin procedure among others) and second instance (effective procedural rules, case 
management and workflows at IPAC).   

Additionally, the Agency will support the national authorities in implementing the TPD and will 
provide support for the implementation of VR processes related to the cooperation 
mechanism/solidarity among EU Member States, as relevant. Regional dynamics in the 
Eastern Mediterranean and renewed tensions in the Middle East might lead to increased 
migration flows and increased pressure on the asylum and reception systems in Cyprus. The 
specific requests and needs that emerged in Cyprus in 2020 as a direct or indirect result of 
the significant impact of COVID-19 represent additional drivers for enhanced digitalization 
and swifter file management, initiated in 2021 both for CAS and IPAC.  

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2023 (planned) 
EUR 12,133,85028 
(3301 Operational Support - Cyprus) 

2021 (actual) 
EUR 5,354,631 
(3301 Operational Support - Cyprus) 

6 TA, 1029 CA & SNE 

6 TA, 2630 CA 

•  Increased pressure on the national asylum and reception systems 

Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

An indicative breakdown of the allocated appropriations for operational support to Cyprus is 
provided below and will be aligned with the annual planning of the specific OP. 

Type of costs 
Deployment of experts 
Experts on contract/temporary workers 
Interpretation services 
Other direct OP costs31  

Estimated expenditure (EUR) 
1,248,000 
6,521,310 
3,766,540 
598,000 
12,133,850 

Objective 1  
Operational, technical, and emergency support is provided effectively through 
implementation of the annual measures in the agreed OP and in line with the Agency’s 
mandate to enable Cyprus to respond to particular pressure on its asylum and reception 
systems and to implement its obligations under the CEAS. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023)   
Asylum support actions: 
  Provide support to the full registration procedures according to the CEAS. 
  Provide support to enhance the vulnerability assessment workflows and continue to 

ensure the link through all steps of the asylum procedure and with the reception support. 

  Provide surge capacity for registration support across the national territory. 
  Support CAS in first instance refugee status determination in multiple locations. 
  Support case/file management, also through digitalisation, at CAS and IPAC. 
  Support coherent and systematised data collection and reporting. 
  Support in terms of quality of the procedure, integrated into the existing CAS system. 
  Support IPAC in the preparation of appeals files, aligned to the increase of the number of 

judges at the Court and overall needs. 

  Support the strengthening of quality review mechanisms throughout the asylum 

procedure. 

Reception support actions: 
  Support the implementation of an allocation system, as regards to inflow (intake 

procedure, individual assessment and referral, information provision) and outflow from the 
reception centres. 

28    In case of operational needs, R0 provisions can be further utilised for operational budgeting. 
29   Includes 7 short-term operational CA posts (costed under Title 1). 
30   Includes 7 short-term operational CA posts (costed under Title 1). 
31    Includes, inter alia, expenditure linked to training and capacity building activities, staff missions, security, 

buildings/facilities rental, purchase and maintenance, stationery and office supplies, medical supplements, 
translations, other services, supplies and works. 

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  Support on digitalisation of the reception system and its interaction with the other steps of 

the asylum procedures.  

  Support vulnerability-related activities and processes in reception.  
Emergency / ad hoc support: 
  Support the national authorities in implementing the TPD, including on information 

provision, registration and assessments of eligibility criteria. 

  Support the implementation of the VR process. 
  Support new emerging needs and/or temporary relocation programmes, coordinated by 

the European Commission, in cooperation with other relevant actors. 

Expected results (2023)    
  Improved quality and access to procedure and registration of applicants for international 

protection. 

  Reduced backlog at first and second instance. 
  Improved quality standards at first and second instance determination. 
  Strengthened Dublin procedure and Dublin capacities at CAS. 
  Enhanced systematic data collection. 
  Enhanced reception allocation system. 
  Improved reception conditions in Pournara Safe Zone. 
  Enhanced capacity of the national authorities to effectively implement the TPD and to 

manage the increased pressure on the overall protection system. 

  Enhanced capacity of the national authorities to implement the VR process. 
  Timely delivery of operational support for new emerging needs, based on approved 

request, and subject to availability of resources. 

Indicators 

Percentage of annual support measures 
implemented, including amendments, if 
applicable. 

2.1.4 Malta 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
≥85% 

Data source 

Progress 
reports  

Overview of the activity  
In 2023 the Agency will continue the implementation of support measures under the agreed 
multi-annual OP 2022-2024 to Malta. In its framework, the Agency will continue the provision 
of operational support to the International Protection Agency (IPA, formerly REFCOM) and to 
the Agency for Welfare of Asylum Seekers (AWAS). Building on the tailor-made assistance 
and technical expertise provided in the past years, notably on asylum and reception, the 
Agency will adapt its support in 2023 to the identified needs in agreement with the Maltese 
authorities and the European Commission. The support to the Maltese authorities in 2023 is 
expected to decrease in line with an anticipated reduction in backlogs in asylum processing 
in 2022, allowing the IPA to reinforce its processing capacity. The EUAA expects to continue 
its support in reception, following the planned ending in 2022 of the support to vulnerability 
assessment and social work. The Agency may further support three other areas: the 
reduction of backlog at first instance should there be an increase in arrivals; capacity building 
on quality assurance and COI workflows; and support in  quality assurance  in reception. 
Finally, the Agency will support the national authorities in implementing the TPD and will 
provide support for the implementation of VR processes related to the cooperation 
mechanism/solidarity among EU Member States, as relevant. 

The support measures will be built on the following specific assumptions for the Malta 
context: 

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- 
- 
- 

the IPA and the AWAS are fully established with the required resources in place;  
the number of arrivals will remain low and similar as in 2021/2022;  
the backlog in registration and first instance pending cases has been reduced further in 
2022. 

In case of change in circumstances and in agreement with the Maltese authorities and the 
European Commission, the Agency will adjust its intervention providing appropriate support 
to address emerging needs.    

Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 6,013,00032 
(3301 Operational Support - Malta) 

2021 (actual) 
EUR 4,929,642 
(3301 Operational Support – Malta) 

2 TA, 1 CA  

3 TA, 2 CA & SNE 

•  Number of arrivals remains similar to 2021 and 2022 
•  Number of pending cases at first instance reduced or eliminated 

An indicative breakdown of the allocated appropriations for operational support to Malta is 
provided below and will be aligned with the annual planning of the specific OP. 

Type of costs 
Deployment of experts 
Experts on contract/temporary workers 
Interpretation services 
Other direct OP costs33  

Estimated expenditure (EUR) 

712,250 
3,317,700 
1,621,150 
361,900 
6,013,000 

Objective 1  
Operational, technical, and emergency support is provided effectively through 
implementation of the annual measures in the agreed OP and in line with the Agency’s 
mandate to enable Malta to respond to particular pressure on its asylum and reception 
systems and to implement its obligations under the CEAS. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023)   
Asylum support actions: 
  Deployment of ASTs, including with regard to the processing of Dublin cases. 
  Support provided to maintain high level quality standards in all procedural stages. 
Reception support actions: 
  Support to the national authorities to increase their capacity to provide reception services in line 

with the CEAS. 

  Support to the national authorities to enhance their internal quality control mechanisms. 
Emergency / ad hoc support: 
  Support to the Maltese authorities and participating Member States in the management of 

ad hoc disembarkations/VR operations, under the coordination of the European 
Commission, and in cooperation with other relevant actors. 

32   In case of operational needs, R0 provisions can be further utilised for operational budgeting. 
33    Includes, inter alia, expenditure linked to training and capacity building activities, staff missions, security, 

buildings/facilities rental, purchase and maintenance, stationery and office supplies, medical supplements, 
translations, other services, supplies and works. 

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  Deployment of ASTs and/or Agency staff to implement the tasks as per the agreed SOPs for ad 

hoc disembarkation/VR events. 

  Support to the national authorities in implementing the TPD, including the deployment of 
ASTs to increase the national authorities’ capacity to process applications for temporary 
protection. 

  Support to the Member States participating in the relocation exercises through selection/ 
matching and subsequent support (mission support, interpretation, remote selection 
support, conducting selections on behalf of Member States as appropriate). Support with 
specific operational activities upon approved request, and subject to the availability of 
resources, justified by new emerging needs. 

Expected results (2023)    
  Increased rate of processing applications for international protection. 
  Enhanced internal quality control mechanisms and strengthened national asylum system.  
  Increased capacity of the national reception authority in quality assurance and internal 

control mechanisms. 

  Enhanced capacity of the Maltese authorities to process applications for temporary 

protection. 

  Ad hoc disembarkation/VR operations delivered in support of the concerned Maltese 
authorities and participating Member States in a timely and coordinated manner. 

  Timely delivery of operational and technical support for emerging needs, upon approved 

request, and subject to the availability of resources. 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
≥85% 

Data source 

Progress reports  

Indicators 

Percentage of annual support 
measures implemented, including 
amendments, if applicable. 

2.1.5 Spain 

Overview of the activity  
Building on its first OP signed in 2020 and implemented in 2021, the multi-annual OP 2022-
2023 for Spain further extends support to reception. Potential new areas for support may be 
identified for 2023. The support and specific activities for the multi-annual planning are built 
around the following assumptions:  
  A continuous and persistent trend in arrivals will continue to place additional pressure on 

the Spanish reception system;  

  The development, testing and implementation of the new model for reception will be a 

multi-annual undertaking; 

  The Agency has the ability to deploy sufficient number of personnel as part of ASTs and 
the Spanish authorities have the capacity to absorb the support and plan for sustainable 
long-term solutions; 

  Implementation of joint activities and best practices may be further expanded, developed 

and applied across the Spanish territory.  

The support for the development and implementation of a new model for reception to the 
main stakeholder, the Secretary of State for Migrations within the Ministry for Inclusion, Social 
Services and Migration (SEM) is expected to continue and expand in 2023. It will focus on 
further development and subsequent support with the implementation of the new national 
model including required organisational change management processes. Specific support in 
terms of deployment of ASTs will focus on supporting SEM to develop the internal capacity to 

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effectively implement its responsibilities under the agreed national model for reception in 
Spain. 

Similarly, the Agency will continue providing operational and technical assistance to first 
arrival locations under pressure – including the Canary Islands and existing locations on the 
mainland – and to new reception centres whose identification/construction is foreseen in 
2022. This is within the context of the SEM assuming more direct responsibility for the 
management of reception facilities across the territory. Thematic areas which, after additional 
needs assessment, will receive specific support are UAMs and other vulnerable categories. 
This will involve the development and implementation of validated workflows in regard to 
reception centres design; reception centres management; information provision within the 
reception system and vulnerability screening/assessment, and referral within the reception 
system. In 2022 the Agency has also started exploring with the Ministry of Social Rights, 
which has competencies in infancy policies, the possibilities of collaboration in the field of 
UAMs, who are under the responsibility of autonomous regions. Potential areas of support 
would be identified and could include training and technical assistance. 
A specific training and professional development plan will also be implemented to ensure 
that SEM has the required training inputs to ensure effective implementation of the new 
model and the various validated workflows as described. It is expected that by 2023 support 
to the fulfilment of resettlement pledges can be provided outside the scope of the OP within 
a specific project plan.  

Finally, the Agency will continue supporting the national authorities in implementing the TPD 
and will provide support for the implementation of VR processes related to the cooperation 
mechanism/solidarity among EU Member States, as relevant. Within this framework, through 
annual prioritisation, and in agreement with the Spanish authorities and the European 
Commission, the Agency will adjust its intervention, when necessary, to ensure the agreed 
support measures address appropriately the identified and emerging new priority needs. 

Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 3,550,00034 
(3301 Operational Support - Spain) 

2021 (actual) 
EUR 715,529 
(3301 Operational Support - Spain) 

4 TA, 2 CA & SNE 

4 TA, 1 CA & SNE 

•  Number of arrivals (trends compared to previous years) 
•  Pace of identification/construction of new reception centres in Spain 
•  Capacity of reception centres in terms of staffing and service provision 

An indicative breakdown of the allocated appropriations for operational support to Spain is 
provided below and will be aligned with the annual planning of the specific OP. 

Type of costs 
Deployment of experts 
Experts on contract/temporary workers 
Interpretation services 
Other direct OP costs35  

Estimated expenditure (EUR) 
219,480 
2,975,930 
168,815 
184,825 
3,550,000 

34    In case of operational needs, R0 provisions can be further utilised for operational budgeting. 
35   Includes, inter alia, expenditure linked to training and capacity building activities, staff missions, security, 

buildings/facilities rental, purchase and maintenance, stationery and office supplies, medical supplements, 
translations, other services, supplies and works. 

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Objective 1  
Operational, technical and emergency support is provided effectively through implementation 
of the annual measures in the agreed OP and in line with the Agency’s mandate to enable 
Spain to respond to particular pressure on its reception system and emerging needs in the 
field of reception, and to implement its obligations under the CEAS. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023)   
Reception support: 
  Support to Spain, following structured needs assessment, and upon approved request to 
further support and build capacity for national reception management, including through 
the deployment of ASTs.  

  Delivery and/or facilitation of reception-related professional development, training and 

capacity building activities.  

  Support for the development of relevant SOPs, working instructions and workflows in respect of 

vulnerability assessment and referrals within the reception system.  

  Deployment of ASTs to reception centres under particular pressure to facilitate the 

effective provision of reception services, including the integration of required information 
provision and vulnerability screening, assessment and referral workflows within the 
centres.  

  Deployment of ASTs to reception centres under particular pressure to facilitate and 
support the effective design, site planning and management of reception services.   

  Support the national authorities to implement the TPD. 
  Support the implementation of VR tasks related to the cooperation mechanism/solidarity 

among EU Member States. 

  Support with specific operational activities upon approved request, and subject to the 

availability of resources, based on new emerging needs. 

Expected results (2023)    
  Improved national reception management through the implementation of the identified 

measures to alleviate pressure on reception and/or build operational capacity to manage 
increased migration flows.  

  Enhanced knowledge and skills of Spanish officials through the implementation of 
structured professional development, training and capacity building activities.  

  National reception-related workflows and mechanisms (e.g. data management, monitoring 
and evaluation) are enhanced, tested, validated, harmonised and implemented across the 
Spanish reception system.  

  Reception centres under particular pressure are supported to ensure adequate provision 

of reception services, including with infrastructure and equipment.  

  Vulnerability and information provision workflows are integrated within the management of 

reception centres under particular pressure.  

  The Centres for Reception, Attention and Derivation are supported to ensure reception 

site coordination for beneficiaries of Temporary Protection. 

  National authorities are supported to enhance the harmonisation of procedures, workflows 

and tools related to reception of beneficiaries of Temporary Protection. 

  Timely delivery of operational and technical support for emerging needs, upon approved 

request, and subject to the availability of resources. 

Indicators 

Percentage of annual support 
measures implemented, including 
amendments, if applicable. 

Latest result 
(CAAR 2021) 
N/A 

Target 
2023 
≥85% 

Data source 

Progress reports  

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2.1.6 First Operational Response and Other Operational Activities  

Overview of the activity  
Response preparedness 
The Agency aims to increasingly standardise its operational response, by: 
  Developing an operational asylum and reception catalogue, enhancement of technical 

expertise, efficient administrative procedures and support functions;  

  Analysis of the potential for links and partnerships with other EU agencies and institutions 

in the delivery of operational support; 

  Engagement with Member States over their internal preparedness and contingency 
planning mechanisms with regards to situations of disproportionate pressure or 
emergency in an effort to establish and/or enhance longer-term synchronised and 
complementary frameworks and mechanisms; 

  Setting out an initial response plan to meet the needs of a new operation during the initial 

set-up and response period. 

First operational response 
The Agency provides comprehensive first response operational support to Member States in 
case of disproportionate pressure on asylum and reception systems and in view of supporting 
Member States to meet their obligations under the CEAS. Operational response will be based 
on an established and well-structured Preparedness and First Response Framework. Following 
a rapid needs assessment, first response will be delivered on the basis of an agreed OP or a 
specific  project  plan,  and  will  be  provided  in  an  effective  manner  in  the  form  of  targeted 
measures to support Member States under particular pressure.   

Support to Member States requests and other operational activities 
As of early 2021, there has been a surge in the requests from Member States for support from 
the Agency, due to disproportionate pressure on their asylum and/or reception systems. This 
trend has been exacerbated in 2022 by the invasion of Ukraine launched by Russian armed 
forces, which resulted in mass influx of displaced persons from Ukraine. 
In this context, as of July 2022, operational and technical assistance based on short-term 
OPs is provided to Latvia, Belgium, Romania, the Netherlands and the Czech Republic 
concluding at the end of 2022 as well as to Lithuania until June 202336, while further 
requests for support from other Member States are anticipated. Potential continuation of 
support to those Member States will be defined based on dedicated needs assessments and 
prioritisation processes in line with the provisions of the EUAA Regulation and the Agency’s 
Operational and Technical Assistance Manual and plan design methodology. Similarly, the 
Agency is involved in the implementation of a voluntary transfer scheme from Moldova for 
beneficiaries of temporary protection, coordinated by the European Commission. Further 
potential involvement could be envisaged if the programme is expanded.   

In addition to the above operational activities and contingent upon the availability of 
resources, the Agency will further expand its operational support based on the emerging 
needs of Member States to fully implement the EU asylum acquis and to respond to 
disproportionate pressure on their asylum and reception systems. Support will take the form 
of targeted measures to Member States with certain identified and specific needs related to 
the coherent and comprehensive implementation of the CEAS. 

36   Operational plans available on: https://euaa.europa.eu/archive-of-operations 

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Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 16,849,18537 
(3301 Operational Support) 

2021 (actual) 
EUR 4,954,147 
(3301 Operational Support) 

15 TA, 4938 CA & SNE 

7 TA, 3 CA 

•  Number of (new) requests for operational and technical assistance 
•  Number of ad-hoc requests for temporary interventions 

Objective 1 
Enhance the preparedness and contingency mechanisms. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023) 
  Finalise the operational asylum and reception catalogue as needed and employ it in the 

design and implementation of operational plans. 

  Further review and update, where needed, the Agency’s rapid response capabilities.  
  Engage in continuous mapping of Member States practices on preparedness and 

contingency planning. 
Expected results (2023) 
  The asylum and reception operational catalogue is finalised and employed for the 

preparation and implementation of Ops’ specific interventions and support measures. 

  The Agency’s response capabilities are maintained efficient and up to date. 

Indicators 

The operational asylum and reception 
catalogue has been finalised and 
endorsed by the Agency. 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
100% 

Data source 

Annual First 
Operational Response 
Unit reporting 

Objective 2  
Respond to rapid response needs as they arise upon approved request from Member States 
in an effective a manner. 
Link to the multi-annual objective(s) 
  MA01 
Main outputs/actions (2023) 
  Deliver  coordinated rapid response operations upon approved request. 
  Deploy ASTs and/or Agency’s staff, provide operational and technical support for rapid 
response or emergency needs upon approved request from Member States, in close 
coordination with the European Commission. Provide continued support for the provision 
of temporary protection and VR processes, as relevant.  

Expected results (2023) 
  The Agency responds to rapid response needs upon approved request in an effective, 

planned, structured and coordinated manner. 

37    Budget for operational support is indicative. In case of operational needs, R0 provisions/contingency funding 

can be further utilised for operational budgeting. 

38   Includes 46 short-term operational CA posts (costed under Title 1). 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

Indicators 

Percentage of rapid operational 
responses to Member States’ 
requests.  

Latest result 
(CAAR 2021) 
100% 

Target         
2023 
100% of 
approved 
requests 
responded to 

Data source 

Operational 
records and 
activity 
reports 

2.1.7 Resettlement and Humanitarian Admission 

Overview of the activity  
In line with the European Commission Recommendation on legal pathways to protection in 
the EU39, the Agency aims to strengthen the EU’s role in the area of Resettlement and 
Humanitarian Admission. This will be done in cooperation with the Commission, UNHCR, 
IOM, other implementing partners and relevant stakeholders. The objective will be to support 
EU+ countries in meeting the international protection needs of refugees in countries outside 
the EU, showing solidarity with their host countries. The Agency will, in close cooperation 
with the European Commission, further develop and enhance the central coordination of EU-
wide and EU+ countries’ Resettlement programmes. Additionally, the Agency will support, 
upon request, the planning and implementation of EU+ countries’ Resettlement and 
Humanitarian Admission programmes through tailor-made support actions. 

Through the Resettlement and Humanitarian Admission Network launched in 2020, the 
Agency will facilitate cooperation, coordination and use of capacity development tools in 
the area of Resettlement and Humanitarian Admission through dedicated meetings, the 
organisation of Resettlement trainings, the availability and development of operational tools 
and the collection of relevant data shared via the Network. At the request and based on the 
needs of EU+ countries, the Agency will coordinate technical cooperation and facilitate the 
sharing of infrastructure and logistical support, including through the implementation, 
continuation and/or replication of RSF-like concepts.  

The Agency will participate in the implementation of international agreements concluded 
by the European Union with countries outside the EU in the area of resettlement, such as 
the Voluntary Humanitarian Admission Scheme, if applicable, subject to prior approval of 
the Commission and after consultation with the MB40. The Agency will continue to support 
the planning and implementation of Community Sponsorship Programmes and 
Complementary Pathways to international protection with interested EU+ countries.  

Financial 
resources 

Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 4,129,030 
(BL 3203 External dimension - 
Resettlement) 

2021 (actual) 
EUR 1,536,115 
(BL 3203 External dimension - 
Resettlement) 

4 TA, 1 CA & SNE 

4 TA 

•  Delivery of at least 10 activities aimed at enhancing technical 

cooperation among EU+ countries on specific topics of interest in the 
area of Resettlement and Humanitarian Admission, Community 
Sponsorship Programmes and Complementary Pathways to 
international protection 

39   Commission Recommendation of 23-09-2020 on legal pathways to protection in the EU: promoting 

resettlement, humanitarian admission and other complementary pathways, C(2020) 6467. 

40   Article 35(2) of the EUAA Regulation. 

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•  10 EU+ countries expected to be in need of support to facilitate 
coordination, effectiveness and efficiency of Resettlement and 
Humanitarian Admission efforts including through the RSF-like 
concept 

•  Relevant policy developments (e.g., New Pact on Migration and 

Asylum41, Recommendation on legal pathways to protection in the 
EU42, Union Resettlement Framework Regulation, Voluntary 
Humanitarian Admission Scheme) 

Objective 1  
Facilitate planning, cooperation, coordination and implementation of measures and 
programmes in the area of Resettlement, Humanitarian Admission, Community Sponsorship 
and Complementary Pathways to international protection in the EU.  
Link to the multi-annual objective(s) 
  MA03 
Main outputs/actions (2023) 
  Enhance technical cooperation among EU+ countries on specific topics of interest in the 

area of Resettlement and Humanitarian Admission, Community Sponsorship 
Programmes and Complementary Pathways to international protection. 

  Cooperate with third countries and relevant stakeholders (including UNHCR and IOM) in 

the area of Resettlement and Humanitarian Admission, Community Sponsorship 
Programmes and Complementary Pathways to international protection. 

  Manage and coordinate the Resettlement and Humanitarian Admission Network. 
  Organise Resettlement training for EU+ Countries. 
  Continue the development and management of tools related to Resettlement and 

Humanitarian Admission. 

  Ensure that Resettlement and Humanitarian Admission related data is collected and 

shared in a timely manner with EU+ countries. 

  Facilitate exchange and cooperation on Monitoring and Evaluation of Resettlement and 

Humanitarian Admission schemes Community Sponsorship Programmes and 
Complementary Pathways to international protection.  

  Support, upon request, the planning and implementation of Resettlement and 

Humanitarian Admission, Community Sponsorship Programmes and Complementary 
Pathways to international protection through tailor-made support actions. 

Expected results (2023) 
  Enhanced technical cooperation among EU+ countries in the field of Resettlement and 
Humanitarian Admission, Community Sponsorship Programmes and Complementary 
Pathways to international protection including under the Union Resettlement Framework 
Regulation, if adopted.  

  Increased cooperation with third countries and relevant stakeholders (including UNHCR 

and IOM) in the area of Resettlement and Humanitarian Admission, Community 
Sponsorship Programmes and Complementary Pathways to international protection to 
enable efficiency, effectiveness and complementarity.   

  The Resettlement and Humanitarian Admission Network is managed and coordinated 

effectively. 

41   Communication from the Commission to the European Parliament, the Council, the European Economic and 

Social Committee and The Committee Of The Regions on a New Pact on Migration and Asylum, 
COM/2020/609. 

42   Commission Recommendation of 23-09-2020 on legal pathways to protection in the EU: promoting 

resettlement, humanitarian admission and other complementary pathways, C(2020) 6467. 

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  The Agency’s Resettlement trainings and tools are used effectively and with added 

value for EU+ countries. 

  Resettlement and Humanitarian Admission related data is collected and shared between 

EU+ countries. 

  Continue mapping and supporting EU+ countries’ Monitoring and Evaluation systems in 

the field of Resettlement and Humanitarian Admission. 

  When requested, tailor-made support actions for EU+ countries are developed and 

supported. 

Indicators 

Number of meetings organised with 
relevant stakeholders aimed at 
enhancing cooperation in the field of 
Resettlement and Humanitarian 
Admission, Community Sponsorship 
Programmes and Complementary 
Pathways to international protection. 
Number of participants in the Agency’s 
Resettlement training sessions.  

Latest result 
(CAAR 2021) 
10 

Target 
2023 
12 

N/A 

Min 20 

Number of tools related to Resettlement 
and Humanitarian Admission under 
development, in place or updated. 

5 

7 

Data source 

Operational/ 
administrative 
records; meeting 
reports 

Operational/ 
administrative 
records 
Operational/ 
administrative 
records; surveys; 
reports; statistical 
data collection 

Objective 2 
Sharing of infrastructure and logistical support towards EU+ countries in selected third 
countries is in place through RSF-like concepts, adapted to the context of the relevant third 
country. 
Link to the multi-annual objective(s) 
  MA03 
Main outputs/actions (2023) 
  Implement the sharing of infrastructure and logistical support (selection missions and 

pre-departure orientation (PDO) missions) towards EU+ countries in Turkey through the 
continuation of the RSF. 

  Implement the sharing of infrastructure and logistical support (selection missions and 

PDO missions) towards EU+ countries in other third countries. 

  Strategic meetings held in coordination and cooperation with the European Commission 

and other relevant stakeholders, including UNHCR and IOM. 

Expected results (2023) 
  Continuation of the RSF including provision of logistical support (selection missions and 

PDO missions) in Turkey. 

