Secretariat-General Management Plan 2014 · 3 PART 1. Mission statement The Secretariat-General is one of the central services of the European Commission, facilitating its smooth

EUROPEAN COMMISSION Secretariat-General

Secretariat-General Management Plan

2014

Final

2

TABLE OF CONTENTS PART 1. Mission statement....................................................................................................................... 3 PART 2. This year's challenges ................................................................................................................ 4 PART 3. Specific objectives for operational activities ............................................................................... 6

1. Activity "Coordination within the Commission"............................................................................... 6 A. Strategic planning and programming............................................................................................................7 B. Coordination of policies ........................................................................................................ 10 C. Political analysis and policy advice .............................................................................................................12 D. Corporate IT governance................................................................................................................................12 E. Business continuity............................................................................................................................................14 F. Deontology of the European public service..............................................................................................15

2. Activity "Co-ordination and relations with other institutions" ........................................................ 18 3. Activity "Better regulation and institutional development" ............................................................ 20

A. Institutional development ................................................................................................................................20 B. Smart regulation .................................................................................................................................................21

4. Activity "Commission's policy coordination and legal advice'" ..................................................... 23 A: Relations with stakeholders ...........................................................................................................................23 B: Access to Commission documents and archives...................................................................................24

5. Activity "Support for the Commission and Protocol" .................................................................... 25 A. Decision-making procedures and tools......................................................................................................25 B. Document management and archives .......................................................................................................30 C. Data protection ...................................................................................................................................................31 D. Protocol .................................................................................................................................................................32

PART 4. Specific objectives for horizontal activities ............................................................................... 33 1. Activities "Policy strategy and coordination" and "Administrative support" for the SG ................ 33

List of acronyms.......................................................................................................................................................42

3

PART 1. Mission statement The Secretariat-General is one of the central services of the European Commission,

facilitating its smooth and effective functioning.

It is the President’s department, operating under his authority and serving the College and the

Commission Directorates-General. It manages the Collegial decision making process and

ensures the alignment of Community policies with the political priorities of the Commission.

In particular, the Secretariat-General:

• Initiates, defines and designs the Commission’s strategic objectives and priorities and

shapes cross-cutting policies;

• Coordinates, facilitates, advises and arbitrates - so as to ensure the coherence, quality

and delivery of policy, legislation and operations across policy areas and Commission

departments;

• Facilitates the smooth running of the Commission through planning, programming and

operation of an efficient and modern registry;

• Acts as the Commission’s interface and manages relations with the other European

institutions, national parliaments and non-governmental organisations and entities;

• Fosters the Commission’s institutional strengths and the development of a service

oriented, transparent, responsible European administration which works to the highest

standards of ethics and integrity.

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PART 2. This year's challenges This management plan sets out our main goals for 2014 and explains how we will organise

our human and financial resources to meet them. This will be a year of continued policy

delivery with the added challenge that we must deliver during a year of institutional transition.

The Secretariat-General will play an important role in helping the President and College to

complete their political priorities for this mandate, in particular through intensive work with the

European Parliament and the Council to secure agreement on key Commission proposals

before the parliamentary recess. Now that an economic recovery is underway, many of these

proposals will help to support growth across the EU.

We will continue to co-ordinate the implementation of the Europe 2020 strategy for growth and

jobs, preparing for its mid-term review. We will also co-ordinate work on the European

semester of economic policy, including the development of this year's country-specific

recommendations and the setting of priorities for a new cycle in 2015.

Another priority will be consolidating and deepening our work on smart regulation, in particular

the next wave of the 'REFIT' regulatory fitness programme. The first results of this programme

were well-received and have helped to raise awareness within the Commission, the other EU

institutions and Member States of the importance of regulatory fitness. The impact

assessment culture is increasingly well-established in the Commission and we are now

working to complement this with a sharper focus on the ex post evaluation of our policies.

Making the Commission more efficient and improving the way we work together will remain

high on our agenda throughout the year. A good example of this is our project to streamline

and rationalise the Commission's decision-making procedures. The Secretariat-General is

working with DIGIT to develop a more integrated and user-friendly IT system - the 'dorsale

décisionnelle' – to support all stages of our decision-making. This type of efficiency

improvement is all the more important in view of the constraints on staffing levels over the

coming years.

As well as delivering on our current priorities, this year will also be dedicated to the

preparation of the arrival of a new College. We will work to ensure the continuity and

coherence of the Commission's operations throughout this period, and to facilitate the

administrative and practical aspects of the changeover. We will also contribute to the definition

of future political priorities and help to translate these into the Commission Work Programme

for 2015, and will coordinate the preparation of the hearings of the Commissioners-designate

in the European Parliament.

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The recent changes to the structure and working methods of the Secretariat-General will help

to ensure that we are able to rise to the many challenges we will face in the course of 2014

and beyond. I have every confidence we will succeed.

Catherine Day

Secretary General

***

Key performance indicators for the SG

• Implementation rate of items on the Commission work programme (CWP)

• Quality of the Commission's analysis and pertinence/relevance of the country-specific recommendations

• Level of integration of workflows and systems linked to the decision-making process ("dorsale")

• Percentage of Impact Assessments backed by ex-post evaluation results

• Number of registered exception notes and non-compliance events (internal control)

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PART 3. Specific objectives for operational activities 1. Activity "Coordination within the Commission" The SG's major role is to support the President and the Commission by:

Providing strategic impetus and leading the planning

process with a view to translating the 5-year political

guidelines of the President into concrete actions

= Strategic planning and programming

Coordinating and steering the work of the other

Commission departments and strengthening inter-

service cooperation

= Coordination of policies

Assisting the President and the College by providing

political analysis and policy advice

= Political analysis and policy advice

Ensuring that the Commission is properly equipped to

continue to function in case of business disruptions,

crises or disasters

= Business continuity and crisis management

Protecting the reputation of the institution by ensuring

that the Commission complies with the highest ethical

standards of service

= Ethics in the Commission

Overseeing the streamlining and the harmonisation of

business processes and steering the work on the

Commission's corporate IT strategy

= IT governance

http://ec.europa.eu/commission_2010-2014/president/pdf/press_20090903_en.pdf

http://ec.europa.eu/commission_2010-2014/president/pdf/press_20090903_en.pdf

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A. Strategic planning and programming

The Commission's work is built around a set of political priorities, first established in the 5-year

political guidelines of the Commission President, reflected in the State of the Union address

and expressed in the annual Commission's Work Programme (CWP). These political priorities

are also reflected in the proposal for the annual EU budget.

