secretariat-general management plan 2014 · 3 part 1. mission statement the secretariat-general is...
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EUROPEAN COMMISSION Secretariat-General
Secretariat-General Management Plan
2014
Final
2
TABLE OF CONTENTS PART 1. Mission statement....................................................................................................................... 3 PART 2. This year's challenges ................................................................................................................ 4 PART 3. Specific objectives for operational activities ............................................................................... 6
1. Activity "Coordination within the Commission"............................................................................... 6 A. Strategic planning and programming............................................................................................................7 B. Coordination of policies ........................................................................................................ 10 C. Political analysis and policy advice .............................................................................................................12 D. Corporate IT governance................................................................................................................................12 E. Business continuity............................................................................................................................................14 F. Deontology of the European public service..............................................................................................15
2. Activity "Co-ordination and relations with other institutions" ........................................................ 18 3. Activity "Better regulation and institutional development" ............................................................ 20
A. Institutional development ................................................................................................................................20 B. Smart regulation .................................................................................................................................................21
4. Activity "Commission's policy coordination and legal advice'" ..................................................... 23 A: Relations with stakeholders ...........................................................................................................................23 B: Access to Commission documents and archives...................................................................................24
5. Activity "Support for the Commission and Protocol" .................................................................... 25 A. Decision-making procedures and tools......................................................................................................25 B. Document management and archives .......................................................................................................30 C. Data protection ...................................................................................................................................................31 D. Protocol .................................................................................................................................................................32
PART 4. Specific objectives for horizontal activities ............................................................................... 33 1. Activities "Policy strategy and coordination" and "Administrative support" for the SG ................ 33
List of acronyms.......................................................................................................................................................42
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PART 1. Mission statement The Secretariat-General is one of the central services of the European Commission,
facilitating its smooth and effective functioning.
It is the President’s department, operating under his authority and serving the College and the
Commission Directorates-General. It manages the Collegial decision making process and
ensures the alignment of Community policies with the political priorities of the Commission.
In particular, the Secretariat-General:
• Initiates, defines and designs the Commission’s strategic objectives and priorities and
shapes cross-cutting policies;
• Coordinates, facilitates, advises and arbitrates - so as to ensure the coherence, quality
and delivery of policy, legislation and operations across policy areas and Commission
departments;
• Facilitates the smooth running of the Commission through planning, programming and
operation of an efficient and modern registry;
• Acts as the Commission’s interface and manages relations with the other European
institutions, national parliaments and non-governmental organisations and entities;
• Fosters the Commission’s institutional strengths and the development of a service
oriented, transparent, responsible European administration which works to the highest
standards of ethics and integrity.
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PART 2. This year's challenges This management plan sets out our main goals for 2014 and explains how we will organise
our human and financial resources to meet them. This will be a year of continued policy
delivery with the added challenge that we must deliver during a year of institutional transition.
The Secretariat-General will play an important role in helping the President and College to
complete their political priorities for this mandate, in particular through intensive work with the
European Parliament and the Council to secure agreement on key Commission proposals
before the parliamentary recess. Now that an economic recovery is underway, many of these
proposals will help to support growth across the EU.
We will continue to co-ordinate the implementation of the Europe 2020 strategy for growth and
jobs, preparing for its mid-term review. We will also co-ordinate work on the European
semester of economic policy, including the development of this year's country-specific
recommendations and the setting of priorities for a new cycle in 2015.
Another priority will be consolidating and deepening our work on smart regulation, in particular
the next wave of the 'REFIT' regulatory fitness programme. The first results of this programme
were well-received and have helped to raise awareness within the Commission, the other EU
institutions and Member States of the importance of regulatory fitness. The impact
assessment culture is increasingly well-established in the Commission and we are now
working to complement this with a sharper focus on the ex post evaluation of our policies.
Making the Commission more efficient and improving the way we work together will remain
high on our agenda throughout the year. A good example of this is our project to streamline
and rationalise the Commission's decision-making procedures. The Secretariat-General is
working with DIGIT to develop a more integrated and user-friendly IT system - the 'dorsale
décisionnelle' – to support all stages of our decision-making. This type of efficiency
improvement is all the more important in view of the constraints on staffing levels over the
coming years.
As well as delivering on our current priorities, this year will also be dedicated to the
preparation of the arrival of a new College. We will work to ensure the continuity and
coherence of the Commission's operations throughout this period, and to facilitate the
administrative and practical aspects of the changeover. We will also contribute to the definition
of future political priorities and help to translate these into the Commission Work Programme
for 2015, and will coordinate the preparation of the hearings of the Commissioners-designate
in the European Parliament.
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The recent changes to the structure and working methods of the Secretariat-General will help
to ensure that we are able to rise to the many challenges we will face in the course of 2014
and beyond. I have every confidence we will succeed.
Catherine Day
Secretary General
***
Key performance indicators for the SG
• Implementation rate of items on the Commission work programme (CWP)
• Quality of the Commission's analysis and pertinence/relevance of the country-specific recommendations
• Level of integration of workflows and systems linked to the decision-making process ("dorsale")
• Percentage of Impact Assessments backed by ex-post evaluation results
• Number of registered exception notes and non-compliance events (internal control)
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PART 3. Specific objectives for operational activities 1. Activity "Coordination within the Commission" The SG's major role is to support the President and the Commission by:
Providing strategic impetus and leading the planning
process with a view to translating the 5-year political
guidelines of the President into concrete actions
= Strategic planning and programming
Coordinating and steering the work of the other
Commission departments and strengthening inter-
service cooperation
= Coordination of policies
Assisting the President and the College by providing
political analysis and policy advice
= Political analysis and policy advice
Ensuring that the Commission is properly equipped to
continue to function in case of business disruptions,
crises or disasters
= Business continuity and crisis management
Protecting the reputation of the institution by ensuring
that the Commission complies with the highest ethical
standards of service
= Ethics in the Commission
Overseeing the streamlining and the harmonisation of
business processes and steering the work on the
Commission's corporate IT strategy
= IT governance
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A. Strategic planning and programming
The Commission's work is built around a set of political priorities, first established in the 5-year
political guidelines of the Commission President, reflected in the State of the Union address
and expressed in the annual Commission's Work Programme (CWP). These political priorities
are also reflected in the proposal for the annual EU budget.
In this context, the SG is responsible for:
coordinating the preparation and adoption of the CWP and monitoring progress on its
achievement;
overseeing the alignment of the strategic planning of Commission services with the
political priorities of the Commission and monitoring progress in delivering on
commitments;
managing the Activity-Based Management/ Strategic Planning and Programming
(ABM-SPP) process so that Commission DGs correctly identify priorities, objectives
and indicators and deliver on the commitments taken by the Commission;
encouraging measures necessary to enhance sound financial management by all
Commission departments and to address identified weaknesses;
in a context of limited resources, ensuring that the organisation of services and the
allocation of human resources is conducive to the effective delivery of the EU's policy
priorities;
contributing to the management of Commission staff in delegations through its
participation in COMDEL and EUDEL committees;
the European citizens' initiative (ECI).
