Secretariat-General Management Plan 2014

Transcription

EUROPEAN COMMISSION
Secretariat-General
Secretariat-General
Management Plan
2014
Final
TABLE OF CONTENTS
PART 1. Mission statement....................................................................................................................... 3
PART 2. This year's challenges ................................................................................................................ 4
PART 3. Specific objectives for operational activities ............................................................................... 6
1. Activity "Coordination within the Commission"............................................................................... 6
A. Strategic planning and programming............................................................................................................ 7
B. Coordination of policies ........................................................................................................ 10
C. Political analysis and policy advice ............................................................................................................. 12
D. Corporate IT governance ................................................................................................................................ 12
E. Business continuity............................................................................................................................................ 14
F. Deontology of the European public service .............................................................................................. 15
2. Activity "Co-ordination and relations with other institutions" ........................................................ 18
3. Activity "Better regulation and institutional development" ............................................................ 20
A. Institutional development ................................................................................................................................ 20
B. Smart regulation ................................................................................................................................................. 21
4. Activity "Commission's policy coordination and legal advice'" ..................................................... 23
A: Relations with stakeholders ........................................................................................................................... 23
B: Access to Commission documents and archives................................................................................... 24
5. Activity "Support for the Commission and Protocol" .................................................................... 25
A. Decision-making procedures and tools ...................................................................................................... 25
B. Document management and archives ....................................................................................................... 30
C. Data protection ................................................................................................................................................... 31
D. Protocol ................................................................................................................................................................. 32
PART 4. Specific objectives for horizontal activities ............................................................................... 33
1. Activities "Policy strategy and coordination" and "Administrative support" for the SG ................ 33
List of acronyms ....................................................................................................................................................... 42
2
PART 1. Mission statement
The Secretariat-General is one of the central services of the European Commission,
facilitating its smooth and effective functioning.
It is the President’s department, operating under his authority and serving the College and the
Commission Directorates-General. It manages the Collegial decision making process and
ensures the alignment of Community policies with the political priorities of the Commission.
In particular, the Secretariat-General:
• Initiates, defines and designs the Commission’s strategic objectives and priorities and
shapes cross-cutting policies;
• Coordinates, facilitates, advises and arbitrates - so as to ensure the coherence, quality
and delivery of policy, legislation and operations across policy areas and Commission
departments;
• Facilitates the smooth running of the Commission through planning, programming and
operation of an efficient and modern registry;
• Acts as the Commission’s interface and manages relations with the other European
institutions, national parliaments and non-governmental organisations and entities;
• Fosters the Commission’s institutional strengths and the development of a service
oriented, transparent, responsible European administration which works to the highest
standards of ethics and integrity.
3
PART 2. This year's challenges
This management plan sets out our main goals for 2014 and explains how we will organise
our human and financial resources to meet them. This will be a year of continued policy
delivery with the added challenge that we must deliver during a year of institutional transition.
The Secretariat-General will play an important role in helping the President and College to
complete their political priorities for this mandate, in particular through intensive work with the
European Parliament and the Council to secure agreement on key Commission proposals
before the parliamentary recess. Now that an economic recovery is underway, many of these
proposals will help to support growth across the EU.
We will continue to co-ordinate the implementation of the Europe 2020 strategy for growth and
jobs, preparing for its mid-term review. We will also co-ordinate work on the European
semester of economic policy, including the development of this year's country-specific
recommendations and the setting of priorities for a new cycle in 2015.
Another priority will be consolidating and deepening our work on smart regulation, in particular
the next wave of the 'REFIT' regulatory fitness programme. The first results of this programme
were well-received and have helped to raise awareness within the Commission, the other EU
institutions and Member States of the importance of regulatory fitness. The impact
assessment culture is increasingly well-established in the Commission and we are now
working to complement this with a sharper focus on the ex post evaluation of our policies.
Making the Commission more efficient and improving the way we work together will remain
high on our agenda throughout the year. A good example of this is our project to streamline
and rationalise the Commission's decision-making procedures. The Secretariat-General is
working with DIGIT to develop a more integrated and user-friendly IT system - the 'dorsale
décisionnelle' – to support all stages of our decision-making. This type of efficiency
improvement is all the more important in view of the constraints on staffing levels over the
coming years.
As well as delivering on our current priorities, this year will also be dedicated to the
preparation of the arrival of a new College. We will work to ensure the continuity and
coherence of the Commission's operations throughout this period, and to facilitate the
administrative and practical aspects of the changeover. We will also contribute to the definition
of future political priorities and help to translate these into the Commission Work Programme
for 2015, and will coordinate the preparation of the hearings of the Commissioners-designate
in the European Parliament.
4
The recent changes to the structure and working methods of the Secretariat-General will help
to ensure that we are able to rise to the many challenges we will face in the course of 2014
and beyond. I have every confidence we will succeed.
Catherine Day
Secretary General
***
Key performance indicators for the SG
•
Implementation rate of items on the Commission work programme (CWP)
•
Quality of the Commission's analysis and pertinence/relevance of the country-specific
recommendations
•
Level of integration of workflows and systems linked to the decision-making process
("dorsale")
•
Percentage of Impact Assessments backed by ex-post evaluation results
•
Number of registered exception notes and non-compliance events (internal control)
5
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 = Strategic planning and
process with a view to translating the 5-year political
programming
guidelines of the President into concrete actions
Coordinating and steering the work of the other = Coordination of policies
Commission departments and strengthening interservice cooperation
Assisting the President and the College by providing = Political analysis and
political analysis and policy advice
policy advice
Ensuring that the Commission is properly equipped to = Business continuity and
continue to function in case of business disruptions,
crisis management
crises or disasters
Protecting the reputation of the institution by ensuring = Ethics in the Commission
that the Commission complies with the highest ethical
standards of service
Overseeing the streamlining and the harmonisation of = IT governance
business processes and steering the work on the
Commission's corporate IT strategy
6
A. Strategic planning and programming
The Commission's work is built around a set of political priorities, first established in the 5-year
political guidelines of the Commission President, reflected in the State of the Union address
and expressed in the annual Commission's Work Programme (CWP). These political priorities
are also reflected in the proposal for the annual EU budget.
In this context, the SG is responsible for:
coordinating the preparation and adoption of the CWP and monitoring progress on its
achievement;
overseeing the alignment of the strategic planning of Commission services with the
political priorities of the Commission and monitoring progress in delivering on
commitments;
managing the Activity-Based Management/ Strategic Planning and Programming
(ABM-SPP) process so that Commission DGs correctly identify priorities, objectives
and indicators and deliver on the commitments taken by the Commission;
encouraging measures necessary to enhance sound financial management by all
Commission departments and to address identified weaknesses;
in a context of limited resources, ensuring that the organisation of services and the
allocation of human resources is conducive to the effective delivery of the EU's policy
priorities;
contributing to the management of Commission staff in delegations through its
participation in COMDEL and EUDEL committees;
the European citizens' initiative (ECI).
