annual activity report 2016 - communication - annex · 2017-06-20 · directorate d 2016...
TRANSCRIPT
ANNEXES
Ref. Ares(2017)1842517 - 06/04/2017
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ANNEXES
ANNEX 1: Statement of the Resources Director
“I declare that in accordance with the Commission’s communication on clarification of the
responsibilities of the key actors in the domain of internal audit and internal control in the
Commission1, I have reported my advice and recommendations to the Director-General on the
overall state of internal control in the Directorate-General.
I hereby certify that the information provided in Section 2 of the present Annual Activity Report
and in its annexes is, to the best of my knowledge, accurate and complete.”
Brussels, 22 March 2017
Signed
Fabrizia De Rosa
(Director COMM.D)
1 Communication to the Commission: Clarification of the responsibilities of the key actors in the domain
of internal audit and internal control in the Commission; SEC(2003)59 of 21/01/2003.
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ANNEX 2: Reporting – Human Resources, Better Regulation, Information Management and External
Communication
A. Human Resource Management
Objective: The Directorate-General deploys effectively its resources in support of the
delivery of the Commission's priorities and core business, has a competent and engaged
workforce, which is driven by an effective and gender-balanced management and which
can deploy its full potential within supportive and healthy working conditions.
Indicator 1: Percentage of female representation in middle management
Source of data: Human Resources Reporting (HR Dashboard) at 01/11/2015
Baseline 01/11/2015 Target 20162 Latest known results
2016
33.3%3
>35% 44%
(14 women)
Indicator 2: Percentage of staff who feel that the Commission cares about their well-
being4
Source of data: Commission staff survey
Baseline 2015
Target 2016 Latest known results
2016
37%5
40% 37%6
Indicator 3: Staff engagement index
Source of data: Commission staff survey
Baseline 2015
Target 2016 Latest known results
2016
64%7 65% 64%8
Indicator 4: Satisfaction of Directorate-General for Communication management with the
service and advice /assistance of the local Human Resources Unit
Source of data: Directorate D 2016 Satisfaction survey results - Ares(2017)985715
Baseline 2015
Target 2016 Latest known results
2016
74.37%
75% 76.3%9
2 Targets adopted by the Commission on 15 July 2015 – SEC(2015)336 - Directorate-General for
Communication: Indicative Target in middle management 2019: 40% (12 women instead of currently 9)
and for 2020: 46% (14 women). 3 Directorate-General for Communication value on 01.11.2015.
4 This indicator may be replaced by a fit@work index on which DG HR is currently working. 5 Directorate-General for Communication result in staff survey 2014.
6 The target was not reached on this particular question, however overall DG results in the well-being
category are all up from the previous survey, mostly above 60% and the Commission average. 7 Directorate-General for Communication result from staff survey 2014.
8 Directorate-General for Communication results from staff survey 2016. 9This indicator will no longer be applicable as such anymore in the context of the pilot HR modernisation
exercise: the staff of the local HR unit was placed at the disposal of the Directorate-General for Communication Human Resources Business Correspondent (HRBC) Team or of the DG Human Resources Account Management Centre. The Human Resources Business Correspondent Team is responsible for defining Human Resources strategy and advising the management of the DG on Human Resources
decisions. The indicator adapted after the conclusions of the pilot exercise foreseen end-2017.
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Main outputs in 2016:
Description Indicator Target Latest known
results
2016
Improved Gender-balanced
management: Systematic set up of pre-
selection panels for middle management
positions with mandatory gender
balance in panels and inclusion of
gender balance reports during pre-
selection procedures contributing to
increase the percentage of female
representation in middle management
Percentage of female
representation in middle
management
>35% 44%
(14 women)
Working conditions and Well-being
measures10
A series of 7 KnowledgeCOMM sessions
on a wide range of topics were
organised.
Percentage of Directorate-
General for
Communication staff who
feel that the Commission
cares about their well-
being11
40% 37%12
Staff engagement measures:
In the area of Talent management,
training was provided to all Directorate-
General for Communication managers to
improve recruitment and staff appraisal.
Most senior managers were given
access13 to one-on-one and/or group
coaching sessions with their
management teams.
Participatory leadership learning actions
were carried out in Headquarters and
Commission Representations, to
improve the quality of reflection events.
Staff engagement index
for Directorate-General for
Communication
65% 64%14
Professional advice from the Human
Resources local services
Satisfaction rate of the
services and advice
/assistance of the local
Human Resources Unit
75% Not Applicable15
10
Continued implementation of flexible arrangements throughout the DG (telework, part-time,
flexitime); information of management and staff about new teleworking; specific working conditions for services requiring atypical working time. 11 For example: further development of social rooms; lunchtime conferences / KnowledgeCOMM
breakfasts on well-being subjects; communication actions targeting all services (Commission Representations in particular) to raise awareness about the fit@work initiative and to suggest associated well-being activities. 12 The target was not reached on this particular question, however overall DG results in the well-being
category are all up from the previous survey, mostly above 60% and the Commission average. 13 3 Directors, 5 Heads of Unit accepted the invitation to have one-on-one coaching or group coaching
with their teams. 14
Which equalled the Commission's overall staff engagement index value. 15
This indicator is not applicable as such anymore in the context of the pilot HR modernisation exercise:
the staff of the local HR unit was placed at the disposal of the Directorate-General for Communication Human Resources Business Correspondent (HRBC) Team or of the DG Human Resources Account Management Centre. The Human Resources Business Correspondent Team is responsible for defining Human Resources strategy and advising the management of the DG on Human Resources decisions. The
indicator adapted after the conclusions of the pilot exercise foreseen end-2017.
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Directorate-General for Communication
has further strengthened management,
equipped with the tools and skills
necessary to meet the challenges facing
Directorate-General for Communication
as a Presidential Service
Proportion of managers
attending the 'Manager as
Coach' training sessions
offered in the Central
Catalogue
Proportion of managers
attending courses on
'writing staff appraisals'
30%
75%
Not Applicable16
82%17
B. Financial Management: Internal control and Risk
management Overarching objective: The Authorising Officer by Delegation should have reasonable
assurance that resources have been 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 including prevention, detection, correction and follow-up of fraud and irregularities.
Objective 1: Effective and reliable internal control system giving the necessary
guarantees concerning the legality and the regularity of the underlying transactions
Indicator 1: Estimated residual error rate18
Source of data: Ex-ante and ex-post controls performed during the reporting year
Baseline Annual Activity
Report (AAR) 2014
Target 2016 Latest known results
2016
0.38%
Annual target, below the 2% materiality
threshold (Court of Auditors (CoA))
0.4%
Indicator 2: Estimated overall amount at risk for the year for the entire budget under
the Directorate-Generals responsibility.
Source of data: Ex-ante and ex-post controls performed during the reporting year (detected and
estimated amounts)
Baseline AAR 2014 Target 2016 Latest known results
2016
EUR 691 999 <2% of payments made,
EUR 2 113 80019
EUR 768 120
Indicator 3: Estimated future corrections
Source of data: DG BUDGET estimated average correction (ABAC)
Baseline AAR 2014 Target 2016 Latest known results
2016
EUR 754 968 N/A113 EUR 681 691
16
Figures not available, due to change in training catalogue registration system. The European School of
Administration (EUSA) carried out an extensive review of its management training courses, and this, together with the transition from SYSLOG to EULearn meant that the 'Manager as Coach' course was not available as frequently as had been expected. Newly-appointed middle and senior managers were all offered one-on-one coaching sessions instead. 17 16 participants from HQ, 22 from REPS out of 46 senior and middle managers 18
Definition, see the first annex to the AAR instructions 2014 "Key definitions for determining amounts
at risk" at https://myintracomm.ec.europa.eu/budgweb/EN/rep/aar/Documents/aar-standing-instructions.pdf. 19 Following the reorganisation of the Commission's services (11/2014 and 01/2015) and the resulting
transfer of activities to other DGs (Euronews/Euranet on the "multimedia budget line" transferred to DG CNECT and Europe for Citizens Programme transferred to DG HOME), Directorate-General for Communication's operational budget was reduced by EUR 43.8 M and amounted to EUR 74.5 M in
commitment appropriations and EUR 67.2 M in payment appropriations.
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Main outputs in 2016:
Description Indicator Target Latest known
results
2016
Monitor the reliability and
effectiveness of the
internal control system
Satisfaction rate of Directorate-General
for Communication management with
the effectiveness of internal control
systems (ICAT) survey
More than
80% 81.25%
Professional advice on
procurement and grant
process
Satisfaction rate of Operational Units
and Commission Representations with
the services of the COMM.D3 local
helpdesk (support on procurement and
grant processes)
More than
75% 72.5%20
Objective 2: Effective and reliable internal control system in line with sound financial
management.
Indicator 1: Conclusion reached on cost effectiveness of controls
Source of data: Annual Activity Report (AAR) 2014
Baseline AAR 2014 Target 2016 - 2020 Latest known results
2016
Yes – cost effective Yes – cost effective Yes – cost effective
Indicator2: Overall cost of control per distinct control system
Source of data: AAR 2014
Baseline 2014 Target 2016 Latest known results
2016
- average cost of control for procurement
procedure : EUR 743
- average cost of control for grant procedure
: EUR 1 081
- average cost of control for financial
transaction : EUR 191
- average cost of control for supervisory
measures : EUR 2 022
To be defined in
context of Annual
Activity Report
201531
EUR 511
EUR 918
EUR 221
EUR 955
Indicator 3: Satisfaction of Directorate-General for Communication management with the effectiveness of internal control systems (Results of ICAT –internal control assessment tool) 21 Source of data: Directorate-General for Communication ICAT survey - December 2016
Baseline 2015 Target 2016 Latest known results
2016
81.722 .
More than 80% 81.25%
Indicator 4: Satisfaction of Directorate-General for Communication management with Operational Units and Commission Representations with the services of Unit D3 local helpdesk (support on procurement and grant processes) Source of data: Directorate D 2016 Satisfaction survey results - Ares(2017)985715
Baseline 2015 Target 2016 Latest known results
2016
72.47%
More than 75% 72.5%
20 Directorate D satisfaction survey carried out in November 2016 (Ares(2017)985715. 21
Since 2014, the ICAT survey in Directorate-General for Communication is carried out on an annual
basis. 22
Directorate-General for Communication's ICAT survey carried out in November 2015.
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Main outputs in 2016:
Description Indicator Target Latest known results
2016
Budget execution
Operational Budget
execution by
commitments with
respect to the annual
forecast23
Close to 100 % 99.98%
Budget execution
Operational Budget
execution by payments
with respect to the
annual forecast
More than 95 % 100%
Budget execution
Payments executed
within contractual
payment deadlines
("Time to pay")
More than 95 %
within
contractual delay
97.15%
Budget execution "Time to inform" Less than 6
months
83
Budget execution "Time to grant" Less than 9
months 41
Objective 3: Minimisation of the risk of fraud through application of effective anti-fraud measures, integrated in all activities of the Directorate-General, based on the Directorate-General's anti-fraud strategy (AFS) aimed at the prevention, detection and reparation of fraud.
Indicator 1: Updated anti-fraud strategy of Directorate-General for Communication, elaborated on the basis of the methodology provided by OLAF24 Source of data: Directorate-General for Communication Anti-fraud strategy
Baseline 2013
Interim Milestone 2016 Target Latest known results
2016
19/12/2013
Approval of Anti-Fraud Strategy update by Directorate-General
for Communication hierarchy by 30/11/2016
Update every 3 years25
New Anti-Fraud Strategy 2017-2019 adopted26
Main outputs in 2016:
Description Indicator Target Latest known results
2016
Maintain awareness
in fraud prevention
and detection
Number of
awareness raising
sessions on fraud
prevention and
detection.
One information
session for the
Commission
Representations
and one for the
Headquarters
Following the internal survey,
the level of information on
fraud prevention and detection
is assessed as "good" or "very
good" by 55% of the staff27
23
2015 Directorate-General for Communication budget implementation for commitments: 99,83%. 24
The methodology can be found on the FPDNet website:
https://myintracomm.ec.europa.eu/serv/en/fraud-
prevention/ToolBox/Documents/Methodology%20and%20guidance%20for%20DGs%20anti-fraud%20strategies.pdf. In particular paragraph 3 of the methodology is relevant. 25
Directorate-General for Communication anti-fraud strategy currently specifies that an up-date takes
place "if necessary" – revision planned by November 2016. 26
Anti-Fraud Strategy 2017-2019, Ares(2017)254198, 17/01/2017. 27
Anti-Fraud awareness survey carried out in June 2016.
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C. Infrastructure
Objective 1: Ensure effective management of the Directorate-General for
Communication's infrastructure for Commission Representations (buildings,
security, health and safety) and IT for Headquarters and Representations.
Indicator 1: Satisfaction of users (Headquarters and Commission
Representations) with IT applications developed by the IT Unit and with IT
Infrastructure & services (Headquarters and Commission Representations) not
managed by DG DIGIT.