Specific objective 1: Support the definition of the political priorities of the Commission for 2015 and monitor progress in delivering the commitments in the Commission Work Programme 2014.
⌧ Non-spending
Result indicator: Implementation rate of CWP Annex II initiatives (i.e. new initiatives) (Source: SG)
8
Baseline (2010)
71%
Latest known result (2013)
83% for * items (commitment to deliver)
Target (end 2014)
Implementation rate of CWP 2014 for Annex II initiatives
planned in 2014: 100%
Main outputs in 2014 Description Indicator Target
Regular forecast and execution
reports
Completion End 2014
Commission Work Programme 2015 Completion End 2014
Revision of the internal guidelines on
ECI procedures.
Completion End 2014
Communication: revision of the guide
on the citizens' initiative.
Completion End 2014
Responsible entity: Directorate C Specific objective 2: Pursue the implementation of a performance management framework and allocation of adequate resources in all Commission services in order to deliver efficiently on the political priorities of the Commission.
⌧ Non-spending
Result indicator: Number of reservations included in annual activity reports (AARs) of the DGs for at least 3 consecutive years (Source: SG)
Baseline (2009)
4
Latest known result (2013)
14
Target (end 2014)
Ensure DGs take corrective action to lift all reservations
except for those that relate to errors which will be only
avoided in the next programming period
Main outputs in 2014
Description Indicator Target Revision of standing instructions for
the preparation of the management
plans
Completion September 2014
Synthesis Report of management
achievements
Completion June 2014
Revision of guidelines on the
preparation of 2014 Annual Activity
Completion October 2014
9
Reports
Responsible entity: Directorate B
10
B. Coordination of policies The Commission bases its policy and legislative proposals and its decisions on sound internal
cooperation. The need for coordination has increased in recent years as a result of increased
decentralisation of responsibilities and the interdependence and multidisciplinary nature of
many EU policies.
In this regard the role of the SG is to:
steer the Europe 2020 strategy for smart, sustainable and inclusive growth;
foster inter-service co-operation;
shape and develop cross-cutting policies;
facilitate co-operation between Commission services and the EEAS;
coordinate the services' involvement in the G8/G20 preparatory process.
In 2014, SG will continue to monitor and assess the progress of each Member State towards
meeting the Europe 2020 national targets through staff working documents underpinning the
country specific recommendations. Based on the current situation, more ambitious
commitments will be required to reach the global EU targets. SG will also continue to monitor
progress in the delivery by DGs of all initiatives necessary for the roll-out of the seven EU
flagship initiatives. The initiatives were adopted in 2011-2012 to provide the framework for
future actions. The delivery of all further follow-up actions is indicated in the CWP. Also, the
implementation by Member States of the country specific recommendations will be closely
monitored within the European Semester exercise. SG will prepare a stocktaking of the
Europe 2020 strategy, including a public consultation with a view to a possible review of the
strategy by the new Commission in 2015. SG will continue to join up policy making in cross-
cutting policy areas, such as on the 2030 framework for climate and energy. It will continue to
steer the Commission's role under the cooperation and verification mechanisms for Bulgaria
and Romania and will monitor the implementation of the programmes under the multiannual
financial framework.
SG tries to increase the degree of coherence between Common Foreign and Security Policy
(CFSP) policy initiatives and the Commission's external action (and vice versa).. The
Commission is represented at all COREPER and Political and Security Committee (PSC),
including all preparatory bodies, as well as at preparatory Council working groups. SG offers
strong support to the Commission's external action and ensures full functioning of SG/EEAS
coordination mechanisms.
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Specific objective 3: Pursue growth enhancing reforms at both EU and national level by monitoring the implementation of the Europe 2020 strategy and providing guidance and support to Member States in their reform efforts.
⌧ Non-spending
Result indicator: Recognition of the quality of the Commission's analysis and of the
pertinence/relevance of the country-specific recommendations, as evidenced by the absence of/limited
number of factual corrections the Commission has to make.
Baseline (2013)
n/a
Latest known result (2013)
n/a
Target (end 2014)
0 -5 corrections
Main outputs in 2014
Description Indicator Target
Commission's Annual Growth
Survey launching the European
Semester of policy coordination
Completion End 2014
Country specific recommendations Adoption by Council July 2014
Responsible entity: Directorates D and E
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C. Political analysis and policy advice
The SG is the Commission’s department which directly supports the President and the
College to advance its policy agenda. Reliable, focused and timely political and policy
information is therefore crucial for promoting the Commission's interests and position.
In this context, the SG ensures that the President, Commissioners, Cabinets and SG senior
management are adequately and timely informed on:
• meetings/ developments in the European Council, Council of Ministers, European
Parliament, European Economic & Social Committee, Committee of the Regions and
national parliaments;
• external relations, relations with the European External Action Service and external
representation, including G8/G20 and the external dimension of internal policies;
• developments in Member States, notably through meetings with representatives of
individual Member States and interaction with the Commission's Representations in the
Member States.
This is done, inter alia, through concise, coherent, focused and result-oriented briefings for
meetings and events as well as through political analysis based on full use of internal and
external contacts, databases and networks.
Specific objective 4: Provide the President with high quality briefings as well as flash reports on major institutional issues.
⌧ Non-spending
Result indicator: Number of instances generating negative feedback
Baseline (2011)
3 out of 276
Latest known result (2013)
0 (out of 266)
Target (end 2014)
0
Responsible entities: Directorates B, D, E and F
D. Corporate IT governance Corporate IT governance activities include steering the Commission's IT strategy and
overseeing the streamlining and harmonisation of underlying business processes. It concerns
all types of IT investments, in all DGs, offices and executive agencies, on all budget lines. It is
an important contributory factor to operational effectiveness and more efficient use of
resources in the Commission. It is based on strong collaborative efforts and agreements
undertaken taken by the DG and offices, resulting in the increased sharing of common
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processes and core IT services as well as the co-financing and joint development of new
reusable solutions and services.
Specific objective 5: Achieve greater operational effectiveness and resources efficiency of the organisation by streamlining, optimising and harmonising business processes and their automation through developing and implementing a robust and visionary corporate IT strategy.
