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COUNCIL OF
Brussels, 15 April 2011
THE EUROPEAN UNION
9105/11
ENFOPOL 114
ENFOCUSTOM 32
FRONT 48
COMIX 250

NOTE
From:
General Secretariat
To:
Delegations
No. prev. doc. : 11770/2/10 REV 2 ENFOPOL 194 ENFOCUSTOM 64 FRONT 100 COMIX 467
10454/09 ENFOPOL 155 ENFOCUSTOM 54 FRONT 44 COMIX 460
13815/08 ENFOPOL 183 ENFOCUSTOM 88 FRONT 85 COMIX 718
Subject:
European Best Practice Guidelines for Police and Customs Cooperation Centres
Delegations will find below the updated European Best Practice Guidelines for Police and Customs
Cooperation Centres including the new annexes 4 and 5 which were set out in doc. 10454/09 
ENFOPOL 155 ENFOCUSTOM 54 FRONT 44 COMIX 460 and doc. 11770/2/10 REV 2 
ENFOPOL 194 ENFOCUSTOM 64 FRONT 100 COMIX 467 respectively.
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ANNEX
EUROPEAN BEST PRACTICE GUIDELINES FOR
POLICE AND CUSTOMS COOPERATION CENTRES
PREAMBLE
INTRODUCTION
I.
ESTABLISHMENT
A.
Definition and legal framework
1.
Definition
2.
Legal framework
B.
Location of PCCCs
C.
Territorial competence of PCCCs
II.
OPERATION OF A PCCC
A.
Tasks of a PCCC
1.
Collecting and exchanging information
2.
Assisting operations taking place in the border area
3.
Specific analysis of cross-border crime
B.
Coordination
1.
PCCC coordinator
2.
National coordination of PCCCs
3.
Distribution of responsibilities between the PCCCs and the national central 
units coordinating international cooperation
C.
Functional organisation
1.
Human resources
2.
Material resources and day-to-day management
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III. EVALUATION
A.
Composition of the evaluation committee
1.
Status
2.
Composition
3.
Role
B.
Evaluation procedure
1.
Questionnaire
2.
Inspection of the PCCC
C.
Follow-up of the evaluation
1.
Final evaluation report
2.
Submission to the higher authorities
3.
Implementation of the recommendations
Annexes
Annex 1. Outline model cooperation agreement
Annex 2. Outline model operating regulation of PCCC
Annex 3. Outline annual report of a centre
Annex 4. Model questionnaire: evaluation of the PCCC
Annex 5. Specific analysis of cross-border crime within a PCCC
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PREAMBLE
These draft practical guidelines for PCCCs follow on from the work carried out in 2006 by the 
Customs Cooperation Working Party and are intended to promote this pragmatic form of cross-
border cooperation. It is hoped that the information provided will be useful to Member States 
wishing to set up their own PCCCs.
INTRODUCTION
One of the goals of the European Union is the free movement of persons between the Member 
States. The progressive achievement of that goal has brought a growing need for enforcement 
agencies to cooperate.
The removal of controls at the internal borders between States belonging to the Schengen area, 
which began in 1995, generated the need to enhance information exchange in border areas, 
prompting the introduction of joint police stations followed by police and customs cooperation 
centres, as one of the compensatory measures to the abolition of the internal border control. It is 
recognised that such centres can also be used to enhance cooperation with third States.
Police and customs cooperation centres (PCCCs) are a valuable local tool in the process of direct 
cross-border cooperation, taking to account recent and future developments, especially regarding to 
information exchanges.
They bring together, on one site, all the security authorities of all participating States. Located in 
positions of strategic importance for observing cross-border crime, PCCCs play a key intelligence 
role for the operational services. Using a simple procedure they can deliver quick replies in all 
fields of the border agencies' activities.
As a tool of local collaboration PCCCs are thus ideally suited to the day-to-day needs of cross-
border cooperation.
PCCCs have flourished since their inception, with the number of questions referred to them rising 
steadily and more and more centres being established throughout Europe.1
 