In this context, the SG is responsible for:

coordinating the preparation and adoption of the CWP and monitoring progress on its

achievement;

overseeing the alignment of the strategic planning of Commission services with the

political priorities of the Commission and monitoring progress in delivering on

commitments;

managing the Activity-Based Management/ Strategic Planning and Programming

(ABM-SPP) process so that Commission DGs correctly identify priorities, objectives

and indicators and deliver on the commitments taken by the Commission;

encouraging measures necessary to enhance sound financial management by all

Commission departments and to address identified weaknesses;

in a context of limited resources, ensuring that the organisation of services and the

allocation of human resources is conducive to the effective delivery of the EU's policy

priorities;

contributing to the management of Commission staff in delegations through its

participation in COMDEL and EUDEL committees;

the European citizens' initiative (ECI).

Specific objective 1: Support the definition of the political priorities of the Commission for 2015 and monitor progress in delivering the commitments in the Commission Work Programme 2014.

⌧ Non-spending

Result indicator: Implementation rate of CWP Annex II initiatives (i.e. new initiatives) (Source: SG)

8

Baseline (2010)

71%

Latest known result (2013)

83% for * items (commitment to deliver)

Target (end 2014)

Implementation rate of CWP 2014 for Annex II initiatives

planned in 2014: 100%

Main outputs in 2014 Description Indicator Target

Regular forecast and execution

reports

Completion End 2014

Commission Work Programme 2015 Completion End 2014

Revision of the internal guidelines on

ECI procedures.

Completion End 2014

Communication: revision of the guide

on the citizens' initiative.

Completion End 2014

Responsible entity: Directorate C Specific objective 2: Pursue the implementation of a performance management framework and allocation of adequate resources in all Commission services in order to deliver efficiently on the political priorities of the Commission.

⌧ Non-spending

Result indicator: Number of reservations included in annual activity reports (AARs) of the DGs for at least 3 consecutive years (Source: SG)

Baseline (2009)

4


14

Target (end 2014)

Ensure DGs take corrective action to lift all reservations

except for those that relate to errors which will be only

avoided in the next programming period

Main outputs in 2014

Description Indicator Target Revision of standing instructions for

the preparation of the management

plans

Completion September 2014

Synthesis Report of management

achievements

Completion June 2014

Revision of guidelines on the

preparation of 2014 Annual Activity

Completion October 2014

9

Reports

Responsible entity: Directorate B

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B. Coordination of policies The Commission bases its policy and legislative proposals and its decisions on sound internal

cooperation. The need for coordination has increased in recent years as a result of increased

decentralisation of responsibilities and the interdependence and multidisciplinary nature of

many EU policies.

In this regard the role of the SG is to:

steer the Europe 2020 strategy for smart, sustainable and inclusive growth;

foster inter-service co-operation;

shape and develop cross-cutting policies;

facilitate co-operation between Commission services and the EEAS;

coordinate the services' involvement in the G8/G20 preparatory process.

In 2014, SG will continue to monitor and assess the progress of each Member State towards

meeting the Europe 2020 national targets through staff working documents underpinning the

country specific recommendations. Based on the current situation, more ambitious

commitments will be required to reach the global EU targets. SG will also continue to monitor

progress in the delivery by DGs of all initiatives necessary for the roll-out of the seven EU

flagship initiatives. The initiatives were adopted in 2011-2012 to provide the framework for

future actions. The delivery of all further follow-up actions is indicated in the CWP. Also, the

implementation by Member States of the country specific recommendations will be closely

monitored within the European Semester exercise. SG will prepare a stocktaking of the

Europe 2020 strategy, including a public consultation with a view to a possible review of the

strategy by the new Commission in 2015. SG will continue to join up policy making in cross-

cutting policy areas, such as on the 2030 framework for climate and energy. It will continue to

steer the Commission's role under the cooperation and verification mechanisms for Bulgaria

and Romania and will monitor the implementation of the programmes under the multiannual

financial framework.

SG tries to increase the degree of coherence between Common Foreign and Security Policy

(CFSP) policy initiatives and the Commission's external action (and vice versa).. The

Commission is represented at all COREPER and Political and Security Committee (PSC),

including all preparatory bodies, as well as at preparatory Council working groups. SG offers

strong support to the Commission's external action and ensures full functioning of SG/EEAS

coordination mechanisms.

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Specific objective 3: Pursue growth enhancing reforms at both EU and national level by monitoring the implementation of the Europe 2020 strategy and providing guidance and support to Member States in their reform efforts.

⌧ Non-spending

Result indicator: Recognition of the quality of the Commission's analysis and of the

pertinence/relevance of the country-specific recommendations, as evidenced by the absence of/limited

number of factual corrections the Commission has to make.

Baseline (2013)

n/a


n/a

Target (end 2014)

0 -5 corrections


Description Indicator Target

Commission's Annual Growth

Survey launching the European

Semester of policy coordination

Completion End 2014

Country specific recommendations Adoption by Council July 2014

Responsible entity: Directorates D and E

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C. Political analysis and policy advice

The SG is the Commission’s department which directly supports the President and the

College to advance its policy agenda. Reliable, focused and timely political and policy

information is therefore crucial for promoting the Commission's interests and position.

In this context, the SG ensures that the President, Commissioners, Cabinets and SG senior

management are adequately and timely informed on:

• meetings/ developments in the European Council, Council of Ministers, European

Parliament, European Economic & Social Committee, Committee of the Regions and

national parliaments;

• external relations, relations with the European External Action Service and external

representation, including G8/G20 and the external dimension of internal policies;

• developments in Member States, notably through meetings with representatives of

individual Member States and interaction with the Commission's Representations in the

Member States.

This is done, inter alia, through concise, coherent, focused and result-oriented briefings for

meetings and events as well as through political analysis based on full use of internal and

external contacts, databases and networks.

Specific objective 4: Provide the President with high quality briefings as well as flash reports on major institutional issues.

⌧ Non-spending

Result indicator: Number of instances generating negative feedback

Baseline (2011)

3 out of 276


0 (out of 266)

Target (end 2014)

0

Responsible entities: Directorates B, D, E and F

D. Corporate IT governance Corporate IT governance activities include steering the Commission's IT strategy and

overseeing the streamlining and harmonisation of underlying business processes. It concerns

all types of IT investments, in all DGs, offices and executive agencies, on all budget lines. It is

an important contributory factor to operational effectiveness and more efficient use of

resources in the Commission. It is based on strong collaborative efforts and agreements

undertaken taken by the DG and offices, resulting in the increased sharing of common

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processes and core IT services as well as the co-financing and joint development of new

reusable solutions and services.