  Implementation of an RSF-like concept with logistical support provided to EU+ countries 
(selection mission and PDO missions) in further locations in third countries, based on 
conclusion of feasibility assessment.  

  Provision of selected support services to the Emergency Transit Mechanisms , based on 

conclusion of related feasibility assessments. 

  Coordination and cooperation with relevant stakeholders (including UNHCR and IOM) is 

further enhanced.  

  Cooperation between EU+ countries in resettlement operations is stimulated. 

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  EU+ countries are better supported in fulfilling their resettlement pledges. 

Indicators 

Number of selection missions and 
PDO missions implemented through 
RSF-like concepts.  

Latest result 
(CAAR 2021) 
N/A 

Target      
2023 
30 
selections 
missions 
and/or pre-
departure 
orientation 
missions 

Data source 

Operational/ 
administrative 
records  
Periodical activity 
reports 

2.2  Operational support, programming, monitoring and 
evaluation of operations 
2.2.1 Deployment and Performance Management 

Overview of the activity  
The deployments of ASTs will continue to be managed through the different 
complementary deployment mechanisms, workflows and systems, including the yearly 
planning cycles concerning Member State experts for the OPs and the Roster of 
remunerated external experts.  

The Agency will continue strengthening the framework for deployment management to 
be able to provide rapid response, flexibly scale up and scale down support to Member 
States, in particular in situations of disproportionate pressure on their asylum and reception 
systems. The Agency will therefore continue to enhance the tools to support its 
deployment needs in terms of the processes necessary to provide flexible, dynamic and 
professional deployment management to ensure effective operational and technical 
assistance to Member States. Following further development of the deployment framework, 
the implementation of the management arrangements for the Agency’s deployment 
mechanisms will be evaluated and further reviewed. This will be reinforced by performance 
monitoring frameworks to ensure result-based approach to the Agency’s deployment 
systems. 

Following the establishment of the Asylum Reserve Pool (ARP) to supplement the existing 
Asylum Intervention Pool (AIP) and in close cooperation with the NCPs, the Agency will 
review, and where necessary further enhance or adapt, the functioning of the AIP and the 
ARP and annual planning exercises for the nomination and deployment of Member State 
experts as well as the composition and use of complementary deployment mechanisms. 
The Agency will maintain an open channel of communication with the NCPs on all 
matters pertaining to experts deployed in operational support activities and provide 
assistance on all issues related to their deployment.  

The Agency will make use of and further develop or refine tools to implement its 
operational activities. It will therefore further develop the Operational Deployment 
System (ODS), which replaces the Asylum Intervention Pool System (EAIPS) - the Agency’s 
deployment management tool - to include the ARP and further improve integration with 
other systems in the Agency, deployment planning and management, performance 
management, as well as the effective monitoring and reporting of deployments in a 
coherent manner to ensure quality and coherence of deliverables in operational support. It 
will continue to support the access to information and guidance of deployed experts 

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through the continuous update of Country Operations Platforms (COP) for countries where 
the Agency provides operational and technical assistance through the deployment of ASTs. 

Furthermore, the Agency will continuously improve the performance, delivery and quality of 
its operational and technical assistance. Thus, the Agency will further refine its working 
methodologies as well as prepare, review and consolidate quality templates, tools, good 
practices and procedures. The Agency will facilitate the exchange of knowledge and 
information on procedures and quality, both across all operations and within the Agency.  
Further development, enhancement and promotion of operational tools and procedures will 
support the delivery of asylum and reception related workflows. These tools will build on 
the work concerning entry-exit systems, remote processing systems (including on pre-
registration, registration and asylum interviews), scheduling and case management. 

Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 1,576,553 
(3301 Operational Support) 

2021 (actual) 
EUR 441,774(3301 Operational 
Support) 

2 TA, 843 CA & SNE 

2 TA, 3 CA 

  Management of the ARP of 500 individuals 
  Management of the Call/Roster of Remunerated External Experts  
  Management of the AIP NCP Network, including regular meetings (at 

least 2), yearly planning cycles related to the OP and horizontal 
support to the deployment of Member State experts 

  Support to design or review phases of the OPs as concerns resource 

planning (≥4) 

  Number of modules of ODS updated (4) 
  Quality procedures and Agency’s tools further developed and 

applied in country operations 

Objective 1  
The deployment of experts to ASTs is managed in a solid and coherent framework, further 
reinforced and improved to ensure the Agency can provide efficient and effective 
operational and technical assistance. 
Link to the multi-annual objective(s) 
  MA01, MA02 
Main outputs/actions (2023)   
  Manage the AIP and the ARP. Continue to collaborate with Member States to ensure 

quotas for nominations are met. 

  Manage complementary deployment management systems, in particular the Call/Roster 

of Remunerated External Experts. 

  Manage and further develop the ODS to introduce new functionalities that can further 

improve its efficiency. 

  Manage and further develop the comprehensive performance monitoring framework for 

experts deployed to ASTs. 

  Organise regular meetings with NCPs, including bilateral meetings, to maintain open 

channel of communication and discuss/coordinate deployment matters. 

  Create, where necessary, update and maintain country-specific information for the 

Agency operations on Country Operations Platforms. 

Expected results (2023)    

43   Includes 6 short-term operational CA posts (costed under Title 1). 

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  Enhanced capability of the Agency to scale up and down in a timely and flexible manner, 

ensuring rapid responses to operational needs. 

  Improved functionality of practical tool (ODS) for the deployment of experts to ASTs. 
  Effective and sustainable deployment management and monitoring framework for the 

Agency’s operations. 

  Continued and enhanced communication with the NCPs on deployment matters.  
  Country-specific information available and up to date for each operation to facilitate the 

deployment of experts to ASTs. 

Indicators 

Degree of completion of 
ARP/annual nominations. 
Degree of implementation of ODS 
upgrades/new functionalities. 

Country-specific information for the 
Agency operations within the 
Country Operations Platforms are 
created and kept updated. 

Latest result 
(CAAR 2021) 
 N/A 

Target  
2023 
Min 80% 

Data source 

ARP  

100% 
(was EAIPS in 
2021) 
6 

Min 80% 

ODS project plan 

1 for each 
operation 

Country Operations 
Platforms 

Objective 2  
Enhance the quality and harmonisation of operational tools and procedures for operational 
delivery. 
Link to the multi-annual objective(s) 
  MA01, MA02 
Main outputs/actions (2023) 
  Review working methodologies as well as prepare, review and consolidate quality 

templates, tools, good practices and procedures.  

  Facilitate the exchange of knowledge and information on procedures and quality, both 
across all operations and within the Agency and the application of Agency’s tools in 
operations.  

  Further develop, enhance and promote operational tools and procedures to support the 

delivery of asylum and reception related workflows.  

Expected results (2023)    
  Improved quality, consistency and harmonisation of operational delivery. 

Indicators 

Number of Agency tools applied / 
operational tools/procedures/ 
workflows reviewed, developed or 
enhanced. 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
Min 2 

Data source 

Quality, Procedures 
and Tools workplan 

2.2.2 Programming of Operations 

Overview of the activity  
The Agency’s operations are based on sound programming, implementation and 
monitoring processes as described in the Agency’s Operational and Technical Assistance 
Manual, which is composed of complementary User Guides. The Manual provides 
methodological guidance for results-based operations with defined entry, exit and 
sustainability strategies and enhances the planning, implementation, monitoring and 
evaluation cycle for operational interventions. 

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With respect to programming of operations, systematic needs assessments inform the 
design, identification and formulation of the Agency’s operational programmes and 
projects. A results-based approach underpins the operational planning of strategic 
programmes and projects involving the development of results frameworks, 
implementation plans, monitoring plans, internal/external evaluations44 and other project 
management tools. Programming will also ensure that programme and project design and 
planning is in line with the strategies set out at Agency level and the adopted operational 
methodology. The operational asylum and reception catalogue will be linked to the 
Agency’s Operational and Technical Assistance Manual to ensure its effective integration 
into the overall operational programming methodology. 

Monitoring and evaluation of operations enhances feedback mechanisms, which allow 
adaptive and reflective management responses. The Agency has adopted a dual approach: 
fidelity monitoring will be used to ensure effective adaptive monitoring and, in parallel, a 
blend of internal and external evaluations will be used to provide reflective evaluations. The 
results from the monitoring activities and the evaluation will feed back into the planning 
cycle and will inform decision making for the delivery of operational and technical support. 

Financial 
resources 
Human 
resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 202,892 
(3301 Operational Support) 

2021 (actual) 
EUR 13,700 
(3301 Operational Support) 

6 TA, 645 CA & SNE 

3 TA, 3 CA & SNE 

•  Number of OPs signed and implemented 
•  Number of new requests for operational and technical assistance 

Objective 1  
The Agency’s operational and technical assistance is articulated within the framework of 
the Agency’s strategic vision, built upon an assessment of needs and intervention logic, 
and implemented through a harmonised use of result-based planning and fidelity 
monitoring, in adherence to an adopted sound operations programming methodology. 
Link to the multi-annual objective(s) 
  MA01, MA02 
Main outputs/actions (2023)   
  Provide strategic guidance and methodological support to needs assessment exercises, 
interventions design, planning and implementation across the Agency’s operations, in 
accordance with the methodology of the Agency’s Operational and Technical 
Assistance Manual. 

  Support strategic planning and programming of the Agency’s operational and technical 

assistance, including implementation modalities. 

  Enhance the consistency in the use of project management tools and practices for 

needs assessment, design and planning of operations and provide capacity building as 
appropriate. 

  Ensure the Agency adopts and implements validated monitoring tools for results and 

process monitoring in a coherent manner across all operations. 

  Provide strategic guidance and direct support to the operations teams in the 

development and implementation of fidelity monitoring. 

44    Internal evaluations are carried out by the Agency’s staff, whereas external evaluations are conducted by 

contracted external evaluators. 

45   Includes 4 short-term operational CA posts (costed under Title 1). 

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  Establish and make continuous use of actionable feedback loops through the fidelity 
monitoring approach and feedback effectively results from internal and external 
evaluations. 

Expected results (2023)    
  Further enhancement and harmonisation of operational programming and planning, 

linked to the Agency’s strategic objectives. 

  Further enhancement of the delivery of operational and technical assistance in a 

harmonised and sound results-based framework. 

  Efficient monitoring of the Agency’s operations allows for actionable feedback loops and 

facilitate the decision-making processes.  

  The Agency’s operations benefit from systematic and objective, internal or external, 

evaluations leading to management response and institutional learning.  

  The Agency’s operations are reflective on, and draw lessons from their relevance, 

Indicators 

efficiency, effectiveness, complementarity and added value. 
Target  
2023 
100% 

Percentage of the Agency’s 
operations designed on the basis of 
a needs assessment. 
Percentage of the Agency 
operations accompanied by a 
monitoring plan. 

Latest result 
(CAAR 2021) 
100%  
(8 needs 
assessments) 
100%  
(7 monitoring 
plans) 

100% 

Data source 

Operations 
records/project 
documentation 
Operations 
records/project 
documentation 

2.3 Training and Professional Development 

2.3.1 Design and Development of the European Asylum Curriculum   

Overview of the activity  
The European Asylum Curriculum (EAC) is one of the Agency’s main practical tools 
contributing to the effective and harmonised implementation of the CEAS. It covers the 
entire field of international protection to form complete and comprehensive learning 
programmes for asylum and reception officials. Each module is designed to meet specific 
educational standards for asylum and reception officials derived from the European Sectoral 
Qualifications Framework (ESQF). The Curriculum reflects the learning needs of officials 
working in national administrations responsible for asylum and reception matters, other 
relevant national administrations, personnel deployed as part of the operational activities of 
the Agency, as well as the Agency’s own staff, particularly those deployed in the field. 

The Agency will continue to design and review learning outcomes based on the 
occupational standards required for a specific task (e.g. asylum case workers, reception 
officers, COI researchers, registration officers, Dublin officers, team leaders and managers 
in national authorities, resettlement officers, interpreters). The Curriculum will include entry 
requirements for each module as well as valid and reliable assessment strategies to assess, 
on a voluntary basis, the achievement of learning outcomes. The Agency will implement a 
policy for recognition of prior learning and its assessment in accordance with quality 
standards in the area of education and vocational training.  

In addition to the Reference Group members, the FRO and the CF will be involved in the 
development of training. Collaboration with other EU agencies will continue and be 
strengthened where relevant as well as the cooperation with international organizations and 
Academia within the same area. The design of the Curriculum will continue to be based on 

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a comprehensive blended learning methodology that utilises a range of learning methods 
including eLearning and face-to-face training sessions. The Agency will continue to utilise 
insight from qualitative and quantitative analysis of learner behaviour and feedback to 
inform the design of the learning content and increase value for EUAA learners. 

To ensure an effective and sustainable implementation of the EAC, the Agency will strengthen 
its training offer for trainers-for-trainers and for trainers for asylum and reception officials by 
developing separate and specific training courses for trainers. The Agency will strengthen the 
capacity of staff and Member States content experts/trainers in the application of the EUAA 
instructional design models and training delivery methodologies by designing and delivering 
cross-cutting training modules (courses for trainers) and other training activities.  

The Agency will also develop Continuing Professional Development (CPD) by creating short 
courses serving to upskill and train trainers. During the development of these new courses, 
the Agency will engage with actors in the field of asylum who have specialised knowledge 
such as the CF and members of civil society. Finally, the Agency will continue to coordinate 
and respond to the need of EU+ countries to translate related training material into national 
languages to support the train-the-trainer approach. 

Financial resources 

Human resources 
Estimates of quantifiable 
workload drivers 

2023 (planned) 
EUR 1,552,500 
(3201 Training) 
19 TA, 4 CA & SNE 

2021 (actual) 
EUR 926,070  
(3201 Training) 
16 TA, 2 CA 

•  EU policy or legislative developments triggering needs for 

review of the training material  

•  Expected increase in the number of OPs requiring ad hoc / 

specific training development and material 

•  Number of new and updated e-learning modules expected 

to be built in English  

Objective 1 
Support asylum and reception officials to perform their duties and tasks by developing, 
reviewing and producing training and coaching modules, courses, CPD courses, and other 
training materials forming the EAC for learners and trainers, including the development and 
review of robust assessment of their learning outcomes.  
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Expand and manage the training offer comprising the EAC based on identified training 

needs and in line with the quality guidelines and standards in the field of higher 
education and vocational training. 

  Update cross-cutting training modules (courses for trainers) in line with users’ feedbacks 

and with the quality guidelines and standards in the field of higher education and 
vocational training. 

  Project and contract manage the development and review/maintenance (following the 
training cycle) of training and coaching modules, courses, CPDs and other training 
materials, comprising the EAC. 

  Cooperate with UNHCR, CF, relevant EU agencies, academic institutions, networks and 

other stakeholders, including meetings with content experts. 

  Translate training and coaching modules, courses, CPDs and other training materials, 

upon established needs or requests. 

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  Author online and manage the EAC e-learning content on the EUAA Learning 
Management System, in line with best practices on instructional methodology. 

  Update and translate the EUAA Training Catalogue. 
  Issue the Training Digest quarterly. 
Expected results (2023) 
  EAC designed and reviewed based on the identified training needs in line with the 

quality guidelines and standards in the field of higher education and vocational training. 

  EAC content developed and produced in line with best practice in instructional 

methodology. 

Indicators 

Number of modules, courses, CPDs, and 
other training materials designed, 
reviewed, and produced in compliance 
with the quality guidelines and standards in 
the field of higher education and vocational 
training, to address identified training gaps, 
according to EUAA Training Plans. 
Overall satisfaction rate with the first 
session of newly developed and reviewed 
training materials. 

Latest result 
(CAAR 2021) 
 8 

Target 
2023 
4 training 
materials  

Data source 

Documentation 
and internal 
records  

 87% 

70% 
satisfaction 
rate  

Evaluation 
questionnaire of 
the first session  

Objective 2 
Support asylum and reception officials and authorities to perform their duties and tasks by 
developing, reviewing and producing training materials including deployment training for 
AST profiles, ad-hoc tailor made and/or specialised training used in the context of the 
Agency’s operational activities, based on identified training needs and specific requests by 
relevant authorities.   
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Plan the development and review of training material.   
  New training material designed, project and contract manage the development of 

training material, in line with operational needs and as required by relevant authorities.    

  Apply rapid authoring methodology for fast and efficient roll out of ad-hoc training 

material. 

  Translate training material according to requests and/or OP. 
Expected results (2023) 
  Development and review of deployment training for AST profiles based on identified 

training needs. 

  Development and review of ad-hoc tailor made and/or specialized training used in the 

context of EUAA’s operational activities. 

Indicators 

Number of new training materials 
developed, reviewed and produced in the 
context of operational activities.  
Overall satisfaction rate with the first 
session of newly developed training 
material. 

Latest result 
(CAAR 2021) 
N/A 

N/A 

62 

Target  
2023 
3 training 
materials 

70% 
satisfaction 
rate  

Data source 

Documentation 
and internal 
records  
Evaluation 
questionnaire 
of the first 
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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

2.3.2 Delivery of the EUAA Training  

Overview of the activity  
The Agency will continue to further strengthen its cooperation with EU+ countries national 
administrations, through planning, organisation, delivery and evaluation of EUAA learners’ 
modules and trainers’ courses. The Agency will continue to use various learning methods, 
including face-to-face, e-learning, blended, webinars, on-the-job training, on-the-job 
coaching. The Agency may use interpretation in delivery of training, to ensure effectiveness 
and sustainability. For a multiplier effect, the Agency will continue the implementation of its 
modules and courses for trainers.  

The Agency will also continue to deliver the learners’ curriculum for asylum and reception 
officials and provide support to Member States in the delivery of national training sessions 
in the Curriculum. To manage flexible learning pathways and ensure that programmes are 
consistent and relevant to training needs, the Agency will work closely with the relevant 
Training NCPs on a needs basis. The Agency will continue to actively respond and support 
the implementation of OPs. A specific annual training plan will be developed per OP. The 
Agency will also continue to deliver structured and formalised operational training to all 
experts involved in its operational activities, including Member State experts, its own staff, 
as well as other experts forming part of the ASTs.  

The Agency will continue to support capacity building and training related activities in third 
countries falling within the scope of the ECS. For the purpose of planning and programming 
its training and professional development activities, the Agency will further cooperate with 
UNHCR, IOM and, where relevant, JHA Agencies and other training networks and 
organisations, including CSOs. 

Financial resources 

Human resources 
Estimates of 
quantifiable workload 
drivers 

2023 (planned) 
EUR 497,500 
(3201 Training) 
17 TA 

2021 (actual) 
EUR 275,496  
(3201 Training) 
16 TA 

•  Expected increase in the number of OPs and requests from 

third countries   

•  Expected increase in number of requested certified training 

sessions, including Recognition of Prior Learning 

Objective 1 
Ensure the management and implementation of trainers and learners curricula, in line with 
established quality standards. 
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  EUAA Training Plans. 
  Training and CPD for trainers and asylum and reception officials delivered, including 

RPLs and assessments. 

  Training NCP meetings and Trainers Network meetings. 
  Coordinate training delivery with Training NCPs and other relevant stakeholders within 
national administrations and beyond (international organisations, other EU Agencies).  
  Organisation and delivery of the training sessions, CPDs and coaching under the EUAA 

Training Plans, including grading and verification of assessments.  

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  Maintaining the Trainers’ Pool and deploying trainers for delivery of training sessions 

under the EUAA Training Plans. 

Expected results (2023) 
  Enhanced capacity of EU+ trainers in modules of the EAC. 
  Strengthened knowledge and skills, responsibility and autonomy of asylum and 

reception officials of national authorities. 

Indicators 

Number of participations to the trainers’ 
courses and to the learners’ modules. 
Overall satisfaction rate of participants. 

Latest result 
(CAAR 2021) 
4,687 

Target  
2023 
 4,000 

87% 

80% 

Data source 

LMS 

LMS  

Objective 2 
Ensure the planning, management and delivery of EUAA training and coaching in the 
framework of OPs. 
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Training plans under OPs, based on training needs analysis. 
  Organisation and delivery of training sessions, coaching, on the job training under OPs, 

including training for ASTs. 

Expected results (2023) 
  Various profiles of experts working under the framework of OPs receive the necessary 

training to perform their tasks. 

  Targeted training and capacity building activities delivered to Member States’ national 

authorities under particular pressure.  

Indicators 

Number of participations in induction 
training, thematic training and on-the-job 
coaching. 
Percentage of satisfaction of trainees.  

Latest result 
(CAAR 2021) 
 2,098 

Target  
2023 
 1,000 

88% 

80% 

Data source 

Learning 
Management 
System  
Evaluation 
questionnaire 

Objective 3 
Enhanced capacity building of national authorities in third countries through training, in 
particular in the framework of external dimension roadmaps. 
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Organise and deliver training related activities for and with third countries.  
  Ensure regular coordination with third countries and other stakeholders on training 

needs in External Dimension. 

Expected results (2023) 
  Targeted trainings and capacity building activities delivered to third country national 

authorities within the framework of a roadmap. 

Indicators 

Number of third country participations in 
courses for trainers, learners and in 
national sessions.  

Latest result 
(CAAR 2021) 
 114 

Target  
2023 
100 

Data source 

Learning 
Management 
System 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

2.3.3 Implementation of the Training Quality Assurance Framework 

Overview of the activity  
The Agency will continue to prepare for the establishment of the EUAA Academy - a 
licenced and accredited qualification provider. As a training provider46 for EU Member 
States, the EUAA is obliged by Article 8.4 of the EUAA Regulation to ensure that the training 
designed and delivered is of high quality. This overarching principle is pursued through 
various quality assurance measures, aimed to reassure EUAA stakeholders regarding the 
quality of EUAA training. 

With the implementation of the Training and Learning Strategy, EU Member States have taken 
concrete steps towards the long-term vision of the EUAA Academy achieving licensing and 
accreditation,  which  will  further  ensure  a  common  training  system  for  officials  working  in 
asylum  and  reception.  The  Agency,  together  with  Member  States,  developed  a  common 
European  Sectoral  Qualification  Framework  for  Asylum  and  Reception  Officials  (ESQF)47, 
which  identifies  the  duties  and  job-tasks  of  officials  working  in  this  sector,  aligning  these 
duties  and  tasks  to  occupational  standards  which  translate  to  high  level  educational 
standards.  The  ESQF  educational  standards  are  directly  aligned  with  the  European 
Qualifications Framework levels 5 to 748, and are points of reference for the intended learning 
outcomes to be achieved in the modules constituting the European asylum curriculum.  

Following the adoption of its Training and Learning Strategy by the Management Board, the 
Agency has been tasked to establish itself as an accredited qualifications provider. This 
means that Member States will eventually be able to ascertain that their officials have 
acquired common learning through the assessment of learning outcomes, on a voluntary 
basis. Based on this, the EUAA will formally issue qualifications, understood as formal 
outcomes of an assessment and validation process, determining that an individual has 
achieved learning outcomes through the process of formal training or informal and non-
formal learning. Thus, officials will be better prepared, with the same knowledge/theory 
base, to establish common practices and convergence in the implementation of the CEAS. 

The long term vision is to obtain accreditation for the entire European asylum curriculum. To 
fully achieve this vision, initial steps must be planned and would include the preparation of a 
limited number of modules that are already tested and used to be submitted for 
accreditation. This experience will then allow the EUAA Academy to gradually function as an 
umbrella for any training activities leading to awarding of common, standardised and 
officially accredited qualifications49 within the European asylum curriculum. The Agency 
ensures the high quality of the training process and outcomes through the implementation 
of its Training Quality Assurance Framework: the Agency will implement and monitor the 
requirements of the European standards and guidelines for quality assurance in the 
European Higher Education Area (ESG 2015) with a view to achieving and maintaining full 
compliance. In order to achieve this objective, the Agency will continue to adopt a more 
comprehensive approach to needs assessment, monitoring and evaluation, which, also, 
encompasses internal quality assurance. The Agency will engage in developing, continuous 
monitoring, periodic reviews and reporting of its training activities as well as training quality 
assurance of modules, programmes and qualifications such as Bachelor and Master. The 
Agency will ensure that training participants have the opportunity to provide feedback and 

46   Article 2.1 (d) of the EUAA Regulation. 
47   Training Tools | European Union Agency for Asylum (europa.eu). 
48   Council Recommendation of 22 May 2017 on the European Qualifications Framework for lifelong learning and 

repealing the recommendation of the European Parliament and of the Council of 23 April 2008 on the 
establishment of the European Qualifications Framework for lifelong learning (2017/C 189/03). 

49   Council Recommendation of 16 June 2022 on a European approach to micro-credentials for lifelong learning 

and employability (2022/C 243/02). 

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submit complaints, including assessment appeals, through the appropriate functions. The 
Agency will continue to liaise and coordinate with external groups and panels involved in 
training quality assurance-related issues. 

The Agency will strengthen its support to national administrations and trainers to ensure 
that the measures in the Training Quality Assurance Framework are implemented 
consistently. Through engagement with the Training Quality Assurance Advisory Group and 
the Certification and Accreditation Working Group, the Agency will promote the sharing of 
expertise and good practices in this regard. The Agency will continue monitoring the 
authenticity of the ESQF throughout the training cycle. The Agency will undertake 
comprehensive preparations for an external quality review to ensure that internal processes 
and procedures in the area of training are sound and fit for purpose. The Agency produces 
a Training Report providing a comprehensive annual update on EUAA training at national 
and EU level, highlighting current relevant thematic areas. The report will include 
quantitative and qualitative analysis of data. 

Financial 
resources 
Human resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 584,000 
(3201 Training) 
8 TA, 250 CA & SNE 

2021 (actual) 
EUR 602,525 
(3201 Training) 
6 TA, 1 CA & SNE 

•  EU educational policies triggering needs for assuring quality by 

complying with training quality standards: review against the ESG 
on 10 training quality standards 

•  Number of training needs analysis requested by Member States (7) 
•  Number of training quality assurance, evaluation, feedback and 

tracking reports (8) 

•  Number of requests for ad-hoc contributions on training data (25) 

Objective 1 
  Implement the EUAA Training Quality Assurance Framework and ESG 2015 with a view 

to undergo an external quality assurance procedure for an EUAA Academy. 

Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Self-assessment report for external quality assurance procedure, including the relevant 

documentation for a degree programme. 

  Documentation necessary for the official procedure for licencing and accreditation of the 

EUAA Academy. 

  Annual Training Quality Assurance Advisory Group Report.  
  Quarterly quality assurance tracking reports. 
  Annual Action Plan on quality assurance recommendations. 
  Project and contract management for developments and enhancements of quality 

assurance processes and procedures. 