Source of data: Directorate D 2016 Satisfaction survey results - Ares(2017)985715
Baseline 2015 Target 2016 Latest known results
2016
72.68 %
More than 75%
IS development: 78.90%
Technical support: 81.40%
Indicator 2: Commission Representations' satisfaction with the logistics services
(infrastructure, security, health and safety) provided by Unit D2
Source of data: Directorate D 2016 Satisfaction survey results - Ares(2017)985715
Baseline 2015 Target 2016 Latest known results
2016
80 %
80% 89.5%
Main outputs in 2016:
Description Indicator Target Latest known
results
2016
Health and safety measures in the Commission Representations monitoring
See Annual Health and Safety
report sent to DG Human
Resources
1 1
Headquarters: Development of IT applications as per annex 5 of MP
Representations: Provision of IT infrastructure and helpdesk function for Commission Representations (see annex 5 of Management Plan)
Quality services provided to
Headquarters
users satisfaction
Quality services provided to
Commission Representations
users satisfaction
80%
78.90%
81.40%
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D. Information management aspects
Objective 1: Information and knowledge in your Directorate-General is shared and reusable
by other DGs. Important documents are registered, filed and retrievable
Indicator 1: Percentage of registered documents that are not filed28 (ratio)
Source of data: Hermes-Ares-Nomcom (HAN)29 statistics
Baseline 2015
Target Latest known results
2016
0.05% 0.05%30 0.08%
Indicator 2: Percentage of Hermes-Ares-Nomcom (HAN) files readable/accessible by all
units in the Directorate-General
Source of data: Hermes-Ares-Nomcom (HAN) statistics
Baseline 2015
Target Latest known results
2016
91.5 % 95 % 92.27%
Indicator 3: Percentage of HAN files shared with other Directorate-Generals
Source of data: Hermes-Ares-Nomcom (HAN) statistics
Baseline 2015
Target Latest known results
2016
0.6% 5%31 5.07%
Main outputs in 2016:
Description Indicator Target32 Latest known results
2016
Registered documents that
are not filed33
Percentage of registered
documents that are not filed 0.05% 0.08%
Hermes-Ares-Nomcom (HAN)
files readable/accessible by
all units in the Directorate-
General
Percentage of Hermes-Ares-
Nomcom (HAN) files
readable/accessible by all units
in the Directorate-General
95 % 92.97%
Hermes-Ares-Nomcom (HAN)
files shared with other
Directorate-Generals
Percentage of Hermes-Ares-
Nomcom (HAN) files shared
with other Directorate-Generals
5% 5.07%
28
Each registered document must be filed in at least one official file of the Chef de file, as required by
the e-Domec policy rules (and Internal Control Standard 11 requirements). The indicator is to be measured via ARES reporting tools. 29 Set of tools designed to implement the e-Domec policy rules. 30
This is a realistic target. Directorate-General for Communication has always kept the number of
registered documents that are not filed to a strict minimum (below 0,5%). To achieve this, monthly reports are produced by the Document Management Center (CAD) and send to the Document Management Officer (DMO) correspondents in the Units and in the Commission Representations in the Member States. In addition, this indicator is brought to the attention of the Senior Management twice a year. Finally, an Ares statistic reports is sent quarterly to the Head of Units and the Head of Representations for appropriate follow-up. The reports present key indicators which are directly linked to the DG’s Management Plan. In this context, the reports will help to assess the degree of implementation of Document Management rules, and highlight problem areas in the field, in need of improvement. 31
In view of the Commission average of 6,25%, the target of 5% is a realistic target to which
Directorate-General for Communication will bring up its performance step by step, gradually opening up Directorate-General for Communication's closed files to the rest of Commission. 32 Directorate-General for Communication will continue to reach the maximum filing rate and increase
transparency by re-assessing the possibility to best extend the reading rights to the rest of the Commission. 33
Each registered document must be filed in at least one official file of the Chef de file, as required by
the e-Domec policy rules (and Internal Control Standard 11 requirements). The indicator is to be
measured via ARES reporting tools.
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E. External communication activities
Overarching Objective: Citizens perceive that the European Union is working to improve their
lives and engage with the European Union. They feel that their concerns are taken into
consideration in European decision making and they know about their rights in the European
Union.
Indicator 1: Percentage of European Union citizens having a positive image of the European
Union
Every Directorate-General should aim to contribute to it and, considering its area of work,
explain how it aims at enhancing the positive image of the European Union.
Definition: Eurobarometer measures the state of public opinion in the European Union Member States.
This global indicator is influenced by many factors, including the work of other European Union
institutions and national governments, as well as political and economic factors, not just the
communication actions of the Commission. It is relevant as a proxy for the overall perception of the
European Union citizens. Positive visibility for the European Union is the desirable corporate outcome of
Commission communication, even if individual DGs’ actions may only make a small contribution.
Source of data: Standard Eurobarometer (Directorate-General for Communication budget) [monitored
by Directorate-General for Communication here].
Baseline: November 2015 -
Eurobarometer 84
Target 2020 Latest known results
November 2016 –
Eurobarometer 86
Status as of November 2015 Total "Positive": 37 %
Neutral: 38 % Total "Negative": 23%
Positive image of the European Union ≥
50%
Positive image of the European Union: 35%
F. Other communication activities of Directorate-General for
Communication
Objective MEDIA MONITORING: Media Monitoring and media analysis products are used by
the College, Cabinets and Services as an element of informed decision-making
Result Indicator 1: A regular media monitoring and analysis service is ensured throughout the year Source of data: COMM.A3
Baseline 2015 Target 2016 Latest known results
2016
Service ensured during 365
days as requested
Service ensured during 365 days as
requested
Service ensured 365 days in
2016
Main outputs in 2016:
Description Indicator Target Latest known results
2016
Service ensured during 365
days as requested
Satisfaction rate concerning
media monitoring products 70% 76%
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Objective "MAKING THE NETWORKS WORK" (Commission Representations and Europe
Direct)
1) MANAGEMENT AND SUPERVISION OF THE COMMISSION REPRESENTATIONS: The
Commission’s network of Commission Representations and regional offices is managed and
supervised in a way that enables Commission Representations to provide political and
economic intelligence, media coverage and outreach activities focussing on the Colleges
Political Priorities and working in partnership with the European Parliament Information
Offices and the Member States34
2) MANAGEMENT OF THE EUROPE DIRECT SERVICES: The Commission’s Europe Direct
services (Contact Centre and Europe Direct network35) are managed and supervised in a way
that enables the Contact Centre and the Europe Direct network to provide reliable question
and answer service to citizens and the Europe Direct Information Centres provide outreach
activities focussing notably on the College's Political Priorities36
Indicator 1: Commission Representations social media presence is continuously developed
and Share Online Project37 is transformed into a more integrated approach (appointment and
training of “digital leaders38”)
Source of data: COMM B.2
Baseline 2014
Target 2016 Latest known results
2016
Share of Commission Representations having included social media in the country strategy: 100%
100%
100%
Share of staff possessing social media skills39 and/or contributing to social media communication (based on survey of Representation staff)
Baseline to be established in 2016
67 %40
Indicator 2: Satisfaction of participants with the programmes offered in the regular meetings/trainings organised for the different Commission Representation networks41.
Source of data: COMM B.2
Baseline 2014 Target 2016 Latest known results
2016
Satisfaction rate: 77% at least "very good" overall
satisfaction rate
70% at least "very
good" overall.
80 % at least "very
good" overall
(30% excellent
50% very good)
Indicator 3: Contractor’s performance as measured by indicators defined in the Europe Direct
34
Commission Work Programme, Management Plan, Mid-term and Annual Activity Report. 35
Europe Direct network is composed of Europe Direct Information Centres, European Documentation
Centres and Team Europe. 36
Commission Work Programme, Management Plan, Mid-term and Annual Activity Report. 37
Pilot project/Preparatory action developing social media capacity in Commission Representations and
European Parliament Information Offices. 38
Members of Representations' staff responsible for digital communication, including social media. 39
Independent user or above, based on Europass Digital Competences Self-assessment grid. 40
Percentage of respondents to a survey who rate themselves as independent or proficient users of
social networking sites with regard to the Europass digital literacy self-assessment grid. 41
Head of Representation, Political Reporter, Press Officer, Communication Officer and European
Semester Officer networks.
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Contact Centre (EDCC)42 framework contract43
Source of data: Regular reporting from Europe Direct Contact Centre (EDCC), 2014 evaluation report
Baseline 2014
Target 2016 Latest known results
2016
First contact resolution rate for telephone enquiries: 94.6%
Months during which the maximum response time for e-mail
enquiries was respected: 11 out of 12
96%
11 out of 12
94%
10 out of 12
Indicator 4: Development of structured user feedback mechanism for Europe Direct
Source of data: Reports of Europe Direct Contact Centre (EDCC) and European Direct Information
Centre (EDIC)
Baseline 2016 Target 2016
Latest known results
2016
N/A44 10 general reports
4 ad-hoc reports
12 general reports
"MAKING THE NETWORKS WORK" (1)
Main outputs in 2016:
Description Indicator Target Latest known results
2016
Head of Representation, Political Reporter, Press Officer, Communication Officer, Digital leaders and European Semester Officer meetings
Number of meetings
8
9 meetings and 5
training sessions
"MAKING THE NETWORKS WORK" (2)
Main outputs in 2016:
Description Indicator Target Latest known results
2016
Europe Direct Contact
Centre (EDCC)
Percentage of Europe Direct
Contact Centre (EDCC) users
satisfied with Europe Direct
Contact Centre (EDCC) service
Cost per Europe Direct Contact Centre (EDCC) enquiry
87%45
Below EUR 40
84%
EUR 28
Europe Direct Network
Number of training days x
number of participants
Percentage of European Direct Information Centre managers
satisfied with Directorate-General for Communication support
7 days of
training/1600
participants
85%46
7days of training/ 1600
participants
90%
42
Europe Direct Contact Centre (EDCC): The information service for the general public, answering EU-
related questions (136.219 in 2014) by e-mail, telephone, and web chat in all EU official languages. The EDCC was launched during the UK Presidency in June 1998. 43
Service level (2011 to 2015 framework contract) and performance indicator (2015 to 2019 framework
contract) compliance. 44 The product is being developed in 2016. 45
This percentage is equivalent to 14 points in a 16 points scale. 46
This percentage is equivalent to 3,75 points in a 5 points scale.
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ANNEX 3: Draft annual accounts and financial reports
Annex 3 Financial Reports - Directorate-General for Communication - Financial Year 2016
Table 1 : Commitments
Table 2 : Payments
Table 3 : Commitments to be settled
Table 4 : Balance Sheet
Table 5 : Statement of Financial Performance
Table 5 Bis: Off Balance Sheet
Table 6 : Average Payment Times
Table 7 : Income
Table 8 : Recovery of undue Payments
Table 9 : Ageing Balance of Recovery Orders
Table 10 : Waivers of Recovery Orders
Table 11 : Negotiated Procedures (excluding Building Contracts)
Table 12 : Summary of Procedures (excluding Building Contracts)
Table 13 : Building Contracts
Table 14 : Contracts declared Secret
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TABLE 1: OUTTURN ON COMMITMENT APPROPRIATIONS IN 2016 (in Mio €)
Commitment appropriations
authorised
Commitments made
%
1 2 3=2/1
Title 02 Internal market, industry, entrepreneurship and SMEs
02 02 01 Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area
0.175 0.175 100.00 %
02 02 Competitiveness of enterprises and small and medium-sized enterprises (COSME)
0.05 0.05 100.00 %
Total Title 02 0.225 0.225 100.00%
Title 04 Employment, social affairs and inclusion
04 04 02 European Social Fund 2.2 2.2 100.00 %
Total Title 04 2.2 2.2 100.00%
Title 05 Agriculture and rural development
05 05 04 Rural development 2.6 2.6 100.00 %
05 08 Policy strategy and coordination of the 'Agriculture and rural development' policy area
4 3.9999992 100.00 %
Total Title 05 6.6 6.5999992 100.00%
Title 06 Mobility and transport
06 06 02 European transport policy 0.75 0.75 100.00 %
Total Title 06 0.75 0.75 100.00%
Title 07 Environment
07 07 02 Environmental policy at Union and international level 0.05625 0.05625 100.00 %
Total Title 07 0.05625 0.05625 100.00%
Title 08 Research and innovation
08 08 02 Horizon 2020 - Research 2.2 2.2 100.00 %
Total Title 08 2.2 2.2 100.00%
Title 13 Regional and urban policy
13 13 03 European Regional Development Fund and other regional operations
4.5675 4.5675 100.00 %
13 04 Cohesion Fund (CF) 1.9575 1.9575 100.00 %
Total Title 13 6.525 6.525 100.00%
Title 15 Education and culture
15 15 02 Erasmus+ 0.4 0.4 100.00 %
Total Title 15 0.4 0.4 100.00%
Title 16 Communication
16 16 01 Administrative expenditure of the 'Communication' policy area
44.81809891 41.49479701 92.58 %
16 03 Communication actions 71.43694952 71.08878541 99.51 %
Total Title 16 116.2550484 112.5835824 96.84%
Title 17 Health and food safety
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17 17 04 Food and feed safety, animal health, animal welfare and plant health
0.1 0.1 100.00 %
Total Title 17 0.1 0.1 100.00%
Title 18 Migration and home affairs
18 18 01 Administrative expenditure of the 'Migration and home affairs' policy area
0.4 0.4 100.00 %
Total Title 18 0.4 0.4 100.00%
Title 19 Foreign policy instruments
19 19 01 Administrative expenditure of the 'Foreign policy instruments' policy area
0.125 0.125 100.00 %
Total Title 19 0.125 0.125 100.00%
Title 21 International cooperation and development
21 21 08 Development and cooperation worldwide 0.12 0.12 100.00 %
Total Title 21 0.12 0.12 100.00%
Title 22 Neighbourhood and enlargement negotiations
22 22 02 Enlargement process and strategy 0.4 0.4 100.00 %
22 04 European Neighbourhood Instrument (ENI) 0.5 0.5 100.00 %
Total Title 22 0.9 0.9 100.00%
Title 26 Commission's administration
26 26 01 Administrative expenditure of the 'Commission's administration' policy area
0.2845027 0.26416256 92.85 %
Total Title 26 0.2845027 0.26416256 92.85%
Title 32 Energy
32 32 01 Administrative expenditure in the 'Energy' policy area 0.125 0.125 100.00 %
Total Title 32 0.125 0.125 100.00%
Title 34 Climate action
34 34 02 Climate action at Union and international level 0.01875 0.01875 100.00 %
Total Title 34 0.01875 0.01875 100.00%
Total of Directorate-General for Communication 137.2845511 133.5927442 97.31 %
* Commitment appropriations authorised include, in addition to the budget voted by the legislative authority, appropriations carried over from the previous exercise, budget amendments as well as miscellaneous commitment appropriations for the period (e.g. internal and external assigned revenue).
