directorate-general for internal policies · 2019-06-26 · the setting-up and running of temporary...

Annual activity report 2018DG IPOL, European Parliament 0

Directorate-General for Internal Policies


TABLE OF CONTENTS

1. EXECUTIVE SUMMARY 3

2. ENVIRONMENT OF THE DIRECTORATE- GENERAL, OBJECTIVES AND RESULTS 5

2.1 The Directorate-General (mission statement, operational context) 5

2.2 Key results and progress towards achieving objectives 10

3. RESOURCES MANAGEMENT 16

3.1 Human resources 16

3.2 Financial and budgetary management 17

4. EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL, INCLUDING OVERALL ASSESSMENT OFCOST-EFFECTIVENESS 20

4.1 Assessment of the effectiveness and efficiency of internal control 20

4.2 Assessment of the costs and benefits of the controls 21

4.3 Summary of internal and external audits 22

5. STATEMENT OF ASSURANCE 24

6. ANNEXES 26

I. Budgetary implementation overview 26

II. Budget implementation statement 2018 28

III. List of exceptions - derogations from the rules 32

IV. Results of assessments 35

V. Assessment of the implementation of the minimum internal control standards 36


EXECUTIVE SUMMARY


EXECUTIVE SUMMARY

1. Executive summaryOverall, the DG saw intensified legislativework, as is usually the case in the second halfof a legislative term. This increased activity isdemonstrated, of course, in the numbers offiles on the negotiating table and, conse-quently, also in the number of trilogues andother meetings, with the well-known logisticalchallenges of finding sufficient meeting slotsand interpretation facilities.

For 2019, yet a further increase of legislativework is expected given the strong time pres-sure to finalise dossiers before the end of thelegislative term.

Core business thus increased, from an alreadyhigh level in 2017, whilst the additional intensi-fied focus on parliamentary oversight and scru-tiny continued.

The Brexit process had clear implications forIPOL´s work in 2018 with substantial supportand expertise from IPOL committees, policydepartments and horizontal services, feeding

into the Parliament´s overall preparations andwork, including the provision of sector anal-yses.

The setting-up and running of temporary com-mittees and their secretariats again proved tobe an organisational challenge for the DG(staffing, meeting slots, quick planning of hear-ings and missions, consultation of confidentialdocuments, offices) which was mastered suc-cessfully, in close cooperation with other DGsconcerned. Two temporary committees suc-cessfully concluded their work during the yearand a third one was set up.

The human resources of DG IPOL were gener-ally appropriate for tackling the 2018 workload.However, staffing of the temporary committeesecretariats proved again to be a very difficultexercise. In fact, the staffing of these secretar-iats, in a context of cuts in human and budget-ary resources, without additional Contractagent funding for the units of origin concerned,might risk having adverse effects on the qualityof services provided to Members.


EXECUTIVE SUMMARY


ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS

2. Environment of the Directorate-General, objectives and results

2.1 The Directorate-General(mission statement,operational context)

ENVIRONMENT OF THE DIRECTORATE-GENERAL

Legislative work in 2018 was to a high degreeshaped by the dossiers of the Joint Declaration.The new Joint Declaration on the EU’s legisla-tive priorities for 2018-19, signed in December2017, combines unfinished files from the 2017Joint Declaration and adds new ones: It willcontinue to be of equally great importance forIPOL’s work up to the end of the legislativeterm.

Two temporary committees under the umbrellaof DG IPOL, TERR (Special Committee on Ter-rorism) and PEST (Special Committee on theEU authorisation procedure for pesticides),successfully concluded their work during theyear and a third one, TAX3 (Special Committeeon Financial Crimes, Tax Evasion and TaxAvoidance), was started. The rapid setting-upand staffing of these temporary committeeswas a considerable challenge. These tempo-rary committees resulted in extra coordinationefforts and work as regards staffing, offices andother organisational issues.

As already highlighted in last years’ AAR,equipping the temporary committees with ade-quate staff that guarantees the effective provi-sion of services to Members is proving moreand more difficult. The timing for the creation ofthese secretariats is very tight (as well as theshort time frame of the committee’s mandate)and implies immediate redeployment of experi-enced colleagues from other units, in mostcases from within DG IPOL.

Parliament’s new meeting pattern continued in2018. Meetings of less than 2.5 hours - bothwith and without interpretation - accounted formore than half of the meetings of IPOL. Thesemeetings were held to make progress notablyon legislative files in the Joint Declaration. Inaddition technical preparatory meetings (i.e. 3to 4 hour working sessions at administrativelevel) continued as a meeting pattern, makingit difficult and time-consuming to find enoughresources for all these to take place.

The impact of the IT outage resulting from the2017 incident at the EP Data Centre continuedin 2018. IPOL applications are still facing de-lays in their development and improvement, inparticular those related to the full digitalisationof the legislative process (e-Parliament).

During 2018, the outcome of the referendum onthe United Kingdom`s EU membership, of June



2016, had a considerable impact on IPOL com-mittees, research units and horizontal services.IPOL units were called upon to follow this pro-cess (as had been the case in 2017) and to pre-pare analytical material based on fact-findingwork to consider the impact of the withdrawalon the policy areas and legislation in their re-spective fields. Future work on this issue is of avery complex legal nature but the expertisebuilt up in committees and policy departmentsis ready to be mobilised during the subsequentphases of the UK withdrawal.

OBJECTIVES RELATED TO DG IPOL’SONGOING OPERATIONS

IPOL’s objectives for 2018 aimed to support theEuropean Parliament’s capacity to achieve itslegislative, budgetary and political priorities,which also unfolded from the reflection processon the Future of Europe.

These objectives were in detail:

1. In a year of intense legislative workload,continue to provide timely, coherent andhigh-quality support, concerning their legis-lative, budgetary/discharge and scrutinyfunctions, to parliamentary committees andbodies – including any new special and/orinquiry committees – to the Institution, to itsPresident and Members.

2. Continue to deliver high quality expertise forcommittees and other political bodies, in atimely and targeted way, underlining thespecific role of Policy Departments and Eco-nomic Governance Support Unit’s expert

1 Related Parliamentary Project: MFF and Mid-term review/revision: follow-upof related programmes and next steps

services and their added value to deliver tai-lor-made products for committees in linewith the 2017 CCC (Conference of Commit-tee Chairs) report on the expertise budgets.Ensure continuing innovation in their field ofexpertise and appropriate dissemination oftheir products. Maintain active and wide-ranging cooperation in full complementaritywith other services and DGs as well as withexternal networks.