Expected results (2023) 
  A Training Quality Assurance Framework for EUAA training activities, including 

implementing policies and procedures, which covers the entire training cycle and which 
shall be submitted to an external quality assurance procedure. 

50   Includes 1 short-term operational CA post. 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

Indicators 

Timely response to complaints and 
appeals. 

Latest result 
(CAAR 2021) 
N/A 

Percentage of recommendations in the 
Annual Action Plan addressed. 

N/A 

Target  
2023 
95% of the 
complaints 
and appeals 
responded 
to within the 
established 
time limit 
80%  

Data source 

Documentation 
and internal 
records 

Documentation 
and internal 
records 

Objective 2 
Analyse all training-related qualitative and quantitative data including the production of in-
depth reports, develop and implement relevant research methodologies to conduct 
overarching needs analysis and evaluations. 
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Annual Training Report. 
  Quarterly feedback and tracking reports. 
  Addressing ad hoc requests for information by internal and external stakeholders. 
  Project and contract management for development of multi-annual and annual reports.  
Expected results (2023) 
  The training evaluation methodology implemented to effectively and efficiently report on 

quantitative and qualitative data. 

  The training needs analysis methodology implemented to ensure fit-for-purpose training 

support. 

Indicators 

Latest result 
(CAAR 2021) 

Production of the Annual Training Report.  N/A 

Target  
2023 
1 

Data source 

Report 
published on 
the EUAA 
website 

2.3.4 Implementing a User-centred Learning Technology Ecosystem (LTE) 

Overview of the activity  
The Agency will continue supporting the users of EUAA Learning Technology Ecosystem 
(LTE), in line with EUAA Training and Learning Strategy and the Training Quality Assurance 
Framework. This will be accomplished by providing learners’ registration services, online 
courses and modules, and horizontal Service Desk support.  

Furthermore, the Agency will maintain and upgrade, the features of its LTE and 
progressively consolidate the integration of additional components to ensure consistency of 
the end-user experience across platforms and tools for training delivery. In parallel, the 
Agency will improve the capacity of the Training and Professional Development Centre in 
the use of digital applications to support training, learning and formal assessment. The 
Agency will strengthen channels of communication with other bodies and organisations in 
the field of innovative application of learning technologies and e-learning design for training 

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and professional development, with the intention of exchanging practices and encouraging 
synergies where applicable. 

2023 (planned) 
EUR  326,000 
(3201 Training) 
2 TA, 3 CA & SNE 

2021 (actual) 
EUR 524,919 
(3201 Training) 
2 TA, 4 CA & SNE 

  Number of helpdesk requests to be processed (4,000) 

Financial resources 

Human resources 
Estimates of 
quantifiable workload 
drivers 

Objective 1 
Enhance the implementation of EAC and the online experience by improving and expanding 
the LTE underpinning training and learning services, and by providing effective and efficient 
client relationship management throughout the training cycle. 
Link to the multi-annual objective(s) 
  MA08 
Main outputs/actions (2023) 
  Support the gradual integration of learning technology components focusing on smooth 
data flows, coherent user experience, and business requirements from internal/external 
stakeholders.  

  Finalise and deploy end-user interface for EUAA LTE to enable direct access to selected 

systems and tools. 

  Manage customer relationship services and administration of helpdesk platforms for 

enrolment and delivery of modules and courses. 

  Utilise insights from qualitative and quantitative analysis of user behaviour and feedback 
to inform the design of learning content and activities and increase course value for 
EUAA learners. 

Expected results (2023) 
  Consolidation of existing eLearning services, technologies, and client relationship 

management. 

Indicators 

New components added and integrated 
in the LTE. 
Timely response to helpdesk requests. 

Data source 

 LTE Report 

Ticketing 
system 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
 3 

 99% 

80% of the 
helpdesk 
requests 
responded 
to within 3 
working 
days 

2.4 Asylum Knowledge 

2.4.1 Country of Origin Information and Country Guidance 

Overview of the activity  
The Agency will draw up and regularly update country of origin information (COI) reports, 
query responses and other products on relevant third countries and thematic issues, based 
on desk research, expert interviews and possibly fact-finding missions. In 2023, the Agency 

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will focus on the development and deployment of a new EUAA COI Portal, as a modern, 
functional, and user-friendly platform featuring COI content produced by the EUAA and EU+ 
countries on relevant third countries. In the framework of COI networks, the Agency will 
continue enhancing practical cooperation on COI, seeking synergies and avoiding 
duplication of efforts, knowledge generation and capacity building. The Agency will 
reinforce operational COI support to Member States covered under OPs and will also 
continue its COI activities in third countries in the framework of the ECS. The Agency 
intends to involve relevant CSOs in selected activities and will continue to involve external 
experts as speakers and panel members.  

The Agency will continue to provide reliable medical country of origin information 
(MedCOI), relying on worldwide networks of medical experts that provide up to date 
information on the availability and accessibility of medical interventions in the countries of 
origin of asylum seekers. Based on this information, the MedCOI team will produce 
responses to individual requests from EU+ countries, general medical country reports, and 
maintain a database holding the information. This information is accessible to trained 
personnel in the EU+ countries’ relevant administrations.  

The Agency together with Member States will develop, review and update country guidance 
in order to support the work of asylum decision-makers and policy makers in the EU+ context 
and to support the efforts towards true convergence. In 2023, in accordance with identified 
priorities and in line with available resources, the Agency will endeavour to develop, jointly 
with Member States, guidance notes and common analysis on one new country of origin, 
while reviewing and updating three of the existing country guidance documents. The Agency 
will also continue to undertake outreach activities aimed at supporting the use of country 
guidance in national decision-making. 

Financial resources 

Human resources 
Estimates of 
quantifiable 
workload drivers 

2023 (planned) 
EUR 2,514,000 
(3101 Third Country Research) 
32 TA, 951 CA & SNE 

2021 (actual) 
EUR 1,350,729 
(3103 Country of Origin Information) 
30 TA, 7 CA & SNE 

•  Number of ad hoc requests for COI (45)  
•  Number of MedCOI individual requests by Member States (1,200) 
•  Number of Member States with OP and number of roadmaps 

with third countries covering COI (8) 

•  Number of horizontal tools/guidance requiring COI (2) 
•  Number of networks to be managed and related events to be 

organised based on Member States’ needs (14 networks and 35 
events)  

•  Number of Portals to be maintained and further developed (2 

COI + MedCOI)  

•  Number of additional EU+ countries to join the MedCOI service (2) 
•  Number of fact-finding missions in third countries (1-2) 
•  Number of countries for which the Agency and EU+ countries 

agree to develop or update country guidance (4) 

Objective 1 
The Agency aims to enhance cooperation on COI and to produce and disseminate relevant 
COI products, in particular in relation to information needs stemming from country guidance 
development, EUAA operations and safe third country designation, in line with the COI 
Report Methodology.  

51   Includes 1 short-term operational CA post. 

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Link to the multi-annual objective(s) 
  MA04 
Main outputs/actions (2023) 
  Development and deployment of the new EUAA COI Portal. 
  Produce COI reports, query responses and other products to be published in the COI 
Portal, website and/or disseminated among the relevant networks or stakeholders. 

  The facilitation of COI Networks and organisation of events. 
  The support of Member States with an operational support plan. 
Expected results (2023) 
  Increased promotion and dissemination of EUAA COI products through the new EUAA 

COI Portal.  

  Further strengthening of cooperation among and engagement of EU+ countries through 
the COI specialist network activities, including COI production, specialists’ meetings, 
knowledge and best practices’ sharing. 

  Increased use of COI products in decision and policy-making, thus fostering greater 

convergence in the international protection procedure. 

  Continued support to existing and upcoming activities in MS under OPs, facilitating EU+ 
cooperation, and disseminating EUAA methodologies and overall best practices in the 
COI function and role in the procedure. 

Indicators 

Total number of pages of COI reports, 
query responses and other products 
produced/ updated (including 
introductions, bibliographies, etc.).  

Latest result 
(CAAR 2021) 
2,836 

17 

Total number of COI-related workshops, 
meetings and conferences organised 
(including country-specific events, network 
meetings, skill development and 
methodological workshops, and events 
organised in the framework of operational 
support). 

Data source 

Target 
2023 
2,500   Publication on COI 
Portal, website and 
internal dissemination 
in operations, COI 
networks, etc.  
Calendar, email 
invitations, meeting 
reports 

25 

Objective 2 
Produce reliable and up to date MedCOI information both on-demand and internally 
determined and make it available to the EU+ countries and the public. 
Link to the multi-annual objective(s) 
  MA04 
Main outputs/actions (2023) 
  MedCOI country reports.  
  Responses to accessibility and availability queries  
  Other topical and/or methodological products available through dedicated portals and 

publications. 

Expected results (2023) 
  Quality, efficiency and convergence in the decision and policy-making procedures in the 
EU+ countries are fostered through the production of standardised, reliable and up-to-
date medical country of origin information. 

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Indicators 

Number of country MedCOI reports. 

Latest result 
(CAAR 2021) 
2 

Target 
2023 
5 

Proportion of completed responses to 
MedCOI individual requests (the baseline 
number of requests expected is about 
1,200 per year). 

100% 

90% 

Data source 

Publication on 
COI or MedCOI 
Portal 
Statistics from 
MedCOI 
Database 

Objective 3 
Enhance convergence in EU+ decision-making practices through the development, review 
and update as needed, of common analyses and guidance notes, and through active 
promotion of their use by Member States 
Link to the multi-annual objective(s) 
  MA04 
Main outputs/actions (2023) 
  Coordinate, plan and facilitate the country guidance processes by timely and effective 

organisation of the drafting of contributions, information exchange, meetings, 
consultations, and publication. 

  Encourage the involvement of Member States in country guidance processes and 
promote their use of common analyses and guidance notes through increased 
dissemination efforts, including in relevant EUAA operations. 

  Analyse asylum decision practices and the reasons behind identified differences, in 

particular with regard to countries of origin on which EUAA guidance notes have been 
developed and present a report of this study to the MB and the Council of the EU. 

Expected results (2023) 
  One new guidance note and common analysis is developed and three existing country 
guidance documents are reviewed and updated in accordance with identified priorities. 

  First annual report on convergence is presented to the MB and the Council of the EU. 

Indicators 

Number of country guidance processes, 
including country guidance development, 
review and/or update, which are finalised 
at the level of the Country Guidance 
Network and guidance notes presented to 
the MB for endorsement. 
Number of events and activities, such as 
dedicated launching events, trainings, 
workshops, conferences, and internal 
brown bag lunches, in which country 
guidance is presented to relevant 
stakeholders, including in the context of 
relevant EUAA operations. 
Number of convergence analysis reports. 

Latest result 
(CAAR 2021) 
4 

Target 
2023 
4 

Data source 

Draft notes sent 
to the MB for 
endorsement 

15 

10 

Agendas, Country 
Guidance Staff 
missions 

N/A 

1 

MB agenda and 
minutes, report 

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2.4.2 Situational Awareness 

Overview of the activity  
The EUAA Situational Awareness portfolio consists of: 
-  qualitative information gathering, exchange and analysis on national asylum and 
reception systems and related developments at national and EU level, and  
-  data exchange, strategic analysis and research in view of early warning and 

preparedness, covering the situation in the EU as well as relevant factors in countries of 
origin and transit.  

The Information and Analysis manages diverse platforms to provide information and 
analysis. The Information and Documentation System (IDS) presents comprehensive and up-
to-date information on the organisation of asylum and reception systems in EU+ countries. 
The Agency’s Case Law Database is a public resource which captures the most relevant 
national and European jurisprudence related to asylum. In 2023, IDS is intended to become 
public and accessible to all audiences. The main objective is to further integrate IDS and the 
Case Law Database to have clear, comparative overviews of national practices. The 
Agency’s Query System supports the direct exchange of information between EU+ 
countries on asylum-related topics, integrating different types of requests circulated within 
various thematic networks/groups of experts. In 2023, a new activity is to utilise the Query 
Portal to gather information on activities with third countries through dedicated queries. 
Situational overviews and analysis present the current state of play of topics related to the 
CEAS tailored to specific information needs and stakeholders’ requests. In 2023, situational 
awareness outputs will be further developed with an emphasis on public dissemination.  

The Data Analysis and Research portfolio contributes to situational awareness through 
three main areas of work. The collaboration with EU+ countries is managed through the 
Early warning and Preparedness System (EPS)-Statistics and EPS-Analysis and Research 
Networks. 

The Data Hub designs, collects and manages core statistical unified information on the 
asylum and reception situation in EU+ countries, the Agency operational support, root 
causes of migration, as well as information from the relevant Union institutions, agencies, 
and international organisations. In 2023, the Data Hub will continue to ensure a rapid 
exchange of standardised data and to design, oversee and manage operational data 
collection (ODC) and related analysis.  

The Research programme continues to develop a system for early warning and forecasting 
of mixed migration flows to and within the EU+ to support preparedness and contingency 
planning. In 2023, it will continue to develop capacity for forward-looking and scenario 
analysis, and to oversee a large-scale survey system to collect testimonies from applicants for 
and beneficiaries of international protection in the EU+. For the latter, it will explore ways to 
embed sensors for data collection (e.g. surveys) into EUAA operations. 

Strategic analysis aims to combine multiple sources of information to comprehensively 
analyse and communicate the asylum situation in the EU+ to a wide range of external 
stakeholders. In 2023, situational awareness will be further developed to analyse 
increasingly complex and integrated data. Analytical work will also continue in cooperation 
with external partners and service providers on cross-cutting topics.  

The Asylum Report provides a comprehensive, comparative analysis of developments in 
asylum at national and EU level. The information is collected throughout the year by the 
Agency’s staff and through collaboration with several stakeholders. Additional outputs and 
outreach activities are organised to promote the use of the report in scientific, research and 
academic communities. In 2023, the Asylum Report will be further enriched with special 

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features and thematic sections, focusing on relevant topics in public debates. Outreach 
activities will be conducted to promote the use of situational awareness platforms and 
products by the public. 

Financial resources 

Human resources 
Estimates of quantifiable 
workload drivers 

2023 (planned) 
EUR 1,095,000 
(3101 Information and 
Analysis) 
(3102 Data analysis and 
research) 
33 TA, 7 CA & SNE 

2021 (actual) 
EUR 619,333 
(3101 Information and 
Documentation System and  
Annual Report) 
(3102 Data analysis and research) 
29 TA, 6 CA & SNE 
•  Number of qualitative databases to be maintained and 

further developed (4)  

•  Annual Report stemming from the EUAA Regulation (1)  
•  Number of analytical outputs stemming from needs 

expressed by MS or other stakeholders (31)  
•  Urgent information requests received (100) 
•  Number of OPs requiring operational data collection and 

analysis (11) 

•  Number of EPS indicators on which data needs to be 

collected and analysed (21)  

•  Number of data sources managed (21) 
•  Number of products composing regular analytical portfolio 

(23) of the Agency’s Data Analysis & Research  

•  Number of requests for ad-hoc contributions on data, 

analysis or early warning and forecasting (100, expected to 
increase) 

Objective 1 
To gather, update, validate and analyse qualitative information on the implementation of the 
CEAS and provide relevant products to support evidence-based policy and informed 
decision-making.  
Link to the multi-annual objective(s) 
  MA05 
Main outputs/actions (2023) 
  IDS pages updated and validated in cooperation with EU+ countries and roll-out public 

launch. 

  Strategic consultations with IDS Advisory Group maintained, including tailored 

information in view of further development and promotion of the IDS. 

  Promotion among external and internal stakeholders of the functioning and maintenance 

of the database, case law methodologies and the latest case law in asylum. 

  Preparation of thematic overviews and analytical products on case law. 
  Operating the Query Portal and related activities for all participating EU+ countries and 
networks including exchange on methodologies with stakeholders maintaining query 
systems.  

  Elaboration of situational overviews and analysis (in a variety of formats, both public and 
restricted) on current thematic issues of interest, analysing EU+ countries’ policies and 
practices and relevant horizontal issues.  

  Addressing ad hoc requests for information and analysis by internal and external 

stakeholders (including the Agency’s operations and third countries).  

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  Cooperation with third countries and operational offices by providing outputs and 

analyses on relevant aspects of the CEAS for the purpose of capacity-building in partner 
countries and normative needs assessments. 

Expected results (2023) 
  IDS interface is made available to the general public. 
  Comprehensive information about the implementation of the CEAS collected from all 
relevant sources, published in attractive and user-friendly manner and promoted in 
relevant fora. 

  The Case Law Database and related analytical products are considered a consolidated 

point of reference on jurisprudence on asylum.  

  Analytical query reports drafted according to a standardised methodology. 
  Development of situational overviews, periodical bulletins and other analytical products 

addressing information needs of internal and external stakeholders.   

  Visits are organised in countries where EUAA has operations, to strengthen synergies on 

qualitative information management. 

  Activities related to the external dimension of the CEAS are carried out based on IAS 
involvement in roadmaps for cooperation between the EUAA and third countries. 

Indicators 

Percentage of IDS thematic pages 
maintained up to date (updated in the 
last six months). 

Latest result 
(CAAR 2021) 
N/A 

Target 
2023 
75% 

Percentage of queries processed 
yearly in the Query Portal. 
Number of situational analysis/ 
updates and other analytical products 
drafted, including Case Law Database 
thematic products published or 
referenced in the Agency’s outputs. 

90% 

46 

N/A 

67 
(a combined  
result) 

Data source 

Monthly overview of 
updated thematic pages, 
via platform user 
analytics, communication 
bulletins informing 
countries about updates 
in thematic sessions  
Query Portal 

Records of drafted 
overviews  

Objective 2  
To lead information exchanges that quantify the asylum and reception situation in Member 
States and the operational support provided by the Agency, carry out research on migration 
drivers as well as early warning and forecasting of asylum-related migration, and produce a 
high-quality portfolio of analytical products. 
Link to the multi-annual objective(s) 
  MA05 
Main outputs/actions (2023) 
  Datasets containing processed and standardised information on the asylum and 

reception situation in Member States, operational support provided by the Agency, and 
root causes of migration. 

  Timely, validated and comparable data shared with all stakeholders via pivot tables, 

dashboards and other means. 

  Reports on early warning and academic papers on research conducted, including joint 

outputs with EU+ countries and others. 

  EU system for early warning and forecasting of asylum-related migration. 
  Collection and analysis of testimonies directly from applicants. 

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  Analytical portfolio of regular strategic and operational products on the situation of 

asylum in the EU+. 

  Collaborative reports with other sectors of the EUAA on cross-cutting topics. 
  Joint analyses with EU+ countries, Frontex, Europol and others.  
  Novel projects using cross-system data. 
  Responses to ad hoc requests on stakeholders’ analytical needs. 
Expected results (2023) 
  The Agency delivers meaningful data on situation awareness to its stakeholders.  
  The Agency is able to produce an advanced analytical portfolio heavily underpinned by 

information managed and delivered by the Data Hub. 

  The Agency, Member States and the Commission have a better understanding of 

migration drivers, can better anticipate asylum trends and plan suitable policies and 
operational responses. 

  Data driven analyses are complemented with testimonies to produce more effective 

analyses and include the perspective of applicants for or beneficiaries of international 
protection. 

  The Agency consolidates its role as a centre of expertise by publishing in academic 

journals. 

  Attention of policy makers steered towards to pertinent questions in asylum-related 

migration. 

Indicators 

Percentage of strategic (EPS and open 
sources) data processed within 
established timeframes.  
Number of activities covered by ODC. 

Number of analytical, research and 
related outputs. 

Latest result 
(CAAR 2021) 
N/A 

Target  
2023 
100% 

N/A 

N/A 

25 

130 

Data source 

Analysis and 
monitoring  

Internal records 
and reporting 
Internal records 
and reports 

Objective 3  
The Agency produces a high-quality Asylum Report serving as a flagship product of the 
Agency and a reference document for the CEAS. 
Link to the multi-annual objective(s) 
  MA05 
Main outputs/actions (2023) 
  Produce an analytical annual report describing the implementation of the CEAS based on 
robust sources gathered from research and consultation of a wide range of stakeholders. 

  Expert exchanges on experiences and methodologies with stakeholders publishing 

relevant reports at the EU level.  

  Develop a web version of the Asylum Report, including a searchable database of key 
changes in legislation, policies and institutions, an executive summary and other 
accompanying resources. 

Expected results (2023) 
  Engagement of relevant stakeholders and intended audience in the production and use 
of the Asylum Report through contributions to report drafting and increased use once 
published. 

  Asylum Report established and maintained as the ‘go to’ document on the CEAS. 

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Indicators 

Number of accompanying resources. 

Latest result 
(CAAR 2021) 
8 (previously  
outputs) 

Target  
2023 
5 

Data source 

The Agency’s 
website 

2.4.3 Asylum and Reception Cooperation and Guidance 

Overview of the activity  
The Agency will continue to stimulate practical cooperation and the exchange of best 
practices to support Member States through the work of thematic networks on asylum 
processes, exclusion, Dublin, reception, vulnerability and courts and tribunals, in 
cooperation with all relevant stakeholders.  

Practical cooperation meetings will cater for both senior experts/practitioners discussing 
thematic issues and managers of asylum and reception administrations focusing on 
strategic and managerial issues and will be delivered in a range of formats. More in-depth 
cooperation between and capacity building of EU+ countries will be organised in the form of 
exchange programmes (on asylum processes, reception). Judicial dialogue is stimulated 
through activities specifically targeting members of courts and tribunals. 

When it comes to asylum processes, particular focus will be placed on quality management, 
digitalisation of asylum processes and agility to adapt to evolving challenges. Specific 
reception themes will include detention and restricted mobility in the asylum context as well 
as alternatives to detention. In 2023 the Agency will further support reception systems in line 
with its Strategy on Reception (2021), following a building block approach that focuses on 
different aspects such as managing an overall reception system and running a reception 
facility, ensuring ongoing processes along the three reception phases of arrival, stay and 
exit and supporting contingency planning. The activities related to vulnerability52  will focus 
on the steps in identifying vulnerability, assessing special needs and referring to the right 
service providers to address those needs. In addition, the Agency will continue to provide 
managers and staff with methods, tools and interventions to improve staff well-being. In 
2023 the Agency will focus more on the effective use of the Dublin III regulation to increase 
the number of transfers, reduce delays to apply the legal clauses related to family 
reunification in view of faster and safer ways to unite children with their families. It will 
continue its cooperation with eu-LISA, Frontex and other agencies to ensure synergies and 
complementarity in making use of Eurodac and Dublin related technical solutions more 
efficiently for Member States, as well as improving the quality and security of the information 
exchanged.   

The EUAA will continue to cooperate with its established pool of international protection 
judicial experts and work hand in hand with its dedicated network of judges from national 
and European courts, leading judicial associations and other key stakeholders. In particular, 
the EUAA will further support transnational judicial dialogue through capacity building 
activities, based on reference tools, notably judicial analyses, designed for international 
protection judges and other judicial professionals, with the aim to promote high quality and 
consistent decision-making processes. In 2023, the EUAA will increasingly rely on case-law 
analysis to better measure the impact of its work.  

Furthermore, the Agency will continue to develop and promote common operational 
standards and indicators, recommendations, identification of best practices and practical 

52   The vulnerability portfolio includes activities related to children, including unaccompanied children, victims of 
trafficking in human beings, persons subjected to torture, serious psychological, physical and sexual violence 
and other cruel and inhuman treatment, persons at risk because of their gender, gender identity or sexual 
orientation, persons living with disabilities, with mental health concerns, elderly persons, single parents, etc. 

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guides and tools in relation to asylum and reception and will continue efforts to make 
these immediately relevant and valuable for the end user, including through the 
development of digital tools and by adapting tools to national contexts where needed. In 
2023 the Agency will implement the recommendations of the external evaluation on the 
quality, usefulness and impact of the common operational standards and indicators, 
guidance and practical tools, which will be completed in 2022. 

In line with the Digital Innovation Strategy it intends to adopt in 2022, the Agency will offer 
a platform for the exchange of good practices and work on development or adaptation and 
promotion of IT tools which can be made available to all Member States.  

The Agency’s practical tools, standards and indicators, guidance, and technical advice and 
expertise will continue to support the implementation of operating plans and capacity 
building in the external dimension.  

Financial resources 

Human resources 
Estimates of 
quantifiable workload 
drivers 

2023 (planned) 
EUR 4,311,705 
(3202 Asylum Cooperation 
and Guidance) 
37 TA, 10 CA & SNE 

2021 (actual) 
EUR 3,080,613 
(3202 Asylum Processes) 

35 TA, 10 CA & SNE 

•  Number of OPs and Roadmaps supported (12)  
•  Number of networks to be managed (6) and related activities 

to be organised based on Member States’ needs (22)  

•  Number of projects (2) 
•  Number of products/publications stemming from needs 
expressed by Member States or other stakeholders (22) 

Objective 1 
The Agency aims to facilitate practical cooperation and exchange of best practices among 
Member States on: 
  Asylum processes, quality management, digital innovation and selected aspects of the 

CEAS within the framework of the Agency’s Asylum Processes Network;  

  Exclusion processes in the framework of the Exclusion Network; 
  Vulnerability, within the framework of the Vulnerability Expert Network; 
  Implementation of the Dublin III Regulation, within the framework of the Network of 

Dublin Units; 

  Reception, within the framework of the Network of Reception Authorities; 
  All aspects of the CEAS relevant to courts and tribunals. 
Link to the multi-annual objective(s) 
  MA06 
Main outputs/actions (2023) 
  Organise annual NCP Meetings for all networks. 
  Plan and implement a yearly programme of support activities including thematic 

meetings, workshops, webinars, conferences, exchange visits and technical assistance 
based on prioritised needs and with an increased contribution from national experts, 
including the EUAA Judicial Experts' Pool.  

  Identified good practices and gaps, including through thematic queries and surveys. 
  Share periodic updates with Network members, accompanied by outreach activities. 
  Bilateral consultations, study visits and technical assistance measures and reports 

(Dublin, Reception). 

  External stakeholders are involved in the preparation, implementation and follow-up of 

activities, where relevant.   

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Expected results (2023) 
  Increased representation and engagement of all EU+ countries and key stakeholders 

within the networks. 

  Best practices with regard to asylum processes, exclusion, vulnerability, Dublin 

procedures, reception and courts and tribunals are identified and promoted, and 
targeted recommendations provided. 

  Identification of needs for common practical tools and guidance. 
  Enhanced practical cooperation within EU+ by gathering, analysing and exchanging 

information to address vulnerability in line with the CEAS. 