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TABLE 2: OUTTURN ON PAYMENT APPROPRIATIONS IN 2016 (in Mio €)
Chapter Payment
appropriations authorised *
Payments made
%
1 2 3=2/1
Title 02 Internal market, industry, entrepreneurship and SMEs
02 02 01
Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area
0.175 0 0.00 %
Total Title 02 0.175 0 0.00%
Title 05 Agriculture and rural development
05 05 08
Policy strategy and coordination of the 'Agriculture and rural development' policy area
4 0.86333476 21.58 %
Total Title 05 4 0.86333476 21.58%
Title 11 Maritime affairs and fisheries
11 11 06 European Maritime and Fisheries Fund (EMFF) 0.194 0.18458245 95.15 %
Total Title 11 0.194 0.18458245 95.15%
Title 13 Regional and urban policy
13 13 03 European Regional Development Fund and other regional operations
0 4.13581474
13 04 Cohesion Fund (CF) 0 2.5918925
Total Title 13 0 6.72770724
Title 16 Communication
16 16 01 Administrative expenditure of the 'Communication' policy area
53.95161277 41.06584718 76.12 %
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16 03 Communication actions 63.36585149 63.33993482 99.96 %
Total Title 16 117.3174643 104.405782 88.99%
Title 18 Migration and home affairs
18 18 01
Administrative expenditure of the 'Migration and home affairs' policy area
0.4 0 0.00 %
Total Title 18 0.4 0 0.00%
Title 19 Foreign policy instruments
19 19 01
Administrative expenditure of the 'Foreign policy instruments' policy area
0.125 0 0.00 %
Total Title 19 0.125 0 0.00%
Title 26 Commission's administration
26 26 01
Administrative expenditure of the 'Commission's administration' policy area
0.42805984 0.23631677 55.21 %
Total Title 26 0.42805984 0.23631677 55.21%
Title 32 Energy
32 32 01 Administrative expenditure in the 'Energy' policy area 0.125 0 0.00 %
Total Title 32 0.125 0 0.00%
Total of Directorate-General for Communication 122.7645241 112.4177232 91.57%
* Payment appropriations authorised include, in addition to the budget voted by the legislative authority, appropriations carried over from the previous exercise, budget amendments as well as miscellaneous payment appropriations for the period (e.g. internal and external assigned revenue).
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TABLE 3 : BREAKDOWN OF COMMITMENTS TO BE SETTLED AT 31/12/2016 (in Mio €)
2016 Commitments to be settled Commitments to be
settled from
Total of commitments to be
settled at end
Total of commitments to be settled at end
Chapter Commitments
2016 Payments 2016 RAL 2016 % to be settled financial years
previous to 2016
of financial year 2016(incl
corrections)
of financial year 2015 (incl.
corrections)
1 2 3=1-2 4=1-2/1 5 6=3+5 7
Title 02 : Internal market, industry, entrepreneurship and SMEs
02 02 01
Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area
0.175 0.00 0.175 100.00 % 0.00 0.18 0.00
02 02
Competitiveness of enterprises and small and medium-sized enterprises (COSME)
0.05 0.00 0.05 100.00 % 0.00 0.05 0.00
Total Title 02 0.225 0.00 0.225 100.00% 0 0.225 0
Title 04 : Employment, social affairs and inclusion
04 04 02 European Social Fund
2.2 0.00 2.2 100.00 % 0.00 2.20 0.00
Total Title 04 2.2 0.00 2.2 100.00% 0 2.2 0
Title 05 : Agriculture and rural development
05 05 04 Rural development
2.6 0.00 2.6 100.00 % 0.00 2.60 0.00
05 08 Policy strategy and coordination of the
3.9999992 0.86 3.13666444 78.42 % 0.00 3.14 0.00
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'Agriculture and rural development' policy area
Total Title 05 6.5999992 0.86 5.73666444 86.92% 0 5.73666444 0
Title 06 : Mobility and transport
06 06 02 European transport policy
0.75 0.00 0.75 100.00 % 0.00 0.75 0.00
Total Title 06 0.75 0.00 0.75 100.00% 0 0.75 0
Title 07 : Environment
07 07 02
Environmental policy at Union and international level
0.05625 0.00 0.05625 100.00 % 0.00 0.06 0.00
Total Title 07 0.05625 0.00 0.05625 100.00% 0 0.05625 0
Title 08 : Research and innovation
08 08 02 Horizon 2020 - Research
2.2 0.00 2.2 100.00 % 0.00 2.20 0.00
Total Title 08 2.2 0.00 2.2 100.00% 0 2.2 0
Title 11 : Maritime affairs and fisheries
11 11 06
European Maritime and Fisheries Fund (EMFF)
0 0.00 0 0.00 % 0.01 0.01 0.19
Total Title 11 0 0.00 0 0.00% 0.006868 0.006868 0.19383304
Title 13 : Regional and urban policy
13 13 03
European Regional Development Fund and other regional
4.5675 2.12 2.44646884 53.56 % 0.09 2.53 2.10
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operations
13 04 Cohesion Fund (CF)
1.9575 1.72 0.24 12.26 % 0.03 0.27 0.90
Total Title 13 6.525 3.84 2.68646884 41.17% 0.11022392 2.79669276 2.9994
Title 15 : Education and culture
15 15 02 Erasmus+ 0.4 0.00 0.4 100.00 % 0.00 0.40 0.00
Total Title 15 0.4 0.00 0.4 100.00% 0 0.4 0
Title 16 : Communication
16 16 01
Administrative expenditure of the 'Communication' policy area
41.48854431 32.73 8.75510661 21.10 % 0.00 8.76 9.17
16 03 Communication actions
71.08878541 31.03 40.05603332 56.35 % 3.88 43.93 38.17
Total Title 16 112.5773297 63.77 48.81113993 43.36% 3.87744598 52.68858591 47.33929483
Title 17 : Health and food safety
17 17 04
Food and feed safety, animal health, animal welfare and plant health
0.1 0.00 0.1 100.00 % 0.00 0.10 0.00
Total Title 17 0.1 0.00 0.1 100.00% 0 0.1 0
Title 18 : Migration and home affairs
18 18 01
Administrative expenditure of the 'Migration and home affairs' policy area
0.4 0.00 0.4 100.00 % 0.00 0.40 0.00
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Total Title 18 0.4 0.00 0.4 100.00% 0 0.4 0
Title 19 : Foreign policy instruments
19 19 01
Administrative expenditure of the 'Foreign policy instruments' policy area
0.125 0.00 0.125 100.00 % 0.00 0.13 0.00
Total Title 19 0.125 0.00 0.125 100.00% 0 0.125 0
Title 21 : International cooperation and development
21 21 08 Development and cooperation worldwide
0.12 0.00 0.12 100.00 % 0.51 0.63 0.00
Total Title 21 0.12 0.00 0.12 100.00% 0.505 0.625 0
Title 22 : Neighbourhood and enlargement negotiations
22 22 02 Enlargement process and strategy
0.4 0.00 0.4 100.00 % 0.00 0.40 0.00
22 04 European Neighbourhood Instrument (ENI)
0.5 0.00 0.5 100.00 % 0.00 0.50 0.00
Total Title 22 0.9 0.00 0.9 100.00% 0 0.9 0
Title 26 : Commission's administration
26 26 01
Administrative expenditure of the 'Commission's administration' policy area
0.26416256 0.12 0.14575569 55.18 % 0.00 0.15 0.14
Total Title 26 0.26416256 0.12 0.14575569 55.18% 0 0.14575569 0.14355714
Title 32 : Energy
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32 32 01
Administrative expenditure in the 'Energy' policy area
0.125 0.00 0.125 100.00 % 0.00 0.13 0.00
Total Title 32 0.125 0.00 0.125 100.00% 0 0.125 0
Title 34 : Climate action
34 34 02
Climate action at Union and international level
0.01875 0.00 0.01875 100.00 % 0.00 0.02 0.00
Total Title 34 0.01875 0.00 0.01875 100.00% 0 0.01875 0
Total of Directorate-
General for Communication
133.5864915 68.59 65.0000289 48.66 % 4.4995379 69.4995668 50.67608501
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TABLE 4 : BALANCE SHEET COMM
BALANCE SHEET 2016 2015
A.I. NON CURRENT ASSETS 32337957.58 34116088.96
A.I.1. Intangible Assets 5602.32 8,982.41
A.I.2. Property, Plant and Equipment 32332355.26 34,107,106.55
A.I.6. Non-Cur Exch Receiv & Non-Ex Recoverab 0.00 0.00
A.II. CURRENT ASSETS 17793094.18 6971557.09
A.II.2. Current Pre-Financing 12682024.2 439,619.70
A.II.3. Curr Exch Receiv &Non-Ex Recoverables 5044657.99 6,475,649.67
A.II.6. Cash and Cash Equivalents 66411.99 56,287.72
ASSETS 50131051.76 41087646.05
P.I. NON CURRENT LIABILITIES -14608288.83 -15864500.11
P.I.3. Non-Current Financial Liabilities -14608288.83 -15,864,500.11
P.II. CURRENT LIABILITIES -2895971.99 -14306678.52
P.II.3. Current Financial Liabilities -1256211.28 -1,256,211.28
P.II.4. Current Payables -1639760.71 -1,826,562.86
P.II.5. Current Accrued Charges &Defrd Income 0.00 -11,223,904.38
LIABILITIES -17504260.82 -30171178.63
NET ASSETS (ASSETS less LIABILITIES) 32626790.94 10,916,467.42
P.III.2. Accumulated Surplus / Deficit 437436359.2 331175675.6
Non-allocated central (surplus)/deficit* -470063150.15 -342092143.1
TOTAL 0.00 0.00
It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.
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TABLE 5 : STATEMENT OF FINANCIAL PERFORMANCE COMM
STATEMENT OF FINANCIAL PERFORMANCE 2016 2015
II.1 REVENUES -1258153.37 802929.02
II.1.1. NON-EXCHANGE REVENUES -172.75 -41882.17
II.1.1.5. RECOVERY OF EXPENSES -172.75 -41,882.17
II.1.2. EXCHANGE REVENUES -1257980.62 844811.19
II.1.2.1. FINANCIAL INCOME -8.65 -1,388.22
II.1.2.2. OTHER EXCHANGE REVENUE -1,257,971.97 846,199.41
II.2. EXPENSES 83131956.83 105457754.6
II.2. EXPENSES 83131956.83 105457754.6
II.2.10.OTHER EXPENSES 34,947,807.57 36,601,876.71
II.2.2. EXP IMPLEM BY COMMISS&EX.AGENC. (DM) 45,653,770.71 66,118,144.79
II.2.5. EXP IMPLEM BY OTHER ENTITIES (IM) 114,088.65
II.2.6. STAFF AND PENSION COSTS 2,524,988.68 2,601,054.22
II.2.8. FINANCE COSTS 5,389.87 22,590.18
STATEMENT OF FINANCIAL PERFORMANCE 81,873,803.46 106,260,683.57
Explanatory Notes (facultative): Please enter the text directly (no copy/paste of formatted text which would then disappear when saving the document in pdf), use \\\"ctrl+enter\\\" to go to the next line and \\\"enter\\\" to validate your typing.
It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.
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TABLE 5bis : OFF BALANCE SHEET COMM
OFF BALANCE 2016 2015
OB.1. Contingent Assets 3662037.75 514379.41
GR for pre-financing 3,662,037.75 514,379.41
OB.3. Other Significant Disclosures -66065235.37 -109393469.6
OB.3.2. Comm against app. not yet consumed 0.00 -37,084,738.38
OB.3.5. Operating lease commitments -66,065,235.37 -72,308,731.26
OB.4. Balancing Accounts 62403197.62 108879090.2
OB.4. Balancing Accounts 62,403,197.62 108,879,090.23
OFF BALANCE 0.00 0.00
Explanatory Notes (facultative): Please enter the text directly (no copy/paste of formatted text which would then disappear when saving the document in pdf), use \\\"ctrl+enter\\\" to go to the next line and \\\"enter\\\" to validate your typing.
It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.
