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1
EUROPEAN COMMISSION Secretariat-General
Secretariat-General Management Plan
2015
Final
Ref. Ares(2015)1683309 - 21/04/2015
2
TABLE OF CONTENTS PART 1. Mission statement .......................................................................................................................... 3 PART 2. This year's challenges.................................................................................................................... 4 PART 3. Specific objectives for operational activities................................................................................... 7
1. Activity "Coordination within the Commission" ...................................................................................................7 A. Strategic planning and programming............................................................................................................8 C. Political analysis and policy advice .............................................................................................................13 D. Corporate IT governance ................................................................................................................................14 E. Ethics in the Commission................................................................................................................................16
2. Activity "Co-ordination and relations with the other institutions" ................................................................19 3. Activity " Better regulation and institutional development" ...........................................................................22
A. Better regulation .................................................................................................................................................22 B. Institutional development.................................................................................................................................25
4. Activity "Relations with civil society, openness and information"...............................................................26 5. Activity " Logistical support for the Commission and protocol "..................................................................28
A. Decision-making process, procedures and IT tools ..............................................................................28 B. Business continuity............................................................................................................................................32 C. Document management and archives .......................................................................................................35 D. Data protection....................................................................................................................................................37 E. Protocol..................................................................................................................................................................39
PART 4. Specific objectives for horizontal activities................................................................................... 41 1. Activities "Policy strategy and coordination for the Secretariat-General " and "Management of the Secretariat-General" ........................................................................................................................................................41
Annex 3. Prioritised internal control standards for effective management ................................................. 54 Annex 4. Planning of studies (evaluations and other studies).................................................................... 55 Annex 5. Communication strategy.............................................................................................................. 56
3
PART 1. Mission statement The Secretariat-General is one of the central services of the European Commission, facilitating
its smooth and effective functioning and providing strategic direction.
It is the President's service, at the service of the President, the College and the Commission
services. It manages the collegial decision-making process and ensures the alignment of EU
policies with the political priorities of the Commission. In agreement with the President, the SG
provides support to the Vice-Presidents in the performance of their role.
In particular, the Secretariat-General:
• defines 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 and programming
and operation of an efficient and modern registry;
• acts as the Commission's interface with the other European institutions, national
parliaments and non-governmental organisations and entities;
• fosters the Commission's institutional competences and the development of a service-
oriented, modern, transparent and responsible European administration which works to
the highest standards of ethics and integrity.
4
PART 2. This year's challenges Following the entry into office of the new college of Commissioners on 1 November 2014, the
role of the Secretariat General has been enhanced, bringing new tasks and responsibilities. The
Secretariat General will play a stronger role of coordination and support to the President of the
Commission, the Vice-Presidents and the college as a whole. Under the newly adopted working
methods of the Commission, the Secretariat General will provide important support to the Vice
Presidents as they steer and coordinate work across the Commission in the key areas of the
Political Guidelines.
The continued, smooth and timely functioning of the Commission's decision-making procedures
will be an ongoing task.
The Secretariat General will continue to steer the Commission's contribution to legislative and
policy work through the Council, the European Parliament, the Committee of the Regions, the
European Economic and Social Committee and the national Parliaments, and with the
European External Action Service. The Secretariat General will invest further in improving the
quality of the Commission 's legislative proposals and the quality of transposition and
implementation by the Member States, steering the Commission’s work on the “Regulatory
Fitness and Performance Programme” (REFIT) and ensuring that thorough impact assessments
underpin the Commission's activities.
The Secretariat General will be attentive to ensuring that the Framework Agreement with the
European Parliament is fully implemented, in line with the commitments made by Vice-President
Timmermans in areas such as programming, delegated and implementing powers and
responses to EP resolutions and requests.
The Secretariat General's crosscutting political role will be reinforced in order to respond to the
challenges set out by the President. The recent review of the Europe 2020 strategy will be
followed up with proposals for the further development of the strategy in early 2015. The
implementation of the European semester will be strengthened to ensure that it provides the
necessary incentives to Member States, in line with President Juncker's focus on structural
reforms, fiscal credibility and investment.
The Secretariat General will work closely with other Commission services to ensure that the
Commission's human, financial and IT resources are used to maximum effect and efficiency in
the priority areas, taking into account the overall reduction in staff numbers. The Secretariat
5
General will continue to invest in improved inter-service coordination and collaborative working
mechanisms – on policy orientation, representation towards the other institutions, IT
governance, resources, strategic planning and programming. In this respect, the transition in
early 2015 to the new 'Decide' system to handle the Commission's decision-making process
also represents an important step forward in the service that the Secretariat General provides to
colleagues in the rest of the Commission.
The entry into office of the Juncker Commission, the adoption of new structures across the
Commission and the implementation of new working methods poses challenges to the
Secretariat-General, notably in terms of support to the Vice-Presidents of the Commission. The
allocation of human resources for 2015 therefore significantly strengthens the Secretariat-
General's capacity to deliver on its policy objectives and ensure the implementation of the
President's political guidelines. An early challenge in 2015 will be to recruit new staff with the
right profiles and to integrate them quickly into their new roles.
Catherine Day
Secretary General
***
6
Key performance indicators for the SG
• Implementation rate of CWP for Annex I initiatives planned for 2015
• Degree of follow up by Member States of 2014/2015 country-specific recommendations
• Level of integration of workflows and systems linked to the decision-making process in Decide
• Rate of impact assessments that receive negative opinions issued by the Impact Assessment Board
• Number of registered exception notes and non-compliance events (internal control)
7
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 political
guidelines of the President into concrete actions
= Strategic planning and programming
Supporting the Vice-Presidents in their task to steer
and coordinate work across the Commission in the key
areas of the Political Guidelines
= Supporting the Vice-Presidents
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
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
8
A. Strategic planning and programming
The Commission's work is built around a set of political priorities, first established in the political
guidelines of the Commission President and expressed in the 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 incl. through thematic meetings
of Vice-Presidents and Commissioners 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 are able to 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, foster a culture of performance driven management
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;
ABB activity: 25 AWBL-02 Coordination within the Commission 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
3.691.000 3.691.000 144 21 165
9
Specific objective 1: The annual Commission Work Programme is aligned with the President's political priorities and the inter-institutional framework for programming is developed.
⌧ Non programme-based
The CWP translates the political guidelines of the Commission into legislative and non-legislative
priorities. The CWP is adopted by the College in the autumn, taking into consideration also the
views expressed by the other institutions. While the SG steers and coordinates the preparation of
the CWP and the inter-institutional dialogue on future priorities, the main responsibility for
delivering the CWP items remains with the DGs. A full implementation of new CWP items
(100%), which per definition need to be in line with and reflect political guidelines, would reflect
the Commission's ability to deliver effectively on its commitment to a new start for Europe and to
an Agenda for Jobs, Growth, Fairness and Democratic Change. However, delivery could always
be affected by changing political priorities (i.e. in response to circumstances or the need to take
into account the views of the EP and the Council; in cases where the application of smart
regulation tools (e.g. stakeholder consultations, impact assessments etc.) requires adjustments
to the preparatory process of the new initiative etc.).
Result indicator: Implementation rate of CWP Annex I initiatives (i.e. new initiatives for 2015) The CWP 2015 is the first step in the realisation of the priorities set out in the guidelines. The
translation of the guidelines into the CWP (and the subsequent realisation of the CWP)
therefore indicates the effectiveness of the link between the objectives and the first stage of
delivery. (Source: SG)
Baseline (2010)
71%
Latest known result (2014)
72%
Target (2015)
100%
The target is implicit in the political commitment the Commission takes to deliver the priorities set in a given
year Main outputs in 2015
Description Indicator Target A focused 2015 CWP aligned with
political priorities
Completion End 2015
Responsible entity: Directorate C
10
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 programme-based
The College has instructed the central services to develop a performance culture based on the
existing tools of the Strategic Planning and Programming. The Secretariat General should
identify best practises and provide steering to the DGs so that their SPP documents set
performance targets and allow for ex-post performance reporting.