⌧ Non-spending
Result indicator: Number of IT systems in the Commission (Source: Commission)
Baseline (2010)
1696
Latest known result (2013)
1697 (provisional figure)
Milestone (end 2014)
1250 systems by end 2014,
with an improved distinction
between "systems" and
"sub-systems/reusable
modules")
Target (end 2015)
< 1100
Main outputs in 2014
Description Indicator Target
Projects examination Number and size [expressed in total
cost of ownership (TCO)] of
examined projects
100% of the
portfolio should
have been
examined by 2014,
representing a five
year TCO of
around EUR 1.6
billion
Task force recommendations Number of task force
recommendations addressed
End 2015: all
addressed or
permanent
End 2014: 25
completed or
permanent and 8
ongoing
Responsible entities: Principal Adviser on IT with contributions from Directorates A, B, R
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E. Business continuity
Business Continuity Management (BCM) addresses preparation for major disruptions affecting
the Commission activities. The SG is responsible for steering the corporate process and for
implementing business continuity measures in the SG itself.
The Local Security Officer (LSO) assists the Secretary General in the discharge of her
responsibility for security issues by monitoring the correct implementation of the Commission's
internal security rules, as laid down in the Commission Decision 2001/844/EC and Security
Notice 5.
Crisis Management addresses natural and man-made catastrophes at EU or global level. The
SG oversees for the President the readiness of the relevant services and ensures proper
coordination through ARGUS in case of major multi-sectoral crises and threats.
Specific objective 6: Foster the Commission's capacity to answer unexpected events quickly, efficiently and in a coordinated manner and, in the case of a major business interruption, ensure that the Commission is able to maintain critical and essential functions, continue to operate and return to normal activities as quickly as possible.
⌧Non-spending
Result indicator: Percentage of DGs and executive agencies (EAs) which adopted and sent to
SG new Business Continuity Plans (BCP) compliant with the SG's guidance
(Source: SG) Baseline (2010)
13% of 42 DGs – 6 EAs not considered
Latest known result (2013)
80% of 39 DGs and 6 EAs
Target (end 2014)
90%
Result indicator: Percentage of DGs and executive agencies which used and passed the
Business Continuity Management (BCM) self-assessment tool created in 2012 to evaluate the
BCM competence, capability and relative maturity of all Commission entities
(Source: SG) Baseline (October 2012)
56% of 42 DGs and 6 EAs have used the tool
Latest known result (2013)
93% of all 39 DGs and 6 EAs have used the tool and, out of
these, 81% passed
Target (end 2014)
95%
Result indicator: Fast response (within maximum 60 minutes) from the Duty Officers
(Source: SG)
15
Baseline (2011)
62% of all DGs (the EAs were not in the scope)
Latest known result (2013)
85% of all DGs
0% of 6 EAs (first time in the scope)
Target (end 2014)
More than 80% of all DGs [85% in 2013 was an
exceptional result above target and expectations]
More than 50% of 6 EAs Main outputs in 2014
Description Indicator Target
BCN (Business Continuity Network)
inter-service meetings
Number of BCN (Business
Continuity Network) inter-service
meetings
4 by end 2014
Responsible entity: Directorate A
F. Ethics in the Commission
In the context of ethics, the SG supports and fosters the full and coherent implementation of
the Code of Conduct for Commissioners by giving accurate and clear answers to requests
addressed by Commissioners and their Cabinets and/or by DG COMM and citizens. The SG
is also in charge of the annual update of the declarations of interests of the Commissioners.
The SG follows up the complaints procedure foreseen by the Commission's Code of Good
Administrative Behaviour, including the legal analysis of appeals to the Secretary General
under the Code, and the drafting of relevant answers after consultation of the Legal Service.
The SG manages the Commission's Code of good administrative behaviour mailbox and
analyses the departments' requests for participation in private-law organisations and
amendments to the existing participations.
The SG also manages mails and transmission of information in conformity with the
Memorandum of Understanding between the Commission and OLAF. It ensures effective
coordination of information about cases which require precautionary measures (in order to
protect the financial and reputational interests of the Union) by organising "Clearing House"
meetings with a view to monitor that information and/or allegations of fraud are treated
according to existing procedures, and to make sure responsible Commissioners and
Directors-General are kept up-to-date on those cases where the reputation and/or financial
interests of the institution are at stake.
16
Specific objective 7: Foster the highest ethical standards of service in order to encourage ethical conduct and accountability and ensure, in the SG, high ethical standards and an anti-fraud culture.
⌧ Non-spending
Result indicator: % of SG anti-fraud action plan measures implemented according to their set
deadline (Source: SG)
Baseline (2013)
0%
Target (end 2014)
100%
Main outputs in 2014
Description Indicator Target
Communication campaign
promoting the roles of the anti-fraud
contact person and the ethics
correspondent and design of an
integrated ethics - anti-fraud
website
Completion End 2014
Adequate preparation and
awareness raising actions for
setting up of the new Commission
in order to achieve full and
coherent implementation of the
Code of Conduct for
Commissioners
Completion End 2014
Update of list of FAQ on issues
related to ethical matters,
especially as concerns the
implementation of the Code of
Conduct for Commissioners.
Completion End 2014
Memorandum of understanding
OLAF/Commission
Completion June 2014
Responsible entity: Directorates B, R
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2. Activity "Co-ordination and relations with other institutions"
The Secretariat-General is responsible for relations between the Commission and other
European institutions and bodies. This activity involves:
Providing leadership within the Commission and taking all necessary steps to ensure
coherence in external representation and facilitate endorsement by the European
Parliament and the Council of Commission proposals;
Promoting and managing constructive and efficient working relations with the EU
institutions and the specialised EU bodies (the European Economic and Social
Committee (EESC), the Committee of the Regions (CoR), the European Ombudsman)
and the national parliaments.
The Secretariat-General steers and coordinates the other Commission services in inter-
institutional relations, so as to ensure that the Commission plays coherently its prominent
inter-institutional role and to encourage enhanced cooperation between the EU institutions.
The SG’s position in inter-institutional contacts is pivotal – inter alia - through its role in
coordinating the work of the GRI-HEBDO-College procedure and by preparing the
Commission’s participation in the meetings of the European Council, European Parliament,
Council, as well as ensuring proper follow-up.
The SG will continue to work with the EEAS, in particular the Corporate Board Secretariat, to
ensure the mutual understanding and the respect for Commission procedures where
appropriate.
In 2014, the Secretariat-General will, in particular, help to steer and coordinate the preparation
of the new Commission, in particular with respect to the hearing procedures in the European
Parliament of the Commission President elect and the Commissioners designate.
18
Specific objective 8: Coordinate the Commission’s participation in inter-institutional meetings, strengthen its negotiation position, and ensure proper follow-up.
⌧ Non-spending
Result indicator: Number of legislative proposals adopted against the position of the
Commission (e.g. number of instances where the Commission has to force unanimous
agreement in the Council).
