Lt. Colonel Chris Attard AFMStaff Officer 1 EU Projects

EXTERNAL BORDER FUNDS 2007-2013

� 19 Projects� Approx EUR86 Million� 6 SPECIFIC ACTION projects� 13 Projects through Responsible � 13 Projects through Responsible

Authority (RA) at the Malta Funds and Programme Division

EXTERNAL BORDER FUNDS 2007-2013

Distribution of projects

21%21%

Equipment Air Assets Maritime Assets Infrastructure

32%

26%

EXTERNAL BORDER FUNDS 2007-2013

Expenditure on Projects

9%11%

Equipment Air Assets Maritime Assets Infrastructure

62%

18%

EQUIPMENT

� Integrated communication system – 2007� Night Vision Goggles – 2010

EXTERNAL BORDER FUNDS 2007-2013

� Night Vision Goggles – 2010� Fuel Farm – 2012� Microwave and Data Centre - 2013

EBF2012 SPECIFIC ACTION

Upgrade the support facilities and equipment at the Maritime

Squadron base in Haywharf - construction of fuel farm:

Status: Completed (100%) – Approx. €1.7M

EBF2013

Upgrade the Microwave communication system and the

construction of a Data Centre for the AFM:

Status: Completed (100%) – Approx. €2.5M

AIR ASSETS

� Upgrade of Aircraft - 2008� Maritime Patrol Aircraft– 2010

EXTERNAL BORDER FUNDS 2007-2013

� Maritime Patrol Aircraft– 2010� Maritime Patrol Aircraft – 2011� Support to Aerial Patrol Activities -2011� Helicopter AW139 – 2012� 2nd Helicopter AW139 - 2013

EBF2012/2013

Procurement of Helicopters for Border Control operations (2)

Status: Completed (100%) – Combined Approx. €31M

MARITIME ASSETS

� Procurement of 4 Inshore Patrol Boats - 2008� Upgrade of Fast Response Maritime Craft – 2009

EXTERNAL BORDER FUNDS 2007-2013

� Upgrade of Fast Response Maritime Craft – 2009� Upgrade of Fast Response Maritime Craft – 2010� Procurement of 3 RHIBS – 2011� Integration of a Helipad on OPV - 2011

INFRASTRUCTURE

Construction of Hangar – 2010Upgrade of Fire System for Hangar – 2011

EXTERNAL BORDER FUNDS 2007-2013

Upgrade of Fire System for Hangar – 2011Ex RAF Hangar and ancilliary facilities -2012Construction of Rapid Deployment Facility -2013

EBF2011

The improvement of AFM Ground Support Facilities at Air Wing

(AW) – Phase II:

Status: Completed (100%) - Approx. €0.4M

EBF 2012

Refurbishment and Upgrade of Hangar 3 (Ex RAF) at Air Wing:

Status: Project ready (100%) - APPROX. : €2 M

THIS PROJECT WON THE ARCHITECTURAL HERITAGE PRIZE ORGANISED BY ‘DIN L-ART

HELWA’ IN 2014

EBF2013

Refurbishment of the Rapid Deployment (RDT) Block :

Status: Completed –€5.5M

THIS PROJECT IS BEING USED AS A SUCCESS CASE STUDY BY THE DEPT. OF CONTRACTS TO ILLUSTRATE CEOs OF

GOVERNMENT ENTITIES HOW TO MANAGE EU FUNDED TENDERS IN A SHORT TIME SPAN

INTERNAL STRENGTHS� Excellent stakeholder management� The creation of an EU desk to coordinate all project’s

efforts� Direct contact with Responsible Authority� Each project was managed by a competent AFM � Each project was managed by a competent AFM

project leaders – Senior AFM officer� Each project was assigned competent experts to work

as a team – Example MTI Engineers and Architects� Regular progress meetings held each week� Daily on site supervision

INTERNAL WEAKNESSES

� Lack of internal experts –Dependence on other Government Departments

� Project leaders and teams other duties than the project – Not full time basisproject – Not full time basis

� EU funds administration training is not enough and does not cover full spectrum of duties

� Learning by trial and error� Repetition of administrative arrangements and filing

for each project

EXTERNAL OPPORTUNITIES

� Increased funds due to increased migration pressures in South Europe

� Issue of Emergency funds and Specific Actions� Full Government back-up as regards funds required � Full Government back-up as regards funds required

and assistance from Departments� Regular, Active and effective relationships with

external stakeholders� EU experts and auditors presence from time to time� EU fora exposure and attendance to meetings

� Rapid and continuous changes in the administrative requirements for each project

� Application of Financial corrections� Apportionments of projects

Tight deadlines due to late approval for projects

EXTERNAL THREATS

� Tight deadlines due to late approval for projects� Repeated level of audit that slow administration� Bureaucracy of completing a payment

FUTURE OUTLOOK – ISF2014-20