TABLE 6: AVERAGE PAYMENT TIMES FOR 2016 - DIRECTORATE-GENERAL FOR COMMUNICATION
Legal Times
Maximum Payment Time
(Days)
Total Number of Payments
Nbr of Paymen
ts within Time Limit
Percentage Average Payment
Times (Days)
Nbr of Late Payments
Percentage
Average Payment Times
(Days)
20 4 4 100.00 % 14.5
30 18479 17978 97.29 % 11.34086105 501 2.71 % 49.1437126
37 141 134 95.04 % 23.3358209 7 4.96 % 40.8571429
40 2 2 100.00 % 22.5
45 1 1 100.00 % 21
50 66 66 100.00 % 21.28787879
60 1688 1616 95.73 % 27.67326733 72 4.27 % 75.0277778
90 2 2 100.00 % 10
91 1 1 100.00 % 8
Total Number of Payments
20384 19804 97.15 % 580 2.85 %
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Average Net Payment Time
13.91282378 12.78984044 52.2568966
Average Gross Payment Time
14.54689953 13.40284791 53.6103448
Target Times
Target Payment Time
(Days)
Total Number of Payments
Nbr of Paymen
ts within Target Time
Percentage
Average Payment
Times (Days)
Nbr of Late Payments
Percentage
Average Payment Times
(Days)
20 454 347 76.43 % 11.32276657 107 23.57 % 33.6168224
30 459 429 93.46 % 13.01165501 30 6.54 % 37.9333333
Total Number of Payments
913 776 84.99 % 137 15.01 %
Average Net Payment Time
15.60350493 12.2564433 34.5620438
Average Gross Payment Time
15.89266156 12.51417526 35.0291971
Suspensions
Average Report
Approval Suspension
Days
Average Payment
Suspension Days
Number of
Suspended
Payments
% of Total Number
Total Number of Payments
Amount of Suspended Payments
% of Total
Amount
Total Paid Amount
0 22 586 2.87 % 20384 7,710,776.13 6.85 % 112,561,184.33
Late Interest paid in 2016
DG GL Account Description Amount (Eur)
COMM 65010100 Interest on late payment of charges New FR 1 049.46
1 049.46
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TABLE 7 : SITUATION ON REVENUE AND INCOME IN 2016
Revenue and income recognized Revenue and income cashed from Outstanding
Chapter Current year RO Carried over RO Total Current Year RO Carried over RO Total balance
1 2 3=1+2 4 5 6=4+5 7=3-6
50 PROCEEDS FROM THE SALE OF MOVABLE AND IMMOVABLE PROPERTY
55706.24 0 55706.24 55706.24 0 55706.24 0
52 REVENUE FROM INVESTMENTS OR LOANS GRANTED, BANK AND OTHER INTEREST
8.65 0 8.65 8.65 0 8.65 0
57 OTHER CONTRIBUTIONS AND REFUNDS IN CONNECTION WITH THE ADMINISTRATIVE OPERATION OF THE INSTITUTION
4661800.31 114235.61 4776035.92 4577264.32 113668.73 4690933.05 85102.87
58 MISCELLANEOUS COMPENSATION 937.88 0 937.88 937.88 0 937.88 0
66 OTHER CONTRIBUTIONS AND REFUNDS 615509.25 272156.12 887665.37 588904.13 26439.65 615343.78 272321.59
Total for Directorate-General for Communication 5333962.33 386391.73 5720354.06 5222821.22 140108.38 5362929.6 357424.46
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TABLE 8 : RECOVERY OF PAYMENTS (Number of Recovery Contexts and corresponding Transaction Amount)
INCOME BUDGET RECOVERY ORDERS
ISSUED IN 2016 Error
Total undue payments recovered
Total transactions in recovery context (incl. non-qualified)
% Qualified/Total RC
Year of Origin (commitment) Nbr RO Amount Nbr RO Amount Nbr RO Amount Nbr RO Amount
2011 1 21000
2012 3 81687.39
2013 3 19249.33
2014 17 30042.53
2015 467 1123618.44
2016 1 2646 1 2646 605 2302304.6 0.17% 0.11%
No Link 14 1780219.82
Sub-Total 1 2646 1 2646 1110 5358122.11 0.09% 0.05%
EXPENSES BUDGET Error Irregularity OLAF Notified Total undue payments recovered
Total transactions in recovery context
(incl. non-qualified) % Qualified/Total
RC
Nbr Amount Nbr Amount Nbr Amount Nbr Amount Nbr Amount Nbr Amount
INCOME LINES IN INVOICES 1 28.95
NON ELIGIBLE IN COST CLAIMS 112 201,044.28
CREDIT NOTES 63 2254635.29 4 48844.85 67 2303480.14 310 2,931,860.61 21.61% 78.57%
Sub-Total 63 2254635.29 4 48844.85 68 2303480.14 423 3132933.84 15.84% 73.52%
GRAND TOTAL 64 2257281.29 4 48844.85 14 2306126.14 1533 8491055.95 4.44% 27.11%
comm_aar_2016_annexes_final Page 31 of 76
TABLE 9: AGEING BALANCE OF RECOVERY ORDERS AT 31/12/2016 FOR DIRECTORATE-GENERAL FOR COMMUNICATION
Number at 1/01/2016
Number at 31/12/2016
Evolution Open Amount
(Eur) at 1/01/2016 Open Amount
(Eur) at 31/12/2016 Evolution
2011 4 2 -50.00 % 213,362.08 187,602.08 -12.07 %
2012 1 1 0.00 % 17,500.00 17,500.00 0.00 %
2013 2 2 0.00 % 23,114.39 23,114.39 0.00 %
2014 2 1 -50.00 % 847.58 566.88 -33.12 %
2015 24 1 -95.83 % 131,567.68 17,500.00 -86.70 %
2016 18 111,141.11
33 25 -24.24 % 386,391.73 357,424.46 -7.50 %
TABLE 10 : RECOVERY ORDER WAIVERS IN 2016 >= EUR 100.000
Waiver Central Key Linked RO Central
Key
RO Accepted Amount
(Eur)
LE Account Group
Commission Decision
Comments
Total DG N/A
Number of RO waivers N/A
N/A
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TABLE 11 : CENSUS OF NEGOTIATED PROCEDURES -DIRECTORATE-GENERAL FOR COMMUNICATION - 2016
Procurement > EUR 60,000
Negotiated Procedure Legal base
Number of Procedures Amount (€)
Art. 134.1(b) 12 1,908,775
Total 12 1,908,775.00
Additional comments
The use of the negotiated procedures in DG COMM is limited to the necessity of our core activities and strictly managed by Authorising officers. 12 cases are reported in DG COMM AAR 2016: - 8 of them are linked to the use of the negotiated procedure to conclude copyright licences and subscriptions to on-line information sources that are complementing DG COMM's media monitoring activity. The monopoly situations derive from the exclusivity of the copyright holders and the uniqueness of the information sources. - 2 of them are linked to publicity actions carried out in 2 airports (Roma and Milan) concluded with the exclusive operators having the monopoly position on this specific market, - 1 of them was done to bridge over a transition period needed for drafting of a new Open Call for Tender and taking into account potentially new information and findings. For this reason the contract was prolonged with the same operator providing specific audio-visual servicers and at the same time ensuring the continuity of the operations. - 1 of them to provide technical and financial assistance for interpretation costs previously covered by the United
Nations in the context of the negotiations on the peace talks in Cyprus.
TABLE 12 : SUMMARY OF PROCEDURES OF DIRECTORATE-GENERAL FOR COMMUNICATION EXCLUDING BUILDING CONTRACTS
Internal Procedures > € 60,000
Procedure Type Count Amount (€)
Exceptional Negotiated Procedure after publication of a contract notice (Art. 135 RAP)
1 134,877
Internal Procedures > € 60,000
Exceptional Negotiated Procedure without publication of a contract notice (Art. 134 RAP)
12 1,908,775
Negotiated Procedure with at least five candidates below Directive thresholds (Art. 136a RAP)
10 1,003,848.12
Open Procedure (Art. 104(1) (a) FR) 13 45,679,505.73 Open Procedure (Art. 127.2 RAP) 2 3,471,232.72 Restricted Procedure (Art. 104(1) (b) FR) 2 261,890.24 Restricted Procedure (Art. 127.2 RAP) 1 10,000,000.00
TOTAL 41 62,460,128.81
Additional comments
N/A
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TABLE 13 : BUILDING CONTRACTS
Total number of contracts : 4
Total amount : 578,687.90
Legal base Contract Number
Contractor Name Description Amount (€)
Art. 134.1(g) 0843111 GENERALI REAL ESTATE SPA*G.R.E. PAR: LOYERS BUREAUX (GENERALI)
200000.00
Art. 134.1(g) 0852498 NIREYS NAYTIKAI - TOURISTIKAI & KTI MATIKAI ARGASIAI ANONYMOS ETAIREIA* DEINOKRATIS
ATH-NIREAS-LEASE CONTRACT 1.1.2017-31.12.2020
296531.16
Art. 134.1(g) 0853656 AVIVA LIFE & PENSIONS UK LIMITED LON/CDF - 4 YEARS LEASE FOR 2 CASPIAN POINT
24323.70
Art. 134.1(g) 0856128 UTI HEADQUARTERS SRL* BUC - RENT EXPENSES FOR THE 9TH FLOOR
57833.04
TABLE 14 : CONTRACTS DECLARED SECRET
Total Number of Contracts :
N/A
Total amount :
Legal base Contract
Number Contractor Name Type of contract Description Amount (€)
N/A N/A N/A N/A N/A N/A
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ANNEX 4: Materiality criteria
This annex provides detailed explanation on how the Authorising Officer by Delegation
(AOD) defined the materiality threshold as a basis for determining whether significant
weaknesses should be subject to a formal reservation to his/her declaration.
Materiality of the amount at risk is obtained by dividing the total of the net amounts at
risk, by the total value of payments made for a given Activity-based budget AAB activity
and the administrative budget. The Commission threshold for materiality is set at below
2% for the relevant ABB-activity.
For Directorate-General for Communication, the materiality of residual weaknesses
identified (i.e. 'net' after mitigating and corrective measures taken) is assessed on the
basis of qualitative and/or quantitative criteria, in line with the Standing Instructions for
the preparation of the Annual Activity Report47.
The qualitative assessment includes an analysis of the causes and the types of errors
(including whether they are repetitive and/or systemic) to conclude on the nature,
context and/or scope of the weaknesses identified. This may refer to significant control
system weaknesses or critical issues reported by the Authorising Officers by Sub-
Delegation (AOSD), the European Court of Auditors (ECA), the Internal Audit Service
(IAS), DG BUDG or OLAF.
The quantitative assessment aims at estimating any financial impact ("amount at
risk") resulting from the errors detected. In line with the standard materiality threshold
proposed by the Standing Instructions for the preparation of Annual Activity Reports,
Directorate-General for Communication has set the materiality level for the
amount at risk resulting from the residual errors at 2% of payments made for
the relevant ABB activity.
This analysis is one of the building blocks of the assurance, logically supporting the five
statements included in the Declaration of Assurance in the Annual Activity Report:
True and fair view
Resources used for the intended purpose
Sound financial management
Legality and regularity
Non-omission of significant information
Methodology used
The main objective of the controls performed by Directorate-General for Communication
each year is to ensure the legality and regularity of transactions implemented as well as
sound financial management. For this purpose, Directorate-General for Communication
has put in place a control system based on ex-ante and ex-post controls. The results
derived from the sample basis controls are used to assess the residual risk of error linked
to quantifiable errors (financial impact) and non-quantifiable errors (administrative and
47
Ares(2015)6007497 - 22/12/2015.
comm_aar_2016_annexes_final Page 35 of 76
procedural errors).
Also, Directorate-General for Communication takes into account the result of other
controls, if available, performed by the European Court of Auditors (ECA), the Internal
Audit Service (IAS), DG BUDG or OLAF.
Directorate-General for Communication manages a register of exceptions and non-
compliance events (Internal Control Standard 8) where weaknesses spotted are
recorded. Mitigating actions are then taken by the responsible Authorising Officers by
Sub-Delegation (AOSD) in order to correct the weaknesses in the control system and to
avoid the future recurrence of those errors.
Control layers
Controls are performed at different stages of the financial transaction files, from the
drafting stage of procedures to the final implementation of actions.
Procedural controls
All grant and procurement procedures, including those below EUR 60,000 and EUR
135,000, respectively, are initially processed by the Operational Units and Commission
Representations concerned, which contact the COMM.D3 Helpdesk for ad-hoc advice as
needed throughout the preparatory phase.
A first in-depth ex-ante review by the Directorate-General's specialised central team is
performed, prior to the launch of procedures, on all grants above EUR 60,000 and all
procurement procedures above EUR 135,000, as well as reopening of competition under
framework contracts. In addition, revision of procedures under this threshold, at this
stage, is performed on request of the responsible Authorising Officers by Sub-Delegation
(AOSD). These revisions are applied for Headquarters (HQ) and Commission
Representations (REPs).
A second in-depth ex-ante check is performed by the Directorate-General's specialised
central team before the award decision is taken, on all grants above EUR 60,000 and on
all procurement procedures above EUR 135,000, as well as on reopening of competition
under framework contracts. These checks are applied for Headquarters and Commission
Representations.
Ex-post on-the-spot control of procedures is performed for grants lower than EUR 60,000
and for procurements lower than EUR 135,000.
Financial transactions controls
All financial transactions are checked ex-ante by the financial verifying agent and then
subsequently checked by the responsible Authorising Officers by Sub-Delegation (AOSD).
These financial verifying agent checks are performed for Headquarters by COMM.D3 and
within each Commission Representation by trained staff in the Commission
Representations itself.
An ex-ante second-level verification is performed on a sample of financial transactions
(commitments, payments and recovery orders), using the MUS-DICE corporate system.
comm_aar_2016_annexes_final Page 36 of 76
These sample controls are performed by Headquarters, Unit COMM.D3 and Commission
Representation’ transactions.48
An ex-post on-the-spot review of Units at Headquarters and of Commission
Representation was performed on a sample of financial transactions (on the basis of a 3-
year planning to cover all Commission Representations).
Verification of internal control standards
Ex-post on-the-spot control performed to check Processes and Procedures (Internal
Control Standard 8) in selected units and Representations each year. In addition,
prioritised internal control standards, annually defined by senior management, are
checked and controlled in the Commission Representations and Units.
I. Qualitative criteria for defining significant weaknesses
The different parameters relevant in Directorate-General for Communication for
determining significant weaknesses are the following ones:
Significant control system weaknesses: significant control system weakness
detected during the period, in reports made by Authorizing Officers by Sub-
delegation (AOSD).
Significant shortcomings in internal control standards appearing in the
yearly survey on Internal control standards implementation by management.
Critical issues outlined by the European Court of Auditors, DG BUDG,
OLAF and overall opinion of the Internal Audit Service.
When assessing the significance of any weaknesses, the following factors are taken into
account:
nature and scope of the weakness;
duration of the weakness;
existence of compensatory measures (mitigating controls which reduce the impact
of the weakness)
existence of effective corrective actions to correct the weaknesses (action plans
and financial corrections) which have had a measurable impact.
Should a significant weakness be identified, the amount at risk is quantified as far as
possible.
In addition, weaknesses which have a significant reputational impact on Directorate-
General for Communication, or on the Commission, will be reported in the Internal
Control Standard 8 Register. External and internal audit reports and ex-post control
reports irrespective of the amount of damage to Directorate-General for Communication's
48 In May 2012, revised centralised financial circuits were set up for Directorate-General for
Communication's Headquarters providing more opportunities for harmonisation and simplification while reducing the number of staff directly involved in the financial management process (Efficiency gains). Ex-post control on financial transactions of Headquarters started in 2013 in order to offset the supressed ex-ante control level 2 (MUS) on financial transactions carried out in Headquarters. Ares(2012)338185 –
22/03/2012.
comm_aar_2016_annexes_final Page 37 of 76
administrative and operational budget will also be taken into consideration when deciding
whether to issue a reservation on a reputational basis.
