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EUROPEAN COMMISSION Directorate-General for Translation DGT.02 - Communication and Information

Brussels, 11 July 2006 DGT.02 D(2006) 22125

DGT Communication Strategy

for 2006 – 2008

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Table of contents

1. INTRODUCTION....................................................................................................... 3

2. LANDSCAPE ANALYSIS OF COMMUNICATION ENVIRONMENT ................ 3

2.1. DGT mission and goals ..................................................................................... 4

2.2. Underlying values and the role of communication ........................................... 4

2.3. Commission Action Plan for Communication .................................................. 4

2.4. Multilingualism ................................................................................................. 5

2.5. Strategy for matching supply and demand in translation.................................. 5

3. INTERNAL COMMUNICATION ............................................................................. 6

3.1. General objectives ............................................................................................. 6

3.2. Link with Annual Management Plan 2006 ....................................................... 6

3.3. Tools available .................................................................................................. 6

3.4. Current practices and suggestions for improvement ......................................... 7

4. EXTERNAL COMMUNICATION............................................................................ 8

4.1. General objectives ............................................................................................. 8

4.2. Key target groups .............................................................................................. 8

4.2.1. In-house partners and other EU institutions........................................ 8

4.2.2. Outside world ...................................................................................... 9

4.3. Link with the Annual Management Plan 2006.................................................. 9

4.4. Tools available ................................................................................................ 10

4.5. Current practices and suggestions for improvement ....................................... 10

5. RESOURCES FOR IMPLEMENTATION .............................................................. 11

6. CONCLUSIONS....................................................................................................... 12

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1. INTRODUCTION

This document proposes an internal and external communication strategy for the Directorate-General for Translation (DGT) for the period 2006-2008. It is concerned with the improvement of the communication processes and not with the content of the messages communicated.

This strategy is built on the understanding that communication is a shared function between the management, the Communication unit and the operational and horizontal units, and is based on a commitment to two-way communication. The aim is to embed communication into all relevant functions and operations of DGT in order to help it carry out its mission and achieve its overall objectives.

The strategy is also consistent with the Commission’s drive for effective communication under the motto “listen, communicate, go local”1. DGT’s contribution to the realisation of this objective is twofold:

• to translate the Commission’s messages into the official languages (its core business) and thereby promote the transparency, legitimacy and efficiency of the EU;

• to put across the Commission's messages in a style, register and form of words which the general public in all the Member States can understand (through editing and localisation).

The same spirit and level of ambition set by the Commission for its external communication should also be reflected in its internal communication. Good internal communication is an effective means of enhancing and supporting the achievement of strategic and operational goals set by the Commission, and of motivating its staff.

2. LANDSCAPE ANALYSIS OF COMMUNICATION ENVIRONMENT

The figure below depicts the conceptual framework underlying this strategy document. It shows the different target groups and sets out separate goals, development needs and action plans for internal and external communication in DGT. Detailed proposals to improve current practices in both these fields are given in Annexes 2 to 4. It also shows the factors that have to be taken into account when formulating and implementing DGT’s communication strategy.

1 C.f. The Commission’s Action Plan for Communication, adopted on 20 July 2005, and its White Paper on a

European Communication Policy (Com (2006) 35 final).

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Conceptual Framework for DGT Communication Strategy

Core Values-shared

responsibility -two-ways (listening, dialogue)-quality-accuracy, timeliness-simplicity, clarity-transparency-right to information-need-based-cost-effectiveness

Gen

eral

pub

lic, m

edia

, opi

nion

mul

tiplie

rs,

Uni

vers

ities

, Fre

elan

ce tr

ansl

ator

s et

c.

Other DG

’s & Institutions

Staff (Bxl, Lux)

Enlargement (EU-25, EU-27)Communication on Multilingualism

Internal Communication

-goals, means & activities-development, actions neededA

BC

External

Comm

unication:

with client DGs

& other EU Institutions

-goals, means & activities

-development, actions needed

Exte

rnal

Co

mm

unica

tion:

with

out

side

world

-goa

ls, m

eans

& a

ctivi

ties

-dev

elop

men

t, ac

tions

nee

ded

New Staff Regulation

Demand Management

Strategy

Action Plan for Communication

-listening -communicating

-going local

2.1. DGT mission and goals

The mission of DGT, the largest and most complex language service in the world, is to support multilingualism in the European Union by providing the Commission with linguistic advice and a translation service for its written communication in all official languages, thereby bringing the Union’s policies closer to its citizens and promoting its legitimacy, transparency and efficiency. The role of communication is to help attain DGT’s operational goals, and to facilitate and enhance the achievement of the Commission’s broader goals.