Result indicator: % of general objectives in the Management Plans of services that are monitored by an impact indicator General objectives are long-term goals set at the level of EU policy, expressed in terms of
ultimate impact on the economy or society as a whole. Each general objective should be
accompanied by at least one impact indicator to measure long-term changes in the EU or
global society that are, at least partly, expected to be attributable to the DG's interventions. The
Secretariat General is in charge of guiding the DGs in developing meaningful performance
indicators through the elaboration of standing instructions, dedicated workshops and trainings,
comments on draft MPs and steering the peer-review process. The systematic use of impact
indicators in the MPs shows that the DGs are committed to implement a strong performance
framework and helps to demonstrate the added-value of EU intervention. (Source: SG)
Baseline (MP 2014)
78%
Latest known result (MP 2014)
78%
Target (end 2016)
90%
target was agreed with regards to the DGs’ efforts to comply with the
performance framework requirements in the past years
Main outputs in 2015
Description Indicator Target Revision of standing instructions for
the preparation of the management
plans and the management of
cross-cutting risks
Completion September 2015
Synthesis Report of management
achievements
Completion June 2015
Revision of guidelines on the Completion October 2015
11
preparation of 2014 Annual Activity
Reports
Responsible entity: Directorate B
B. Coordination of policies The Commission bases its policy and legislative proposals and its decisions on sound internal
preparation. 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 2015, SG will continue to monitor and assess the progress of each Member State towards
meeting their 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 to complete delivery of the seven EU
flagship initiatives. The initiatives were adopted in 2011-2012 to provide the framework for future
actions and have now largely been completed.
Implementation by Member States of the country specific recommendations will be closely
monitored within the European Semester exercise. SG will carry out a stocktaking and a public
consultation on the Europe 2020 strategy to underpin the 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.
12
SG, jointly with the EEAS, provides the secretariat of the Commissioners' Group on External
Action chaired by the HRVP. SG contributes to increasing the degree of coherence between
Common Foreign and Security Policy (CFSP) policy initiatives and the Commission's external
action. The Commission is represented at COREPER, the Political and Security Committee
(PSC), as well as at preparatory Council working groups meetings. SG offers strong support to
the Commission's external action and ensures full functioning of SG/EEAS coordination
mechanisms.
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 programme-based
The SG coordinates the Commission activities to deliver on the objective of growth enhancing
reforms at EU level, through the CWP. As regards the delivery at national level, the SG steers
and co-ordinates the European Semester process which is the main economic governance
delivery tool both for the implementation of the Europe 2020 strategy and for guidance and
support to Member States' reform efforts. At EU level, delivery could always be affected by
changing political priorities in response to circumstances or the need to take into account the
views of the EP and the Council. At national level, delivery crucially depends on national
commitment and ownership as enforcement mechanisms by the EU level are limited. The mid-
term review of the Europe 2020 Strategy, the process of streamlining of the European Semester
(launched by the 2015 Annual Growth Survey) and further initiatives in the context of EMU
deepening might improve the ownership and commitment to implementation at national level.
Also, the quality of the Commission's country specific recommendations and their
"implementability" also play a role.
Result indicator: Degree of follow up by Member States of 2014/2015 country-specific recommendations
To monitor progress on Member States' reform efforts, on a yearly basis, this indicator
measures percentage of recommendations that are given at least some follow up.
(Source: SG)
Baseline (2013)
n/a
Latest known result (2012&2013 CSRs, as
assessed in the 2014 SWDs)
4 CSRs (1%) in the 'fully
Target (end 2015)
Improved take up of CSRs
13
implemented' qualitative
category
24 CSRs (9%) in the
'substantial progress'
qualitative category
136 CSRs (49%) in the 'some
progress' qualitative category
105 CSRs (38%) in the
'limited progress' qualitative
category
10 CSRs (3%) in the 'no
progress' qualitative category
Main outputs in 2015
Description Indicator Target
Commission's Annual Growth
Survey launching the European
Semester of policy coordination
Completion End 2015
Country specific recommendations Adoption by Council July 2015
Responsible entity: Directorates D and E
C. Political analysis and policy advice
The SG is the Commission’s department which directly supports the President and the College
with its policy agenda. Reliable, focused and timely political and policy information is therefore
crucial for promoting the Commission's institutional role and prerogatives.
In this context, the SG ensures that the President, Vice-Presidents, Commissioners, Cabinets
and SG senior management are adequately informed in good time on:
• meetings/ developments in the European Council, the Council of the European Union, the
European Parliament, the European Economic and Social Committee, the Committee of the
Regions and national Parliaments;
14
• 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, in particular the European Semester Officers (ESOs).
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: The President and the Vice-Presidents are provided with high quality briefings as well as flash reports on major institutional and international issues.
⌧ Non programme-based
The achievement of this specific objective will mainly depend on the services preparing them;
however, a number of factors beyond their control may also have an impact (availability and
reliability of information on the position of the different institutional actors, time available to
prepare the documents between different steps in a procedure, etc.)
Result indicator: Number of instances generating negative feedback from briefing users -and reasons for dissatisfaction- in relation to overall number of briefings/flashes. Dir. F produces a very large number of briefings and flash reports: instances where the user of
these documents goes back to the services having produced them with critical remarks is a
very relevant indicator to measure the quality of briefings and flash notes and to be able to
improve it.
Baseline (2011)
3 out of 276
Latest known result (2014)
n/a
Target (end 2015)
0
Responsible entities: Directorates B, D, E and F
D. Corporate IT governance Corporate IT governance activities include helping to steer 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
15
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 processes and core IT
services as well as the co-financing and joint development of new reusable solutions and
services.
Specific objective 5: Corporate IT investments and strategy are aligned with the business priorities of the Commission. Sharing or re-using on a corporate basis the IT services already in use help avoiding duplication of effort.
⌧ Non programme-based
As this is a corporate activity, it is necessarily beyond SG's full control. However, due to the
collaborative nature at senior management levels and the high level of importance attached
(activities controlled by ABM+IT with the Secretary General in chair), the risk of external impacts
on achievements is low and does not require further qualification.
Result indicator: Number of IT corporate projects evaluated and approved by the IT Governance bodies
The indicators have been changed this year to better reflect the goals of rationalisation and
optimisation of business domains. It has become clear that the previous indicator for simply
measuring the number of information systems in operation is not relevant measure for the
maturing goals for better managing investments and their business relevance through the
domain-based approach. Recent analysis has demonstrated that business domain improvement
activities first go through a process of analysis and rationalisation followed by a second
improvement cycle where systems become more finely tuned (optimised) towards more
transversal (cross-cutting silos) business requirements. This is a critical decision factor in
approving IT projects.
(Source: Commission) Baseline (2011)
67 (project opinions)
Latest known result (2014)
99 (project opinions)
Milestone (end 2015)
110
10% increase according to
forecasts
Target (end 2020)
All IT initiatives reviewed
Main outputs in 2015
Description Indicator Target
16
New structures and strategies for
better IT investment in support
services and digital transformation
(Cloud, Mobile accessibility,
Centralisation of IT services)
Increase in proportion of IT spend
redirected toward new technologies
and innovation
10%
IT Governance initiatives launched The number of IT Governance
actions endorsed by ABM+IT
At least 5 new
initiatives, action
plans/year
Focussed development on
"flagship" corporate IT systems and
their inter-operability
Level of Maturity and Degree of
Integration of Corporate IT systems
Full maturity
Full interoperability
Responsible entities: Directorate B
E. 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.
17
Specific objective 6: Foster the highest ethical standards of service in order to encourage ethical conduct and accountability, ensure high ethical standards and an anti-fraud culture at all levels in the Commission, including in the SG.
⌧ Non programme-based
Commission staff has to observe the standards of good administrative behaviour set out in the
Code in its daily work (lawfulness, non-discrimination, and consistency). Citizens may lodge
complaints concerning a possible breach of the principles set out in this Code directly with the
Secretariat-General, which will forward it to the relevant department. Time limits have been fixed
for replies but are not always observed. The Secretariat General will continue to work for better
respect of deadlines across the Commission.