(Source: SG) Baseline (2013)
13
Latest known result (2013)
13
Target (end 2014)
less than 10
Main outputs in 2014 Description Indicator Target
Commission interventions in
Council & EP to promote priorities
and/or to anticipate and/or address
potential difficulties
Number of cases in which the
Commission has to force unanimity
in the Council in case it wants to
depart significantly from the original
proposal
Less than 10 in
2014
Follow-up to National Parliaments
(NP) opinions
Percentage of NP opinions for which
proper follow-up was given within
the self-imposed deadline of 3
months
75% in 2014
High level strategic planning
meetings with presidencies
Number of high level strategic
planning meetings with presidencies
2 meetings /
presidency
Responsible entities: Directorate D, E and F
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3. Activity "Better regulation and institutional development" This frontline activity of the SG entails:
Ensuring overall coherence and proper functioning of
the EU's institutional set-up, in accordance with Treaty
provisions
= Institutional development
Improving the effectiveness and efficiency of EU
legislation by applying smart regulation instruments
throughout the entire policy cycle
= Smart regulation
A. Institutional development
The Lisbon Treaty introduced important changes to the EU's architecture regarding the
decision-making process and the role of the EU institutions. The SG is at the core of work
implementing these provisions, while also remaining responsible for the other "classical"
institutional issues such as comitology, regulatory agencies, etc.
Specific objective 9: Promote the good functioning of the regulatory agencies system.
⌧ Non-spending
Result indicator: Percentage of actions with concrete deadlines (i.e. 2013 or 2014) implemented
under the SG's direct responsibility, stemming from the December 2012 Roadmap on the follow
up to the Common Approach on EU decentralised agencies
(Source: SG) Baseline (2012)
0%
Latest known result (2013)
50% (15 out of the 30
roadmap actions under direct
Commission responsibility
and having concrete
deadlines)
Target (end 2014)
100% of the actions under SG's direct responsibility
completed or well advanced.
Main outputs in 2014
Description Indicator Target
2nd Report on the implementation
of the Common Approach on EU
decentralised agencies
Completion End 2014
Responsible entity: Directorate B
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B. Smart regulation
The EU's smart regulation policy – which is a shared responsibility of the European institutions
and Member States – aims at simplifying and improving existing regulation, better designing
new regulation and reinforcing the respect and the effectiveness of existing rules, in line with
the EU subsidiarity and proportionality principles. Smart regulation focuses on the whole policy
cycle – from the design of a piece of legislation, to implementation, enforcement, evaluation
and revision. Implementation is done through the flagship programme REFIT (Regulatory
Fitness and Performance Programme).
SG action in this field has the following components:
Coordination and implementation of the Commission's Regulatory Fitness and
Performance Programme (REFIT) including the mapping and screening of the
regulatory acquis, the identification of actions to simplify and reduce regulatory burden
and the monitoring of results through a scoreboard, paying particular attention to the
SME dimension;
Ensuring the application of smart regulation tools in the Commission and promoting their
use at EU and Member State level, notably impact assessment, stakeholder
consultation, simplification, ex-post evaluation and fitness checks;
Achieving compliance with EU law through reinforced dialogue and co-operation with
Member States.
Specific objective 10: Improve the effectiveness and efficiency of EU regulation by applying smart regulation instruments throughout the legislative cycle.
⌧ Non-spending
Result indicator: Percentage of impact assessments carried out for initiatives with impact
assessment requirement
(Source: SG) Baseline (2011)
95%
Latest known result (2013)
98%
Target (end 2014)
99%
Result indicators: Percentage of Impact Assessments backed by ex-post evaluation results
(Source: SG) Baseline (2012)
18%
Latest known result (2013)
16,5%
Target (end 2014)
25%
21
Result indicator: Number of simplification proposals adopted by the Commission
(Source: SG)
Baseline (2010)
5
Latest known result (2013)
17
Target (end 2014)
19
(15 REFIT + 4 SRP carried over from 2013)
Main outputs in 2014
Description Indicator Target
Communication on evaluation
guidelines
Completion November 2014
Communication on REFIT Completion June 2014
Article 318 TFEU report Completion June 2014
Responsible entity: Directorate C
22
4. Activity "Commission's policy coordination and legal advice" The aim of this activity of the Secretariat-General is to:
actively coordinate measures strengthening a culture
of dialogue between the Commission and civil society
while also increasing the involvement of civil society in
policy making
= Relations with stakeholders
foster effective implementation of rules on openness
and access to documents throughout the Commission
and ensure access to Commission historical archives
by reinforcing inter-institutional and international
cooperation on archives
=
Access to Commission documents and archives
A: Relations with stakeholders Specific objective 11: Foster transparency in relation with stakeholders by encouraging interest representatives to register in the Transparency Register.
⌧ Non-spending
Result indicator: Number of quality checks concerning the correctness of data contained in the
Transparency Register
(Source: SG) Baseline (2012)
500
Latest known result (2013)
700
Target (end 2014)
800
Main outputs in 2014
Description Indicator Target
Annual report and revised
interinstitutional agreement on the
Transparency Register
Completion End 2014
Internal and external information
and awareness-raising on the
Transparency Register
Completion End 2014
Responsible entity: Directorate B
23
B: Access to Commission documents Specific objective 12: Facilitate the public access to Commission documents with a view to increasing transparency.
⌧ Non-spending
Result indicator: Average time needed (working days) for dealing with confirmatory requests
(Source: SG)
Baseline (2010)
89
Latest known result (2013)
46
Target (end 2014)
10% improvement (41)
Main outputs in 2014
Description Indicator Target
Improved working methods to
speed up the handling of
confirmatory applications (access
to documents).
Completion End 2014
Responsible entity: Directorate B
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5. Activity "Support for the Commission and Protocol"
The Secretariat-General also provides efficient support to the work of the Commission
(College and services). To that effect, it will in particular:
Ensure that all stages of the Commission’s decision-
making process run smoothly and work continuously to
develop modern and effective decision-making
procedures and tools with a view to advancing towards
an e-Commission ("Dorsale décisionnelle" project)
= Commission decision-making procedures and tools
Further improve document management and
modernise the system
= Document management and archives
Safeguard the rights of subjects whose personal data
need to be used by the Commission
= Data protection
Provide protocol assistance and advice for
Commission services
= Protocol
A. Decision-making procedures and tools
The Registry of the Commission ensures the smooth and sound functioning of the
Commission's decision-making process. To this aim, the Registry has been engaged since
2008 in a major exercise of internal modernisation.