Specific objective 1: Support the definition of the political priorities of ⌧ Non-spending
the Commission for 2015 and monitor progress in delivering the
commitments in the Commission Work Programme 2014.
Result indicator: Implementation rate of CWP Annex II initiatives (i.e. new initiatives)
(Source: SG)
7
Baseline (2010)
Latest known result (2013)
Target (end 2014)
71%
83% for * items (commitment
to deliver)
Implementation rate of CWP
2014 for Annex II initiatives
planned in 2014: 100%
Main outputs in 2014
Description
Regular forecast and
Indicator
Completion
Target
End 2014
Commission Work Programme 2015
Completion
End 2014
Revision of the internal guidelines on
Completion
End 2014
Completion
End 2014
execution
reports
ECI procedures.
Communication: revision of the guide
on the citizens' initiative.
Responsible entity: Directorate C
Specific objective 2: Pursue the implementation of a performance ⌧ Non-spending
management framework and allocation of adequate resources in all
Commission services in order to deliver efficiently on the political
priorities of the Commission.
Result indicator: Number of reservations included in annual activity reports (AARs) of the DGs
for at least 3 consecutive years
(Source: SG)
Baseline (2009)
Target (end 2014)
4
14
Ensure DGs take corrective
action to lift all reservations
except for those that relate to
errors which will be only
avoided in the next
programming period
Description
Revision of standing instructions for
Indicator
Completion
Target
September
2014
Completion
June 2014
Completion
October 2014
the preparation of the management
plans
Synthesis Report of management
achievements
Revision
of
guidelines
on
the
preparation of 2014 Annual Activity
8
Reports
Responsible entity: Directorate B
9
B. Coordination of policies
The Commission bases its policy and legislative proposals and its decisions on sound internal
cooperation. The need for coordination has increased in recent years as a result of increased
decentralisation of responsibilities and the interdependence and multidisciplinary nature of
many EU policies.
In this regard the role of the SG is to:
steer the Europe 2020 strategy for smart, sustainable and inclusive growth;
foster inter-service co-operation;
shape and develop cross-cutting policies;
facilitate co-operation between Commission services and the EEAS;
coordinate the services' involvement in the G8/G20 preparatory process.
In 2014, SG will continue to monitor and assess the progress of each Member State towards
meeting the Europe 2020 national targets through staff working documents underpinning the
country specific recommendations. Based on the current situation, more ambitious
commitments will be required to reach the global EU targets. SG will also continue to monitor
progress in the delivery by DGs of all initiatives necessary for the roll-out of the seven EU
flagship initiatives. The initiatives were adopted in 2011-2012 to provide the framework for
future actions. The delivery of all further follow-up actions is indicated in the CWP. Also, the
implementation by Member States of the country specific recommendations will be closely
monitored within the European Semester exercise. SG will prepare a stocktaking of the
Europe 2020 strategy, including a public consultation with a view to a possible review of the
strategy by the new Commission in 2015. SG will continue to join up policy making in crosscutting policy areas, such as on the 2030 framework for climate and energy. It will continue to
steer the Commission's role under the cooperation and verification mechanisms for Bulgaria
and Romania and will monitor the implementation of the programmes under the multiannual
financial framework.
SG tries to increase the degree of coherence between Common Foreign and Security Policy
(CFSP) policy initiatives and the Commission's external action (and vice versa).. The
Commission is represented at all COREPER and Political and Security Committee (PSC),
including all preparatory bodies, as well as at preparatory Council working groups. SG offers
strong support to the Commission's external action and ensures full functioning of SG/EEAS
coordination mechanisms.
10
Specific objective 3: Pursue growth enhancing reforms at both EU ⌧ Non-spending
and national level by monitoring the implementation of the Europe
2020 strategy and providing guidance and support to Member
States in their reform efforts.
Result indicator: Recognition of the quality of the Commission's analysis and of the
pertinence/relevance of the country-specific recommendations, as evidenced by the absence of/limited
number of factual corrections the Commission has to make.
Baseline (2013)
Target (end 2014)
n/a
n/a
0 -5 corrections
Description
Commission's
Annual
Indicator
Target
Completion
End 2014
Adoption by Council
July 2014
Growth
Survey launching the European
Semester of policy coordination
Country specific recommendations
Responsible entity: Directorates D and E
11
C. Political analysis and policy advice
The SG is the Commission’s department which directly supports the President and the
College to advance its policy agenda. Reliable, focused and timely political and policy
information is therefore crucial for promoting the Commission's interests and position.
In this context, the SG ensures that the President, Commissioners, Cabinets and SG senior
management are adequately and timely informed on:
•
meetings/ developments in the European Council, Council of Ministers, European
Parliament, European Economic & Social Committee, Committee of the Regions and
national parliaments;
•
external relations, relations with the European External Action Service and external
representation, including G8/G20 and the external dimension of internal policies;
•
developments in Member States, notably through meetings with representatives of
individual Member States and interaction with the Commission's Representations in the
Member States.
This is done, inter alia, through concise, coherent, focused and result-oriented briefings for
meetings and events as well as through political analysis based on full use of internal and
external contacts, databases and networks.
Specific objective 4: Provide the President with high quality briefings ⌧ Non-spending
as well as flash reports on major institutional issues.
Result indicator: Number of instances generating negative feedback
Baseline (2011)
Target (end 2014)
3 out of 276
0 (out of 266)
0
Responsible entities: Directorates B, D, E and F
D. Corporate IT governance
Corporate IT governance activities include steering the Commission's IT strategy and
overseeing the streamlining and harmonisation of underlying business processes. It concerns
all types of IT investments, in all DGs, offices and executive agencies, on all budget lines. It is
an important contributory factor to operational effectiveness and more efficient use of
resources in the Commission. It is based on strong collaborative efforts and agreements
undertaken taken by the DG and offices, resulting in the increased sharing of common
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processes and core IT services as well as the co-financing and joint development of new
reusable solutions and services.
Specific objective 5: Achieve greater operational effectiveness and ⌧ Non-spending
resources efficiency of the organisation by streamlining, optimising
and harmonising business processes and their automation through
developing and implementing a robust and visionary corporate IT
strategy.