  Enhanced strategic cooperation through exchanging, sharing, presenting or reporting on 

experiences, practices and projects related to the implementation of the Dublin 
regulation. 

  Enhanced strategic cooperation among EU+ Reception Authorities, based on exchange 
of views by senior managers and directors of reception authorities to help address 
challenges in this area. 

  Enhancing cooperation with Eurojust in the fight against trafficking of human beings and 

the fight against impunity. 

  Reinforced knowledge and analytic skills of the members of courts and tribunals in the 

field of international protection law.  
  Consolidated Judicial Experts' Pool. 
  Reinforced collaboration with key external partners through more substantial 

involvement in relevant activities. 

Indicators 

Number of practical cooperation meetings of 
the Asylum Processes Network, the Exclusion 
Network, the Vulnerability Experts Network, 
the Network of Dublin Units, the Network of 
Reception Authorities, the Courts and 
Tribunals Network. 
Number of exchange visits organised. 

Number of judicial workshops/webinars and 
conferences organised. 
Number of periodic updates/newsletters/ 
platforms of the Exclusion Network, 
Vulnerability Experts Network, Network of 
Dublin Units. 

Latest result 
(CAAR 2021) 
46 
(a combined 
result) 

Target 
2023 
46 

Data source 

Admin. records / 
quarterly 

8 

16 

18 

4 

16 

27 
(a combined 
result) 

Admin. records / 
bi-annually 
Admin. records / 
quarterly 
Reports 
published on 
Network 
Platform 

Objective 2 
Develop, promote and facilitate the use of common practical guides and tools, guidance, 
operational standards and relevant indicators, judicial analyses, to support the correct and 
effective implementation of the CEAS. 
Link to the multi-annual objective(s) 
  MA06 
Main outputs/actions (2023) 
  Development and publication of practical guides and tools, operational standards and 
indicators, through working groups and consultation of the network and other key 
stakeholders.  

  Maintain high quality and up to date judicial tools adapted to language needs, with 

increased dissemination. 

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  Implement outreach activities, including newsletters, launching events, videos, field visits, 
workshops and translations of publications, to effectively reach end-users and support 
with the roll out of the developed guides and tools. 

  Implement the recommendations of the external evaluation of the practical guides and 

tools. 

  Support activities in applying standards, indicators and guidance. 
  Contingency plans for reception developed, reviewed or adapted53 and accompanied by 

contingency plan support activities (workshops and scenario testing). 

Expected results (2023) 
  Increased knowledge and technical skills of asylum and reception staff and management 
based on practical guides and tools, guidance, operational standards and indicators and 
collection of best practices, as well as on recent legal developments and jurisprudence.  

  Increased awareness, use and impact of practical tools. 
  Increased convergence in quality standards in asylum and reception. 
  Greater consistency and convergence in the decision-making process, including at 

second instance.  

  Innovation and IT solutions in asylum processes are supported and promoted. 
  The quality and impact of operational standards and indicators, guidance and practical 

tools are improved following an external evaluation. 

  Better management of reception inflows and out-flows in EU+ countries based on 

informed contingency planning at national level. 

Indicators 

Number of practical guides and tools, 
operational standards and indicators, and 
publications related to courts and tribunals 
developed or updated and published. 
Number of innovation processes 
supported, promoted or developed. 
Number of activities for support of 
Contingency Plans (workshops, scenario 
testing). 

Latest result 
(CAAR 2021) 
25 
(a combined 
result) 

Target 
2023 
23 

2 

N/A 

2 

5 

Data source 

Products published 
on the website 
and/or Network 
platform 
Admin. records 

Workshop reports, 
admin. records 

Objective 3 
The Agency aims to provide technical advice and quality assurance support to measures 
within the Agency’s OPs and in the context of capacity building under the ECS.  
Link to the multi-annual objective(s) 
  MA01, MA02, MA03, MA06 
Main outputs/actions (2023) 
  Development and/or revision of relevant SOPs, working instructions, workflows and 

templates as well as through quality feedback reports and tailored guidance and tools. 
  Support to set-up of and/or strengthening the quality assurance mechanisms with the 
national asylum authorities, including self-assessment and operationalisation of best 
practices. 

  Implementation of operational support and capacity building activities such as 

workshops, on-the-job-coaching sessions, quality support missions, assessments and 
process improvement activities on asylum processes and quality management, 
reception, vulnerability and the work of courts and tribunals. 

53   The support to the development of these contingency plans depends on the outcome of the recast RCD and 

the role of the EUAA in this regard. 

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  Activities to strengthen capacities of countries under particular pressure and in the 

external dimension to address vulnerability in all aspects of the CEAS implementation, to 
manage reception workflows, and organise the work of courts and tribunals. 

  Permanent support to the design and implementation of the operational measures 

related to thematic areas, including at second instance. 

Expected results (2023) 
  Improved quality of refugee status determination processes supported by the Agency 

(registration, information provision, conducting interviews, drafting opinions or 
evaluations, etc.). 

  The quality assurance mechanisms are established and/or strengthened and supported 

in countries where the Agency has operations. 

  Increased capacity and skills to identify, assess and respond to the needs of vulnerable 

persons. 

  Increased capacity and skills to manage reception workflows in line with EU reception 

standards. 

  Enhanced expertise of the judicial authorities and effective practical cooperation and 

exchange between members of courts and tribunals. 

  Increased awareness and use of practical tools under OPs and in third countries under 

the framework of the ECS. 

Indicators 

Number of guidance, tools, SOPs, 
workflows, templates and quality 
feedback reports on the core asylum 
processes developed, updated or 
reviewed. 
Number of operational support and 
capacity building activities implemented 
(asylum processes, vulnerability, Dublin, 
reception, courts and tribunals). 

Latest result 
(CAAR 2021) 
45 
(a combined 
result) 

Target 
2023 
16 

42 

40 
(a combined 
result) 

Data source 

Tools and reports 
made available to 
operations by email 
and/or through 
information platforms  
Admin records  

2.4.4 Monitoring the Operational and Technical Application of the CEAS 

Overview of the activity  
In line with its revised mandate, the EUAA will in 2023 continue developing a methodology 
for monitoring the operational and technical application of the CEAS in view of the gradual 
roll-out of monitoring mechanism as from 31 December 2023. The main objective of the 
monitoring mechanism is to prevent or identify possible shortcomings in the asylum and 
reception systems of Member States and to assess their capacity and preparedness to 
manage situations of disproportionate pressure so as to enhance the efficiency of those 
systems. 

To this end the monitoring will be carried out with respect to all aspects of the CEAS, in 
particular: the Dublin system; procedures for international protection; the application of 
criteria for assessing the need for protection and the type of protection granted, including 
as regards the respect of fundamental rights; child protection safeguards and the specific 
needs of persons in a vulnerable situation; available staff and capacity in terms of 
translation and interpretation as well as the capacity to handle and manage asylum cases 
efficiently, including the handling of appeals, without prejudice to the judicial independence 
and with full respect to the organisation of the judiciary of each Member State; reception 
conditions, capacity, infrastructure, equipment and, to the extent possible, financial 
resources. 

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2021 (actual) 
N/A 

N/A 

Financial resources 

Human resources 

2023 (planned) 
EUR 300,000 
(3501 Monitoring of application of 
the CEAS) 
0 TA 
For the initial stages: multi-
disciplinary project team to be 
sourced on part-time and needs-
basis from ongoing activities 
within the asylum knowledge 
area, to maximise use of existing 
expertise and know-how 

Estimates of 
quantifiable workload 
drivers 

N/A 

Objective 1 
Prepare a methodology for monitoring the operational and technical application of the 
CEAS in view of the gradual roll-out of EUAA’s monitoring mechanism. 
Link to the multi-annual objective(s) 
  MA07 
Main outputs/actions (2023) 
  Working group meetings to agree on technical proposal. 
Expected results (2023) 
  Draft monitoring methodology produced. 

Indicators 

Number of monitoring methodologies 
drafted.  

Latest result 
(CAAR 2021) 
N/A 

Target 
2023 
1 

Data source 

Internal 
documentation 

2.5 Protection of fundamental rights 

Overview of the activity  
The FRO will establish a Fundamental Rights Strategy and, once it is adopted, will ensure 
that it is implemented. The FRO will also set up a complaints mechanism to monitor and 
ensure the respect for fundamental rights in all the activities of the Agency and eventually 
administer it. The sites where the Agency carries out its operational activities may be 
subject to visits by the FRO, with the consent of the Member State concerned. In carrying 
out its duties, the FRO cooperates with the CF and is consulted on the OPs, the evaluation 
of the Agency’s operational and technical assistance, the EUAA code of conduct and the 
EAC. 

Financial resources 

Human resources 
Estimates of 
quantifiable workload 
drivers 

2023 (planned) 
EUR 51,500 
(3701 - Protection of fundamental 
rights) 
3 TA 

2021 (actual) 
N/A 

N/A 

•  Number and nature of fundamental rights assessments 

performed (5) 

•  Number of visits to be organised (2) 

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Objective 1 
Ensure the full respect for fundamental rights in all of the Agency’s activities. 
Link to the multi-annual objective(s) 
  MA01-MA11 
Main outputs/actions (2023) 
  The FRO is appointed. 
  The Fundamental Rights Strategy is adopted. 
  The complaints mechanism is established. 
Expected results (2023) 
  Information sessions on the Fundamental Rights Strategy, including in the margin of 

EUAA activities, organised. 

  The complaints mechanism up and running. 

Indicators 

Number of information sessions 
organised. 

Latest result 
(CAAR 2021) 
N/A 

Target 
2023 
3 

Data source 

Session reports 

2.6 Horizontal Activities 

2.6.1 Consultative Forum and Civil Society 

Overview of the activity  
Reinforced cooperation between the Agency and civil society will be pursued in the 
framework of the Consultative Forum (CF). Following the adoption of the decision of the MB 
in June 2022, on the composition of the CF and the conditions for transmitting information 
thereto, the CF will need to adopt its working methods. The Agency will continue to consult 
the forum on key documents, including the Fundamental Rights Strategy, the complaints 
mechanism, the code of conduct and the  EAC.   

Select civil society organisations (CSOs) will continue to be invited to participate in various 
thematic areas. The CF meetings will continue, both the Plenary Meetings and smaller scale 
thematic/geographic-oriented consultation group meetings. The Agency also intends to 
continue organising information webinars and/or workshops to complement the exchange 
of information and pooling of knowledge. The Agency will actively participate in civil society 
networks in the field of asylum, at EU and national levels, identifying developments relevant 
for the Agency, reviewing and channelling inputs and providing contributions where 
appropriate. Furthermore, the Agency will contribute to the activities of the Consultative 
Fora of other JHA Agencies. 

Financial resources 

Human resources 
Estimates of quantifiable 
workload drivers 

2023 (planned) 
EUR 160,000 
(3401 Cooperation with civil 
society) 
2 TA 

2021 (actual) 
EUR 78,547 
(3401 Cooperation with civil 
society) 
2 TA 

•  Number and nature of consultations required (6) 

Objective 1  
Reinforce cooperation between the Agency and civil society. 
Link to the multi-annual objective(s) 
  MA09 

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Main outputs/actions (2023)   
  Information exchange through CF meetings (annual plenary and thematic/geographic 
meetings) subject to the modalities and working methods to be agreed by the MB and 
CF in 2022. 

  Consult relevant CSOs on key documents, such as the Work Programme, the Asylum 

Report, the Fundamental Rights Strategy, the code of conduct, the complaints 
mechanism and the EAC.  

  Facilitate, where appropriate, involvement of relevant CSOs in different areas and 

related activities of the Agency’s work.  

  Contribute to the activities of the CF of other JHA Agencies.  
  Participate in civil society networks at EU and national levels. 
Expected results (2023)    
  Continued and reinforced dialogue, consultation and cooperation with the CF. 

Latest result 
(CAAR 2021) 
9 

Target 
2023 
6 

7 

15 

6 

4 

Data source 

Consultation calendar 
and progress on website 
Internal reports 

Meeting reports 

Indicators 

Number of consultations held with 
CSOs. 
Number of areas (and related 
Agency activities) in which select 
CSOs were invited to participate. 
Number of activities of other JHA 
agencies’ consultative fora in which 
the Agency participated or 
contributed to. 

2.6.2 Governance 

Overview of the activity  
The Agency will continue strengthening relations with stakeholders, ensuring its activities 
are well-coordinated, consistent with relevant EU priorities, ensuring awareness of its work 
and informing policy and legislative development. Cooperation with the European 
Commission, the Council and Member States, the EP, the EEAS and other relevant 
stakeholders will continue at technical and high level. Cooperation with other EU agencies 
will continue through the EU Agencies’ Network and the JHA Agencies Network as well as 
through WAs, Exchange of Letters and Cooperation Plans. During 2023, the EUAA will hold 
the Chairmanship of the JHA Agencies Network. The Agency will continue to strengthen 
horizontal cooperation and coordination with international organisations, including UNHCR, 
IOM, ICMPD, IGC, GDISC and the Council of Europe. The Agency will continue working on 
the deployment of LOs to Member States and third countries.  

In the area of communication, the Agency will continue establishing and maintaining 
excellent long-standing press relations, ensuring plentiful interaction with the press. 
Regular, accurate press coverage of the Agency’s activities is crucial to gain visibility, 
legitimacy and credibility. In 2023, the Agency will continue to pro-actively engage with the 
media regularly for press briefings, both at headquarters and in the field. Notably, this will 
be expanded to national capitals and Brussels. Direct engagement with citizens will also be 
reinforced. In addition, the Agency’s internal communication plan for 2023 will continue to 
significantly improve through events, publications, and internal documents and tools. 

The Agency will continue to strive for full compliance as well as effectiveness and efficiency 
of its internal control system, reinforced with the ex post control function. The Internal 
Audit Service (IAS) of the European Commission reviews and evaluates the Agency’s risk-
management, governance and internal-control processes. Based on the results of an in-

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depth risk assessment carried out by the IAS the following prospective audit topics were 
identified for 2022-24 outlook:    
-  Multi-entity audit on the coordination and working arrangements with EU; decentralised 

agencies in DG HOME (other than Frontex);   

-  Needs and feasibility assessment in operational planning;   
-  Data Management (including both IT and non-IT elements);   
-  HR Management (reserve topic).   

The Agency  ensures that the implementation of the Work Programme is in compliance with 
the applicable legal framework. Legal advice is provided on matters related to contracts 
and procurement, staff, corporate governance, intellectual property rights and inter-
institutional matters, and in particular in relation to operational support. These also include 
handling public access to document requests, dealing with complaints submitted to the 
European Ombudsman, representing the Agency before the Court of Justice of the 
European Union, and liaising with the European Commission representatives and other 
external stakeholders. The Agency will continue its actions in order to ensure compliance 
with the Data Protection Regulation. The Data Protection Regulation adopted in December 
2018 reinforces the existing data protection principles and streamlines them across the 
Union, while at the same time removing some bureaucratic elements. Prior checks with the 
European Data Protection Supervisor are no longer required. Under the Data Protection 
Regulation, processing operations likely to result in a high risk to the rights and freedoms of 
natural persons have to undergo a Data Protection Impact Assessment (DPIA). 

The Agency will further enhance its corporate planning, monitoring and reporting 
capabilities, including forecasting, prioritisation and contingency planning exercises.  
Groundwork will continue on the framework for the management of the Agency’s 
organisational portfolio of programmes, projects and business activities.  

On conclusion of an initial preparatory phase, the Agency expects to launch a project for 
the design and implementation of an environmental management system in line with the 
requirements of the EU’s eco-management and audit scheme (EMAS). The system will be 
subjected to an internal audit prior to requesting an independent external verification and 
applying for EMAS registration. The Agency will continue to conduct its planned evaluations 
in line with the evaluation framework based on the European Commission’s Better 
Regulation Guidelines and overseen by the internal Evaluation Advisory Group. 

Financial resources 

Human resources 
Estimates of 
quantifiable workload 
drivers 

2023 (planned) 
EUR 240,000 
(3402 Cooperation with 
Stakeholders) 
N/A54 

2021 (actual) 
EUR 190,177 
(3402 Cooperation with 
Stakeholders) 
N/A55 

•  Number and nature of events requiring preparation or 

contribution (250) 

•  Number of planned evaluations (≥8) 

Objective 1  
Maintain good governance, communication and continued cooperation with stakeholders. 
Link to the multi-annual objective(s) 
  MA09 

54   Staff allocation is part of ‘Resources allocated to governance, administrative and other horizontal activities’ (Title 1). 
55    Ibid. 

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Main outputs/actions (2023)   
  Complete preparations for LOs to be deployed to the Member States and take forward 

recruitment/deployment, subject to availability of posts. 

  Complete preparations for possible deployment of LOs to third countries, subject to 

posts allocated. 

  Organise meetings of relevance to the Agency’s activities with relevant European and 

international stakeholders, also in the margins of events and organise networking events 
as appropriate. 

  Participate in relevant external meetings to present EUAA activities and contribute to 

debates whenever requested or invited.  

  Implement existing WAs, cooperation plans, and exchange of letters with stakeholders 

and conclude further frameworks as appropriate, including also WAs with third countries 
as appropriate. 

  Organise press interviews with national and EU or Brussels-based journalists, as well as 

strategic press interviews to coincide with specific events and developments. 
  Organise press visits with particular focus on the Agency operational activities. 
  Issue press releases to coincide with major events, publications, developments, etc. 
  Modernise communication outputs using digital tools (newsletters, publication 

distribution, press material, etc.). 

  Decentralise press activities in main operational areas in order to generate greater and 

tailored impact (notably in Greece and Brussels). 

  Further improve level of implementation of the Agency’s international control framework. 
  Monitor and report on the risks identified during the Agency’s annual risk identification 
and assessment exercise, as well as the risks identified by the European Court of 
Auditors and the IAS. 

  Provide continuously high-quality legal advice and assurance. 
  Manage judicial and quasi-judicial proceedings, including legal representation in court 

proceedings. 

  Assess the Agency processes that require a data protection impact assessment.  
  Enhance corporate planning and reporting aligned with regulatory requirements to meet 

stakeholder expectations. 

  Design and implement an environmental management system. 
  Support, coordinate and implement the optimal use of evaluations in the Agency. 
Expected results (2023)    
  The Agency enjoys a high level of coordination and cooperation with stakeholders in 

areas of its mandate, duplication is avoided, and the Agency enjoys higher visibility and 
credibility. 

  The Agency is a recognised and trusted counterpart in the field and contributes to 

discussions relevant to its mandate. 

  The Agency is the de facto reference in media reporting on Asylum in the EU. 
  Improved governance systems and overall reputation. 
  Efficient processes and reduced administrative burdens, while ensuring increased 

availability of reliable information on decision making, corporate performance and level 
of compliance. 

  The implementation of the 2023 evaluation plan enhances the performance of the 

Agency, in line with its mandate.  

  Improved management approaches with enhanced performance. 

Indicators 

Number of meetings organised with 
key stakeholders. 

Latest result 
(CAAR 2021) 
188 

Target 
2023 
150 

Data source 

Internal reporting 

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(VIP meetings 
and meetings at 
strategic/ 
horizontal level) 
190 

150 

Internal reporting 

+35% 

18.1 billion 

+10% 
compared 
to 2021 
13 billion 

92% 

90% 

90% 

90% 

100% 

90% 

Social media 
analytics 

Meltwater analytical 
tool 
State of play of 
implementation of 
the ICSA Action Plan 
State of play of 
implementation of 
the Risk Register 
Evaluation Advisory 
Group 

Number of external meetings and/or 
events participated in. 
Percentage of change in monthly 
average social media reach. 

Reach of mentions of the Agency in 
press. 
Timely implementation of the 
Agency’s Internal Control Self-
Assessment (ICSA) Action Plan. 
Timely implementation of agreed risk 
responses in the Agency’s Risk 
Register. 
Percentage of completed evaluations 
on the number of planned 
evaluations to be completed. 

2.6.2.1  Executive Director’s KPI 

In line with the European Commission Guidelines on KPIs for Directors of EU decentralised 
agencies56, the following KPI has been established for the Executive Director of the Agency. 

Objective 1  
Effective implementation of the Work Programme with allocated human and financial 
resources. 
Link to the multi-annual objective(s) 
  MA09 
Main outputs/actions (2023)   
  Quarterly Work Programme implementation and governance reports delivered to the MB. 
  Consolidated Annual Activity Report (CAAR) positively assessed and timely adopted by 

the MB. 

Expected results (2023)    
  Achievement of prioritised results as specified in annual planning documents. 
  Increased effectiveness of the internal control system. 

Indicators 

Implementation of planned activities 
(WP), utilisation of planned financial 
(budget) and human (Establishment 
Plan) resources (a combined 
average). 

Latest result 
(CAAR 2021) 
91% 

Target 
2023 
≥80% 

Data source 

Quarterly monitoring 
reports 

56   https://ec.europa.eu/transparency/regdoc/rep/10102/2015/EN/10102-2015-62-EN-F1-1.PDF 

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2.6.3 Third Country Support 
Overview of the activity 
In line with the External Cooperation Strategy (ECS), and within the framework of EU 
external relations policy, the Agency will cooperate with the authorities of third countries. In 
particular, this will be done with a view to:  

-  Promoting Union standards on asylum and reception;  
-  Assisting third countries to access expertise and build the capacity of their asylum and 

reception systems;  
Implementing regional development and protection programmes and other actions.  

- 

The Agency will continue delivering capacity development support to key third countries’ 
asylum and reception systems. In particular, the Agency will continue to provide support to 
the regions prioritised in the ECS. In view of the ongoing revision of the ECS, due to be 
completed in early 2023, the geographical priorities may be revised or expanded based on 
emerging EU priorities as well as EU+ countries’ and/or third countries’ needs, although 
delivery will remain subject to the availability of resources. Moreover, the Agency will 
facilitate operational cooperation between EU+ countries and third countries. This will be 
done in line with Team-Europe approach and with EU standards, including with regard to 
the protection of fundamental rights and within the framework of the Union’s external 
relations policy. The context of the EU accession process will also be taken into account. 

The support to third countries will be implemented through the Agency’s own budget, 
including EU+ countries’ earmarked contributions for project initiatives as well as through 
the implementation of European Commission funding, such as the Instrument for Pre-
Accession Assistance (IPA) Programme – Phase III57, the Neighbourhood, Development and 
International Cooperation Instrument (NDICI) and in cooperation with relevant stakeholders, 
including EU+ countries and EU Delegations.  

The Agency will also provide support in close cooperation with the framework of relevant 
Regional Development and Protection Programmes (RDPPs), as appropriate. Support to 
Third Countries will be framed by Cooperation Frameworks (Roadmaps, WAs etc) and/or in 
the context of projects.  

The Agency’s interventions to support third countries will be done in close cooperation with 
the European Commission, EEAS and respective EU Delegations/offices in third countries, 
EU+ countries, Frontex, UNHCR, ICMPD, IOM and other relevant actors on matters related 
to the external dimension. This includes coordination and management of the External 
Dimension Network of EU+ NCPs covering the Third Country Cooperation Network and its 
Working Groups for geographical priority regions. 

Financial 
resources 

2023 (planned) 
EUR 1,574,500 
(BL 3203 External dimension – LL 
Third Country Support)58 

2021 (actual) 
EUR 597,198 

57   For example, the IPA III funded project “Regional Support to Protection-Sensitive Migration Management 

systems in the Western Balkans and Turkey”, phase III. 

58   In addition to the indicated C1 credits, kindly note that the Agency relies on the following R0 resources for the 

implementation of third country support activities and coverage of additional human resources:  
-  4101 Czech Republic and Denmark voluntary and earmarked contributions to the Regional Pilot Project in 

support of North Africa/RDPP NA; 

-  4101 Denmark voluntary and earmarked contributions to the Cooperation Roadmap with Egypt; 
-  4102 EU regional support to protection-sensitive migration management systems in the Western Balkans - 

Phase III signed on 24 June 2022. 

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Human 
resources 
Estimates of 
quantifiable 
workload drivers 

(BL 3203 External dimension – LL 
Third Country Support)59 

 4 TA, 2 CA & SNE 

4 TA, 2 CA 

•  Delivery of a dedicated Network and Working Groups per 

geographical priority with at least 8 activities to facilitate and 
encourage cooperation among and between EU+ countries and 
third countries, in the external dimension of the CEAS 
•  EUAA regulation expands the Agency's role in the external 

• 

dimension of the CEAS 
10 third countries’ national authorities in the Western Balkan (WB), 
Middle East and North African (MENA) region and Turkey expected 
to be in need of support from the Agency in view of pressure on 
their asylum and reception systems 

•  EU policy developments with increased focus on the external 

dimension of the CEAS, including the New Pact on Migration and 
Asylum 

Objective 1 
Manage and further develop practical cooperation among EU+ countries on activities 
pertaining to the Agency’s external dimension mandate. 
Link to the multi-annual objective(s) 
  MA10 
Main outputs/actions (2023) 
  Manage and coordinate the Network on External Dimension and related working 

groups. 

Expected results (2023) 
  The Third Country Cooperation Network and related working groups are functioning 

effectively. 

  Eased access to, and improved sharing of, existing relevant knowledge held in the 

Agency, EU+ countries and with other relevant stakeholders. 

  Increased participation of EU+ countries in the Agency external dimension activities, 

including as part of Team Europe initiatives. 

Indicators 

Number of network activities 
implemented and delivered. 

Number of knowledge management 
tools/techniques, including in support 
of the network, under development, in 
place or updated. 

Latest result 
(CAAR 2021) 
7 
(9 included also 
Resettlement) 
2 
(4 included also 
Resettlement) 

Target 
2023 
8 

3 

Data source 

Operational/ 
administrative records 
Meeting reports 
Operational/ 
administrative records 
and reports 
Business cases 
developed 

Objective 2 
Strengthen cooperation with Western Balkan (WB) administrations to improve knowledge 
and capacities to manage fluctuating migration movements and to develop the asylum and 

59   In addition to the indicated C1 funds, the Agency relied on the following R0 resources for the implementation of 

Third Country Support activities and coverage of additional human resources:  
-  4102 IPA II programme: Regional Support to protection-sensitive migration management systems in the 

Western Balkans and Turkey, phase I and phase II. 

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reception systems in a protection sensitive manner, including on matters concerning 
persons with special needs. 
Link to the multi-annual objective(s) 
  MA10 
Main outputs/actions (2023) 
  Provide strategic capacity development to WB administrations. 
  Facilitate and encourage operational cooperation between EU+ countries and WB 

administrations.  