3. Provide expertise and administrative sup-port promptly and efficiently in view of thework on the post-2020 MFF (Multiannual Fi-nancial Framework) and related multiannualprogrammes files. Organise and coordinatethe relevant committee activities in a proac-tive and efficient way, building on the exist-ing MFF network, making use of regular ex-change of information and the MFF data-base and based on the experiences of theongoing MFF instruments.1

4. Continue to provide the Brexit Coordinatorand the Brexit Steering Group upon requestwith analytical material ahead of the adop-tion of Parliament’s positions at any momentin the negotiations with the UK. Ensure goodcoordination among committees and withpolitical authorities in charge of the follow-upof the negotiations via the Conference ofCommittee Chairs and the Brexit SteeringGroup. Ensure that committees are kept in-formed to the extent possible on the state-of-play of the negotiations.2

5. Continue to ensure the implementation ofthe 2016 Better Law Making Agreement inthe daily operations of parliamentary com-mittees, through CCC monitoring and in the

2 Related Parliamentary Project: Brexit - committee contributions



preparation of the future Parliament reporton implementation and interpretation of thenew IIA (Interinstitutional Agreement). Inparticular: continue to ensure the annualprogramming, the support to the negotia-tions on the delineation criteria on dele-gated and implementing acts and on inter-national agreements; follow up the launchof the new delegated acts register; con-tinue to actively contribute to the setting upof an inter-institutional legislative data-base.3

6. With a view to delivering on the prioritiesidentified in the annual Inter-institutionalJoint Declarations before the end of this leg-islative term, provide enhanced legislative,administrative, expertise and logistical sup-port, which implies the availability of the nec-essary human, time and material resources,also bearing in mind the numerous otherlegislative files which should be finalised be-fore the end of the legislature. Ensure thatup-to-date overviews are provided to thePolicy Inter-DG Steering Groups to monitorthe progress of the files within the JD (JointDeclarations) and that the Steering Groupscontinue to serve as platforms to enhancecooperation with the other services involvedon the specific files.

7. Review the experiences with the Rules ofProcedure and on their implementation, as-sess practices, and organise the exchangeof best practices. Assist the AFCO workinggroup in the review process.4

3 Related Parliamentary Project: Follow-up to the Better Law-Making Agree-ment4 Related Parliamentary Project: Rules of Procedure - committee-related fol-low-up to the AFCO report5 Related Parliamentary Projects: Implementation reports, Expertise supportfor the scrutiny of the Eurozone, MFF and Mid-term review/revision: follow-up

8. Continue to encourage scrutiny-related ac-tivities in committees as for example imple-mentation reports, the implementation of theexisting MFF programmes, scrutiny of dele-gated acts, the scrutiny hearings related tothe Eurozone and the use of petitions inscrutiny. Analyse and report the experi-ences with implementation reports and de-cide if potential further steps are needed.5

9. Continue to follow-up on the Ombudsman’sproposals made in the context of her strate-gic inquiry on the transparency of trilogues;efficiently coordinate work with other DGsand other Institutions6 and in compliancewith the Secretary-General’s approach onthe coordination of relations with the Om-budsman, taking also into account the juris-prudence of the Court of Justice.

10. Further promote working in networks suchas the ones on Petitions, Legislative Proce-dures and Trilogues, MFF, Delegated andImplementing Acts, Gender mainstreamingand Communication in order to identify andshare best practices in the different policyfields.

11. Continue communicating about the com-mittee activities by making efficient use ofthe available platforms and tools and by co-operating with DG COMM services. Con-tinue to support with communication the vis-ibility and accessibility of the expertise pre-pared by the Policy Departments. Intensify

of related programmes and next steps, Political Work Programme, Petitionsand Citizens’ Enquiries Review6 Related Parliamentary Project: Enhancing the transparency of the legislativeprocess



the communication activities on selected pri-ority files with a view to contribute to the2019 European election campaign7.

12. Continue to provide quality assistance andfollow up on on-going projects

a) to ensure that the IT systems supportingthe work of parliamentary committees andbodies are always up-to-date and well in linewith the political requirements of the EP,bringing IT tools in line with the revisedRules of Procedure,

b) ensure that committee secretariatspromptly complete the ITER database withthe information on their ongoing legislativefiles and verify its accuracy in view of ITER’sfundamental role in the digitalisation of thelegislative process as well as the reportingobligations,

c) gradually, by actively contributing to thecorporate e-Parliament PPP project, to digi-talise the whole chain of activities supportingthe legislative and budgetary/budgetarycontrol work performed at committee andplenary level, so as to gain improvements interms of efficiency of processes and qualityof output8 and

d) continue digitalising the petitions processby upgrading the IT tools in order to providebetter and faster service for citizens.

13. Ensure the efficient management of Hu-man as well as Financial Resources to pro-vide adequate support to the respective par-liamentary and legislative work, particularlyin view of the future implementation of theAST mobility and taking into account theprovisions of the Financial Regulation and

7 Related Parliamentary Project: Legislation as Communication

the strategic decisions taken in the SEF ofthe Parliament and of DG IPOL.

14. Ensure flexibility in the allocation of humanresources and technical support to tempo-rary and enquiry committees so that they areput in a position to fulfil their mandate andbe fully operational from an early stage.

15. Continue to implement training paths whilecontinuously adapting the internal trainingoffer to the varying changing needs of theDG; prepare a recommendation for the es-tablishment of the exchange programme be-tween IPOL and Commission/Council in thelong term.

16. Following the metrics reporting covering2017, review the appropriateness of theIPOL specific metrics, in the light of the in-sights gained (also against the results of2016) and of the work invested in compilingthem. Continue the regular collection of thelead indicator on inter-service cooperation /network activation and fine-tune the conceptwhere necessary.

These objectives contributed to the achieve-ment of the strategic goals of Parliament’s re-newed Strategic Execution Framework (SEF),in particular on "completing the legislative cycle– reloaded", "linking the levels" and "succeed-ing 2019", as well as to the Parliamentary Pro-ject Portfolio 2017-2019. DG IPOL had elabo-rated a full set of strategic projects in thisframework. The 2018 milestones planned forthese new projects formed part of DG IPOL’sobjectives for that year.

8 Related Parliamentary Project: e-Parliament (corporate project)



The objectives were not changed during theyear. As regards the PPP, DG IPOL continuedwork on 11 projects as well as 10 subprojectsto the “committee handbook”.