II. Quantitative criteria for defining reservations
To quantify the potential financial impact of errors detected, it is necessary:
STEP 1: To determine the residual error rate by
- Determining the percentage of error in the audited sample of the population;
- Determining the level of exposure across the entire population (by applying
the detected error rates to the whole value of the population and to deduct the
amounts corresponding to any corrective actions taken that have already
effectively reduced the exposure);
STEP 2: To determine the "amount at risk" in the current financial year's
budget; taking into account the payments made
STEP 3: To determine the (financial) materiality, compared to the payments
made for a given ABB activity. This step is considered at ABB activity level.
1. GRANTS
For the management of grants, the assessment of the residual error rate and amount at
risk not detected by the supervision and ex-ante elements of the internal control system
is carried out through an analysis of the accumulated results of the ex-post audits.
1.1 STEP 1: Residual Error Rate
1.1.1. Adequacy of the audit scope
Auditable population (scope of the analysis) = value of all grants (i.e. final cost
claim) for which the cost claim was processed before 31st December of the reporting year
(= "closed" grants).
Audited population = value of "closed" grants audited and for which the audit report
was finalised before 31st December of the reporting year.
The controls operated on these operations may result in the detection of compliance
errors or irregularities. These are to be classified in two categories for the purpose of
assessing their impact on the assurance:
Payment (amount) errors: i.e. cases where, eligible amount would have
been different. In this case, as long as it remains uncorrected, the difference
in amount is to be treated as an error with its consequences on the error rate;
Procedural (grant selection and award) errors are those which seriously
impair the application of the principles of “equal treatment and transparency"
and “award proposal with the best quality in the light of the objectives and
priorities set”, i.e. cases where the grant beneficiary selected might have been
different if the procedure would have been correctly applied. In these cases,
the size of the error is, by default, set at 100% of the transaction amount and
included into the calculation of Directorate-General for Communication's error
rate. This is in line with approach of European Court Of Auditors and is
comm_aar_2016_annexes_final Page 38 of 76
necessary to comply with the principle of transparency and allow stakeholders
to compare the Commission's error rate with the one published by the
European Court Of Auditors.
1.1.2. Raw results of the audits finalised
Detected error (amount) = For audited grants, total grant value as initially paid after
the ex-ante controls minus grant value as calculated after the ex-post control
Detected error rate (%) = Detected error divided by the grant value as initially paid
after the ex-ante controls
1.1.3. Determination of the residual error rate
Uncorrected detected errors (amount) = All detected errors pending recovery
Residual error rate in the audited population (%) = Uncorrected amount divided by
audited population
Residual error rate in the entire population = (uncorrected errors detected in the
audited population plus detected error rate multiplied by the non-audited population)
divided by entire population
1.2. STEP 2: Financial exposure from errors in terms of "amount at risk"
Amount at risk =
(gross) 'amount at risk' = applying the (representative) detected error rate to the
(full) "value" of the payments made (see above)
(net) 'amount at risk' = (gross) 'amount at risk' minus any errors that have been
corrected
Errors are reported:
For ex-ante control: after conclusion is reached with the service involved in the
affected operation or the exception event is registered in ARES
For ex-post control: after the final report of control or non-compliance event are
registered in ARES
Payment (amount) errors are considered as corrected when the corresponding
recovery order or compensation payment is introduced in the ABAC accounting system.
2. PROCUREMENTS
2.1. STEP 1: Residual Error
Procurement-related errors can occur both in contracts awarded by the Commission and
in contracts awarded by grant beneficiaries who subsequently submit the expenditure for
reimbursement.
comm_aar_2016_annexes_final Page 39 of 76
However, errors incurred by grant beneficiaries are covered under the sections related to
grants, whereas this section only covers the errors potentially occurring in contracts
awarded by Directorate-General for Communication.
The controls performed on these operations may result in the detection of compliance
errors or irregularities. These are to be classified in two categories for the purpose of
assessing their impact on the assurance:
Payment (amount) errors: i.e. cases where, the amount paid would have been
different. In this case, as long as it remains uncorrected, the difference in the
amount is to be treated as an error with its consequences on the error rate;
Procedural (contract selection and award) errors are those which seriously
impair the application of the principles of “open, fair, transparent competition” and
“award to the best qualified bidder”, i.e. cases where the contractor selected
might have been different if the procedure would have been correct. In these
cases, the size of the error is, by default, set at 100% of the transaction amount
and included into the calculation of Directorate-General for Communication's error
rate. This is in line with the approach of the European Court Of Auditors and is
necessary to comply with the principle of transparency and allow stakeholders to
compare the Commission's error rate with the one published by the European
Court Of Auditors.
2.2 STEP 2: Financial exposure from errors in terms of cumulative "amount at
risk"
The financial exposure combines the value of the 2 types of errors:
Quantitative errors for payment (amount) errors: the amount at risk is
the real actual 'net'49 financial impact of the errors and its 'quantitative'
materiality is considered for a potential financial reservation.
Non-quantitative substantial errors for procedural matters (contract
selection and award criteria). Directorate-General for Communication applies
the approach of the European Court Of Auditors of determining 100% value of
contracts with serious infringements in the case(s) of:
- No tendering or restricted tendering for the main or supplementary
contracts (except where explicitly allowed by the legal framework);
- Inappropriate assessment of bids affecting the outcome of the
tender;
- Substantial change of the contract scope;
- Splitting of contracts in order to bring projects below the thresholds
although they are related to the same economic objective(s).
Although the "error rate' from such procedural errors may be considered as
up to 100% (i.e. in full transparency and in line with the approach of the
European Court Of Auditors), Directorate-General for Communication
applied the DG BUDG guidance on the assessment of such errors when
determining the actual budgetary and/or reputational impact. Therefore,
the Authoring Officer by Delegation (AOD) considers such errors being
49
Any correction actually made by the Commission should be deducted from the detected error.
comm_aar_2016_annexes_final Page 40 of 76
"systematic" (e.g. repetitive for a certain Commission Representations;
leading to a potential reputational reservation) or having "no actual
financial impact" on the EU-budget (e.g. maintaining the 100% error rate).
Errors are reported:
For ex-ante control: after conclusion reached with the service involved in the affected
operation or exception event is registered in ARES.
For ex-post control: after final report of control or non-compliance event are registered
in ARES.
Payment (amount) errors are considered as corrected when the corresponding
recovery order or compensation payment is introduced in the ABAC accounting system.
III. ABB-Materiality of the amount at risk
Materiality is assessed at the level of an Activity-based Budget (ABB) activity.
The materiality of the amount at risk is obtained by dividing the total of the ('net')
amounts at risk as defined following the methodology explained under this annex, by the
total value of payments made, for a given Activity-based Budget (ABB) Activity.
An average error rate higher than 2% should lead to a reservation in the Annual Activity
Report, but this would need, in any case, to be further analysed.
Therefore, in the event that the average error rate is higher than the 2% materiality
threshold at Activity-based Budget (ABB) level, the Directorate-General would assess the
details of each Activity-based Budget (ABB) activity separately in order to identify the
appropriate level within the Activity-based Budget (ABB) activity (e.g. programme etc.)
at which a reservation needs to be issued and corrective measures applied to remedy the
control weaknesses identified.
comm_aar_2016_annexes_final Page 41 of 76
ANNEX 5: Internal Control Template(s) for budget implementation (ICTs)
Name the type of expenditure to which the Internal Control Template applies50 (grants direct management / procurement direct
management / shared management / indirect entrusted management / Financial Instruments / Non-Expenditure Items51). The generic
Internal Control Template for the above expenditure types are published on BUDGweb.
1. Procurement (direct management)
Main control objectives: Ensuring legality, regularity, effectiveness and efficiency of procedures launched by Directorate-General for Communication.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The needs/purpose of the procurement are not well defined consequently the resulting contract is inappropriate to meet the operational objectives. (Potentially) limited number of offers due to poor definition of tender specifications.
Authoring Officer by Sub-Delegation (AOSD) supervision and approval of specifications. Operational units initiate and verify all files.
HQ centralised helpdesk function is provided to the operational units (on a voluntary request basis) in order to give advice on the implementation of rules and procedures in accordance with financial regulation and its rules of implementation. Ex ante second/in-depth review of public
100% of specifications are scrutinised by Authoring Officer by Sub-Delegation (AOSD) and their Services. All procurement files and partial additional advice for some files depending on the needs of operational services.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number of questions replied
50 One Internal Control Template is required per type of expenditure managed by the Directorate-General. As regards cost benefit indicators for the external aid policy area, the aid delivery methods (procurement and grants, contribution agreements, budget support etc.), the management modes or distinct internal control systems or alternatively the different cooperation instruments could be used, as long as the relevant indicators are reported accordingly in the AAR. 51 For specific types of expenditure that do not fit in the categories mentioned (e.g. Budget support) use the same template and name it accordingly.
comm_aar_2016_annexes_final Page 42 of 76
The most economically advantageous offer not being selected due to an inaccurate evaluation process.
procurement procedures is provided by specialised centralised team. The revision comprises the verification of files prior to the launch of procedures, whether open, restricted or low value procedures applying relevant rules and regulations. Ex-ante second/in-depth checks are
provided to ensure the quality control of the tender from publication, evaluation and award before signature of the contract. Missing documents and clarifications are requested. When necessary, recommendations to modify Evaluation Reports to ensure coherence between the points and the comments, as well as requests to correct calculation errors in the financial offers are transmitted to the AOSD. Opening and Evaluation Committees declaration of absence of conflicts of interests. Exclusion and selection criteria documented. Standstill period, opportunity for unsuccessful tenderers to put forward their concerns on the decision and/or Ombudsman complaint Ex-post on-the-spot control performed by centralised unit with own staff on a sample basis for low value procurement procedures.
All procurement files superior to EUR 135,000. All procurement files superior to EUR 135,000. 100% when conditions are fulfilled. 100% when conditions are fulfilled. 100% when conditions are fulfilled. Control covers approximately 30% of Commission Representations and Units. Selection is based on risk assessment and on ad-hoc requests by senior management of Directorate-General for Communication.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number and amount of files revised Number and amount of files checked (by ex-ante controllers) Number of procurement files controlled on the spot Detected error rate, financial Impact, residual error rate
comm_aar_2016_annexes_final Page 43 of 76
1a) Financial transactions – Procurement
Main control objectives: Ensuring legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The products/services/works foreseen are not, totally or partially, provided and/or the amounts paid exceed the due amount.
Verification of the implementation of the Internal Control Standards for effective management – in Headquarters and Representations; Verification of financial transactions in HQ and Representations. For HQ:
Centralised financial cell performs all
checks on all financial transactions, with
strict segregation of duties between
financial agents, following the dedicated
checklist and providing guidance and
reports to operational units in order to
streamline the processes.
For Representations:
Decentralised financial circuits:
Operational and financial checks
performed in each Representation.
Central 2nd level financial control
(performed by HQ/COMM.D3).
Representative sample of financial transactions Verification of prioritised in the DG management plan internal control standards. All financial transactions. All financial transactions. A representative sample of financial transactions is checked.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number and amount of operations verified, for reporting year. Number and amount of operations verified, for reporting year. Number and amount of operations verified, for reporting year. Amount at risk and its materiality by budget line
comm_aar_2016_annexes_final Page 44 of 76
1 b) Ex-post control - Procurement
Main control objectives: to ensure legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The actions foreseen are not totally or partially, provided in accordance with procurement requirements foreseen in the contracts and/or non-eligible costs are paid to the contractors.
On the spot ex-post controls by centralised unit with own staff; detailed checks; risk-based selection of beneficiaries; final report finalised after contradictory procedure, decentralised decision by AOSD on the financial effect of the controls.
Control performed on a risk-based sample and on ad hoc request by Representations and Units.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number of procurement files controlled on the spot Detected error rate, financial Impact, residual error rate
comm_aar_2016_annexes_final Page 45 of 76
2. Grants (direct management): programming, selecting and awarding
Main control objectives: Ensuring legality, regularity, effectiveness and efficiency of procedures launched by Directorate-General for Communication.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The needs/purpose of the calls for proposals do not adequately reflect the policy objectives, - possibly the eligibility, selection and award criteria are not adequate to ensure the successful evaluation of the proposals. Selecting and awarding: The evaluation, ranking and selection of proposals is not carried out in accordance with the established procedures, the policy objectives, priorities and/or the essential eligibility, or with the selection and award criteria defined in the annual work programme and subsequent calls for proposals.
Hierarchical validation within the authorising department. Assessment by assigned staff. Operational units initiate and verify all files. The
HQ's centralised helpdesk function is provided to the operational units (on a voluntary request basis) in order to give advice on the implementation of rules and procedures in accordance with financial regulation and its rules of implementation. Ex-ante second/in-depth review of public
procurement procedures is provided by specialised centralised team. The revision comprises the verification of files prior to the launch of procedures applying relevant rules and regulations. Ex-ante second/in-depth checks are provided to
ensure the quality control of the tender from publication, evaluation and award before signature of the contract. Missing documents and clarifications are requested. When necessary, recommendations to modify Evaluation Reports to ensure coherence between the points and the comments, as well as requests to correct calculation errors in the financial offers are transmitted to the AOSD. Opening and Evaluation Committees declaration of absence of conflicts of interests. Exclusion and selection criteria documented.
100% of proposals are evaluated. All grants files > EUR 60,000. All grants files. 100% when conditions are fulfilled. 100% when conditions are fulfilled.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number of questions treated during the preparation of a particular procedure in framework of the work programme Number of questions replied during the year. Number and amount of files revised Number and amount of files checked (by ex-ante controllers) Time to grant
comm_aar_2016_annexes_final Page 46 of 76
2 a) Financial transactions - grants
Main control objectives: Ensuring legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The actions foreseen are not, provided in accordance with the grant agreement requirements and/or the amounts paid exceed that due. Financial transactions are not correctly registered in the accounting system (ABAC).
Verification of the implementation of the Internal Control Standards for effective management – in the HQ and Representations; Verification of financial transactions in HQ and Representations. For HQ:
Centralised financial cell performs all
checks on all financial transactions, with
strict segregation of duties between
financial agents, following the dedicated
checklist and providing guidance and
reports to operational units in order to
streamline the processes.
