programming documents 2018-2021 - europa

Management Board meeting 12 December 2017

Programming Documents 2018-2021

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Timeline, structure & content

Key trends & resources outlook

Highlights by strategic objective

PRESENTATION SUMMARY

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TIMELINE

December 2017:

Adoption of FINAL Programming Document 2018-2020

Adoption of Budget 2018

Adoption of DRAFT Programming Document 2019-2021

January 2018:

Programming Documents sent to Institutions (Council, EC, EP)

December 2018:


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STRUCTURE & CONTENT 1/3

Alignment with the Strategy 2020 but adapted to budget constraints

Strengthened results-based approach

Addressed Commission opinion:

Resources outlook

New Appendix D: Project list per SO and expected result, timelines, resources, milestones, aimed benefits, linked projects

Annex III. Human resources 2018-2020 — quantitative: Establishment Plan updated

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Structure updated, while maintaining the template: Intermediate impact and outcome indicators moved from

multiannual plan section to a new Appendix C

Content updated

Addition to new Appendix C: Internal Control Framework indicators (COSO)

Annex VII - Evaluations: Evaluations framework described and Intervention Logic scheme introduced

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Final PD 2018-2020 Draft PD 2019-2021

Foreword – Mission statement – General Context

Multi-annual programming 2018-2021

Final WP 2018 Detailed Budget 2018 Appendices A, B, C, D Annexes I, II, III, IX Annexes IV, V, VI, VII, VIII, X

Foreword – Mission statement – General Context

Multi-annual programming 2018-2021

Draft WP 2019 N/A Appendices A, B, C, D Annexes I, II, III, IX Annexes IV, V, VI, VII, VIII, X


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TRENDS OUTLINED IN MULTIANNUAL PLAN 2018-2021

1. Increased workload and new tasks linked to certain core activities in general risk assessment and evaluation of regulated products (SO1) and in preparedness (SO4)

2. Resources constraints – stable budget, reduced establishment plan, staff costs increase

3. Negative priorities, impacting mainly developing activities under preparedness & methodological development (SO4), cooperation (SO3) and evidence management (SO2)

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BUDGET & RESOURCES EXPECTED EVOLUTION

39.40 40.50 42.30 43.62 44.86 46.28 47.91 53.49

11.80 9.70 8.60 9.60 9.80 9.60 9.30

9.30

28.20 29.30 28.30 25.98 25.04 26.42 25.09 19.51

439 442 449 450 446 446 446 446

0

50

100

150

200

250

300

350

400

450

500

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

2015 2016 2017 2018 2019 2020 2021 2025

TotalbudgetT3

T2

T1

FTEs

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2018-2021 CAPACITY AND RESOURCE OUTLOOK

•11

New tasks: pesticides/EDs, novel foods, plant health (26 FTE) Increased complexity +2%/year (22 FTE) Increased transparency & engagement (22 FTE)

+4.6% occupancy rate (17 FTEs) Efficiencies: MATRIX, STEP 2018, Missions/travel...(43 FTE) Reduction of establishment plan 2014-2018 (-36 FTE)

Average shortfall, to address via: New resources Additional efficiencies Flexible resource management Negative priorities: slow down pace of strategic development

INCREA

SE

D

DEM

AN

D

INCREA

SE

D

CAPA

CIT

Y

CAPA

CIT

Y BALA

NCE

-46

+24

-70

average

Value of demand vs capacity FTEs shortfall

TOTA

L -4M Value of Title III reduction -3M

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BUDGET EXPECTED EVOLUTION

41.8 43.5 44.7 46.2 47.8

4.9 5.3 5.3 5.4 5.1

1.1 1.2 1.5 1.5 1.1 8.4 8.9 8.7

9.2 8.8 1.0

.8 .8 .9 .9

.1 .1 .1

.1 .1

2.0 3.5 3.4

3.4 3.3

1.4 1.2 1.2

1.6 1.1

1.1 1.1 .7

.7 .7 7.9

5.9 5.9 5.9 5.9

9.5 7.6 7.3 7.5 7.5

.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

2017initial plan

2018 2019 2020 2021

BUDGET COST GROUPS G&P

MEETINGS

EVENTS

COMMS

LOGISTICS

GOVERNANCE

CONSULTING

IT

OFFICE

BUILDING

STAFF

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HUMAN RESOURCES EXPECTED EVOLUTION

HUMAN RESOURCES

2017 2018 2019 2020 2021

BUDGET REQUEST

DRAFT BUDGET REQUEST




Establishment plan posts: AD 227 218 219 220 220

Establishment plan posts: AST 96 101 100 99 99 Total establishment plan posts

323 319 319 319 319

Contract agents 125 125 125 125 125

SNEs 15 15 15 15 15

TOTAL STAFF 463 459 459 459 459

• Establishment plan realigned • Assume continuity of 10 short term contract agents • Control occupancy rate at 98%