 
1
The list of PCCCs can be found in document 7968/08 ENFOPOL 63.
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These guidelines are designed to provide practical recommendations for setting up and operating 
PCCCs.
I.
ESTABLISHMENT
A.
Definition and legal framework
1.
Definition
A PCCC is a support structure for exchanging information and providing support to the 
activities of the operational agencies responsible for police, border and customs tasks in the 
border area. PCCCs bring together staff from the authorities responsible for security in a 
single location. The fact that staff from the agencies of different States work side by side with 
common objectives contributes to narrowing the gap between methods and administrative 
cultures and to a better understanding of the working procedures of each.
2.
Legal framework
PCCCs are established on the basis of agreements between the partner States in accordance 
with Article 39(5) of the Convention implementing the Schengen Agreement (CISA) : "The 
provisions of this Article shall not preclude more detailed present or future bilateral 
agreements between Contracting Parties with a common border [...]."
In these agreements Member States generally define the basis for their cross-border 
cooperation, including the PCCCs' tasks, legal framework, and the procedures for establishing 
and operating them. Agreements are generally divided into two parts: one concerning the 
PCCC, the other dealing with direct cross-border cooperation between operational agencies.
A model agreement is set out in Annex 1. Agreements are signed and ratified in accordance 
with each party's national law.
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B.
Location of PCCCs
PCCCs are set up in the immediate vicinity of the borders between partipating States. The 
participating host country and the location of the centre are chosen by common agreement.
While they usually involve Schengen States, PCCCs can be established between any European 
Union Member State and its neighbours, a possibility which is to be encouraged as contributing to 
the security of the external borders.
C.
Territorial competence of PCCCs
The activities of a PCCC are primarily related to and carried out in the border area. However, the 
agreement establishing the PCCC may allow requests to be referred to it by agencies outside that 
area.
II.
OPERATION OF A PCCC
The specific rules for operating a PCCC may be laid down in an operating regulation approved by 
the various participating administrations (see model operating regulation in Annex 2). The 
operating regulation may be a joint instrument of the participating States. 
The regulation will have two types of provisions: rules on the implementation of the agreement and 
specific provisions.
It may, for example, lay down rules on: 

the status of the PCCC's staff and their coordination;

the tasks, operating arrangements and technical means of cooperation ;

the financial aspects (preparation of budgets) and logistics of the agreement with regard to 
each party ;

training, etc.
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A.
Tasks of a PCCC
1.
Collecting and exchanging information
Generally speaking, a PCCC acts as a "facilitator" of information exchange between States : 
its staff are the interface between their national operational agencies and the representatives of 
the partner State in the PCCC. In the interests of efficiency, staff should be encouraged to 
consult the various administrations' data files. The exchange of information must comply with 
current data protection and data dissemination provisions in the respect of the national 
legislation.
Information exchanged via PCCCs relates in particular to petty and moderately serious crime, 
illegal migration flows and public order problems. 
2.
Assisting operations taking place in the border area
PCCCs facilitate the operational agencies' activities in real time by providing information 
exchange and assistance with coordination, in particular in the following areas:
– surveillance, investigations and operations in border areas;
– joint control and surveillance in border areas;
– cross-border operations for maintaining or restoring public order.
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The task of PCCC staff is to rapidly provide the operational agencies on assignment with 
information requested, in accordance with Council Framework Decision 2006/960/JHA of 18 
December 2006 on simplifying the exchange of information and intelligence between law 
enforcement authorities of the Member Statesand Article 46 of the Schengen Convention. 
Such information may include identification of persons and vehicles undergoing checks or of 
telephone subscribers, the verification of the appropriateness and authenticity of ID and travel 
documents, etc.
The competent authorities of the parties may jointly decide to transform a PCCC into an 
operational coordination centre at the service of all the agencies concerned, in particular in the 
case of major incidents (natural catastrophes) or major scheduled events (G 8, Olympic 
Games, Football World Cup, etc.).
PCCC staff also facilitates the smooth conduct of cross-border surveillance and hot pursuit 
measures by quickly providing the authorities concerned with information and fulfilling an 
advisory and non-operational support role.
They may also take part in the preparation of readmission measures.
Other tasks of PCCCs can be set out by agreements between the Partner States.
 