Citizens are also entitled to lodge complaints with the European Ombudsman.at any time (even
before the normal procedure of the code). Result indicator: Number of justified complaints to the European Ombudsman following the answers given by the SG to the appeals lodged within the Code of Good Administrative Behaviour. In the framework of the Code of good administrative behaviour, the Commission is committed
to answering enquiries in the most appropriate manner and as quickly as possible. In this
context the SG is always very attentive to respect the principles of the Code and the delays in
its relation with the public. The indicator is relevant because its shows the Commission's
commitment to meet citizen's expectations. (Source: SG)
Baseline (2013)
0
Latest known result (2014)
0
Target (end 2015)
0
The target is calculated on previous
year's results and shows the ambition
to keep the same level Main outputs in 2015
Description Indicator Target
Implementation of SG anti-fraud
strategy
% of SG anti-fraud action plan
measures implemented according to
their set deadline
100%
18
Adequate awareness raising
actions for the cabinets of the new
Commission in order to achieve full
and coherent implementation of the
Code of Conduct for
Commissioners
Completion End 2015
Adequate preparation of
Commission decisions on former
Commissioners' post mandate
activities
Completion End 2015
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 2015
Management and accurate
monitoring of the information
communicated to OLAF by the
Commission in the framework of
OLAF Regulations 883/2013 and
the Administrative Arrangements
between OLAF and the
Commission
Completion End 2015
Responsible entity: Directorates B, R
19
2. Activity "Co-ordination and relations with the 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 other EU
institutions, the advisory bodies (the European Economic and Social Committee (EESC),
the Committee of the Regions (CoR), the European Ombudsman), the specialised bodies
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, the Council of Ministers, and COREPER, the European
Parliament, 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 2015, the Secretariat-General will continue to work to ensure the good functioning of working
relations between the newly elected Parliament and the new Commission. The SG will work on
the re-negotiations of the Better Law Making Interinstitutional Agreement with a view to find an
agreement with the other institutions by the end of 2015. Equally, the SG will help to coordinate
the implementation of the newly defined responsibility of Commission Vice-Presidents to
coordinate the representation of the Commission in the other EU- Institutions and bodies.
20
Specific objective 7: The Commission's prerogatives and positions in inter-institutional negotiations are defended.
⌧ Non programme-based
The achievement of this specific objective is very much dependent on the attitude adopted by the
other institutions in the context of the legislative or other inter-institutional procedures, something
which is largely beyond the Commission's control.
Result indicator: Number of proposals for which the initial Commission proposition is not followed by the co-legislators and therefore for which the Commission has to force unanimous agreement in the Council.
This indicator is relevant to the specific objective as it shows the number of instances where the
Commission did not agree with the compromise presented by the Presidency in the Council and
where the Commission has to use the instrument of forcing the unanimity of the Member States
against its own position.
(Source: SG)
Baseline (2014)
4
Latest known result (2014)
4
Target (end 2015)
≤ 5
The number of unanimous votes was exceptionally low in 2014 given the
legislative activity in a period of transition was reduced. The proposed figure maintains an adequate level of
ambition in a context of renewed legislative activism
ABB activity: 25 AWBL-03 Coordination and relations with the other institutions 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
56 8 64
21
Main outputs in 2015
Description Indicator Target
Promotion and defence of
Commission positions in
interinstitutional negotiations
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
5 in 2015
Defence of Commission positions
in interinstitutional negotiations
Number of Commission proposals
rejected by one of the co-
legislators
0 in 2015
Follow-up to EP Resolutions,
including Art. 225 resolutions.
Percentage of EP resolutions for
which proper follow-up was given
within the self-imposed deadline of
3 months
100% in 2015
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
100% in 2015
Follow-up to national Parliaments
(NP) opinions
Number of reasoned opinions 50 in 2015
Responses to Parliamentary
questions that satisfy EP's
information needs
Number of follow-up questions by
the same MEP in relation to overall
number of questions replied to.
≤ 10% in 2015
GICE meetings and trainings on
external representation
Number of GICE meetings and
trainings on external
representation
4 GICE meetings per
year; 4 trainings on
external
representation
Responsible entities: Directorate D, E and F
22
3. Activity " Better regulation and institutional development" This frontline activity of the SG entails:
Improving the effectiveness and efficiency of EU
legislation by ensuring the application of smart
regulation instruments throughout the entire policy
cycle
= Better regulation
Ensuring overall coherence and proper functioning of
the EU's institutional set-up, in accordance with Treaty
provisions
= Institutional development
A. Better 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 reporting on progress in the 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;
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
71 6 77
23
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 8: Regulatory policy and related tools are fully developed. Commission services apply Better Regulation instruments throughout the legislative cycle in order to improve the effectiveness and efficiency of EU regulation. The acquis is 'fit for purpose' delivering its benefits by least cost.
⌧ Non programme-based
EU interventions are proposed by the Commission, following ex-post evaluation of the existing
acquis and impact assessment of options for future action. Both exercises are overseen by the
Secretariat General but carried out by the Directorates General responsible for the different EU
policy areas, who also have the lead responsibility for legislative proposals in their area of
responsibility. EU interventions are adopted by the EU legislator, implemented by the Commission
and Member States and enforced by the Commission. The results obtained depend on the
efficiency and effectiveness of all of these contributions combined.
Result indicator: Rate of impact assessments that receive negative opinions issued by the Impact Assessment Board
Impact Assessment (IA) is about providing best available evidence to inform the policy
preparation process and political decision-making, in support of better regulation. The rate of
IAs receiving negative opinions by the Commission's independent scrutiny body, the Impact
Assessment Board (IAB), reflects the quality of the IA work and the draft reports. The quality of
IAs is primarily dependent of the lead DGs' efforts, together with the Inter-service Group.
However, SG (C2) can support DGs' IA work through the IA Guidelines, which are currently
under revision, trainings and upstream advice. (Source: SG)
24
Baseline (2010)
41%
(2010 was the first full year of application of the 2009 IA
guidelines)
Latest known result (2013)
43%
Target (end 2015)
≤ 35%
The target would represent a close to 20% improvement across the
Commission as compared to the baseline, which is considered ambitious
but realisable
Result indicator: Number and percentage of REFIT actions (withdrawals, repeals, new and amending initiatives, fitness checks, evaluations) out of the total number of initiatives in the Commission Work Programme each year
The annual Commission Work Programme (CWP) contains the main initiatives that the
Commission plans to take in the coming year. The focus of Commission work on improving the
effectiveness and efficiency of EU regulation is reflected in the volume, range and quality of
REFIT initiatives taken by the Commission. REFIT initiatives are contained in Annex 2 to the
CWP.
(Source: SG)
Baseline (2014)
5 adopted out of 21 planned (24%)
(number of REFIT legislative initiatives entered into the
Commission's work programme)
Latest known result (2014)
5 adopted out of 21 planned (=24%)
(number of proposals adopted by the Commission
at the end of the year)
Target (end 2015)
40% of those planned in the 2015 CWP
40% constitutes an increase of 16% on a baseline of 24% which seems a
significant increase to target.
Main outputs in 2015
Description Indicator Target
Communication on Better
Regulation including adoption of
evaluation, impact assessment and
stakeholder consultation guidelines
Completion November 2015
Communication on REFIT Completion June 2015
Article 318 TFEU report Completion June 2015
Revise the internal guidelines on
consultation of experts in the
preparation of delegated acts
Completion 2nd quarter 2015
25
Commission proposal for a revised
Inter-institutional Agreement on
Better Law-Making (IIA-BL)
Adoption by the Commission 2nd quarter 2015
Planned evaluations Evaluation of European Citizens' Initiative, due in Q1 2018 Evaluation of smart regulation tools, due in Q2 2021 Responsible entity: Directorate C
B. 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.
26
4. Activity "Relations with civil society, openness and information" 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
Specific objective 9: Foster transparency by effective implementation of rules on openness and access to documents throughout the Commission
⌧ Non programme-based
Result indicator: Public consultation of the Register of Commission documents Reg Doc (number of visits)
RegDoc is an important tool for transparency as it complies with the legal obligation for the
Commission to create a register of its documents and to provide where possible direct access
to them (articles 11 and 12 of Regulation 1049/2001). Improvement of this website should result
in its increased consultation by the public.