Specific objective 5: Achieve greater operational effectiveness and resources efficiency of the organisation by streamlining, optimising and harmonising business processes and their automation through developing and implementing a robust and visionary corporate IT strategy.

⌧ Non-spending

Result indicator: Number of IT systems in the Commission (Source: Commission)

Baseline (2010)

1696


1697 (provisional figure)

Milestone (end 2014)

1250 systems by end 2014,

with an improved distinction

between "systems" and

"sub-systems/reusable

modules")

Target (end 2015)

< 1100



Projects examination Number and size [expressed in total

cost of ownership (TCO)] of

examined projects

100% of the

portfolio should

have been

examined by 2014,

representing a five

year TCO of

around EUR 1.6

billion

Task force recommendations Number of task force

recommendations addressed

End 2015: all

addressed or

permanent

End 2014: 25

completed or

permanent and 8

ongoing

Responsible entities: Principal Adviser on IT with contributions from Directorates A, B, R

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E. Business continuity

Business Continuity Management (BCM) addresses preparation for major disruptions affecting

the Commission activities. The SG is responsible for steering the corporate process and for

implementing business continuity measures in the SG itself.

The Local Security Officer (LSO) assists the Secretary General in the discharge of her

responsibility for security issues by monitoring the correct implementation of the Commission's

internal security rules, as laid down in the Commission Decision 2001/844/EC and Security

Notice 5.

Crisis Management addresses natural and man-made catastrophes at EU or global level. The

SG oversees for the President the readiness of the relevant services and ensures proper

coordination through ARGUS in case of major multi-sectoral crises and threats.

Specific objective 6: Foster the Commission's capacity to answer unexpected events quickly, efficiently and in a coordinated manner and, in the case of a major business interruption, ensure that the Commission is able to maintain critical and essential functions, continue to operate and return to normal activities as quickly as possible.

⌧Non-spending

Result indicator: Percentage of DGs and executive agencies (EAs) which adopted and sent to

SG new Business Continuity Plans (BCP) compliant with the SG's guidance

(Source: SG) Baseline (2010)

13% of 42 DGs – 6 EAs not considered


80% of 39 DGs and 6 EAs

Target (end 2014)

90%

Result indicator: Percentage of DGs and executive agencies which used and passed the

Business Continuity Management (BCM) self-assessment tool created in 2012 to evaluate the

BCM competence, capability and relative maturity of all Commission entities

(Source: SG) Baseline (October 2012)

56% of 42 DGs and 6 EAs have used the tool


93% of all 39 DGs and 6 EAs have used the tool and, out of

these, 81% passed

Target (end 2014)

95%

Result indicator: Fast response (within maximum 60 minutes) from the Duty Officers

(Source: SG)

15

Baseline (2011)

62% of all DGs (the EAs were not in the scope)


85% of all DGs

0% of 6 EAs (first time in the scope)

Target (end 2014)

More than 80% of all DGs [85% in 2013 was an

exceptional result above target and expectations]

More than 50% of 6 EAs Main outputs in 2014


BCN (Business Continuity Network)

inter-service meetings

Number of BCN (Business

Continuity Network) inter-service

meetings

4 by end 2014

Responsible entity: Directorate A

F. Ethics in the Commission

In the context of ethics, the SG supports and fosters the full and coherent implementation of

the Code of Conduct for Commissioners by giving accurate and clear answers to requests

addressed by Commissioners and their Cabinets and/or by DG COMM and citizens. The SG

is also in charge of the annual update of the declarations of interests of the Commissioners.

The SG follows up the complaints procedure foreseen by the Commission's Code of Good

Administrative Behaviour, including the legal analysis of appeals to the Secretary General

under the Code, and the drafting of relevant answers after consultation of the Legal Service.

The SG manages the Commission's Code of good administrative behaviour mailbox and

analyses the departments' requests for participation in private-law organisations and

amendments to the existing participations.

The SG also manages mails and transmission of information in conformity with the

Memorandum of Understanding between the Commission and OLAF. It ensures effective

coordination of information about cases which require precautionary measures (in order to

protect the financial and reputational interests of the Union) by organising "Clearing House"

meetings with a view to monitor that information and/or allegations of fraud are treated

according to existing procedures, and to make sure responsible Commissioners and

Directors-General are kept up-to-date on those cases where the reputation and/or financial

interests of the institution are at stake.

16

Specific objective 7: Foster the highest ethical standards of service in order to encourage ethical conduct and accountability and ensure, in the SG, high ethical standards and an anti-fraud culture.

⌧ Non-spending

Result indicator: % of SG anti-fraud action plan measures implemented according to their set

deadline (Source: SG)

Baseline (2013)

0%

Target (end 2014)

100%



Communication campaign

promoting the roles of the anti-fraud

contact person and the ethics

correspondent and design of an

integrated ethics - anti-fraud

website

Completion End 2014

Adequate preparation and

awareness raising actions for

setting up of the new Commission

in order to achieve full and

coherent implementation of the

Code of Conduct for

Commissioners

Completion End 2014

Update of list of FAQ on issues

related to ethical matters,

especially as concerns the

implementation of the Code of

Conduct for Commissioners.

Completion End 2014

Memorandum of understanding

OLAF/Commission

Completion June 2014

Responsible entity: Directorates B, R

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2. Activity "Co-ordination and relations with other institutions"

The Secretariat-General is responsible for relations between the Commission and other

European institutions and bodies. This activity involves:

Providing leadership within the Commission and taking all necessary steps to ensure

coherence in external representation and facilitate endorsement by the European

Parliament and the Council of Commission proposals;

Promoting and managing constructive and efficient working relations with the EU

institutions and the specialised EU bodies (the European Economic and Social

Committee (EESC), the Committee of the Regions (CoR), the European Ombudsman)

and the national parliaments.

The Secretariat-General steers and coordinates the other Commission services in inter-

institutional relations, so as to ensure that the Commission plays coherently its prominent

inter-institutional role and to encourage enhanced cooperation between the EU institutions.