Result indicator: Number of IT systems in the Commission
(Source: Commission)
Baseline (2010)
Latest known result
(2013)
1696
1697 (provisional
figure)
Milestone (end 2014)
Target (end 2015)
1250 systems by end 2014,
< 1100
with an improved distinction
between "systems" and
"sub-systems/reusable
modules")
Description
Projects examination
Indicator
Target
Number and size [expressed in total
100% of the
cost of ownership (TCO)] of
portfolio should
examined projects
have been
examined by 2014,
representing a five
year TCO of
around EUR 1.6
billion
Task force recommendations
Number of task force
End 2015: all
recommendations addressed
addressed or
permanent
End 2014: 25
completed or
permanent and 8
ongoing
Responsible entities: Principal Adviser on IT with contributions from Directorates A, B, R
13
E. Business continuity
Business Continuity Management (BCM) addresses preparation for major disruptions affecting
the Commission activities. The SG is responsible for steering the corporate process and for
implementing business continuity measures in the SG itself.
The Local Security Officer (LSO) assists the Secretary General in the discharge of her
responsibility for security issues by monitoring the correct implementation of the Commission's
internal security rules, as laid down in the Commission Decision 2001/844/EC and Security
Notice 5.
Crisis Management addresses natural and man-made catastrophes at EU or global level. The
SG oversees for the President the readiness of the relevant services and ensures proper
coordination through ARGUS in case of major multi-sectoral crises and threats.
Specific objective 6: Foster the Commission's capacity to answer ⌧Non-spending
unexpected events quickly, efficiently and in a coordinated manner
and, in the case of a major business interruption, ensure that the
Commission is able to maintain critical and essential functions,
continue to operate and return to normal activities as quickly as
possible.
Result indicator: Percentage of DGs and executive agencies (EAs) which adopted and sent to
SG new Business Continuity Plans (BCP) compliant with the SG's guidance
(Source: SG)
Baseline (2010)
Target (end 2014)
13% of 42 DGs – 6 EAs not
considered
80% of 39 DGs and 6 EAs
90%
Result indicator: Percentage of DGs and executive agencies which used and passed the
Business Continuity Management (BCM) self-assessment tool created in 2012 to evaluate the
BCM competence, capability and relative maturity of all Commission entities
(Source: SG)
Baseline (October 2012)
Target (end 2014)
56% of 42 DGs and 6 EAs
have used the tool
93% of all 39 DGs and 6 EAs
have used the tool and, out of
these, 81% passed
95%
Result indicator: Fast response (within maximum 60 minutes) from the Duty Officers
(Source: SG)
14
Baseline (2011)
Target (end 2014)
62% of all DGs (the EAs were
not in the scope)
85% of all DGs
More than 80% of all DGs
[85% in 2013 was an
exceptional result above
target and expectations]
0% of 6 EAs (first time in the
scope)
More than 50% of 6 EAs
Description
BCN (Business Continuity Network)
inter-service meetings
Indicator
Target
Number of BCN (Business
4 by end 2014
Continuity Network) inter-service
meetings
Responsible entity: Directorate A
F. Ethics in the Commission
In the context of ethics, the SG supports and fosters the full and coherent implementation of
the Code of Conduct for Commissioners by giving accurate and clear answers to requests
addressed by Commissioners and their Cabinets and/or by DG COMM and citizens. The SG
is also in charge of the annual update of the declarations of interests of the Commissioners.
The SG follows up the complaints procedure foreseen by the Commission's Code of Good
Administrative Behaviour, including the legal analysis of appeals to the Secretary General
under the Code, and the drafting of relevant answers after consultation of the Legal Service.
The SG manages the Commission's Code of good administrative behaviour mailbox and
analyses the departments' requests for participation in private-law organisations and
amendments to the existing participations.
The SG also manages mails and transmission of information in conformity with the
Memorandum of Understanding between the Commission and OLAF. It ensures effective
coordination of information about cases which require precautionary measures (in order to
protect the financial and reputational interests of the Union) by organising "Clearing House"
meetings with a view to monitor that information and/or allegations of fraud are treated
according to existing procedures, and to make sure responsible Commissioners and
Directors-General are kept up-to-date on those cases where the reputation and/or financial
interests of the institution are at stake.
15
Specific objective 7: Foster the highest ethical standards of service in ⌧ Non-spending
order to encourage ethical conduct and accountability and ensure, in
the SG, high ethical standards and an anti-fraud culture.
Result indicator: % of SG anti-fraud action plan measures implemented according to their set
deadline
(Source: SG)
Baseline (2013)
Target (end 2014)
0%
100%
Description
Communication
campaign
Indicator
Target
Completion
End 2014
Completion
End 2014
Completion
End 2014
Completion
June 2014
promoting the roles of the anti-fraud
contact person and the ethics
correspondent and design of an
integrated
ethics
-
anti-fraud
website
Adequate
preparation
awareness
raising
and
actions
for
setting up of the new Commission
in
order
to
achieve
full
and
coherent implementation of the
Code
of
Conduct
for
Commissioners
Update of list of FAQ on issues
related
especially
to
ethical
as
matters,
concerns
the
implementation of the Code of
Conduct for Commissioners.
Memorandum
of
understanding
OLAF/Commission
Responsible entity: Directorates B, R
16
2. Activity "Co-ordination and relations with other institutions"
The Secretariat-General is responsible for relations between the Commission and other
European institutions and bodies. This activity involves:
Providing leadership within the Commission and taking all necessary steps to ensure
coherence in external representation and facilitate endorsement by the European
Parliament and the Council of Commission proposals;
Promoting and managing constructive and efficient working relations with the EU
institutions and the specialised EU bodies (the European Economic and Social
Committee (EESC), the Committee of the Regions (CoR), the European Ombudsman)
and the national parliaments.
The Secretariat-General steers and coordinates the other Commission services in interinstitutional relations, so as to ensure that the Commission plays coherently its prominent
inter-institutional role and to encourage enhanced cooperation between the EU institutions.
The SG’s position in inter-institutional contacts is pivotal – inter alia - through its role in
coordinating the work of the GRI-HEBDO-College procedure and by preparing the
Commission’s participation in the meetings of the European Council, European Parliament,
Council, as well as ensuring proper follow-up.
The SG will continue to work with the EEAS, in particular the Corporate Board Secretariat, to
ensure the mutual understanding and the respect for Commission procedures where
appropriate.
In 2014, the Secretariat-General will, in particular, help to steer and coordinate the preparation
of the new Commission, in particular with respect to the hearing procedures in the European
Parliament of the Commission President elect and the Commissioners designate.
17
Specific objective 8: Coordinate the Commission’s participation in ⌧ Non-spending
inter-institutional meetings, strengthen its negotiation position, and
ensure proper follow-up.
Result indicator: Number of legislative proposals adopted against the position of the
Commission (e.g. number of instances where the Commission has to
force unanimous
agreement in the Council).
