Better representation of the EU: European Commission announces next steps in reform of its External Service

IP/02/987 - Brussels, 2 July 2002

Following a radical reform of the way the European Commission programmes and implements external assistance projects, it is now taking a further step to improve the way its staff are trained and managed to deliver the best possible service. One of the key changes already carried out, is the transfer of management responsibility for external assistance projects to a local level: 21 Commission Delegation offices in third countries have already taken over management of projects, and by the end of the year the figure will be nearly 50. To support this process the Commission has today approved a Memorandum proposing a new single department to manage Delegation staff, clearer definition of Delegation responsibilities, and a new career structure for those who will now serve in third countries to ensure speedier and more efficient delivery of EU assistance, and to perform a growing role under the evolving CFSP.

Presenting the Memorandum to the Commission on the Administrative reform of the Unified External Service, Commissioner for External Relations Chris Patten said:

"Two years ago we launched an ambitious reform to overhaul the management of external assistance programmes. Those reforms are already bearing fruit. Today's changes will underpin these reforms by ensuring that the Commission of the future will have staff well prepared to take on the task of managing assistance on the ground, but who remain well integrated into the activities of the teams back in Brussels. The EU is already the most generous donor of financial assistance in the world: I want it to be the most effective as well. Our delegations these days also have diplomatic functions, and their political reports are of growing importance. Our staff need to be selected and trained to meet the changing demands of the Common Foreign and Security Policy".

The Memorandum proposes three key changes:

 

• Clearer rules and responsibilities for Delegations, and procedures for evaluation, audit and control of Delegations
• More active career management for staff who will increasingly serve part of their working lives away from Brussels in third countries.
• Complete unification of the External Service, bringing Delegation staff under a single department

As the role of Commission Delegation offices grows, it is necessary to expand the diplomatic and technical expertise of External Service staff. In future all A grade officials in the External Relations DGs will be expected to spend periods of their career serving in third countries. The existing obligation to take a posting abroad after six years' service will be strengthened, so that work away from Brussels is seen as a central part of the typical career path.

The objective is to create a body of public servants who are completely integrated into the Brussels headquarters, but fully equipped to take on the growing responsibilities of Commission Delegation teams in the field. The changes approved today should reinforce the links at all levels between the Delegations and the centre.

They are also designed to further develop a culture of diplomatic service, notably by strengthening the Commission's Delegations support function for the High Representative for the CFSP and by streamlining rules for CFSP co-ordination in third countries with other EU institutions and Member States.

The changes envisaged have implications for training and recruitment. With the greater responsibilities that come with Deconcentration, the Heads of Delegation will have to manage substantial financial resources and much larger teams. Appointments will take account of these changes in their role. All officials will now receive personalised preparation for departure to a Delegation. The more regular turnover of staff between Brussels and the Delegations brings with it a greater need for multi-skilling, and this will be reflected in training plans.

The fulfilment of Delegations' new responsibilities will be rigorously monitored. There will be separate checks on all their activities: financial audits, audits and inspections of the project cycle management processes, and assessment of the Delegations' overall performance.

A single manual of procedures for Delegations will be prepared by December 2002

Background

The reforms launched in May 2000 were based on the following key elements:

• A better match between programming of assistance and political priorities, through the development of Country and Regional Strategy Papers. So far over 110 Country Strategy Papers have been prepared and agreed with the Council.A more coherent approach to delivery of projects, with the whole project cycle managed by a single new entity: EuropeAid Co-operation Office . Since then, old and unspent commitments have been halved.
   
• Management of these projects at a more local level, through 'deconcentration' of responsibilities to the European Commission's Delegation offices. By the end of this year, all delegations in Europe, Central Asia, the Mediterranean, Asia and Latin America will be working with this new role.

See also: External assistance reform- Commission completes overhaul of legal bases with new proposal for Asia and Latin America programmes 02/07/02