DG IPOL staffed the secretariats for three tem-porary committees:

Special Committee on the EU authorisationprocedure for pesticides (PEST) – from Febru-ary 2018 until the end of the year. On 6 Decem-ber 2018, the work of the Special Committeeon the EU authorisation procedure for pesti-cides was finalised with a committee vote onthe draft report; on 16 January 2019, the politi-cal recommendations were adopted in plenary.

Special Committee on Terrorism (TERR) –from September 2017 until 13 November 2018.In November 2018 the work of the SpecialCommittee on Terrorism, which began in Sep-tember 2017, concluded with a vote on the re-port on findings and recommendations, and avote in plenary in December 2018.

The work of the Special Committee on Finan-cial crimes, Tax Evasion and Tax Avoidance(TAX3), set up in March 2018, is still ongoing.The vote in plenary on its political recommen-dations is expected during the March II partsession.

DG IPOL’s units, committee secretariats, aswell as policy departments and horizontal ser-vices supported Members throughout the yearon a broad spectrum of questions relating tothe different aspects of the ongoing Brexit ne-gotiations.

OBJECTIVES DERIVED FROM THE PPP

In the process of contributing to the Parlia-ment’s Strategic Execution Framework andParliamentary Project Portfolio (PPP), DGIPOL has elaborated a new set of strategic pro-jects for the PPP 2017 - 2019.

The 2018 milestones planned for these newprojects as well as remaining 2017 milestonesof old PPP projects formed part of DG IPOL’sobjectives for that year.

FEASIBILITY AND RISK ASSESSMENT

Most of DG IPOL’s objectives, as described un-der point one, are closely linked to political pro-cesses and decisions and it is difficult to attachany specific linked financial and non-financialrisks which might adversely affect them.

Similarly, assistance and expertise for the par-liamentary committees, as well as many hori-zontal issues - in the legislative and budgetaryfields particularly but also increasingly other“scrutiny measures”- are thus part and parcelof the DG's daily work but remain linked to po-litical decisions (for example decisions on thetimetable for a legislative file, or whether to re-quest a study or a workshop to accompanysuch a file, or whether to draw up a non-legis-lative report, etc.) both inside and outside theParliament.

Therefore, the achievement of the main objec-tives of the DG are very much dependent on



such political decisions but it is not consideredfeasible or appropriate to try and put a price onsuch political developments within the frame-work of this overview.

However, as far as ‘administrative risks’ areconcerned, which may of course also have aknock-on effect on the objectives described,the DG's risk register and risk assessments ismonitored and regularly updated.

Again, in 2018, the main risks were the follow-ing:

Risks related to the optimal functioning ofparliamentary committees;

Risks related to human resources;

Risks related to financial resources;

Risks related to the dependence on IT sys-tems;

Risks related to logistics, such as infrastruc-ture, including office space.

These risks and the associated efforts to miti-gate them are described in the general IPOLRisk Register, including a rating as to their like-lihood and seriousness. The risk files were up-dated in 2018 and will be updated once againin early 2019. DG IPOL also held meetings withthe Risk Manager to monitor the situation. Forthe first time in 2018, a Fraud Register and Pro-ject Risk Register has been added to the gen-eral Risk Register. The project selected out ofIPOL’s strategic projects for the PPP 2017-2019 was ‘legislation and communication’.

In previous reports, IPOL underlined the needfor improved “crisis management" and "busi-ness continuity management" mechanisms forunexpected events in the Parliament. DG IPOLhad therefore already welcomed the creation ofthe Business Continuity Management Unit, inline with the recommendations made by the In-ternal Auditor. During 2018 DG IPOL continuedto support the ongoing work in this area, nota-bly the elaboration of a more comprehensivecrisis & business continuity managementscheme in the European Parliament, as well asthe move to formalise and clarify responsibili-ties at a high management level through theCrisis & Business Continuity ManagementTeam (to be supported by the aforementionedUnit).

IPOL’s business continuity plan has been elab-orated and will be sent to the Secretary Gen-eral by end of February.

2.2 Key results and progresstowards achieving objectives

IPOL being a DG providing direct and tailor-made support to committee Members, most ofits work feeds into (and results in) processesand products which are political, such as legis-lative and non-legislative reports, opinions andamendments, committee meetings, trilogues,hearings and committee missions, etc.



The fact that IPOL’s work feeds into the politicalsphere makes it difficult to link the DG’s objec-tives to performance indicators. Dimensions ofparliamentary work such as, for example, howlong it took to steer a report through Parlia-ment, how many amendments a report com-prised, whether and how instruments such ashearings or studies were used, how negotia-tions were handled and which elements a finalpiece of legislation includes, are political by na-ture and not subject to assessments by the ad-ministration.

IPOL considers its objectives for 2018 asachieved and no incidents are to be reported.IPOL staff has done its utmost to provide high-quality, fast and flexible support to committeesand to always find solutions to upcoming is-sues; it has maintained this service-culture andits standards also under extraordinary condi-tions, such as night trilogues.

Resources

As regards IT matters, in the framework of thee-Parliament corporate programme, DG IPOLremains committed to the objective of achiev-ing full digitalisation of the legislative workflowfor the beginning of the next legislative term.However, as a consequence of the IT outage inOctober 2017, some technical implementationswere delayed, leaving less time to perform ef-fective testing phases and therefore delayingall the improvements that would have enableda higher usage of the applications.

In this respect, IPOL proposed (in agreementwith DG EXPO and PRES) refined key perfor-mance indicators (KPIs) to measure the stateof play of implementation and enable a precisetargeting of the measures required to increasethe usage and the benefits of the programme.

During 2018, IPOL Business Analysts played asignificant role in the detailed analysis of theimpact of the changes in the Rules of Proce-dure on the IT systems.

As concerns logistics, a first comprehensiveEMAS audit of DG IPOL took place in 2018.The audit report includes references to DGIPOL achievements such as the reduction ofmissions, network printers, trunks, paperlesscommittees, etc.

In 2018, 53% of Strasbourg trunks were givenup by IPOL colleagues (145 out of 274).

During the second campaign launched by theEMAS unit in 2018, 117 IPOL colleaguesagreed to the voluntary removal of their generalpurpose waste bins IPOL colleagues (19% re-duction).

Finally, an EMAS network was created in 2018at DG level with each Directorate being repre-sented in it.

Also, IPOL committee secretariats continued toconsolidate the trend towards more paperlessmeetings by increasingly using “e-meeting” and“e-committee” features.



The EMAS Square de Meeûs network contin-ued carrying out various successful initiatives,such as facilitating parking for bicycles and fur-ther improving reusing and recycling of station-ary. IPOL Logistics’ system for the manage-ment of office supply stocks set up in 2017,continued in 2018.