2.2. Underlying values and the role of communication

The core values underlying DGT’s communication in all areas are: quality, two-way communication, transparency, access to information as a right, accuracy, timeliness, need-basis, simplicity and clarity, shared responsibility and cost-effectiveness. The point of departure and sine qua non is that communication should always be two-way, based on listening and explaining.

2.3. Commission Action Plan for Communication

The three strategic principles underpinning the Commission Action Plan for Communication are:

• listening: engaging in a real dialogue as opposed to a one-way dissemination of messages;

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• communicating — the language and the themes chosen have to be such that the target group, citizens, can relate to them, and

• connecting by ‘going local’, showing an understanding of local audiences and local circumstances.

These three principles are equally applicable to internal communication, with ‘citizens’ as the target group replaced by ‘staff’.

The Commission Action Plan includes proposals that have a direct or indirect bearing on DGT. There are two actions where DGT is named as the lead service. These are Action 8 concerning the use of clear and comprehensible language in communication, and Action 22 on the Commission’s interest in having as much information as possible available in all the official languages. This includes both traditional printed documents and web-based material. Furthermore, the role of EC Representations in the Member States will be reinforced in the future. The Memorandum of Understanding between DG PRESS (DG COMM) and DGT is regularly reviewed, since it affects the number and role of DGT staff in the Field Offices.

2.4. Multilingualism

For the first time, multilingualism is now included in the portfolio of a Member of the Commission. The Commission’s first communication on multilingualism was adopted in November 2005. It underlines the Commission’s commitment to multilingualism in the EU; sets out the Commission’s strategy for promoting multilingualism in the areas of European society, in the economy, and in the institution itself; and proposes specific actions.

The Commission’s commitment to multilingualism is expressed via several actions proposed in the Communication. These include the launching of a Languages Portal, giving a more active role to the Field Offices, organizing high-level seminars on multilingualism in the Member States, furthering contacts with European universities via, for example, the ‘Visiting Translator Scheme’, having contacts with the language industry via the Translation Forum and hosting visiting groups in DGT.

2.5. Strategy for matching supply and demand in translation

The strategy for matching supply and demand in translation (SEC(2004)638/6) and SEC(2005)984)2 is the focal point of DGT’s action. The communication requirements in relation to the strategy are both real and varied. DGT needs to address several interest groups, starting with its own staff and extending outwards to its clients, the Member States, the media, and the citizens. There is a need to listen closely to the concerns and issues raised by these stakeholders, and to explain the functioning and implications of the strategy.

2 A revised strategy for 2007 and onwards will be presented in a new Communication to be adopted by the

Commission in autumn 2006.

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3. INTERNAL COMMUNICATION

3.1. General objectives

The following general objectives have been set for internal communication:

(1) to enhance understanding of management decisions and of subsequent developments in DGT;

(2) to promote corporate spirit and a culture of genuine, two-way communication;

(3) to enhance the functioning of a multicultural work environment in DGT;

(4) to ensure that all staff, but new staff in particular, are integrated effectively into the DGT work environment.

Meeting the above objectives is a shared responsibility of the management, DGT staff, and the Communication unit. The communication role of Heads of Unit, who are the managers closest to the staff, should be further reinforced in order to enhance a management culture based on communication in DGT.

The chart in Annex 1 sets out the practical means for achieving the objectives, while the key players involved and the tools at their disposal are set out in sections 3.3 and 3.4 below.

3.2. Link with Annual Management Plan 2006

The two major objectives for internal communication are set in DGT's Annual Management Plan (AMP) for 2006 as follows:

• to enhance awareness among staff of the key management decisions and to foster a culture of communication and dialogue in DGT, thereby enhancing the level of motivation and satisfaction among all DGT staff;

• to develop regular measurement of staff satisfaction with internal communication in DGT.

Measures to achieve the first objective include placing greater emphasis on departmental meetings, communication seminars and Question/Answer sessions with staff. The second objective can be met by conducting an annual satisfaction survey in DGT, which would also yield an impact indicator for the internal communication strategy deployed in DGT.

Finally, a risk assessment of the main factors governing internal communication will be carried out annually.

3.3. Tools available

Different channels of communication targeted at particular groups or individuals are needed for different circumstances. Annex 1 shows top-down and bottom-up communication among the various players in DGT, while the table below gives an overview of the main internal channels that can be used to communicate a decision or a key message. These are juxtaposed in relation to the time horizon for delivery and the specificity of the target recipient.