  Implement Roadmaps for cooperation with WB administrations (6). 
  Implement the IPA funded project. 
  Conduct/participate in technical and senior officials’ meetings and consultations. 
  Assist with the design of reception centres in relevant WB partner contexts based on EU 

Reception Standards. 

  Contribute at technical level to the EU programming and policy dialogue with WB 

administrations, including Team Europe Initiatives. 

Expected results (2023) 
  Improved capacity of the WB asylum and reception competent authorities to respond to 

international protection obligations. 

  WB asylum and reception systems and practices strengthened in line with the CEAS and 

EU practices. 

  Improved skills, knowledge and capacity of asylum and reception officials in the WB 

region. 

  EU programming and policy dialogue with respective WB partners supported at 

technical level, including Team Europe Initiatives. 

Indicators 

Number of activities implemented 
under roadmaps / IPA-funded project. 

Latest result 
(CAAR 2021) 
52 

Target 
2023 
40 

Data source 

Operational and 
administrative 
records; periodical 
activity reports and 
final project reports 
sent to the European 
Commission 

Objective 3 
Strengthen cooperation with the Presidency of Migration Management (PMM) of the Turkish 
Ministry of Interior to improve knowledge and capacities to manage fluctuating migration 
movements and to develop the asylum and reception systems, including on matters 
concerning persons with special needs.  
Link to the multi-annual objective(s) 
  MA10 
Main outputs/actions (2023) 
  Provide strategic capacity development to PMM. 
  Facilitate and encourage operational cooperation between EU+ countries and PMM.  
  Monitor, adjust, implement, and close/extend the Roadmap for Cooperation with PMM.  
  Conduct/participate in technical and senior official’s meetings and consultations.  
  Contribute at technical level to the EU programming and policy dialogue with Turkey, 

including Team Europe Initiatives. 

Expected results (2023) 
  Improved capacity of PMM to promote and protect the rights of applicants for and 

beneficiaries of international protection in Turkey. 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

  Turkey asylum and reception system and practices strengthened in line with the CEAS 

and EU practices. 

  Improved skills, knowledge and capacity of asylum and reception officials with the PMM 

and with PMM regional counterparts in the Provincial Directorates for Migration 
Management. 

  EU programming and policy dialogue with Turkey supported at technical level.  

Indicators 

Number of activities implemented as per 
the agreed Roadmap. 

Latest result 
(CAAR 2021) 
17 

Target 
2023 
25 

Data source 

Periodical activity 
reports 

Objective 4 
Strengthen cooperation with Middle East and North African (MENA) countries (including 
countries under the umbrella of the RDPP NA) to improve knowledge and capacities to 
manage fluctuating migration movements and to enhance/develop the asylum and 
reception systems, including on matters concerning persons with special needs.  
Link to the multi-annual objective(s) 
  MA10 
Main outputs/actions (2023) 
  Provide strategic capacity development to MENA countries. 
  Facilitate and encourage operational cooperation between EU+ countries and MENA 

countries.  

  Implement/develop Roadmaps for cooperation and/or specific projects with MENA 

countries (3).  

  Implement a regional pilot project under the umbrella of the RDPP NA.  
  Conduct/participate in technical and senior officials’ meetings and consultations. 
  Contribute at technical level to the EU programming and policy dialogue with MENA 

countries, including Team Europe Initiatives. 

Expected results (2023) 
  Improved access of national authorities in the MENA countries regional technical level 

exchanges on international protection matters. 

  Knowledge of the CEAS and EU Member States asylum and reception systems and 

practices strengthened in MENA countries. 

  Improved skills, knowledge and capacity of asylum and reception officials in the MENA 

countries.  

  EU programming and policy dialogue with MENA countries supported at technical level. 

Indicators 

Number of support activities 
implemented as per cooperation 
documents. 

Latest result 
(CAAR 2021) 
9 

Target 
2023 
12  

Data source 

Periodical activity 
reports 

2.6.4 Information and Communication Technology 

Overview of the activity  
The Information and Communication Technology (ICT) activity in 2023 will continue to focus 
on the standardisation of information management, developing of insight into the CEAS IT 
capabilities  and  building  the  ‘anywhere’  workplace  to  ensure  business  continuity  and 
adaptability  in  changing  environments.  The  activities  are  geared  to  support  continuous 
organisational  change  and  to  leverage  technology  by  properly  planning,  integrating  and 
securing  our  information  and  technology.  The  focus  in  2023  will  be  on  standardising  the 

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EUROPEAN UNION AGENCY FOR ASYLUM 

                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

Agency’s collaboration platforms, setting up interviewing and videoconferencing scheduling, 
developing the organisational data repository and resolving the fragmented user experience 
of ICT applications. Understanding the ICT capabilities of Member States also remains a key 
objective. 

Financial resources 

Human resources 
Estimates of 
quantifiable workload 
drivers 

2023 (planned) 
N/A 
(no Title 3 provisions) 
N/A60 

2021 (actual) 
N/A 
(no Title 3 provisions) 
N/A61 

•  Regular portfolio deployments (minimum 2 per year) 
•  Alignment of investment appraisals with a minimum deviation 

threshold (tendency to 0 deviation) 

•  Number of the Agency’s locations with standardised user 

access environment (at least 14) 

Objective 1  
Deploy and evolve IT-driven solutions to enhance efficacy and efficiency of key asylum 
support areas. 
Link to the multi-annual objective(s) 
  MA02, MA06, MA09 
Main outputs/actions (2023) 
  Fully operational Alternate Deployment Mechanism toolset with robust integration to the 

AIP system. 

  Launch of Vulnerability Referral Tool with multilingual capability in interested Member 

States. 

  Evolution of multilingual capabilities of the Asylum Reception Conditions Tool. 
  Launch of Trainer and Content Experts Tool with robust integration to pertinent 

applications in Training Development & Implementation areas. 

  Launch of Let’s Speak Asylum Tool to support provision of asylum and reception related 

information. 

Expected results (2023) 
  Improved flexibility to manage operational deployment capacity for asylum interventions. 
  Improved identification and referral of vulnerable asylum seekers for adequate 

humanitarian or medical attention/assistance.  

  Improved capture of Asylum Reception Conditions information. 
  Improved data on trainers and content experts in asylum thematic areas, with the 

possibility to engage them for training and content delivery. 

  Enhanced provision of information to asylum seekers and the general public. 

Indicators 

User satisfaction with deployed 
information technology solutions. 

Latest result 
(CAAR 2021) 
N/A 

Target 
2023 
≥75% 
satisfaction 

Data source 

User satisfaction 
survey 

Objective 2  
Enable the automation of processes and improve efficiency in the workplace. 
Link to the multi-annual objective(s) 
  MA01-MA11 

60  Staff allocation is part of ‘Resources allocated to governance, administrative and other horizontal activities’ (Title 1). 
61  Ibid. 

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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

Main outputs/actions (2023) 
  Full integration of electronic signatures with the Paperless system. 
  Launch of the Common Planning Monitoring and Reporting Tool for digitalising and 

efficiently conducting the SPD exercise. 

  Evolution of reporting dashboards to provide better process insights. 
  Migration of identified HR processes onto the European Commission’s SYSPER tool. 
  Evolve the Agency’s public website to offer a modern, responsive, secure, and 

integrated user experience. 

  Evolution of Stakeholder Contact Management tool to offer incremental features and 

functionality. 

  Continued Intranet content relevance. 
  Predictability in asset stock and inventory, including rapid reaction stock. 
  Increase the practices of alignment and participation of business in the ongoing 

projects. 

  Ensure at all times contractual coverage and continuity in acquisition of ICT equipment 

and services. 

Expected results (2023) 
  Improved efficiency of attesting/signing formal documents through Paperless workflows. 
  Improved efficiency and effectiveness of the SPD exercise. 
  Improved reporting insights to assist continuous improvement initiatives. 
  Improved usage of and alignment with the Commission’s toolset. 
  Improved user experience and brand recall for the public website. 
  Priority based mechanism of decision making when attributing allocation of resources to 

projects. 

  Avoid any stock disruption by pro-actively managing stock buffers, including for rapid 

reaction situations. 

  Ensure complete coverage of steering groups to the application portfolio. 
  Improved user experience of the Intranet, resulting in improved access to and 

Indicators 

consumption of information within the organisation. 
Latest result 
(CAAR 2021) 
N/A 

100% coverage of standardised Wi-Fi 
settings across all geographical 
locations. 

Target  
2023 
100% 

Data source 

Network 
monitoring tools 

Objective 3 
Improve the stakeholders experience and the ‘anywhere’ user coherent access to and 
management of information. Leverage technology towards achieving organisational 
mission. 
Link to the multi-annual objective(s) 
   MA04, MA11 
Main outputs/actions (2023) 
  Standardisation of the corporate wi-fi user experience across all geographical locations. 
  100% coverage of the identity management solution across the application portfolio. 
  Updating the network mesh to ‘shortest path’ access to the information requested. 
  Address the fragmentation of user experience in accessing ICT application portfolio. 
  Establish a zero-trust architecture towards managing security by fencing identity. 
  Standardise technological hand-over to users. 
  Map business architecture to identify optimisation opportunities. 
Expected results (2023) 
  Role-based access to corporate wireless network anywhere on organisational premises. 

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                                          SINGLE PROGRAMMING DOCUMENT 2023-2025 – AMENDMENT 1 

  System owners fully manage the permissions to their applications. 
  Lesser dependency on headquarters network and shorter paths to information. 
  Unification of user experience at login moment. 
  Establish information asset landscape access profiles (defined role location, device, 

application, risk and exception). 

  Establish regular hand-over of products governance for user support. 
  Increase the reusability and modularity of the technical architecture. 

Indicators 

Achieve 100% technical 
architecture. 

Latest result 
(CAAR 2021) 
N/A 

Target 
2023 
100% 

Data source 

Architecture portal 

93 

 
 
 
 
 
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                                                       EUROPEAN UNION AGENCY FOR ASYLUM 

Annexes 

Organisation Chart 
Annex I 
Annex II   Resource Allocation per Activity 
Annex III   Financial Resources 
Annex IV   Human Resources – Quantitative 
Annex V   Human Resources – Qualitative 
Annex VI   Environment Management 
Annex VII   Building Policy 
Annex VIII   Privileges and Immunities 
Annex IX   Evaluations 
Annex X   Strategy for the Organisational Management and Internal Control Systems 
Annex XI   Plan for Grant, Contribution or Service-level Agreements 
Annex XII  Strategy for Cooperation with Third Countries and/or International Organisations 

94 

 
 
 
 
 
 
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 19 December 2022   

Annex I: Organisation Chart for Year N 
(2022), or if restructuring known Year N+1 
(2023) 

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Allocation of statutory staff and SNEs per organisational entity, at year N (2022)1: 

Centre  Unit 

Sector 

Total posts 

ED Executive Director  

CPRU Communication and Public Relations Unit  

CPRU Communication and Public Relations Unit  

PCS Press and Communication Sector 

EPS Events and Protocol Sector  

ED Executive Director  

ACCO Accountant  

ED Executive Director  

DED Deputy Executive Director 

FMO Fundamental Rights Officer 

SAED Senior Adviser to the ED  

EICU European and International Cooperation Unit  

EICU European and International Cooperation Unit  

EUAS EU Affairs Sector  

EULO EU Institutions Liaison Office  

FLO Frontex Liaison Office  

ICS International Cooperation Sector  

OSC Operational Support Centre (C1)  

FORU First Operational Response Unit 

FORU First Operational Response Unit  

FRS First Response Sector 

PDS Preparedness Sector  

OTAU Operational and Technical Assistance Unit  

CYPO Cyprus Office   

EUOS EU Operations Sector  

GRCO Greece Office 

ITAO Italy Office 

OTAU Operational and Technical Assistance Unit 
ORAS Operational Resettlement and Humanitarian 
Admission Sector 

OSC Operational Support Centre (C1)  

OSC Operational Support Centre (C1)  

ODMS Operational Deployment Management Sector 

OPS Operational Programming Sector 

QPTS Operational Quality Procedures and Tools Sector 

TPDC Training and Professional Development Centre (C2)   

ARTU Asylum and Reception Training Unit  

ARTU Asylum and Reception Training Unit  

TDDS Training Design and Development Sector  

TLMS Training and Learning Methods Sector  

TLMU Training and Learning Management Unit  

TLTS Training and Learning Technologies Sector 

1   Based on the most recent organisational structure in effect as of 19.01.2022. 
2   Status as of 30 June 2022 (statutory staff and SNEs). 

96 

50 
19 
2 

12 

5 

10 

3 

4 

1 

1 

1 

21 

1 

7 

1 

1 

11 

86 
10 

2 

5 

3 

59 

9 

11 

19 

14 

1 

5 

17 

5 

2 

9 

1 

54 
18 

2 

12 

4 

22 

5 

Non-vacant 
posts2 
42 
16 
1 

11 

4 

7 

3 

3 

0 

0 

1 

19 

0 

7 

1 

1 

10 

81 
9 

1 

5 

3 

57 

9 

11 

18 

14 

1 

4 

15 

4 

2 

8 

1 

50 
18 

2 

12 

4 

20 

4 

 
 
  
 
 
  
  
  
  
  
  
  
  
  
 
 
 
 
  
  
  
 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
 
 
 
 
 
 
  
  
  
 
 
 
  
 
 
  
  
  
  
  
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Centre  Unit 

Sector 

Total posts 

TPPS Training Planning and Programming Sector 

TLMU Training and Learning Management Unit 

TPDC Training and Professional Development Centre (C2)  

QAAS Quality Assurance and Accreditation Sector 
TLRS Training and Learning Research and Analysis 
Sector 
TPDC Training and Professional Development Centre 
(C2)  

AKC Asylum Knowledge Centre (C3)   

ARCU Asylum and Reception Cooperation and Guidance Unit  

APS Asylum Processes Sector  
ARCU Asylum and Reception Cooperation and Guidance 
Unit 

CTS Courts and Tribunals Sector  

RVS Reception and Vulnerability Sector 

AKC Asylum Knowledge Centre (C3)  

AKC Asylum Knowledge Centre (C3)  

SAU Situational Awareness Unit  

SAU Situational Awareness Unit  

DARS Data Analysis and Research Sector  

IAS Information and Analysis Sector  

CIGU Country Information and Guidance Unit  

CGS Country Guidance Sector  

COIS Country of Origin Information Sector  

CIGU Country Information and Guidance Unit 

MedCOI Medical Country of Origin Information Sector  

CMS Corporate Management Centre (C4) 

CMS Corporate Management Centre (C4) 

CMS Corporate Management Centre (C4) 

Experts 

ICRS Internal Control and Risk Management Sector  

FINU Finance Unit 

FBS Finance and Budget Sector  

FINU Finance Unit  

HFSS Horizontal Financial Services Sector  

GSSU Governance Support and Systems Unit 

CPRS Corporate Planning, Monitoring and Reporting 
Sector 

GSSU Governance Support and Systems Unit 

QMES Quality Management and Evaluation Sector 

SCRS Security Sector 

HRU Human Resources Unit  

HRU Human Resources Unit  

PES Payroll and Entitlements Sector  

RCDS Recruitment, Career and Development Sector  

ICTU ICT Unit 

ICTU ICT Unit  

97 

16 

1 

14 

4 

5 

5 

127 
42 

19 

3 

7 

13 

10 

10 

38 

1 

22 

15 

37 

6 

17 

1 

13 

188 
25 

11 

8 

6 

29 

22 

2 

5 

26 

8 

1 

10 

7 

31 

3 

13 

15 

38 

10 

Non-vacant 
posts2 
16 

0 

12 

4 

4 

4 

121 
41 

19 

3 

7 

12 

10 

10 

35 

1 

20 

14 

35 

6 

16 

1 

12 

162 
14 

9 

0 

5 

27 

21 

2 

4 

23 

7 

1 

8 

7 

29 

3 

11 

15 

35 

9 

 
 
 
 
  
  
  
  
 
 
  
  
  
  
 
 
  
  
 
 
  
  
  
  
 
 
  
  
  
  
  
  
  
  
  
 
 
  
  
  
  
  
 
 
  
  
 
 
 
  
  
  
  
 
 
 
 
 
 
 
 
 
  
  
  
  
  
  
  
  
  
  
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Centre  Unit 

Sector 

Total posts 

IOS Infrastructure and Operations Sector  

PAS Projects and Applications Sector  

SDS Service Desk Sector  

LSU Legal Services Unit 

GLAS General Legal Affairs Sector 

LCS Litigation and Complaints Sector 

LSU Legal Services Unit 

PFMU Procurement and Facility Management Unit 

PFMU Procurement and Facility Management Unit 

FMS Facility Management Sector 

PRS Procurement Sector 

6 

13 

9 

10 

4 

4 

2 

29 

1 

13 

Total  

15 
5053 

Centre 

Total posts 

ED Executive Director  

OSC Operational Support Centre (C1) 

TPDC Training and Professional Development Centre (C2)   

AKC Asylum Knowledge Centre (C3)   

CMS Corporate Management Centre (C4) 

0 

70 

1 

1 

18 

90 

Total 

Non-vacant 
posts2 
6 

11 

9 

7 

4 

3 

0 

27 

0 

12 

15 

456  

Non-vacant 
posts4 
0 

44 

0 

0 

15 

59 

3   Excludes 90 short-term operational CA posts and 17 IPA/NA CA posts. 
4   Status as of 30.06.2022. 

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EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
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Annex II: Resource Allocation per Activity N+1 – N+3 (2023-2025)  

Activity 

2.1 Operational support 5 

2.1.1 Operational and technical assistance9 

2.1.1 Italy  

2.1.2 Greece  

2.1.3 Cyprus 

2.1.4 Malta  

2.1.5 Spain 
2.1.6 First operational response and 
other operational activities 
2.1.7.2 Resettlement and humanitarian 
admission11,12 
2.1.2 Resettlement and humanitarian 
admission 

TA 

51 

8 

12 

6 

2 

4 

15 

4 

Year N (2022) 
CA & 
SNE 
(FTE) 
836  €105,276,745 

Budget 
allocated (C1) 

13 

7 

10 

1 

2 

€12,333,000 

€39,350,000 

€12,055,000 

€6,093,630 

€2,969,000 

TA 

51 

8 

12 

6 

2 

4 

Year N+1 (2023)* 

CA & 
SNE 
(FTE) 
837 

Budget 
Allocated 
(C1) 

TA 

€91,895,565  59 

Year N+2 (2024)* 
CA & 
SNE 
(FTE) 
97 8 

Budget 
Allocated 
(C1) 
€94,252,750 

45 

8110 

€88,131,750 

13 

7 

10 

1 

2 

€12,742,800 

€36,477,700 

€12,133,850 

€6,013,000 

€3,550,000 

Year N+3 (2025) 
CA & 
SNE 
(FTE) 
27 

Budget 
Allocated 
(C1) 
€94,769,445 

21 

€88,269,345  

TA 

59 

41 

49 

29,925,337 

15 

49 

€16,849,185 

1 

€2,550,778 

4 

1 

 €4,129,030 

4 

1 

€4,591,000 

4 

1 

 €5,050,100 

6 

5   The breakdown of resources for the sub-activities under ‘2.1 Operational support’ is indicative. Budgets will be aligned with annual planning of specific Operational Plans, prioritised 
needs assessments and activities to be implemented, and will be managed within the overall available budget.  In case of operational needs, R0 provisions can be further utilised for 
operational budgeting. 
Includes 60 short-term operational CA posts (costed under Title 1) allocated as follows: 7 CA posts to ‘2.1.1. Italy’, 7 CA posts to ‘2.1.3 Cyprus’, 46 CA posts to ‘2.1.6 First Operational 
response and other operational activities’. 
Ibid.  

7  
8  This includes 70 short term Contract Agent posts (costed under Title 1)   
9    ’2.1.1 Italy’, ‘2.1.2 Greece’, ‘2.1.3 Cyprus’, ‘2.1.4 Malta’, ‘2.1.5 Spain’ and ‘2.1.6 First operational response and other operational activities’ will be reported as ‘2.1.1 Operational and technical 

assistance’ from 2024 onwards.   

10     Includes 60 short-term operational CA posts (costed under Title 1). 
11     Renumbered to 2.1.7 from 2023 onwards. 
12    Renumbered to ‘2.1.2 Resettlement and humanitarian admission’ from 2024 onwards.   

99 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Activity 

2.1.3 Preparedness, programming of 
operations, operational deployment and 
quality management13 
2.2 Operational support and tools, 
programming, monitoring and 
evaluation of operations 
2.2.1 Deployment and performance 
management17 
2.2.2 Programming, monitoring and 
evaluation of operations 
2.3 Training and professional 
development 
2.3.1 Development and consolidation of 
the training curriculum18 
2.3.2 Implementation of the training 
curriculum19 
2.3.3 Management of the Training 
Quality Assurance20 
2.3.4 Learning experience and digital 
applications22 
2.3.1 Design and development of the 
European Asylum Curriculum 
2.3.2 Delivery of the EUAA training 

TA 

8 

2 

6 

46 

17 

17 

8 

4 

EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Year N (2022) 
CA & 
SNE 
(FTE) 

Budget 
allocated (C1) 

Year N+1 (2023)* 

TA 

CA & 
SNE 
(FTE) 

Budget 
Allocated 
(C1) 

Year N+2 (2024)* 
CA & 
SNE 
(FTE) 

Budget 
Allocated 
(C1) 

TA 

Year N+3 (2025) 
CA & 
SNE 
(FTE) 

Budget 
Allocated 
(C1) 

TA 

10 

1514 

€1,530,000 

14 

5 

€1,450,000 

8 

2 

6 

1416 

€1,779,445  

8 

6 

9 

€1,576,553 

€202,892 

€2,960,000 

 46 

9 

€3,310,000 

 46 

8 

€3,475,500 

1415 

€1,150,230 

8 

6 

9 

2 

0 

221 

5 

€1,053,230 

€97,000 

€2,835,000 

46 

€1,016,280 

€302,050 

€666,770 

€849,900 

 19 

17 

4 

0 

€1,552,500 

 19 

€497,500 

17 

4 

0 

€1,660,000 

 19 

€520,000 

17 

4 

0 

€1,743,000 

€546,000 

13    Will replace ‘2.2 Operational support and tools, programming, monitoring and evaluation of operations’ from 2024 onwards.  
14     Includes 10 short-term CA posts (costed under Title 1). 
15   Includes 10 short-term operational CA posts (costed under Title 1) allocated as follows: 6 CA posts to ‘2.2.1 Deployment and performance management’ and 4 CA posts to ‘2.2.2 

Programming, monitoring and evaluation of operations’. 

16   Ibid. 
17    Was ‘Operational support and operational tools’ previously. 
18    Will be renamed to ‘2.3.1 Design and Development of the European Asylum Curriculum’ from 2023 onwards. 
19    Will be renamed to ‘2.3.2 Delivery of the EUAA Training’ from 2023 onwards. 
20    Will be renamed to ‘2.3.3 Implementation of the Training Quality Assurance Framework’ from 2023 onwards. 
21   Includes 1 short-term operational CA post. 
22    Will be renamed to ‘2.3.4 Implementing a user-centred Learning Technology Ecosystem’ from 2023 onwards. 

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Activity 

2.3.3 Implementation of the Training 
Quality Assurance Framework 
2.3.4 Implementing a user-centred 
Learning Technology Ecosystem 

2.4  Asylum knowledge 
2.4.1 Country of origin information and 
country guidance25   
2.4.1 Country of origin information  
2.4.2 Medical country of origin 
information    
2.4.3 Country guidance  
2.4.2 Situational awareness29 

2.4.4 Information and analysis 

2.4.5 Data analysis and research 
2.4.3 Asylum and reception cooperation 
and guidance30 
2.4.6 Asylum processes and quality 
support to operations 
2.4.7 Reception and vulnerability 
2.4.8 Cooperation with members of 
courts and tribunals 
2.4.4 Monitoring the operational and 
technical application of the CEAS 31 

224 

3 

26 

827 

223 

3 

26 

926 

Year N (2022) 
CA & 
SNE 
(FTE) 

Budget 
allocated (C1) 

TA 

Year N+1 (2023)* 

CA & 
SNE 
(FTE) 

Budget 
Allocated 
(C1) 

TA 

8 

2 

€584,000 

€326,000 

TA 

8 

2 

Year N+2 (2024)* 
CA & 
SNE 
(FTE) 

Budget 
Allocated 
(C1) 

€610,000 

€520,000 

Year N+3 (2025) 
CA & 
SNE 
(FTE) 

Budget 
Allocated 
(C1) 

1 

3 

€640,500 

€546,000 

TA 

8 

2 

102 

26 

€6,175,474 

102 

32 

€8,220,705 

102 

€2,514,000  32 

 €9,081,875 

102 

25 

€10,196,163 

€2,684,000 

32 

7 

€2,774,000 

15.5 

10.5 

4 

3 

€512,700 

€910,300 

6 

228 

€335,000 

13.5 

19.5 

20 

11 

6 

3 

4 

4 

3 

3 

€495,000 

€423,300 

€1,381,724 

€1,224,920 

€892,530 

33 

7 

€1,095,000  33 

8 

 €1,155,000 

33 

8 

€1,205,000 

37 

10 

€4,311,705  37 

10 

 €4,742,875 

37 

10 

€5,717,163 

p.m. 

p.m. 

€0 

0 

p.m. 

€300,000 

0 

p.m. 

€500,000 

0 

p.m. 

€500,000 

23   Includes 1 short-term operational CA post. 
24   Ibid. 
25   Will be renamed to ‘2.4.1 Country of origin information and country guidance’ (2.4.1, 2.4.2, 2.4.3 merged) from 2023 onwards. 
26   Includes 1 short-term operational CA post. 
27   Ibid. 
28   Includes 1 short-term operational CA post. 
29   Will be renamed to ‘2.4.2 Situational Awareness’ (2.4.4 and 2.4.5 merged) from 2023 onwards. 
30   Will be renamed to ‘2.4.3 Asylum cooperation and guidance’ (2.4.6, 2.4.7 and 2.4.8 merged) from 2023 onwards. 
31    Renumbered from 2.4.9 to 2.4.4. 