In the area of finance, IPOL procurement tem-plates for negotiated procedures with 3 and 5candidates were revisited in order to fully re-spond to what the operational units need and,also, to fully take into account changes intro-duced to the financial regulation revisions of2016 and 2018. While the 2016 revision con-cerned particularly exclusion, selection andaward criteria, the 2018 revision added newcontract clauses on intellectual property, dataprotection, e-procurement and Brexit; technicalchanges were also introduced in view of thecoming Financial Management System (FMS).

Furthermore, IPOL prepared extensive step-by-step guides on the financial aspects of or-ganising hearings, as well as on organisationcommittee missions outside the 3 places ofwork, focussing both on the basic financial prin-ciples and on the financial procedures to becarried out before, during and after the mis-sions.

In the human resources field, it is worth men-tioning that the first AST mobility procedurewas concluded.

In 2018, the occasional teleworking schemewithin DG IPOL is being increasingly used by

the staff. A pilot project on extra-time for officialmeetings, taking place after regular workinghours, which was introduced towards the endof 2017, continued to run through 2018.

In the field of learning and development, spe-cific training paths were implemented. The in-ternal training offer was further expanded to ca-ter for the changing needs of DG IPOL col-leagues. Also, a pilot for a short-term staff ex-change programme between DG IPOL, theCommission and Council services was run, inorder to assess the feasibility of establishingsuch an exchange scheme on a regular basis.

Obtained results (data against budgetitems)

The below are annual statistics to measuresome of the quantitative aspects of the DG'soutput, which also contribute to meeting the ob-jectives of the DG. They are linked - sometimesdirectly and sometimes indirectly - to practicallyall of the objectives:

525 parliamentary committee meetingswere organised (2017: 392). These, and all re-lated work prior to them, eventually led to thetreatment and vote of some 564 committee pro-cedures (2017: 477 procedures).



307 trilogue meetings were organised in2018 (251 such meetings in 2017, 135 in 2016and 226 in 2015).

With the upcoming end of the legislative term,activity on legislative files picked up considera-bly, particularly on the files included in the re-cently adopted Joint Declaration for 2018/19.At the beginning of January 2019, there werestill 241 open COD procedures under EP firstreading/Council reading.

Concerning budget resources managed di-rectly by DG IPOL, the following quantitativeanalysis can be made:

Concerning sub-item 1612-02 (professionaltraining): DG IPOL organised 50 external indi-vidual courses. Also, 12 “Unit External TrainingDays” - ex Away Days (6 in 2017, 11 in 2016)and 3 specific collective trainings (3 in 2017, 0in 2016) were organised.

Concerning sub-item 3042-01 (committees'missions): In total, 117 missions were organ-ised (96 in 2017, 79 in 2015), out of which 81had a financial impact against this line , i.e. or-ganisational costs such as rental of officespace and local transport (70 in 2017). Thenumber of missions thus increased comparedto last year, especially taking the temporarycommittees into account.

Concerning sub-item 3200-01 (external ex-pertise): The policy departments commis-sioned a total number of 159 items of externalexpertise (2017:239, 2016: 264). Of these, 12were long studies between EUR 60.000 andEUR 135.000 (2017: 10, 2016: 12), 59 weremedium studies between EUR 15.000 andEUR 60.000 and 88 were short studies of lessthan EUR 15.000. On 31 December 2018,IPOL policy departments had 9 framework con-tracts in place (2017: 9, 2016: 8). The DG alsodisposes of 4 CEI (call for expression of inter-est) lists (2016 and 2017: 4) , to further widenthe choice of expertise in some areas.

Importantly, some 330 publications were in-ternally produced, not drawing on any budgetfunds managed by IPOL (2017: 479, 2016:382, 2015: 352 and 2014: 218). This againdemonstrates a solid in-house expertise, whichnow makes up a very substantial part of activi-ties. And, in addition to this, both committeesand policy departments were as always in-volved in continuously updating the “EP factsheets”, numbering in their hundreds. Againsta backdrop of tight human resources budgets,this development was impressive.

The policy departments also organised 37workshops (2017: 45, 2016: 31) in which exter-nal experts participated and discussed withcommittee members. A total of 59 experts werereimbursed against this item (2017: 59, 2016:70). Further 20 experts were invited to sharetheir economic, financial and monetary exper-tise in preparatory meetings of Monetary Dia-



logue sessions organised by ECON; these ex-perts delivered 41 briefing papers prior to thesessions (2017: 32, 2016: 38).

The parliamentary committees organised121 hearings, including 23 by temporary com-mittees (2017: 133, 2016: 124, 2015: 100 and2014: 50). A total number of 204 guests atthese hearings were reimbursed for travelcosts against this item (2017: 167, 2016:127,2015: 183 and 2014: 104). Also, the PetitionsCommittee heard 187 petitioners (208 in 2017)at different hearings and meetings, 33 of whomwere reimbursed against this item.

Sub-item 3220-13 (books and subscrip-tions) was used 12 times for various books andsubscriptions (8 times in 2017, 16 times in2016, 30 times in 2015 and 7 times in 2014).


RESOURCES MANAGEMENT



3 Resources management

3.1 Human resourcesThe decrease of 3 posts in 2018 is the resultof the final contribution of DG IPOL to the es-tablishment plan's reduction.

ESTABLISHMENT PLAN

AD AST AST/SC Total AD AST AST/SC TotalPermanent posts 280 235 13 528 281 237 12 530Temporary posts 4 1 0 5 4 2 0 6

Total 284 236 13 533 285 239 12 536

on 01/01/2017on 01/01/2018

STAFF NUMBERS AT 31.12.2018

AD AST AST/SC TotalOfficials 267 205 12 484Temporary Agents 8 9 0 17- on temporary posts 3 1 4

- on permanent posts 0 3 0 3

- on part time compensation 5 5 10

Contract Agents 7 4 24 35

Seconded National Expert (SNE) 22 22

Interims

Total 558



3.2 Financial and budgetarymanagement

INITIAL AND FINAL APPROPRIATIONS

Final appropriations amounted to EUR 5.35million compared to the EUR 5.57 million origi-nally available.

FINAL APPROPRIATIONS ANDAPPROPRIATIONS COMMITTED

Overall implementation stood at 90 % (88% in2017), corresponding to EUR 4.8 million com-mitted (4.6 million in 2017).

As in previous years, a certain margin also ex-isted with regard to the budgeting of fullamounts for temporary committees, as stipu-lated in the guidelines laid down by the Confer-ence of Committee Chairmen, which the run-ning temporary committees did not fully absorb.