(Source: SG)
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
29 29
27
Baseline (2010)
173 270 visits
Latest known result (12 months November 2013-
October 2014)
243 887 visits
Target (end 2015)
+ 10% compared to 2014
Target is set to be slightly more ambitious than the value of the current positive trend (41% in 4 years, or 9%
per year) Main outputs in 2015
Description Indicator Target
2014 Annual report on the
Transparency Register
Publication 1st quarter 2015
Successful roll-out of the new
version of the Register
Delivery January 2015
Corporate training courses on
lobbying organised
User satisfaction in Syslog 80% average in
2015
Improved working methods to
speed up the handling of
confirmatory applications (access
to documents).
Number of replies sent outside the
deadlines
Reduce by 50%
by end 2015
Annual Report on the application of
Regulation 1049/2001
Completion End 2015
Corporate training courses on
access to documents organised
User satisfaction in Syslog 80% average in
2015
Annual report and revised
interinstitutional agreement on the
Transparency Register
Completion End 2015
Internal and external information
and awareness-raising on the
Transparency Register
Completion End 2015
Planned evaluations Evaluation of the Transparency Register, due in Q4 2019
Responsible entity: Directorate B
28
5. Activity " Logistical 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 ("Decide" project)
= Commission decision-making procedures and tools
Ensure the continuity of operations in the event of
either disruptions affecting them or crises that require
action at EU level
= = Business continuity
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 process, procedures and IT tools The main function of the SG Directorate in charge of the Commission decision-making process
is to ensure the smooth and sound functioning of the decision-making procedures and IT tools,
in line with the new Commission organisation and working methods decided by the President.
ABB activity: 25 AWBL-12 Logistical support for the commission and protocol 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
110 17 127
29
This objective is carried out, notably, through the provision of the following services:
− advising and assisting Directorates-General and Cabinets on procedures and on the use
of the corresponding IT tools - at the beginning of 2015 special emphasis will still be
needed on Cabinets of new Commissioners in order to complete the start of the new
Commission;
− triggering the review, mainstreaming and modernisation of existing procedures and
processes in close cooperation with business services and other institutions and bodies;
− processing of files in due time according to legal and institutional requirements;
− fostering programming of procedures with Directorates-General and Cabinets;
− developing and implementing stand-by arrangements for Commissioners, Cabinets and
services.
In 2015, the Registry will continue to focus its efforts on rationalising processes and procedures,
streamlining IT systems, informing and providing high-quality assistance to users.
These main objectives will be pursued inter alia in the context of: (i) the first and the subsequent
deliveries of Decide, the integrated IT system for the rationalisation and handling of the
Commission's decision-making process, (ii) the continuous development of procedural guidance
(i.e. extension of the scope of GoPro and the procedural helpdesk, assistance on specific files,
etc.), (iii) the scrutiny and subsequent revision of existing empowerments and the corresponding
updating of the register of delegated powers in GoPro, and (iv) the modernisation of procedural
exchanges with external partners.
Closely linked to the arrival and entering into function of the new Commission, Directorate SG.A
will assist the new cabinets and will provide them with guidance/training/coaching on decision-
making process in general as well as on the specific systems necessary to ensure the continuity
of the Commission's operations under all circumstances. This concerns the practical functioning
of, on the one hand, the various decision-making procedures and their underlying IT tools and
of, on the other hand, the arrangements on "permanences", business continuity and handling of
classified information.
Specific objective 10: The Commission's decision-making is standardised, streamlined and modernised
⌧ Non programme-based
Result indicator: Level of integration of workflows and systems linked to the decision-making process in Decide
Decide is the all-in-one system to handle the Commission decision-making process in the most
30
efficient way. The first release of Decide in February 2015 will offer a single entry point for all
the IT tools of the decision making process. This “portal” will, among other things, allow
Commission staff to easily monitor the files they are working on or are interested in. This first
iteration will include the integration of the three core system of the decision making process
(Agenda planning, CIS-Net and e-Greffe) and offer a revamped and integrated version of CIS-
Net.
2015 will also be dedicated to the further development of Decide based on the priorities to be
confirmed by the Steering Committee by the end of 2014.
(Source: SG) Baseline (2013)
"Dorsale décisionnelle" project
launched.
Adoption of vision document.
Milestone (end 2015)
See outputs section
Target (end 2017)
The following priority
workflows and systems are
integrated in Decide by end
2017 in order to facilitate
planning:
- Agenda Planning;
- CIS-Net;
- e-Greffe;
- corporate search; - i.e.
Parliamentary questions,
Ombudsman's inquiries,
National Parliaments'
opinions, petitions;
- better handling of
implementing and delegated
acts;
- infringements (link to
Thémis);
- extension to the inter-
institutional part.
Main outputs in 2015
Description Indicator Target
Decide project (previously
known as "Dorsale
décisionnelle")
First release: integration
of Agenda planning, CIS-
Net and e-Greffe
Delivery Beginning 2015
31
Second release with
improved search
capability
Delivery May 2015
Third release with
enhancement of the
planning and decision
steps and the better
handling of delegated and
implementing acts.
Delivery End 2015 /
beginning 2016 (to
be confirmed)
Suppression of the paper transmission of:
• "lettres de saisine" to the other institutions;
• legislative proposals and delegated acts to all
other EU institutions except the Council
Delivery End 2015
Exclusive use of the e-Trustex platform for the
electronic transmission and communications with EU
institutions, National Parliaments and Permanent
Representations.
Delivery End 2015 / 2016
Robust, flexible and modernised adoption module of
Decide ( i.e. internal e-workflows, e-authentication).
Delivery End 2015/2016
Planned evaluations
Evaluation of DECIDE, due in Q1 2022
Responsible entity: Directorate A
32
Specific objective 11: Provide relevant and up-to-date information, as well as guidance, to all Commission users on Commission corporate procedures handled by the SG.
⌧ Non programme-based
Result indicator: Rate of drafting of GoPro, the guide to procedures GoPro is the guide to the Commission's corporate procedures. In 2015 the focus will be on the
external relations chapters and the institutional chapters including information on the role and
functioning of the Commission (which is especially accurate in 2015 where a new College and
therefore new working methods or new other rules are in place). (Source: SG)
Baseline (beginning 2013)
0%
Latest known result
(end 2014)
56% (43 out of 76)
Milestone (2015)
65% (50 out of 76)
Target (end-2016)
100%
Main outputs in 2015
Description Indicator Target
Chapters on external relations
and more chapters on
institutions
Chapters online End 2015
Consolidation, rationalisation
and update of intranet web
pages dedicated to information
on the decision-making process
Completion End 2015
Information sessions to
Commission staff on decision-
making procedures and related
tools (Decide and GoPro), in the
context of the release of Decide
Completion End 2015
Responsible entity: Directorate A
B. 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.
33
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 12: The Commission faces unexpected events in an effective and coordinated manner, and is capable, in case of a major business interruption, to ensure critical and essential functions and to return to "business as usual" as quickly as possible
⌧ Non programme-based
Business Continuity Management (BCM) addresses preparation for major disruptions that could
affect the Commission operations. The SG is responsible both for steering the corporate process
(providing instructions, guidance and managing the NOAH IT tool) and for implementing
business continuity measures at local level.
Crisis Management addresses the coordination of the EU response to major natural or man-
made disasters at EU or global level. The SG oversees for the President the readiness of the
relevant services and ensures, in case of major multi-sectoral crises, proper coordination through
ARGUS IT tool and process.
The Commission's Central EUCI Registry (CENTER), located in the SG, was established in 2012
in order to ensure secure handling of classified information exchanged with Member States, third
countries and international organisations.
In accordance with the rules issued by the Commission's Security Directorate, CENTER provides
services to the SG and to the Members of the Commission and their Cabinets, as well as to DGs
or services which do not have a local EUCI Registry.