(Source: SG)
Baseline (2013)
Target (end 2014)
13
13
less than 10
Description
Indicator
Target
Number of cases in which the
Less than 10 in
Council & EP to promote priorities
Commission has to force unanimity
2014
and/or to anticipate and/or address
in the Council in case it wants to
Commission
interventions
in
potential difficulties
depart significantly from the original
proposal
Follow-up to National Parliaments Percentage of NP opinions for which
(NP) opinions
75% in 2014
proper follow-up was given within
the self-imposed deadline of 3
months
High
level
strategic
meetings with presidencies
planning
Number of high level strategic
2 meetings /
planning meetings with presidencies
presidency
Responsible entities: Directorate D, E and F
18
3. Activity "Better regulation and institutional development"
This frontline activity of the SG entails:
Ensuring overall coherence and proper functioning of = Institutional development
the EU's institutional set-up, in accordance with Treaty
provisions
Improving the effectiveness and efficiency of EU = Smart regulation
legislation by applying smart regulation instruments
throughout the entire policy cycle
A. Institutional development
The Lisbon Treaty introduced important changes to the EU's architecture regarding the
decision-making process and the role of the EU institutions. The SG is at the core of work
implementing these provisions, while also remaining responsible for the other "classical"
institutional issues such as comitology, regulatory agencies, etc.
Specific objective 9: Promote the good functioning of the regulatory ⌧ Non-spending
agencies system.
Result indicator: Percentage of actions with concrete deadlines (i.e. 2013 or 2014) implemented
under the SG's direct responsibility, stemming from the December 2012 Roadmap on the follow
up to the Common Approach on EU decentralised agencies
(Source: SG)
Baseline (2012)
0%
50%
(15
out
of
the
30
roadmap actions under direct
Commission
and
Target (end 2014)
100% of the actions under
SG's direct responsibility
completed or well advanced.
responsibility
having
concrete
deadlines)
Description
2nd Report on the implementation
of the Common Approach on EU
decentralised agencies
19
Indicator
Target
Completion
End 2014
B. Smart regulation
The EU's smart regulation policy – which is a shared responsibility of the European institutions
and Member States – aims at simplifying and improving existing regulation, better designing
new regulation and reinforcing the respect and the effectiveness of existing rules, in line with
the EU subsidiarity and proportionality principles. Smart regulation focuses on the whole policy
cycle – from the design of a piece of legislation, to implementation, enforcement, evaluation
and revision. Implementation is done through the flagship programme REFIT (Regulatory
Fitness and Performance Programme).
SG action in this field has the following components:
Coordination and implementation of the Commission's Regulatory Fitness and
Performance Programme (REFIT) including the mapping and screening of the
regulatory acquis, the identification of actions to simplify and reduce regulatory burden
and the monitoring of results through a scoreboard, paying particular attention to the
SME dimension;
Ensuring the application of smart regulation tools in the Commission and promoting their
use at EU and Member State level, notably impact assessment, stakeholder
consultation, simplification, ex-post evaluation and fitness checks;
Achieving compliance with EU law through reinforced dialogue and co-operation with
Member States.
Specific objective 10: Improve the effectiveness and efficiency of EU ⌧ Non-spending
regulation by applying smart regulation instruments throughout the
legislative cycle.
Result indicator: Percentage of impact assessments carried out for initiatives with impact
assessment requirement
(Source: SG)
Baseline (2011)
Target (end 2014)
95%
98%
99%
Result indicators: Percentage of Impact Assessments backed by ex-post evaluation results
(Source: SG)
Baseline (2012)
Target (end 2014)
18%
16,5%
25%
20
Result indicator: Number of simplification proposals adopted by the Commission
(Source: SG)
Baseline (2010)
Target (end 2014)
5
17
19
(15 REFIT + 4 SRP carried
over from 2013)
Description
Indicator
Target
Completion
November 2014
Communication on REFIT
Completion
June 2014
Article 318 TFEU report
Completion
June 2014
Communication
on
evaluation
guidelines
Responsible entity: Directorate C
21
4. Activity "Commission's policy coordination and legal advice"
The aim of this activity of the Secretariat-General is to:
actively coordinate measures strengthening a culture = Relations with
of dialogue between the Commission and civil society
stakeholders
while also increasing the involvement of civil society in
policy making
foster effective implementation of rules on openness = Access to Commission
and access to documents throughout the Commission
documents and archives
and ensure access to Commission historical archives
by
reinforcing
inter-institutional
and
international
cooperation on archives
A: Relations with stakeholders
Specific
objective
11:
Foster
transparency
in
relation
with ⌧ Non-spending
stakeholders by encouraging interest representatives to register in
the Transparency Register.
Result indicator: Number of quality checks concerning the correctness of data contained in the
Transparency Register
(Source: SG)
Baseline (2012)
Target (end 2014)
500
700
800
Description
Annual
report
and
revised
Indicator
Target
Completion
End 2014
Completion
End 2014
interinstitutional agreement on the
Internal and external information
and
awareness-raising
on
the
22
B: Access to Commission documents
Specific objective 12: Facilitate the public access to Commission ⌧ Non-spending
documents with a view to increasing transparency.
Result indicator: Average time needed (working days) for dealing with confirmatory requests
(Source: SG)
Baseline (2010)
Target (end 2014)
89
46
10% improvement (41)
Description
Improved
speed
working
up
the
methods
to
handling
of
confirmatory applications (access
to documents).
23
Indicator
Target
Completion
End 2014
5. Activity "Support for the Commission and Protocol"
The Secretariat-General also provides efficient support to the work of the Commission
(College and services). To that effect, it will in particular:
Ensure that all stages of the Commission’s decision- = Commission decisionmaking process run smoothly and work continuously to
making procedures and
develop
tools
modern
and
effective
decision-making
procedures and tools with a view to advancing towards
an e-Commission ("Dorsale décisionnelle" project)
Further
improve
document
management
modernise the system
and = Document management
and archives
Safeguard the rights of subjects whose personal data = Data protection
need to be used by the Commission
Provide
protocol
assistance
and
advice
for = Protocol
Commission services
A. Decision-making procedures and tools
The Registry of the Commission ensures the smooth and sound functioning of the
Commission's decision-making process. To this aim, the Registry has been engaged since
2008 in a major exercise of internal modernisation.
In 2014, the Registry will continue to focus its efforts on rationalising processes and
procedures, streamlining IT systems, communicating and providing high-quality assistance to
users. These main objectives will be pursued in the context of: (1) the development and
implementation of the “Dorsale décisionnelle” project (aiming to rationalise procedures and
tools), as well as (2) the steady development and continuous improvement of the "pôle des
procédures" and, notably, of the new GoPro procedural guide and the procedural helpdesk.