In 2014, the Registry will continue to focus its efforts on rationalising processes and
procedures, streamlining IT systems, communicating and providing high-quality assistance to
users. These main objectives will be pursued in the context of: (1) the development and
implementation of the “Dorsale décisionnelle” project (aiming to rationalise procedures and
tools), as well as (2) the steady development and continuous improvement of the "pôle des
procédures" and, notably, of the new GoPro procedural guide and the procedural helpdesk.
Since 2014 marks the transition between the current and the upcoming Commission, the
Registry will strongly contribute to ensuring that this institutional change happens as smoothly
as possible as regards the decision-making process. In this context, the Registry will identify
and assist in the preparation of the first decisions to be taken by the new President and the
new College. This includes, among others, the appointment of the Commission's Vice-
25
Presidents, the attribution of responsibilities among Commissioners and the revision of the
empowerments in order to ensure continuity of the decision-making powers.
In terms of the governance of the institution, the Registry will provide an assessment of the
need for revised versions of the Commission Rules of Procedures, the rules giving them effect
and the corresponding operational modalities, and will eventually make a proposal.
Operationally, the Registry will set up, before the end of the current Commission mandate, a
cleaned-up list of non-processed procedural files. Moreover, the Registry will contribute to the
smooth integration of the new Commissioners and their private offices to their new positions
by means of a module on decision-making in the training programme that will be prepared in
view of their arrival. The Registry is also fully involved in ensuring that, at the moment of the
institutional transition, the first iteration of the "dorsale décisionnelle" project will be in
production which will allow the new Commission to start working in a completely new IT
environment.
Specific objective 13: Standardise and streamline the Commission's decision-making in the context of the legislative and policy lifecycle, by reviewing procedures and processes and streamlining support IT systems ("Dorsale décisionnelle" project).
⌧Non-spending
Result indicator: Level of integration of workflows and systems linked to the decision-making process (Source: SG)
Baseline (2013)
Project launched.
Adoption of vision document.
Milestone (end 2014)
Proposals for the
rationalisation of procedures
First release of the "dorsale
décisionnelle", including:
- enhanced core systems
(CIS-Net, e-Greffe and Vista);
- integrated decision-making
workflow;
- single entry point.
Target (end 2015)
Integration of new types of
documents:
- answers to parliamentary
questions;
- answers to Ombudsman's
inquiries;
- answers to opinions of
National Parliament;
- answers to petitions.
Absorption in the "dorsale
décisionnelle of the related
IT tools: BASIL, ASAP and
Petitions.
Result indicator: Reduction of paper production and distribution by the Registry in the context of
the Commission's decision-making process
26
(Source: SG)
Baseline (2005)
33,5 million pages
Latest known result (2013)
15,3 million pages (55%
reduction compared to 2005)
Target (end 2014)
60% reduction compared
to 2013
Main outputs in 2014
Description Indicator Target
Project workplan: main
priorities and timing of
analysis and developments
for the first iteration
Adoption Beginning 2014 "Dorsale décisionnelle"
First release Delivery 2014
Vision document Adoption Mid-2014
Prototype Delivery End 2014
Pilot phase for some DGs Delivery 2015
New edition tool
"Legisweb" (successor of
LegisWrite)
Release for all DGs Delivery End 2016
Suppression of paper distribution of written procedures
to cabinets for normal documents
Delivery November 2014
Electronic workflow for the adoption of empowerment
procedures
Delivery November 2014
(provided that the
Dorsale/e-Greffe
systems can
effectively support
it)
Suppression of the paper transmission of legislative
proposals and delegated acts with "lettres de saisine" to
the other institutions.
Delivery End 2014
Responsible entity: Directorate A
27
Specific objective 14: Provide useful and updated information, as well as specific guidance, to all Commission users regarding all Commission corporate procedures handled by the SG.
⌧ Non-spending
Result indicator: Rate of completion of the drafting of GoPro, the guide to procedures (Source: SG)
Baseline (beginning 2013)
0%
Latest known result
(end 2013)
53% (38 out of 72)
Milestone (2014)
71% (13 chapters more)
Target (mid-2016 at the latest)
100% of all corporate procedures handled by
the SG
Main outputs in 2014
Description Indicator Target
Communication campaign on
GoPro
Completion End 2014
Consolidation, rationalisation
and update of intranet web
pages dedicated to information
on the decision-making process
Completion End 2014
Review of trainings given to
Commission staff on decision-
making procedures and related
tools, in the context of the
release of the "dorsale
décisionnelle"
Completion End 2014
Responsible entity: Directorate A
28
B. Document management and archives Specific objective 15: Encourage full implementation of Commission policy on electronic document management and archiving through monitoring, guidance and making available the necessary IT tools as part of a wider Commission information management policy.
⌧ Non-spending
Result indicator: Percentage of the document management and archives lifecycle covered by
corporate IT tools
(Source: SG) Baseline (2008)
10%
Latest known result (2013)
75%
Target (end 2014)
10% increase
Result indicator: Percentage of IT systems in the document management domain that are
integrated with Hermes-Ares-Nomcom or absorbed into Ares
(Source: SG) Baseline (2011)
3% of IT systems in the
document management
domain integrated (8) or
absorbed (1) (out of the 215
systems originally identified)
[source: eDomec Annual Activity
report 2011]
Latest known result (2013)
32.5% of IT systems in the
document management
domain integrated (70) or
absorbed (1) by end 2013
Target (end 2014)
> 32.5% of systems in the
document management area
should be integrated with
Hermes
Main outputs in 2014
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 2014
29
Action plan to implement an
information management strategy
at the Commission
Completion End 2014
Preparation of draft implementing
rules for the amended Archives
Regulation for discussion with the
other institutions.
Completion End 2014
Preparation for approval of new
Framework Partnership Agreement
with the European University
Institute under the amended
Archives Regulation
Completion End 2014
Responsible entity: Directorate B
C. Data protection Specific objective 16: Promote respect by Commission services of the right to protection of personal data.
⌧Non-spending
Result indicator: Percentage of compliance with the data protection regulation for the inventory
entries, within the deadline set by the European Data Protection Supervisor (EDPS)
(Source: SG) Baseline (2008)
81,8%
Latest known result (2013)
96%
Target (end 2014)
> 97%
Result indicator: Number of complaints to the Data Protection Officer (Source: SG)
Baseline (2009)
10
Latest known result (2013)
4
Target (end 2014)
< 10
Result indicator: Number of complaints to the EDPS (Source: SG)
Baseline (2009)
5
Latest known result (2013)
2
Target (end 2014)
< 10
Main outputs in 2014
Description Indicator Target
Further contribution to the reform of
the data protection legal
framework initiated by DG JUST;
launch a reflection on how to
Completion End 2014
30
anticipate entry into force of reform
in the Commission's services
Data Protection Awareness
campaign: surveys, information
sessions, training, communications,
brochures, articles
Completion Q1 2014
More user-friendly DPO website on
MyIntracomm
Completion End 2014
Improved quality of privacy
statements
Completion End 2014
Enhanced visibility and recognition
of DPC function (actions with the
EDPS and inside DGs)
Completion End 2014
Responsible entity: Data Protection Officer
D. Protocol Specific objective 17: Provide the President, the College and DGs with protocol support and diplomatic assistance.