Result indicator: Number of days the President, Vice-presidents or Commissioners are not operational
The SG provides framework, guidance, training and support to hosting DGs and central
34
services in order to establish the Relocation Plans (RP) for all Commission Members. It also
checks the compliance with the SG's guidance and organise alternative premises' tests and
exercises. This indicator is particularly relevant at a time when a new Commission with
unprecedented working methods has just taken office.
(Source: SG) Baseline (2014)
0
Latest known result (2014)
0
Target (end 2015)
0
Result indicator: Capacity of the Duty Officers in all Commission DGs and EAs to take, in the event of major disruptions, timely decisions by fast response (within maximum 60 minutes).
The SG, in its corporate role, provides training, tools, guidance and tests in order to support
and measure the readiness of the Commission stand-by services to resume the critical
functions as soon as possible. The Duty Officers in each DG and EA play a key role and their
availability (24/7) is crucial. Every year the SG tests their reactiveness in an unanticipated
exercise.
(Source: SG)
Baseline (2011)
62% of all DGs (the EAs were not in the scope)
Latest known result (2014)
86% of all DGs 67% of 6 EAs (second time
in the scope)
Target (end 2015)
More than 85% of all DGs [86% in 2014 was an exceptional
result above target and expectations]
More than 67% of 6 EAs Main outputs in 2015
Description Indicator Target
Providing tailor-made training
courses for Duty Officers (including
Cabinets)
Participants' appreciation and
satisfaction
At least 85%
positive and very
positive
Business Continuity arrangements Integration of all Commission
structures and departments,
including the Cabinets and the
Executive Agencies (EA), in the
business continuity (BC)
A functioning Duty
Officer system in
the Cabinets*
Access of all EA
to NOAH in 2015
35
arrangements as part of our
organisational culture.
Responsible entity: Directorate A
C. Document management and archives Specific objective 13: 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 programme-based
While detailed guidelines will be issued by SG and the relevant IT tools will be installed/improved,
the effective improvement of document management practices will still depend on the
commitment of, on the one hand, DGs' management and DMOs and, on the other hand, all
individual colleagues.
Result indicator: Number of e-mails sent or received by Outlook that have been registered through Areslook
E-mails are documents and important ones should be registered so as to be retrievable in Ares,
just as other types of documents. Areslook, which is the most practical way to register them, will
be available on all staff personal computers in 2015 and its use will be encouraged, which
should lead to an increase in e-mail registration
(Source: SG) Baseline (2013)
319 960
Latest known result (12 months from 11-2013 to 10-
2014)
353 461
Target (end 2015)
+ 20% compared to 2014
The "natural" trend (2013 to 2014) is about + 10%. But, as Areslook will
shortly be installed on a more systematic basis and) its use will be encouraged, it seems appropriate to
have a more ambitious target for 2015 such as + 20%
Result indicator: Number of records created by IT systems integrated with Hermes
Document management has been identified as one of the priority domains for IT rationalisation
(SEC(2011)1500). The strategy endorsed by the Commission is to have one flagship corporate
36
project per domain, which all other IT systems will re-use instead of replicating functionalities in
their own systems. The flagship project in the document management domain is Hermes-Ares-
NomCom (HAN).
In recommending the integration with the HAN platform, the goal of the rationalisation in the
document management domain is:
•To ensure that the Commission's rules on document management and archives cover the full
document lifecycle and apply to all records whatever the media and information systems used;
•To facilitate retrieving and sharing of important records by having them all at the same place;
•To reduce costs by avoiding overlapping functionalities and promoting common, reusable and
flexible solutions.
•To make sure that IT developments support business needs and that it is business that drives
the IT and not the other way round.
Integration of existing systems will continue and for new applications, the HAN suite is the de
facto solution for managing official documents.
(Source: Source: DIGIT contribution to SG ITMP) Baseline (2014)
6 million records have been
created by client applications
in 2014
Latest known result (2014)
6 million records have been
created by client applications
in 2014
Target (end 2015)
≥ 6.3 million (+ 5%)
Decide is estimated to produce 100k
and EIRS is estimated to produce 200k,
therefore we target an increase of 300k
records for 2015
37
Main outputs in 2015
Description Indicator Target
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 2015
Action plan to implement an
information management strategy
at the Commission
Completion End 2015
Preparation of draft implementing
rules for the amended Archives
Regulation for discussion with the
other institutions.
Completion End 2015
Preparation for approval of new
Framework Partnership Agreement
with the European University
Institute under the amended
Archives Regulation
Completion End 2015
Responsible entity: Directorate B
D. Data protection Specific objective 14: Promote respect by Commission services of the right to protection of personal data.
⌧ Non programme-based
The task of the Data Protection Officer (DPO) is to inform, advise, assist and monitor services; the
level of compliance of the Commission is the result of his action but also of events or actions
beyond his control, which can have a positive or negative impact: awareness raising actions or
compliance efforts at DG level; enforcement actions of the European Data Protection Supervisor
(EDPS) (inspections, follow up to complaints, guidelines); development of case law; new
38
initiatives of services (new HR policies, new IT applications. ) The DPO is independent, but has
limited resources and no enforcement power.
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)
This indicator consist in a permanent comparison between (a) the amount of processing
operations on personal data identified in the services and inventoried and (b) the amount of
processing operations duly notified to the DPO by the responsible service and appearing in the
DPO register; this indicator has been consistently used since 8 years and has been adopted by
the EDPS as the key monitoring tool for the performance of EU institutions and bodies.
(Source: SG) Baseline (2008)
81,8%
Latest known result (2014)
96%
Target (end 2015)
> 97% The compliance rate of the Commission is around 96% since more than 2 years; the target of 97% would guarantee that all "living" processing operations have been duly notified, the remaining 3% correspond to normal evolution of the systems and procedures in a dynamic administration.
Result indicator: Number of complaints to the Data Protection Officer The indicator reveals the number of problematic situations brought to the knowledge of the
DPO by data subjects (staff and citizens alike); this figure has consistently been very low (less
than 10 per year). This reveals the absence of serious problems perceived or encountered by
data subjects, or the lack of awareness of their rights. However, the fact that the figure has
remained extremely low since the regulation has been in force, in spite of constant efforts of the
DPO to increase awareness, suggests that the situation is globally satisfactory. (Source: SG)
Baseline (2009)
10
Latest known result (2014)
4
Target (end 2015)
< 10
By setting the same target for 2015, we expect a confirmation of this
interpretation; of course the DPO is not directly capable of influencing the
amount of complaints. Result indicator: Number of complaints to the EDPS This is the same as for the previous indicator, except that the complaints addressed directly to
the EDPS are generally more serious (or the situation is perceived as more serious by the
39
complainant) than complaints addressed to the DPO.
(Source: SG) Baseline (2009)
5
Latest known result (2014)
7
Target (end 2015)
< 10 There again the amount of complaints addressed to the EDPS has always been extremely low; the 2015 target aims at confirming that the situation remains under control. A sudden increase of the complaints to the EDPS could reveal a lack of confidence of the data subjects in the redress mechanisms in place at the Commission
Main outputs in 2015
Description Indicator Target
Further contribution to the reform of
the data protection legal framework
initiated by DG JUST; launch a
reflection on how to anticipate entry
into force of reform in the
Commission's services
Completion End 2015
Data Protection Awareness
campaign: surveys, information
sessions, training, communications,
brochures, articles
Completion Q1 2015
More user-friendly DPO website on
MyIntracomm
Completion End 2015
Improved quality of privacy
statements
Completion End 2015
Responsible entity: Data Protection Officer
E. Protocol Specific objective 15: Provide the President, the College and DGs with protocol support and diplomatic assistance.
⌧ Non programme-based
The Protocol Service's role is to facilitate high-level diplomatic contacts between the Commission
and the Member States, third countries and international organisations, including other European
institutions and bodies.
40
Result indicator: Number of diplomatic incidents and complaints from the College
A reduced number of incidents and complaints demonstrate the high quality and effectiveness
of the service provided the SP.