For Representations:
Decentralised financial circuits:
Operational and financial checks
performed in each Representation.
Central 2nd level financial control
(performed by HQ, COMM.D3).
All financial transactions. All financial transactions. A representative sample of financial transactions is checked.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number and amount of files revised Number and amount of operations verified for reporting year Amount at risk and its materiality by budget line
2 b) Ex-post control – grants
comm_aar_2016_annexes_final Page 47 of 76
Main control objectives: to ensure legality, regularity, effectiveness and fraud protection of financial transactions.
MAIN RISKS
IT MAY HAPPEN (AGAIN)
THAT…
MITIGATING CONTROLS
HOW TO DETERMINE
COVERAGE, FREQUENCY
AND DEPTH
HOW TO ESTIMATE THE COSTS
AND BENEFITS OF CONTROLS CONTROL INDICATORS
PER YEAR
The actions foreseen are not, totally or partially, provided in accordance with grant's requirements foreseen in the grant agreement and/or non-eligible costs are paid to the beneficiary.
On the spot ex post controls by centralised unit
with own staff; detailed checks; risk-based
selection of beneficiaries; final report finalised
after contradictory procedure, decentralised
decision by AOSD on the financial effect of the
controls (Recovery orders, additional payments).
Control performed on a risk-based sample and on ad hoc request by Representations and Units.
Estimate of costs of staff involved in the activity and the cost of the external services (if applicable)
Number of grant beneficiaries controlled on the spot, in the year
Number and amount of recovery orders issued in the year
Detected error rate, Residual error rate
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ANNEX 6: Implementation through national or international public-sector bodies and bodies governed by private law with a public sector mission
Not applicable for Directorate-General for Communication
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ANNEX 7: External Assistance management report (EAMR) of the Union Delegations
Not applicable for Directorate-General for Communication
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ANNEX 8: Decentralised agencies
Not applicable for Directorate-General for Communication
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ANNEX 9: Evaluations and other studies finalised or cancelled during the year
annex9evaluations.xlsx
comm_aar_2016_annexes_final Page 52 of 76
ANNEX 10: Specific annexes related to "Financial Management"
Table 1: Ex ante second level control of financial transactions in the Representations
value of errors value of checked
transactions
total value of transactions
% of value checked
payment (amount)
errors
procedural (exclusion, selection,
award) errors
detected error rate
corrections made (of payment
and procedural
errors)
residual error rate
16.01 Administrative expenditure of the Communication - policy area 21,117,308 62,338,942 34% 2,108 0.0% 2,108 0.0%
16.03 Fostering European Citizenship 9,892,074 147,164,385 7% 720 70,232 0.7% 70,952 0.7%
Others BL, RO, VAT and liaison accounts 999,843 5,728,062 17% 0.0% 0 0.0%
total 32,009,225 215,231,389 15% 2,828 70,232 0.2% 73,060 0.2%
frequency of errors number of checked
transactions
total number of
transactions
% of number checked
payment (amount)
errors
procedural (exclusion, selection,
award) errors
frequency of error
16.01 Administrative expenditure of the Communication - policy area 381 13,097 2.9% 0 0 0.0%
16.03 Fostering European Citizenship 539 13,040 4.1% 2 4 1.1%
Others BL, RO, VAT and liaison accounts 36 1,293 2.8% 0 0 0.0%
total 956 27,430 3.5% 2 4 0.6%
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Table 2: Ex post control of financial transactions in the Representations and Units
value of errors value of checked
transactions
payment (amount)
errors
procedural
(exclusion,
selection,
award) errors
detected error rate
corrections made (of payment
and procedural
errors)
residual error rate
16.01 Administrative expenditure of the Communication - policy area 18,700,873 0 28,556 0.2% 0 0.2%
16.03 Fostering European Citizenship 14,041,848 0 0 0.0% 0 0.0%
Others BL, RO, VAT and liaison accounts 85,575 0 0 0.0% 0 0.0%
total 32,828,296 0 28,556 0.1% 0 0.1%
Table 3: Best conservative error rate estimate for spending areas with no error detected
for procurement on other BL the best estimation is detected error rate in 2016 in procurement on budget line 16.03 0.7%
for all grants with eligible costs or based on lump sums the best estimation is detected error rate in this kind of grants found in 2014 (Mazar's audit) 1.2%
comm_aar_2016_annexes_final Page 54 of 76
Table 4: Calculation of amount at risk following residual error rate
residual error rate x value of
authorised payment
= amount at risk
ABB- total value of payments
made procurement grant total
16.01 Administrative expenditure of the Communication - policy area 41,065,847 41,065,847
16.03 Fostering European Citizenship 51,234,441 12,105,494 63,339,935
other BL 7,835,448 176,493 8,011,941
total 100,135,736 12,281,987 112,417,723
Amount at risk procurement grant total
16.01 Administrative expenditure of the Communication - policy area 196,294 196,294
16.03 Fostering European Citizenship 296,533 296,533
other BL
total 492,827 0 492,827
ABB-Materiality of the amount
at risk procurement grant total
16.01 Administrative expenditure of the Communication - policy area 0.5% 0.5%
16.03 Fostering European Citizenship 0.6% 0.5%
other BL
total 0.5% 0.0% 0.4%
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Table 5: Calculation of amount at risk following weighted average error rate
detected or estimated error rate x value of
authorised payment
= amount at
risk
ABB- total value of payments made procurement grant total
16.01 Administrative expenditure of the Communication - policy area 41,065,847 0 41,065,847
16.03 Fostering European Citizenship 51,234,441 12,105,494 63,339,935
other BL 7,835,448 176,493 8,011,941
total 100,135,736 12,281,987 112,417,723
ABB-Materiality of the amount at
risk procurement grant total
16.01 Administrative expenditure of the Communication - policy area 0.5% 0.5%
16.03 Fostering European Citizenship 0.7% 1.2% 0.8%
other BL 0.7% 1.2% 0.7%
total 0.6% 1.2% 0.7%
Recoveries 2016 (%) Source: Directorate-General for Communication (Abac recovery context) 0.61%
Amount at risk procurement grant total
16.01 Administrative expenditure of the Communication - policy area 198,403 198,403
16.03 Fostering European Citizenship 367,485 145,266 512,751
other BL 54,848 2,118 56,966
total 620,736 147,384 768,119
Expected recoveries and corrections related to the payments made 681,691
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Table 6 - Estimated overall amount at risk at closure
DG
COMM
Payments
made Minus new prefinancing
Plus
cleared prefinancing
Relevant
expenditure
Average
Error
Rate
(weighte
d AER;
%)
Estimated
overall
amount at risk
at relevant
expenditure
(€)
Average
Recoveries and
Corrections
(adjusted ARC;
%)
Estimated
future
corrections
(€)
Estimated
overall amount
at risk at
closure (€)
1 2 3 4 5 = 2-3+4 6 7 = 5*6 8 9 = 5*8 10 = 7-9
Total 112,417,723 13,073,179 9,887,195
109,231,740
0.7%
746,350
0.6%
662,371
83,979
comm_aar_2016_draft Page 57 of 76
ANNEX 11: Specific annexes related to "Assessment of the effectiveness of the internal control systems"
Not applicable for Directorate-General for Communication
comm_aar_2016_draft Page 58 of 76
ANNEX 12: Performance tables
DIRECTORATE-GENERAL FOR COMMUNICATION
GENERAL OBJECTIVE
Citizens perceive that the European Union is working to improve their
lives and engage with the European Union. They feel that their concerns
are taken into consideration in European decision making process and
they know about their rights in the European Union.
Listen: As an executive service, Directorate-General for Communication ensures
that high quality country specific information and analysis are fed into the College’s
decision making process.
Advise: As a corporate service, Directorate-General for Communication ensures
that all relevant Commission's services contribute to a coherent and effective
corporate communication on the Commission's priorities.
Engage: As a communication service, Directorate-General for Communication
ensures that a simple, clear and understandable message focussed on
Commission's priorities is communicated to the media and other multipliers and to
EU citizens and engages with them.
comm_aar_2016_draft Page 59 of 76
Directorate-General for Communication's overarching objective (shared with all Directorate-
General's Communication Units) is "Citizens perceive that the EU is working to improve
their lives and engage with the European Union. They feel that their concerns are taken
into consideration in European decision making process and they know about their
rights in the European Union".
The impact indicator Directorate-General for Communication uses to measure this
objective is "Percentage of European Union citizens having a positive image of the
European Union ".
Definition: Eurobarometer measures the state of public opinion in the European Union Member
States. This global indicator is influenced by many factors and externalities, including the work of
other EU institutions and national governments, as well as political and economic factors, it does
not only reflect the communication actions of the Commission. However, it is relevant as a proxy
for the overall perception European Union citizens have of the European Union.
Baseline 2015
Interim
Milestone
2017
Target
2020
Latest
known
results
November
2016 - EB
86
Status as of November 2016 Total "Positive": 35 %
Neutral: 38 %
Total "Negative": 25%
Source of the data: Eurobarometer – EB86
To contribute52 to improving
and maintaining a positive
image of the
European Union in the media and
among citizens.
32%
Positive image of
the European Union ≥
50%
Positive image of
the
European Union: 35%
52
See Chapter B / Operating Context.
comm_aar_2016_draft Page 60 of 76
DIRECTORATE-GENERAL FOR COMMUNICATION AS EXECUTIVE SERVICE
Specific objective 1- Executive Service: College, Cabinets and services use political reports
and analysis, Eurobarometer results, media analysis products and stakeholders and citizens’
feedback for decision making on communication purposes
Result indicator 1: Satisfaction rate regarding Commissioners missions in Member States
Source of data: Face-to face interviews - Survey to be conducted with 2-3 Vice-Presidents in 2016,
2018 and 2020
Baseline 2016 Interim Milestone 2018 Target 2020 Latest known results
31/12/2016
N/A 70% at least "good" 80% at least "good" 60%
Result indicator 2: Users satisfaction concerning Commission Representations political
reporting and country profiles
Source of data: Face-to-face interviews or on-line survey - Survey to be conducted in 2016, 2018 and
2020
Baseline 2016 Interim Milestone 2018 Target 2020 Latest known results
31/12/2016
70% at least "good" 70% at least "good" 80% at least "good" 70% at least "good"
Result indicator 3: Satisfaction rate concerning Eurobarometer products
In the Eurobarometer programming for 2015 (Ares(2014) 3269492 of 3/10/14), an executive summary
for the Cabinet concerned is an obligation. The survey among Cabinets aims to assess whether the
instrument is being well used and further improve the programming for 2016 and beyond.
• Overall rate of satisfaction
Source of data: COMM.A1 survey - Survey conducted annually in the programming exercise each
Autumn
Baseline 2015 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
N/A 70% 75% N/A53
Result indicator 4: Satisfaction rate concerning media monitoring products
Source of data: Internal COMM.A3 - Survey conducted in January 2016, at the end of 2017 and in
2020
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
77% 70% 75% overall satisfaction 76%
Main expenditure outputs in 2016:
Description Indicator Target:
31/12/2016
Latest known
results
31/12/2016)
Activities and media
coverage related to
Commissioners' visits
and roadshows in
Member States
Number of Commissioners' activities
in Members States on Commission's
priorities (Actions&Events database)
Outreach of these activities
(Actions&Events database)
1 500
250 000
participants
1 600
128 00054
53 The evaluation initially foreseen has been postponed to 2017 for reason of additional priorities and workload
and is budgeted for 2017. 54 Apart from encoding problems using this relatively new tool, discrepancies could also be due to a re-definition
of target groups (example from citizens to stakeholders).
comm_aar_2016_draft Page 61 of 76
Number of media features on these
activities (SPP)
To be defined
(Tbd)
N/A55
Management of audio-visual technical
facilities
Number of audio-visual products provided to the College (messages, interviews, statements, clips, Google hangouts)
Number of hours provided in Electronic News gathering (TV Crews) Number of hours of shooting in Comm studios/VIP corner/press
room
Number of hours in video editing
750
6 500
5 000
8 750
64756
3 95856
4 33256
8 72256
REPs political
reporters and ESOs57
produce a variety of
political reports and
analysis
Country profiles: number of
hits/downloads58 Not yet
available Not yet available59
A full programme of 35 opinion poll surveys (Eurobarometer) is implemented (based
on a list agreed by Heads of Cabinet).60
Percentage of programmed opinion polls (Eurobarometer) implemented
80%61
57%62
Production of media monitoring and other
media analysis products (365 days/year)
Number of days when the media monitoring and analysis service was ensured
365 365
55
It was not possible to develop a feasible approach for collecting the data and therefore indicator was not used
in 2017 and it has been dropped from the 2017 Management Plan. 56 Decrease is due to the refocus of the AV Corporate production on the 10 priorities of President Juncker. 57 ESO –European Semester Officer. 58
2016 should serve as the reference year for determining realistic figures for the use of Country profiles in the
Commission as the whole system of Political reporting is being upgraded. 59
Due to other priorities in rolling out IT applications this technical feature making the count possible can also be
introduced in 2017. 60
Each opinion pull should produce an output in the form of a political memo to the Cabinet(s). 61 Part of the programme is implemented in the first quarter of the following year. 62 Part of the programme is implemented in the first quarter of the following year.
comm_aar_2016_draft Page 62 of 76
DIRECTORATE-GENERAL FOR COMMUNICATION AS CORPORATE SERVICE
Specific objective 2.1 - Corporate Service 1: Building a coherent web presence on the
European Commission, by implementing the Digital Transformation project by 2017
Result indicator 1: Transition rate of the thematic structure (15 themes)
Digital Transformation project builds on the Political Priorities of the Commission and aims at creating a
coherent, relevant and cost-effective online presence of the entire Commission. The content on the new
web presence will be organised thematically (15 themes). The content currently grouped DG by DG will
be gradually transitioned into the thematic structure. 63
Source of data: COMM.A5
Baseline 2015
Interim Milestone 2016 Target 2017 Latest known results
(situation on
31/12/2016)
Commission's new
thematic web
presence
4 themes ready 100%
3 themes ready 50% 100%
2 themes at 60% 1 theme at 58% 1 theme at 46%
1 theme at 37% 1 theme at 32% 1 theme at 25% 1 theme at 20% 1 theme at 16% 1 theme at 1%
Overall completion
(30%)64
Main expenditure outputs in 2016:
Description Indicator Target:
31/12/2016
Latest known results
(situation on 31/12/2016)
Digital Transformation
Degree of completion of the Commission's new web presence: the content on the new web
presence will be organised thematically (15 themes). The content currently grouped Directorate-General (DG) by DG will be gradually transitioned into the thematic structure
4 themes ready 100%
3 themes ready 50%
2 themes at 60%
1 theme at 58%
1 theme at 46%
1 theme at 37%
1 theme at 32%
1 theme at 25%
1 theme at 20%
1 theme at 16%
1 theme at 1%
Overall completion
(30%)65
63 The themes/classes have been identified in a series of workshops with the participations of all DGs, for
example: "Strategy", "About the EU", "News, publications, events", “Funding, tenders”, “Research and Innovation”, etc. 64 In 2016, due to implementation of additional, unplanned high visibility projects such as Better Regulation
Platform and European Sustainable Cities Platform as well as the decommissioning of the old web publishing
platform (Documentum), 10 themes were worked on instead of 7 with varying degrees of intensity. 65 In 2016, due to implementation of additional, unplanned high visibility projects such as Better Regulation
Platform and European Sustainable Cities Platform as well as the decommissioning of the old web publishing platform (Documentum), 10 themes were worked on instead of 7 with varying degrees of intensity.
comm_aar_2016_draft Page 63 of 76
Specific objective 2.2 - Corporate Service 2: Citizens are aware of Commission’s 10 Political
Priorities, in particular delivery on “jobs, growth and investment” as the overarching priority
This means measuring the performance of the communication actions funded from co-delegated budgets
against their respective Key Performance Indicators (KPIs).