 
2
OJ L 386 of 29.12.2006, p. 89.
3
"1.
In specific cases, each Contracting Party may, in compliance with its national law and 
without being so requested, send the Contracting Party concerned any information which may 
be important in helping it combat future crime and prevent offences against or threats to 
public policy and public security.
2.
Information shall be exchanged, without prejudice to the arrangements for cooperation 
in border areas referred to in Article 39(4), via a central body to be designated. In particularly 
urgent cases, the exchange of information within the meaning of this Article may take place 
directly between the police authorities concerned, unless national provisions stipulate 
otherwise. The central body shall be informed of this as soon as possible."
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3.
Specific analysis of cross-border crime
PCCCs enrich the analysis of cross-border crime by exploiting the full range of operational 
and statistical information which passes through their hands.
B.
Coordination
1.
PCCC coordinator
Each PCCC participating State appoints a coordinator to represent it. The coordinator receives 
a mission statement signed by all his national administrations represented at the centre. The 
PCCC coordinator is the reference person for the authorities employing staff who have the 
same nationality as him.
Each PCCC coordinator organises the working arrangements of staff under his authority, 
taking into account the statutes of each of the administrations involved. A PCCC coordinator 
is also responsible for the use of the premises.
A PCCC coordinator must be able to exercise his authority over all the PCCC staff of his 
nationality. 
A PCCC coordinator represents the centre together with his foreign counterpart(s).
2.
National coordination of PCCCs
In order to facilitate the coordinators' activities each State may set up a national coordination 
post. This coordinator will have the task of ensuring interministerial consistency on behalf of 
all the national agencies represented in a PCCC and that the PCCCs remain within their remit.
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3.
Distribution of responsibilities between the PCCCs and the national central units coordinating 
international cooperation
PCCCs keep close contact with national central bodies dealing with international cooperation 
(NCBs Interpol, Europol national units or Schengen Sirene bureaus)
A PCCC's responsibilities must not encroach on those of the national central units 
(in particular with regard to organised crime and terrorism) so as not to compromise the 
latter’s competences and objectives.
If, nevertheless, a PCCC receives information within the central units' remit, that information 
must be forwarded immediately. Under the Council Framework Decision of 
18 December 2006 on simplifying the exchange of information and intelligence between law 
enforcement authorities of the Member States, law enforcement agencies have to send 
Europol information within the latter's remit. PCCCs must therefore forward such information 
to the Europol national unit, which will if necessary relay it to Europol itself.
C.
Functional organisation
1.
Human resources
– Staff
In the interests of the group's cohesiveness and the centre's efficiency, it is recommended that 
the centre's staff be specifically and exclusively assigned to it. Within each PCCC the staff of 
the various administrations represented are organised into units. Heads of unit are appointed 
by their home administrations for a set period.
Staff work in multinational, interministerial teams. They should help one another.
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– Staff training 
PCCC staff should have considerable operational experience, sound knowledge of the 
organisation of their home administration and sufficient command of their partners' 
languages. The PCCC staff's language skills and juridical knowledge contribute to the 
success of the support provided.
It is recommended that they have the same entitlement as staff in other departments of their 
home administrations to in-service training. Such training courses are provided both 
nationally and at European level (e.g. by CEPOL).
In addition, they will receive training in common with all PCCC staff regarding each 
participating administrations' responsibilities and the legal instruments specific to 
international cooperation. This training places them on an equal knowledge footing, so 
ensuring good group cohesiveness.
2.
Material resources and day-to-day management
– Opening hours
The parties determine in agreement the opening hours by reference to the need for the 
PCCC's services.
In the interests of a smoothly running service, the parties should adopt the same opening 
hours.
The aim should be for the PCCC to be open twenty four hours-a-day, seven days a week. 
In case that the parties can't open 24 hour-a-day, they should keep a permanent contact point.
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– Communications 
It is advisable for PCCCs to have a secure internal and external communications system, 
using systems similar to those employed by the national operational agencies (telephony, fax, 
e-mail, etc.). To increase efficiency and budgetary rationality, each PCCC party should be 
able to use a national line to communicate with its home country agencies and authorities.
– Access to national databases 
Each unit should have permanent direct access to its own national databases.
– Budgetary aspects 
The costs of installing and operating PCCCs are shared between the participating States, 
which decide on the rules for sharing expenditure. Questions regarding the host State's 
financial responsibility for the initial equipment are to be dealt with in the bilateral or 
multilateral agreements establishing PCCCs. Then, at national level, the operating regulation 
specifies the share payable by each participating administration for a centre's operating 
expenses.
– Computerised management of PCCC activities
Dedicated software should be installed in order to facilitate the circulation of information 
within the PCCC in real time and to ensure daily recording and fast processing of questions 
referred to it and standardised recording of statistics. This software should be available in the 
languages used in the PCCC and should comply with the data protection and privacy 
requirements under both countries' current laws and regulations.
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It should, in addition, provide the coordinator with a tool for evaluating the PCCC's activities, 
enabling him among other things to improve the centre's operating arrangements.
III. EVALUATION
A PCCC has to be evaluated if it is to operate efficiently regarding to its tasks and its functional 
organisation. Joint evaluation exercises should be carried out periodically. An ad hoc committee 
may be set up for that purpose. Its findings will be aimed at improving the centre's operational 
efficiency and the reaching of their mutual expectation.
The frequency of such evaluation will depend on the perceived need to further enhance cross-border 
cooperation.
A.
Composition of the evaluation committee
1.
Status
The joint evaluation committee is a dedicated body established by common agreement of the 
participating States. 
2.
Composition
The evaluation committee will be composed of representatives of each administration and of 
each State participating in the PCCC. The committee is led jointly by the national 
coordinators, where such coordinators have been appointed, or by representatives of the 
central administration designated for that purpose.
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3.
Role
The evaluation committee will make one on-site inspection of the PCCC, during which it 
should identify difficulties potentially compromising the centre's action and propose solutions 
to address them. 
B.
Evaluation procedure
1.
Questionnaire
Before the committee visits the PCCC, a questionnaire will be prepared on the basis of the 
centre's reports (Annex 3: model report).
General questions which could be asked will include: 
– any perceived brakes on the centre's activities ;
– their causes ;
– do the PCCCs meet the needs of the users?
– any changes considered necessary ;
– mutual expectations.
2.
Inspection of the PCCC
The inspection must be pre-announced, since the coordinators, in liaison with the heads of 
unit, will need to prepare their replies to the questionnaire and contribute to ideas on any ways 
of improving the centre's performance on the basis of previous years' reports.
– Organisation of the inspection
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The following sequence is recommended for the on-site evaluation:
– Inspection of the centre's equipment and workstations;
– Interviews with the various actors. 
The coordinators (assisted by their respective heads of unit) should preferably be heard 
separately.
– Record of the joint inspection 
On completing their visit, the committee leaders should initial a jointly drafted record in each 
of their languages setting out their factual observations and the information collected.
C.
Follow-up of the evaluation
1.
Final evaluation report
For the purposes of the final evaluation report the committee will hold a final meeting to draw 
up joint conclusions on the basis of the record referred to above. The evaluation report will 
conclude with the recommended solutions for improving the operation of the centre.
2.
Submission to the higher authorities
The evaluation report together with recommendations will then be forwarded to the 
participating States' competent national authorities for approval.
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3.
Implementation of the recommendations
It is recommended that the joint evaluation report should set a deadline for implementing the 
recommendations. Similarly, the inclusion of a rendez-vous clause will make it possible to 
ensure at a later date that the partner States have implemented the recommendations properly.
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ANNEX 1
OUTLINE MODEL COOPERATION AGREEMENT
Names of the Parties
PART I.
Scope, purpose of cooperation