For further details, please see annexes.

APPROPRIATIONS COMMITTED ANDPAYMENTS MADE

Payments on contracted appropriations stoodat 42% at year-end, a slight increase comparedto last year (34 %).

This relatively modest level of payments in yearn, and the consequently rather high level ofcarry-overs to year n+1, stems from the factthat research departments commission studies

and papers on the basis of political requests,during the financial year, from the committees.Many of these, particularly the more costlyones, are subject to time-consuming researchand rarely give rise to payments in the sameyear. This has a major effect on executed pay-ments against commitments.

Additionally, guests entitled to reimbursementssometimes send in their requests and receiptsonly after the end of the financial year, possiblywhen they prepare their private tax returns.This means that a significant portion of provi-sional commitments for travel and subsistenceallowances has to be carried over as well.

The final amount carried over to 2019 (EUR2.79 million) was lower than last year (EUR3.05 million). As a proportion of contractedcommitments, the ratio thus remained ratherstable.

Amounts carried over will then be paid the fol-lowing year at a rate that should approach100% (96 % on 2017 funds carried over to2018). Exceptions can relate to cases wherethe Parliament cancels a particular expertiseitem or considers that only part of the servicehas been delivered. They can also relate tocarry-overs for travel and subsistence reim-bursements, as the travel costs are not knownat the time of the carry-over. It is therefore nec-essary to make an estimation erring on the safeside.



USE OF AUTOMATIC AND NON-AUTOMATIC CARRYOVERS FROM 2017 TO2018

The use of the appropriations carried over from2017 to 2018 was about 96 %.

For DG IPOL, which exclusively tenders forservices (mainly studies and briefing papers) itis not unusual that a small part of the carry-overs is in fact cancelled, but the DG tries tominimise this portion through active follow-upand reminders from the Finance Unit.

If some amounts are not finally used it can re-late to the fact that papers may occasionally berejected once received, either outright or (moreoften) in view of substantial modifications thatneed to be made. This is sound financial man-agement as studies of insufficient qualityshould not be paid for, or only paid for partially.

Also, there are some (minor) outstandingamounts, not finally used, that relate to carry-overs made on provisional commitments re-lated to travel reimbursements. This is difficultto avoid since the final costs are not known atthe time of the carry-overs procedure.

APPROPRIATIONS CORRESPONDING TOASSIGNED REVENUE

EUR 937,63 were recovered by EP corre-sponding to budget line 03200-01 expertise(see Annex 6.II.4). This amount being recov-ered late in the year will be carried over andspent in 2019.


RESOURCES MANAGEMENT EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROM, INCLUDING OVERALLASSESSEMENT OF COST-EFFECTIVENESS


EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL, INCLUDING OVERALL ASSESSMENT OF COST-EFFECTIVENESS

4. Evaluation and effectiveness ofinternal control, including overallassessment of cost-effectiveness

4.1 Assessment of theeffectiveness and efficiencyof internal control

IPOL’s financial activities include a mix of me-dium to low-value transactions. In terms ofvalue, some 90 % of the budget is related to thepurchase of expertise following requests fromparliamentary committees. A substantial num-ber of very low-value transactions is also han-dled and relate to reimbursement of experts forhearings.

The budget structure and detailed financial cir-cuits for the DG’s implementation of thesefunds are published and updated on its web-pages. A substantial update and check of thisinformation was made in 2014, at the requestof the Authorising Officer by Delegation (AOD),and is also done continuously by the FinanceUnit.

The AOD always includes an item of budget fol-low-up on every agenda of the Directors’ meet-ings (weekly). The implementation of all fundsis authorised at the level of Directorates, withthe respective Director as Authorising Officerby Sub-delegation (AOS), and in close cooper-ation with the Finance Unit in terms of ex-ante

control and advice. This cooperation betweenoperational departments and the Finance Unit,and also with the personnel and IT units forthose issues, reflect a strong culture of cooper-ation and communication in an essentially de-centralised structure with strong central sup-port functions.

The use of budget funds is transparent and un-der detailed scrutiny at all levels of the hierar-chy. Naturally, all basic concepts, such as thesegregation of duties, are fully respected.

The DG objectives are set annually, taking intoaccount the Parliamentary Project Portfolio inwhich DG IPOL presently manages 11 projectsand 10 sub-projects. The objectives are com-municated to staff in writing and orally in meet-ings. Delegations of powers are clearly definedand always communicated in writing.

Risk management within the DG has evolvedconsiderably over the past few years and theidentified risks and mitigating measures wereupdated once during the year, and will be up-dated again in early 2019.



In addition to the above, IPOL also operates anumber of other procedures and work practicesto continuously monitor and improve the com-pliance with the minimal norms for internal con-trol and their effective functioning.

For example, DG specific instructions on publicprocurement issues are also published and up-dated, including all relevant links to DG Fi-nance.

IPOL also runs an official working group to pro-mote knowledge and experience in the field ofprocurement and contract management. Thisgroup liaising with the Public Procurement Fo-rum is very useful to discuss and resolve issuesof concern for DG IPOL in detail, such as con-sequences of the new rules and their imple-mentation.

Regular meetings with all financial actors havealso been set up by the AO, implemented bythe Finance Unit, in order to continuously mon-itor and improve financial and contractual pro-cedures.

The AO has since many years operated a train-ing programme for newcomers, also includinga module on "financial circuits" to emphasisethe importance of correctly applying the exist-ing procurement, contractual and financialrules.

4.2 Assessment of the costsand benefits of the controls

Overall, the cost effectiveness of controls is as-sessed by the Resource Directorate in consul-tation with the Director General and his staff.This is done within the framework of the annualbudget procedure and the annual report proce-dure. By and large, the aspects of "methodol-ogy" and the DG´s approach are described andbuilt into the Annual Report itself.

It is considered that the effectiveness of con-trols and preventive measures is high with alarge degree of transparency, good coopera-tion and clear procedures, while at the sametime maintaining a lean establishment plan andan un-bureaucratic central structure.

In order to achieve efficiency of the control sys-tem, DG IPOL's scarce resources are gearedtowards preventing any erroneous and non-compliant expenditure in the first place, and itsworking methods were set up to achieve thisgoal.