Phase 1 - Stakeholders: EUR 3.2M66 - KPI = ‘reach’ Phase 2 – Broader Communication EUR 21.25M 67- KPIs = ‘reach’ and ‘recall’.
Result indicator 1: Cumulative number of people having been able to recall the messages of
corporate actions 2016 - 2020
“Recall” (i.e. public awareness of success stories/projects promoted through the actions) is the
additional key performance indicator for the broader communication phase under Decision C(2015)7346
of 27.10.2015.
Source of data: Monitored on an ongoing basis both via external independent monitoring/evaluation.
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
(situation on 31/12/2016)
N/A To be defined To be defined N/A68
Main expenditure outputs in 2016:
Description Indicator
Target Latest known results
(situation on 31/12/2016)
Implementation of corporate communication actions
Phase 1 - Stakeholders: EUR 3.2M69 Phase 2 -
Citizens: EUR 21.25M70
Execution of budget delegated to Directorate-General for Communication (latter depending on timing of the campaign and
evaluation)71
Phase 1 – Stakeholders: KPI = reach (see graph overleaf) Phase 2 – Citizens:
KPI = reach and recall Number of people reached in 2016 with corporate communication actions
Phase 1 – Stakeholders: Action for completion by 22/7/16. EUR 3.2 million
committed and contracted in 2015
Phase 2 – Citizens: EUR 21.25 million committed and
contracted in 2016
Phase 1 – Stakeholders: - Action completed on time - Budget committed and contracted 100% in 2015
Phase 2 – Citizens:
- Budget committed and contracted 100% in 2016
- Reach of the stakeholder phase in 2016: 113 million online impressions; 10.2 million people reached with print ads; 512 893 unique visitors on the
Investment Plan website. Reach and recall data for the citizens phase will be available in the 2nd quarter 201772
66
EUR 3.2 mio were co-delegated by DGs in 2015 (based on Decision SEC(2013)486). The Project Team is
responsible for pulling together the overall effort on the Investment Plan. Unit A1 is responsible for the
EUR 2 981 167 stakeholder action. 67 EUR 21.25 mio should be co-delegated in 2016, based on Decision C(2015)7346. The Project Team is
responsible for pulling together the overall effort on the Investment Plan. Unit A1 may be responsible for a centrally procured action. 68
Actions based on the 2016 budget will mainly be implemented through 2017, with monitoring during the year. Monitoring to be ensured both by the company implementing the campaign (WPP) and by the company in charge of monitoring/evaluation (Techonopolis) 69 EUR 3.2mio were co-delegated by DGs in 2015 (based on Decision SEC(2013)486). The Project Team is
responsible for pulling together the overall effort on the Investment Plan. Unit A1 is responsible for the EUR 2 981 167 stakeholder action. 70 EUR 21.25mio should be co-delegated in 2016, based on Decision C(2015)7346. The Project Team is
responsible for pulling together the overall effort on the Investment Plan. Unit A1 may be responsible for a centrally procured action. 71 Subject to budget being made available on time by the contributing DGs. 72 Monitoring to be ensured both by the company implementing the campaign (WPP) and by the company in
charge of monitoring/evaluation (Techonopolis).
comm_aar_2016_draft Page 64 of 76
Media reports on Investment Plan, EU-28
Specific objective 2.3 - Corporate Service 3: Via Steering Committee and the Communication
Network (CN) DGs exchange best practices, receive assistance on technical issues of
communication tools and services and they align their sectorial communication
strategies/plans to the corporate messaging
Result indicator: Percentage of satisfaction of the Steering Committee and CN members
Source of data: COMM.A1 Survey - Survey to be conducted annually as part of the CN overview each
Spring.
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
(situation on 31/12/2016)
N/A 70% 80% N/A73
Main expenditure outputs in 2016:
Description Indicator Target:
31/12/2016
Latest known results
(situation on 31/12/2016)
Coordination of
Commission's communication networks
Number of Corporate Communication Steering Committee Meetings organised.
5 (roughly one
every 6 weeks)
274
Number of External Communication Network (ECN) Meetings organised (CN since June 2016)
11 (one per month except August)
875
Number of Audiovisual (AV)
Correspondent Network meetings organised
4 4
Number of CN Masterclasses organised
5 176
Number of consultations provided to other DGs
110
70 consultations on specific projects and initiatives 481 interservices consultations
400 questions on visual identity
73 Survey to be implemented in spring 2017. 74
Result is below target as CCSC was only created in summer 2016. 75
Result is below target as CN was only created in summer 2016. 76
Result is below target as CN was only created in summer 2016.
comm_aar_2016_draft Page 65 of 76
Specific objective 2.4 - Corporate Service 4: More consistency, efficiency gains and savings
across the Commission's communication activities
Result indicator: Percentage of Communication budget used for the 10 Political Priorities
Source of data: COMM.A1 based on share Point and Management Plans of line-DGs
Baseline
(2015 AARs) Interim Milestone 2017 Target 2020
Latest known results
(situation on 31/12/2016)
N/A
50% 75% N/A77
Main expenditure outputs in 2016:
Description Indicator Target:
31/12/2016
Latest known results
(situation on 31/12/2016)
Centralisation of communication related
Framework-Contract (FWC)
Less duplication of
communication-related FWC in the Commission's services Number of Framework contracts
focusing on the communication of the 10 Commission Political Priorities centralised by Directorate-General for Communication
Level of assistance and project management for individual actions undertaken by Commission services through
communication's framework contracts in order to increase alignment with the 10 Political Priorities
Number of monitoring and evaluation projects supported by Directorate-General for Communication through the evaluation Framework-Contract
Three to five
dedicated
communicatio
n framework
contracts
Project
management
for 20
collaborative
actions
5
Four dedicated communication
framework contracts:
Three framework contracts
subscribed to the corporate
logic (Campaigns, Events,
Web) and one framework
contracts on impact
assessment and evaluation of
communication activities
10 Events and 3 Campaigns
rollouts collaboratively with
various commission services78
7
77 DGs claim that most of their communication budget is used for the Political Priorities. Directorate-General for
Communication ensures that this is largely the case by filtering the use of its framework contracts and by its
increased role in communication activities conducted by other Directorates-Generals. DGs are aligned for the first time to declare their communication spending in the AAR 2016 Annex 2, consequently the first total figures will only be available in the 2nd quarter 2017. 78
Result is below target as action started only in summer 2016.
comm_aar_2016_draft Page 66 of 76
DIRECTORATE-GENERAL FOR COMMUNICATION AS COMMUNICATION SERVICE
Specific objective 3.1.- Communication Service 1: Commission receives targeted media
coverage through relevant publications and continuous engagement with media
Result indicator 1: Tonality of media coverage towards the European Commission in media for
main EU media sources
Source of data: COMM. A3 data
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
(situation on 31/12/2016)
N/A79 N/A80 N/A80 N/A80
Main expenditure outputs in 2016:
Description Indicator Target: 31/12/2016 Latest known results
31/12/2016
Increased relevance
of press material
produced by SPP
Percentage of the top 100
press releases consulted in
English (EN) with more
than 10 000 online views
65% of top 100 press
releases attain more than
10 000 views
100%
Media interest in
the Commission
“midday” press
conference is
ensured by SPP
Frequency of appearance
of the President, Vice-
Presidents and
Commissioners in the
press-room
Like in 2015: Minimum
appearance of two
members of the College
per week
Target reached
with over 3 College
members in the press
room per week on
average
Press activities of the Commission Representations
Number of press events organised by REPs
Number of journalists
participating in press events organised by REPs
300 press conferences
120 journalist training
and visits
Press conferences: 5000
Journalist training and
visits 2500
430 press conferences
190 Journalist trainings
and visits
3740 journalists
2000 journalists
Audio-visual productions and multimedia projects81
Number of Corporate Video productions Number of items downloaded
(Audio/Video/Photos)
100
165 000
59
119 700
Europe by Satellite (EbS) News coverage
Number of EbS video items, photo reports and audio files produced
Number of TV Uptakes from EbS ( in minutes) Number of hours transmitted by EbS
35 000
87 000
2 200
38 374
64 11382
4 313
79 To be defined by end 2016. 80 Comparable data not available because of the switch to a new framework contract in 2016. 81 The AV Corporate production team has refocused on the 10 priorities of President Juncker and by doing so, the
number of productions has gone down. The aim is to go for fewer, but higher quality productions – each of them
therefore requiring more production time 82
The number of users of Audiovisual Services was very high in 2015 due to the migration crisis and the Greek
Eurozone debt crisis. As these crises were managed in 2016, the media interest in the Commission's audiovisual offer subsided.
comm_aar_2016_draft Page 67 of 76
Number of unique visits to
AV Portal
16 000 000 9 210 82783
Media library : conservation and availability to the public of audio-visual material
(audio, video and photo), web development
Number of archived audio, video and photo Number of archived video versions other DGs
(Central deposit)
40 000
1 100
47 960
3 438
Specific objective 3.2. - Communication Service 2: Citizens are better informed about the EU,
in particular about the Commission's Political Priorities and their rights
Result indicator 1: Visitors confirm their increase of knowledge of the Commission and its 10
Political Priorities
Source of data: COMM.C4 Survey of the visitors one year after the visit
Baseline 2015 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
80% 85% 90% 93%
Result indicator 2: Percentage of users satisfied with the answers received from the Europe
Direct Contact Centres (EDCC)
Source of data: Based on the results of an on-going satisfaction survey among EDCC users
Baseline 2014 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
87% 90% 95% 84%84
Result indicator 3: Percentage of users satisfied with the Europe Direct Information Centres
(EDIC) service
Source of data: Based on the results of an on-going satisfaction survey among EDICs users
Baseline 2015 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
87% 90% 95% 88%
Result indicator 4: Participants in Europe Direct Information Centres (EDICs) events agree
that they are better informed on the EU
Source of data: Based on the results of an on-going satisfaction survey among EDICs users
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
92.3 % 75% 80% 90%
Result indicator 5: Percentage of participants at REPs events who declare that the event
improved their understanding of the EU or one of its 10 Political Priorities
Source of data: Participants survey - Survey to be conducted after each conference, seminar, workshop,
citizens dialogue as well as after events organised with educational establishments. Reported in the
Events and Actions database (DIR COMM.B)
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
77% 70% 75% 77%
83
The number of unique visits of the AV Portal in 2015 was 16 000 000, explained by the migration crisis, Greece
and other high-profile media events. 2016 has not seen this kind of high interest media events. 84
A new EDCC contractor started in 2016 and the annual user satisfaction rates fell below the level of the
baseline. Directorate-General for Communication is working closely with the contractor to improve the situation.
comm_aar_2016_draft Page 68 of 76
Result indicator 6: Number of unique visitors to the EUROPA websites (interinstitutional and
Commission domains including the Commission Representations' and RAPID websites)
Definition: This indicator shows how many uniquely identified clients view pages within the defined time
period. (The same person visiting from two different computers or browsers will be therefore counted as
two Unique Visitors)
Source of data: SAS Analytics (corporate data collection tool managed by COMM.A5)
Baseline 2014 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
258 298 695 300 000 000+ 350 000 000+ 220 420 31585
Result indicator 7: Engagement rate on social media
In the context of this Strategic Plan engagement is the social media activity sparked by the European
Commission. It indicates how much the content and messages spread by the Commission resonate with
the audience. Engaging content reaches a wider audience beyond the usual followers. It is promoted with
a higher visibility on social media channels and makes a longer lasting impact on the audience. The
Engagement Rate is calculated by the number of engagements86 received from the audience on a specific
channel divided by the number of that profile's posting activities within 365 days preceding the
benchmark date.