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Among the communication tools3 depicted above, particular attention should be drawn to DGTnet, DGTinfo and the proposed network of information providers, which can be said to form the backbone of DGT’s internal communication infrastructure. These and the other listed tools are referred to in greater detail in connection with the current practices set out in Annexes 2 to 4.

3.4. Current practices and suggestions for improvement

Annex 2 gives an overview and brief assessment of the types of internal communication which take place, the media used and the practices currently followed by DGT, with suggestions for improvement. Those responsible for action are identified.

The key actions for improvement4, together with the proposed year of implementation, are given in Annex 2 and listed below for reference, with a weighting for strategic importance. (**** ═ critical, *** ═ very important)

(i) Establish network of contact persons and information providers in Directorates, language departments and horizontal units and improve structure of information flow from them to DGT.02. **** 2006

(ii) Take forward the DGTnet overhaul in accordance with approved work plan. **** 2006-2007.

3 In addition to these tools, the existence of information exchange within DGT applications (e.g. ELISE/Note)

should be acknowledged as a supplementary means of communication.

4 An increased use of 'management by walking' or further development of DGT's induction seminars could also enhance communication in DGT. These, however, are not primarily communication tools but part of general management and training, respectively.

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(iii) Set aside a dedicated and visible space on DGTnet for information from senior management. *** 2006.

(iv) Identify areas where specific information can help newcomers to be fully operational in a shorter period. *** 2006

(v) Regularly pursue teambuilding events launched by the director-general, directors and middle managers, especially following a reorganisation. *** 2006

(vi) Take account of communication objectives in the annual training strategy. *** 2007

4. EXTERNAL COMMUNICATION

4.1. General objectives

The following general objectives have been set for DGT’s external communication:

(1) to increase awareness of multilingualism and to create an interest in translation and the DGT in general;

(2) to build knowledge among the target groups as regards the role and use of languages in the EU, DGT’s role and work and the constraints under which it must operate in the context of multilingualism;

(3) to create dialogue between DGT and the different target groups;

(4) to build confidence in DGT among the target groups;

(5) to enhance the image of DGT among the target groups; and

(6) to enhance collaboration with selected target groups.

DGT’s external communication targets can be achieved via an efficient use and further development of the existing communication tools, by seeking new ways of communicating, and by ensuring that sufficient budgetary and personnel resources are made available. Furthermore, implementation should be carried out by adhering to the three principles laid down in the Action Plan and to the core values underlying DGT communication.

4.2. Key target groups

External communication at DGT addresses two categories of target audience: its in-house partners and the other EU institutions; and the outside world.

4.2.1. In-house partners and other EU institutions

Within the EU institutional system DGT’s communication targets are:

• DGT’s customer DGs and Services in the Commission; • DG COMM and the Spokesman; • the other EU institutions.

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4.2.2. Outside world

The main target groups for DGT’s communication work towards the outside world are:

• the general public; • the media; • other opinion formers such as representatives of national authorities and

civil servants, • universities which train potential future translators and conduct

research into translation; • companies developing translation tools and technology which DGT

might use; • the Member States’ own national translation services, to ensure

consistency in terminology; • external translators (including not only our contractors but also

freelance translators and translation companies, universities and professional associations), to provide information on (potential) collaboration, tenders, contract conditions, EU-specific matters, etc.

4.3. Link with the Annual Management Plan 2006

DGT’s Annual Management Plan for 2006 sets two main objectives for external communication:

• to increase the general public’s awareness of multilingualism, the work of DGT, and the use of languages in the EU by enhancing contacts with the media and key target groups;

• to develop and expand DGT's web translation capacity in support of the Commission's Action Plan for external communication.

The measures specified in the AMP for achieving the first objective include the following:

• active participation in the European Day of Languages on 26 September of each year;

• revision and reprinting of the relevant booklets on the languages in the EU and on translation, and production of posters and printed promotion material;

• co-organisation with the Commission Representations in each ‘new’ Member State of a high-level seminar on multilingualism targeted at the national media (5 seminars in 2006, 5 in 2007);

• organise annual press lunch meetings on multilingualism in Brussels;

• organise a translation contest in the Member States for pupils in secondary schools.

The following two means, to be implemented by an operational unit set up for this purpose, are proposed for attaining the second objective:

• creating a test environment for the translation of EUROPA websites whereby the translations can be done via an automated workflow system and with appropriate measuring of output;

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• defining a new workflow for the translation of web pages, drawing conclusions from the above mentioned test phase.