(Source: SG) Baseline (2011)
2
Latest known result (2014)
0
Target (end 2015)
0
Target is set according to the multiannual flat trend
Main outputs in 2015
Description Indicator Target
Improvement of expertise on
protocol (training, assistance,
advice, etc.), also in the context of
the preparation of the next
Commission.
Delivery End 2015
Responsible entity: Protocol service
41
PART 4. Specific objectives for horizontal activities 1. Activities "Policy strategy and coordination for the Secretariat-General " and "Management of the Secretariat-General"
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 European Semester Officers and SG policy
officers in Representations, in cooperation with DG COMM;
• Mail and document management: managing the mail addressed to the Commission,
the Secretary-General; the President, and the Vice-Presidents, 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
42
procedures; monitoring progresses and budget execution; liaising with DG DIGIT to
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. Ensuring ushers (huissiers) support for the internal delivery of mail, for
specific meetings in conference rooms, and for the President's cabinet.
In 2015, work linked to the arrival of the new Commission will continue. It is already clear
that the structure and working methods of the new Commission, with the involvement of 7
Vice-Presidents in the full cycle of Commission decision-making and follow-up, will
represent a big challenge and require increased support from the SG, with resources
consequences (need to accompany the change in SG responsibilities through a reallocation
of resources).
ABB activity: 25 AWBL-09 Policy strategy and coordination 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
17 17
ABB activity: 25 AWBL-01 Management of 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
7.253.126 7.253.126 55 14 69
43
Specific objective 16: Implement corporate priorities for 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 programme-based
Result indicator: Staff reduction in the SG according to the commitment made by the Commission
(Source: SG) Baseline (2013)
2013: 5 posts
Milestone
5 posts by 01/07/2015
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
Latest known result (October 2014)
40% female senior managers
30.8% female middle managers
51,4% female officials AD
non-management
Target (end 2015) ≥ 40% female senior managers
≥ 30,8% female middle managers
≥ 51.4% female officials AD non-management
Target set by DG HR
Result indicator: Number of Information Systems: before and after the rationalisation In terms of results, the rationalisation and phasing-out of systems leads to a reduction of maintenance and hosting costs. On the user side, the rationalisation results in efficiency gains mainly due to optimised processes and more user friendly and integrated systems)
(Source: SG) Baseline (2011)
42
Latest known result (2014)
34
Target (end 2015)
30
The rationalisation target has been agreed by the SG's IT steering
committee
44
Result indicator: Number of SG staff that can access Commission systems remotely Mobile equipment gives staff higher flexibility in accessing essential information and data from
remote locations (other Commission buildings, premises of other institutions, etc.) or while on
mission or on the move. Substantial gains in efficiency, performance, reactivity and agility can
be achieved through a broad availability of mobile devices and tools. (Source: SG)
Baseline (2012)
Remote access tokens: 338
Latest known result (2014)
Remote access tokens: 348
Target (end 2015)
Remote access tokens: 380
The target relates to a priority of the SG's IT plan that is approved by the IT
steering committee. Main outputs in 2015
Description Indicator Target
SG Human Resources
Management report
Completion End 2015
SG Resources services survey
report
Completion End 2015
IT Master Plan Completion End 2015
Responsible entity: Directorate R Specific objective 17: Develop good understanding of SG activities, while at the same time boosting staff engagement and ensuring a smooth flow of information within the SG.
⌧ Non programme-based
Result indicator: SG Staff engagement index, as calculated using the results of the yearly Commission staff survey.
DG HR uses a well-established set of engagement survey questions to assess and benchmark
the level of engagement in the organisation and its DGs. The benefits of high levels of staff
engagement include: greater productivity, higher quality, better customer service, lower
absenteeism, lower turnover, fewer mistakes, greater advocacy for the organisation. Local
internal communication activities provide only a limited contribution (together with corporate
communication activities, HR and other management practices) towards boosting staff
engagement.
(Source: DG HR) Baseline (2013)
73.1
Latest know result (2014)
n/a
Target (end 2015)
> Commission average
45
Result indicator: Average number of unique visitors / month to the SG pages on EUROPA
(Source: SG) Baseline (2014)
9200 unique visitors / month
Latest know result (2014)
9200 unique visitors / month
Target (end 2015)
Keep the same level
Main outputs in 2015 Description Indicator Target
SG pages on MyIntracomm Percentage of SG pages on
MyIntracomm redesigned,
revamped and kept updated. Main
tool for corporate communication
from SG especially relevant in times
of changing working methods
100% in 2015
SG pages on EUROPA Percentage of SG pages on
EUROPA available and regularly
updated
100% in 2015
Responsible entity: Directorate F Specific objective 18: 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 programme-based
Result indicator: % of budget execution in commitments of new appropriations (C1) – budget lines for which SG is accountable in AAR (committed amounts/appropriations). Sound financial management supposes that requested appropriations are committed.
(Source: SG) Baseline (2009)
100%
Latest known result (2013)
100%
Target (end 2015)
100%
Result indicator: Average time to pay (days). Shortage of payment appropriations on operational budget lines due to cuts by the budgetary
46
authorities will have, as external factor, a negative impact on the result indicator.
(Source: SG) Baseline (2009)
40
Latest known result (2013)
40
Target (end 2015)
20 Target is determined by the Financial Regulation
Result indicator: Number of registered exception notes and non-compliance events. The filing of these notes enables the ICC to take appropriate actions in order to improve the internal control system preventing non-respect of procedures and regulations (Source: SG)
Baseline (2010)
26
Latest known result (2013)
17
Target (end 2015)
decrease Result indicator: % of a posteriori commitments out of total commitments (C1, C4 and C5) (Source: SG)
Baseline (2009)
0%
Latest known result (2013)
0%
Target (end 2015)
0%
Result indicator: Overall cost of control (%) (total cost of controls/payments made), control efficiency indicator for non-spending DG
Baseline (2013)
2%
Latest known result (2013)
2%
Target (end 2015)
2%
47
Brief description of the DG's HR strategy 1. HR gaps and challenges
- Integrate the new working methods of the Commission in the daily life of the SG. This
implies filling in a substantial number of additional posts and integrating new colleagues in
their new roles. The structure and the working methods of the new Commission will have
important resource implications for the work of the Secretariat General (SG). The SG will be
working closely with the President and each of the Vice-Presidents, who will all be involved in
the full cycle of Commission decision-making and follow-up. The SG will need to support them
throughout this cycle.
- Quickly adapt to change by streamlining working methods, processes and procedures
and ensuring that the SG has the skills and expertise it needs- in the context of rapid
changes in priorities and waves of retirements which could lead to loss of knowledge and
expertise. Statistics on the 26 "jobs" represented in the SG allow us to make projections on staff
development over the coming years and in particular to identify jobs that will be most affected by
departures. Four job types will be very affected by retirements over the next decade:
administrative assistant, service support agent, policy officer and senior manager. Moreover, if
we extrapolate on the basis of data related to mobility (outflows), policy officers are again the
most concerned by turnover. In view of the political orientation of the SG and knowing that
savings must in particular be made in the area of coordination and support, special attention should be given to categories of policy officer and senior managers so that the SG
continues to have at its disposal skills which are key to its mission. On the other hand, jobs
which are bound to disappear (pure execution jobs for example) should, in turn, be phased out
and colleagues occupying them should benefit from a career change.
According to information provided by the heads of unit during the yearly UMP dialogues, certain skills should be further developed to achieve a good fit with the priorities. Specific profiles will also need to be attracted in order for the SG to be able to play its new support role in
relation with the structure and working methods of the new Commission, with the involvement of
7 vice-Presidents in the full cycle of Commission decision-making and follow-up.
- Ensure staff motivation and engagement at a time when staff are facing a difficult period of
change (reform of the staff regulations, staff cuts and change in working conditions) which may
have an impact on their motivation. The SG monthly scorecard (quantitative data) shows the
absence rate which can be an indicator of motivation/demotivation and the exit interviews with
colleagues leaving the SG can help identify certain areas for improvement (qualitative data).