Agencies concerned and, where appropriate, geographical scope for each Party

Areas(s) and objectives of cooperation 

Legal framework of cooperation
PART II. Organisation of cooperation
The various cooperating agencies
Title I.
Cooperation in police and customs cooperation centres (PCCCs)

Objectives of PCCCs : information exchange services and coordination of operations in 
border areas – non-operational mission

Tasks: harmonising operations, support for hot pursuit and cross-border surveillance, 
assistance with readmission measures, etc.

PCCC staff: status, information exchange, opening hours, etc.

Equipment of PCCC premises
Title II.
Direct cooperation

Secondment of liaison officers

Measures, procedures

Cross-training measures
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Title III.
General provisions on cooperation

Cross-border surveillance 

procedures, competent authorities, etc.

Hot pursuit 
PART III. Implementing rules and final provisions
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ANNEX 2
OUTLINE MODEL OPERATING REGULATION
OF A POLICE AND CUSTOMS COOPERATION CENTRE
A.
GENERAL
1.
Origins and purpose of PCCCs
2.
Reference texts
B.
TASKS OF PCCCs
1.
Information gathering and exchange
2.
Coordination
·
General principles
·
Scope
3.
Other tasks
·
Assistance and unsolicited communication of information (Articles 39 and 46 
Schengen Convention)
·
Assistance with cross-border surveillance and hot pursuit
·
Management of readmissions
C.
ORGANISATION AND OPERATION
1.
Regulatory framework and organisation
2.
The coordinator
3.
Operation
4.
Organisation of data processing
D.
TECHNICAL MEDIA OF COOPERATION
1.
Data files
2.
Links
E.
FINANCES AND LOGISTICS
F.
TRAINING AND REPRESENTATION
FINAL CLAUSE
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ANNEX 3
OUTLINE ANNUAL REPORT OF A CENTRE
1.
Police and customs cooperation centre: budgetary and logistical aspects 
1.
Human resources: current staff numbers and trends
2.
Logistics: premises, inventory of computer equipment, etc.
3.
Budget for the past year: development of budget headings
2.
Activities and measurement of performance
1.
Overall activity (volume of requests, processing time)
2.
Origins and nature of requests (see table below)
3.
Key events (decisive contributions to investigations) 
3.
Outlooks
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Requested by foreign 
Requested by national 
agencies
agencies
TOTAL
Total 
Total 
Change (%)
Change (%)
requests
requests
1. Number of 
requests
2. Subject of 
referrals
Assistance on request
Unsolicited assistance
Cross-border surveillance
Hot pursuit
Readmissions
3. Type of referral
Offences against persons
Offences against property
Financial offences
Non-drug related customs 
offences
Offences related to the 
Aliens' Police
Road traffic offences
Drugs
False documents
Vehicle identification
Public order
Other
TOTAL
Statistical report
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ANNEX 4
MODEL QUESTIONNAIRE:
EVALUATION OF THE POLICE AND CUSTOMS COOPERATION CENTRE (PCCC)
Questionnaire to be completed by the PCCC coordinator

PCCC:…………………………………………………………………………………….

Name of PCCC coordinator/National Supervisory Authority:........................................... 
……………………………………………………………..

PCCC coordinator coordinates the employees of ……….......................................(names of 
authorities)