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EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

TA 

3 

6 

2 

0 

2 

0 

N/A 
4 

N/A 
2 

N/A 

N/A 

Activity 

2.5 Protection of fundamental rights 

2.6 Horizontal activities 
2.6.1 EU and international cooperation32 
2.6.1 Consultative Forum and civil 
society33  
2.6.2 Governance34 
2.6.3 Third country support 
2.6.4 Information and communication 
technology35 
TOTAL operational (Title 3) 
Resources allocated to governance, 
administrative and other horizontal 
activities (Title 1, Title 2) 

TOTAL EU subsidy 
Ad hoc grants (external assigned revenue)39 
TOTAL 

Year N+1 (2023)* 

Year N (2022) 
CA & 
SNE 
(FTE) 

Budget 
allocated (C1) 

€0 
€1,309,200 

TA 

3 

6 

CA & 
SNE 
(FTE) 
0 

2 

0 

N/A 
2 

N/A 

Year N+2 (2024)* 
CA & 
SNE 
(FTE) 
0 

Budget 
Allocated 
(C1) 
€53,000 

3 
3 

€2,131,950 
€2,131,950 

TA 

3 

18 
18 

Year N+3 (2025) 
CA & 
SNE 
(FTE) 
0 

Budget 
Allocated 
(C1) 
€55,000 

3 
3 

€2,305,145 
€2,305,145 

TA 

3 

18 
18 

Budget 
Allocated 
(C1) 
€51,500 

€1,974,500 

€160,000 

€240,000 
€1,574,500 

N/A  N/A 

N/A 

N/A  N/A  N/A 

N/A 

€110,000 

2 

€65,800  N/A 

€1,133,400 

4 

N/A  N/A 

216 

134  €116,746,649 

216 

134 

€106,881,715  228 

135  €108,829,575 

228 

63 

€110,801,253 

 155  

90 

€67,033,351 

155 

90 

€ 73,253,412 

143 

89 

€71,848,254 

143 

71 

€73,490,132 

371  224 36  €183,780,000 
€3,062,192 
 371  241 40   €186,842,192 

17 

- 

371 
- 
371 

224 37  €180,135,127    371  224 38  €180,677,829 
p.m. 
- 
241 42  €180,677,829 
241 41  €180,135,127  371 

p.m. 

17 

17 

371 
- 
371 

134 
10 
144 

€184,291,385 
p.m. 
€184,291,385 

*  At the time of writing, the Agency was requesting additional posts for the tasks that were added to the EUAA Regulation during the co-legislator negotiations.. 

32    Includes ‘2.6.1 Consultative Forum and Civil Society’, ‘2.6.2 Governance’ and ‘2.6.3 Third Country support’ from 2024 onwards.   
33    Reported under ‘2.6.1 EU and international cooperation’ from 2024 onwards.   
34    Staff allocation is part of ‘Resources allocated to governance, administrative and other horizontal activities’ (Title 1). 
35    Ibid. 
36    Includes 90 short-term operational CA posts (costed under Title 1). 
37    Ibid. 
38    Ibid. 
39   Included in Title 4 (IPA/MENA). 
40    Includes 90 short-term operational CA posts (costed under Title 1). 
41    Ibid. 
42    Ibid. 

102 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex III: Financial Resources N+1 – N+3 (2023-2025)  

This Annex includes estimates of revenues and expenditures for the years 2023, 2024 and 2025. The revenue and expenditure items below 
correspond to the official budget structure of the Agency, as adopted by the Management Board. 

Article 53.8 of the Agency’s Regulation stipulates that the Agency's budget shall be adopted by the Management Board. It shall become final 
following final adoption of the general budget of the European Union. Where necessary, it shall be adjusted accordingly. 

Once this Single Programming Document and in particular Annex III are officially adopted, the estimates for the year 2023 shall constitute the 
budget of the Agency in accordance with the aforementioned Article 53.8 of the Agency’s Regulation and within the meaning of Title III of the 
Agency’s Financial Regulation.  

Table 1: Revenue 

General revenues 

Revenues 

EU contribution 

Other revenue 

Total revenues 

Year N (2022)   
Revenues estimated by the Agency 
(€) 
165,780,000 

3,062,192 

168,842,192 

Year N+1 (2023)* 
Budget Forecast    
(€) 

180,135,127 

p.m. 

180,135,127 

103 

 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Revenues 

1. Revenue from fees and charges 
2. EU contribution 
- of which assigned revenues deriving from previous years' 
surpluses 
3. Third countries contribution (incl. EEA/EFTA and candidate 
countries) 
- of which EEA/EFTA (excl. Switzerland)  
- of which candidate countries 
4. Other contributions 
Subsidy from the European Commission - DG NEAR for the 
European Neighbourhood and Partnership Instrument (ENPI) 
Subsidy from the European Commission - DG NEAR for the 
Pillar Assessed Organizations 
Subsidy from the European Commission - DG HOME for the 
Emergency Assistance grant scheme – Asylum, Migration and 
Integration Fund  (EMAS-AMIF) 
Member States contributions 
5. Administrative operations 
Revenue accruing from investments or loans granted, bank and 
other interest 
TOTAL 

Executed Year 
N-1 (2021) 
(€) 

Estimated by 
the Agency 
Year N (2022) 
(€) 

General revenues 
Year N+1 (2023)*43 

Agency 
request 
(€) 

Budget 
forecast  
(€) 

VAR 
Year 
N+1/N 
(2023/20
22) (%) 
(€) 

Envisaged 
Year N+2 
(2024)*  
(€) 

Envisaged 
Year N+3 
(2025)  
(€) 

0 
142,114,334 
4,303,620 

0 
165,780,000 
18,118,795.60 

0 
180,135,127 
p.m.  

0 
180,135,127 
p.m.  

0 
109%  180,677,829   184,291,385 
p.m. 
p.m.  

0 

3,124,122.20 

p.m. 

3,124,122.20 
0 
7,826,914.35 44 

p.m. 
0 
3,062,192 

p.m. 

p.m. 
0 
p.m. 

p.m. 

p.m. 
0 
p.m. 

p.m. 

p.m. 
0 
p.m. 

p.m. 

p.m. 
0 
p.m. 

706,030.83 

2,968,129 

p.m. 

p.m. 

p.m. 

p.m. 

739,469.62 

94,063 

p.m. 

p.m. 

p.m. 

p.m. 

0 
0 

0 
0 

153,065,370.55  

168,842,192 

180,135,127 

180,135,127 

107%  180,677,829 

184,291,385 

* At the time of writing, the Agency was requesting additional posts for the tasks that were added to the EUAA Regulation during the co-legislator negotiations.  

44   Includes Swiss contribution amounting €6,381,413.90 typically classified under Chapter 3 - TC contributions. 

104 

 
 
 
 
  
  
  
  
  
  
  
  
  
  
  
 
  
  
  
  
  
  
  
 
  
  
  
  
  
 
  
  
  
  
 
 
 
 
Additional EU funding: grant, contribution and service-level agreements 

EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Revenues 

Total revenues 

Revenues 

Additional EU funding stemming from grants 
(FFR Art. 7) 
Additional EU funding stemming from 
Contribution Agreements (FFR Art. 7)  
Additional EU funding stemming from Service 
Level Agreements (FFR Art. 43.2)  

TOTAL 

Table 2: Expenditure 

Expenditure 

Title 1 - Staff expenditure  

Title 2 - Infrastructure and operating expenditure  

Title 3 - Operational expenditure  

Total expenditure 

Year N (2022)  

Revenues estimated by the Agency (€) 
p.m. 

Year N+1 (2023)45 
Budget Forecast (€) 
p.m. 

Additional EU funding: grant, contribution and service-level agreements  

Executed Year 
N-1 (2021)  
(€) 

Estimated by the 
Agency Year N 
(2022) (€) 

Year N+1 (2023) 46 

Agency 
request (€) 

Budget 
forecast (€) 

VAR Year N+1/N 
(2023/2022) (%) 
(€) 

Envisaged 
Year N+2 
(2024)  
(€) 

Envisaged 
Year N+3 
(2025)  
(€) 

N/A47 

p.m. 

p.m. 

p.m. 

p.m. 

p.m. 

- 

- 

- 

p.m. 

p.m. 

p.m. 

p.m. 

p.m. 

Year N (2022) 

Year N+1 (2023)*48 

Commitment 
Appropriations (€) 

Payment 
Appropriations (€) 

 49,921,717 

17,111,634 

116,746,649 

 49,921,717 

 17,111,634 

98,746,649 

183,780,000 

165,780,000 

Commitment 
Appropriations (€) 
55,357,080 

17,896,332 

 106,881,715 

180,135,127 

Payment 
Appropriations (€) 

55,357,080 

17,896,332 

 106,881,715 

180,135,127 

46    Ibid. 
47   Grant agreement between the EUAA and DG NEAR is part of Revenue table presented above, under ‘4. Other contributions’. 

105 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Expenditure 

Title 1 - Staff expenditure  
11 Salaries & allowances  
A01101 Temporary Agents  
A01102 Contract Agents 
A01103 Seconded National Experts 
A01104 Trainees 
12 Expenditure relating to staff recruitment  
13 Mission expenses  
14 Socio-medical infrastructure  
A01401 Restaurants and canteens 
A01402 Medical service 
A01403 Other social allowances 
15 Training  
16 External services  
A01601 Interim services 
A01602 Other external services 
A01603 Legal services related to HR  
17 Receptions, events and representation  
Title 2 - Infrastructure and operating expenditure 
21 Rental of buildings and associated costs  
A02101 Building rental, utilities, cleaning, maintenance and 
insurances 
A02102 Security and surveillance of the building 
A02103 Fitting out of premises 
A02104 Office equipment & furniture 
22 Information, communication technology and data processing  
A02201 ICT Equipment 
A02202 ICT Maintenance 
A02203 ICT support services 
A02204 Telecomm. charges 
23 Current administrative expenditure  
A02301 Stationery and office supplies 

Executed 
Budget[1] Year 
N-1 (2021) 
(€) 
40,896,519.47 
34,959,630.34 
27,274,185.00 
7,312,890.41 
372,554.93 
0 
168,244.37 
150,500 
2,393,231.67 
64,025.43 
65,000 
2,264,206.24 
687,607.44 
2,535,477.48 
2,188,367.48 
216,500.00 
130,610.00 
1,828.17 
14,119,836.72 
6,073,338.68 
3,871,513.46 

1,212,463.66 
766,806.42 
222,555.14 
6,411,689.61 
1,582,456.05 
1,292,651.13 
2,939,585.61 
596,996.82 
1,634,808.43 
94,559.37 

Commitment Appropriations  

Budget Year N 
(2022)  
(€) 

Draft Budget Year N+1 (2023)* 

Agency request  
(€) 

Budget 
forecast (€) 

VAR Year 
N+1/N 
(2023/2022) 
(%) (€) 

49,921,717 
41,952,017 
32,082,967 
9,311,600 
452,450 
105,000 
250,000 
2,130,000 
2,690,400 
110400 
130,000 
2,450,000 
1,034,000 
1,845,300 
1,531,600 
260,000 
53,700 
20,000 
17,111,634 
7,246,840 
4,475,130 

1,166,900 
1,520,310 
84,500 
8,047,404 
2,001,700 
1,928,811 
3,498,989 
617,904 
1,817,390 
97,000 

106 

55,357,080 
44,942,191 
34,784,839 
9,534,427 
583,925 
39,000 
224,845 
2,500,000 
3,944,757 
239,757 
305,000 
3,400000 
1,194,287 
2,541,000 
2,091,000 
350,000 
100,000 
10,000 
17,896,332 
9,005,120 
6,029,720 

1,590,400 
1,100,000 
285,000 
6,174,914 

2,001,753 
1,316,457 
2,105,550 
751,154 
2,716,298 

161,829 

111% 
107% 
108% 
102% 
129% 
37% 
90% 
117% 
147% 
217% 
235% 
139% 
116% 
138% 
137% 
135% 
186% 
50% 
105% 
124% 
135% 

136% 
72% 
337% 
77% 

100% 
68% 
60% 
122% 
149% 

167% 

Envisaged 
Year N+2 
(2024)*  
(€) 
52,770,000 
43,710,000 
34,000,000 
9,000,000 
600,000 
110,000 
225,000 
1,800,000 
3,655,000 
200,000 
300,000 
3,155,000 
1,200,000 
2,160,000 
1,700,000 
380,000 
80,000 
20,000 
19,078,254 
9,396,600 
6,135,000 

1,769,600 
1,000,000 
492,000 
7,061,379 

2,101,840 
1,960,000 
2,210,827 
788,712 
2,620,275 

Envisaged 
Year N+3 
(2025) 
(€) 
53,803,877 
44,579,332 
34,680,000 
9,175,132 
612,000 
112,200 
224,845 
1,836,000 
3,728,100 
204,000 
306,000 
3,218,100 
1,224,000 
2,191,600 
1,734,000 
387,600 
70,000 
20,000 
19,686,255 
9,649,540 
6,257,700 

1,870,000 
1,020,000 
501,840 
7,445,862 

2,227,951 
2,038,400 
2,343,477 
836,034 
2,590,853 

252,840 

257,896 

 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Expenditure 

A02302 Bank and other financial charges 
A02303 Legal expenses 
A02304 Administrative internal and external meetings  
A02305 Transportation and removal services 
A02306 Business Consultancy 
A02307 Administrative translations and interpretation 
A02308 Publication 
A02309 Communication 
A02310 Administrative support services from EU Institutions and 
Bodies 
A02311 Postage, correspondence and delivery charges 
A02312 Library and subscriptions expenditures 
Title 3 - Operational expenditure 
31 Information, Analysis and Knowledge Development 
B03101 Information and Analysis 
B03102 Data Analysis and Research 
B03103 Third Country Research  
32 Support for MS practical cooperation 
B03201 EUAA training 
B03202 Asylum Cooperation and Guidance 
B03203 External Dimension 
33 Operational support 
34 Cooperation with civil society and stakeholders 
B03401 Cooperation with Civil Society 
B03402 Cooperation with Stakeholders 
35 EUAA Monitoring of application of the CEAS 
36 Other Operational activities 
37 Protection of fundamental rights 
Title 4 - Participation in external projects (R0) 
EASO Third Country Support (R0) 
IPA (R0) 
TOTAL 

Executed 
Budget[1] Year 
N-1 (2021) 
(€) 
2,500.00 
84,485.01 
61,448.70 
116,893.9 
310,264.00 
307,180 
18,290 
433,620.81 
19,096.22 

70,876.24 
115,594.18 
82,367,505.08 
1,970,062.51 
322,465.63 
296,867.41 
1,350,729.47 
7,570,736.23 
2,329,009.89 
3,080,613.08 
2,161,113.26 
72,557,982.01 
268,724.33 
78,546.91 
190,177.42 
p.m. 
p.m. 
- 
1,773,333.81 
1,008,715.02 
764,618.79 
139,157,195.08 

Commitment Appropriations  

Budget Year N 
(2022)  
(€) 

Draft Budget Year N+1 (2023)* 

Agency request  
(€) 

Budget 
forecast (€) 

VAR Year 
N+1/N 
(2023/2022) 
(%) (€) 

Envisaged 
Year N+2 
(2024)*  
(€) 

Envisaged 
Year N+3 
(2025) 
(€) 

10,500 
42,450 
256,765 
122,500 
310,050 
246,725 
80,000 
419,300 
25,000 

125,400 
81,700 
116,746,649 
2,676,300 
495,000 
423,300 
1,758,000 
10,018,352 
2,835,000 
3,499,174 
3,684,178 
103,876,197 
175,800 
110,000 
65,800 
0 
p.m. 
0 
p.m. 
p.m. 
p.m. 
183,780,000 
107 

10,000 
80,000 
260,000 
596,849 
525,730 
250,000 
120,000 
480,000 
25,000 

144,000 
62,890 
106,881,715 
3,609,000 
545,000 
550,000 
2,514,000 
12,975,235 
2,960,000 
4,311,705 
5,703,530 
89,545,980 
400,000 
160,000 
240,000 
300,000 
p.m. 
51,500 
p.m. 
p.m. 
p.m. 
180,135,127 

95% 
188% 
101% 
487% 
170% 
101% 
150% 
114% 
100% 

115% 
77% 
92% 
135% 
110% 
130% 
143% 
130% 
104% 
123% 
155% 
86% 
228% 
145% 
365% 
N/A 
N/A 
N/A 
N/A 
N/A 
N/A 
98% 

10,000 
60,000 
260,000 
280,000 
663,400 
250,000 
120,000 
480,000 
30,000 

148,000 
66,035 
108,829,575 
3,839,000 
640,000 
515,000 
2,684,000 
14,375,825 
3,310,000 
4,742,875 
6,322,950 
89,661,750 
400,000 
160,000 
240,000 
500,000 
p.m. 
53,000 
p.m. 
p.m. 
p.m. 
180,677,829 

10,000 
50,000 
260,000 
285,600 
621,400 
250,000 
120,000 
480,000 
35,000 

150,960 
69,997 
110,801,253 
3,979,000 
640,000 
565,000 
2,774,000 
16,147,908 
3,475,500 
5,717,163 
6,955,245 
89,719,345 
400,000 
160,000 
240,000 
500,000 
p.m. 
55,000 
p.m. 
p.m. 
p.m. 
184,291,385 

 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

[1]   Including R0 funds - earmarked external projects. 

Expenditure 

Title 1 - Staff expenditure  
11 Salaries & allowances  
A01101 Temporary Agents  
A01102 Contract Agents 
A01103 Seconded National Experts 
A01104 Trainees 
12 Expenditure relating to staff recruitment  
13 Mission expenses  
14 Socio-medical infrastructure  
A01401 Restaurants and canteens 
A01402 Medical service 
A01403 Other social allowances 
15 Training  
16 External services  
A01601 Interim services 
A01602 Other external services 
A01603 Legal services related to HR  
17 Receptions, events and representation  
Title 2 - Infrastructure and operating expenditure 
21 Rental of buildings and associated costs  
A02101 Building rental, utilities, cleaning, maintenance and 
insurances 
A02102 Security and surveillance of the building 
A02103 Fitting out of premises 
A02104 Office equipment & furniture 
22 Information, communication technology and data processing  
A02201 ICT Equipment 
A02202 ICT Maintenance 
A02203 ICT support services 
A02204 Telecomm. charges 
23 Current administrative expenditure  
A02301 Stationery and office supplies 

Executed 
Budget[1] Year 
N-1 (2021) 
(€) 
39,361,650.51 
34,959,630.34 
27,274,185.00 
 7,312,890.41 
 372,554.93 
 0 
 107,144.37 
 125,483.70 
 1,923,805.06 
 24,512.09 
 28,163.01 
 1,871,129.96 
 411,592.07 
 1,832,166.80 
 1,625,365.03 
 145,263.02 
 61,538.75 
 1,828.17 
 9,672,777.47 
 4,862,341.69 
 3,366,492.24 

 887,314.76 
 413,143.55 
 195,391.14 
4,063,840.95 
 1,165,287.46 
 1,195,944.97 
 1,354,651.33 
 347,957.19 
 746,594.83 
 64,870.43 

Payment Appropriations  

Budget Year N  
(2022) 
(€) 

Draft Budget Year N+1 (2023)* 

Agency request 
(€) 

Budget 
forecast (€) 

VAR Year 
N+1/N 
(2023/2022) 
(%) (€) 

49,921,717 
41,952,017 
32,082,967 
9,311,600 
452,450 
105,000 
250,000 
2,130,000 
2,690,400 
110,400 
130,000 
2,450,000 
1,034,000 
1,845,300 
1,531,600 
260,000 
53,700 
20,000 
17,111,634 
7,246,840 
4,475,130 

1,166,900 
1,520,310 
84,500 
8,047,404 
2,001,700 
1,928,811 
3,498,989 
617,904 
1,817,390 
97,000 

108 

55,357,080 
44,942,191 
34,784,839 
9,534,427 
583,925 
39,000 
224,845 
2,500,000 
3,944,757 
239,757 
305,000 
3,400,000 
1,194,287 
2,541,000 
2,091,000 
350,000 
100,000 
10,000 
17,896,332 
9,005,120 
6,029,720 

1,590,400 
1,100,000 
285,000 
6,174,914 
2,001,753 
1,316,457 
2,105,550 
751,154 
2,716,298 
161,829 

111% 
107% 
108% 
102% 
129% 
37% 
90% 
117% 
147% 
217% 
235% 
139% 
116% 
138% 
137% 
135% 
186% 
50% 
105% 
124% 
131% 

136% 
72% 
337% 
77% 
100% 
68% 
60% 
122% 
149% 
167% 

Envisaged 
Year N+2 
(2024)* 
(€) 
52,770,000 
43,710,000 
34,000,000 
9,000,000 
600,000 
110,000 
225,000 
1,800,000 
3,655,000 
200,000 
300,000 
3,155,000 
1,200,000 
2,160,000 
1,700,000 
380,000 
80,000 
20,000 
19,078,254 
9,396,600 
6,135,000 

1,769,600 
1,000,000 
492,000 
7,061,379 
2,101,840 
1,960,000 
2,210,827 
788,712 
2,620,275 
252,840 

Envisaged 
Year N+3 
(2025)  
(€) 
53,803,877 
44,579,332 
34,680,000 
9,175,132 
612,000 
112,200 
224,845 
1,836,000 
3,728,100 
204,000 
306,000 
3,218,100 
1,224,000 
2,191,600 
1,734,000 
387,600 
70,000 
20,000 
19,686,255 
9,649,540 
6,257,700 

1,870,000 
1,020,000 
501,840 
7,445,862 
2,227,951 
2,038,400 
2,343,477 
836,034 
2,590,853 
257,896 

 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Expenditure 

A02302 Bank and other financial charges 
A02303 Legal expenses 
A02304 Administrative internal and external meetings  
A02305 Transportation and removal services 
A02306 Business Consultancy 
A02307 Administrative translations and interpretation 
A02308 Publication 
A02309 Communication 
A02310 Administrative support services from EU Institutions and 
Bodies 
A02311 Postage, correspondence and delivery charges 
A02312 Library and subscriptions expenditures 
Title 3 - Operational expenditure 
31 Information, Analysis and Knowledge Development 
B03101 Information and Analysis 
B03102 Data Analysis and Research 
B03103 Third Country Research  
32 Support for MS practical cooperation 
B03201 EASO training 
B03202 Asylum Cooperation and Guidance 
B03203 External Dimension 
33 Operational support 
34 Cooperation with civil society and stakeholders 
B03401 Cooperation with Civil Society 
B03402 Cooperation with Stakeholders 
35 EUAA Monitoring of application of the CEAS 
36 Other Operational activities 
37 Protection of fundamental rights 
Title 4 - Participation in external projects 
B04101 EASO Third Country Support 
B04102 IPA 
TOTAL 

Executed 
Budget[1] Year 
N-1 (2021) 
(€) 
 1,811.86 
 16,526.67 
 61,434.68 
 94,953.95 
 37,500.00 
 270,380.9 
 0.00 
 96,040.57 
 14,096.22 

 24,639.44 
 64,340.11 
80,154,656.37 
 1,248,124.52 

 254,642.23 
 207,893.1 
 785,589.19 
 6,738,517,09 
 2,253,130.95 
 2,645,011.11 
 1,840,375.03 
71,854,202.42 
 313,812.34 
 68,015.1 
 245,797.24 
p.m. 
p.m. 
- 
999,351.59 
425,513.78 
573,837.81 
130,188,436.94 

Payment Appropriations  

Budget Year N  
(2022) 
(€) 

Draft Budget Year N+1 (2023)* 

Agency request 
(€) 

Budget 
forecast (€) 

VAR Year 
N+1/N 
(2023/2022) 
(%) (€) 

Envisaged 
Year N+2 
(2024)* 
(€) 

Envisaged 
Year N+3 
(2025)  
(€) 

10,000 
80,000 
260,000 
596,849 
525,730 
250,000 
120,000 
480,000 
25,000 

144,000 
62,890 
106,881,715 
3,609,000 

545,000 
550,000 
2,514,000 
12,975,235 
2,960,000 
4,311,705 
5,703,530 
89,545,980 
400,000 
160,000 
240,000 
300,000 
p.m. 
51,500 
p.m. 
p.m. 
p.m. 
180,135,127 

10,500 
42,450 
256,765 
122,500 
310,050 
246,725 
80,000 
419,300 
25,000 

125,400 
81,700 
98,746,649 
2,484,800 
346,000 
438,700 
1,700,100 
10,202,552 
2,800,400 
3,583,300 
3,818,852 
85,876,197 
183,100 
113,500 
69,600 
0 
p.m. 
0 
p.m. 
p.m. 
p.m. 
165,780,000 

109 

95% 
188% 
101% 
487% 
170% 
101% 
150% 
114% 
100% 

115% 
77% 
108% 
145% 

158% 
125% 
148% 
127% 
109% 
120% 
149% 
104% 
218% 
141% 
345% 
N/A 
N/A 
N/A 
N/A 
N/A 
N/A 
109% 

10,000 
60,000 
260,000 
280,000 
663,400 
250,000 
120,000 
480,000 
30,000 

148,000 
66,035 
108,829,575 
3,839,000 

640,000 
515,000 
2,684,000 
14,375,825 
3,310,000 
4,742,875 
6,322,950 
89,661,750 
400,000 
160,000 
240,000 
500,000 
p.m. 
53,000 
p.m. 
p.m. 
p.m. 
180,677,829 

10,000 
50,000 
260,000 
285,600 
621,400 
250,000 
120,000 
480,000 
35,000 

150,960 
69,997 
110,801,253 
3,979,000 

640,000 
565,000 
2,774,000 
16,147,908 
3,475,500 
5,717,163 
6,955,245 
89,719,345 
400,000 
160,000 
240,000 
500,000 
p.m. 
55,000 
p.m. 
p.m. 
p.m. 
184,291,385 

 
 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

[1]   Including R0 funds - earmarked external projects. 

*  At the time of writing, the Agency was requesting additional posts for the tasks that were added to the EUAA Regulation during the co-legislator negotiations. 

Table 3: Budget outturn and cancellation of appropriations N-4 – N-2 (2018-2020) 

Budget outturn 

Revenue actually received (+) 
Payments made (-) 
Carry-over of appropriations (-) 
Cancellation of appropriations carried over (+) 
Adjustment for carry-over of assigned revenue appropriations from previous year (+) 
Exchange rate differences (+/-) 
Adjustment for negative balance from previous year (-) 

TOTAL 

Budget outturn  

Year N-4 (2018) 
(€) 

Year N-3 (2019) 
(€) 

Year N-2 (2020) 
(€) 

97,733,009.88 
-82,266,979.87 

-14,802,701.12 
313,138.59 
4,772,319.39 
-3,205.79 
0.00 

5,745,581.08 

102,820,563.74 
-90,853,248.71 
-17,575,186.79 
643,598.61 
9,272,325.89 
-4,432.42 
0.00 

131,061,209.06 
-101,767,298.02 
-23,762,557.37 
1,160,180.41 
11,431,167.43 
-3,905.91 
0.00 

4,303,620.32 

18,118,795.60 

In accordance with Agency’s Regulation, the revenue and resources of the Agency shall consist, in particular, of:  

(a)  a contribution from the Union entered in the general budget of the European Union;  
(b)  Union  funding  in  the  form  of  delegation agreements or ad  hoc  grants in accordance with  its  financial  rules  referred  to in Article  53 and  with  the 

provisions of the relevant instruments supporting the policies of the Union; 

(c)  any voluntary financial contribution from the Member States;  
(d)  any contribution from the associated countries; 
(c)   charges for publications and any service provided by the Agency.  