The effectiveness of DGT's external communication can be measured by output measures and impact measures. Output measures include the nature and frequency of inquiries and questions on multilingualism and translation responded to by DGT, and the efficiency of the translation of customer DGs’ web pages in DGT. The impact indicators include the level of media coverage on multilingualism and translation in the Member States, and the level of satisfaction among the customer DGs with web translation in DGT.

Finally, a risk assessment of the main factors governing external communication will be carried out annually.

4.4. Tools available

The principal tools available for the implementation of DGT’s external communication strategy include:

• personal contacts: briefings; interviews; speeches and presentations; visits; informal contacts;

• the Commission’s intranet (IntraComm);

• the Internet (EUROPA);

• paper publications and multimedia products;

• press material: press releases, memos, articles and features;

• press conferences and technical briefings;

• events: open-house days; thematic days such the European Day of Languages (26/9) and Europe Day (9/5);

• seminars, conferences, and exhibitions;

• networking with universities, national authorities and private-sector companies;

• hosting of trainees from the Member States and participation in inter-institutional exchanges of staff;

• DGT Field Offices, in order to support communication activities and localise key messages.

4.5. Current practices and suggestions for improvement

Annex 3 gives an overview and brief assessment of the types of communication which take place, the media used and the practices currently followed by DGT in relations with its in-house partners and the other EU institutions, with suggestions for improvement. Annex 4 gives the same information as regards communication with the outside world, also with suggestions for improvement. In both annexes those responsible for action are identified.

The key actions for improvement, together with the proposed year of implementation, are given in Annexes 3 and 4 and listed below for reference,

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with a weighting for strategic importance. (**** ═ critical, *** ═ very important)

(i) Strengthen the contribution of the Field Offices to localisation of the EU’s messages, for example by including communication aspects in the annual meetings of the FOs. **** 2006-2008

(ii) Establish a more systematic flow of background and one-off information to the Spokesman, including statistics. *** 2006

(iii) Produce and regularly update a “press pack” of fact sheets and frequently asked questions to be given to journalists. *** 2006

(iv) Organise “Meet the Commission” seminars for media & opinion formers in new Member States. *** 2006-2007

(v) Translate the DGT booklets into more languages. *** 2006-2007

(vi) Produce a multimedia product presenting DGT. *** 2007

(vii) Assess the viability of a dedicated medium with information and news for freelance translators. *** 2007

5. RESOURCES FOR IMPLEMENTATION

The human resources for the implementation of this Communication strategy come on the one hand from DGT’s communication unit, which is ‘chef de file' for communication in DGT, and from the Directorates, LDs and horizontal units on the other. For internal communication, the directorates, LDs and horizontal units should continue to make available their own ‘webmasters’ or information providers for the respective intranet pages of these entities. In addition, as proposed in this strategy document, a network of dedicated communication contact points should be established in DGT. The number of people in this network will be decided in collaboration with the respective directorates within DGT’s new organisation.

The table below depicts the human resources available for the proposed communication actions in the Communication and Informatics units. The support needed from other horizontal units5 within their existing resources is also indicated in the brackets.

The only area where the ‘deployed' resources are not yet fully available is the maintenance of DGT’s external web sites. This situation will improve with the completion of the web pilot project in the autumn of 2006.

5 In addition to the units mentioned in the table, the role of unit S.2 in communicating with external

translators should be acknowledged.

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TYPE OF ACTION RESOURES NEEDED UNIT/LD/DIRECTORATE

Communication with the outside world Total: 7.5 FTE

Relations with media 1.5 FTE (available) DGT.02

Relations with universities 1.5 FTE (available) DGT.02 (+R.04)

Managing public web sites 2.0 FTE (partly available)* DGT.02

Publications (external) 0.7 FTE (available) DGT.02

Visits, speeches given, etc. 0.5 FTE (available) DGT.02 (+LDs)

Answering queries 0.4 FTE (available) DGT.02 (+DGT.03)

Organizing events 0.3 FTE (available) DGT.02 (+LDs)

Support for DGT staff (speeches etc.) 0.5 FTE (available) DGT.02

Communication contacts with FOs 0.1 FTE (available) DGT.02 + D1

Communication with in-house partners + other EU-institutions Total: 0.5 FTE

Contacts with the SP and DG COMM 0.2 FTE (available) DGT.02

Contacts with other DGs 0.1 FTE (available) DGT.02

ECN, ICN and EUROPA coordination 0.2 FTE (available) DGT.02

Internal Communication Total: 6.0 FTE

Intranet 4.5 FTE (available) DGT.02 + R3

Publications (internal) 1.1 FTE (available) DGT.02

Coordination of info correspondents 0.2 FTE (available) DGT.02

Communication training 0.2 FTE (available) DGT.02 (+R4)

Publication resources are a major constraint. Efforts are being made to obtain a budget or an earmarking. An estimate of the budget needed for publication–related action is €125000 per year.