Source of data: Engagor (corporate tool managed by COMM.A5)
Baseline 2014 Interim Milestone 2017 Target 202087 Latest known results
31/12/2016
Twitter: 159
Facebook: 306
Google+: 138
LinkedIn: 96
EUTube: N/A
Instagram: 26
200
250
110
95
1.5
67
250
300
160
145
2
200
185,4
365
38.7988
136.84
1.6
311
Result indicator 8: Average satisfaction level for the publications
Source of data: Opinion expressed by new COMM.C1 ongoing survey or readers, expressed on a scale of
1 to 10
Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
New survey activity 7 out of 10 8 out of 10 N.A89
85
This figure is lower than the baseline due to the deletion of content following migration and transformation of
sites in 2016. This quantitative indicator has been changed in the Management Plan 2017. In addition, the coherent, corporate web presence will be measured by the qualitative performance of the Commission websites. 86
The number of engagements means engagements on social media posts created by the European Commission:
retweets, tweets, replies to tweets, likes and comments on Facebook as well as other channels like Instagram, Google+ or YouTube. 87
Maintaining good engagement level (Based on expert judgement it is not realistic to go beyond these figures). 88 G+ has lost worldwide a huge amount of activity due to the latest changes in the network by the company. Lots
of users are abandoning the platform due to lack of interest. From a SEO (Search Engine Optimisation) point of view is still interesting for us to be there, so our posts on Google + are indexed on Google search engine and will
appear higher on Google searches related to the European Union. 89 No significant data was collected to enable the assessment of this indicator for 2016. The mechanism to be put
in place in 2017 will comprise (i) for printed publications – a reader satisfaction survey to be carried out in cooperation with REPs and EDICs, (ii) for electronic content – a mini pop-up online survey
comm_aar_2016_draft Page 69 of 76
Main expenditure outputs in 2016/
Description Indicator Target:
31/12/2016
Latest known
results
31/12/2016
Visits to the Commission
Percentage of visitors to the
Commission very satisfied with
the visits (8+/10)
Percentage of visitors declaring to
have increased their knowledge of
the Commission and its ten
priorities (8+/10)
Number of visits
Average number of participants in each visit
70%
80%
1 700
30
94%
93%
1 42490
29
Europe Direct Contact
Centre (EDCC) Number of inquiries replied 120 000 99 658
Europe Direct Information Centres (EDICs)
Number of events Percentage of users who would recommend the EDIC service91
5 000
80%
8 000
90%
Organisation of Commission Representations (REPs)
events under the Commission's 10 Political
Priorities by the Commission Representations (Events&Actions database)
Number of REPs events on the
Commission's 10 Political Priorities
Number of participant in REPs events on the Commission's 10 Political Priorities
7 000
600 000
8 100
1 170 000
European Public Spaces92 (EPS) organise events (Events&Actions database)
Number of events on the Commission's 10 Political Priorities Number of participant in these events on the Commission's 10 Political Priorities
550
100 000
970
154 000
Back to School
Number of Back to School visits
organised
Number of participants students
in total Back to School events
Percentage of students ' confirm
their knowledge on the EU issues
has increased after Back to School
event
80
10 000
80%
500
58 000
80%
90 Decrease due to terrorism attacks March 2016. 91 Based on the results of the on-going satisfaction survey among EDIC users. 92 Athens, Berlin, Bucharest, Budapest, Copenhagen, Dublin, Helsinki, Lisbon, London, Madrid, Nicosia, Prague,
Riga, Rome, Stockholm, Tallinn, The Hague, Vienna.
comm_aar_2016_draft Page 70 of 76
EUROPA website task
performance indicator
Performance of the EUROPA
websites (interinstitutional and
Commission domains including
the Commission Representations'
and RAPID websites)
Theme funding and tenders
40%
27%93
Number of
followers/fans/subscribers
of the EU Commission
social media corporate
accounts including the
Commission
Representations
Google+
EUTube
Twitter (Representations)
Facebook (Representations)
650 000
650 000
1 800 000
300 000
38 500
-
230 000
340 000
675 000
633 700
1 700 000
309 000
38 500
39 000
420 000
500 000
Engagement rate on social
media94
Google+
EUTube
160
250
110
95
1.5
-
185,4
365
38.7995
136.84
1.6
311
Audiovisual productions
and multimedia projects
linked with the 10 Political
Priorities
Number of AV productions linked
with the 10 priorities
Number of AV products provided to the College (messages, interviews, statements, clips,
Google hangouts)
35
750
48
647
Eurobarometer website Total number of unique visitors to
Eurobarometer website 775 000 631 97796
Publications, including Commission’s General
Report
Number of on-line consultations of
e-publications and distributed
paper publications
Number of online consultations on
Kids’ Corner and Teachers’ Corner
5 000 000
15 000 000
3 644 38597
10 519 86398
93 In 2016, less work was carried on the funding and tenders theme due to implementation of high visibility
projects such as Better Regulation and Cities as well as the decommissioning of the old web publishing platform (Documentum). 94
The Engagement Rate is calculated by the number of engagements (retweets, tweets, replies to tweets, likes
and comments on Facebook as well as other channels like Instagram, Google+ or YouTube) received from the audience on a specific channel divided by the number of that profile's posting activities within 365 days preceding
the benchmark date. 95 G+ has lost worldwide a huge amount of activity due to the latest changes in the network by the company. Lots
of users are abandoning the platform due to lack of interest. From a SEO (Search Engine Optimisation) point of view is still interesting for us to be there, so our posts on Google + are indexed on Google search engine and will appear higher on Google searches related to the EU. 96 The number of unique visitors has dropped by 16% between 2015 and 2016. The main reason to explain this
trend is that the number of EB surveys published in 2016 has been reduced compared to 2015. 97
The result below target is partially explained by the conscious decision to reduce paper publications.
98 Revamp of content of Kid's Corner started in the 4th quarter 2016, hence result below target.
comm_aar_2016_draft Page 71 of 76
Specific objective 3.3 - Communication Service 3: Citizens express themselves towards and
engage with EU Commissioners through Citizens' Dialogues and other forms of direct
communication (like Social Media) which stimulate citizens' interest in EU affairs and
contribute to restoring trust in EU institutions
Result indicator 1: Leverage of Citizens' Dialogues outreach through media coverage
Source of data: Media monitoring through Directorate-General for Communication's services at
Headquarters and in the Commission's Representations
Baseline 2015 Interim Milestone 2017 Target 2020 Latest known results
31/12/2016
10 000 000 15 000 000 18 000 000 83 000 000
Main expenditure outputs in 2016:
Description Indicator Target:
31/12/2016
Latest known
results
31/12/2016
Organisation of Dialogues99 Number of events 80 events 73 events
Attendance of Dialogues Number of participants, total and average per event
20 000 / 250 18 300 / 250
Multiplying the effect of
Dialogues via TV coverage
Number of events that are covered
by TV for a min. of 90 sec/event 25 39
Multiplying the effect of Dialogues via print/online
media coverage
Number of articles/features 2 000 600100
Multiplying effect of
Dialogues via Social media
Mentions of Twitter hashtag
#EUdialogues and of Citizens' Dialogues by citizens on Facebook
25 000 24 700
Participants feedback on Citizens' Dialogues
Number of participants who declare that they feel that their voice is heard at EU level
40% 41%
Number of participants who declare that the event has improved their knowledge about the EU
80% 77%
99
In addition to the Dialogues centrally organised in cooperation with the REPS, a multitude of events are
organised for Commissioners by REPs following the successful “town hall format”. 100 As there is no more central exhaustive media monitoring of the Citizens' Dialogues, Directorate-General for
Communication is not aware of all news items that are published on single Dialogues, in particular not of items that were broadcast, posted or printed in other Member States than those that hosted the event.
comm_aar_2016_draft Page 72 of 76
ANNEX 13: Specific annexes related to "Time–based effectiveness indicators for grants
Representations
Average Time to inform (days)
Average Time to grant (days)
Average of Total time
Total value of grants (€)
Number of grants
Number of grants missing
the benchmark
time to inform
Number of grants missing
the benchmark
time to grant
% of grants missing the benchmark
time to inform
% of grants missing the benchmark
time to grant
Austria 96 28 124 299,500 12 0 0 0% 0%
Belgium 23 60 83 299,500 12 0 0 0% 0%
Bulgaria 139 9 148 380,281 23 0 0 0% 0%
Croatia 62 19 82 250,800 13 0 0 0% 0%
Cyprus 59 10 69 114,307 5 0 0 0% 0%
Czech Rep 61 86 146 244,400 13 0 7 0% 54%
Denmark 97 7 104 112,500 5 0 0 0% 0%
Estonia 84 15 99 142,800 9 0 0 0% 0%
Finland 38 72 110 194,500 9 0 1 0% 11%
France 80 40 120 1,495,990 70 0 2 0% 3%
Germany 173 35 208 1,327,500 55 22 0 40% 0%
Greece 93 18 111 423,000 17 0 0 0% 0%
Holland 44 59 103 347,000 15 0 0 0% 0%
Hungary 28 53 81 391,600 20 0 0 0% 0%
Ireland 92 18 110 208,000 2 0 0 0% 0%
Italy 41 68 109 871,850 50 0 0 0% 0%
Latvia 64 30 94 190,951 12 0 0 0% 0%
Lithuania 88 12 100 212,000 11 0 0 0% 0%
Luxembourg 86 71 157 50,000 2 0 0 0% 0%
Malta 83 10 93 58,000 3 0 0 0% 0%
Poland 110 21 131 616,800 31 0 0 0% 0%
Portugal 55 22 77 473,000 19 0 0 0% 0%
Romania 61 51 112 657,600 36 0 0 0% 0%
Slovakia 91 15 106 246,916 15 0 0 0% 0%
Slovenia 84 8 92 222,500 9 0 0 0% 0%
Spain 86 62 148 1,535,537 69 20 4 29% 6%
Sweden 38 62 100 379,500 16 0 0 0% 0%
UK 83 36 119 722,094 27 0 0 0% 0%
Grand Total 83 41 124 12,468,426 580 42 14 7% 2%
EC benchmark 180 90 270
comm_aar_2016_draft Page 73 of 76
ANNEX 14: Specific annexes related to "Cost benefit analysis"
procurement Staff costs Other costs
Total costs
Payments made or value of
procurement & grants contracted
or value of controlled
transactions
% total costs / payments
made or grants
contracted or controlled
transactions
Benefit of controls
net cost or benefit (Total costs - Benefit
of controls)
% net costs or benefit /
payments made or grants contracted or
controlled transactions
procurement total costs 8,284,169 0 8,284,169 100,135,736 8.3%
542,040 7,742,129 7.7%
ex ante pre-contractual checks 2,416,037 0 2,416,037 88,509,338 2.7%
0 2,416,037 2.7%
ex ante financial and operational
management 5,523,515 0 5,523,515 100,135,736 5.5%
542,040 4,981,476 5.0%
ex post control of financial
transactions 344,617 0 344,617 31,821,111 1.1%
0 344,617 1.1%
grants
grant total costs 919,438 0 919,438 12,281,987 7.5%
139,651 779,787 6.3%
ex ante pre-contractual checks 557,444 0 557,444 14,395,359 3.9%
0 557,444 3.9%
ex ante financial and operational
management 293,279 0 293,279 12,281,987 2.4%
139,651 153,628 1.3%
ex post control of financial
transactions 68,715 0 68,715 1,007,185 6.8%
0 68,715 6.8%
all
all total costs 9,203,607 0 9,203,607 112,417,723 8.2%
681,691 8,521,917 7.6%
ex ante pre-contractual checks 2,973,481 0 2,973,481 102,904,697 2.9%
0 2,973,481 2.9%
ex ante financial and operational
management 5,816,794 0 5,816,794 112,417,723 5.2%
681,691 5,135,103 4.6%
ex post control of financial
transactions 413,332 0 413,332 32,828,296 1.3%
0 413,332 1.3%
comm_aar_2016_draft Page 74 of 76
Benefit from controls
procurement grants total
* Recovery orders: 542,040 139,651 681,691
* Credit notes with beneficiary, documentation and procedural related errors and financial errors in claim 0 N/A 0
* Non eligible amount for grants N/A 0 0
total 542,040 139,651 681,691
* Source: DG BUDG (ABAC recovery context)
Number of transactions processed 26,341
payments 20,384
commitments 5,630
recovery orders 327
average cost per transaction in terms of authorised payments 221
Corrective capacity DG COMM in 2015 0.61%
corrections 681,691
payments made 112,417,723
comm_aar_2016_draft Page 75 of 76
ANNEX 15: Specific annexes related to "Budget implementation tasks entrusted to others DGs and entities"
DG subdelegated Budget Line and Activities PurposeCommitment
Appropriations Commitments Payments RAL 2016
Conclusion for the
Declaration of assurance
DIGIT 16.010211.00.05
Other Management
expenditures
Migration of DG COMM sites to the
"Next EUROPA" platform;
Memorandum of Understanding
COMM–586-00
519,867.33 519,867.33 519,867.33 0.00
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
OIL 16.010303
Buildings and related
expenditure: Commission
Representations
Annual charges for the EU HOUSE
security guards' services in
Luxembourg492,000.00 492,000.00 0.00 492,000.00
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
AGRI 16.016000
Purchase of Information
To provide information on
agriculture and rural development 0.00 0.00 0.00
N/A
Legal Service 16.016000
Purchase of Information
The cost of subscriptions, access
to electronic information services
and external databases, as well as
training and support required for
accessing this information.
62,000.00 61,104.50 40,068.52 31,153.10
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
OIB 16.010303
Buildings and related
expenditure: Commission
Representations
Office space and services for the
Representation in Brussels364,300.00 364,300.00 392,478.14 70,015.67
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
16.030203
Online and written
communication and
communication tools
Translation services under
Addendum No1 to the SLA
between COMM and DGT, Annex 8B 5,900.01 4,324.27 3,064.62 1,259.65
16.030204
General Report and other
publications
Translation services under
Addendum No1 to the SLA
between COMM and DGT, Annex 8B 0.00 0.00 0.00 0.00
CNECT
16.010402
Support expenditure for
communication actions
Support the multimedia actions of
DG CNECT0.00 0.00 125,000.00 0.00
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
COMP
16 03 02 04
General report and other
publications
Publication of reports, brochure
and folders of DG COMP12,018.49 8,975.24 11,400.07 3,043.25
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
DGT
The AOD states that the resourses have been used to
their intended purpose and in accordance with the
principles of sound financial management. No
reservations to express.
comm_aar_2016_draft Page 76 of 76