Records of the overall results of financial con-trols are kept in the FINIP (IPOL Finance Unitinternal database) and FINORD, as well as inWeb-contracts. In our FINIP database the rec-ords include the following mandatory infor-mation:



- identification of all transactions and opera-tions of the DG, together with the total amountof these items,

- identification of the ex-ante verifiers who car-ried out the control,

- information whether the result was positive ornegative, and, in case it was negative, it is re-ported as an exception or derogation describ-ing i.a. whether a) it referred to internal proce-dures or b) to contractual or regulatory provi-sions;

Importantly, DG IPOL also continued to dedi-cate a previously existing post of an ex-anteverifier purely for procurement issues and con-tractual advice as from January 2012. Thisstrategy has continued to give positive resultsduring the course of the last 6 years.

The focus on giving individual assistance to op-erational departments "ante ex-ante" i.e. be-fore submitting the files for the official ex-anteverification, thus continues in a successful way,preventing the risk of errors to a very high de-gree and thus keeping the error rate for legalityand regularity extremely low.

In connection with the Annual Report, the ex-isting measures are considered in the light of

the year in question. So far, they have alwaysbeen deemed appropriate and adequate.

Given the strong focus on ex-ante advice andchecks (preparative and preventive work) aswell as considering the annual budgets andstaff resources available, ex-post controls havenot been considered appropriate from the pointof view of cost-benefit. Full and strong cooper-ation is of course afforded to any actions in thisrespect by the Court of Auditors and/or the In-ternal Auditor.

4.3 Summary of internal andexternal audits

In the field of public procurement, DG IPOL hasconsistently implemented all recommended im-provements, included those by the internal au-ditor. Only one older issue remains: the crea-tion of a common database or webpage forsupplier quality assessment sheets. It shouldhowever be noted that these are already nowfully available through the Finance Unit. This is-sue is still pending mainly due to other prioritiesimposed by the legislator, such as the new Fi-nancial Management and Document Manage-ment Systems.


STATEMENT OF ASSURANCE

Annua l acti vity report 2018 DG !POL, European Parliament . 24

Statement of assurance

I, the undersigned; Riccardo Ribera d'Alealä

Director-General of Internal Policies

hereby declare, in my capacity as authorising officer by delegation, that I have reasonable assurance that:

- the information contained in the report presents a true and fair view;

- the resources assigned to the activities described in the report have been used for their intended purpose and in accordance with the principle of sound financial man- , agement;

- the control procedures put in place give the necessary guarantees concerning the le- gality and regularity of the underlying transactions.

This reasonable assurance is based on my own judgement and on the information at my disposal, such as the results of self-assessment and remarks by the Internal Audit Ser vice, as well as the lessons learned from the reports of the Court of Auditors for financial years prior to that for which this declaration is being made.

I also confirm that I am not aware of any fact not set down herein that could be prejudicial to the interests of the Institution.

Done at Brussels

On · 15102/2019

Si

STATEMENT OF ASSURANCE


DECLARATION D’ASSURANCE


ANNEXES

Annexes

I. Budgetary implementation overview


ANNEXES

IPOLCode Appropriation type Type de crédits EUR ou % Formule

Appropriations of 2018 Crédits 2018A Initial appropriations Crédits initiaux 5.571.000,00B Final appropriations Crédits finaux 5.355.000,00C Commitments Engagements 4.814.633,67D Commitments in % of final appropriations Engagements en % des credits finaux 90% D=C/BE Payments Paiements 2.019.060,55F Payments in % of commitments Paiements en % des engagements 42% F=E/CG Cancellations of 2018 final appropriations Annulations de crédits finaux 2018 540.366,33 G=B-C-K

HCancellations appropriations in % of finalappropriations

Annulations en % des crédits finaux 10% H=G/B

Appropriations carried overfrom 2018 to 2019

Crédits reportésde 2018 à 2019

I Automatic carryovers from 2018 to 2019Crédits reportés automatiquement de 2018à 2019

2.795.573,12 I=C-E

JAutomatic carryovers from 2018 to 2019 in %of commitments

Crédits reportés automatiquement de 2018à 2019 en % des engagements

58% J=I/C

K Non-automatic carryovers from 2018 to 2019Crédits reportés non-automatiquement de2018 à 2019

0

LNon-automatic carryovers from 2018 to 2019in % of final appropriations

Crédits reportés non-automatiquement de2018 à 2019 en % des crédits finaux

0% L=K/B

Appropriations carried overfrom 2017 to 2018

Crédits reportésde 2017 à 2018

M Automatic carryovers from 2017 to 2018Crédits reportés automatiquement de 2017à 2018

3.054.796,60

NPayments against automatic carryovers from2017 to 2018

Paiements sur crédits reportésautomatiquement de 2017 à 2018

2.929.560,10

OPayments against automatic carryovers from2017 to 2018 in % of automatic carryoversfrom 2017 to 2018

Paiements sur crédits reportésautomatiquement de 2017 à 2018 en %des crédits reportés automatiquement de2017 à 2018

96% O=N/M

PCancellations of automatic carryovers from2017 to 2018

Annulations de crédits reportésautomatiquement de 2017 à 2018

125.236,50 P=M-N

QCancellations of automatic carryovers from2017 to 2018 in % of automatic carryoversfrom 2017 to 2018

Annulations de crédits reportésautomatiquement de 2017 à 2018 en %des crédits reportés automatiquement de2017 à 2018

4% Q=P/M

R Non-automatic carryovers from 2017 to 2018Crédits reportés non-automatiquement de2017 à 2018

0,00

SPayments of non-automatic carryovers from2017 to 2018

Paiements sur crédits reportés non-automatiquement de 2017 à 2018

TPayments against non-automatic carryoversfrom 2017 to 2018 in % of non-automaticcarryovers from 2017 to 2018

Paiements sur crédits reportés non-automatiquement de 2017 à 2018 en %des crédits reportés non-automatiquementde 2017 à 2018

- T=S/R

UCancellations of non-automatic carryoversfrom 2017 to 2018

Annulations de crédits reportés non-automatiquement de 2017 à 2018

U= R-S

VCancellations of non-automatic carryoversfrom 2017 to 2018 in % of non-automaticcarryovers from 2017 to 2018

Annulations de crédits reportés non-automatiquement de 2017 à 2018 en %des crédits reportés non-automatiquementde 2017 à 2018

V=U/R

Assigned revenue in 2018 Recettes affectées 2018

WAppropriations from assigned revenue in 2018(current)

Crédits de recettes affectées courants2018

937,63

X Assigned revenue carried over to 2018Crédits de recettes affectées reportés à2018

0,00

YBalance of commitments on assigned revenuecarried over to 2018

Solde des engagements reportés à 2018sur crédits de dépenses spécifiques surrecettes affectées

0,00

ZPayments in 2018 against appropriations fromassigned revenue (current and carried-over)

Paiements sur crédits de recettes affectées2018 (courants et reportés)

0,00

AAPayments in 2018 against assigned revenue in% of assigned revenue in 2018 (current andcarried-over)

Paiements sur crédits de recettes affectées2018 en % des crédits de recettesaffectées 2018 (courants et reportés)

0% AA=Z/(W+X+Y)

Annu

al a

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port

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28

ANN

EXES

II.B

udge

t im

plem

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8

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DG IPOL

Situation des crédits de dépenses spécifiques/RA

Exercice:

Page01/

Edité le

07/02/2019 à 15:32

2018

(en EUR)

01

03...

