1

Innovation and Networks Executive Agency (INEA):

A General Overview

CEF-Telecom

SAFER INTERNET GENERIC SERVICES CALL FOR PROPOSALS – INFO DAY

23 May 2014

Presentation overview • Welcome to INEA

• INEA at a glance

• Programmes and tasks

• Budget

• Organisation

• Partnership with the Commission

• Management and supervision

• Goals

• Track record

• Past financial and operational highlights

• Key Performance Indicators

• Added value for you

2

Welcome to INEA

INEA - Innovation and Networks Executive Agency Operational since 1 January 2014

3

INEA AT A GLANCE

Established 23 December 2013 – 2013/801/EU. Specific tasks are outlined in C(2013) 9235 of 23 December 2013 and concern phases of programme implementation and stages in the lifetime of projects

115 specialist staff – multinational team (25 nationalities) mostly with experience from the EU institutions. 200 more new staff to be recruited including energy specialists – 62 new staff in 2014

Supervised by 4 parent Commission DGs: ENER, MOVE, RTD, CNECT

Set to manage over 2000 projects with a budget of €37 billion

4

Programmes and tasks

From 2014 to 2020 INEA has been entrusted by the Commission with the implementation of parts of several major EU programmes:

• CEF programme (transport ⃰, energy and telecommunications);

• Transport and energy research under the Horizon 2020 programme;

• The legacy of the TEN-T programme;

• The legacy of the Marco Polo programme (which under the last MFF was managed by EACI – now EASME)

5

* Including Cohesion Fund allocation

Budget to be managed by INEA (Total: €37 billion)

INEA internal organisation

7

Director Dirk Beckers

1

CEF Department (C)

Dirk Beckers (Acting)

Horizon 2020 Department (H)

Alan Haigh

Programme Support &

Resources Department (R) Anna Panagopoulou

C01 - Transport

Morten Jensen (Acting)

Baltic Sea (DE, DK, SE, FI, EE, LV, LT, PL) +

MoS, ERTMS

C02 - Transport

Cristobal Millan de la Lastra

East Mediterranean, Black Sea, Southeast

Europe (AT, CZ, SK, SI, HU, HR, RO,BG,

EL,IT,MT,CY) + Marco Polo

C03 - Transport

Yiannis Giogkarakis

West Mediterranean, Atlantic Sea

(PT,ES,FR,BE,NL,LU,UK,IE) + ITS, RIS, ATM

C04 – Energy & ICT

Yiannis Giogkarakis (Acting)

H01 - Energy

Alan Haigh (Acting)

H02 - Transport

Alan Haigh (Acting)

R02 - Administrative Finance, Legal

and Financial Management

Dirk Beckers (Acting)

R03 - Operational Finance

Joachim Ball

R01 -Programme Support,

Coordination, & Communication

Bernadette Frederick

Accounting

Milena Chakarova

R04 - HR, IT & Logistics

Anna Panagopoulou (Acting)

Internal Audit

Michael Adriaen

Assistant Thomas Kellermann

8

Partnership with the Commission

Commission defines the policy

Makes all policy-making and programming decisions, carries out institutional tasks Defines strategy, objectives and priority areas of action Selects the projects/actions for co-financing and adopts the Grant Decisions or Agreements Monitors the Agency Evaluates the EU programmes and the Agency’s performance

INEA Makes implementation

happen

Follows up the technical and financial implementation of the actions Manages the entire project lifecycle Executes the budget Gives feedback, assistance and reports to the Commission Provides administrative support to the beneficiaries of EU financing Coordinates with other Commission services, programmes, Institutions and financial instruments

9

Management and Supervision European Commission Parent DGs

• Relationship defined in the Act of Delegation

• Working methods in the Memorandum of Understanding (MoU)

• Responsible for monitoring the Agency

• Report to the EU Commissioners on the Agency’s activities

INEA Steering Committee

• Members appointed by the Commission represent the parent DGs

• Supervises Agency activities including: Annual Work Programme, Administrative budget, Annual Activity Report, Annual Accounts, organisational structure, internal control, audit and communication