Date completed: ………………………………………………………………………….
Part I
Budgetary and logistical aspects
1.
Human resources
1.1
PCCC employees
1.1.1. How many PCCC employees has each authority of your state in your 
PCCC?
(Give the current number and that projected)
1.1.2. Do you think it will be necessary to increase or decrease the number of 
staff in the PCCC? If so, by how many?
Give reasons
1.1.3. In case the projected number of employees has not been reached, what has 
hampered the full staffing of the PCCC?
1.1.4. Express as a percentage the fluctuation of the staff in the PCCC? What are 
the most common reasons for their leaving?
1.1.5. How many staff is present in the PCCC during working/operating hours?
1.1.6. Do you think it would be appropriate to increase or decrease the number of 
staff present in the PCCC during working/service hours? Give reasons
1.1.7. What are the requirements for recruiting staff?
(Including level of knowledge of foreign languages)
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1.1.8
Do you think it would be useful to change the requirements for recruiting 
employees? If so, say how. Give reasons.
1.1.9
What training in international police cooperation do PCCC employees have 
to complete? What training does the PCCC organise, who takes part in it 
and how, what is its substance, when (before and after joining the PCCC) 
and how often does it take place?
1.1.10 Do you think it would be useful for PCCC employees to take part in other 
training activities? If so, say what. Give reasons.
1.2.
PCCC coordinator
1.2.1.
Please explain how the cooperation with other coordinators in your PCCC 
is organised (e.g. number of meeting, structure etc.)?
2.
Material resources
2.1.
Premises
2.1.1.
What premises do you have at your disposal (e.g. number of offices, type 
of accommodation etc.)? 
2.1.2.
Has a joint office been set up? Explain the advantages and disadvantages of 
this kind of cooperation.
2.1.3.
Do you need to carry out any construction and/or technical modifications? 
If so, what? Give reasons.
2.2.
Equipment
2.2.1.
What equipment do you have?
2.2.2.
What other equipment do you suggest installing in the PCCC? Give 
reasons.
2.3.
Working time
2.3.1.
Is your PCCC operational 24hrs per day? Would it be useful to change 
operating/working hours at the PCCC? If so, what do you suggest? Give 
reasons.
If the PCCC is not operational 24 hrs per day, do you have a permanent 
contact point? 
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2.4.
Automated management activities
2.4.1
Is there any purpose-built software installed (e.g. a common protocol) for 
circulating information in your PCCC in real time and for registering and 
rapidly resolving related questions and standardised registration of 
statistics?
2.4.2.
Is this software available in your language?
2.4.3.
Does this software satisfy the requirements of the protection of personal 
data under the current legislation of your state?
3.
Budget
3.1.
Shared costs
3.1.1.
How are establishment and running costs in a PCCC shared between the 
authorities of your state and those of another participating state?
3.1.2.
Do you think that it would be appropriate to change the way in which such 
costs are shared? If so, how? Give reasons.
3.2.
Expenditure
3.2.2.
How much do you spend on your activity (e.g. operation of the building, 
equipment, training, promotion of the PCCC)
3.2.3.
Do you think it is necessary to increase or decrease your budget in the 
PCCC? If so, by how much? Give reasons.
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Part II
Activities and measurement of performance
A) method of carrying out tasks (quality)
4.
Exchange of information
4.1.
Submission of requests to provide information from abroad
4.1.1.
Which state bodies in your country ask you to obtain information from 
abroad?
4.1.2.
On average how long does it take to deal with particular kind of requests?
(From receipt of the request to dispatch of the response to the requestor)
4.1.3.
Do you think that the requests could be dealt with faster? How?
4.1.4.
What have been the commonest reasons for refusal of your requests?
4.2.
Handling requests to provide information abroad
4.2.1.
On average how long does it take to deal with these requests?
(From receipt of the request to dispatch of the response to the requestor)
4.2.2.
Do you think that the requests could be dealt with faster? How?
4.2.3.
What have been the commonest reasons for refusal of requests received 
from abroad?
5.
Support for executive bodies
5.1.
Joint operations
(e.g. Chapter V of the Prüm Treaty or Article 17 of the Prüm Decision)
5.1.1.
What is your involvement in this type of cooperation?
5.1.2.
Do you think that the scope and/or form of your involvement should be 
changed? How? Give reasons
5.2.
Hot pursuit
5.2.1.
What is your involvement in this type of cooperation?
5.2.2.
Do you think that the scope and/or form of your involvement should be 
changed? How? Give reasons
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5.3.
Cross-border surveillance
5.3.1.
What is your involvement in this type of cooperation?