The SG’s position in inter-institutional contacts is pivotal – inter alia - through its role in

coordinating the work of the GRI-HEBDO-College procedure and by preparing the

Commission’s participation in the meetings of the European Council, European Parliament,

Council, as well as ensuring proper follow-up.

The SG will continue to work with the EEAS, in particular the Corporate Board Secretariat, to

ensure the mutual understanding and the respect for Commission procedures where

appropriate.

In 2014, the Secretariat-General will, in particular, help to steer and coordinate the preparation

of the new Commission, in particular with respect to the hearing procedures in the European

Parliament of the Commission President elect and the Commissioners designate.

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Specific objective 8: Coordinate the Commission’s participation in inter-institutional meetings, strengthen its negotiation position, and ensure proper follow-up.

⌧ Non-spending

Result indicator: Number of legislative proposals adopted against the position of the

Commission (e.g. number of instances where the Commission has to force unanimous

agreement in the Council).


13


13

Target (end 2014)

less than 10

Main outputs in 2014 Description Indicator Target

Commission interventions in

Council & EP to promote priorities

and/or to anticipate and/or address

potential difficulties

Number of cases in which the

Commission has to force unanimity

in the Council in case it wants to

depart significantly from the original

proposal

Less than 10 in

2014

Follow-up to National Parliaments

(NP) opinions

Percentage of NP opinions for which

proper follow-up was given within

the self-imposed deadline of 3

months

75% in 2014

High level strategic planning

meetings with presidencies

Number of high level strategic

planning meetings with presidencies

2 meetings /

presidency

Responsible entities: Directorate D, E and F

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3. Activity "Better regulation and institutional development" This frontline activity of the SG entails:

Ensuring overall coherence and proper functioning of

the EU's institutional set-up, in accordance with Treaty

provisions

= Institutional development

Improving the effectiveness and efficiency of EU

legislation by applying smart regulation instruments

throughout the entire policy cycle

= Smart regulation

A. Institutional development

The Lisbon Treaty introduced important changes to the EU's architecture regarding the

decision-making process and the role of the EU institutions. The SG is at the core of work

implementing these provisions, while also remaining responsible for the other "classical"

institutional issues such as comitology, regulatory agencies, etc.

Specific objective 9: Promote the good functioning of the regulatory agencies system.

⌧ Non-spending

Result indicator: Percentage of actions with concrete deadlines (i.e. 2013 or 2014) implemented

under the SG's direct responsibility, stemming from the December 2012 Roadmap on the follow

up to the Common Approach on EU decentralised agencies


0%


50% (15 out of the 30

roadmap actions under direct

Commission responsibility

and having concrete

deadlines)

Target (end 2014)

100% of the actions under SG's direct responsibility

completed or well advanced.



2nd Report on the implementation

of the Common Approach on EU

decentralised agencies

Completion End 2014


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B. Smart regulation

The EU's smart regulation policy – which is a shared responsibility of the European institutions

and Member States – aims at simplifying and improving existing regulation, better designing

new regulation and reinforcing the respect and the effectiveness of existing rules, in line with

the EU subsidiarity and proportionality principles. Smart regulation focuses on the whole policy

cycle – from the design of a piece of legislation, to implementation, enforcement, evaluation

and revision. Implementation is done through the flagship programme REFIT (Regulatory

Fitness and Performance Programme).

SG action in this field has the following components:

Coordination and implementation of the Commission's Regulatory Fitness and

Performance Programme (REFIT) including the mapping and screening of the

regulatory acquis, the identification of actions to simplify and reduce regulatory burden

and the monitoring of results through a scoreboard, paying particular attention to the

SME dimension;

Ensuring the application of smart regulation tools in the Commission and promoting their

use at EU and Member State level, notably impact assessment, stakeholder

consultation, simplification, ex-post evaluation and fitness checks;

Achieving compliance with EU law through reinforced dialogue and co-operation with

Member States.

Specific objective 10: Improve the effectiveness and efficiency of EU regulation by applying smart regulation instruments throughout the legislative cycle.

⌧ Non-spending

Result indicator: Percentage of impact assessments carried out for initiatives with impact

assessment requirement


95%


98%

Target (end 2014)

99%

Result indicators: Percentage of Impact Assessments backed by ex-post evaluation results


18%


16,5%

Target (end 2014)

25%

21

Result indicator: Number of simplification proposals adopted by the Commission

(Source: SG)

Baseline (2010)

5


17

Target (end 2014)

19

(15 REFIT + 4 SRP carried over from 2013)



Communication on evaluation

guidelines

Completion November 2014

Communication on REFIT Completion June 2014

Article 318 TFEU report Completion June 2014

Responsible entity: Directorate C

22

4. Activity "Commission's policy coordination and legal advice" The aim of this activity of the Secretariat-General is to:

actively coordinate measures strengthening a culture

of dialogue between the Commission and civil society

while also increasing the involvement of civil society in

policy making

= Relations with stakeholders

foster effective implementation of rules on openness

and access to documents throughout the Commission

and ensure access to Commission historical archives

by reinforcing inter-institutional and international

cooperation on archives

=

Access to Commission documents and archives

A: Relations with stakeholders Specific objective 11: Foster transparency in relation with stakeholders by encouraging interest representatives to register in the Transparency Register.

⌧ Non-spending

Result indicator: Number of quality checks concerning the correctness of data contained in the

Transparency Register


500


700

Target (end 2014)

800



Annual report and revised

interinstitutional agreement on the


Completion End 2014

Internal and external information

and awareness-raising on the


Completion End 2014


23

B: Access to Commission documents Specific objective 12: Facilitate the public access to Commission documents with a view to increasing transparency.

⌧ Non-spending

Result indicator: Average time needed (working days) for dealing with confirmatory requests

(Source: SG)

Baseline (2010)

89


46

Target (end 2014)

10% improvement (41)



Improved working methods to

speed up the handling of

confirmatory applications (access

to documents).

Completion End 2014


24

5. Activity "Support for the Commission and Protocol"

The Secretariat-General also provides efficient support to the work of the Commission

(College and services). To that effect, it will in particular:

Ensure that all stages of the Commission’s decision-

making process run smoothly and work continuously to

develop modern and effective decision-making

procedures and tools with a view to advancing towards

an e-Commission ("Dorsale décisionnelle" project)

= Commission decision-making procedures and tools

Further improve document management and

modernise the system

= Document management and archives

Safeguard the rights of subjects whose personal data

need to be used by the Commission

= Data protection

Provide protocol assistance and advice for

Commission services

= Protocol

A. Decision-making procedures and tools

The Registry of the Commission ensures the smooth and sound functioning of the

Commission's decision-making process. To this aim, the Registry has been engaged since

2008 in a major exercise of internal modernisation.