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03200

03200-01

Total Titre

Total Général

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Acquisition d'expertise

Acquisition d'expertise : études, experts

et autres personnalités,

évaluation d'impact (politiques internes de

l

Poste

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Virements

Crédits

an. cumulés.

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%

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Annex 6.II.4

Annu

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8D

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Annu

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201

8D

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OL,

Eur

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n Pa

rliam

ent

35

ANN

EXES

IV.

Res

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Annu

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ctiv

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201

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OL,

Eur

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rliam

ent

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ANN

EXES

V.As

sess

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Annu

al a

ctiv

ity re

port

201

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OL,

Eur

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n Pa

rliam

ent

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ANN

EXES

SELF

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ENT

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t and

value

s

1.Du

ties

2.Et

hical

and o

rgan

isatio

nal v

alues

Secti

on 2:

Hum

an re

sour

ces

3.Al

locati

on of

staff

and m

obilit

y

4.St

aff as

sess

ment

and d

evelo

pmen

t

Secti

on 3:

Plan

ning a

nd ris

k man

agem

ent

5.Ob

jectiv

es an

d per

forma

nce i

ndica

tors

6.Ri

sk m

anag

emen

t pro

cess

Secti

on 4:

Oper

ation

s and

contr

ol ac

tivitie

s

7.Op

erati

onal

set-u

p

8.Pr

oces

ses a

nd pr

oced

ures

9.Su

pervi

sion b

yman

agem

ent

Annu

al a

ctiv

ity re

port

201

8D

G IP

OL,

Eur

opea

n Pa

rliam

ent

38

ANN

EXES

STAN

DAR

DAC

HIE

VED

ALM

OST

PAR

TLY

STAR

TED

TO B

EST

ARTE

D/N

.A.

10.B

usine

ss co

ntinu

ity

11.D

ocum

ent m

anag

emen

t

Secti

on 5:

Infor

matio

n and

finan

cial re

portin

g

12.In

forma

tion a

nd co

mmun

icatio

n

13.A

ccou

nting

and f

inanc

ial in

forma

tion

Secti

on 6:

Evalu

ation

and a

uditin

g

14.E

valua

tion o

f acti

vities

15.E

valua

tion o

f inter

nal c

ontro

l sys

tems

16.A

uditr

epor

ts

Annu

al a

ctiv

ity re

port

201

8D

G IP

OL,

Eur

opea

n Pa

rliam

ent

39

ANN

EXES

CO

MM

ENTS

ON

TH

E O

UTC

OM

E O

F TH

E AN

NU

AL S

ELF-

ASSE

SSM

ENT

OF

MIC

S PE

RFO

RM

ANC

E

Stan

dard

s as

sess

ed a

s ‘a

chie

ved’

–go

od p

ract

ices

List

ofe

xam

ples

(N°

of s

tand

ard(

s) in

bra

cket

s):

R

ole,

obj

ectiv

es a

nd m

anda

tepu

blis

hed

on IP

OLn

et(1

);

R

egul

ar tr

aini

ng fo

r new

com

ers

(2);

St

aff a

lloca

tion

and

recr

uitm

ent b

ased

on

IPO

L’s

need

s an

d pr

iorit

ies;

(3);

D

ialo

gue

with

line

man

ager

for a

nnua

l ass

essm

ent i

n pl

ace

(3, 4

);

O

bjec

tives

of t

he D

G a

re d

efin

ed a

nd c

omm

unic

ated

eac

h ye

ar (5

);

C

ompi

latio

n of

bo

th

oper

atio

nal

and

stra

tegi

c m

etric

s si

nce

01.0

7.20

16; I

POL

lead

indi

cato

r (ac

tive

invo

lvem

ent o

f int

erna

l act

ors

inal

l sta

ges

of th

e le

gisl

ativ

e cy

cle)

end

orse

din

201

7(5

);

W

eekl

y m

onito

ring

of m

ain

budg

et im

plem

enta

tion

done

by

the

DG

'sFi

nanc

e U

nit i

n co

oper

atio

n w

ith a

ll op

erat

iona

l dep

artm

ents

(5);

IP

OL

Ris

kR

egis

ter

upda

ted

regu

larly

in c

lose

coo

pera

tion

with

and

assi

stan

ce fr

om th

e EP

Ris

kM

anag

er (6

);

D

eleg

atio

n of

pow

ers

esta

blis

hed;

iden

tific

atio

n of

sen

sitiv

e po

sts

and

miti

gatio

n pr

oced

ures

in p

lace

as

wel

l as

staf

f mob

ility;

list o

f IPO

L Fi

nan-

cial

Age

nts

tabl

e pu

blis

hed

on IN

TRAn

et (7

);

Fi

nanc

ial c

ircui

ts in

line

with

Fin

anci

alR

egul

atio

n in

pla

ce a

nd p

ub-

lishe

d on

IPO

Lnet

; de

taile

d ch

eckl

ists

for

initi

atio

n,ve

rific

atio

n an

d ar

-ch

ivin

g co

ntin

uous

ly u

pdat

ed a

nd p

ublis

hed

(8);

Ex

cept

ions

and

Der

ogat

ions

are

regi

ster

ed in

the

Fina

nce

Uni

t's d

ata

base

FIN

IP a

nd in

Web

Con

tract

s (8

);

Bu

dget

fol

low

-up

figur

es o

n ev

ery

agen

da o

f th

eD

irect

ors’

(AO

S)w

eekl

y m

eetin

gs (9

)

O

n a

polit

ical

leve

l, th

eC

onfe

renc

e of

Com

mitt

ee C

hairs

revi

ews

the

budg

et in

Sep

tem

ber f

orpo

tent

iala

djus

tmen

ts a

nd re

-allo

catio

ns in

ac-

cord

ance

with

the

Com

mitt

ees’

need

s (9

)

Ba

ck-u

p in

pla

ce to

ens

ure

the

cont

inui

ty o

f ope

ratio

ns;(

10).