The missions budget for external communication operations appears adequate in 2006, and this situation should be ensured for future years too. However, special attention in budget allocation must be given to the needs of the reinforced Field Offices.

6. CONCLUSIONS

There has been no written communication strategy for DGT before. Building on the mission statement of DGT, on the core values set for its communication and on the

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Commission Action Plan for Communication, this document sets out the strategic objectives and means to achieve these objectives in internal and external communication. This strategy is proposed for a three-year time span and includes proposals for concrete actions, together with timetables for implementation.

The implementation of the communication strategy needs to be seen as a shared responsibility. In communication with the outside world, the main players include the Director-General, the Spokesman, the Communication unit and the Field Offices. In the field of inter-service communication, DGT.02 uses its means of communication to support the main players liaising with clients, particularly unit S1. In the area of internal communication, the notion of shared responsibility is the core point of departure. This is depicted in annexes 2 and 3, which match up actors in different DGT units to proposed actions.

As can be seen from Annex 1, a wide array of communication channels exists in DGT. The challenge, as presented in this strategy, is to strengthen their use, match them up appropriately and transparently to both users and purposes, and integrate them better into an effective and coherent strategy.

In general terms, management at all levels, together with the Communication unit and staff itself, should strive for more open and efficient two-way communication in DGT. The creation of a real culture of communication in DGT, internally and externally, is the desired end result of the strategy proposed in this paper.

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Annex 1 TWO-WAY COMMUNICATION IN DGT

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TOP MANAGEMENT (DG)

Staff meetings, Q/A sessions

Induction / Information Seminars

C-NetworkMiddle

Management (HoD, HoU)

Direct contacts (Heure du

Bourgmestre)

Departments & Unit meetings DGTNet Info kits

Directors(meetings)

Individual contacts (formal, internal) Regular meetings

STAFF

DPT

DGTInfo + weekly letter

Information correspondents in Language Dpts / Horizontal Units

DGT.02 Communication

& Information Unit

Direct e-mail messages

Questionnaires, Opinion surveys

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Evaluation of current communication practices in DGT and suggestions for improvement Annexes 2, 3 and 4:

N.B. The use of between 1 and 4 stars in column 4 (“Suggestions for improvement”) indicates the level of strategic importance of actions, as follows: ****=critical, ***=very important, **=important, *=useful.

Annex 2: Internal communication

COMMUNICATION TYPE AND MEDIUM CURRENT PRACTICES STRENGTHS AND

WEAKNESSES SUGGESTIONS FOR IMPROVEMENT WHO?

(i) Set aside a dedicated and visible space on DGTnet for information from senior management. 2006. (***)

(i) DGT.02

1. COMMUNICATION EN CASCADE

Communication en cascade, i.e. regular top-down communication, depends in DGT on a chronologically programmed series of meetings linking 4 hierarchical levels.

All four levels produce minutes of their meetings. The minutes — and separately listed conclusions and decisions from Level 1 — are usually available by the end of the week in which the meeting was held. Those from the other three levels usually take over a week to produce and post.

Level 1 (Director-General)One top-level meeting per week, usually Monday, comprising the director-general, 6 directors and 3 directly-reporting (‘horizontal’) unit heads. A flash report is published after each Directors’ meeting. ‘Cascade’-type information also passes via other channels such as e-mail.

Level 2 (all Directorates) Following the level-1 meeting, each director holds weekly information-relay meeting with his/her middle management (department heads in directorates A and B, unit heads in directorates C and D ).Level 3 (Translation Directorates) Following the level-2 meeting, the department heads hold a weekly information-relay meeting with their line-managers (i.e. unit heads) Level 4 (All units) Periodically within the above cycle of meetings, line managers hold unit meetings — sometimes weekly but in theory never less than monthly to relay information from levels 1, 2 and 3.

S: Regularity and predictability

W: Information may arrive too late: the cascade sequence down to level 3 takes a week in the best of circumstances, but may take longer.