Since 2014 marks the transition between the current and the upcoming Commission, the
Registry will strongly contribute to ensuring that this institutional change happens as smoothly
as possible as regards the decision-making process. In this context, the Registry will identify
and assist in the preparation of the first decisions to be taken by the new President and the
new College. This includes, among others, the appointment of the Commission's Vice-
24
Presidents, the attribution of responsibilities among Commissioners and the revision of the
empowerments in order to ensure continuity of the decision-making powers.
In terms of the governance of the institution, the Registry will provide an assessment of the
need for revised versions of the Commission Rules of Procedures, the rules giving them effect
and the corresponding operational modalities, and will eventually make a proposal.
Operationally, the Registry will set up, before the end of the current Commission mandate, a
cleaned-up list of non-processed procedural files. Moreover, the Registry will contribute to the
smooth integration of the new Commissioners and their private offices to their new positions
by means of a module on decision-making in the training programme that will be prepared in
view of their arrival. The Registry is also fully involved in ensuring that, at the moment of the
institutional transition, the first iteration of the "dorsale décisionnelle" project will be in
production which will allow the new Commission to start working in a completely new IT
environment.
Specific objective 13: Standardise and streamline the Commission's ⌧Non-spending
decision-making in the context of the legislative and policy lifecycle,
by reviewing procedures and processes and streamlining support IT
systems ("Dorsale décisionnelle" project).
Result indicator: Level of integration of workflows and systems linked to the decision-making
process
(Source: SG)
Baseline (2013)
Milestone (end 2014)
for
Target (end 2015)
Project launched.
Proposals
the Integration of new types of
Adoption of vision document.
rationalisation of procedures documents:
First release of the "dorsale - answers to parliamentary
décisionnelle", including:
questions;
- enhanced core systems - answers to Ombudsman's
(CIS-Net, e-Greffe and Vista);
inquiries;
- integrated decision-making - answers to opinions of
workflow;
National Parliament;
- single entry point.
- answers to petitions.
Absorption in the "dorsale
décisionnelle of the related
IT tools: BASIL, ASAP and
Petitions.
Result indicator: Reduction of paper production and distribution by the Registry in the context of
the Commission's decision-making process
25
(Source: SG)
Baseline (2005)
Target (end 2014)
33,5 million pages
15,3 million pages (55%
60% reduction compared
reduction compared to 2005)
to 2013
Description
Indicator
Target
Adoption
Beginning 2014
Delivery
2014
Adoption
Mid-2014
Prototype
Delivery
End 2014
Pilot phase for some DGs
Delivery
2015
Release for all DGs
Delivery
End 2016
Delivery
November 2014
Delivery
November 2014
Project
"Dorsale décisionnelle"
priorities
workplan:
and
main
timing
of
analysis and developments
for the first iteration
First release
New
edition
tool Vision document
"Legisweb" (successor of
LegisWrite)
Suppression of paper distribution of written procedures
to cabinets for normal documents
Electronic workflow for the adoption of empowerment
procedures
(provided that the
Dorsale/e-Greffe
systems can
effectively support
it)
Suppression of the paper transmission of legislative
proposals and delegated acts with "lettres de saisine" to
the other institutions.
26
Delivery
End 2014
Specific objective 14: Provide useful and updated information, as well ⌧ Non-spending
as specific guidance, to all Commission users regarding all
Commission corporate procedures handled by the SG.
Result indicator: Rate of completion of the drafting of GoPro, the guide to procedures
(Source: SG)
Baseline (beginning
2013)
0%
Latest known result
(end 2013)
53% (38 out of 72)
Milestone (2014)
Target (mid-2016 at
the latest)
71% (13 chapters more)
100% of all corporate
procedures handled by
the SG
Description
Communication campaign on
Indicator
Target
Completion
End 2014
Completion
End 2014
Completion
End 2014
GoPro
Consolidation,
rationalisation
and update of intranet web
pages dedicated to information
on the decision-making process
Review of trainings given to
Commission staff on decisionmaking procedures and related
tools, in the context of the
release
of
the
"dorsale
décisionnelle"
27
B. Document management and archives
Specific objective 15: Encourage full implementation of Commission ⌧ Non-spending
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.
Result indicator: Percentage of the document management and archives lifecycle covered by
corporate IT tools
(Source: SG)
Baseline (2008)
Target (end 2014)
10%
75%
10% increase
Result indicator: Percentage of IT systems in the document management domain that are
integrated with Hermes-Ares-Nomcom or absorbed into Ares
(Source: SG)
Baseline (2011)
Target (end 2014)
3% of IT systems in the 32.5% of IT systems in the > 32.5% of systems in the
document
domain
management document
integrated
(8)
or domain
management document management area
integrated
(70)
absorbed (1) (out of the 215 absorbed (1) by end 2013
or should
be
integrated
Hermes
systems originally identified)
[source: eDomec Annual Activity
report 2011]
Description
Customisation
Hermes
(HPS)
of
software
Preservation
and
for
Services
Historical
Archives
Management Information System
(HAMIS):
customised
archival
repository model, needs analysed
regarding
the
management
defined
and
module,
archives
approach
possible
pilots
executed
28
Indicator
Target
Delivery
End 2014
with
Action
plan
to
implement
an
Completion
End 2014
Completion
End 2014
Completion
End 2014
information management strategy
at the Commission
Preparation of draft implementing
rules for the amended Archives
Regulation for discussion with the
other institutions.
Preparation for approval of new
Framework Partnership Agreement
with
the
Institute
European
under
the
University
amended
Archives Regulation
C. Data protection
Specific objective 16: Promote respect by Commission services of the ⌧Non-spending
right to protection of personal data.
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)
(Source: SG)
Baseline (2008)
Target (end 2014)
81,8%
96%
> 97%
Result indicator: Number of complaints to the Data Protection Officer
(Source: SG)
Baseline (2009)
Target (end 2014)
10
4
< 10
Result indicator: Number of complaints to the EDPS
(Source: SG)
Baseline (2009)
Target (end 2014)
5
2
< 10
Description
Further contribution to the reform of
the
data
protection
legal
framework initiated by DG JUST;
launch a reflection on how to
29
Indicator
Target
Completion
End 2014
anticipate entry into force of reform
in the Commission's services
Data
Protection
Completion
Q1 2014
Completion
End 2014
privacy
Completion
End 2014
Enhanced visibility and recognition
Completion
End 2014
campaign:
Awareness
surveys,
information
sessions, training, communications,
brochures, articles
More user-friendly DPO website on
MyIntracomm
Improved
quality
of
statements
of DPC function (actions with the
EDPS and inside DGs)
Responsible entity: Data Protection Officer
D. Protocol
Specific objective 17: Provide the President, the College and DGs with ⌧ Non-spending
protocol support and diplomatic assistance.