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2. Strategic HR Objectives The following section summarises the HR practices the HR unit is focussing on during the
period 2013-2015 in order to support the SG's performance:
Forward-planning: Ensure regular dialogue between HR and middle management on
workload, priorities, identification of resources needs and assessment of needed skills (UMP
exercise). Establish a forward-planning report on that basis. Ensure regular dialogues between
HR and senior management on the allocation of resources according to priorities and make
informed decisions on the basis of the above-mentioned information/report.
Selection, recruitment and mobility:
• Continue with the mechanism through which vacant positions have to be considered for
redeployment or savings (justification of the need to maintain a vacant position within a
unit or directorate and decision by the Secretary-General according to the priorities of
the SG).
• Address recruitment in the interest of the SG as a whole, beyond the immediate need of
an individual entity. Importance is given to flexibility, openness, ability to adapt. The SG
is therefore recruiting mainly experienced generalists.
• Progressively replace outflows with new profiles in some units where a need for specific
profiles has been identified (e.g. communication unit).
• Attract specific profiles for the new tasks with which the SG is entrusted through head-
hunting or through the creation of candidates' pools during various selection procedures.
• Use mobility as a tool to optimise resources allocation. Use the e-CV in the framework of
the mobility exercises or reorganisations in order to have a better overview of available
competences and skills to be developed.
Training and development:
• Meet the staff skills' development needs either to prepare them for new jobs or to make
sure they can take up the challenges in various policy areas. The 2014 UMP exercise
shows that the following needs will have to be catered for: focused IT coaching; training
on mail management, time management, organisation, teamwork (soft skills); language
skills (communication in English via a dynamic process like conversation tables or via e-
learning modules); drafting skills in English and 'how to write speaking points'; training in
performance management; relevant trainings in the economic area and on audit/budget
matters; training on procedures (business and legal framework); 'training for trainers';
49
teambuilding activities; lunchtime conferences on horizontally relevant policies for the
SG.
• Accompany staff in mobility via the organisation of a job shadowing programme and
sessions for the preparation of mobility.
• Meet the management skills' development needs through a dedicated managers'
development programme (all Heads of unit over 3 years). The competences which will
be developed are a set of competences especially identified as relevant for the SG
(focus on strategic, visionary leadership and soft skills- providing resources to the team
in relation with motivation, delegation, teamwork change management,…). The tools
used are the following: PerformanSe self-assessments, 360°, and debriefs as
measuring tools and lunchtime thematic sessions, e-learning, and individual coaching
as development tools.
Motivation:
• Promote motivation indirectly through quality of management (see Training above).
• Promote motivation and engagement through a series of measures encouraging
interaction (away-day, SG summer lunch, Christmas party) and communication (e.g.
breakfasts with senior management).
• Continue to organise well-being activities (lunchtime conferences and regular sport
activities).
50
Brief description of the SG's medium and short term IT strategy
In response to the role of the Secretariat-General in cross-service policy development,
coordination and support of the Commission Vice-Presidents, 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 both within SG and with
external stakeholders. These solutions will be implemented by delivering integrated flagship
systems in the domains of the legislative lifecycle (Decide and Themis projects) and document
management and by deploying modern technologies that support mobile and collaborative
working. Information systems will be enhanced to deliver in the Commission’s priority areas
such as Transparency and the reliability and relevance of legacy systems will be assured
through corrective and evolutive maintenance.
Through a strong customer focus, communication, networking and training, the Information
Technology unit will ensure that new IT solutions are made available quickly and are used as
effectively as possible. We will also promote and defend the interests of our customers before
the corporate IT service providers. In this regard, we will ensure that state-of-the-art mobility
solutions and IT security remain high on the agenda of DG DIGIT.
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 other
units involved in corporate administrative affairs. Finally, particular emphasis will be placed in
2015 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 DG DIGIT.
Examples of specific efforts to improve economy and efficiency of financial and non-financial activities
The Resources Directorate is constantly looking out for possible organisational and procedural
changes to improve economy and efficiency of financial and non-financial activities.
As far as financial activities are concerned, the current financial indicators do not reveal a need
for further efforts in 2015. Currently, the unavailability of payment appropriations on one specific
budget line (with unpaid invoices as a consequence) will increase the average payment delay
but since this unavailability is an external factor we cannot control it.
51
For non-financial activities, two main areas were identified for improving our efficiency, notably:
1) Mail management
Following the entry into service of the New College, the mail management of Commission's
Vice-Presidents became a new responsibility of the Secretariat-General (SG). A unified and
simplified procedure based on IT solutions is being established to streamline this new process,
leading to economies of scale and efficiency gains.
2) New ways of working
Several collaborative spaces are being created to interact with different services over corporate
projects coordinated by the SG and for internal projects. A tangible reduction of email
exchanges has already been detected as well as a gain of efficiency among colleagues involved
in the processes. It will be carried on throughout the year in different working areas.
The significant increase of portable devices (i.e. docking laptops, email and calendar
synchronisations on private and corporate smart-devices etc.) gave the possibility to colleagues
to be more efficient and effective outside their office premises. The trend will continue through
the further promotion of initiatives such as bring your own device (BYOD).
52
List of acronyms Term Definition 2015Q1 – 2015Q4 1st quarter 2015 – 4th quarter 2015 AAR Annual Activity Report AB Administrative burden ABAC Accrual-Based Accounting ABM Activity Based Management Ares Advanced Records System 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 COMDEL Committee for the management of Commission's resources in
Delegations 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 DMO Document management officer DORIE Documentation et Recherche sur les Questions Institutionnelles
Européennes (database) DPO Data protection officer 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 ESO European Semester Officer EU European Union EUDEL Steering committee for delegations EUI European University Institute GICE Groupe interservices compétences externes GRI Groupe des Relations Inter-institutionnelles HEBDO Réunion hebdomadaire des chefs de Cabinet Hermes Outil de gestion documentaire
53
HR Human resources HRVP High Representative / Vice-President IA Impact Assessment IAB Impact Assessment Board IAS Impact Assesment Service IIWG Inter-Institutional Working Group IS Information Systems IT Information Technology LSO Local security officer MEP Member of the European Parliament MFF Multiannual Financial Framework 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 SP Service de Protocole SRP Simplification Rolling Programme SMART Specific, Measurable, Archievable, Relevant, Timed SPOC Single Point of Contact SPP Strategic Planning and Programming SWD Staff working document TFEU Treaty for the Functioning of the European Union TCO Total Cost of Ownership UMP Unit management plan
54
Annex 3. Prioritised internal control standards for effective management SG - table summarising 2015 prioritised ICS
Priority Control Issues Prioritised in
MP 2014 Effectively
implemented Internal Control
Standards
Summarise the relevant requirements and/or effectiveness criteria
Control issues and planned measures to improve or develop controls
Selection and integration of 80 new colleagues.
The new tasks entrusted to the SG led to recruiting this high number of new colleagues. An analysis will be undertaken to determine to which extent the current structure of the service need to be adapted to the new situation. Yes Partially 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 Decide project streamlines the IT systems supporting the decision-making process. It was launched end 2013, aiming to rationalise the procedures and tools in this area. First delivery is planned for February 2015
Yes Partially ICS 8 Processes and Procedures
The DG’s main operational and financial processes and procedures and IT systems are adequately documented.
GoPro, the guide to corporate procedures handled by the SG, is available to all Commission users since February 2013. End 2014, 56 % of the chapters were available. The drafting of remaining chapters will be done in 2015 and 2016. Updates are done continuously on available chapters
55
Annex 4. Planning of studies (evaluations and other studies)
Focus 3
Author4 Type 5 Start End
I. On-going evaluations (work having started in previous years)
II. Evaluations planned to start in 2015 or later
Evaluation of European Citizens' Initiative L
Regulation (EU) No. 211/2011 of the European Parliament and of the Council 16 February 2011 on the citizens' initiative R E R 1Q2017 1Q 2018 175,000
Evaluation of the Transparency Register O
Evaluation of the new Register to be put in place in 2015. R M O 1Q 2019 4Q 2019 200,000
Evaluation of smart regulation tools O
Evaluation of implementation of the smart regulations tools: IA, evaluation, stakeholder consultation, implementation plans. R E I 2Q 2020 2Q 2021 EC 200,000
Evaluation of implementation of the tools undergoing substantial review in 2015.
