Annual Activity Report

Transcription

1 Ref. Ares(2015) /03/ Annual Activity Report DG COMMUNICATION

2 Table of Contents INTRODUCTION: 3 DG COMMUNICATION IN BRIEF... 3 THE YEAR 2014 IN BRIEF... 4 EXECUTIVE SUMMARY 8 KEY PERFORMANCE INDICATORS... 8 POLICY HIGHLIGHTS OF THE YEAR KEY CONCLUSIONS ON RESOURCE MANAGEMENT AND INTERNAL CONTROL EFFECTIVENESS (EXECUTIVE SUMMARY ON PART 2 AND 3) INFORMATION TO THE COMMISSIONER(S) POLICY ACHIEVEMENTS ACHIEVEMENT OF GENERAL AND SPECIFIC OBJECTIVES POLICY AREA COMMUNICATION: GENERAL OBJECTIVE 1 - TO CONTRIBUTE TO CITIZENS' UNDERSTANDING OF THE UNION, ITS HISTORY AND DIVERSITY, TO FOSTER EUROPEAN CITIZENSHIP AND TO IMPROVE CONDITIONS FOR CIVIC AND DEMOCRATIC PARTICIPATION AT UNION LEVEL POLICY AREA COMMUNICATION: GENERAL OBJECTIVE 2 - TO COMMUNICATE TO EU CITIZENS EU POLICIES BY LISTENING AND ENGAGING WITH CITIZENS TO ENABLE BETTER INFORMED COLLEGE DECISION MAKING BY FEEDING COUNTRY SPECIFIC INFORMATION AND ANALYSIS INTO THE POLICY MAKING PROCESS ABB ACTIVITY 16 02: SPECIFIC OBJECTIVE 1 - FOSTERING EUROPEAN CITIZENSHIP: TO RAISE AWARENESS OF REMEMBRANCE, THE COMMON HISTORY AND VALUES OF THE UNION AND THE UNION'S AIM, NAMELY TO PROMOTE PEACE, THE VALUES OF THE UNION AND THE WELL-BEING OF ITS PEOPLES, BY STIMULATING DEBATE, REFLECTION AND THE DEVELOPMENT OF NETWORKS ABB ACTIVITY 16 02: SPECIFIC OBJECTIVE 2 - FOSTERING EUROPEAN CITIZENSHIP: TO ENCOURAGE DEMOCRATIC AND CIVIC PARTICIPATION OF CITIZENS AT UNION LEVEL, BY DEVELOPING CITIZENS' UNDERSTANDING OF THE UNION POLICY MAKING-PROCESS AND PROMOTING OPPORTUNITIES FOR SOCIETAL AND INTERCULTURAL ENGAGEMENT AND VOLUNTEERING AT UNION LEVEL ABB ACTIVITY 16 03: SPECIFIC OBJECTIVE 1 - COMMUNICATION ACTIONS: TO ENSURE MEDIA COVERAGE OF THE COMMISSION THROUGH A PRO-ACTIVE MEDIA STRATEGY AND REACTIVE ENGAGEMENT WITH MEDIA ABB ACTIVITY 16 03: SPECIFIC OBJECTIVE 2 - COMMUNICATION ACTIONS: PROVIDING INFORMATION TO CITIZENS EXPLAINING THE DIRECT IMPACT OF EU POLICIES ON THEIR LIFE ABB ACTIVITY 16 03: SPECIFIC OBJECTIVE 3 - COMMUNICATION ACTIONS: PROVIDING CORPORATE COMMUNICATION AND IMPROVING FEEDBACK TO THE COMMISSION TROUGH INFORMATION ANALYSIS ABB ACTIVITY 16 03: SPECIFIC OBJECTIVE 4 - COMMUNICATION ACTIONS: TO IMPLEMENT CORPORATE COMMUNICATION UNDER THE MULTIANNUAL FINANCIAL FRAMEWORK (MFF) EXAMPLE OF EU-ADDED VALUE AND RESULTS/IMPACTS OF PROJECTS OR PROGRAMME FINANCED ECONOMY AND EFFICIENCY OF SPENDING AND NON-SPENDING ACTIVITIES EXAMPLE EXAMPLE MANAGEMENT OF RESOURCES 43 DG COMM BUDGET 2014 IN BRIEF DG COMM HUMAN RESOURCES 2014 IN BRIEF MANAGEMENT OF HUMAN AND FINANCIAL RESOURCES BY DG COMMUNICATION BUDGET IMPLEMENTATION TASKS ENTRUSTED TO OTHER DGS AND ENTITIES ASSESSMENT OF AUDIT RESULTS AND FOLLOW UP OF AUDIT RECOMMENDATIONS ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS MANAGEMENT ASSURANCE REVIEW OF THE ELEMENTS SUPPORTING ASSURANCE OVERALL CONCLUSION ON ASSURANCE AND RESERVATIONS DECLARATION OF ASSURANCE 70 2 comm_aar_2014_final