Result indicator: Number of diplomatic incidents and complaints from the College
(Source: SG)
Baseline (2011)
Target (end 2014)
2
0
None
Description
Indicator
Target
Improvement of expertise on
Delivery
End 2014
protocol (training, assistance,
advice, etc.), also in the context of
the preparation of the next
Commission.
Responsible entity: Protocol service
30
PART 4. Specific objectives for horizontal activities
1. Activities "Policy strategy and coordination" and "Administrative support"
for the SG
The SG's frontline activities are supported by these two horizontal activities which aim at
fostering a modern, dynamic and effective working environment in the DG.
The following activities contribute to achieving this goal:
•
Strategic planning and programming: steering the process of defining the SG
strategic priorities, in line with the President's guidelines, monitor progress in delivering
on commitments and report on achievements;
•
Internal control: assessing the compliance with the Commission's internal control
standards and carrying out actions meant to raise awareness and improve the control
environment, the effectiveness of risk management and governance processes.
•
Financial resources management: ensuring sound and efficient management of
financial resources through budget preparation, execution and monitoring and by
providing support and service to all staff involved in financial procedures;
•
Human resources management: recruiting, training, assessing, motivating and
retaining highly-qualified staff while promoting equal opportunities; promoting a
dynamic allocation of resources in a context of tight resources;
•
Internal and external communication: developing and implementing a
communication strategy to foster a good understanding of the activities of the SG and
of the Commission, to support business transformation, boost staff cooperation and
engagement and a smooth flow of information within the DG;
•
Liaison with the Representation offices of the Commission in the Member
States: developing and supporting the network of Economic Semester Officers and
SG policy officers in Representations, in cooperation with DG COMM;
•
Mail and document management: managing the official mail of the Commission, of
the President and of the Secretary-General; implementing an effective document
management system;
•
IT: preparing and delivering an IT policy in line with the Commission's IT governance;
ensuring the development of the information systems needed to implement SG
procedures; monitoring progresses and budget execution; liaising with DG DIGIT to
31
provide the IT support and IT infrastructure needed for the functioning of the SG and
the President’s Cabinet;
•
Logistics and EMAS: ensuring efficient management of logistics and coordinate
efficient space allocation and taking steps to improve the SG's environmental
performance
In 2014, the preparatory work for the arrival of the new Commission will require significant
efforts in order to ensure overall coherence and progress in the administrative preparation by
the central services (e.g. security matters, administrative support for incoming and outgoing
Members of the Commission and their cabinets, logistics and IT, mail and document
management, and training).
32
Table Financial and Human Resources by ABB activity
ABB activity: 25 02 Relations with civil society, openness and information
Financial resources
Human resources
(€) in commitment appropriations
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
(managed by
Total
(in FTEs)
the service)
4.042.000
4.042.000
31
3
34
ABB activity: 25 AWBL-01 Administrative support for the Secretariat-General
Financial resources
Human resources
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
(managed by
Total
(in FTEs)
the service)
6.935.626
6.935.626
55
12
67
ABB activity: 25 AWBL-02 Coordination within the Commission
Financial resources
Human resources
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
Total
(in FTEs)
(managed by
the service)
144
15
159
ABB activity: 25 AWBL-03 Coordination and relations with the other institutions
Financial resources
Human resources
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
(managed by
Total
(in FTEs)
the service)
53
33
2
55
ABB activity: 25 AWBL-09 Policy strategy and coordination for the Secretariat-General
Financial resources
Human resources
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
(managed by
Total
(in FTEs)
the service)
20
2
22
ABB activity: 25 AWBL-12 Logistical support for the Commission and protocol
Financial resources
Human resources
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
(managed by
Total
(in FTEs)
the service)
113
18
131
ABB activity: 25 AWBL-13 Better regulation and institutional development
Financial resources
Human resources
Operational
Administrative
expenditure
expenditure
Total
Establishment
Estimates of
plan posts
external personnel
(managed by
Total
(in FTEs)
the service)
75
34
11
86
Brief description of the SG's medium and short term IT strategy
In response to the changed role of the Secretariat-General in cross-service policy
development and coordination, information technology is called upon to provide solutions and
tools that help to integrate and streamline workflows, enable flexible and resource-effective
ways of working and foster collaboration. These solutions will be implemented by delivering
integrated flagship systems in the domains of the legislative lifecycle and document
management and by deploying modern technologies that support mobile and collaborative
working. The set-up of the digital working environment for the next Commission will be a
particular opportunity to provide – on the basis of a thorough needs analysis - effective
solutions as regards usability, security, service and cost.
In parallel, efforts will continue to deliver IT services as resource-efficiently as possible by
consolidating IT infrastructure and support services to DIGIT´s corporate offer. In the domain
of IT governance, the IT unit of the Secretariat-General will continue to provide a substantial
contribution to the peer review of corporate IT projects in cooperation with the IT Governance
Task Force and other units involved in corporate administrative affairs. Finally, particular
emphasis will be placed in 2014 on publishing a series of high value data sets of the
Secretariat-General on the open data portal of the European Union. The IT strategy of the
Secretariat-General is fully aligned with corporate initiatives that aim at rationalising the IT
landscape through the optimisation and harmonisation of business processes, the
development and implementation of common corporate platforms and systems and the usage
of infrastructure and support services provided by DIGIT.
35
Specific objective 18: Rationalise resources management within the ⌧ Non-spending
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.
Result indicator: Staff reduction in the SG according to the commitment made by the
Commission
(Source: SG)
Baseline (2013)
Milestone
Target (2013-2017)
2013: 5 posts
5 posts by 01/07/2014
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)
Target (end 2014)
30% female senior managers
36,4% female senior
managers
More than 25% female senior
managers (EC official target
2014)
25% female middle managers
25% female middle managers
47,2% female officials AD
non-management
51,2% female officials AD
non-management
More than 30,8% female
middle managers (SG target
defined by DG HR)
More than 43% female
officials AD nonmanagement(EC official target
2014)
Result indicator: Number of Information Systems: before and after the rationalisation
(Source: SG)
Baseline (2011)
Target (end 2015)
42
351
262
Result indicator: Number of SG staff equipped with mobile IT workstations, smart mobile
devices (smartphones, tablets) and remote access tokens.
(Source: SG)
1
Systems phased-out since 2011: Estel, SG Applications Portal, eMeetings, Médiateur, Inter-service Groups, Indis, Documat
Systems to be phased out by end 2015: e-Greffe, Vista, CISNet, Basil, ASAP, Petitions (all to be absorbed into Dorsale
décisionnelle), NIF, MNE, EU-Pilot (all to be absorbed into Themis), Sybil, Manual of Procedures
2
36
Baseline (2012)
Target (end 2014)
Mobile IT workstations: 72
Smart mobile devices:
- corporate: 39
- corporate: 62
- corporate: 90
- private: 73
Remote access tokens: 338
- private: 92
- private: 120
Description
SG
Human
Resources
Indicator
Target
Completion
End 2014
Completion
End 2014
Completion
End 2014
Management report
SG
Resources
services
survey
report
IT Master Plan
Responsible entity: Directorate R
Specific
objective
19:
Develop
good
external
visibility
and ⌧ Non-spending
understanding of SG activities, while at the same time boosting staff
engagement and ensuring a smooth flow of information within the SG.