In 2014, the Registry will continue to focus its efforts on rationalising processes and

procedures, streamlining IT systems, communicating and providing high-quality assistance to

users. These main objectives will be pursued in the context of: (1) the development and

implementation of the “Dorsale décisionnelle” project (aiming to rationalise procedures and

tools), as well as (2) the steady development and continuous improvement of the "pôle des

procédures" and, notably, of the new GoPro procedural guide and the procedural helpdesk.

Since 2014 marks the transition between the current and the upcoming Commission, the

Registry will strongly contribute to ensuring that this institutional change happens as smoothly

as possible as regards the decision-making process. In this context, the Registry will identify

and assist in the preparation of the first decisions to be taken by the new President and the

new College. This includes, among others, the appointment of the Commission's Vice-

25

Presidents, the attribution of responsibilities among Commissioners and the revision of the

empowerments in order to ensure continuity of the decision-making powers.

In terms of the governance of the institution, the Registry will provide an assessment of the

need for revised versions of the Commission Rules of Procedures, the rules giving them effect

and the corresponding operational modalities, and will eventually make a proposal.

Operationally, the Registry will set up, before the end of the current Commission mandate, a

cleaned-up list of non-processed procedural files. Moreover, the Registry will contribute to the

smooth integration of the new Commissioners and their private offices to their new positions

by means of a module on decision-making in the training programme that will be prepared in

view of their arrival. The Registry is also fully involved in ensuring that, at the moment of the

institutional transition, the first iteration of the "dorsale décisionnelle" project will be in

production which will allow the new Commission to start working in a completely new IT

environment.

Specific objective 13: Standardise and streamline the Commission's decision-making in the context of the legislative and policy lifecycle, by reviewing procedures and processes and streamlining support IT systems ("Dorsale décisionnelle" project).

⌧Non-spending

Result indicator: Level of integration of workflows and systems linked to the decision-making process (Source: SG)

Baseline (2013)

Project launched.

Adoption of vision document.

Milestone (end 2014)

Proposals for the

rationalisation of procedures

First release of the "dorsale

décisionnelle", including:

- enhanced core systems

(CIS-Net, e-Greffe and Vista);

- integrated decision-making

workflow;

- single entry point.

Target (end 2015)

Integration of new types of

documents:

- answers to parliamentary

questions;

- answers to Ombudsman's

inquiries;

- answers to opinions of

National Parliament;

- answers to petitions.

Absorption in the "dorsale

décisionnelle of the related

IT tools: BASIL, ASAP and

Petitions.

Result indicator: Reduction of paper production and distribution by the Registry in the context of

the Commission's decision-making process

26

(Source: SG)

Baseline (2005)

33,5 million pages


15,3 million pages (55%

reduction compared to 2005)

Target (end 2014)

60% reduction compared

to 2013



Project workplan: main

priorities and timing of

analysis and developments

for the first iteration

Adoption Beginning 2014 "Dorsale décisionnelle"

First release Delivery 2014

Vision document Adoption Mid-2014

Prototype Delivery End 2014

Pilot phase for some DGs Delivery 2015

New edition tool

"Legisweb" (successor of

LegisWrite)

Release for all DGs Delivery End 2016

Suppression of paper distribution of written procedures

to cabinets for normal documents

Delivery November 2014

Electronic workflow for the adoption of empowerment

procedures

Delivery November 2014

(provided that the

Dorsale/e-Greffe

systems can

effectively support

it)

Suppression of the paper transmission of legislative

proposals and delegated acts with "lettres de saisine" to

the other institutions.

Delivery End 2014


27

Specific objective 14: Provide useful and updated information, as well as specific guidance, to all Commission users regarding all Commission corporate procedures handled by the SG.

⌧ Non-spending

Result indicator: Rate of completion of the drafting of GoPro, the guide to procedures (Source: SG)

Baseline (beginning 2013)

0%

Latest known result

(end 2013)

53% (38 out of 72)

Milestone (2014)

71% (13 chapters more)

Target (mid-2016 at the latest)

100% of all corporate procedures handled by

the SG



Communication campaign on

GoPro

Completion End 2014

Consolidation, rationalisation

and update of intranet web

pages dedicated to information

on the decision-making process

Completion End 2014

Review of trainings given to

Commission staff on decision-

making procedures and related

tools, in the context of the

release of the "dorsale

décisionnelle"

Completion End 2014


28

B. Document management and archives Specific objective 15: Encourage full implementation of Commission policy on electronic document management and archiving through monitoring, guidance and making available the necessary IT tools as part of a wider Commission information management policy.

⌧ Non-spending

Result indicator: Percentage of the document management and archives lifecycle covered by

corporate IT tools


10%


75%

Target (end 2014)

10% increase

Result indicator: Percentage of IT systems in the document management domain that are

integrated with Hermes-Ares-Nomcom or absorbed into Ares


3% of IT systems in the

document management

domain integrated (8) or

absorbed (1) (out of the 215

systems originally identified)

[source: eDomec Annual Activity

report 2011]


32.5% of IT systems in the

document management

domain integrated (70) or

absorbed (1) by end 2013

Target (end 2014)

> 32.5% of systems in the

document management area

should be integrated with

Hermes



Customisation of software for

Hermes Preservation Services

(HPS) and Historical Archives

Management Information System

(HAMIS): customised archival

repository model, needs analysed

regarding the archives

management module, approach

defined and possible pilots

executed

Delivery End 2014

29

Action plan to implement an

information management strategy

at the Commission

Completion End 2014

Preparation of draft implementing

rules for the amended Archives

Regulation for discussion with the

other institutions.

Completion End 2014

Preparation for approval of new

Framework Partnership Agreement

with the European University

Institute under the amended

Archives Regulation

Completion End 2014


C. Data protection Specific objective 16: Promote respect by Commission services of the right to protection of personal data.