The expenditure of the Agency shall cover staff remuneration, infrastructure and administrative expenditure, and operating expenditure, and is divided into 
four titles as follows: 

–   Title 1 - Staff expenditure  
–   Title 2 - Infrastructure and operating expenditure  
–   Title 3 - Operational expenditure  
–   Title 4 - Operational expenditure for specific projects 

110 

 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Cancellation of commitment appropriations, payment appropriations for the year and payment appropriations carried over  

Commitments are entered in the accounts on the basis of the legal commitments entered into up to 31 December and payments on the basis of the payments 
made by the Accounting Officer by 31 December of that year, at the latest. The Agency has non-differentiated appropriations for titles 1 and 2 (commitment 
and payment appropriations are equal and linked) and differentiated appropriations for title 3 and title 4. The carry-over is intended to cover expenditure for 
the  goods/services  delivered  during  the  year  and  not  yet  paid  at  the  end  of  the  year  (several  invoices  and  debit  notes  from  contractors  and  EU 
institutions/agencies were pending to be received) or for goods/services to be delivered during the following year as per contract conditions.  

Carry-over of appropriations relates to:  
–   Title 1: Staff expenditure such as missions, schooling and representation/miscellaneous costs;  
–   Title 2: Infrastructure and operating expenditure (IT hardware, software and related services, etc.), administrative assistance from other EU institutions 
(e.g. Service Level Agreements with PMO), translations and publications, business consultancy and organisation costs of Management Board meetings; 
–   Title 3: Operational expenditure such as translations and publications, organisation of events, reimbursement of participants/experts to activities organised 

by the Agency, etc.;  

–   Title  4:  Operational  expenditure  for  specific  projects  (ENP  countries  participating  in  the  work  of  the  Agency)  such  as  translations,  staff  travel  costs, 

organisation of events, reimbursement of participants/experts to activities organised by the Agency, etc.  

Non-differentiated  C1  appropriations  (Title  1  and  Title  2)  corresponding  to  obligations  duly  contracted  at  the  close  of  the  financial  year  are  carried  over 
automatically to the following financial year only, together with the payment appropriations. C4 appropriations (internally assigned funds) are carried over 
automatically to the following financial year as C5 appropriations, together with the payment appropriations. R0 appropriations (externally assigned funds) 
are carried over automatically to the following financial year together with the payment appropriations. Differentiated C8 appropriations (Title 3), from previous 
years, are carried over automatically to the following financial year, under C8 appropriations, without the payment appropriations. 

The  total  amount  of  appropriations  carried  over  from  2020  to  2021  is  €32.33  million  in  Commitment  Appropriations  and  €6.73  million  in  Payment 
Appropriations. Out of the €32.33 million carried over in CA, €25.61 million correspond to T3 differentiated C1 appropriations corresponding to obligations 
duly contracted at the end of the financial year. Out of the total amount of €25,606,805.25 carried over to 2021, the amount of €771,754 was still carried 
over from 2019. 

Commitment appropriations amounting €6.03 million were cancelled in 2020 (4.86% of the budgeted CA). Payment appropriations amounting €16.96 
million were cancelled in 2020, which represents 13.67% of the budgeted (C1) PA. 

111 

 
 
  
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex IV: Human Resources – Quantitative  

Table 1: Staff population and its evolution; overview of all categories of staff 

A. Statutory staff and SNE 

Staff 

Year N-1 
(2021) 
Actually filled as of 
31/12/N-1 (31.12.2021) 

Authorised 
budget 

Establishment Plan posts 
Administrators (AD)  
Assistants (AST)  
Assistants/Secretaries (AST/SC)  

Total Establishment Plan posts 

231 
135 
0 
366 

210 
128 
0 
338 

Year N 
(2022) 
Authorised 
staff 

Year N+1 
(2023)* 
Envisaged 
Staff 

Year N+2 
(2024)* 
Envisaged 
staff 

Year N+3 
(2025) 
Envisaged 
Staff 

236  
135 
0 
371 

236 
135 
0 
371* 

236 
135 
0 
371* 

236 
150 
0 
371 

Occupancy 
rate % 

90.91% 
94.81% 
0 
92.35% 

*  At the time of writing, the Agency was requesting additional posts for the tasks that were added to the EUAA Regulation during the co-legislator negotiations. 

Staff 

FTE corres-
ponding to 
the 
authorised 
budget 

Executed FTE 
as of 31/12/N-1 
(31.12.2021) 

Execution 
rate % 

Headcount49 
as of  
31/12/N-1 
(31.12.2021) 

FTE 
corresponding  
to the authorised 
budget (2022) 

Envisaged 
FTE (2023)* 

Envisaged 
FTE (2024)* 

Envisaged FTE 
(2025) 

External staff  

Contract Agents (CA) 
Seconded National Experts (SNE) 

Total CA and SNE 
Total TA, CA and SNE 

Other external staff 

Short-term operational Contract 
Agents (CA) 

Total other external staff 
TOTAL STAFF 

123  
11 

134 
500 

58 

58 

58 

90.54 
6 

96.54 
434.54 

33.87 

33.87 

468.41 

74% 
55% 

72% 
87% 

58% 

58% 

84% 

104 
6 

110 
448 

58 

58 

506 

123  
11 

134 
505 

90 

90 
595 

123  
11 

134 
505* 

90 

90 
595* 

123  
11 

134 
505* 

90 

90 
595* 

123  
11 

134 
505 

0 

0 

505 

*  At the time of writing, the Agency was requesting additional posts for the tasks that were added to the EUAA Regulation during the co-legislator negotiations. 

49   Including accepted and offered posts. 

112 

 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

B. Additional external staff expected to be financed from grant, contribution or service-level agreements 

Human Resources 

IPA/MENA Contract Agents (CA)  
Seconded National Experts (SNE)  
TOTAL 

Year N  
(2022) 
Envisaged  
FTE 
17 
0 
17 

Year N+1  
(2023) 
Envisaged  
FTE 
17 
0 
17 

Year N+2 
(2024) 
Envisaged  
FTE 
17 
0 
17 

Year N+3 
(2025) 
Envisaged  
FTE 
10 
0 
10 

C. Other Human Resources 

* Structural service providers50 

Security (HQ) 
IT  
Other (specify) 
Other (specify) 

TOTAL 

Actually in place as of 
31/12/N-1 (31.12.2021) 
18 
30 
- 
- 

48 

* Interim workers  

Total FTEs in Year N-
1 (2021)51 
42 

Number 

50   Service providers are contracted by a private company and carry out specialised outsourced tasks of a horizontal/support nature. At the Commission, following general criteria should be 
fulfilled: 1) no individual contract with the Commission 2) on the Commission premises, usually with a PC and desk 3) administratively followed by the Commission (badge, etc.) and 4) 
contributing to the added value of the Commission. 
51   Paid FTEs for the period of January to December 2021. 

113 

 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
 
  
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Table 2: Multi-annual staff policy plan Year N+1, Year N+2, Year N+3 (2023-
2025) 

Year N-1 
(2021) 

Year N  
(2022) 

Year N+1 
(2023)* 

Year N+2 
(2024)* 

Year N+3 
(2025) 

Function 
group and 
grade 

Authorised 
budget 

Actually filled 
as of 
31.12.2021 

Authorised 
budget 

Envisaged  Envisaged  Envisaged 

Permanent 
Posts (PP) 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

Temporary 
Posts (TP) 
0 
1 
0 
3 
5 
3 
16 
22 
58 
70 
30 
23 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 

0 

0 

231 
0 
0 
0 
0 
0 
4 
18 
49 
55 
9 
0 

135 
0 
0 
0 
0 
0 
0 

0 

366 

PP 

TP 

PP 

TP 

PP 

TP 

PP 

TP 

PP 

TP 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 

0 

0 

0 
1 
0 
0 
4 
1 
9 
19 
55 
70 
29 
22 

210 
0 
0 
0 
0 
0 
4 
18 
47 
50 
9 
0 

128 
0 
0 
0 
0 
0 
0 

0 

338 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 

0 

0 

0 
1 
0 
3 
5 
3 
16 
23 
59 
68 
30 
28 

236 
0 
0 
0 
0 
0 
4 
29 
59 
34 
9 
0 

135 
0 
0 
0 
0 
0 
0 

0 

371 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
1 
0 
3 
5 
3 
17 
23 
70 
68 
26 
20 

0  236 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
5 
0 
30 
0 
60 
0 
33 
0 
7 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 

0 

0 

135 
0 
0 
0 
0 
0 
0 

0 

371 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 

0 

0 

0 
1 
0 
3 
7 
3 
20 
35 
56 
65 
38 
8 

236 
0 
0 
0 
0 
0 
5 
32 
58 
33 
7 
0 

135 
0 
0 
0 
0 
0 
0 

0 

371 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 
0 

0 
0 
0 
0 
0 
0 
0 

0 

0 

0 
1 
0 
3 
7 
4 
20 
42 
55 
70 
29 
5 

236 
0 
0 
0 
0 
0 
6 
37 
52 
33 
7 
0 

135 
0 
0 
0 
0 
0 
0 

0 

371 

366 

338 

371 

371* 

371* 

371 

AD 16 
AD 15 
AD 14 
AD 13 
AD 12 
AD 11 
AD 10 
AD 9 
AD 8 
AD 7 
AD 6 
AD 5 

AD total 
AST 11 
AST 10 
AST 9 
AST 8 
AST 7 
AST 6 
AST 5 
AST 4 
AST 3 
AST 2 
AST 1 

AST total 
AST/SC 6 
AST/SC 5 
AST/SC 4 
AST/SC 3 
AST/SC 2 
AST/SC 1 

AST/SC total 

Total 

GRAND 
TOTAL 

*  At the time of writing, the Agency was additional posts for the tasks that were added to the EUAA 

Regulation during the co-legislator negotiations.

114 

 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

FTE 
corresponding to 
the authorised 
budget Year N 
(2022) 
64 
43 
16 
0 

FTE 
corresponding to 
the authorised 
budget Year N+1 
(2023) 
64 
43 
16 
0 

FTE 
corresponding to 
the authorised 
budget Year N+2 
(2024) 
64 
43 
16 
0 

FTE 
corresponding to 
the authorised 
budget Year N+3 
(2025) 
64 
43 
16 
0 

123 

123 

123 

123 

FTE 
corresponding to 
the authorised 
budget Year N 
(2022) 
11 

FTE 
corresponding to 
the authorised 
budget Year N+1 
(2023) 
11 

FTE 
corresponding to 
the authorised 
budget Year N+2 
(2024) 
11 

FTE 
corresponding to 
the authorised 
budget Year N+3 
(2025) 
11 

•  External personnel 

Contract Agents 

Function Group IV 
Function Group III 
Function Group II 
Function Group I 

FTE 
corresponding to 
the authorised 
budget N-1 
(2021) 
64 
43 
16 
0 

TOTAL 

123 

Executed FTE 
as of 31/12/N-1 
(31.12.2021)  

Headcount52 
as of 31/12/N-1 
(31.12.2021)  

48.54 
30.53 
11.47 
0 

90.54 

53 
39 
12 
0 

104 

Seconded National 
Experts 

TOTAL 

FTE 
corresponding to 
the authorised 
budget N-1 
(2021) 
11 

Executed FTE 
as of 31/12/N-1 
(31.12.2021) 

Headcount 
as of 31/12/N-1 
(31.12.2021)  

6 

6 

52  

including accepted and offered posts. 

115 

 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Table 3:  Recruitment forecasts N+1 (2023) following retirement/mobility or new requested posts (information on 
the entry level for each type of posts: indicative table) 

TA/Official 

CA 

Job title in the Agency* 

Heads of Sector/Unit/Centre (TA) 
Officers (TA) 
Assistants (TA) 
Assistants/Officers (CA) 
Assistants/Officers  (Title 4 CA) 
Assistants/Officers (short-term 
operational CA) 
Seconded National Experts 
TOTAL 

Type of contract 
(official, TA or CA)* 

Function group/grade of recruitment 
internal (brackets) and external (single 
grade) foreseen for publication 53** 

Due to foreseen 
retirement/mobility 

1 

New post requested  
due to additional tasks 
TBD 
TBD 
TBD 

Internal 
(brackets) 

External 
(single grade) 
AD 8 – AD 12 
AD 5 – AD 8 
AST 1 – AST 4 

Recruitment 
Function Group 
(I, II, III and IV) 

FG II – FG IV 
FG III – FG IV 
FG II – FG IV 

154 

TBD 

** Additional vacancies may arise from fluctuation in staff turnover (estimated at maximum 10% level). 

Number of inter-agency mobility Year N (2022) from and to the Agency: none.  

*  At the time of writing, the Agency was requesting additional posts for the tasks that were added to the EUAA Regulation during the co-legislator negotiations. 

53      Indication of both is required. 
54   Potentially one retirement (one AST in 2023). 

116 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex V: Human Resources – Qualitative  

A. Recruitment policy 

Implementing rules in place:  

Yes 

No 

If no, which other implementing rules are in place 

Engagement of CA  

Model Decision C(2019)3016  

Engagement of TA  

Model Decision C(2015)1509  

Middle management  

Model decision C(2018)2542  

Type of posts  

Model Decision C(2018)8800  

x 

x 

x 

x 

B. Appraisal and reclassification/promotions 

Implementing rules in place:  

Reclassification of TA  

Model Decision C(2015)9560  

Reclassification of CA  

Model Decision C(2015)9561  

x 

x 

Yes 

No 

If no, which other implementing rules are in place 

117 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Table 1: Reclassification of TA / promotion of Officials 

Average seniority in the grade among reclassified staff 

Grades 

Year N-4 
(2018) 

Year N-3 
(2019) 

Year N-2 
(2020) 

Year N-1 
(2021)  

Year N 
(2022) 55 

Actual 
average 
over 5 
years56 

Average over 5 years 
(according to 
Decision 
C(2015)9563) 

AD 5 

AD 6 

AD 7 

AD 8 

AD 9 

AD 10 

AD 11 

AD 12 

AD 13 

AST 1 

AST 2 

AST 3 

AST 4 

AST 5 

AST 6 

AST 7 

AST 8 

AST 9 

AST 10 
(Senior 
Assistant) 

AST/SC 1 

AST/SC 2 

AST/SC 3 

AST/SC 4 

AST/SC 5 

2.28 

2.57 

3.16 

2.47  

6.05 

4.00 

 - 

 - 

 - 

 - 

-  

3.34 

2.00 

- 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

2.36  

2.29 

2.53  

2.00 

- 

2.56 

2.76 

2.89 

2.25 

-  

3.59 

4.00  

 - 

-  

-  

-  

-  

2.28 

- 

- 

-  

-  

-  

-  

-  

-  

-  

-  

-  

-  

-  

 - 

 - 

-  

2.08 

2.80  

2.23 

- 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

 - 

2.50 

2.38 

2.10 

3.23 

 4.00 

- 

2.00 

-  

-  

 2.00 

- 

2.30 

2.15 

2.79 

-  

-  

-  

-  

-  

-  

-  

-  

-  

-  

 2.43 

 2.50 

 2.67 

 2.49 

 5.03 

3.86 

2.00 

- 

- 

2.00 

2.08 

2.68 

 2.13 

 2.79 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

2.8 

2.8 

2.8 

3 

4 

4 

4 

6.7 

6.7 

3 

3 

3 

3 

4 

4 

4 

4 

5 

4 

5 

5.9 

6.7 

8.3 

55   Reclassification exercise 2022 is currently in progress. 
56   The average is calculated over the period of 2018-2021, 2022 is currently in progress. 

118 

 
 
 
 
 
 
 
  
 
  
  
 
  
  
  
 
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Average over 5 years 
(according to Decision 
C(2015)9563) 

Between 6 and 10 years 

Between 5 and 7 years 

Between 4 and 6 years 

Between 3 and 5 years 

Between 3 and 5 years 

- 

Between 6 and 10 years 

Between 5 and 7 years 

Between 4 and 6 years 

Between 3 and 5 years 

Between 6 and 10 years 

Between 5 and 7 years 

Between 3 and 5 years 

Between 6 and 10 years 

Between 3 and 5 years 

Table 2: Reclassification of contract staff 

Function 
Group 

Grade 

Staff in activity at 
1.01.Year N-2 
(01.01.2020) 

How many staff 
members were 
reclassified in Year 
N-1 (2021) 

Average number of 
years in grade of 
reclassified staff 
members 

17 

16 

15 

14 

13 

12 

11 

10 

9 

8 

6 

5 

4 

2 

1 

CA IV 

CA III 

CA II 

CA I 

- 

3 

2 

15 

1 

- 

- 

3 

2 

1 

- 

5 

1 

- 

- 

- 

2.67 

3.00 

2.43 

2.00 

- 

- 

4.50 

2.67 

- 

- 

2.00 

2.00 

- 

- 

- 

3 

1 

7 

1 

- 

- 

2 

3 

- 

- 

2 

1 

- 

- 

119 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

C. Gender representation 

Table 1: Data on 31/12/Year N-1 (31.12.2021)57 / statutory staff (only officials, AT and AC) 

Administrator level (AD) (FG IV) 

Female 

Assistant level (AST & AST/SC) (FG III & FG 

Total  

Administrator level (AD) (FG IV) 

Male 

Assistant level (AST & AST/SC) (FG III & FG 

Total  

Grand total 

Official 

Temporary 

Contract Agents 

Grand Total 

Staff 

% 

Staff 

% 

Staff 

% 

Staff 

% 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

116 

88 

26.24% 

19.91% 

204 

46.15% 

94 

40 

21.27% 

9.05% 

134 

30.32% 

36 

28 

64 

17 

23 

40 

8.14% 

6.33% 

152 

116 

34.39% 

26.24% 

14.48% 

268 

60.63% 

3.85% 

5.20% 

9.05% 

111 

63 

174 

25.11% 

14.25% 

39.37% 

338 

76.47% 

104 

23.53% 

442 

100.00% 

Table 2: Data regarding gender evolution over 5 years of the middle and senior management58 

Female managers 

Male managers 

Year N-5 (2017) 

Year N-1 (2021) 

Number 

% 

Number 

% 

1 

8 

11.1% 

88.9% 

2 

8 

20% 

80% 

57  Filled/accepted/offered TA and CA posts as of 31.12.2021, excluding SNE and other external staff under Annex IV Table 1. 
58    Staff who is defined as middle manager by the applicable General Implementing provisions on middle management. 

120 

 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

D. Geographical balance 

Explanatory figures to highlight nationalities of staff (split per Administrator/CA FG IV and 
Assistant/ CA FG I, II, III). 

Table 1: Data on 31/12/year N-1 (31.12.2021) - statutory staff only (officials, 
AT and AC)59 

AD + CA FG IV 

AST/SC - AST + CA FGI/CA 
FGII/CA FGIII 

TOTAL 

Natio-
nality 

Number 

AT 
BE 
BG 
CH 
CY 
CZ 

DE 
EE 
EL 
ES 
FI 
FR 
HR 
HU 
IE 
IT 
LT 
LV 
MT 
NL 
PL 
PT 
RO 
SE 
SI 
SK 
UK 
TOTAL 

5 
20 
6 
2 
2 
3 
10 
2 
38 
10 
3 
18 
1 
4 
3 
64 
2 
1 
16 
7 
13 
4 
12 
7 
2 
4 
4 
263 

% of total staff 
members in 
AD and FG IV 
categories 
1.90% 
7.60% 
2.28% 
0.76% 
0.76% 
1.14% 
3.80% 
0.76% 
14.45% 
3.80% 
1.14% 
6.84% 
0.38% 
1.52% 
1.14% 
24.33% 
0.76% 
0.38% 
6.08% 
2.66% 
4.94% 
1.52% 
4.56% 
2.66% 
0.76% 
1.52% 
1.52% 
100.00% 

% of total staff 
members in AST 
SC/AST and FG I, II 
and III categories 
0.56% 
2.23% 
1.68% 
0.00% 
0.00% 
1.12% 
0.56% 
0.56% 
16.76% 
5.03% 
0.56% 
3.35% 
2.79% 
1.68% 
1.12% 
26.82% 
2.23% 
1.12% 
11.73% 
1.12% 
4.47% 
4.47% 
5.59% 
0.56% 
1.12% 
2.23% 
0.56% 
100.00% 

Number 

1 
4 
3 
0 
0 
2 
1 
1 
30 
9 
1 
6 
5 
3 
2 
48 
4 
2 
21 
2 
8 
8 
10 
1 
2 
4 
1 
179 

Number 

% of total staff 

6 
24 
9 
2 
2 
5 
11 
3 
68 
19 
4 
24 
6 
7 
5 
112 
6 
3 
37 
9 
21 
12 
22 
8 
4 
8 
5 
442 

1.36% 
5.43% 
2.04% 
0.45% 
0.45% 
1.13% 
2.49% 
0.68% 
15.38% 
4.30% 
0.90% 
5.43% 
1.36% 
1.58% 
1.13% 
25.34% 
1.36% 
0.68% 
8.37% 
2.04% 
4.75% 
2.71% 
4.98% 
1.81% 
0.90% 
1.81% 
1.13% 
100.00% 

59   Filled/accepted/offered TA and CA posts as of 31.12.2021, excluding SNE and other external staff under Annex IV Table 1. 

121 

 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
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Table 2:  Evolution over 5 years of the most represented nationality in the 
Agency   

Most represented nationality 

Italian 

E. Schooling 

Year N-5 (2017) 

Year N-1 (2021) 60 

Number 

36 

% 

18.2% 

Number 

% 

112 

25.34% 

Agreement in place with the European School(s):  
Contribution agreements signed with the EC 
on type I European schools 

Contribution agreements signed with the EC 
on type II European schools 

                   None 

Yes 

Yes 

No 

No 

x 

x 

Number of service contracts in place with 
international schools: 

The Agency has in total 18 Service Level Agreements in 
place with schools which are either fully international or 
not  primarily  international  in  their  character  and  are 
providing primary and secondary education. 
Per location: 
Malta – 7 
Italy – 1 
Cyprus – 3 
Spain – 1  
Greece – 4 
Poland – 2 

Description of any other solutions or actions in place:  

In Malta and other places of the Agency’s work assignment, such as Italy, Cyprus, Spain, Greece 
and Poland, there is absence of European Schools as well as of the accredited European Schools 
of type I and II. The exception to the above is Brussels, Belgium, where the education in the 
European School is available. However, due to limited number of staff operating there, no need for 
the schooling services was identified for time being.  

The Agency strives to attract, engage and retain the staff of the highest standards, recruited on the 
broadest possible geographical basis in all its work locations. In order to fulfil the aforesaid, the 
Agency took the necessary measure of social nature allowing it to compensate for the unequal 
working conditions to which the staff of the Agency is subjected to, compared with other staff 
working for the European Union bodies where the European Schools are available and providing 
free of charge education.  

In 2016 the Management Board adopted two decisions which regulate specifically the payment of 
the education cost in the pre-primary educational establishments and schools offering primary and 
secondary education. These two decisions are fostering a non-fees education paying approach, 
for all Agency staff and their dependent children, in all affected locations.  This approach is fully 
respecting the geographical balance among the Agency’s staff members and their dependent 
children. The Agency’s staff members, serving in all geographical locations, and regardless their 
nationality, are free to choose both, the pre-primary or primary and secondary educational 
establishments, which suits the best to their children needs. The Agency’s administration 
undertakes all legal steps in establishing the Service Level Agreement with chosen school, if the 
said is not in place yet. The Agency is fully covering all eligible education costs.   

60  

112 out of 442. 

122 

 
 
 
 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

The Agency has the following Service Level Agreements in place: 

Malta – pre-primary: 
1.  Quality School International 
2.  St Edwards College 
3.  Verdala International school 
4.  Active Learning - Starting Blocks 
5.  Casa Maria Montessori 
6.  Chiswick House School 
7.  Flutterby Childcare Centre 
8.  First Steps 
9.  Jolly Jumpers 
10.  Kaell's 
11.  Kid's Haven 
12.  Little Einsteins 
13.  Littleminds Learning Centre 
14.  Magic Kingdom 
15.  Mickeys Child Educare Centre 
16.  My Poppins & Co 
17.  Newark Kindergarten 
18.  Niki's Nursery 
19.  Noddys Kindergarten 
20.  Peekaboo 
21.  Pepprina - Vista Coop 
22.  SamSam Childcare Centre 
23.  Stepping Stones 
24.  Tiny Toes 
25.  Wiggles n' Wriggles 
26.  Pyramid Childcare Centre 

Malta – primary and secondary: 
1.  Chiswick House School / St. Martin’s College 
2.  Newark School 
3.  Quality School International 
4.  St Catherine's High School 
5.  St Edwards College 
6.  St Michael School 
7.  Verdala International School 

Il Giardino Segret 

Italy – pre-primary: 
1. 
2.  Anna Micheli Bilingual School 
3.  Menic International SRL - Le Maisonnette 

Nomentano 

4.  Pinko e Pallino SRL 
5.  Scuola Materna Silvia 
6.  Southlands SRL 
7.  The Giving Tree - Frasi Formazione 
8.  MOF 2007 SRL - La Maisonnette Eur 

9.  Nido InsideOut SRL 
10.  I Marmocchi 2 S.R.L. 
11.  MEI 2.0 SRL (Service Level Agreement 

in progress) 

Italy – primary and secondary: 
1.  Marymount International School 
2.  MEI 2.0 S.r.L – Multilingual Education 
Institute (Service Level Agreement in 
progress) 

Cyprus – pre-primary: 
1.  EFCN – French Cypriot School 
2.  English Nursery 
3.  Little Stars Montessori Nursery 
4.  The children Montessori Training 

Centre Cyprus 

Cyprus – primary and secondary: 
1.  American International School of 

Cyprus 

2.  EFCN – French Cypriot School 
3.  Pascal Private English School 

Greece – pre-primary: 
1.  Dorothy Snot 
2.  Ecole Maternelle Experimentale 

d'Orientation Francaise 

3.  Platon 
4.  Flopsy Bunnies Playgroup 
5.  345 British Nursery Preschool and 

Kindergarten 
6.  Mary Poppins 

Greece – primary and secondary: 
1.  American Community School of Athens 
2.  Arsakeio 
3.  Platon 
4.  Pinewood International School 

Poland – primary and secondary: 
1.  Akademeia High School 
2.  British International School 

Spain – primary and secondary: 
1.  American School of Madrid  

Belgium – pre-primary:  
Jardin d’Eden 
1. 