⌧ Non-spending
Result indicator: Number of diplomatic incidents and complaints from the College (Source: SG)
Baseline (2011)
2
Latest known result (2013)
0
Target (end 2014)
None
Main outputs in 2014
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 2014
Responsible entity: Protocol service
31
PART 4. Specific objectives for horizontal activities 1. Activities "Policy strategy and coordination" and "Administrative support" for the SG
The SG's frontline activities are supported by these two horizontal activities which aim at
fostering a modern, dynamic and effective working environment in the DG.
The following activities contribute to achieving this goal:
• Strategic planning and programming: steering the process of defining the SG
strategic priorities, in line with the President's guidelines, monitor progress in delivering
on commitments and report on achievements;
• Internal control: assessing the compliance with the Commission's internal control
standards and carrying out actions meant to raise awareness and improve the control
environment, the effectiveness of risk management and governance processes.
• Financial resources management: ensuring sound and efficient management of
financial resources through budget preparation, execution and monitoring and by
providing support and service to all staff involved in financial procedures;
• Human resources management: recruiting, training, assessing, motivating and
retaining highly-qualified staff while promoting equal opportunities; promoting a
dynamic allocation of resources in a context of tight resources;
• Internal and external communication: developing and implementing a
communication strategy to foster a good understanding of the activities of the SG and
of the Commission, to support business transformation, boost staff cooperation and
engagement and a smooth flow of information within the DG;
• Liaison with the Representation offices of the Commission in the Member States: developing and supporting the network of Economic Semester Officers and
SG policy officers in Representations, in cooperation with DG COMM;
• Mail and document management: managing the official mail of the Commission, of
the President and of the Secretary-General; implementing an effective document
management system;
• IT: preparing and delivering an IT policy in line with the Commission's IT governance;
ensuring the development of the information systems needed to implement SG
procedures; monitoring progresses and budget execution; liaising with DG DIGIT to
32
provide the IT support and IT infrastructure needed for the functioning of the SG and
the President’s Cabinet;
• Logistics and EMAS: ensuring efficient management of logistics and coordinate
efficient space allocation and taking steps to improve the SG's environmental
performance
In 2014, the preparatory work for the arrival of the new Commission will require significant
efforts in order to ensure overall coherence and progress in the administrative preparation by
the central services (e.g. security matters, administrative support for incoming and outgoing
Members of the Commission and their cabinets, logistics and IT, mail and document
management, and training).
33
Table Financial and Human Resources by ABB activity
ABB activity: 25 02 Relations with civil society, openness and information
Financial resources (€) in commitment appropriations
Human resources
Operational
expenditure
Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
4.042.000 4.042.000 31 3 34
ABB activity: 25 AWBL-01 Administrative support for the Secretariat-General Financial resources
(€) in commitment appropriations Human resources
Operational
expenditure
Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
6.935.626 6.935.626 55 12 67
ABB activity: 25 AWBL-02 Coordination within the Commission Financial resources
(€) in commitment appropriations Human resources
Operational
expenditure
Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
144 15 159
ABB activity: 25 AWBL-03 Coordination and relations with the other institutions Financial resources
(€) in commitment appropriations Human resources
Operational
expenditure
Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
53 2 55
34
ABB activity: 25 AWBL-09 Policy strategy and coordination for the Secretariat-General Financial resources
(€) in commitment appropriations Human resources
Operational
expenditure
Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
20 2 22
ABB activity: 25 AWBL-12 Logistical support for the Commission and protocol Financial resources
(€) in commitment appropriations Human resources
Operational
expenditure
Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
113 18 131
ABB activity: 25 AWBL-13 Better regulation and institutional development
Financial resources (€) in commitment appropriations
Human resources
Operational
expenditure Administrative
expenditure
(managed by
the service)
Total Establishment
plan posts
Estimates of
external personnel
(in FTEs)
Total
75 11 86
35
Brief description of the SG's medium and short term IT strategy
In response to the changed role of the Secretariat-General in cross-service policy
development and coordination, information technology is called upon to provide solutions and
tools that help to integrate and streamline workflows, enable flexible and resource-effective
ways of working and foster collaboration. These solutions will be implemented by delivering
integrated flagship systems in the domains of the legislative lifecycle and document
management and by deploying modern technologies that support mobile and collaborative
working. The set-up of the digital working environment for the next Commission will be a
particular opportunity to provide – on the basis of a thorough needs analysis - effective
solutions as regards usability, security, service and cost.
In parallel, efforts will continue to deliver IT services as resource-efficiently as possible by
consolidating IT infrastructure and support services to DIGIT´s corporate offer. In the domain
of IT governance, the IT unit of the Secretariat-General will continue to provide a substantial
contribution to the peer review of corporate IT projects in cooperation with the IT Governance
Task Force and other units involved in corporate administrative affairs. Finally, particular
emphasis will be placed in 2014 on publishing a series of high value data sets of the
Secretariat-General on the open data portal of the European Union. The IT strategy of the
Secretariat-General is fully aligned with corporate initiatives that aim at rationalising the IT
landscape through the optimisation and harmonisation of business processes, the
development and implementation of common corporate platforms and systems and the usage
of infrastructure and support services provided by DIGIT.
36
Specific objective 18: Rationalise resources management within the SG through:
• Forward planning and more effective management of human resources;
• The implementation of the new IT governance and the related rationalisation of information systems.