Result indicator: Degree of implementation of the actions in the SG's internal communication
strategy
(Source: SG)
Baseline (2013)
Target (end 2014)
Not available
Description
External communication strategy
80%
Indicator
Completion
Target
End 2014
Internal communication strategy
Completion
End 2014
New SG intranet with all content
Completion
Q2 2014
Completion
End 2014
revised and kept up-to-date
Rationalised and revised SG pages
on MyIntracomm and europa.eu
Responsible entity: Directorate F
37
Specific objective 20: Implement and maintain an effective internal ⌧ Non-spending
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.
Result indicator: % of budget execution in commitments of new appropriations (C1) – budget
lines for which SG is accountable in AAR
(Source: SG)
Baseline (2009)
Target (end 2014)
100%
100%
100%
Result indicator: % of number of payments made within contractual deadline
(Source: SG)
Baseline (2009)
Target (end 2014)
97%
94%
99%
Result indicator: Number of registered exception notes and non-compliance events
(Source: SG)
Baseline (2010)
Target (end 2014)
26
17
decrease
Result indicator: % of a posteriori commitments out of total commitments (C1, C4 and C5)
(Source: SG)
Baseline (2009)
Target (end 2014)
0%
0%
0%
Description
Awareness-raising
exceptions
and
campaign
on
non-compliance
events
38
Indicator
Target
Completion
End 2014
39
List of acronyms
Term
Definition
2011Q1 – 2011Q4
AAR
AB
ABAC
ABM
ARGUS
ASAP
1st quarter 2011 – 4th quarter 2011
Annual Activity Report
Administrative burden
Accrual-Based Accounting
Activity Based Management
General Rapid Alert System
Operational IT tool for the follow-up to national parliaments'
opinions
Acquis search platform
Business Continuity
Business Continuity Management
Business Continuity Programme
Business Impact Assessment
Community Capacity in Crisis Management
Database for Interdepartmental Consultations
Commission
Committee of the Regions
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
Conférence des organes spécialisés des Assemblées de la
Communauté
Country-specific recommendations
Cooperation and Verification Mechanism
Commission Work Programme
Directorate General
Documentation et Recherche sur les Questions Institutionnelles
Européennes (database)
Executive agency
European Data Protection Supervisor
European External Action Service
European Economic and Social Committee
Evaluation Information Management System
European Ombudsman
European Parliament
European Union
EuropeanUniversity Institute
Groupe interservices compétences externes
Groupe des Relations Inter-institutionnelles
Réunion hebdomadaire des chefs de Cabinet
Outil de gestion documentaire
Impact Assessment
Impact Assessment Board
Impact Assesment Service
Inter-Institutional Working Group
Information Systems
Information Technology
Member of the European Parliament
Multiannual Financial Framework
ASP
BC
BCM
BCP
BIA
C3M
CIS-Net
COM
CoR
COREPER
COSAC
CSR
CVM
CWP
DG
DORIE
EA
EDPS
EEAS
EESC
EIMS
EO
EP
EU
EUI
GICE
GRI
HEBDO
Hermes
IA
IAB
IAS
IIWG
IS
IT
MEP
MFF
40
MS
NGO
NOAH
NomCom
NP
NRP
REFIT
RSCC
SCA
SG-Vista
SRP
SMART
SPOC
SPP
SURE
TFEU
TCO
Member States
Non Governmental Organisation
Tool for Business Continuity Management in the Commission
Nomenclature Commune=plan de classement de la Commission
(outil de gestion et de consultation)
National parliaments
National Reform Programmes
Regulatory Fitness and Performance Programme
Réunion spéciale des chefs de Cabinet
Special Committee Agriculture
Application: Official procedures and documents
Simplification Rolling Programme
Specific, Measurable, Archievable, Relevant, Timed
Single Point of Contact
Strategic Planning Programmation
Special Committee on Policy Challenges and Budgetary
Resources for a Sustainable European Union after 2013
Treaty for the Functioning of the European Union
Total Cost of Ownership
41
Annex 3: Priority internal control standards
Table Summarising Priority ICS
Prioritised in
MP 2013
Priority Control Issues
Effectively
Internal Control
implemented
Standards
Summarise the relevant requirements Control issues and planned measures
and/or effectiveness criteria
to improve or develop controls
Organisational issues that can improve the
DG's performance or control environment
Yes
No
In January 2014 an important reorganisation
of the SG took place. The new internal
workflows and division of responsibilities
require efforts and time to mature and be
highly efficient and effective.
ICS 7 Operational
The IT systems owned by the DG need to The 'Dorsale décisionelle' project streamlining
Structure
use all possible synergies to the maximum the IT systems supporting the decisionextent possible. Avoid duplication of making process was launched in 2013,
investment and ensure interoperability.
aiming to rationalise the procedures and tools
in this area.
The DG’s main operational and financial GoPro, the guide to all Commission users
processes and procedures and IT systems regarding corporate procedures handled by
are adequately documented.
the SG, is under development. Progress was
achieved in 2013 but the work needs to
continue.
Yes
No
ICS 8 Processes
A method is in place to ensure that all An
and Procedures
instances of overriding of controls or
deviations from established processes and
procedures are documented in exception
reports, justified, duly approved before
action is taken and logged centrally.
42
awareness-raising
campaign
on
exceptions and non-compliance events is
planned for 2014
Annex 4. Planning of studies (evaluations and other studies)
N°
Title
Context, Intended Use
CWP, Fitness Check,
required by legal basis,
other (specify)
Type of evaluation or study
Prospective
(P) or
retrospective
(R)
External (E),
internal (I),
internal with
external
support (I&E)
Expenditure programme
(E), Regulatory
instrument
(R),Communication
actvity (O), Internal
Commission activity (I)
Timing
Start
(month/
year)
Associated
DGs
End (month/
year)
I. Ongoing evaluations (work having started in previous years)
II. Evaluations planned to start in 2014 or later
1
2
3
ABRplus Study
Study on common
security requirements
for systems with
standard requirements
Study on common
security requirements
for systems managing
personal data
COSME work
programme
III. Other ongoing or planned studies
P
E
I
Jan-14
Dec-14
NA
R
E
I
Jan-13
Jul-14
NA
R
E
I
Jan-13
Jul-14
NA
Compliance with
Commission's IT
Security Policy
Compliance with
Commission's IT
Security Policy
43
Annex 6. Communication strategy
Executive Summary
The Secretariat-General plays a key role in shaping and coordinating cross-cutting
policies. Its external communication strategy for 2014 focuses on supporting the
corporate communication themes set by the Communication Steering Board, in
particular "EU makes doing business easier and better" and "Tackling
unemployment and creating jobs". The SG will contribute, by reinforcing the
strategic vision, to the corporate narrative at the request of DG COMM and
contribute to create coherence and alignment across DGs in the external policy
messages by participating, wherever appropriate, in corporate communication
projects. Contribution to communication efforts in view of EP 2014 election will be
also provided wherever necessary and in coordination with other institutions, in
particular EP. Contribution to communication activities around the set up of the new
Commission will also be ensured in cooperation with DG COMM and SPP.