123 

 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex VI: Environment Management  

In 2022, the Agency decided to launch an initiative with the aim of designing and implementing 
an environmental management system and achieving EMAS registration. EMAS, the EU Eco-
Management and Audit Scheme, is a management instrument developed by the European 
Commission for the evaluation, reporting, and improvement of an organisation’s environmental 
performance.  

The Agency has set itself objectives towards achieving environmental protection and sustainable 
development. In particular, the EUAA’s management is demonstrating leadership and 
commitment by agreeing to: 

•  Proceed with the steps leading to EMAS registration; 
•  Ensure the resources needed for EMAS implementation; 
•  Ensure that the environmental objectives are compatible with the EUAA’s strategy; 
•  Ensure that EMAS achieves its intended outcomes; 
•  Take accountability for the effectiveness of EMAS; 
•  Support other management roles to demonstrate their leadership in their areas of 

responsibility; 

•  Ensure appropriate internal communication of the benefits of EMAS; 
•  Promote continual environmental improvement in the longer term. 

In line with the EMAS requirements, an environmental review was conducted, and a legal 
compliance check was completed to pave the way for the design and implementation of the 
environmental management system. The initial scope of the system will cover the Agency’s 
headquarters in Malta. 

Initiatives aimed at improving the Agency’s environmental management performance will be 
assessed for their feasibility. They are expected to be based on similar approaches being taken 
by the European Commission and other EU agencies. These could include: 
•  Reducing carbon dioxide and other greenhouse gas emissions; 
•  Managing waste; 
•  Reducing consumption of paper and printing consumables; 
•  Reducing energy use; 
•  Moving towards green public procurement; 
•  Promoting biodiversity; 
•  Offsetting the carbon footprint. 

Moreover, the Agency will continue to focus on internal capacity and knowledge-building to 
strengthen its ability to achieve the set objectives, and on staff involvement in the ‘greening’ 
initiatives. 

The improvement plan will be phased in over a number of years and will take into account local 
constraints, such as geographic limitations (Malta being an archipelago with no land connections 
to the European mainland and on the southernmost border of the EU), as well as other 
constraints such as the headquarters buildings’ age and potential for upgrades. The cost element 
will have to be factored in, as substantial investment could be required to achieve effective 
improvement. The Management Board will be updated on progress made as well as on identified 
opportunities and constraints.  

124 

 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex VII: Building Policy – Year N (2022)  

Surface area (in m2) 

Rental contract 

No. 

Building name 
and type 

Location 

1 

Transport 
Malta Building, 
Headquarters 
in Malta (office) 

Winemakers Wharf, 
Valletta Harbour, 
Malta 

2  Operational 

office in Rome 
(office) 

Via IV Novembre, 
Rome, Italy 
Level 3  

3  Operational 

office in Athens 
(office) 

Keranis building, 5th 
floor, Thivon 198, 
Ag. Ioannis Rentis 
182 33, Athens, 
Greece 

  4 

5 

6 

Pagani Building 
(operational 
offices) 
Cyfield 
Building 
(operational 
office) 
Brussels 
Liaison Office 

Mytilini, Lesvos, 
Greece 

10 Strovolos 
Avenue, 2011 
Strovolos, Nicosia, 
Cyprus 
Conseil Central de 
l’Economie/ 
Centrale Raad voor 
het Bedrijfsleven 

Office 
space 

9,208  
m2 

300  
m2 

1,108  
m2 

600 
m2 

1,371  
m2 

42  
m2 

- 

- 

- 

- 

- 

Non-office 

Total 

Rent 
(€/year) 

Duration of 
the contract 

Type 

Breakout 
clause 
Y/N 

3,082  
m2 

12,290 
m2 

€2,104,699 

300  
m2 

€116,883 

1,108  
m2 

€0 
(rent-free) 

Lease 
agreement 
(seat 
agreement) 
Lease 
agreement  

Administrative 
arrangement 

Until  
11.10.2027 
(exten-
dable) 
Until 
31.07.2023 
(exten-
dable) 
Until  
31.12.2025 
(exten-
dable)  

600  
m2  

1,371 
m2 

42 
m2 

€48,000 
(excludes 3.5% 
stamp duty) 
€252,000 

31.03.2023

23.05.2028  
(exten-
dable) 

Lease 
agreement  

Lease 
agreement 

€9,318  
(until 
30.09.2022, 
then €4,905 

31.03.2023 
(exten-
dable) 

Lease 
agreement 

125 

Conditions 
attached to the 
breakout clause 
(if applicable) 
- 

- 

Host  
country 
(grant or 
support) 

Malta (in 
kind support 
of approx. 
€500,000) 
Italy (-) 

Greece 
(support) 

No termination by 
the host country 
during the initial 
term; the Agency 
can terminate at 
any time without 
compensation or 
penalty with (12-
months’ notice) 
6-months’ notice   Greece (-) 

9-months’ notice 

Cyprus (-) 

N 

 N 

Y  

Y 

Y 

Y 

1-month notice 

Belgium (-) 

 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Surface area (in m2) 

Rental contract 

No. 

Building name 
and type 

Location 

Office 
space 

Non-office 

Total 

Rent 
(€/year) 

Duration of 
the contract 

Type 

Breakout 
clause 
Y/N 

Conditions 
attached to the 
breakout clause 
(if applicable) 

Host  
country 
(grant or 
support) 

Avenue 
d’Auderghem 20, 
Brussels, Belgium 
Ugur Mumcu 
Cadessi 88 – Kat 5, 
06700, 
Gaziosmanpasa, 
Ankara, Turkey 
Vladimira Popovica 
40, 11070, New 
Belgrade, Serbia 

7 

8 

EU Delegation 
to Turkey 
(office) 

EU Delegation 
to Serbia 
(office) 

TOTAL 

Building projects in planning phase 

Malta 

14  
m2   

13  
m2  

8  
m2 

6  
m2 

22  
m2 

19  
m2 

until 
31.03.2023) 

€15,808 

indefinite  Administrative 
arrangement 

Y 

3-months’ notice 

Turkey (-) 

€7,322 

indefinite  Administrative 
arrangement 

Y 

3-months’ notice 

Serbia (-) 

12,656 
m2 

3,096 
m2 

15,752 
m2 

€2,554,030 

The EUAA’s need for office space and meeting space has significantly changed. Due to additional responsibilities and tasks as well as an increase in 
staff, the current premises in Malta are too small to entirely support the Agency in the execution of its mandate. Therefore, it is expected to procure 
additional office space which shall host some of the EUAA’s staff and meeting and training facilities. The premises are expected to have a surface area 
within the range of approximately 2,200 and 2,700 sqm, envisaged accommodation of 140 workstations as well as training facilities envisaging 
concurrent accommodation of 80-120 delegates. At the same time, the Agency will not continue with the refurbishment project of the current 
headquarters in Malta (i.e., modification and upgrading of available space, relocation of the lobby and reception area, as well as creation of adjacent 
training room spaces) as the main activities will not be initiated/implemented. 

Italy  

The intention of the EUAA is to procure a new office space in Rome which satisfies the needs of the Agency. The procurement procedure is expected to 
be launched in Q4 2022. 

126 

 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Greece  

In view of the upcoming expiration of the lease agreement for the EUAA’s operational sub-office on the Greek island of Lesvos at the Pagani Building in 
Mytilini, the Agency has discussed with the host country authorities to move to a building of the Greek Asylum Services (GAS) close to the current 
building. The administrative arrangement with GAS was signed in July 2022; in line with the agreement, the EUAA will be hosted by GAS with no rental 
costs, against the Agency’s one-off fitting-out expenditure. It is expected the EUAA will move to new premises as soon as possible and at the latest by 31 
January 2023.  

Belgium  
In view of the increase in the tasks of the Agency and the increasing need for coordination with the EU institutions, the Agency decided in 2016 to open a 
liaison office in Brussels, Belgium. The liaison office is located in the same building on 20 avenue d’Auderghem in Brussels (Schuman area) where the 
liaison offices of other EU Agencies, including Frontex, eu-LISA and Eurofound, are housed. The building belongs to the Belgian Conseil Central de 
l’Economie (CCE). The office space was leased for the period from 1 March 2016 to 30 September 2022. A new bridging contract with the same landlord 
and for the same premises was signed, for the period from 1 October 2022 until 31 March 2023, pending finalisation of the ongoing joint procurement 
procedure for the rental of new premises. Four JHA agencies (Frontex, eu-LISA, CEPOL and EUAA) have agreed to establish a common office space in 
Brussels. The joint procurement is expected to be concluded in late 2022 or early 2023. 

Co-location in the EU Delegation in Egypt 
The EUAA is providing capacity-building support to Egypt under a roadmap endorsed by the Egyptian Ministry of Foreign Affairs on 26 January 2021 via 
an exchange of letters. In addition, in 2021 the Agency launched a Regional Pilot Project for North Africa and Niger, under the umbrella of the EU’s Regional 
Development and Protection Programme. Bilateral support to Niger is also being prepared. In this context, office space in the region is required in order to 
facilitate effective implementation of the Agency’s assistance. An Administrative Arrangement is therefore under negotiation with the EEAS for co-location 
in the EU Delegation in Cairo (Nile City Towers, North Tower, 2005c Corniche El Nil, 10th floor, Ramlet Boulaq, Cairo, 11221, Egypt). It foresees the rental of 
office space as well as related facilities and services made available for the use of the EUAA’s staff by the EU Delegation. The Administrative Arrangement 
is expected to be concluded in the second half of 2022. 

Building projects submitted to the European Parliament and the Council  

N/A 

127 

 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex VIII: Privileges and Immunities  

Privileges granted to staff 

Education /  
day care 
Day care is not available under the 
current Seat Agreement. 

Agency privileges 

Protocol of privileges and  
immunities / diplomatic status 
Privileges available to statutory staff 
and external staff members include 
exemption from national taxes on 
salaries, wages and emoluments. This 
extends to all those who receive a 
retirement, invalidity or survivor’s 
pension paid by the Agency.     

Staff members also enjoy immunity 
from jurisdiction as regards acts 
carried out by them in their official 
capacity and exemption from 
immigration restrictions and 
formalities for the registration of 
foreigners including their spouses 
and dependent family members.  

In addition, Value Added Tax (VAT) 
Reimbursement on eligible local and 
overseas purchases, importation of 
owned vehicles VAT Free, free 
annual road tax, VAT Free and 
Registration Tax Free purchases of 
new vehicles and, the right to export 
their used and owned personal and 
household effects and vehicles on 
completion of their duties at the 
Agency, are other privileges available 
to the staff members following their 
engagement with the Agency in 
M lt

128 

 
 
 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
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Annex IX: Evaluations 

Evaluation approach 

Requirements for conducting evaluations are laid down in the Agency’s Founding and Financial 
Regulations,  and  form  part  of  the  Internal  Control  Framework.  As  provided  in  the  Agency’s 
Financial Regulation (Article 29), any programmes and activities that entail significant spending 
shall be subject to ex ante and retrospective evaluations.  

Evaluations are prospective and reflective feedback mechanisms that promote: 

•  Transparency and accountability; 
•  More relevant, efficient and effective implementation;  
•  Change management and institutional knowledge building; 
•  Quality results and processes, good practices and lessons learned; 
•  Coherence, complementarity and added value. 

The dedicated Agency-wide Evaluation Advisory Group, established by the Executive Director 
in 2021, promotes harmonisation of evaluations within the Agency and facilitates multi-annual 
evaluation planning and reporting, synergies and collaboration. 

Evaluations  are  conducted  in  line  with  the  European  Commission’s  Better  Regulation 
Guidelines as implemented in the Agency’s evaluation framework that establishes the criteria 
for identification of interventions subject to evaluation and lays down the common approach to 
be followed, thus assuring unbiased evaluations and the required quality assurance.  

Evaluation plan for 2023  

Note: Ex post evaluations of operational plans are subject to confirmation and depend on the 
decision made to extend a plan for another period, to terminate the support provided once a 
plan ends, or to continue providing support under a new plan. An ex post evaluation will be 
conducted in the second and third scenarios. 

Intervention title 

Reasoned justification 

Use and impact of 
the EUAA’s country 
guidance 
documents and 
country of origin 
information 
products 
Operational plan 
2022-2023: 
Lithuania 
Replicability of the 
resettlement 
support facility-like 
concept 
Roadmap 2021-
2024: Egypt 

Fulfilment of objectives 1, 2 
and 3 under 2.4.1 Country of 
Origin Information and 
Country Guidance, in Work 
Programme 2023  

Mandatory under EUAA 
Regulation 

Fulfilment of objective 2 
under 2.1.7 Resettlement and 
Humanitarian Admission, in 
Work Programme 2023 
Fulfilment of objective 4 
under 2.6.3 Third Country 
Support in Work Programme 
2023 

129 

Evaluation 
type 
Ex post 

Evaluation 
start 
Q1 2023 

Evaluation 
type 
External 

Ex post 

Q1 2023 

Internal 

Ex post 

Q1 2023 

External 

Ex post 

Q1 2023 

External 

 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Intervention title 

Reasoned justification 

Three-year action  

Evaluation 
type 
Mid-term 

Evaluation 
start 
Q2 2023 

Evaluation 
type 
External 

Operational plan 
2022-2024: Cyprus 
Operational plan 
2022-2024: 
Greece 
Operational plan 
2022-2024: Italy 
Operational plan 
2022-2024: Malta 
Operational plan 
2022-2023: Spain 
Roadmap 2022-
2023: Turkey 

Roadmap 2022-
2024: Kosovo 

Roadmap 2022-
2023: Montenegro 

Three-year action  

Mid-term 

Q2 2023 

External 

Three-year action  

Mid-term 

Q2 2023 

External 

Three-year action  

Mid-term 

Q2 2023 

External 

Mandatory ex post evaluation 
under EUAA Regulation 
Fulfilment of objective 3 
under 2.6.3 Third Country 
Support, in Work Programme 
2023 
Fulfilment of objective 2 
under 2.6.3 Third Country 
Support, in Work Programme 
2023 
Fulfilment of objective 2 
under 2.6.3 Third Country 
Support, in Work Programme 
2023 

Ex post 

Q3 2023 

External 

Ex post 

Q4 2023 

Internal 

Ex post 

Q4 2023 

External 

Ex post 

Q4 2023 

External 

130 

 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
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Annex X: Strategy for the Organisational 
Management and Internal Control Systems  

a)  How internal control systems are organised and designed to deliver set 

objectives 

The strategy for the organisational management of the Agency’s internal control systems is 
documented in Decision No 42 of the MB61 of 21 December 2018.  

The Agency’s Internal Control strategy constitutes the second line of defence of its Corporate 
Governance model. Within this model, the Internal Control Strategy is designed and 
implemented to provide reasonable assurance to both the Executive Director and the MB on 
the achievement of the set objectives: 

The MB is the governing and planning body of the Agency, which aims to ensure that the 
organisation performs effectively its duties. 

The ED is independent in the performance of his/her tasks and is the legal representative. 
She/he is accountable to the MB for her/his activities and has the overall responsibility for the 
day-to-day administration of the Agency and for implementing the decisions of the MB and 
the budget as Authorising Officer (‘AO’). She/he also has powers conferred on the appointing 
authority by the Staff Regulations. The ED is supported in her/his role and responsibilities on 
this first line of defence by the staff and managers.    

As the first line of defence, the staff and management own and manage risks. They also are 
responsible for implementing corrective actions to address process and control deficiencies.  

Within the second line of defence, the Internal Control Coordinator (ICC), with the support of 
the Internal Control and Risk Management Sector in the Executive Office, provides 
reasonable assurance to the ED that the Agency’s internal control strategy is properly 
developed and designed, effective and efficient controls are in place, and operating as 
intended. 

61   EASO/MB/2018/159. 

131 

 
 
 
 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
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In the third line of defence, the Internal Audit Service (IAS) provides comprehensive assurance 
based on the highest level of independence and objectivity on the effectiveness of the 
internal control strategy, including the manner in which the first and second lines of defence 
achieve risk management and control objectives. 

b)  Best international practices and the Internal Control Framework of the Commission 

The strategy consists of five internal control components, which are built on 17 principles. It 
based on the COSO 2013 Internal Control-Integrated Framework and the Internal Control laid 
down by the Commission for its own services. The ED is fully responsible for the effective and 
efficient implementation of the internal control strategy by establishing various controls, 
checks and supervisory arrangements aimed at ensuring sound financial management, 
compliance with the regulatory framework, as well as highlighting control breakdown, 
inadequate processes and unexpected events of the first line of defence. 

The primary source of information for this Internal Control Self-Assessment (ICSA) are 46 
internal control monitoring criteria indicators (ICMC)62 adopted by the Management for each 
financial year. The secondary source of information is mainly based on ex-post controls on the 
efficiency and effectiveness of the Agency’s internal control systems.  

The implementation of the corrective actions is documented in the Register of Deficiencies 
and Corrective Action Plan. It is to be noted that considering the fact that the internal control 
self-assessment is a continuous exercise, the Register of Deficiencies and Corrective action 
plan will be updated as soon as new ex-post controls or control bodies recommendations or 
observations are issued, together with the agreed corrective actions. Therefore, the number 
of total corrective actions will increase compared to the current reporting period. 

c)  Risk Management 

Based on its Risk Management Manual63, the ED annually implements a risk assessment 
exercise in order to better identify, assess and respond to potential issues that could affect 
the execution of the organisation's activities and the achievement of its objectives. To 
address these risks and identify new arising ones, the Management is regularly monitoring 
the Central Risk Register.  

d)  Anti-Fraud Strategy 

The Anti-Fraud Strategy forms a part of the Agency’s risk management process. However, 
given the importance and complexity of the issue, fraud is addressed in a dedicated, 
comprehensive and specific fraud risk management process. The process runs in parallel to 
the annual risk management exercise, although it is closely linked to it and is also based on 
the COSO fraud risk management methodology. Therefore, despite being part of the internal 
control system, the fraud risk management process is considered as a separate, additional 
tool to further strengthen the internal control systems. 

e)  Policy for management and prevention of conflict of interests and Ethics Guidance 

The Agency adopted a policy which aims at setting out a number of principles, procedures 
and tools aimed at preventing, identifying and managing situations of conflict of interest. 

62   The ICMC are the indicators of performance and compliance with Internal Control Principles defined by the 

Management for a given period of time. For each indicator, the Management defines the baseline value at the 
beginning of the period as well as the expected target to be achieve at the end of the period under 
assessment. The internal control monitoring criteria results for 2021 are available on the Agency’s website. 

63    EASO/ED/2019/254 of 24.09.2019 on the Risk Management Manual. 

132 

 
 
 
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 19 December 2022   

Annex XI: Plan for grant, contribution or service-level agreements  

General information 

Financial and HR impact 

Total 
amount 

Dura-
tion 

Counter-
part 

Short   
description 

2022  
(N) 

2023  
(N+1) 

2024 
(N+2) 

2025  
(N+3) 

Actual or 
expected 
date of 
signature 

47 
months 

DG 
NEAR 

Grant agreement 
EU Regional 
Support to 
Protection-
Sensitive 
Migration 
Management in 
the Western 
Balkans – 
Phase III 

24.06. 
2022 
(conti-
nuation 
of 
existing 
agree-
ment) 

€6,000,000 
(for 2022-
2025 +1/2 
months of 
salaries in 
2026 for 
the 
reporting 
period) 

Amount 
Number 
of CAs 
Number 
of SNEs 

EU 
Regional 
Support to 
Protection 
Sensitive 
Migration 
Manageme
nt in the 
Western 
Balkans 

€960,000  €1,500,000  €1,750,000  €1,750,000 

10 

0 

10 

0 

10 

0 

10 

0 

€282,316 

18.12. 
2020 

36 
months 

Voluntary financial contributions from Member States 
Voluntary and 
earmarked contri-
butions to the 
Roadmap for 
cooperation with 
Egypt 
Voluntary and 
earmarked 
contribution to 
the EUAA 

Denmark  Roadmap 
of Coope-
ration 
between 
the EUAA 
and Egypt 
Regional 
pilot capa-
city 
building 

36 
months 
3 
months 

03.09. 
2020 
16.12. 
2020 

 €550,000 

Denmark 

€551,216 

Czechia 

Number 
of CAs 
Number 
of SNEs 

Amount 

Number 
of CAs 

Amount 

€83,728 

€83,728 

1 

0 

1 

0 

€15,000
64 
1 

0 

€367,781 

€367,781  €40,000 65 

6 

6 

6 

- 

- 

- 

- 

- 

64   The Roadmap for Cooperation with Egypt ends on 31.01.2024. 
65   The Regional Pilot Project for North Africa and Niger ends on 15.02.2024, including the 3-month reporting period. 

133 

 
 
  
 
 
 
 
 
Regional Pilot 
Project for 
North Africa and 
Niger 

EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

repor-
ting 
period 

project for 
North Africa 
and Niger 

Number 
of SNEs 

0 

0 

0 

- 

Total grants and voluntary financial contribution from Member 
States agreements 

Service-level agreements 

26.05. 
2010 

N/A 

N/A 

OIB 

Technical 
assistance for 
the Agency 
building and 
logistics 

Technical 
assistance 
to support 
the 
Agency’s 
building and 
logistics 

Staff selection 
services 

18.06. 
2010 

Translation 
services 

Pre-recruitment 
medical 
examination 

Training 
courses 

Badges and 
parking stickers 
production 

18.08. 
2010 

29.09. 
2010 

04.02. 
2011 

28.03. 
2011 

N/A 

N/A 

EPSO  Staff 

N/A 

N/A 

selection 
service 
support 
Translation 
of 
documents 

Trans-
lation 
Centre 

N/A 

N/A 

PMO  Pre-

recruitment 
medical 
exa-
mination 
Provision of 
training 
courses 
Provision of 
badges and 

N/A 

N/A 

N/A 

N/A 

DG 
HR 

DG 
HR 

Amount  €1,411,509  €1,951,509  €1,805,000  €1,750,000 

17 

- 

- 

- 

- 

- 

- 

17 

- 

- 

- 

- 

- 

- 

10 

- 

- 

- 

- 

- 

- 

17 

- 

- 

- 

- 

- 

- 

Number 
of CAs 

- 

- 

- 

- 

- 

- 

134 

 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

ABAC System 

12.07. 
2011 

N/A 

N/A 

DG 
BUDG 

Organisation of 
courses 

11.02. 
2011 

18.07. 
2013 

Accommodation 
of secretariat in 
Agency offices 
Brussels for the 
coordination of 
the EU 
Agencies 
Network 

Testa 
infrastructure 
Entitlements for 
employees 

30.09. 
2014 
01.01. 
2015 

N/A 

N/A 

parking 
stickers 
Financial 
system of 
the EC 
Offer and 
organisation 
of courses 

N/A 

N/A  European 
Administ-
rative 
School 
EASA  Contribution 
to the costs 
for the 
provision of 
office 
spaces in 
Brussels for 
the Network 
of the 
Agencies 

N/A 

N/A 

DG IT  Testa infra-

N/A 

N/A 

structure 

PMO  Pay masters 
office servi-
ces regar-
ding entitle-
ments of 
employees 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

135 

 
 
EUAA SINGLE PROGRAMMING DOCUMENT 2023-2025 ANNEXES – AMENDMENT 1 
 19 December 2022   

Annex XII:  Strategy for Cooperation with Third 
Countries and/or International Organisations  

Cooperation with Third Countries 

In February 2019, the 31st Management Board adopted a revised External Cooperation Strategy. 

The External Cooperation Strategy defines the approach and general framework within which 
the  Agency  develops  its  work  related  to  the  external  dimension  of  the  CEAS.  It  provides 
strategic  direction  for  the  Agency’s  external  actions  and  sets  priorities  and  focus  for  the 
planning of future activities, detailing the type of support the Agency can provide as well as the 
geographical priorities.  

The Strategy is in line with the Agency’s mandate and therefore has no set duration. However, 
a  revision  of  the  Strategy  has  been  launched  in  2022  in  order  to  update  it  in  view  of  the 
Agency’s new mandate and the developments at EU and international level. On the basis of 
the  new  Strategy,  expected  to  be  completed  in  early  2023,  the  geographical  priorities  and 
scope of the Agency’s capacity building support to third countries in particular may change, 
although delivery remains subject to availability of resources.  

Cooperation with International Organisations 

The  Agency’s  cooperation  with  EU  bodies  on  external  action  is  laid  down  in  cooperation 
frameworks, such as the Working Arrangement with DG HOME (signed January 2018), and the 
Working Arrangement with the European External Action Service (signed in September 2021). 

In  relation  to  cooperation  with  international  organisations,  the  Agency’s  mandate  provides 
cooperation with international organisations, and in particular with UNHCR, which is also a non-
voting  member  of  the  Agency’s  MB.    In  this  regard,  the  Agency  cooperates  with  relevant 
international  organisations  both  in  the  context  of  the  external  dimension  as  well  as  in  the 
context of the Agency’s work in support of the Member States.  

A Working Arrangement with UNHCR was updated in 2021, whereas a Working Arrangement 
with IOM was concluded in 2019. An exchange of letters setting out a cooperation framework 
with ICMPD was concluded in 2020 while an updated exchange of letters was also signed with 
IGC  in  2021.  Other International Organisations  with  whom the  Agency will  continue  to 
cooperate  closely include  the  Council  of  Europe  and the  General  Directors  of  Immigration 
Services Conference (GDISC).  

The  Agency  will  continue  cooperating  with  international  organisations  having  a  mandate 
relevant  to  the  Agency’s  work,  including  possible  further  cooperation  arrangements  or  the 
updating of existing ones where necessary, also taking into account the changes brought about 
by the EUAA Regulation. In accordance with the procedure introduced by the EUAA Regulation, 
the  Management  Board shall decide on such  agreements, which will  be  subject to  the  prior 
approval of the Commission and the Council and the European Parliament will be informed of 
such arrangements. 

136