Fi

nanc

iala

rchi

ves,

of t

he D

G c

entra

lised

and

man

aged

by

in th

e D

G's

Fina

nce

unit;

all

proc

edur

es p

ublis

hed;

in a

dditi

on, d

estru

ctio

n o

f all

fi-na

ncia

l doc

umen

ts f

ulfil

ling

the

con

ditio

ns e

stab

lishe

d b

y D

G IP

OL'

sR

eten

tion

Sche

dule

Doc

umen

t (11

, 12)

;

R

ules

pub

lishe

d on

IPO

LNET

(12,

13)

;

Annu

al a

ctiv

ity re

port

201

8D

G IP

OL,

Eur

opea

n Pa

rliam

ent

40

ANN

EXES

Stan

dard

s as

sess

ed a

s ‘a

lmos

t ach

ieve

d’–

furt

her w

ork

re-

quire

d

El

abor

atio

n of

IPO

L bu

sine

ss c

ontin

uity

pla

n in

pro

gres

s(1

0);

O

n-go

ing

regu

lar u

pdat

e an

d re

visi

on o

f tai

lor-m

ade

IPO

L te

mpl

ates

and

best

pra

ctic

ein

pro

cure

men

t.Fu

ll ha

rmon

isat

ion

of I

POL

spec

ific

mod

els

for a

ll pr

oced

ures

in p

lace

(8).

A m

ajor

che

ck a

nd u

p-da

te o

f on-

line

base

d m

anua

ls /

tem

plat

es o

f fin

anci

al a

nd c

ontra

ctua

l pro

cedu

res

on th

e ne

w IP

OL

web

site

is b

eing

don

e si

nce

it ha

s be

en la

unch

ed in

Oct

ober

2014

. Mor

eove

r, co

ntin

uous

feed

ing

of a

“NEW

S" s

ectio

n in

Fi-

nanc

e U

nit's

web

-site

con

tain

ing

the

late

st re

plie

s to

rele

vant

que

stio

nsby

the

finan

cial

act

ors

allo

ws

impr

oved

effi

cien

cy o

f com

mun

icat

ion

with

all f

inan

cial

age

nts

and

Com

mitt

ee S

ecre

taria

ts(1

2);

Fo

llow

-up

a co

ntin

uous

im

plem

enta

tion

of r

ecom

men

datio

ns (

e.g.

IPO

L w

orki

ng g

roup

to im

prov

e ef

ficie

ncy

ofpr

ocur

emen

t act

iviti

es).

In20

18IP

OL

‘Neg

otia

ted

Proc

edur

e’ t

empl

ates

with

3 an

d 5

cand

idat

esha

vebe

enup

date

d by

the

offic

ialI

POL

wor

king

gro

upon

pro

cure

men

tan

d co

ntra

ct m

anag

emen

tto

fully

ada

pt th

em to

the

2016

and

2018

revi

-si

ons

of th

eFi

nanc

ial R

egul

atio

n (8

);

An

nual

rev

isio

n of

con

trol f

ram

ewor

k in

con

nect

ion

with

the

ann

ual

activ

ity r

epor

t. Su

ch a

“m

etho

d” s

houl

d st

ill be

bet

ter

defin

ed,

even

thou

gh th

e co

ntro

l fra

mew

ork

is c

ontin

uous

ly m

onito

red

and

impr

oved

,no

tabl

y th

roug

h th

e Fi

nanc

e U

nit a

nd p

artic

ular

ly th

e us

e of

the

DG

sw

ebpa

ges

(15)

Stan

dard

s as

sess

ed a

s ‘p

artly

ach

ieve

d’ o

r ‘st

arte

d’–

wea

k-ne

sses

and

pra

ctic

esN

A Stan

dard

s as

sess

ed a

s ‘to

be

star

ted’

or ‘

non-

appl

icab

le’

NA

Oth

er c

omm

ents

Fr

om a

pur

ely

polit

ical

asp

ect,

cont

rol s

tand

ard

5 is

, how

ever

, par

tially

non-

appl

icab

le. T

his

is d

ue to

the

fact

that

the

mos

t im

porta

nt o

bjec

tives

of th

e D

G a

re o

f a p

oliti

cal n

atur

e an

d m

ostly

dep

end

on p

oliti

cal d

eci-

sion

s. T

hey

do n

ot l

end

them

selv

es e

asily

to

mea

sure

men

t th

roug

hqu

antit

ativ

e in

dica

tors

. In

his

rece

nt a

udit

repo

rt n°

16/

18 o

n th

e An

nual

Activ

ity R

epor

ting,

the

Inte

rnal

Aud

itor

conf

irmed

the

spec

ific

natu

re o

f“p

oliti

cal

DG

s” c

ompa

red

to p

urel

y “a

dmin

istra

tive

DG

s” a

nd r

ecom

-m

ende

d th

at th

e fu

ture

obj

ectiv

e-se

tting

fram

ewor

k fo

r the

ann

ual r

epor

t-in

g sh

ould

take

this

diff

eren

ce b

ette

r int

o ac

coun

t.

M

ulti-

annu

al p

rogr

amm

ing

is n

ot a

n in

tegr

al p

art o

f the

cur

rent

sys

tem

of a

n an

nual

"ad

min

istra

tive

wor

k pr

ogra

m".

With

the

intro

duct

ion

of a

"Stra

tegi

c Ex

ecut

ion

Fram

ewor

k" (

SEF)

, m

ultia

nnua

l as

pect

s fe

atur

em

ore

prom

inen

tly.

Annu

al a

ctiv

ity re

port

201

8D

G IP

OL,

Eur

opea

n Pa

rliam

ent

41

ANN

EXES

Th

e D

Gdo

es n

ot o

pera

te a

n ex

-pos

t eva

luat

ion

syst

em. G

iven

the

need

to

care

fully

wei

gh t

he b

enef

its o

f su

ch c

ontro

ls c

ompa

red

to th

ere

sour

ces

need

ed to

impl

emen

t the

m, i

t is

cons

ider

ed m

uch

mor

e ef

fec-

tive

to c

once

ntra

te li

mite

d re

sour

ces

on e

x-an

te c

ontro

ls in

conj

unct

ion

with

con

tinuo

us in

form

atio

n an

d tra

inin

g. T

his

is p

artic

ular

ly s

o gi

ven

the

DG

s re

lativ

ely

mod

est

annu

al b

udge

t. N

ever

thel

ess,

inf

orm

al e

x-po

stco

ntro

ls c

an b

e m

ade

whe

n de

emed

per

tinen

t.

directorate-general for internal policies · 2019-06-26 · the setting-up and running of temporary...

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