Brussels, 29/01/2003 (Agence Europe) - The report on the state of progress in the administrative reform of European institutions, adopted on Wednesday, shows that 87 of the 98 measures that the Prodi Commission undertook to take in March 2000 (in its White Paper) have been approved, notably regarding financial management and control, planning and programming resources and staff policy. In 2003, and until the end of its mandate, the Commission will focus on: - concluding negotiations with the Council and Parliament on the modernisation of the Staff Regulations; - total implementation of all changes expected to the systems, structures, management and work practices; - adaptation to the new challenges, especially those stemming from enlargement.
At a press conference Commissioner Neil Kinnock set out some measures the Commission still has to undertake (e-purchases, creation of a register of invoices, simplification of working procedures, creation of a database on the personnel and contracts) or that have been dropped (new training programme, regarded too onerous). He also recalled that the Council had undertaken to reach a political agreement before the end of the Greek Presidency (30 June) on the reform of the Staff Regulations, while acknowledging that negotiations were difficult on the main topics (remuneration, pensions). To respond to the criticisms of Member States on remuneration, Mr. Kinnock said that the cost of the level of employment of the European civil service amounted to 1.6% of the Community budget for the Commission and 1.9% for all European institutions, against an average of 13% for central national administrations, and that spending on remuneration for European officials was higher in 1985 than it was today. As for the Council reservations over pensions, he stipulated that the current system by distribution would be prolonged, but that he would have preferred to introduce a pension scheme by capitalisation - rejected by the Council, fearing a precedence for national officials. Mr. Kinnock said that the Commission would increase its staff by 13% due to enlargement, whereas the number of Member States would increase by 66%, that of working languages by 82% and that of the population by 20%.
Here is how implementation of measures included in the White Paper stand:
Culture based on service (Actions 1-11): 9 of these 11 actions have been implemented, including increased rights of access to documents for EU citizens and he creation of standards of good administrative behaviour. The report states that work is progressing regarding simplifying the Commission's internal administrative procedures. Thus, deadlines for payments have been reduced from an average of 54 days in 1999 to 43.7 days in 2002. The proposal aimed setting up an inter-institutional committee on standards in public life has not been met with interest on the part of the other institutions, says the Commission.
Better use of resources (actions 12 to 20): 8 of these 9 actions have been implemented, like the introduction of the Activity Base Management (ABM) system. thanks to that system (which was tested in 2000), the Commission thinks itself better able to devote its financial and human resources to dealing with well-defined priorities. Instead having to ask for 1,254 new posts that would have been needed in a "business as usual" basis, the Commission was able to limit the increase in staff to 375. It recalls that the ABM is facilitated by a new way of preparing the budget (Activity Based Budgeting, or ABB) which will begin this year, budget 2004. The Commission also cites the Annual Activity Reports and Declarations produced by all Directorates General (see EUROPE of 25 July 2002) and the creation of new "Offices" to perform purely administrative activities (EUROPE of 30 May, 2002). The Inter-Institutional European Personnel Selection Office (EPSO) opened officially on Thursday.
Better human resources policy (actions 21-26): 38 of these 42 objectives have been achieved, including the proposals for comprehensive modernisation of the Staff Regulations. Most of the reform initiatives that can be achieved under existing Staff Regulations have been finalised or are being implemented in the Commission (entry into force, on 1 January 2003, of the new appraisal and promotion system that direct links career development with fairly assessed and consistently demonstrated merit; drafting of a "Whistleblower's Charter"; restructuring of the of the internal investigation and disciplinary unit (IDOC). The Commission also returns to the equal opportunity policy (the number of women at A1 and A2 levels went from 22 out of 262 in 1998 to 35 out of 276 in 2002) and mobility at senior level (with one exception, there are no more Directors-General and Deputy Directors-General who had been in the post for longer than seven years).
Overhaul of financial management, control and audit (actions 63-98): 32 of the 36 measures have been adopted: - each DG may organise its management and control systems depending on its needs; - a certain number of central services have been created for advice and technical support; - an Internal Audit Directorate General has been fully operational since 2001 and internal audit capabilities have been established in all DGs; - the College of Commissioners is now assisted in discharging its responsibility of supervision by an Audit Progress Committee which has the role of ensuring that audits are carried out and their recommendations followed through. The Commission also recalls the adoption of the new Financial Regulation and a vast project on accountancy reform.