5.3.2.
Do you think that the scope and/or form of your involvement should be 
changed? How? Give reasons
5.4.
Readmission of persons and seizure of goods
5.4.1.
What is your involvement in this type of cooperation?
5.4.2.
Do you think that the scope and/or form of your involvement should be 
changed? How? Give reasons
6.
Analyses, situation reports and public relations of PCCC
6.1.
Analysis of cross-border crime
6.1.1.
Do you produce analyses of cross-border crime? What is their structure and 
content? To whom are they issued?
6.1.2.
Do you produce a joint analysis of cross-border crime with bodies from 
another participating state? How frequently? What is their structure and 
content? To whom are they issued?
6.1.3.
Do you think it would be useful to make any changes as regards these 
analyses? What and how?
6.2.
Situation reports
6.2.1.
Do you produce situation reports? How often? What is their structure and 
content? To whom are they issued?
6.2.2.
Do you produce a joint situation report with bodies from another 
participating state? How frequently? What is their structure and content? 
To whom are they issued?
6.2.3.
Do you think it would be useful to make any changes as regards these 
reports? What and how?
6.3
Public relations of PCCC
6.3.1.
How do you inform executive units of PCCC activities?
6.3.2.
How do you inform the public of PCCC activities?
6.3.3.
Do you think it would be useful to make any changes in this area? What 
and how?
B)
Statistical data (quantity) - Table in ANNEX 3 of Guidelines
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Part III
Outlooks
7.
Concluding questions
7.1.
Assessment of PCCC operation
7.1.1
How do you assess the operation of your PCCC?
7.1.2.
What problems do you wrestle with in your activities? What causes them?
7.1.3.
What changes would you suggest making to the way your PCCC operates 
that has not been covered in the foregoing answers?
7.2.
Other 
7.2.1.
Are any questions missing from this questionnaire? If so, enter these 
questions (including your answers to them) in the Annex to the 
questionnaire you have completed.
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ANNEX 5
SPECIFIC ANALYSIS OF CROSS-BORDER CRIME WITHIN A PCCC
1.
General framework
An accurate and updated picture of criminality allowing for an accurate evaluation of the criminal 
risks is a determining factor in the framework of the development of a security policy which aims 
at being efficient.
In the border regions, this picture – in order to be complete – cannot be limited to data stemming 
from one single country, but should also take cross-border aspects into account.
As cross-border exchange platforms, the Police and Customs Cooperation Centres (PCCCs) have 
authority for bringing an important contribution to the global picture of criminality in their border 
regions and to position themselves as ‘observatory of cross-border crime’.
2.
PCCC specific action
Within this framework, the PCCCs enrich the analysis of cross-border crime, whilst carrying out 
all or some of the following functionalities:
·
follow-up of criminal events and offences taking place in the border region falling within their 
competence in order to detect:
o
possible relations between events, operating modes and/or perpetrators,
o
any particular evolution of criminal risks, such as the appearance of new security 
problems, phenomena, trends and/or modi operandi,
so as to prevent as soon as possible and, if need be, beforehand the authorities 
concerned (‘early warning system’);
·
identification of connections between events or present or past facts: the incoming 
information is compared to already available data within the PCCC in order to detect possible 
links between them;
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·
support to the coordination and to the follow-up of cross-border inquiries through:
o
keeping an update overview of the inquiries ongoing in the border region,
o
detecting links between the several inquiries on each side of the border,
o
information and making contact with the different services investigating on the same 
facts and/or the same persons;
·
on request, follow-up of specific groups of perpetrators and/or specific studies within the 
framework of specific phenomena;
·
the relay between international, national, regional cross-border analysis through
o
the integration of international, national and regional analysis in the picture of 
criminality in the border region,
o
handing over to the relevant regional and/or national authorities the cross-border 
analyses carried out within the PCCCs which could fill in the regional, national and/or 
international security picture.
3.
Possible sources
The implementation of these functionalities by the PCCCs presupposes the access to some sources, 
such as:
·
the use of the respective national databases accessible within the PCCC;
·
the use of the documentation gathered within the PCCC:
o
information bulletins,
o
reporting of inquiries,
o
wanted posters,
o
reporting,
o
operations or inquiries reports,
o
analyses (international, national or regional),
o