⌧Non-spending

Result indicator: Percentage of compliance with the data protection regulation for the inventory

entries, within the deadline set by the European Data Protection Supervisor (EDPS)


81,8%


96%

Target (end 2014)

> 97%

Result indicator: Number of complaints to the Data Protection Officer (Source: SG)

Baseline (2009)

10


4

Target (end 2014)

< 10

Result indicator: Number of complaints to the EDPS (Source: SG)

Baseline (2009)

5


2

Target (end 2014)

< 10



Further contribution to the reform of

the data protection legal

framework initiated by DG JUST;

launch a reflection on how to

Completion End 2014

30

anticipate entry into force of reform

in the Commission's services

Data Protection Awareness

campaign: surveys, information

sessions, training, communications,

brochures, articles

Completion Q1 2014

More user-friendly DPO website on

MyIntracomm

Completion End 2014

Improved quality of privacy

statements

Completion End 2014

Enhanced visibility and recognition

of DPC function (actions with the

EDPS and inside DGs)

Completion End 2014

Responsible entity: Data Protection Officer

D. Protocol Specific objective 17: Provide the President, the College and DGs with protocol support and diplomatic assistance.

⌧ Non-spending

Result indicator: Number of diplomatic incidents and complaints from the College (Source: SG)

Baseline (2011)

2


0

Target (end 2014)

None



Improvement of expertise on

protocol (training, assistance,

advice, etc.), also in the context of

the preparation of the next

Commission.

Delivery End 2014

Responsible entity: Protocol service

31

PART 4. Specific objectives for horizontal activities 1. Activities "Policy strategy and coordination" and "Administrative support" for the SG

The SG's frontline activities are supported by these two horizontal activities which aim at

fostering a modern, dynamic and effective working environment in the DG.

The following activities contribute to achieving this goal:

• Strategic planning and programming: steering the process of defining the SG

strategic priorities, in line with the President's guidelines, monitor progress in delivering

on commitments and report on achievements;

• Internal control: assessing the compliance with the Commission's internal control

standards and carrying out actions meant to raise awareness and improve the control

environment, the effectiveness of risk management and governance processes.

• Financial resources management: ensuring sound and efficient management of

financial resources through budget preparation, execution and monitoring and by

providing support and service to all staff involved in financial procedures;

• Human resources management: recruiting, training, assessing, motivating and

retaining highly-qualified staff while promoting equal opportunities; promoting a

dynamic allocation of resources in a context of tight resources;

• Internal and external communication: developing and implementing a

communication strategy to foster a good understanding of the activities of the SG and

of the Commission, to support business transformation, boost staff cooperation and

engagement and a smooth flow of information within the DG;

• Liaison with the Representation offices of the Commission in the Member States: developing and supporting the network of Economic Semester Officers and

SG policy officers in Representations, in cooperation with DG COMM;

• Mail and document management: managing the official mail of the Commission, of

the President and of the Secretary-General; implementing an effective document

management system;

• IT: preparing and delivering an IT policy in line with the Commission's IT governance;

ensuring the development of the information systems needed to implement SG

procedures; monitoring progresses and budget execution; liaising with DG DIGIT to

32

provide the IT support and IT infrastructure needed for the functioning of the SG and

the President’s Cabinet;

• Logistics and EMAS: ensuring efficient management of logistics and coordinate

efficient space allocation and taking steps to improve the SG's environmental

performance

In 2014, the preparatory work for the arrival of the new Commission will require significant

efforts in order to ensure overall coherence and progress in the administrative preparation by

the central services (e.g. security matters, administrative support for incoming and outgoing

Members of the Commission and their cabinets, logistics and IT, mail and document

management, and training).

33

Table Financial and Human Resources by ABB activity

ABB activity: 25 02 Relations with civil society, openness and information

Financial resources (€) in commitment appropriations

Human resources

Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

4.042.000 4.042.000 31 3 34

ABB activity: 25 AWBL-01 Administrative support for the Secretariat-General Financial resources

(€) in commitment appropriations Human resources

Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

6.935.626 6.935.626 55 12 67

ABB activity: 25 AWBL-02 Coordination within the Commission Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

144 15 159

ABB activity: 25 AWBL-03 Coordination and relations with the other institutions Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

53 2 55

34

ABB activity: 25 AWBL-09 Policy strategy and coordination for the Secretariat-General Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

20 2 22

ABB activity: 25 AWBL-12 Logistical support for the Commission and protocol Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

113 18 131

ABB activity: 25 AWBL-13 Better regulation and institutional development

Financial resources (€) in commitment appropriations

Human resources

Operational

expenditure Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

75 11 86

35

Brief description of the SG's medium and short term IT strategy

In response to the changed role of the Secretariat-General in cross-service policy

development and coordination, information technology is called upon to provide solutions and

tools that help to integrate and streamline workflows, enable flexible and resource-effective

ways of working and foster collaboration. These solutions will be implemented by delivering

integrated flagship systems in the domains of the legislative lifecycle and document

management and by deploying modern technologies that support mobile and collaborative

working. The set-up of the digital working environment for the next Commission will be a

particular opportunity to provide – on the basis of a thorough needs analysis - effective

solutions as regards usability, security, service and cost.

In parallel, efforts will continue to deliver IT services as resource-efficiently as possible by

consolidating IT infrastructure and support services to DIGIT´s corporate offer. In the domain

of IT governance, the IT unit of the Secretariat-General will continue to provide a substantial

contribution to the peer review of corporate IT projects in cooperation with the IT Governance

Task Force and other units involved in corporate administrative affairs. Finally, particular

emphasis will be placed in 2014 on publishing a series of high value data sets of the

Secretariat-General on the open data portal of the European Union. The IT strategy of the

Secretariat-General is fully aligned with corporate initiatives that aim at rationalising the IT

landscape through the optimisation and harmonisation of business processes, the

development and implementation of common corporate platforms and systems and the usage

of infrastructure and support services provided by DIGIT.

36

Specific objective 18: Rationalise resources management within the SG through:

• Forward planning and more effective management of human resources;

• The implementation of the new IT governance and the related rationalisation of information systems.

