Externalisation Policy at the European Commission Hans-Georg Gerstenlauer DG Personal and Administration 7. Februar 2006 in Wien

Reform of the European Commission The four principles of the reform: Clearer responsibility Strengthened accountability Higher efficiency Public and Internal Transparency Greater personal responsibility at all levels of the Commission was – among other things – achieved through the process of externalisation.

Creation of Offices Guidelines for a policy of externalisation, SEC (1999) 2051/7 Reforming the Commission, COM(2000) 200 A new type of office for managing support and administrative tasks at the European Commission, COM (2002) 264 Offices: Administrative entities aimed at providing support for the activities of COM departments or other COM Institutions Creation of PMO, OIB and OIL (out of DG ADMIN)

Underlying Ideas Need to find greater rationality in the allocation of responsibilities Concentration of a DG‘s core activity Challenges for DG ADMIN: Demarcation line between decision making powers and the offices‘ executory role Enable DG ADMIN to focus on and provide a high quality of services in the area of personnel policy, ICT, security and as guardian of the Staff Regulations

Better Quality and increased Efficiency Advantages of externalisation: Services become more visible, notably in the management of social welfare infrastructure and logistics Decentralisation of responsibilities through definition of terms of reference and the full integration of and control over the resources and budget of each of the proposed offices Activities of offices are more clearly focused

Potential Savings Savings are expected through Impact of increased efficiency Use of Contract Agents (up tp 75%) in accordance with Staff Regulations Economies of scale from an improved inter-institutional approach: COM offices represent a first step in a possible transition to inter-institutional offices

More Independance for each Office Distinction of responsibilities Director is responsible for current management Board (chaired by the DG) decides on the implementation of the work programme and controls the functionning of the Office Commission exercises the political responsibility More management independance for each Office through the allocation of all necessary resources (human, financial, ICT, etc)

Control and Audit System Office Director has to provide the same formal declaration as a Director General or Head of Service concerning good management The Director‘s responsibility comprises the establishment of adequate internal control mechanisms and audit capability The Commission‘s Internal Audit Service remained competent OLAF has all access rights to the new offices

The Case of EPSO Creating inter-institutional Offices is a joint decision by the Institutions concerned They are designed to carry out task that are common to several or all Institutions Avantage is the accumulation of know-how, economies of scale and of a coherent practice throughout the Institutions The inter-institutional Office is headed by a Director and controled by a management board; it adopts ist own rules on staff policy

Future of DG ADMIN The creation of the offices attached to DG ADMIN is meant to enable the DG to concentrate on its core activities. Implementation of rules as well as monitoring is the task of each DG under the policy of decentralisation, and of the Offices. PMO, OIB and OIL are the response to the need to constantly improve the service provided, while making savings in terms of human and financial resources.

Externalisation Policy at the EC Vielen Dank für Ihre Aufmerksamkeit! hans-georg.gerstenlauer@cec.eu.int Tel.: 0032 – 2 – 2984058