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·
the use of the police daybook containing the information exchange via the PCCCs - in the 
framework of the requests addressed to the latter;
·
participation in cross-border working groups, consultations, …;
·
operations taking place in the border area;
·
regular exchange with the other partners (national and/or regional) entrusted with the task of 
collecting and analysing the information in the border region;
·
setting up standard comparison processes for information relating to some specific entities;
·
any other possible source.
4.
Success factors
To be effective, the analysis of cross-border crime within a PCCC requires (at least):
·
continuously feeding information about criminal events and offences concerning the border 
region by the services and authorities concerned;
·
a joint effective record: software enabling communication, registration and data processing 
with the PCCC;
·
dedicated, competent and experienced staff.
5.
Scope
The analysis of cross-border crime carried out within a PCCC will mainly be oriented 
geographically on the border region as defined in the different bi- or multilateral agreements 
concerned.
Within this framework, the PCCCs are mainly interested in the activities linked to petty and middle 
crime and act as a relay for serious crime.
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The analysis of cross-border crime within a PCCC is to be complementary to the analyses carried 
out at the national, regionaland European levels and is done in partnership with the services 
competent in the cross-border region, in order to form a global picture of security in the regions 
concerned.
This analysis is mainly carried out for the law enforcement agencies of the border region as well as 
for the authorities competent entrusted, in this region, of deciding on the strategies and priorities 
in the field of security. It is thus aimed at bringing an added value, both on the operational level 
and in the development of the security policy.
_____________
 
 
1
For the purposes of this text, "region" means an area in which various countries undertake 
a specific cooperation.
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