3 INTRODUCTION: DG Communication in brief November / December 2014: DG Communication as a Presidential Service As defined in the Working Methods of the Juncker Commission, adopted on 11 November 2014 as C(2014)9004, communication can only be successful if the Commission speaks with one voice, reflecting the principle of collegiality. In the Juncker Commission, communication has become a presidential service. To be effective, presidential communication activities have to balance three elements: Political communication to pro-actively set the agenda while ensuring a reactive response capacity, from Brussels and via localised messages (announcement and event driven, so short-term). On 1 November 2014, the new, streamlined Spokesperson s Service (SPP) was up and running, now being an integral part of DG Communication (DG COMM) placed under the authority of the President. The new SPP is designed to support the President and Commissioners so they can communicate effectively in the media and with citizens, more generally. Corporate communication to sustain the key political messages engaging with European citizens while enhancing the corporate image (branding) of the Commission (so medium/long-term). DG Communication. as a presidential service and as detailed in Annex 5 of the Working Methods, provides a number of services to the Commission and Cabinets to strengthen the Commission s communication activities: daily press reviews and media analysis, AV studios for live and recorded messages, support for digital communication including social media and political reporting of the Representations on developments in Member States. Stakeholder communication (MFF linked, so medium-term). The information and communication units of the line DGs are key partners of DG COMM, which chairs the External Communication Network, with the aim of ensuring compliance with internal control standard 12 1 and of facilitating exchange on external communication matters. The Political Guidelines for the next European Commission 2, the Working Methods of the Commission and the Commission Work Programme 2015 (CWP 2015), operationalise the approach-based on Project Teams and focus the Commission on delivering on the ten political priorities. The ten political priorities are the Commission's communication priorities. Linked to the reorganisation of the Commission under President Juncker, DG COMM was re-focussed on its core communication priorities, ensuring between 1 November 2014 and 31 December 2014 business continuity as regards the dossiers which were /07/2015; 3 C(2014) /11/ comm_aar_2014_final

4 transferred on 1 January 2015 with the respective resources to DGs CNECT (part of multimedia action budget line covering Euronews and Euranet Plus), DG HOME (Europe for Citizens Programme (EfC), mainly implemented via the Education, Audiovisual and Culture Executive Agency) and DG EAC (Pilot Project New Narrative). The year 2014 in brief January to December 2014 The Commissioners are the best communicators for the Commission. The Commission s communication needs coherence if it is to be effective. In this respect DG COMM plays a key role as a corporate communication service provider and as a horizontal DG. That is why the mission statement of DG COMM reads: DG COMM s communication professionals are at the service of the College and the line DGs, providing strategic advice and communications expertise as well as the tools for two way communication, sharing and explaining what the EU does as a whole and what the impact of EU policy making is on the everyday life of its citizens. It is about communicating the College s 10 political priorities, its key political messages: it is "about the wood, not only about the individual trees. Key developments in the reporting period between January and December 2014 were: 1) Political Dimension President Juncker invited all Commissioners in their mission letters to play an active role at political level in the Member States and asked them to speak regularly to the media and to pursue a dialogue with citizens. Since November 2014, Commissioners report every week in the Press room and frequently appear in the media focusing on the Commission s 10 political priorities. The reform of the Spokesman s Service, the structure of which has been geared to the organisation of the Commission s work around priority projects coordinated by the Vice Presidents, substantially contributes to improving the service provided to the thousands of journalists accredited with the European Institutions. 2) Adopting a corporate approach at European level As an Institution the Commission has to be consistent in what we say, how we say it and when we say it. This goes not just for DG COMM but also for the InfoComm Units within each DG. Building upon the success of the single visual identity (introduced in 2012), DG COMM has been leading a corporate approach to better communicate on 4 comm_aar_2014_final

5 key overarching policy messages, looking beyond individual portfolios to collectively communicate on issues of importance to the institution: Consistency: in spring 2014, DG COMM Headquarters (HQ) and the Spokespersons' Service (SPP) ensured that the revised internal control standards substantially changed for external communication, aligning DGs communication strategies with the Commission s corporate communication priorities. In view of the 10 priorities presented by President Juncker in July 2014 and detailed in the CPW 2015, DGs are now obliged to supply regular information on both the content of communication actions and the associated budgets. Furthermore, a contract was signed in June 2014 for a corporate pilot campaign, operationalising for the first time a pooling of financial resources from different programmes (see SEC(2013)486) to implement corporate communication actions). Common Challenges and Flexibility: In the context of the Management Plan exercise 2015, peer reviews were held with all line DGs on their individual communication plans (annex 5 of the Management Plan). Those peer reviews received from all but one DG positive feedback, leading to a general request for common benchmarks of communication activities. As a complement to this process, a general objective was defined that is applicable to the whole communications family across all DGs, all DGs contributing to improving the EU s image as a joint key performance indicator (KPI). Simplicity: since spring 2013, the Commission s web presence is being rationalised, demonstrating that sometimes "less is better". This major digital transformation project was agreed at Director-Generals level and is under way reducing the number of sites and pages on Europa, making it simpler, more user-friendly and efficient. The revised web presence of the new College went live on 1 November 2014, setting an example of what the final product will look like by ) Tailored communication Adapting the message locally Representations in the Member States are our "eyes and ears" on the ground, speaking the language and understanding the local context. The Juncker Commission being more political than its predecessors, this change needs to be reflected in the way in which the Representations report to Headquarters (HQ) on political and economic developments in the Member States. Building economic expertise: Economic analysis and reporting in the context of the European Semester is well under way in all Representations (REPs) and the recruitment process to fill the additional 28 Economic Semester Officers posts DG COMM received in the 2014 budget allocation is successfully completed for the majority of these posts. Outreach and political reporting focused on the run-up to the elections to the European Parliament in May 2014 and the transition period in summer / autumn 2014, providing sound, country specific analysis and up to date messaging, whilst the reporting tool is being further developed to adapt to changing needs for more exclusive intelligence reports on the one hand and for making more widely available the country profiles on the other hand. 5 comm_aar_2014_final

6 4) Engagement Reaching citizens at individual level As outlined in the Commission Work Programme 2015, the College wants to reach out beyond the Brussels base across the EU to rebuild confidence and regain the trust of the EU citizens. o Citizens' Dialogues: Headquarters and Representations conceptualised and organised 51 4 Dialogues in 2013/14 in which the President and most members of the College participated. These Dialogues combine the advantages of a faceto-face event with the direct interaction / exchange between Commissioners and citizens with reaching out in a Pan-European debate via social media. The series culminated in a Pan-European Dialogue held in end March 2014 in Brussels on the day of the adoption of the Report Citizens' Dialogues as a contribution to developing a European Public Space" 5. In his mission letters to all Commissioners, President Juncker underlined the importance of pursuing such dialogues and the first Citizens Dialogue of the next series was prepared (Starting in Riga, 8 January 2015). Europe Direct: 2014 saw an ever increasing number of citizens queries by phone/sms/mail increase in the requests and queries addressed to the Europe Direct Call Centre. Visitors Centre: The Visitors' Centre located in the Charlemagne Building regularly welcomes visitors groups in state of the art facilities as close as possible to the Commissions decision making in Berlaymont. 5) Management challenges On the management side, the budget cuts (decided by the European Council in 2013 in the context of the Multiannual Financial Framework (MFF) negotiations) had to be implemented. For DG COMM, this translated into identifying how to implement budget cuts for the 2014 budget in the most cost-effective way, notably the cuts for the activity Communications Actions (Institutional Prerogatives) and the Europe for Citizens programme. In addition to the annual staff cuts of 1% over a 5-year-period, the implementation of these budget cuts constitutes a considerable management challenge, in particular as regards internal communication (with staff), in the interinstitutional context 6 and in external communication (with stakeholders). However, the budget cuts also were an opportunity to better focus scarce resources on the most cost-effective actions. As regards the revised organisational structure of the SPP and support communication services for the transition period, DG COMM put the necessary processes in place to ensure a successful launch of the new Commission and of the new SPP as of Day one 4 49 in the Member States, 1 online, 1 pan-european For example termination of Management Partnerships as of the 2014 budget. 6 comm_aar_2014_final

7 of the Juncker Commission and the various teams provided their expertise to ensure quality communication products and services for the transition and start-up period of the new Commission (see Annex 13) whilst in parallel ensuring full service for the outgoing Commission. Concerning budget execution for 2014 (one of DG COMM s Key Performance Indicators (KPI)) the execution rate on 31 December 2014, the implementation rate of commitment appropriations was 98,37%, as for the payment appropriations, the implementation rate on 31 December 2014 was 99,94%. As a follow-up to the participatory process triggered by the 2013 Reflection Day, a Staff Engagement Team (chaired by the Resources Director) was created which merges various existing working in the fields of wellbeing, talent management, equal opportunities and the Hosting Team (practitioners of participatory leadership). A further activity triggered by the 2013 Reflection Day is the analysis and work that has gone into developing a basis for performance measurement of communication actions. 7 comm_aar_2014_final

8 EXECUTIVE SUMMARY The Annual Activity Report is a management report of the Director-General of DG Communication to the College of Commissioners 7. It is the main instrument of management accountability within the Commission and constitutes the basis on which the Commission takes its responsibility for the management of resources by reference to the objectives set in the Management Plan and the efficiency and effectiveness of internal control systems, including an overall assessment of the costs and benefits of controls. Key Performance Indicators For 2014, DG COMM identified the following 5 Key Performance Indicators (KPI) for the ABM/SPP reporting: 1. European for Citizens (EfC) programme: Percentage of EU citizens feeling European (EfC programme: impact indicator of the general objective 1): o As compared to the 2 nd semester 2013 (possible Nobel Prize effect) when 59% of EU citizens polled felt either "definitely" or to some extent European, in autumn 2014, polled Europeans say that they feel either "definitely" or to some extended European increased to 63%. o To be noted that there is no mono-causality, but that DG COMM activities contribute, among many other (political and economic) factors, to the polling result of EU citizens perceptions of the image of the EU. Result/Impact Indicator Trend Target (or milestone) Latest know results as per Annual Activity Report 2020 (2017) 2013: 59% of EU citizens say they now feel European (Source: Standard EurobarometerEB80 Autumn 2013) 2014: 63% of EU citizens say they now feel European (Source: Standard EurobarometerEB82 Autumn 2014) KPI 1 Percentage of EU citizens feeling European Stable 7 Article 66(9) of the Financial Regulation. 8 comm_aar_2014_final

9 2. EfC programme: Number of participants directly involved in the EfC programme 8 (results indicator of specific objectives 1 and 2 of Fostering European Citizenship activity) o As of 31 December, the number of participants directly involved was 1,100,000 Result/Impact Indicator Trend Target (or milestone) Latest know results as per Annual Activity Report KPI2: a) Number of 2013: participants directly 2014: : involved in the "Europe for Citizens" programme 2017: : : Percentage of EU citizens having a positive, neutral or negative image of the EU (impact indicator general objective 2) o Whilst the neutral replies to this Eurobarometer question decreased from 39% since the 2 nd semester 2013 to 37% in the autumn 2014, the positive replies increased in the same period from 31 to 39%. o To be noted again that there is no mono-causality, but that DG COMM activities contribute, among many other (political and economic) factors, to the polling result of EU citizens perceptions of the image of the EU. Result/Impact Indicator Trend Milestone/Target Latest know results as per Annual Activity Report 2017/2020 KPI 3 Percentage of EU citizens having a positive, neutral or negative image of the EU : To contribute to improving and maintaining a positive image of the EU in the media and among citizens 32% 2020: Positive image of the EU 50% 2013: 31% (Source: Standard EurobarometerEB80 Autumn 2013) 2014: 39% (Source: Standard EurobarometerEB82 Autumn 2014) 8 The indicator Number of first applicants was defined in the MP2014 but changed back to the indicator defined in the legal basis as per request of DG BUDG. 9 Source: Standard Eurobarometer. 9 comm_aar_2014_final

10 4. Total Number of visits to EUROPA website, i.e. interinstitutional and Commission domains including Representations and RAPID websites (results indicator of specific objective 2 of Communication Actions activity) o As of 31 December 2014, the total number of visits to the EUROPA website was 475 million (as a baseline for comparison: the 2014 target of 450 million visits was surpassed with an actual number of 25 million visits in 2014). Result/Impact Indicator Trend Milestone/Target Latest know results as per Annual Activity Report KPI 4: Total number of visits to EUROPA website (interinstitutiona l and Commission domains including the REPs and RAPID websites) Targer(or milestone) Latest know results as per AAR Million EUR\Year Milestone/Target Latest know results as per AAR Budget execution by commitments with respect to annual forecast (result indicator of specific objective 1 of Administrative support ) o For 2014, DG COMM achieved a commitment execution rate of 98,37%, so in line with its target of close to 100. Result/Impact Indicator Trend Target (or milestone) Latest know results as per Annual Activity Report KPI 5: Budget execution by commitments with respect to the annual forecast 2010: x 2012: x 2013: Close to 100% 2014: Close to 100% 2010: x 2012: 99,50% 2013: 99,82% 2014: 98,37 % 10 comm_aar_2014_final

11 Policy highlights of the year As highlighted in the impact assessment, the Europe for Citizens programme is one of the instruments to link the democratic principles of article TEU with a broad range of EU policies, with transnational projects embedded in the local and regional levels. The ex-post evaluation of the Europe for Citizens programme has been launched and will be concluded in Concerning ABB-Activity Fostering European Citizenship, implementation of the current Europe for Citizens Programme is on track (despite the delayed adoption only in April 2014), thereby contributing: o Under the "European remembrance" (Strand 1), to supporting activities that encourage reflection on European cultural diversity and on common values in the broadest sense; this included initiatives to reflect on the causes of totalitarian regimes in Europe's modern history and to commemorate the victims of their crimes, as well as activities concerning other defining moments and reference points in recent European history, giving preference to actions which encourage tolerance, mutual understanding, intercultural dialogue and reconciliation as a means of moving beyond the past and building the future, in particular with a view to reaching the younger generation. o Under the "Democratic engagement and civic participation" (Strand 2), to supporting activities enhancing civic participation in the broadest sense, and focused in particular on structuring methods to ensure that funded activities have a lasting effect. This strand also covered projects and initiatives that develop opportunities for mutual understanding, intercultural dialogue, solidarity, societal engagement and volunteering at Union level. The aim is to increase the citizens democratic participation in political and economic decision-making. The implementation of the above funding actions is delegated to the Education, Audiovisual and Culture Executive Agency (EACEA). The overall intervention logic of the programme is synthesised in the following diagram, representing the causal links between: the outputs (the production of the European Commission) on the left; the results on target groups (here the civil society organisations, local authorities, think tanks and EU networks and umbrellas); the intermediary impacts on direct beneficiaries (here the participants to the various organised activities); and the final (long term) expected impacts on direct and indirect beneficiaries (here citizens at large), on the right. 10 OJ L /04/ comm_aar_2014_final

12 The intervention logic of the programme reflects the nature of programme which does not, unlike for example the Erasmus programmes, target specific groups of EU citizens (ex. student(s) directly, but which works on the basis of multiplayer effect through different "diameters" of influence via (1) Civil Society Organisation, (2) participants to (3) Citizens at large. The funded projects provide the Commission with feedback of citizens' expectations (Listen), encourage project leaders to issue recommendations to policy makers (Advise) and increases democratic participation at EU level (Engage). As regards ABB-Activity Communication Actions, implementation of the communication actions under the institutional prerogatives consisted of 4 specific objectives: Ensuring media coverage of the Commission through a pro-active media strategy and reactive engagement with media o Since November 2014, Commissioners report every week in the Press room and frequently appear in the media focusing on the Commission s 10 political priorities. o The reform of the Spokesperson s Service, the structure of which has been geared to the organisation of the Commission s work around priority projects coordinated by the Vice Presidents, substantially contributes to improving the service provided to the thousands of journalists accredited with the European Institutions. By way of example, the number of consultations of the Commission s online press releases tripled in November 2014 compares to the same observation period in 2013, and in December 2014 the average number of consultations was some 70% higher than in the previous year. o Based on the mid-term evaluation of information events organised for journalists by the European Journalism Centre (details see Annex 9, page 107), work has started in 2014 on the a new call for tender on 12 comm_aar_2014_final

13 public relations and outreach of multipliers, as a follow up to the existing contract, but allowing for a wider public relations scope and including social media. Providing information to citizens explaining the direct impact of EU policies on their life o Euronews 11, Euranet Plus and audio-visual products: User figures of Euronews and Euranet Plus remained more or less stable in 2014, the number of multimedia productions was with 146,094 in December 2014 already higher than the target set for 2020 (140,000) and news coverage via Europe by Satellite also exceeded its target, both in terms of number of videos produced ( produced in relation to a target of 14,000) and in terms of TV uptakes (80,091 uptakes in relation to a target of 40,000) o Europe Direct: 2014 saw an ever increasing number of citizens queries by phone/sms/mail increase in the requests and queries addressed to the Europe Direct Call Centre 12. EDIC events exceeded in numbers the target set at 3,750 by 850 events and in terms of participants satisfaction rate with the event (with 92% of participants agreeing that they feel better informed after the event, as compared to a target set for 2017 of 62%). o Outreach activities of the Representations: Representations closely cooperate on the ground with the European Parliament s Information Offices and authorities in the Member States. A horizontal evaluation of the Management Partnership scheme was completed in 2014; its main recommendations (details see Annex 9, page 107) have been incorporated in the partnership approach which was refocused on strategic and ad-hoc partnerships as of the 2014 budget. Providing corporate communication and improving feedback to the Commission though information analysis o The total number of visits to the EUROPA website by far exceeded any targets set for 2014, see KPI reporting on page 11. o The total number of visits to the Eurobarometer website in 2014 was 1,15 millions, thus already in 2014 exceeding the targets set for 2017 (1 million) and 2020 (1 million). o The number of visits to the Commission is increasing, the target set for 2014 at 1,500 surpassed with visits organised. o The digital transformation project is progressing, 50% of all webpages already cut (target for 2014 was 30%), whilst the target set for cutting 11 (See Annex 9, page 107) for details on interim evaluation of Euronews completed in 2014). 12 An evaluation of the Europe Direct Contact Centre assessing its operations with a view to providing input for a future procurement procedure was ongoing in 2014, the final report had not yet been submitted and accepted by 31 December 2014 (see Annex 9, page 107). 13 comm_aar_2014_final

14 websites (46%) was not reached (33.3%) due to an earlier transition to the new thematic information architecture. Providing corporate communication under the Multiannual Financial Framework o A contract was signed in June 2014 for a corporate pilot campaign, operationalising for the first time a pooling of financial resources from different programmes (see SEC(2013)486) to implement corporate communication actions. The KPIs defined for this campaign were more than reached: The target set for reach was 15 million for 2015, de facto 94 million Europeans were reached via TV alone in 2014 already (2 nd wave scheduled for February 2015). The target set for recall was 1.5 million for 2015, by the end of 2014 already, 22 million Europeans confirmed recalling the campaign. An independent evaluation of this campaign was launched as per SEC(2013)846 in the last quarter of 2014 and is ongoing. 14 comm_aar_2014_final

15 Key conclusions on resource management and internal control effectiveness (executive summary on part 2 and 3) In accordance with the governance statement of the European Commission, (the staff of) DG Communication conducts its operations in compliance with the applicable laws and regulations, working in an open and transparent manner and meeting the expected high level of professional and ethical standards. The Commission has adopted a set of internal control standards, based on international good practice, aimed at ensuring the achievement of policy and operational objectives. As required by the Financial Regulation, the Director-General of DG Communication has put in place an organisational structure and an internal control systems suited to the achievement of the policy and control objectives, in accordance with the standards and having due regard to the risks associated with the environment in which it operates. DG Communication has assessed the effectiveness of its key internal control systems during the reporting year and has concluded that the internal control standards are effectively implemented. Furthermore, DG Communication has taken measures to further improve the efficiency of its internal control systems in the area of Ethical and Organisational Values (ICS2), Processes and Procedures (ICS8) and Assessment of Internal control Systems (ICS15) as reported in Part 3. In addition, DG Communication has systematically examined the available control results and indicators, including those aimed to supervise entities to which it has entrusted budget implementation tasks, as well as the observations and recommendations issued by internal auditors and the European Court of Auditors. These elements have been assessed to determine their impact on the management's assurance as regards the achievement of control objectives as reported in Part 2. In conclusion, management has reasonable assurance that, overall, suitable controls are in place and working as intended; risks are being appropriately monitored and mitigated; and necessary improvements and reinforcements are being implemented. The Director General, in his capacity as Authorising Officer by Delegation has signed the Declaration of Assurance. 15 comm_aar_2014_final

16 Information to the Commissioner(s) From January to June 2014 DG COMM reported to Vice-President Reding, in the transition period June to November 2014, DG COMM reported as of 1 July 2014 to Vice-President Šefčovič and as of 1 November 2014 to President Juncker. The respective ABM/SPP reporting including the updated indicators of the Management Plan 2014 and the necessary elements of assurance were provided to the Cabinet of Vice-President Šefčovič and to the Cabinet of Juncker, respectively, in July/November The main elements of this report and assurance declaration have been brought to the attention of the Cabinet of President of the Commission, Jean-Claude Juncker 14. On 1 January 2015 the following activities were transferred to: DG EAC: New Narrative, handover sent (Ares(2015) /01/2015). DG CNECT: Multimedia actions (Ares(2015) /01/2015). DG HOME: Europe for Citizens Programme (Ares(2015) /01/2015) 13 Ares (2014) /07/2014 and Ares(2014) /11/ /03/ comm_aar_2014_final

17 1. POLICY ACHIEVEMENTS 1.1 Achievement of general and specific objectives Policy area Communication: General Objective 1 - To contribute to citizens' understanding of the Union, its history and diversity, to foster European citizenship and to improve conditions for civic and democratic participation at Union level Performance tables Communication: General objective 1: To contribute to citizens' understanding of the Union, its history and diversity, to foster European citizenship and to improve conditions for civic and democratic participation at Union level Spending programme (European for Citizens programme) Impact indicator 1: Percentage of EU citizens feeling European (Source: Standard Eurobarometer (EB)) Baseline (2013) Current situation Milestone/Target / % of EU citizens say they now feel European (Source: Standard EB82 Autumn 2014) 59% of EU citizens say they now feel European (Source: Standard EB80 Autumn 2013) Stable Narrative for European for Citizens programme Due to the delayed adoption of the Council Regulation on the Europe for Citizens Programme on 14 April 2014 (delays in the UK national legislative procedure), the deadlines for the submission of project proposals and the calendar for the implementation in 2014 had to be adapted. As a consequence, the eligibility period for projects had to be postponed accordingly which means that it is very early to assess at this stage (end December 2014) results and impact of the projects 16. Despite 15 OJ L /04/ It has to be considered that the Europe for Citizens Programme itself is relatively small with a limited budget of EUR 187,468 million for seven years whereas the achievement of its general and specific objectives depends on a variety of factors (for example political and macro-economic 17 comm_aar_2014_final

18 this general remark, the EU's added value of the Europe for Citizens Programme can be shown at the level of the individual actions of the programme. 1. As regards "European remembrance" (Strand 1), the Programme supports activities that encourage reflection on European cultural diversity and on common values in the broadest sense. Funds are available for initiatives to reflect on the causes of totalitarian regimes in Europe's modern history and to commemorate the victims of their crimes. Out of 472 submitted applications, 36 projects from 21 Member States have been selected for funding (EUR 3,104,000); in addition, out of 22 remembrance organisations that applied for structural support, 6 organisations have been awarded multi-annual operating grants (EUR 1,213,966). 2. As regards "Democratic engagement and civic participation" (Strand 2), the programme supports activities that cover civic participation in the broadest sense, and focuses in particular on structuring methods to ensure that funded activities have a lasting effect. This strand may also cover projects and initiatives that develop opportunities for mutual understanding, intercultural dialogue, solidarity, societal engagement and volunteering at Union level. The aim is to increase the citizens democratic participation in political and economic decision-making. 252 town-twinning out of 667 submitted applications have been selected for funding (EUR 3,890,000); in addition, 35 networks of towns (out of 224 submitted applications) were selected for funding (EUR 4,522,500) and 29 civil society projects (out of 538 submitted applications) were selected (EUR 3,593,250). Out of 139 think tanks and European civil society organisations that applied for structural support under strand 2, a total of 29 organisations were selected for multi-annual operating grants covering the years (EUR 5,474,702). Ex post evaluation Europe for Citizens Programme : As set out in Article 14 of the Decision establishing the Europe for Citizens Programme , the European Commission has to submit an ex-post evaluation report to the other Institutions and the two committees by 31 December In this context, of DG COMM with reopening of competition between four shortlisted companies, in October 2014 a contract of EUR 106,200 was awarded to the contractor Coffey International Department Limited (trading as TEP) 18. The objective of the ex post evaluation is not only to assess the results and measures of the Europe for Citizens Programme , but as well to provide recommendations on how to further develop the current Programme as an instrument for the development of a European Citizenship Policy. context (and for example austerity policies), the influence of national issues, cultural factors, educational factors, the role of the media, citizens attitudes towards politics in general, etc.) which makes it extremely difficult to assess in how far its objectives have been achieved. Therefore, the impact of the EFC programme can only be measured appropriately by focussing on plausible contribution rather than on actual contributions. 17 OJ L /12/ Within the existing Multiple Framework Contract PO/2012-3/A3 (Lot 1 for the evaluation of communication activities). 18 comm_aar_2014_final

19 Risk assessment (if applicable) for European for Citizens programme Non-applicable in 2014 Conclusion for European for Citizens programme As described above and evidenced in the performance tables below, the Europe for Citizens Programme managed by DG COMM (and partially delegated to the Education, Audiovisual and Cultural Executive Agency) is on course to meet its multiannual objectives and has achieved the annual performance indicators and outputs in the reporting year comm_aar_2014_final

20 1.1.2 Policy area Communication: General Objective 2 - To communicate to EU citizens EU policies by listening and engaging with citizens To enable better informed College decision making by feeding country specific information and analysis into the policy making process Performance tables Communication: General objective 2: To communicate to EU citizens EU policies by listening and engaging with citizens To enable better informed College decision making by feeding country specific information and analysis into the policy making process Non- Spending Result indicator 1: Percentage of EU citizens having a positive, neutral or negative image of the EU (Source Standard Eurobarometer (EB)) Baseline (2013) Current situation 2014 Milestone/Target 2017/ % (Source: Standard Eurobaromet er EB80 Autumn 2013) 39% (Source: Standard Eurobarometer EB82 Autumn 2014) 2017: To contribute to improving and maintaining a positive image of the EU in the media and among citizens 32% 2020: Positive image of the EU 50% Narrative for Communication Actions (Institutional Prerogatives) EU affairs are frequently reported only under a regional or national angle, rarely in comparison with other Member States or from a European point of view. The Commission aims at increasing the interest, the understanding and the involvement of the citizens in the EU integration and policy-making process. Through its audio-visual communication tools the Commission offers citizens possibilities to inform themselves and find out about the political and legislative process of the EU, its results and how EU policy directly impacts on their daily lives. The Commission intends to bring the EU closer to the citizens, multipliers, media, politicians and other stakeholders by providing them, at local level, but from a 20 comm_aar_2014_final

21 European perspective, with clear information on the EU. The actions are implemented in partnership with the European Parliament and the Member States, and the 500 Europe Direct Information Centres and through the 37 EC Representations and Regional Offices in Member States. Corporate/institutional communication on the key political messages and achievements of the EU and the Commission is essential to attract new multipliers, for example through the visits service, and to disseminate information about the EU policy outcomes through multi-lingual online and written information and via a variety of communication tools. Polling and analysis of the public opinion and media monitoring provides the Commission with data comparable across the EU that can in turn feed upstream - into the policy making process feedback, as the systematic media analysis contributes to the coherent, well-targeted long-term media relations strategy Risk assessment (if applicable) for Communication Actions (Institutional Prerogatives) Non-applicable in 2014 Conclusion for Communication Actions (Institutional Prerogatives) As described above and evidenced in the performance tables below, the Communication Actions managed by DG COMM are on track to meet the multiannual objectives defined in the MFF context; annual performance indicators and outputs were achieved in the reporting year comm_aar_2014_final

22 1.1.3 ABB activity 16 02: Specific objective 1 - Fostering European Citizenship: To raise awareness of remembrance, the common history and values of the Union and the Union's aim, namely to promote peace, the values of the Union and the well-being of its peoples, by stimulating debate, reflection and the development of networks Performance tables Relevant general objective 1 Specific objective 1 19 : To raise awareness of remembrance, the common history and values of the Union and the Union's aim, namely to promote peace, the values of the Union and the well-being of its peoples, by stimulating debate, reflection and the development of networks 20 Result indicator 1: The number of participants who are directly involved Spending programme (European for Citizens programme) Baseline Milestone Current Situation Target Result indicator 2: The number of persons indirectly reached by the programme Baseline Milestone Current Situation Target Result indicator 3: The number of projects Baseline Milestone Current Situation Target Result indicator 4: The quality of projects applications and the degree to which the results of selected projects can be further used, transferred Baseline 2013 Milestone Current Situation Target Lowest score obtained by a retained project: 80 81,6 84,5 83,2 Number of events organised: Council Regulation (EU) 390/ /04/2014 establishing the Europe for Citizens programme for the period (OJ L 115, 17/4/2014). 20 For indicators related to the specific objective 1, the source data is EACEA - Indicators, milestones and targets have been set out on the basis of a study launched by DG COMM in in order to measure the impact of the Europe for Citizens programme 22 comm_aar_2014_final

23 Result indicator 5: Percentage of first time applicants Baseline 2013 Percentage of first-time applicants to the programme: 40 % Main outputs in 2014 Milestone Current Situation Target % - 45% 43% 35% - 45% description indicator Current situation Target Structural support Framework partnerships (4 years) Number of operating grants 6 8 Remembrance projects Number of projects Narrative As regards "European remembrance" (Strand 1), the Programme supports activities that encourage reflection on European cultural diversity and on common values in the broadest sense. Funds are available for initiatives to reflect on the causes of totalitarian regimes in Europe's modern history 21 and to commemorate the victims of their crimes. Out of 472 submitted applications for European remembrance projects, 36 projects from 21 Member States have been selected for funding for a total amount of EUR 3,104,000. In addition, out of 22 remembrance organisations that applied for structural support, 6 organisations have been awarded multi-annual operating grants covering the years for a total amount of EUR 1,213,966. Conclusion: The implementation of strand 1 of the Programme is on track. 21 Especially but not exclusively Nazism which led to the Holocaust, Fascism, Stalinism and totalitarian communist regimes. 23 comm_aar_2014_final

24 1.1.4 ABB activity 16 02: Specific objective 2 - Fostering European Citizenship: To encourage democratic and civic participation of citizens at Union level, by developing citizens' understanding of the Union policy making-process and promoting opportunities for societal and intercultural engagement and volunteering at Union level Performance tables Relevant general objective 1 Specific objective 2 22 : To encourage democratic and civic participation of citizens at Union level, by developing citizens' understanding of the Union policy making-process and promoting opportunities for societal and intercultural engagement and volunteering at Union level 23 Result indicator 1: The number of participants who are directly involved Spending programme (European for Citizens programme) Baseline Milestone Current Situation Target Result indicator 2: The number of persons indirectly reached by the programme Baseline Milestone Current Situation Target Result indicator 3: The number of participating organisations Baseline Milestone Current Situation Target Result indicator 4: The perception of the Union and its institutions by the beneficiaries Baseline 2012 Milestone Current Situation Target % feel more European as a result of their participation in the "Europe for Citizens" programme Stable at 77 % 77% Stable at 77 % 22 Council Regulation (EU) 390/ /04/2014 establishing the Europe for Citizens programme for the period (OJ L 115, 17/4/2014) 23 For indicators related to the specific objective 2, the source data is EACEA - Indicators, milestones and targets have been set out on the basis of a study launched by DG COMM in in order to measure the impact of the Europe for Citizens programme 24 comm_aar_2014_final

25 Result indicator 5: The quality of projects applications Baseline 2013 Milestone Current Situation Target Lowest score obtained by a retained project: Result indicator 6: Percentage of first time applicants Baseline 2013 Milestone Current Situation Target Percentage of first-time applicants to the programme: 40 % 35% - 45% 40% 35% - 45% Result indicator 7: The number of transnational partnerships including different types of stakeholders Baseline 2013 Milestone Current Situation Target Average number of types stakeholders: 1,3 At least 2 types of stakeholders 1,6 At least 2 types of stakeholders Result indicator 8: The number of networks of twinned towns Baseline 2013 Milestone Current Situation Target Result indicator 9: The number and quality of policy initiatives following-up on activities supported by the Programme at the local or European level Baseline Milestone Current Situation Target Not measured before 2 N.A 2 Result indicator 10: The geographical coverage of the activities Baseline 2013 Milestone Current Situation Target The comparison between the percentage of projects submitted by one Member State as a lead partner and the percentage of its population in the total population of the Union 24 : Geographical coverage at EU level = number of Member States for which 90 % < NC < 110 %, NC = National coverage = % of projects submitted per member State as a lead partner / % of its population in the total population of the EU. 25 comm_aar_2014_final

26 The comparison between the percentage of projects selected per Member State as a lead partner and the percentage of its population in the total population of the Union 25 : The comparison between the percentage of projects submitted by one Member State as a lead partner or co-partner and the percentage of its population in the total population of the Union 26 : The comparison between the percentage of projects selected per Member State as a lead partner or co-partner and the percentage of its population in the total population of the Union 27 : 15 Main outputs in 2014 description indicator Current situation target Citizens' meetings Number of projects Networks Twinned Towns Number of networks Civil society projects Number of projects Structural support Framework partnerships (4 years) Peer reviews Support structures in the Members states Number of operating grants Number of network meetings Number of grants Geographical coverage at EU level = number of Member States for which 90 % < NC < 110 %, NC = National coverage = % of projects selected per member State as a lead partner / % of its population in the total population of the EU. 26 Geographical coverage at EU level = number of Member States for which 90 % < NC < 110 %, NC = National coverage = % of projects submitted per member State as a lead partner or co-partner / % of its population in the total population of the EU. 27 Geographical coverage at EU level = number of Member States for which 90 % < NC < 110 %, NC = National coverage = % of projects selected per member State as a lead partner or co-partner / % of its population in the total population of the EU. 26 comm_aar_2014_final

27 Narrative As regards "Democratic engagement and civic participation" (Strand 2), the programme supports activities that cover civic participation in the broadest sense, and focuses in particular on structuring methods to ensure that funded activities have a lasting effect. This strand may also cover projects and initiatives that develop opportunities for mutual understanding, intercultural dialogue, solidarity, societal engagement and volunteering at Union level. The aim is to increase the citizens democratic participation in political and economic decision-making. Under Strand 2 (Democratic engagement and civic participation) 252 town-twinning out of 667 submitted applications have been selected for funding for a total amount of EUR 3,890,000. In addition, 35 networks of towns (out of 224 submitted applications) were selected for funding for a total amount of EUR 4,522,500 and 29 civil society projects (out of 538 submitted applications) for a total amount of EUR 3,593,250. Out of 139 think tanks and European civil society organisations that applied for structural support under strand 2, a total of 29 organisations have been selected for multi-annual operating grants covering the years for a total amount of EUR 5,474,702. Conclusion: The implementation of strand 2 of the Programme is on track. 27 comm_aar_2014_final