Information may be incomplete: relaying level-1 information is not the only function of meetings at levels 2, 3 and 4, which may therefore skip things in order to gain time.

Information may be distorted (‘Chinese-whisper effect’)

Level-1 info may never reach level 4 (or only very late), since it probably relies on written minutes actually being read.

Places additional burden on unit heads, who may have to reinterpret messages not written with end-users in mind.

(ii) Encourage chairpersons of meetings at levels 2, 3 and 4 to devote sufficient meeting time to level-1 reporting. (**)

(ii) All directors and unit heads

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2. INTRANET

DG’s intranet (DGTnet) is a main internal communication tool.

- Publish information and news on the DGT’s activities and on other activities in the areas of translation, multilingualism and related subjects;

- Publish administrative and practical information of specific relevance to DGT;

- Provide a platform for sharing information and documentation among colleagues.

S: The home page is interactive and updated daily (“announcements”, “news items”, “newsstand”, etc.);

Reasonably simple button-based navigation;

Common template with scripts and style sheets;

Existence of an Information Providers’ Guide (even if hard to locate and improvable!).

W: Lacks freshness and user-friendliness (quite rigid and impersonal).

Two authorities involved in intranet-management (DGT-02 and DGT/R.03), with insufficient coordination between them.

Absence of web managers’ network (too many web managers left without guidance).

Widely differing expertise-levels among DGTnet’s Web managers (ranging from expert to elementary).

Absence of information-providers network.

Information Providers’ Guide (IPG) is too elementary.

No quality control of websites.

Communication en cascade does not always work smoothly, so that

(i) Take forward the DGTnet overhaul in accordance with approved work plan. 2006-2007. (****)

(ii) Review the number of web managers and unit-based websites. (**)

(iii) Ensure appropriate training and assistance for all entities actively involved in intranet work. (**)

(iv) Increase the level of detail in the Information Provider’s Guide. (*)

(v) Revive use of Newsgroups and/or create new and relevant forums. (*)

(vi) Establish network of contact persons and information providers in Directorates, language departments and horizontal units and improve structure of information flow from them to DGT.02. 2006. (****)

(i) DGT.02 + R3

(iii) DGT.02 + R3

(iv) R3 + R4

(v)DGT.02

(vi) DGT.02 + R3

(vii) DGT.02 + Directorates + horizontal units

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published news is often not news any more.

3. PUBLICATIONS

DGT INFO

LANGUAGE DEPARTMENT NEWSLETTERS

DGTInfo, the DGT’s newsletter, usually appears monthly.

These appear at irregular intervals. DGTnet 'Newstand' currently lists eight such publications.

S: DGTinfo is a distinct and powerful communication tool, of the magazine type; articles are in-depth, ‘full-dress’ and informal. It is a good medium for meeting colleagues in a more personalised way (mainly via interviews). It is visually quite rich and attractive, but there is room for improvement.

W: DGTinfo is written mainly by DGT-02: other possible information providers are passive. Information usually reaches DGT-02 slowly. Periodicity can vary. There is no real provision for reader-feedback and it is not sufficiently used for exchange of experiences/ideas outside professional life.

S: These publications reflect grass-roots opinions and issues and, like DGTinfo, have the potential to link DGT to a wider (possibly external) language debate.

W: Hard to find contributors.

(i) Persuade top and middle management to use DGT Info for more informal communication purposes. (*)

(ii) Get Field Offices to contribute material more frequently. (**)

(iii) Carry out reader survey. (**)

(i) Senior and middle management

(ii) D1 + Heads of Field Offices + DGT.02 (iii) DGT.02 + R3

4. WELCOME SEMINARS DGT’s Training unit organises Induction Seminars in principle twice a year and distributes a Welcome Pack.

S: Face-to-face (personal) medium for introduction and presentation purposes.

W: Seminars cannot be organised immediately upon arrival.

(i) Continue to further develop the Welcome Pack. (**)

(i) R1, R4 + DGT.02

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5. ELECTRONIC MAIL A lot of information is conveyed through e-mailing.

S: – immediate transmission – directness (targets only those

concerned) – scope for conveying messages in

short and simple manner

W: Rapidly ceases to be effective when not carefully used

Mass of electronic messages exceeds our information-intake capacity

Mass-distribution messages are often ignored because recipient does not feel personally addressed

(i) Restrict ‘to everybody’ mail shots to genuine emergencies and/or top-importance occasions: use DGTnet instead, wherever possible. (**)

(i) Senior management to give the lead

Director-General’s “Heure du Bourgmestre”

S: Allows a direct dialogue between the Director-General and staff, thus ensuring bottom-up feedback

W: Restricted time for each bilateral contact, large size of the DG limits the number of possible contacts with members of staff

(i) Increase scope for dialogue and feedback by extending “Heure du Bourgmestre” hours to other members of top management (*)

(i) Director-General + Directors

Mentoring of new colleagues

S: Easier sharing of information and knowledge among colleagues, better and quicker integration of newcomers

(ii) Identify areas such as IT where specific information can help newcomers to be fully operational in a shorter period. 2006 (***)

(iii) Share experiences between mentors (*)

(ii)Designated mentors + unit heads

(iii) Designated mentors

6. INFORMAL CONTACTS

Not essential for the carrying out of operational tasks but essential for a more smoothly and efficiently run service & motivation.

Informal social events S: Creates ties between colleagues, improves informal communication channels. Motivates staff

(v) Encourage more frequent informal events (*)

(iv) All staff

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W: Infrequent.

C-Networking S: Benchmarking or identification of best practices

W: Limited coverage.

(vi) Further strengthen (*) (vi) AST/C grades

Teambuilding/Away days S: Helps identify problems and solutions.

Clarifies roles, tasks and responsibilities

W: Difficulty of linking staff from the two sites

Difficulty of finding the right facilitator

(vii) Regularly pursue teambuilding events launched by the director-general, directors and middle managers, especially following a reorganisation. 2006-2008 (***)

(vii) All management (organisation) + all staff (participation and involvement)

7. TRAINING FOR COMMUNICATION

Voluntary, ad hoc. S: Improves staff skills.

W: Unclear link between communication objectives and training objectives.

Make maximum use of Commission-wide courses organised by ADMIN. (***)

Ensure that better use is made of manuals, guides, etc., e.g. DGT’s Procedures Guide (**)

Take account of communication objectives in the annual training strategy. 2007 (***)

R4 + DGT.02

DGT.02

R4 + DGT.02

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Annex 3: Communication with in-house partners and other EU institutions

COMMUNICATION TYPE AND MEDIUM

CURRENT PRACTICES STRENGTHS & WEAKNESSES SUGGESTIONS FOR IMPROVEMENT WHO?

1. COMMUNICATION WITH DG COMM, SPOKESMAN

DGT.02 supplies COMM and Spokesman with information about DGT, translation and EU's language policy for passing on to media or Cabinet

S: Good relations with Spokesman and Cabinet, channels effective and rapid. Good cooperation on press releases. Response time satisfactory, judging from SP's comments.

(i) Establish a more systematic flow of background and one-off information to the Spokesman, including statistics. 2006 (***)

(i) DGT.02 + Spokesman

2. COMMUNICATION WITH CUSTOMER DGS

DGT.02 informs customer DGs of DGT’s services via the IntraComm and Language Aids websites, and offers them drafting aids on the Language Aids website.

A flyer on DGT’s translation products was printed and distributed in January 2006.

DGT.02 maintains an IntraComm website for customer DGs.: conception, technical design, information gathering, writing, editing, updating, maintenance.

DGT.02 is represented on the ICN Committee which – besides internal communication in the Commission – deals with all aspects of IntraComm use and publication (pendant to the EUROPA Forum).

Secondment of translators to customer DGs.

S: Customer DGs are aware that DGT offers more services than just translation.

The ICN is a useful information exchange forum where new approaches, techniques and strategies for internal Commission communication are discussed. It offers the possibility to meet and discuss with colleagues in other DGs having the same roles and tasks.

Cooperation with the other “multilingualism” DGs has become much closer.

S: Helps networking and communication with customer DGs

(i) Maintain and expand the Language Aids pages on EUROPA. (**)

(ii) Follow-up the DGT products campaign. (*)

(iii) Include a dynamic news page on IntraComm such as DGT maintains on DGTnet. In particular the planning and IT units should be encouraged and supported to use IntraComm for transparent and open communication with requesters. (**)

(iv) Revive and set up regular meetings with the translation correspondent network. (**)

(v) Establish a ‘visit programme’ for the client DGs’ staff to become more familiar with DGT and its procedures. 2007 (**)

(vi) Extend the secondment scheme to more language departments (***)

(i) DGT.02 + language departments

ii) DGT.02 + S1

(iii) DGT.02 to support and advise on the use of IntraComm for communication with requesters, and to upload their material.