Liaison with the Commission's representations will be further reinforced in view of
streamlining policy communication to key stakeholders in the Member States.
The SG will also contribute to the communication packages (i.e., press material,
lines to take, web content, etc.) prepared by DG COMM and the SPP on the
Commission priority areas related to the Europe 2020 strategy and economic
governance, State aid modernisation, efficient use of resources and Smart
Regulation, including regulatory simplification and burden reduction (cutting red
tape).
In addition to the actions related to policy priorities, SG will complete the
rationalisation and consolidation of its web sites on Europa in close cooperation
with DG COMM.
Internal communication priorities will aim at promoting the services provided by the
SG to other Commission departments in areas where the SG coordinates policies
and procedures, including decision-making process, strategic planning and
programming, application of EU law, transparency, document management,
business continuity and crisis management.
Communication within the SG will focus on promoting a dynamic and collaborative
work environment by implementing active exchanges of information on the SG
major policy developments and decisions, supporting cooperation across
directorates and units and promoting transversal projects as well as supporting SG
staff in the transition towards the new SG2014 organisation.
44
External communication actions related to policy priorities
No
Communication
Objective(s)
Message
Audience
Proposed
actions/type of
activity
Date/ location
DG COMM
Services
Ex-ante
evaluation
Budget
Supporting corporate communication priorities
2.1 EU makes doing business Highlight and
easier and better
explain the EU
role and
contribution
Specialized
audience
(businesses,
SMEs, key
economic
stakeholders),
European
citizens
Contribution to the All year
corporate narrative
at the request of DG
COMM
DG COMM A1/
SPP/Reps
n.a
n.a
2.2 Tackling unemployment
and creating jobs
Highlight and
explain the EU
role and
contribution
European
citizens
Contribution to the All year
corporate narrative
COMM
DG COMM A1/
SPP/Reps
n.a
n.a
2.3 European elections 2014 – Highlight and
increase participation
explain the EU
role and
contribution
European
citizens
Contribution to the 1st half
corporate narrative
COMM and EP
DG COMM A1/
SPP/Reps
n.a
n.a
45
No
Communication
Objective(s)
2.4 New Commission
Message
Highlight and
explain the role of
EU/programme of
the new
Commission
Audience
European
citizens,
stakeholders,
specialized
audience
Proposed
actions/type of
activity
Date/ location
Contribution to the 2nd half
corporate narrative
COMM
DG COMM
Services
Ex-ante
evaluation
DG COMM A1/
SPP/Reps
n.a
Budget
n.a
Communication actions not related to political priorities
No
Communication
Objective(s)
Message
Audience
Proposed
actions/type of
activity
Date/ location
DG COMM
Services
Ex-ante
evaluation
Budget
External communication
Rationalizing and consolidating the SG sites on Europa
Reviewing and
Q2
3.1.1 Providing relevant
Facilitate access Citizens,
consolidating the
information on
to corporate
businesses,
Commission policies in information by
lawyers, lobbyists, Application of EU
law site on Europa
line with the transparency adopting a citizen- academics,
obligations of the
centric approach national
Commission
authorities, NGOs
etc.
46
DG COMM A5
n.a
n.a
No
Communication
Objective(s)
3.1.2 Adaptation of SG
websites on Europa to
take into account
possible new emerging
priorities
Message
Audience
Proposed
actions/type of
activity
tbd
Facilitate access Citizens,
to corporate
businesses,
information by
lawyers, lobbyists,
adopting a citizen- academics,
centric approach national
authorities, NGOs
etc.
Date/ location
All year
Internal corporate communication
Promoting the services provided by the SG within the Commission
Commission staff
3.2.1 Reinforcing cooperation Explaining the
with the Commission
role of the SG in
departments
the decisionmaking process
and in the
coordination of
policies and
actively involving
the other DGs
Revamp of My
IntraComm
corporate sites
Q1-Q2
Running of
corporate
communication
campaigns on
specific SG
services
Action plan
available in Q1
– actions to be
implemented
according to
priorities and
available
resources
47
DG COMM
Services
DG COMM A5
Ex-ante
evaluation
n.a.
Budget
n.a.
No
Communication
Objective(s)
Message
Audience
Proposed
actions/type of
activity
Input to internal
corporate
communication
products (CenD,
News&Views, My
IC, conferences
etc.)
Date/ location
DG COMM
Services
Ex-ante
evaluation
Budget
All year
Internal local communication
Supporting cooperation between SG directorates and units, promoting transversal projects and transition towards the new SG
organisation
3.3.1 Promoting a collaborative Ensure that SG
and open work
staff is properly
environment
informed of the
major policy
developments
and decisions
SG staff
Q1
Launch of
revamped My
SGnet + completion
of content revision
48
No
Communication
Objective(s)
Message
3.3.2 Promoting a collaborative Ensure that SG
and open work
staff is properly
environment
informed of the
major policy
developments
and decisions
Audience
SG staff
Proposed
actions/type of
activity
Date/ location
Set up mechanisms All year
for effective
exchanges of
information
between desk
officers , Semester
officers in the Reps
and the
Communication unit
to ensure a wide
circulation of
information via
several channels
(forward planning
calendar on the
intranet,
collaborative
platforms, videos,
SG Magazine,
networks and crossdepartment working
groups etc.)
49
DG COMM
Services
Ex-ante
evaluation
Budget
No
Communication
Objective(s)
Message
Audience
3.3.3 Promoting a collaborative Encourage SG
SG staff
and open work
staff to find
environment
innovative and
efficient ways of
working together
Proposed
actions/type of
activity
Teambuilding
sessions and
workshops on
particular topics in
cooperation with
R1, Internal
Communication
Week, other events
and initiatives as
proposed by staff
and management
50
Date/ location
All year
Internal
communication
week Q3
DG COMM
Services
Ex-ante
evaluation
Budget

Secretariat-General Management Plan 2014

Transcription

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