⌧ Non-spending
Result indicator: Staff reduction in the SG according to the commitment made by the
Commission
(Source: SG) Baseline (2013)
2013: 5 posts
Milestone
5 posts by 01/07/2014
Target (2013-2017)
Over 5 years: 25 posts
Result indicator: Representation (%) of women in senior management, in middle management
and in non-management AD posts in SG
(Source: SG EO performance card produced by DG HR) Baseline (2010)
30% female senior managers
25% female middle managers
47,2% female officials AD non-management
Latest known result (2013)
36,4% female senior managers
25% female middle managers
51,2% female officials AD non-management
Target (end 2014)
More than 25% female senior managers (EC official target
2014)
More than 30,8% female middle managers (SG target
defined by DG HR)
More than 43% female officials AD non-
management(EC official target 2014)
Result indicator: Number of Information Systems: before and after the rationalisation
(Source: SG) Baseline (2011)
42
Latest known result (2013)
351
Target (end 2015)
262
Result indicator: Number of SG staff equipped with mobile IT workstations, smart mobile
devices (smartphones, tablets) and remote access tokens. (Source: SG)
1 Systems phased-out since 2011: Estel, SG Applications Portal, eMeetings, Médiateur, Inter-service Groups, Indis, Documat 2 Systems to be phased out by end 2015: e-Greffe, Vista, CISNet, Basil, ASAP, Petitions (all to be absorbed into Dorsale décisionnelle), NIF, MNE, EU-Pilot (all to be absorbed into Themis), Sybil, Manual of Procedures
37
Baseline (2012)
Mobile IT workstations: 72
Smart mobile devices:
- corporate: 39
- private: 73 Remote access tokens: 338
Latest known result (2013)
Mobile IT workstations: 87
Smart mobile devices:
- corporate: 62
- private: 92 Remote access tokens: 365
Target (end 2014)
Mobile IT workstations: 110
Smart mobile devices:
- corporate: 90
- private: 120 Remote access tokens: 380
Main outputs in 2014
Description Indicator Target
SG Human Resources
Management report
Completion End 2014
SG Resources services survey
report
Completion End 2014
IT Master Plan Completion End 2014
Responsible entity: Directorate R Specific objective 19: Develop good external visibility and understanding of SG activities, while at the same time boosting staff engagement and ensuring a smooth flow of information within the SG.
⌧ Non-spending
Result indicator: Degree of implementation of the actions in the SG's internal communication
strategy
(Source: SG) Baseline (2013)
Not available
Target (end 2014)
80% Main outputs in 2014
Description Indicator Target External communication strategy Completion End 2014
Internal communication strategy Completion End 2014
New SG intranet with all content
revised and kept up-to-date
Completion Q2 2014
Rationalised and revised SG pages
on MyIntracomm and europa.eu
Completion End 2014
Responsible entity: Directorate F
38
Specific objective 20: Implement and maintain an effective internal control system so that reasonable assurance can be given that resources assigned to the activities are used in accordance with the principles of sound financial management and that the control procedures put in place give the necessary guarantees concerning the legality and regularity of the underlying transactions.
⌧ Non-spending
Result indicator: % of budget execution in commitments of new appropriations (C1) – budget
lines for which SG is accountable in AAR
(Source: SG) Baseline (2009)
100%
Latest known result (2013)
100%
Target (end 2014)
100% Result indicator: % of number of payments made within contractual deadline (Source: SG)
Baseline (2009)
97%
Latest known result (2013)
94%
Target (end 2014)
99%
Result indicator: Number of registered exception notes and non-compliance events (Source: SG)
Baseline (2010)
26
Latest known result (2013)
17
Target (end 2014)
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 2014)
0%
Main outputs in 2014
Description Indicator Target
Awareness-raising campaign on
exceptions and non-compliance
events
Completion End 2014
39
40
List of acronyms Term Definition 2011Q1 – 2011Q4 1st quarter 2011 – 4th quarter 2011 AAR Annual Activity Report AB Administrative burden ABAC Accrual-Based Accounting ABM Activity Based Management ARGUS General Rapid Alert System ASAP Operational IT tool for the follow-up to national parliaments'
opinions ASP Acquis search platform BC Business Continuity BCM Business Continuity Management BCP Business Continuity Programme BIA Business Impact Assessment C3M Community Capacity in Crisis Management CIS-Net Database for Interdepartmental Consultations COM Commission CoR Committee of the Regions COREPER The Permanent Representatives Committee or "Coreper" (Article
207 of the Treaty establishing the European Community) is responsible for preparing the work of the Council of the European Union
COSAC Conférence des organes spécialisés des Assemblées de la Communauté
CSR Country-specific recommendations CVM Cooperation and Verification Mechanism CWP Commission Work Programme DG Directorate General DORIE Documentation et Recherche sur les Questions Institutionnelles
Européennes (database) EA Executive agency EDPS European Data Protection Supervisor EEAS European External Action Service EESC European Economic and Social Committee EIMS Evaluation Information Management System EO European Ombudsman EP European Parliament EU European Union EUI EuropeanUniversity Institute GICE Groupe interservices compétences externes GRI Groupe des Relations Inter-institutionnelles HEBDO Réunion hebdomadaire des chefs de Cabinet Hermes Outil de gestion documentaire IA Impact Assessment IAB Impact Assessment Board IAS Impact Assesment Service IIWG Inter-Institutional Working Group IS Information Systems IT Information Technology MEP Member of the European Parliament MFF Multiannual Financial Framework
41
MS Member States NGO Non Governmental Organisation NOAH Tool for Business Continuity Management in the Commission NomCom Nomenclature Commune=plan de classement de la Commission
(outil de gestion et de consultation) NP National parliaments NRP National Reform Programmes REFIT Regulatory Fitness and Performance Programme RSCC Réunion spéciale des chefs de Cabinet SCA Special Committee Agriculture SG-Vista Application: Official procedures and documents SRP Simplification Rolling Programme SMART Specific, Measurable, Archievable, Relevant, Timed SPOC Single Point of Contact SPP Strategic Planning Programmation SURE Special Committee on Policy Challenges and Budgetary
Resources for a Sustainable European Union after 2013 TFEU Treaty for the Functioning of the European Union TCO Total Cost of Ownership
42
Annex 3: Priority internal control standards
Table Summarising Priority ICS
Priority Control Issues Prioritised in
MP 2013 Effectively
implemented Internal Control
Standards
Summarise the relevant requirements and/or effectiveness criteria
Control issues and planned measures to improve or develop controls
Organisational issues that can improve the DG's performance or control environment
In January 2014 an important reorganisation of the SG took place. The new internal workflows and division of responsibilities require efforts and time to mature and be highly efficient and effective.
Yes No ICS 7 Operational Structure The IT systems owned by the DG need to
use all possible synergies to the maximum extent possible. Avoid duplication of investment and ensure interoperability.
The 'Dorsale décisionelle' project streamlining the IT systems supporting the decision-making process was launched in 2013, aiming to rationalise the procedures and tools in this area.
The DG’s main operational and financial processes and procedures and IT systems are adequately documented.
GoPro, the guide to all Commission users regarding corporate procedures handled by the SG, is under development. Progress was achieved in 2013 but the work needs to continue. Yes No ICS 8 Processes
and Procedures A method is in place to ensure that all instances of overriding of controls or deviations from established processes and procedures are documented in exception reports, justified, duly approved before action is taken and logged centrally.