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RESOURCES ALLOCATION PER STRATEGIC OBJECTIVE

0%10%20%30%40%50%60%70%80%90%

100%

EXECUTED 2017 BUDGET 2018 DRAFT BUDGET2019

DRAFT BUDGET2020

DRAFT BUDGET2021

Planned evolution of budget allocation by strategic objective

SO5

SO4

SO3

SO2

SO1

0%10%20%30%40%50%60%70%80%90%

100%

EXECUTED 2017 PLAN 2018 FORECAST 2019 FORECAST 2020 FORECAST 2021

Planned evolution of FTEs allocation by strategic objective

SO5

SO4

SO3

SO2

SO1

SO1

SO2

SO3

SO4 SO5

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MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS Prioritise public and stakeholder engagement in the process of scientific assessment

SO1

Increased workload and new tasks linked to certain core activities: General risk assessment: Plant health (plant pests categorisation,

horizon scanning and surveillance, high risk plants) Evaluation of Regulated products: Pesticides, Nutrition (novel foods),

Feed additives, GMO, Food Contact materials (FCM)

MATRIX: Dossier structure and e-submission, Workflows, Communication, in PRAS, GMO and FEED

TERA: definition of commercially sensitiveness of data, external peer review concept, flash summaries of Panel decisions available

Social media: expand to corporate communication on EFSA’s priorities, brand ambassador, target group audiences

Impact: Increased

satisfaction of stakeholders

regarding EFSA’s scientific outputs

and the scientific assessment

process and

communication tools and materials

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MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS SO2

Widen EFSA’s evidence base and optimise access to its data

Efficient cooperation with Member States on the data collections that underpin EFSA’s scientific advice and the annual EU summary reports

Intensify collaboration with Member States to encourage the publication of their data on EFSA’s data hub.

Scientific Data Warehouse will be broadened to: bioinformatics (molecular typing data from whole genome

sequencing), structured data from regulated product applications

Open ScAIE/Knowledge junction platform growing: provides scientific evidence and supporting materials used in food and feed safety risk assessments

Data DOI project: Interface between EFSA and EU Open Data and IPCheM Portal in place

Impact: Increased


regarding EFSA’s

evidence management

services and

fostered innovative

reuse of data

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Build the EU’s scientific assessment capacity and knowledge community At organisational level

Implementation of common EU risk assessment agenda priorities and new IT tool for managing the Art 36 List

Identification and take-up of research priorities and enlarging funding sources/mechanisms

International cooperation - new pre-accession project, multilateral cooperation methodological harmonisation and risk communication

At individual level Expertise management programme: panel renewal, competency

library for staff and experts, competency management standardised, enabling strategic workforce planning for experts and staff

EUFORA second cycle, training initiatives in crisis preparedness Using innovative ways

Artificial intelligence approaches: pilot on cognitive computing and exploring collaboration and possible joint funding with sister agencies and the European Commission

Impact: 1. Increased

efficiency at EU and international

level. 2. Increased

satisfaction of partners regarding

to the building and sharing of

risk assessment capacity

and a knowledge

community at organisational and

individual level.

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Prepare for future risk assessment challenges Guidance Cross cutting guidance (TTC, chemical mixtures, substances in

nano-form), Cumulative RA (RIVM), Bee health (ANSES), Environmental RA Preparedness Crisis preparedness, tracing methodologies Plant health - horizon scanning & surveillance of new plant pest

outbreaks New methodological capabilities New methodologies of RA and surveillance: WGS,

metagenomics, QPS, AMR Animal health on risk profiling of vector-borne diseases and on

animal welfare indicators for farmed animals.

Impact: 1. Increased

effectiveness of

preparedness and response.

2. Increased


regarding EFSA’s

preparedness, methodologies

and response

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Create an environment and culture that reflects EFSA’s values

Accountability policy, based on four pillars: Governance and decision-making, completed with science governance; Results-based management enhanced, KPIs defined & streamlined, automated

reporting; Revamped assurance management, implemented; Quality and continuous improvement with efficiency framework implemented in

2018.

Expertise management programme - EFSA Academy, strategic approach to knowledge generation, exploitation and management

Cooperation and collaboration among staff, experts, networks and stakeholders, digitally enhanced for increased efficiency and with improved cybersecurity

Strategy 2025 and new MFF – environment scanning / scenario planning launched; 3rd Scientific conference;

external evaluation finalised;

Impact: 1. Sound

operational performance

2. Efficiency

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TIMELINE

December 2017:


Adoption of Budget 2018

Adoption of DRAFT Programming Document 2019-2021

January 2018:

Programming Documents sent to Institutions (Council, EC, EP)

December 2018:
