Annual Activity Report 2012 DG ITEC

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1 Annual Activity Report 2012 DG ITEC

2 Contents 0. BUDGETARY IMPLEMENTATION OVERVIEW OBJECTIVES Objectives of the directorate-general Feasibility and risk assessment EVALUATION OF RESULTS AGAINST OBJECTIVES...6 USE OF RESOURCES 2.1. Environment of the directorate-general Human resources of the DG Implementation of 2012 budget Initial and final appropriations Final appropriations and appropriations committed Appropriations committed and payments made Use of automatic and non-automatic carryovers Use of appropriations corresponding to assigned revenue Results achieved EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROLS CONCLUSIONS DECLARATION BY AUTHORISING OFFICER BY DELEGATION ANNEXES Budget implementation statement Report on compliance with payment deadlines List of exceptions derogations from the rules Long-term contractual obligations Exceptional negotiated procedures Results of ex-post evaluation Sensitive posts Evaluation of the implementation of minimum internal control standards Results achieved as at 31 December 2012 (details)...55

3 0. BUDGETARY IMPLEMENTATION OVERVIEW Code Appropriation type Type de crédits or % Appropriations of 2012 Crédits 2012 A Initial appropriations Crédits initiaux B Final appropriations Crédits finaux C Commitments Engagements D Commitments in % of final appropraitions Engagements en % des credits finaux 99% E Payments Paiements F Payments in % of commitments Paiements en % d'engagements 51% G Cancellations of 2012 final appropriations Annulations de crédits H Cancellations in % of final appropriations Annulations en % des credits finaux 1% Appropriations carried over (automatic and non-automatic carryovers) from 2012 to 2013 Crédits reportés (automatiques et non-automatiques) de 2012 à 2013 I Automatic carryovers from 2012 to 2013 Crédits reportés automatiques de 2012 à Automatic carryovers from 2012 to 2013 in % Crédits reportés automatiques de 2012 à 2013 en % J 49% of commitments des engagements K Non-automatic carryovers from 2012 to 2013 Crédits reportés non-automatiques de 2012 à Non-automatic carryovers from 2012 to 2013 Crédits reportés non-automatiques de 2012 à 2013 en L 0% in % of final appropriations % des credits finaux Appropriations carried over (automatic and non-automatic carryovers) from 2011 to 2012 Crédits reportés (automatiques et non-automatiques) de 2011 à 2012 M Automatic carryovers from 2011 to 2012 Crédits reportés automatiques de 2011 à Payments against automatic carryovers from Paiements de crédits reportés automatiques de 2011 à N to Payments against automatic carryovers from Paiements de crédits reportés automatiques de 2011 à O 2011 to 2012 in % of automatic carryovers 97% 2012 en % des crédits reportés automatiques from 2010 to 2011 Cancellations of automatic carryovers from Annulations de crédits reportés automatiques de 2011 P to 2012 à 2012 Cancellations of automatic carryovers from Annulations de crédits reportés automatiques de 2011 Q 2011 to 2012 in % of automatic carryovers à 2012 en % des crédits réportés automatiques de 3% from 2011 to à 2012 R Non-automatic carryovers from 2011 to 2012 Crédits reportés non-automatiques de 2011 à S Payments of non-automatic carryovers from Paiements de crédits reportés non-automatiques de 2011 to 2012 Payments against non-automatic carryovers 2011 à 2012 Paiements de crédits reportés non-automatiques de 0 T from 2011 to 2012 in % of non-automatic 2011 à 2012 en % des crédits reportés nonautomatiques - U de 2011 à 2012 carryovers from 2011 to 2012 Cancellations of non-automatic carryovers Annulations de crédits reportés non-automatiques de from 2011 to 2012 Cancellations of non-automatic carryovers 2011 à 2012 Annulations de crédits reportés non-automatiques de 0 V from 2011 to 2012 in % of non-automatic 2011 à 2012 en % des crédits reportés nonautomatiques - carryovers from 2011 to 2012 de 2010 à 2011 Assigned revenue in 2012 Recettes affectées 2012 W Appropriations from assigned revenue in 2012 (current) Crédits de recettes affectées courantes X Assigned revenue carried over to 2012 Crédits de recettes affectées reportés à Y Payments in 2012 against appropriations from Paiements de crédits de recettes affectées 2012 assigned revenue (current and carried-over) Payments in 2012 against assigned revenue (courantes et reportés) Paiements de crédits de recettes affectées 2012 en % Z in % of assigned revenue in 2012 (current and des crédits de recettes affectées 2012 (courantes et carried-over) reportés) AA Appropriations for mopping up transfer Crédits pour le transfert de "ramassage" % 3

4 1. OBJECTIVES 1.1 Objectives of the directorate-general DG ITEC objectives for 2012 relate to: - the Recovery Strategy ; - the medium-term ICT strategy; - the administrative work programme. The strategic objectives are to: develop and implement Delivery Culture ; complete the administrative work programme; carry out the 2012 IT plan adopted by the ICT Steering Committee on 14 November 2011; lay down key performance indicators for all of the directorate-general s activities and assess the underlying risks for each; improve communication between units and departments; improve DG ITEC communication with clients and ensure that in-house information is properly coordinated; improve cooperation between Directorate A - DIT and Directorate B - EDIT (computerisation, knowledge management, e-committees); design and schedule the carbon reduction measures required to meet the target of a 30% cut by Objectives by directorate: Directorate A - DIT: o ensure adherence to the various project planning stages, particularly at the pre-project phase, so as to prevent delivery times and human and financial resources being adversely affected by any unforeseen events; o introduce Key Performance Indicators to keep a close check on the directorate s activities and monitor the progress of projects and programmes; o implement the recommendations of the study concerning a reduction in the number of external consultants on Parliament s premises; o complete the reorganisation of the directorate within the first quarter of 2012 so that the initial benefits are felt as early as possible in the year; o further develop ICT security policy; Directorate B - EDIT: o consolidate the EDIT reform process while maintaining high standards of service; o continue to build on the synergies existing with the Publications Office (PO) following the conclusion of a PO/EP service level agreement 4

5 (library, e-books, new search portal, document indexing, expenditure assessment); o continue to provide the EP Intranet with additional features; o launch the telework pilot phase; Directorate C - DIRES: o organise and coordinate the directorate s work so as to make it the backbone of the directorate-general, providing support and advice to all; o reduce the number of Directorate A - DIT external consultants on Parliament s premises ( phasing-out plan) ; o develop and steer the directorate-general training plan, including not only further job-related training but also personal development and change management training; o formulate an in-house communication policy tailored to the DG s various types of client; o organise the new Procurement and Contract Management Unit so as to provide effective support for technical staff, ensuring that they do not have to deal with non-operational tasks; o organise the Customer Relationship and Communication Unit, giving it responsibility for client relations so as to improve partnership arrangements and strengthen mutual commitment. 1.2 Feasibility and risk assessment In 2012, DG ITEC was restructured on more rational lines (reorganisation of DIT and EDIT Directorates and the introduction of the DIRES Directorate for Resources), improving the feasibility of targets and planning objectives. The newly-restructured Directorate B - EDIT, for example, has succeeded in adapting its staffing and procedures accordingly and in establishing a solid client service culture. The newly-created Directorate for Resources (DIRES) is beginning to prove its worth with improved in-house staff management and communication and highly qualified and more specialised operators dealing with contractual and financial procedures. Furthermore, in 2012 a new method of IT project implementation replaced the previous division by (legislative/administrative) sector, introducing a phase-by-phase project workflow (design, development and maintenance). It is anticipated that this will result in improved project and project portfolio management and give better value. In 2013, the drafting of the IT programme and its budgetary ramifications, involving the earmarking of appropriations for various projects, was for the first time completed as early as November, a sign of greater planning efficiency. Finally, firm leadership from the Director-General in the form of very regular follow-up and a schedule of coordination meetings at different management levels is inspiring all the teams to redouble their efforts and achieve higher standards. 5

6 Furthermore, a number of results of high-level meetings have been held, from which DG ITEC has emerged with its work more widely known, understood and appreciated. However, it has not been possible to contain fully a number of potential risk factors: Firstly, the ITC programmes launched since mid-2009 are too numerous and too complex, individual projects being increasingly demanding in terms of specialised and highly qualified staff and of management resources, thereby considerably defeating the objective of reducing external staff located on EP premises. Furthermore, support and advice for internal users regarding public procurement and contracts, one of the principal tasks of DIRES, is by the nature of things, limited by the need to maintain constant staffing levels, posts being filled from the former Central Financial Unit. The Directorate for Information Technologies has only just succeeded in separating development from the maintenance of existing applications and it will be few months before the results can be properly assessed. Furthermore, the departure of the personal automation project manager has somewhat disrupted the Windows 7 migration which is now considerably behind schedule as a result. Finally, regarding negotiations for the institution s 2013 budget, it appeared advisable to bring forward a number of operations under the ICT infrastructural obsolescence and hardware management programme and the Wi-Fi deployment programme. As a result, the DIT has been allocated mopping-up funding, amounting to an additional 12.25% of its annual budget, by way of transfers for its various operations, which is definitely not to be sneezed at, particularly if funding proves harder to come by in future years. Predictably, however, this has meant that energies have now been channelled towards the commitment of these additional appropriations (technical tendering procedures, preparing orders, drafting contracts, etc.) rather than winding up current operations, thereby increasing carryovers from 2012 to To conclude, progress in DG ITEC was still being hampered in However, thanks to greater awareness on the part of all, countermeasures could be taken to keep matters under control. The problems related to: - funding (excess carryovers, systematically late payment of additional mopping-up appropriations, delayed commitments and settlements because of inadequate preparation and failure to anticipate purchase procedures sufficiently well in advance); - manpower (difficulties in recruiting specialist technical staff resulting in large-scale outsourcing); - programme and project management made difficult by the number, complexity and highly technical nature thereof. 2. EVALUATION OF RESULTS AGAINST OBJECTIVES - USE OF RESOURCES 2.1 Environment of the directorate-general In 2012, DG ITEC was affected both externally and internally by a number of developments: - The presentation of the medium-term ITC strategy to the newly elected President of Parliament and the members of the restructured Bureau confirmed the established pattern, 6

7 with strategic management being centred on a group led by Vice-President Wieland and the Secretary-General's Steering Committee. The Bureau gave the Paperless, Knowledge Management and E-Parliament strategic programmes a particularly enthusiastic reception. Vice-President Wieland visited DG ITEC in Luxembourg in July 2012, stressing his full support for its programme of work. - The organisation of a Delivery Culture seminar for DG ITEC was intended to improve communication with customers and users and ensure better standards of service. All units were called upon vigorously to promote a service culture in all areas. The role of business analysts (specialised in workflow management in each of the DGs) was established. Functional project analysis procedures would be carried out with the involvement of clients and monitored by steering committees. In September, following the summer break, a second refresher seminar was organised by the Director-General for all staff members concerned, in a bid to achieve in a concerted effort to remedy shortcomings within the DG. Finally, the directorates-general also conducted an exchange of views on a strategy for decentralised IT project management. - A taskforce for the externalisation of subcontractors (too many located in Parliament resulting in insufficient office space) led to the creation of 30 permanent posts to be filled in 2013 and 30 posts in The re-internalisation process will be accompanied by a reduction in appropriations earmarked for the provision of services. - The appointment of a Director of Resources (who took up his post on 1 December 2011) led to the creation of four units within the directorate, each head of unit being newly appointed. The units have drawn on existing resources without any staff increases, the Customer Relationship and Communication Unit becoming operational before the end of the second half of 2012 despite all difficulties. Generally speaking, these developments have in no way thrown doubt on the guidelines applicable throughout 2011 but have, on the contrary, confirmed that they are both relevant and necessary. 2.2 Human resources of the DG In 2012, Directorate A (Information Technologies) was once more reorganised. T two of the four heads of unit in Directorate B (Publishing and Distribution) were replaced and the newly created Directorate C (Resources) was established. At the beginning of 2012, the number of posts provided for in the establishment plan had fallen slightly to 438 from 441 at the beginning of 2011, partly as a result of the redeployment within DG ITEC of posts belonging to the Directorate for Publishing and Distribution. However, with regard to staff numbers, the situation improved between the end of 2011 and the end of 2012 with an increase in the number of officials and temporary staff from 405 (386 officials + 19 temporary staff members) to 411 ( ), that is to say an increase of 1.5%. The percentage of posts filled on the establishment plan rose from 91.8% (405/441) at the end of 2011 to 93.8% (411/438) at the end of The number of contract staff also increased from 31 at the end of 2011 to 35 at the end of 2012 (+13%). As a result, total staff numbers rose from 436 at the end of 2011 to 446 at the end of 2012, a 2.3% increase. 7

8 DG staff members are also assisted by hundreds of external providers whose numbers vary in accordance with the DG s current and projected activities. They are financed under budget items 2102 and A decisive step has been taken by the Budget Authority to achieve a progressive reduction in external staff numbers as part of a re-internalisation strategy, with 30 new posts being created in 2013 and a further 30 in Establishment Establishment SITUATION AT: 31/12/2012 Plan posts at Plan posts at Temporary Contract External Officials 01/01/ /01/2012 staff staff staff TOTAL AD AST OTHER 35 TOTAL Implementation of 2012 budget Initial and final appropriations In 2012, final appropriations ( 129,082,124) were greater than initial appropriations ( 116,042,124). A number of transfers throughout the year generated an overall increase of 13,040,000 (+ 13,085,000 and - 45,000). An initial transfer made it possible in February to reallocate 50,000 from sub-item to Two directorates were concerned by an initial P transfer effected in March 2012, the total amount being 4,017,300. Of this, 3,517,300 (P1) was transferred from donor item 2100 (IT equipment) to receiver item 2102 (assistance for information technologies) and 500,000 (P2) from donor item 3240 (Official Journal) to receiver item 3241 (digital and traditional publications). The purpose of this was to reallocate appropriations more effectively under the 2012 IT plan adopted at the beginning of the year, the appropriations under item 2102 having fallen short of estimates, in addition to which further demands were now being made for example migration, the updating of the telephone system and additional crossmedia publishing initiatives such as the inter-institutional Who s Who. A second P transfer was effected in July 2012 within the Publications Directorate, reallocating 500,000 (P4) from donor item 3240 (Official Journal) to receiver item 3241 (digital and traditional publications). In response to the fall in demand in terms of OJ page count, it was decided to rebalance budget appropriations in favour of Paperless programmes and the Intranet. In July, two transfers between sub-items were effected: firstly 45,000 was reallocated from sub-item to to fund application development and support in DG Translation following the restructuring thereof. 117,270 was then reallocated from subitem to as a result of reduced demand for strategic studies and in response to substantial requirements for legislative applications such as AT4AM and XML4EP. 8

9 At the end of October 2012, a C transfer (C5) made it possible to allocate 9,985,000 in additional mopping-up allocations to the DIT budget, 7,926,000 of which was entered under sub-item (telecommunications hardware and software), 1,320,000 under sub-item (individual and collective hardware and software) and 739,000 under sub-item (external services) for the installation and entry into operation of the necessary WiFi equipment ( 3,365,000) and obsolescence management planning ( 5,300,000 for network obsolescence and 1,320,000 for PC resources). The DIT also carefully assessed its needs up to the end of the year and a (DG4) transfer made it possible to reallocate surplus appropriations to sub-items with insufficient funding, a total of 2,071,000 being mobilised. Finally, a C transfer (C8) was effected on 4 December to reallocate surplus appropriations for telephone and IT services ( 2,730,000) resulting from price reductions in 2013 and earmark an additional 3,100,000 for further WiFi reception facilities in Strasbourg. At the end of 2012, in addition to a transfer of 45,000 to DG TRAD and additional appropriations of 13,085,000, internal re-balancing was carried out to the amount of 9,485,570 that is to say 8.17% of current appropriations, reflecting a decidedly favourable outlook Final appropriations and appropriations committed At the end of 2012, the rate of commitment of final appropriations was 99% amounting to 127, 771,465. By way of comparison, the rate of commitment was slightly below 98% in 2011 and This may be considered an excellent result if account is taken of the following two factors: a) On 30 September 2012, DG ITEC had fallen some way behind (77%) and was still awaiting the internal rebalancing of current appropriations to the relevant sub-items in order to finalise commitments. b) Over 10% of its budget was paid in late, with additional transfers totalling 13, 085, 000 being made in mid-november and for December. While creating considerable uncertainty at the very end of the year, it also provided a real opportunity which DG ITEC could not pass up of modernising IT infrastructures and services for Members and political groups. In other words, the commitment of appropriations was sustained over the last two months of the year. A comparison between the budget allocated for current activities ( 70, 972, 630) and investments ( 38, 358, 882) for DG ITEC as a whole reveals that the rate of commitment was higher for current activities (80%) than for investment (53%) Appropriations committed and payments made At the end of 2012, payments made totalled 65, 137, 135, that is to say 51% of the appropriations committed. 9

10 By way of comparison, in 2011 the figure was 54% with a budget which was, however, 21 million lower, while in 2010, the figure was 39% with a comparable budget. In order to get a clearer picture of DG ITEC s payment performance in 2012, it is necessary to cancel out the side-effects of a very late injection of 13, by way of mopping-up appropriations, which could obviously only be committed and not paid. With the necessary adjustments, the rate is brought up to 56.13%, which is still below the 66% target set by DG ITEC for 2012 and, as previously pointed out, reflects the fact that human, operational and budgetary resources were focused principally on the commitment of current appropriations. The operational units have been constantly reminding their suppliers to send in invoices promptly on completion of works. This undeniably produced results with a flood of invoices arriving together at the very end of However, they simply had no time to complete the processing of invoices before closure, given the different stages involved ( certified correct, stocktaking, etc.). Procedures for payment against current appropriations clearly need to be improved and the Financial Resources Management Unit will make invoicing one of its strategic objectives in Be that as it may, given that carryovers will exceed 35%, arising in particular from delayed commitments for works with a duration of several months, it will be difficult to reverse the trend. At the beginning of the year more efforts are being devoted to servicing contracts relating to the commitment of appropriations carried over than to the rapid commitment of current appropriations Use of automatic and non-automatic carryovers At the end of 2012, payments against appropriations carried over amounted to 46, 578, 794, that is to say 97% thereof. By way of comparison, at the end of 2011, the figure was slightly below 98%, while in 2010 it amounted to 93% of appropriations carried over. By far the largest amount in unused appropriations is the result of final invoices which are less than the amounts committed, as well as the delays in the publishing of fact sheets, involving the Official Publications Office, which finally failed to materialise Use of appropriations corresponding to assigned revenue Situation with regard to specific expenses/assigned revenue Situation with regard to specific expenses/ assigned revenue carried over At the end of 2012, assigned revenue (current appropriations and charges),amounted to 3, 372, 784 of which 2, 088, 421 was carried over. Of this 25% was disbursed for payments and the 75% ( ) still available will be carried over to 2013 to ensure the implementation of certain vital IT projects. Following the modification of the Financial Regulation, this revenue must be utilised in 2013, if it is not to be definitively forfeit. However, in view of the total DG ITEC budget ( 177, 099, 114 with current appropriations and carryovers added), this is a relatively small amount (1.7%) and does not in itself provide any real leverage. Assigned revenue originates from the regularisation of all-in charges (consumption figures below estimates), the recharging of services or purchases by partner institutions, such as 10

11 the European Ombudsman, and the Personal Data Protection Officer, which are linked to the European Parliament by administrative cooperation agreements, or penalties for late delivery imposed on suppliers failing to respect their contractual obligation. It may also take the form of amounts generated by charges on the sale of publications. The exact amount can vary greatly. 2.4 Results achieved DG ITEC has achieved most of its working objectives for Details thereof are contained in Annex 6.9. The main results are set out below. The establishment of the Design and Development Unit in the middle of the year made it possible to improve planning, preliminary project assessment and IT programme management. In 2013, for the first time the IT programme was drawn up before the beginning of the year. In cooperation with the Development and Maintenance Unit a number of projects have been completed including Transparency Register, Knowledge Management Portal, Webcontracts Release 4, Fluid+ for rfis, META-CRE, etc. Digitalisation has been progressing briskly. Units within the Directorate for Publishing in particular have been producing an increasing number of documents, for example legislative amendments, in XML format. The E-committee programme has been launched for all EP committees and metadata (Eurovoc descriptors) have been created for many Knowledge Management Programme contents. At the same, time standard crossmedia printing systems have not been neglected and have been updated and diversified. With regard to infrastructural management, better containment of critical incidents (performance, security) has resulted from the more effect coordination of network and server operations. Priority programme support (including rfis, UC Mail and L-KM) has been provided. Progress has been made with regard to security (development of first-line Firewall defence and monitoring stations), architecture authentication and project technology. Telephones have been converted to the voice over Internet Protocol for Members and political groups before extension of this facility to the rest of the institution. Wiring has been updated on a large scale and GSM and WiFi reception extended. User support has been progressively improved with the introduction of a single integrated service desk. Following the establishment of the CRC Unit, a system of communication with DG ITEC s internal and external partners and clients is set to become operational in Similarly, a new visual identity system has been introduced enabling DG ITEC to adopt an even more customer-oriented approach in This is receiving full support from the units in the Directorate for Resources, which are doing everything possible to implement staff management procedures (teleworking, sensitive posts, recruitment provision of posts for Croat nationals re-internalisation programme) and the management of contracts and budgets (enhanced expertise in the field of contract law, contract and budget archiving and the design or updating of verification procedures). It has not, however, been possible to achieve certain objectives, the most common reason being insufficient time or technical and human resources, for example preparations for migration to a new intranet platform, Windows 7 migration and the commissioning of a new monitoring room following the submission of tenders considered too expensive. Anything remaining from 2012 will be followed up and completed in The following table gives statistics for 2012 compared with

12 Measurable objectives and results achieved at 31 December 31 Dec Dec % difference + remarks / observations 1. DIT DIRECTORATE FOR INFORMATION TECHNOLOGIES 1.1. ITO OPERATIONS HOSTING UNIT Ensuring nominal operation of centralised IT infrastructures (IT Centre) Virtual computing power (in OECC reference units based on the number of servers divided into three power groups) [sub-item ] 38,407 38,407 Server capacity remained constant in 2012 Storage volume (in giga-octets) [sub-item ] Number of applications in production [sub-items , ] Number of applications deployed [sub-items ] Number of requests dealt with [sub-item , ] 4,365,713 4,375, % increase in storage capacity following database server disc upgrade % --- 2,110 New indicator. Deployment of new EP application versions and SSII modules. 44,828 41, %. This reduction together with the increase in the number of applications is a reflection of greater infrastructural stability ITIM ICT INFRASTRUCTURES MANAGEMENT UNIT Ensuring nominal operation of telecommunications infrastructures Number of managed outlets [sub-item ] 140, , % Buildings MTS/Trier; new WIC cabling; new SRZ PFL cabling; various additional applications (MON75/biometric Total network output (external and inner site) in Mbit/s [sub-item ] Total volume of telephone traffic (in hours) [sub-items , , ] Number of requests dealt with (through all channels) [subitem ] terminals/flexitime) 146, , Mbit/s for MON30 Building 613, , % Continued reduction in fixed-line calls due to GSM and electronic messaging services 33,368 39, % Breakdown by channel: 21,621 telephony / 9,126 cabling / 7,030 network / 1,170 videoconferencing/806 TV distribution Ensuring nominal operation of office IT infrastructures Number of repairs effected [sub-item ] 6,859 7, % (new metering system: use of USD) Number of orders received in the period [sub-item ] % 12

13 Number of IMAC activity requests in the period [sub-item ] 8,160 9, % (increase in activities related to increased demand) 1.3. ICTAS ENTERPRISE ARCHITECTURE AND ICT SECURITY UNIT Assistance, product integration and project conformity with EP standards and procedures Number of products and solutions assessed [sub-items , ] Number of products and integrated solutions [sub-items , ] Number of adaptations to 2,014 1,249 existing solutions or products [sub-item ] Number of model-based 1,365 1,530 processes and applications listed [sub-item ] Information system security protection Number of patches tested and 1,763 1,466 integrated in the network, servers, systems and workstations [sub-item ] Number of scans for servers 36,712 38,611 and other equipment [sub-item ] Number of elements monitored 24,969 29,036 [sub-item ] Number of vulnerable points examined and dealt with [sub-item ] 1,979 1, ICTCD CONCEPTION AND DEVELOPMENT UNIT (new unit) 1.5. ICTEM EVOLUTIONS AND MAINTENANCE UNIT (new unit) These two new units were set up as part of the DIT re-organisation of June 2012, the responsibilities of the previous SIA and SIP Units being reallocated to them. For the sake of consistency during the transitional period, the statistics for the two units are presented together. From 2013, they will be given separately and re-calculated in accordance with the tasks of each of the two units. Completion of projects scheduled for the year Number of projects carried out 111 (brought into operation) by the former SIA unit % Number of projects carried out 413 (brought into operation) by the former SIP unit Total value of contracts drawn up by former SIA unit Total value of contracts drawn up by former SIP unit 5,995,000 EUR 10, EUR 13 21,203,000 EUR %

14 Ensuring improved maintenance and proper functioning of applications Number of applications 133 maintained and supported by former SIA unit % Number of applications 120 maintained and supported by former SIP unit Number of modifications 2,365 requests dealt with by former SIA unit 6., % Number of modifications 4,498 requests dealt with by former SIP unit 1.6. ICTUS ICT USER SUPPORT UNIT [sub-item ] Customer relations management: providing technical and logistic support to IT users and DG and political group LSAs Number of items handled by ITEC Service Desk (ITSD) Number of calls handled by switchboard Number of calls to LSU MEP handled Number of calls to LSU MUST handled 48,796 51, % Increase principally owing to Smartphone support. 369, , % Steady reduction in number of calls over recent years. 46,340 57, % Increase principally owing to new voice over IP telephones, the replacement of 2815 outdated computers and mobile application support. 17,020 21, % Structural increase owing to increased number of DG PRES + DG ITEC staff; Resumption of PC decommissioning programmes; Large number of MOVE applications, reorganisations, PHS-A crisis * Windows 7 migration (3 * 220 J FTE) not taken into account in the 25% 2. DIRECTORATE FOR PUBLISHING AND DISTRIBUTION 2.1. DISSEMINATION UNIT [sub-items , , ] Supplying documents on time (99% compliance rate) Number of documents received 14,189, ,108, % slight increase in sittings documents Number of dispatches made 11,483,00 12,755, % other documents (info) Number of clients received at the counter 0 33,370 31,670-5% more information by e- mail or on-line 14

15 Number of electronic dossiers prepared 19,735 24, % more meetings, more parliamentary committee activities Number of s 3,200 4, % increase in requests received electronically Pages viewed on Internet 2,769,161 2,719, % status quo, more efficient users 2.2. INTRANET SERVICES UNIT [sub-item ] Restructuring the Intranet site and assisting the DGs and services in the design and maintenance of their internal websites Number of individual users 120, , %; EP Intranet is increasingly used as a working tool Number of visitors 727, , %; idem. Number of graphic Webpages handled (all actions) Number of Webpages composed/revised (Intranet) Number of s received by Webmaster Inside and Intranet sites Number of new publications Number of requests for publication (Graphics) Number of CPO and CPO online s received 2,555 2, %; normal fluctuation in the absence of any major graphic web changes 5,650 8, %; after three years of existence, the content of the site has been comprehensively updated; new applications such as the calendar of events has also contributed to this increase. 5,952 7, %; directly related to the previous observation; increased number of requests for updating. new criterion new criterion new criterion 850 new criterion 664 new criterion 9,063 new criterion 2.3. DOCUMENTARY PRODUCTION UNIT [item 3240, sub-item ] Ensuring - with the aid of the Publications Office - the publication in all official languages and in the various OJs of the EP s legislative and parliamentary documents Number of pages handled in SGML/XML Number of pages re-read (not OJs) Number of pages published in the OJ 797,922 1,077, % Increase due to the needs of parliamentary committees (feeding of the AT4AM tool) and updating of EuroParl (plenary documents) , % The increase is due to the correction of titles of the Fact sheets files and their treatment with InDesign 140, , % 15

16 2.4. CROSSMEDIA PRINTING UNIT [sub-items , , , ] Printing the EP s legislative working documents, documents for the political groups, MEPs and DGs. Ensuring high quality and compliance with deadlines and economic (cost reduction) and with environmental (EMAS) constraints Number of pages (surfaces) A4 150,311, ,311,003 7% products (all types): (a) number of black and white 85,130,151 91,256,008 7% pages (b) number of A4 colour pages 10,557,070 11,786,908 12% (c) Offset 22,952,716 24,063,808 5% Number of different files 114,830 98,538-14% handled (duplication) Number of documents 3,095,134 2,452,880-21% (duplication) Number of value-added 4,604,371 5,556,613 21% documents Number of files handled computer graphics 1,284 1,338 4% 3. DIRECTORATE FOR RESOURCES 3.1. HUMAN RESOURCES UNIT Human resources management in the directorate-general Number of human resources %: because of single integrated management procedures operations following restructuring. Aside from these, the number of procedures was 277 in 2011 and Number of removals (equipment, staff, assumption and relinquishment of posts) 255 in 2012 (-8%) %: cf. removals outside KAD in Add 16 integrated operations in 2011 and 13 in (-19%). Administering and monitoring budget allocations for human resources Consumption of mission 84 % 76 % -10% as a result of a reduction in expenses allocation missions to STR Number of requests for internal professional training Number of requests for external professional training 1,084 1, %: owing to integrated measures such as Project Management Evaluations and FINORD information sessions %. Does not take account of joint participation of 65 EDIT officials in DRUPA, which takes place only once every four years FIN FINANCIAL RESOURCES MANAGEMENT UNIT DIT Financial initiation Number of budget documents 3,944 4, % resulting from an increase dealt with (of which (114) in commitments and payments for expenditure commitments individual equipment. estimated) 16

17 Ensuring payment of DIT invoices Number of invoices and credit 2,966 2,957 Stable. N.B Indicator does not take notes paid account of rejection or compensation transactions or credit Percentage of invoices paid on time notes 95.4 % % stable 3.3. PROCUREMENT AND CONTRACT MANAGEMENT UNIT Checking referrals for commitments and specific contracts Number of referrals processed % Number of specific contracts ,18% and codicils Support for the award and archiving of contracts Number of contributions to new 1 (new criterion) contract award procedures Number of contracts and codicils archived criterion new criterion (new criterion) 3.4. CRC CUSTOMER RELATIONSHIP AND COMMUNICATION UNIT Management of relations with DG s clients Number of one-on-one meetings with clients regularly scheduled new criterion 370 (new criterion) Number of projects supported by project sponsor support activity Number of new high-level clients Coordination of the contribution of DG ITEC to internal and external events organised within the EP: number of events new criterion new criterion new criterion DG communications management Number of Newsletters new criterion Number of events to promote new ITEC activities inside or criterion outside the EP (including open days) 3.5. EX-ANTE VERIFICATION SERVICE Verification of financial documents Number of financial documents, referrals, framework contracts and specific contracts verified Number of contract award documents verified 36 (new criterion) 31 (new criterion) 15 (new criterion) 4 (new criterion) 4 (new criterion) 4,459 4,659 +4,4%: normal increase arising from take-up of budgetary appropriations in 2012 and %: the number of documents depends on the planning of tendering procedures See also Results achieved by 31st December 2012 (details) Table (Annex 6.9).

18 3. EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL Efforts to improve internal control framework provisions in DG ITEC have produced tangible results in terms of instruments, greater specialisation, improved cooperation, leadership and management. Since 2011, the CLARITY application has facilitated the exhaustive encoding and steerage of each IT project and made it possible to keep track of progress in technical and budgetary terms. A monthly review of the project portfolio is organised by the DIT Director. Depending on progress made, concerted and transparent measures can be taken to rebalance appropriations, thereby ensuring better value in the final analysis. Since the beginning of 2012, the creation of the Directorate for Resources and its various units has made it possible to establish a workflow encompassing contractual expertise, financial initiation and ex ante verification. Think-tanks are organised to find the best solutions to certain complex issues. For this purpose, guidelines have been drawn up to assist operational units with financial and contractual procedures. Ex ante verification (c.f. Annex 6.3) has resulted in only four withholdings of endorsement and 17 endorsements with observations for the year as a whole (compared in no withholdings of endorsements and 18 endorsements with observations in 2011), which seems acceptable given the number of operations. A number of cases of failure to respect the principle of prior budgetary commitment were noted, for example regarding renewal of maintenance contracts, thereby highlighting the need for better preparation. Coordination meetings in each directorate and in the DG as a whole are held on a very regular basis, together with meetings on specific issues (for example outsourcing and reinternalisation strategy). Two fully independent ex post verifications (c.f. Annex 6.6) regarding operational and financial procedures have been conducted. Initial findings have produced no surprises, highlighting weak points already revealed (for example, the lack of expenditure commitment documentation, inadequate preparation of contracts and internal communication difficulties). At the same time, the recommendations must be considered more carefully with a view to stepping up procedures. The DG ITEC has acted on the recommendations of the internal auditor regarding acrossthe-board measures to improve the management of operations and has also made progress in improving internal risk management. The financial resources management unit has provided the internal auditor with valuable assistance in valuing tangible and intangible fixed assets for the purposes of the annual audit report, with information also being provided by DG ITEC as a whole. The report is expected for the beginning of 2013 and will make it possible to verify the overall reliability of the calculation methods. Finally, all input regarding resolution follow-up or discharge was received on time. With regard to the implementation of minimum internal control standards (c.f. Annex 6.8) substantial progress has been achieved regarding planning and reporting (IT programming, project portfolio follow-up using the Clarity application) and with regard to transparency, thanks to a number of top-level steering groups. Finally, in June, DG ITEC carried out an assessment of sensitive posts (c.f. Annex 6.7) using standard procedures approved by the Secretary-General. At the end of the year, 75% of the posts were classified as non-sensitive or rendered non-sensitive by means of internal organisational or supervisory framework measures. Regarding the remaining 25%, the 18

19 residual risk is considered to be acceptable and containable within the hierarchical framework. 4. CONCLUSIONS The delegated authorising officer notes that 2012 was once more a year of very intense activity, with progress being achieved from the previous year. One of the clearest manifestations of this is the fact that the IT plan for 2013 was drawn up and consolidated before the end of 2012, enabling all projects to be planned in order using the Clarity application and be launched immediately the following year. There has been no slow down in the consolidation of tasks within the directorate-general. The new separation of activities and the development and maintenance of IT applications within Directorate A - DIT have been finally achieved. The Directorate for Publishing is now firmly established and the Directorate for Resources is taking shape. Operational activity has remained intense (c.f. point 2.4 and Annex 6.9 regarding results). The progress and results achieved have made it possible to obtain the support of the President, Bureau and Secretary-General for the strategy being followed and to go even further with the help of the re-internalisation strategy for example. It is true that DG ITEC is still beset by a number of ongoing difficulties: - A high degree of dependence on external suppliers and a lack of highly qualified candidates for recruitment as officials; - A large number of infrastructural projects and applications, the scope and specifications of which are difficult to delimit; - Budget operations running from one year to the next and hard to contain within the current year; - Framework provisions for the awarding of contracts which are slow and cumbersome to implement. However, in 2013 DG ITEC will seek to achieve a number of improvements: a) in operational terms: - By preparing well in advance for the 2014 IT plan, commencing at the beginning of 2013 with a view to gaining a further six months on the timetable; - By achieving Windows 7 and migration, making maximum progress in projects under strategic programmes and finalising additional obsolescence management and Wi- Fi coverage operations decided at the end of b) in managerial terms: - By launching the re-internalisation strategy from the beginning of 2013, ensuring that the 30 posts accorded are filled as promptly as possible and recruiting rapidly when posts become vacant; 19

20 - By continuing to devise and implement all structural changes necessary to facilitate unit management. (c) in budgetary and contractual terms: - By placing greater emphasis on advance preparation for contracts and contract award procedures and ensuring compliance the externalisation strategy now under way; - By focusing more closely on the commitment and payment of current appropriations, thereby ensuring that every effort is made to limit carryovers to one-third (an objective which becomes harder to achieve whenever DG ITEC receives additional advance project funding in the form of mopping-up appropriations). 20

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