An awareness-raising campaign on exceptions and non-compliance events is planned for 2014
43
Annex 4. Planning of studies (evaluations and other studies)
N° Title Context, Intended Use Associated DGs
CWP, Fitness Check, required by legal basis,
other (specify)
Prospective (P) or
retrospective (R)
External (E), internal (I),
internal with external
support (I&E)
Expenditure programme (E), Regulatory
instrument (R),Communication actvity (O), Internal
Commission activity (I)
Start (month/ year)
1 ABRplus Study COSME work programme
P E I Jan-14 Dec-14 NA
2
Study on common security requirements for systems with standard requirements
Compliance with Commission's IT Security Policy
R E I Jan-13 Jul-14 NA
3
Study on common security requirements for systems managing personal data
Compliance with Commission's IT Security Policy
R E I Jan-13 Jul-14 NA
II. Evaluations planned to start in 2014 or later
Timing
End (month/ year)
I. Ongoing evaluations (work having started in previous years)
Type of evaluation or study
III. Other ongoing or planned studies
44
Annex 6. Communication strategy Executive Summary
The Secretariat-General plays a key role in shaping and coordinating cross-cutting policies. Its external communication strategy for 2014 focuses on supporting the corporate communication themes set by the Communication Steering Board, in particular "EU makes doing business easier and better" and "Tackling unemployment and creating jobs". The SG will contribute, by reinforcing the strategic vision, to the corporate narrative at the request of DG COMM and contribute to create coherence and alignment across DGs in the external policy messages by participating, wherever appropriate, in corporate communication projects. Contribution to communication efforts in view of EP 2014 election will be also provided wherever necessary and in coordination with other institutions, in particular EP. Contribution to communication activities around the set up of the new Commission will also be ensured in cooperation with DG COMM and SPP.
Liaison with the Commission's representations will be further reinforced in view of streamlining policy communication to key stakeholders in the Member States.
The SG will also contribute to the communication packages (i.e., press material, lines to take, web content, etc.) prepared by DG COMM and the SPP on the Commission priority areas related to the Europe 2020 strategy and economic governance, State aid modernisation, efficient use of resources and Smart Regulation, including regulatory simplification and burden reduction (cutting red tape).
In addition to the actions related to policy priorities, SG will complete the rationalisation and consolidation of its web sites on Europa in close cooperation with DG COMM.
Internal communication priorities will aim at promoting the services provided by the SG to other Commission departments in areas where the SG coordinates policies and procedures, including decision-making process, strategic planning and programming, application of EU law, transparency, document management, business continuity and crisis management.
Communication within the SG will focus on promoting a dynamic and collaborative work environment by implementing active exchanges of information on the SG major policy developments and decisions, supporting cooperation across directorates and units and promoting transversal projects as well as supporting SG staff in the transition towards the new SG2014 organisation.
45
External communication actions related to policy priorities No Communication
Objective(s) Message Audience Proposed
actions/type of activity
Date/ location DG COMM Services
Ex-ante evaluation
Budget
Supporting corporate communication priorities 2.1 EU makes doing business
easier and better Highlight and explain the EU role and contribution
Specialized audience (businesses, SMEs, key economic stakeholders), European citizens
Contribution to the corporate narrative at the request of DG COMM
All year DG COMM A1/ SPP/Reps
n.a n.a
2.2 Tackling unemployment and creating jobs
Highlight and explain the EU role and contribution
European citizens
Contribution to the corporate narrative at the request of DG COMM
All year DG COMM A1/ SPP/Reps
n.a n.a
2.3 European elections 2014 – increase participation
Highlight and explain the EU role and contribution
European citizens
Contribution to the corporate narrative at the request of DG COMM and EP
1st half DG COMM A1/ SPP/Reps
n.a n.a
46
No Communication Objective(s)
Message Audience Proposed actions/type of
activity
Date/ location DG COMM Services
Ex-ante evaluation
Budget
2.4 New Commission Highlight and explain the role of EU/programme of the new Commission
European citizens, stakeholders, specialized audience
Contribution to the corporate narrative at the request of DG COMM
2nd half DG COMM A1/ SPP/Reps
n.a 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 3.1.1
Providing relevant information on Commission policies in line with the transparency obligations of the Commission
Facilitate access to corporate information by adopting a citizen-centric approach
Citizens, businesses, lawyers, lobbyists, academics, national authorities, NGOs etc.
Reviewing and consolidating the Application of EU law site on Europa
Q2 DG COMM A5 n.a n.a
47
No Communication Objective(s)
Message Audience Proposed actions/type of
activity
Date/ location DG COMM Services
Ex-ante evaluation
Budget
3.1.2 Adaptation of SG websites on Europa to take into account possible new emerging priorities
Facilitate access to corporate information by adopting a citizen-centric approach
Citizens, businesses, lawyers, lobbyists, academics, national authorities, NGOs etc.
tbd All year DG COMM A5 n.a. n.a.
Internal corporate communication
Promoting the services provided by the SG within the Commission
Revamp of My IntraComm corporate sites
Q1-Q2 3.2.1 Reinforcing cooperation with the Commission departments
Explaining the role of the SG in the decision-making process and in the coordination of policies and actively involving the other DGs
Commission staff
Running of corporate communication campaigns on specific SG services
Action plan available in Q1 – actions to be implemented according to priorities and available resources
48
No Communication Objective(s)
Message Audience Proposed actions/type of
activity
Date/ location DG COMM Services
Ex-ante evaluation
Budget
Input to internal corporate communication products (CenD, News&Views, My IC, conferences etc.)
All year
Internal local communication
Supporting cooperation between SG directorates and units, promoting transversal projects and transition towards the new SG organisation
3.3.1 Promoting a collaborative and open work environment
Ensure that SG staff is properly informed of the major policy developments and decisions
SG staff Launch of revamped My SGnet + completion of content revision
Q1
49
No Communication Objective(s)
Message Audience Proposed actions/type of
activity
Date/ location DG COMM Services
Ex-ante evaluation
Budget
3.3.2 Promoting a collaborative and open work environment
Ensure that SG staff is properly informed of the major policy developments and decisions
SG staff Set up mechanisms for effective exchanges of information between desk officers , Semester officers in the Reps and the Communication unit to ensure a wide circulation of information via several channels (forward planning calendar on the intranet, collaborative platforms, videos, SG Magazine, networks and cross-department working groups etc.)
All year
50
No Communication Objective(s)
Message Audience Proposed actions/type of
activity
Date/ location DG COMM Services
Ex-ante evaluation
Budget
3.3.3 Promoting a collaborative and open work environment
Encourage SG staff to find innovative and efficient ways of working together
SG staff Teambuilding sessions and workshops on particular topics in cooperation with R1, Internal Communication Week, other events and initiatives as proposed by staff and management
All year
Internal communication week Q3