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) Latest known result (2013) 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 Main outputs in 2014 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) Latest known result (2013) Target (end 2014) n/a n/a 0 -5 corrections Main outputs in 2014 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) Latest known result (2013) 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 12 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") Main outputs in 2014 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) Latest known result (2013) 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) Latest known result (2013) 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) Latest known result (2013) 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 Main outputs in 2014 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% Main outputs in 2014 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) Latest known result (2013) Target (end 2014) 13 13 less than 10 Main outputs in 2014 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% Latest known result (2013) 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) Main outputs in 2014 Description 2nd Report on the implementation of the Common Approach on EU decentralised agencies Responsible entity: Directorate B 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) Latest known result (2013) Target (end 2014) 95% 98% 99% Result indicators: Percentage of Impact Assessments backed by ex-post evaluation results (Source: SG) Baseline (2012) Latest known result (2013) Target (end 2014) 18% 16,5% 25% 20 Result indicator: Number of simplification proposals adopted by the Commission (Source: SG) Baseline (2010) Latest known result (2013) Target (end 2014) 5 17 19 (15 REFIT + 4 SRP carried over from 2013) Main outputs in 2014 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) Latest known result (2013) Target (end 2014) 500 700 800 Main outputs in 2014 Description Annual report and revised Indicator Target Completion End 2014 Completion End 2014 interinstitutional agreement on the Transparency Register Internal and external information and awareness-raising on the Transparency Register Responsible entity: Directorate B 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) Latest known result (2013) Target (end 2014) 89 46 10% improvement (41) Main outputs in 2014 Description Improved speed working up the methods to handling of confirmatory applications (access to documents). Responsible entity: Directorate B 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) Latest known result (2013) Target (end 2014) 33,5 million pages 15,3 million pages (55% 60% reduction compared reduction compared to 2005) to 2013 Main outputs in 2014 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. Responsible entity: Directorate A 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 Main outputs in 2014 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" Responsible entity: Directorate A 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) Latest known result (2013) 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) Latest known result (2013) 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] Main outputs in 2014 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 Responsible entity: Directorate B 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) Latest known result (2013) Target (end 2014) 81,8% 96% > 97% Result indicator: Number of complaints to the Data Protection Officer (Source: SG) Baseline (2009) Latest known result (2013) Target (end 2014) 10 4 < 10 Result indicator: Number of complaints to the EDPS (Source: SG) Baseline (2009) Latest known result (2013) Target (end 2014) 5 2 < 10 Main outputs in 2014 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) Latest known result (2013) Target (end 2014) 2 0 None Main outputs in 2014 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 (€) in commitment appropriations 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 (€) in commitment appropriations 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 (€) in commitment appropriations 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 (€) in commitment appropriations 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 (€) in commitment appropriations 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 (€) in commitment appropriations 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) Latest known result (2013) 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) Latest known result (2013) 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) Latest known result (2013) Target (end 2014) Mobile IT workstations: 72 Mobile IT workstations: 87 Mobile IT workstations: 110 Smart mobile devices: Smart mobile devices: Smart mobile devices: - corporate: 39 - corporate: 62 - corporate: 90 - private: 73 Remote access tokens: 338 - private: 92 Remote access tokens: 365 - private: 120 Remote access tokens: 380 Main outputs in 2014 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 Main outputs in 2014 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) Latest known result (2013) Target (end 2014) 100% 100% 100% Result indicator: % of number of payments made within contractual deadline (Source: SG) Baseline (2009) Latest known result (2013) Target (end 2014) 97% 94% 99% Result indicator: Number of registered exception notes and non-compliance events (Source: SG) Baseline (2010) Latest known result (2013) Target (end 2014) 26 17 decrease Result indicator: % of a posteriori commitments out of total commitments (C1, C4 and C5) (Source: SG) Baseline (2009) Latest known result (2013) Target (end 2014) 0% 0% 0% Main outputs in 2014 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 at the request of DG 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 at the request of DG 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 at the request of DG 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
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