Management Team

• Director, Heads of Department/ Unit - all Commission officials

10

Goals

Support to the Commission

• Feedback for policy-making through contributions to programme evaluation and reporting on implementation

• Promote the EU programmes and increase their visibility

• Exploit cross-programme synergies and economies of scale

• Assist in optimising EU financial support to attract private finance

Support to implementation

• Use expertise to increase efficiency of project/programme management

• Streamline and harmonise procedures

• Bring innovative ideas, concepts and products to implementation

• Bridge the gap between research results and infrastructure development

Support to beneficiaries

• Provide a single and simplified access point for funding

• Develop close working relations

• Promote best practices, offer guidance and technical support

• Develop synergies with stakeholders

• Provide technical support to all stakeholders in financial engineering

Track record

INEA is the successor of the Trans-European Transport Network Executive Agency (TEN-T EA) TEN-T EA was originally created by the European Commission in 2006 to manage the technical and financial management of the TEN-T Programme, projects and budget TEN-T EA's project portfolio consisted of 594 projects, with 100 employees and a budget to manage of €7.4 billion (TEN-T Programme 2007-2013) and €0.8 billion (2000-2006.)

Experience gained by TEN-T EA laid a solid foundation for future programme and project management

11

Past financial and operational highlights TEN-T EA's excellent reputation and performance resulted in INEA being given the largest

budget of all executive agencies in the current financial period 2014-2020 (5x TEN-T EA's

previous budget - €7.4 billion to 37 billion)

TEN-T EA delivered expertise, service and high quality programme management to

stakeholders – in particular by improving technical and financial follow-up,

streamlining and simplifying processes, and increasing visibility of results and

successes. Best practices were developed and recognised as benchmarks by stakeholders

• 1200 proposals evaluated in 11 Calls for Proposals

• 833 new actions and amendments adopted – 374 on-going

• 1000 meetings with beneficiaries organised in last 3 years

• 2000+ payments made

• 12 Info Days and Project Management Workshops - 4000 participants

• Mid-term review of project portfolio enabled reallocation of unused funds to new calls for proposals. €311 million re-injected into the programme.

• Close monitoring allowed further re-cycling of funds - calls in 2012/2013 for almost €2 billion

• Feedback to policy-making through contributions to programme evaluation, and reporting on implementation, in particular at Member State and Priority Project level

12

Key Performance Indicators I • Excelling vis-à-vis the requirements of the Financial Regulation in particular for the

time to pay, and the time to grant

• Late payment rate close to 0%

• Residual error rate for the TEN-T Programme 2007-2013 of less than 1%

• 100% of the budget executed each year

• 15-20 external audits each year (20% of payments from the preceding year)

13

Improvements in the net time taken to make payments to the beneficiaries

Improvements in the gross time to pay

Key Performance Indicators II

Time to inform: from deadline for submitting applications for funding, to date of last letter sent to inform applicants of the results

Time to grant: from date of the last letter sent to inform applicants of the

result of the selection procedure, to date of the signature of the grant agreement by the last party or date of notification of the grant Decision

14

Time to inform Time to grant

INEA's added value for you: Support for the deployment of broadband networks and promotion of interconnected and interoperable national public services on-line through the effective and efficient technical and financial management of the CEF Telecom Programme • Improved financial management

• More dedicated resources to better monitor the actions

• New project management approaches, techniques, IT tools, templates, forms

• Simplified/streamlined administrative procedures

• High quality support to project promoters — in particular expertise in financial

engineering, engineering, environmental issues and public procurement etc.

• Simplified and streamlined procedures and work flows (revised models, forms etc.)

• Faster response times (reduced time to pay and rapid reaction to all requests)

• Increased services and targeted flow of information to project promoters, EU

Member States and the Commission

• Improved visibility for EU support to infrastructure actions/projects through

communication/dissemination activities

15

For more information

Internet website: http://inea.ec.europa.eu/

Twitter: https://twitter.com/inea_eu

LinkedIn

16