Evaluation of DECIDE (possibly also HAN) O
Evaluation of implementation of the integrated IT tool, possibily covering Hermes-Ares-NomCom.. R M I 2Q 2021 1Q 2022 EC 200,000
Evaluation of implementation of the integrated IT tools, to be fully in place in 2017. Possibility of deviding the exercise into two.
III. On-going other studies (work having started in previous years)
IV. Other studies planned to start in 2015 or later
Review of methodologies to meaO
The study will be divided into two parts. The first part will review methodological approaches and their application across the Commission. The second part will apply the key approaches in practice, in order to provide additional evidence on their applicability in the EU context and to produce clear recommendations and guidance on how to use them. n.a. E n.a. 1Q 2015 4Q 2015 EC 270,000
1 L - legal act, REFIT, MFF, CWP, O - other (please sepcify in Comments)2 specify what programme/regulatory measure/initiative/policy area etc. will be covered3 P - prospective, R - retrospective, P/R - prospective and retrospective 4 E - external, I - internal, M - mixed (internal with external support)5 FC - fitness check, E - expenditure programme, R - regulatory measure, I - internal Commission activity, O - Communication activity6 Please provide month and year (for ongoing projects please provide the real start date)7 Allows to provide any comments related to the planed items, in particular changes against the previous year plan in terms of timing and scope with relevant explanations etc.
Annex 4. Planning of studies (evaluations and other studies)
Comments7
Type of evaluation or other study Timing6
No TitleAssociated
DGs
Planned costs (EUR)Scope 2Purpose 1
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Annex 5. Communication strategy
1. Executive Summary The external communication strategy of Secretariat-General focuses on supporting the President's political priorities as articulated in the 2015
Commission Work Programme.
Working closely with the SPP and DG COMM, the SG will contribute to public awareness and understanding of new priority initiatives under the
Work Programme which will make a positive difference for jobs, growth and investment in 2015. In particular, the mid-term revision of the
Europe 2020 Strategy and the specific implementing acts for the Investment Plan.
Cooperation and liaison with Europeans Semester Official in Representations will enable better intelligence and reinforced communication and
reach out to government entities and key stakeholders in Member States on economic governance themes.
The SG will also cover priority items under Union of Democratic Change, notably the mandatory Transparency Register and the proposal for an
Interinstitutional Agreement on Better Law-Making. The Commission will improve its better regulation tool-box in particular evaluations, impact
assessments and public consultations and will identify a further set of new actions in the context of its Regulatory Fitness Programme.
The SG will ensure institutional communication through dedicated Europa websites under "the Commission at work", exhaustive and constantly
updated. These websites are aimed at a specialised public and stakeholders, and cover the Commission decision making process, EU law,
Better Regulation including regulatory simplification and burden reduction, as well as Interinstitutional relations and relations with national
Parliaments.
SG will contribute, wherever appropriate, in corporate communication projects at the request of DG COMM and hence contribute to creating
coherence and alignment across DGs in external policy messages.
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 will help the SG to carry out its mission of facilitating the smooth and effective functioning of the European Commission
and providing strategic direction. SG will focus on web-based communication, as being more effective, efficient and flexible. A revamp of SG
57
presence on MyIntraComm aims at a clearer, more client oriented presentation of the services provided by the SG to other Commission
departments in areas where the SG coordinates policies and procedures, including the decision-making process, strategic planning and
programming, application of EU law, transparency, document management, business continuity.
Communication within the SG will focus on boosting staff engagement and ensuring a smooth flow of information within the department. SG will
continue to provide content rich internal communication aligned to the President's political priorities.
2. External communication actions related to policy priorities No Policy priority Initiative Communication
objective Audience Proposed actions Date Services
involved MP
specific objective
Budget
2.1 A new boost for jobs, growth and investment
Review of Europe 2020 strategy
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
tbd Q1 lead SPP, COMM évt SG
2.2 A new boost for jobs, growth and investment
Follow up to Jobs, Growth and Investment Package
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
tbd 2015 SPP, COMM, évt SG (for chapeau)
Other DGs (for part on sectorial instruments)
2.3 A new boost for jobs, growth and investment
European semester: country specific recommendations
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
press release; web/Europa; social media; liaison to local stakeholders via ESOs, info-graphics (tbd)
07/2015
SPP, COMM, évt SG
3 n.a
59
No Policy priority Initiative Communication objective
Audience Proposed actions Date Services involved
MP specific
objective
Budget
2.4 A new boost for jobs, growth and investment
Annual growth survey 2016; Alert mechanism report
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
press release; web/Europa; social media; liaison to local stakeholders via ESOs, (tbd)
Q4 SPP, COMM, ECFIN, EMPL, évt SG
3 n.a
2.5 A new boost for jobs, growth and investment
Communication on Better Regulation, including adoption of evaluation, impact assessment and stakeholder consultation guidelines *
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
press conference; press release; web/Europa; social media (tbd)
tbd SPP, COMM, SG
10 n.a.
2.6 A new boost for jobs, growth and investment
Communication on REFIT *
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
press release; web/Europa; social media; info-graphics
tbd SPP, COMM, SG
10 n.a.
2.7 A new boost for jobs, growth and investment
Review of Better Regulation approach
Highlight and explain the EU role and contribution and benefits for citizens and
Specialized audience (businesses, SMEs, key economic stakeholders),
tbd tbd SPP, COMM, SG
n.a.
60
No Policy priority Initiative Communication objective
Audience Proposed actions Date Services involved
MP specific
objective
Budget
Member States European citizens at large
2.8 A union of democratic change
Commission proposal for a revised interinstitutional agreement on better law-making (IIA-BL)
Highlight and explain the EU role and contribution and benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
press release; web/Europa; social media (tbd)
Q1 SPP, COMM, SG
8 n.a.
2.9 A union of democratic change
Roll out of new version of Transparency Register to mark enter into force of interinstitutional agreement between EP and EC on the register
Highlight and explain EU Transparency policy; promote registration of interest groups
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
- jointly with EP (tbd)
- launch event with key stakeholders; press conference; press release; web/Europa; social media; brochure
- some internal communication actions to raise awareness of EC staff
(tbd )
01/2015 SPP, SG, EP 12
61
No Policy priority Initiative Communication objective
Audience Proposed actions Date Services involved
MP specific
objective
Budget
2.10 A union of democratic change
Proposal for a IIA on mandatory lobby register covering EP, Council and Commission
Highlight and explain EU Transparency policy; promote registration of interest groups; explain benefits for citizens and Member States
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large
press release; web/Europa; social media
2015 SPP, SG, EP, COUNCIL (tbc)
3. External Communication actions not related to political priorities
No. Priority Communication objective
Audience Proposed actions Date Services involved
MP specific objective
Budget
3.1 SG on Europa portal Develop understanding about EU policies and activities
European citizens at large
further improvement and rationalization of SG sites
Q1, Q2 SG, COMM 19
3.2 SG on Europa portal Develop understanding about EU policies and activities
European citizens at large
migration of SG sites to new Europa portal/drupal content management system
Q3, Q4 SG, COMM 19
62
4. Internal communication actions
4.1 Internal corporate communication
No. Priority Communication objective
Audience Proposed actions Date Services involved
MP specific objective
Budget
Finalize revamp of My IntraComm corporate sites
Q1
Running specific corporate communication campaigns (such as Decide, GoPro, Document Management, DPO etc.)
All year
4.1 Develop understanding of SG activities and services within the Commission
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
Input to internal corporate communication products (CenD, News&Views, My IC, conferences etc.)
All year
SG F5 + all SG units
19 n.a.
63
4.2 Internal local communication
4.2 Boost staff engagement and ensure a smooth flow of information within the SG
Ensure that SG staff is properly informed of the major policy developments and decisions
SG staff Ensure a wide circulation of information via several channels (My SGnet, collaborative and social platforms, videos, inSiGht, networks and cross-department working groups etc.)
All year F5, Dir R + all SG units
19 n.a