Communications Networks, Content and Technology
European Commission Directorate General

Support to operations, compliance and management in the Net Futures Directorate

Support to operations, compliance and management in the Net Futures Directorate

Goal

We aim to provide a high-quality, prompt and adequate level of support/advice to all the Directorate's operations, whilst respecting the segregation of duties between operational services and financial actors.We aim to ensure a consistent application of rules and procedures within the Directorate, in compliance with the legal environment in force.We seek to foster a better learning culture and knowledge sharing across the Directorate. All actions are carried out in close cooperation with the operational units and the relevant central units and in service of the work that needs to happen in the operational units.

Action

To support the Directorate's operations, management, planning/reporting and cross-Directorate co-operation.The Administration and Finance Unit ("AFU")'s role in this priority includes a wide set of support actions, in particular:

  • Directorate planning and reporting, including for budget issues and administrative expenditure;
  • support to and verification/authorisation of all Directorate operations concerning public procurement and studies;
  • internal control issues;
  • internal audit follow-up;
  • HR and staff engagement;
  • document management;
  • IT/web (content provisions and Directorate coordination);
  • ways of working together/knowledge-sharing, including running relevant Directorate E knowledge networks (Financial Assistants' Network, Communication Network, Document Management Network, Project Officers' Network).

Situation

Units at times work in silos, without the necessary cross-unit collaboration, which would lead to more efficient and effective implementation of work.Units do not sufficiently share knowledge and best practices, which would lead to more efficient and effective implementation of work and expertise development.Financial files are not always handled consistently between units and financial rules may at times be interpreted in a non-coherent manner, exposing the Commission to reputational risk.Tendering for studies are occasionally late implemented, potentially leading to non-optimal budget consumption.

Input

Full-Time Equivalent: 
People: 
4.00 full-time equivalent (FTE)
Other: 

Information:

  • Knowledge bases - CONNECTED (our intranet), iKnow (our on-line training tool), the Manual of Procedures, AGE (an internal Commission FAQ forum), iFlow (our IT tool for tracking financial transactions) checklists.
  • Available trainings/workshop, mainly under the lead of central units.
  • Knowledge networks, either Directorate specific (E financial assistants and E project officers), or under the lead of central units (Administration and Finance Units', Ex-Post Audit Correspondents', Financial Correspondents', Audit, Internal Control and Budgetary Committee meetings).
  • Team building initiatives (away days, E Book).
Administration & Finance (Unit E.5)
Outputs

Consistency in the handling/treatment of files

Timeframe: Ongoing

Indicators

2479

Set up and participation to regular meetings

Target Weekly AFU's team meetings - Bi-weekly AFU meetings - 6 yearly E knowledge networks per relevant area (financial assistants, project officers)(Ongoing)

Delivery of Directorate Management Report ("DMR") / Annual Activity Report ("AAR") and contribution to High Level Risk Assessment ("HLRA")

Timeframe: According to deadlines set out by management

Indicators

2481

Timely delivery of DMR / AAR and timely contribution for HLRA

Target Timely delivery of contribution(According to deadlines set out by management)

Early planning and timely implementation of studies and other procurement

Timeframe: Planning by October of year-1 - all tender specifications published by May - all contracts signed by end November

Indicators

2483

Timely planning by Operational Services

Target No budget lost due to late launch or late contracting(Planning by October of year-1)

Timely launch of tender specifications via the Central Finance Unit

Target No budget lost due to late launch or late contracting(All tender specifications published by May )

Timely issuance of contracts

Target No budget lost due to late launch or late contracting(All contracts signed by end November)

Human Resources

The Directorate makes full use of the human resources available to it to reach its objectives.

Timeframe: End 2013

Indicators

2487

Time for filling in vacancies

Target No post vacant for more than 3 months(End 2013)

Proper monitoring of operational budget planning and consumption

Timeframe: According to deadlines set out by management

Indicators

2489

Timely delivery of budget planning and no deviation

Target Full budget consumption and no deviation with forecast(According to deadlines set out by management)

Operational units (internal stakeholders) satisfied with AFU support

Timeframe: By end of 2013 and 2014

Indicators

2491

Staff satisfaction survey

Target 1 yearly survey(By end of 2013 and 2014)
Results/Impacts

High-quality, prompt and adequate level of support/advice

to all Directorate's operations in order to ensure efficient daily operations in compliance with legal environment and management's instructions

Timeframe: By end of 2013 and 2014

Indicators

2493

Directorate's contribution to DG CONNECT staff satisfaction survey

Target Survey conducted every year(By end of 2013 and 2014)

Link to DG CONNECT's Top Level Targets

  • DG CONNECT is a lean, modern, effective and efficient public administration
  • Helping DG CONNECT and our Directorate to meet their DAE and H2020 goals.