⌧ Non-spending

Result indicator: Staff reduction in the SG according to the commitment made by the

Commission


2013: 5 posts

Milestone

5 posts by 01/07/2014

Target (2013-2017)

Over 5 years: 25 posts

Result indicator: Representation (%) of women in senior management, in middle management

and in non-management AD posts in SG

(Source: SG EO performance card produced by DG HR) Baseline (2010)

30% female senior managers

25% female middle managers

47,2% female officials AD non-management


36,4% female senior managers

25% female middle managers

51,2% female officials AD non-management

Target (end 2014)

More than 25% female senior managers (EC official target

2014)

More than 30,8% female middle managers (SG target

defined by DG HR)

More than 43% female officials AD non-

management(EC official target 2014)

Result indicator: Number of Information Systems: before and after the rationalisation


42


351

Target (end 2015)

262

Result indicator: Number of SG staff equipped with mobile IT workstations, smart mobile

devices (smartphones, tablets) and remote access tokens. (Source: SG)

1 Systems phased-out since 2011: Estel, SG Applications Portal, eMeetings, Médiateur, Inter-service Groups, Indis, Documat 2 Systems to be phased out by end 2015: e-Greffe, Vista, CISNet, Basil, ASAP, Petitions (all to be absorbed into Dorsale décisionnelle), NIF, MNE, EU-Pilot (all to be absorbed into Themis), Sybil, Manual of Procedures

37

Baseline (2012)

Mobile IT workstations: 72

Smart mobile devices:

- corporate: 39

- private: 73 Remote access tokens: 338




- corporate: 62


Target (end 2014)



- corporate: 90




SG Human Resources

Management report

Completion End 2014

SG Resources services survey

report

Completion End 2014

IT Master Plan Completion End 2014

Responsible entity: Directorate R Specific objective 19: Develop good external visibility and understanding of SG activities, while at the same time boosting staff engagement and ensuring a smooth flow of information within the SG.

⌧ Non-spending

Result indicator: Degree of implementation of the actions in the SG's internal communication

strategy


Not available

Target (end 2014)

80% Main outputs in 2014

Description Indicator Target External communication strategy Completion End 2014

Internal communication strategy Completion End 2014

New SG intranet with all content

revised and kept up-to-date

Completion Q2 2014

Rationalised and revised SG pages

on MyIntracomm and europa.eu

Completion End 2014

Responsible entity: Directorate F

38

Specific objective 20: Implement and maintain an effective internal control system so that reasonable assurance can be given that resources assigned to the activities are used in accordance with the principles of sound financial management and that the control procedures put in place give the necessary guarantees concerning the legality and regularity of the underlying transactions.

⌧ Non-spending

Result indicator: % of budget execution in commitments of new appropriations (C1) – budget

lines for which SG is accountable in AAR


100%


100%

Target (end 2014)

100% Result indicator: % of number of payments made within contractual deadline (Source: SG)

Baseline (2009)

97%


94%

Target (end 2014)

99%

Result indicator: Number of registered exception notes and non-compliance events (Source: SG)

Baseline (2010)

26


17

Target (end 2014)

decrease Result indicator: % of a posteriori commitments out of total commitments (C1, C4 and C5) (Source: SG)

Baseline (2009)

0%


0%

Target (end 2014)

0%



Awareness-raising campaign on

exceptions and non-compliance

events

Completion End 2014

39

40

List of acronyms Term Definition 2011Q1 – 2011Q4 1st quarter 2011 – 4th quarter 2011 AAR Annual Activity Report AB Administrative burden ABAC Accrual-Based Accounting ABM Activity Based Management ARGUS General Rapid Alert System ASAP Operational IT tool for the follow-up to national parliaments'

opinions ASP Acquis search platform BC Business Continuity BCM Business Continuity Management BCP Business Continuity Programme BIA Business Impact Assessment C3M Community Capacity in Crisis Management CIS-Net Database for Interdepartmental Consultations COM Commission CoR Committee of the Regions COREPER The Permanent Representatives Committee or "Coreper" (Article

207 of the Treaty establishing the European Community) is responsible for preparing the work of the Council of the European Union

COSAC Conférence des organes spécialisés des Assemblées de la Communauté

CSR Country-specific recommendations CVM Cooperation and Verification Mechanism CWP Commission Work Programme DG Directorate General DORIE Documentation et Recherche sur les Questions Institutionnelles

Européennes (database) EA Executive agency EDPS European Data Protection Supervisor EEAS European External Action Service EESC European Economic and Social Committee EIMS Evaluation Information Management System EO European Ombudsman EP European Parliament EU European Union EUI EuropeanUniversity Institute GICE Groupe interservices compétences externes GRI Groupe des Relations Inter-institutionnelles HEBDO Réunion hebdomadaire des chefs de Cabinet Hermes Outil de gestion documentaire IA Impact Assessment IAB Impact Assessment Board IAS Impact Assesment Service IIWG Inter-Institutional Working Group IS Information Systems IT Information Technology MEP Member of the European Parliament MFF Multiannual Financial Framework

41

MS Member States NGO Non Governmental Organisation NOAH Tool for Business Continuity Management in the Commission NomCom Nomenclature Commune=plan de classement de la Commission

(outil de gestion et de consultation) NP National parliaments NRP National Reform Programmes REFIT Regulatory Fitness and Performance Programme RSCC Réunion spéciale des chefs de Cabinet SCA Special Committee Agriculture SG-Vista Application: Official procedures and documents SRP Simplification Rolling Programme SMART Specific, Measurable, Archievable, Relevant, Timed SPOC Single Point of Contact SPP Strategic Planning Programmation SURE Special Committee on Policy Challenges and Budgetary

Resources for a Sustainable European Union after 2013 TFEU Treaty for the Functioning of the European Union TCO Total Cost of Ownership

42

Annex 3: Priority internal control standards

Table Summarising Priority ICS

Priority Control Issues Prioritised in

MP 2013 Effectively

implemented Internal Control

Standards

Summarise the relevant requirements and/or effectiveness criteria

Control issues and planned measures to improve or develop controls

Organisational issues that can improve the DG's performance or control environment

In January 2014 an important reorganisation of the SG took place. The new internal workflows and division of responsibilities require efforts and time to mature and be highly efficient and effective.

Yes No ICS 7 Operational Structure The IT systems owned by the DG need to

use all possible synergies to the maximum extent possible. Avoid duplication of investment and ensure interoperability.

The 'Dorsale décisionelle' project streamlining the IT systems supporting the decision-making process was launched in 2013, aiming to rationalise the procedures and tools in this area.

The DG’s main operational and financial processes and procedures and IT systems are adequately documented.

GoPro, the guide to all Commission users regarding corporate procedures handled by the SG, is under development. Progress was achieved in 2013 but the work needs to continue. Yes No ICS 8 Processes

and Procedures A method is in place to ensure that all instances of overriding of controls or deviations from established processes and procedures are documented in exception reports, justified, duly approved before action is taken and logged centrally.

An awareness-raising campaign on exceptions and non-compliance events is planned for 2014

43

Annex 4. Planning of studies (evaluations and other studies)

N° Title Context, Intended Use Associated DGs

CWP, Fitness Check, required by legal basis,

other (specify)

Prospective (P) or

retrospective (R)

External (E), internal (I),

internal with external

support (I&E)

Expenditure programme (E), Regulatory

instrument (R),Communication actvity (O), Internal

Commission activity (I)

Start (month/ year)

1 ABRplus Study COSME work programme

P E I Jan-14 Dec-14 NA

2

Study on common security requirements for systems with standard requirements

Compliance with Commission's IT Security Policy

R E I Jan-13 Jul-14 NA

3

Study on common security requirements for systems managing personal data

Compliance with Commission's IT Security Policy

R E I Jan-13 Jul-14 NA

II. Evaluations planned to start in 2014 or later

Timing

End (month/ year)

I. Ongoing evaluations (work having started in previous years)

Type of evaluation or study

III. Other ongoing or planned studies

44

Annex 6. Communication strategy Executive Summary

The Secretariat-General plays a key role in shaping and coordinating cross-cutting policies. Its external communication strategy for 2014 focuses on supporting the corporate communication themes set by the Communication Steering Board, in particular "EU makes doing business easier and better" and "Tackling unemployment and creating jobs". The SG will contribute, by reinforcing the strategic vision, to the corporate narrative at the request of DG COMM and contribute to create coherence and alignment across DGs in the external policy messages by participating, wherever appropriate, in corporate communication projects. Contribution to communication efforts in view of EP 2014 election will be also provided wherever necessary and in coordination with other institutions, in particular EP. Contribution to communication activities around the set up of the new Commission will also be ensured in cooperation with DG COMM and SPP.

Liaison with the Commission's representations will be further reinforced in view of streamlining policy communication to key stakeholders in the Member States.

The SG will also contribute to the communication packages (i.e., press material, lines to take, web content, etc.) prepared by DG COMM and the SPP on the Commission priority areas related to the Europe 2020 strategy and economic governance, State aid modernisation, efficient use of resources and Smart Regulation, including regulatory simplification and burden reduction (cutting red tape).

In addition to the actions related to policy priorities, SG will complete the rationalisation and consolidation of its web sites on Europa in close cooperation with DG COMM.

Internal communication priorities will aim at promoting the services provided by the SG to other Commission departments in areas where the SG coordinates policies and procedures, including decision-making process, strategic planning and programming, application of EU law, transparency, document management, business continuity and crisis management.

Communication within the SG will focus on promoting a dynamic and collaborative work environment by implementing active exchanges of information on the SG major policy developments and decisions, supporting cooperation across directorates and units and promoting transversal projects as well as supporting SG staff in the transition towards the new SG2014 organisation.

45

External communication actions related to policy priorities No Communication

Objective(s) Message Audience Proposed

actions/type of activity

Date/ location DG COMM Services

Ex-ante evaluation

Budget

Supporting corporate communication priorities 2.1 EU makes doing business

easier and better Highlight and explain the EU role and contribution

Specialized audience (businesses, SMEs, key economic stakeholders), European citizens

Contribution to the corporate narrative at the request of DG COMM

All year DG COMM A1/ SPP/Reps

n.a n.a

2.2 Tackling unemployment and creating jobs

Highlight and explain the EU role and contribution

European citizens


All year DG COMM A1/ SPP/Reps

n.a n.a

2.3 European elections 2014 – increase participation

Highlight and explain the EU role and contribution

European citizens

Contribution to the corporate narrative at the request of DG COMM and EP

1st half DG COMM A1/ SPP/Reps

n.a n.a

46

No Communication Objective(s)

Message Audience Proposed actions/type of

activity


Ex-ante evaluation

Budget

2.4 New Commission Highlight and explain the role of EU/programme of the new Commission

European citizens, stakeholders, specialized audience


2nd half DG COMM A1/ SPP/Reps

n.a n.a

Communication actions not related to political priorities



activity


Ex-ante evaluation

Budget

External communication

Rationalizing and consolidating the SG sites on Europa 3.1.1

Providing relevant information on Commission policies in line with the transparency obligations of the Commission

Facilitate access to corporate information by adopting a citizen-centric approach

Citizens, businesses, lawyers, lobbyists, academics, national authorities, NGOs etc.

Reviewing and consolidating the Application of EU law site on Europa

Q2 DG COMM A5 n.a n.a

47



activity


Ex-ante evaluation

Budget

3.1.2 Adaptation of SG websites on Europa to take into account possible new emerging priorities

Facilitate access to corporate information by adopting a citizen-centric approach

Citizens, businesses, lawyers, lobbyists, academics, national authorities, NGOs etc.

tbd All year DG COMM A5 n.a. n.a.

Internal corporate communication

Promoting the services provided by the SG within the Commission

Revamp of My IntraComm corporate sites

Q1-Q2 3.2.1 Reinforcing cooperation with the Commission departments

Explaining the role of the SG in the decision-making process and in the coordination of policies and actively involving the other DGs

Commission staff

Running of corporate communication campaigns on specific SG services

Action plan available in Q1 – actions to be implemented according to priorities and available resources

48



activity


Ex-ante evaluation

Budget

Input to internal corporate communication products (CenD, News&Views, My IC, conferences etc.)

All year

Internal local communication

Supporting cooperation between SG directorates and units, promoting transversal projects and transition towards the new SG organisation

3.3.1 Promoting a collaborative and open work environment

Ensure that SG staff is properly informed of the major policy developments and decisions

SG staff Launch of revamped My SGnet + completion of content revision

Q1

49



activity


Ex-ante evaluation

Budget


Ensure that SG staff is properly informed of the major policy developments and decisions

SG staff Set up mechanisms for effective exchanges of information between desk officers , Semester officers in the Reps and the Communication unit to ensure a wide circulation of information via several channels (forward planning calendar on the intranet, collaborative platforms, videos, SG Magazine, networks and cross-department working groups etc.)

All year

50



activity


Ex-ante evaluation

Budget


Encourage SG staff to find innovative and efficient ways of working together

SG staff Teambuilding sessions and workshops on particular topics in cooperation with R1, Internal Communication Week, other events and initiatives as proposed by staff and management

All year

Internal communication week Q3

Documents

Secretariat-General Management Plan 2014 · 3 PART 1. Mission statement The Secretariat-General is one of the central services of the European Commission, facilitating its smooth