(iv) DGT.02 + S1 (R4 + S3)

(v) DGT.02

(vi) DGT.02 + language depts.

3. INTER-INSTITUTIONAL COOPERATION

DGT.02 maintains the CITI web pages on DGT’s IntraComm website because

S: In-house colleagues are made (i) Set up an information network with the communication units/officials of the other EU

(i) DGT.02

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IntraComm is the only Intranet which is open to all institutions.

aware of CITI’s work.

W. Because of time constraints, the Languages Portal, which should be interinstitutional, was set up using input only from editors in the Commission. Little or no direct communication with information units of other institutions.

translation services. 2006 (**)

(ii) Consult and involve the language services of the other institutions in contributing actively to the Language Portal. (**)

(ii) DGT.02 + D2 + Language portal editors

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Annex 4: Communication with the outside world

COMMUNICATION TYPE AND MEDIUM CURRENT PRACTICES STRENGTHS & WEAKNESSES SUGGESTIONS FOR

IMPROVEMENT WHO?

1. RELATIONS WITH MEDIA

DGT.02 answers media queries directly or refers journalists to Director-General’s Office, and provides fact sheets on various subjects. At media’s request, we arrange filming, photographing or interviewing opportunities with our translation staff.

S: On technical questions DGT.02 can give information at once without reference upwards.

W: (a) Having to refer any question with a political implication upwards can cost valuable time and leave DGT’s view unrepresented in articles published before DGT responds.

(b) DGT.02 is not always notified of interviews given by staff, so cannot be prepared for any follow-on queries.

(c) Considering media’s short deadlines, finding volunteers for filming, photographing and interviews of the staff can be time-consuming.

(i) Decide on lines to take on particular issues and authorise DGT.02 to act on them. 2006 (**)

(ii) DGT.02 should be informed of all media interviews to be given by any staff. (**)

(iii) Produce “press pack” of fact sheets to be given to journalists and published on the Europa Translation website. 2006 (***)

(iv) Annual press lunch for Brussels correspondents. 2006-2008 (**)

(v) Organise “Meet the Commission” seminars for media & opinion formers in new Member States. 2006-2007 (***)

(vi) Inform media about important events in DGT (**)

(i) Senior management.

(ii) All staff giving interviews

(iii) DGT.02

(iv) DGT.02

(v) DGT.02, Field Offices + D1

(vi) DGT.02, D1, Field Offices + Spokesman.

2. RELATIONS WITH UNIVERSITIES

(i) DGT.02 answers queries from universities concerning DGT cooperation on a European Master’s in Translation and

(i) Further promote and increase knowledge of the EMT curriculum among universities in the Member States and acceding countries; and advise them on

(i) DGT.02

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provides a curriculum model;

how to establish it. (**)

(ii) Host conference about Master's in Translation for universities in autumn 2006. (**)

(ii) DGT.02

3. PUBLIC WEBSITES: - EUROPA TRANSLATION - EUROPA LANGUAGE AIDS - LANGUAGE PORTAL

DGT.02 maintains two websites for the public: conception, technical design, information gathering, writing, editing, updating, maintenance.

Plus, as lead service, a portal on Languages and Europe which involves the coordination and administration of the Editorial Committee.

S: Websites are very rapid outlet for authoritative information about DGT, translation and language policy. Reduces pressure of queries from media and public. Especially effective channel for information about jobs. Main information channel for freelance translators.

Positive feedback about usefulness of the language and drafting aids offered.

Cooperation with information providers is generally good.

W: (a) Some info providers inside and outside DGT do not keep us informed of developments in their area.

(b) There has not been enough staff to run the websites adequately.

(c) DGT still has no common look & feel for its web applications on IntraComm (Poetry, DGTVista, etc.)

(d) DGT’s public websites differ greatly from those of other DGs.

(e) The Translation theme site urgently needs a radical overhaul.

(f) Owing to lack of resources, only stable information is currently published on DGT on EUROPA.

(i) Notify DGT.02 of changes in DGT policy or practice of interest to readers outside DGT. (**)

(ii) Make DGT on Europa more dynamic, i.e. ensure regular content updates. (**)

(iii) Consider regular evaluation of website hit statistics (2/year). 2006 (*)

(iv) Conduct online surveys to assess DGT’s work in the communication or translation sector. (**)

(v) Consider overhauling the Translation theme site on EUROPA. (**)

(vi) Cooperate more closely with ADMIN, DIGIT and other DGs to achieve a more coherent approach towards the intranet and web applications.

[Note: The additions in columns 3 and 4 take account of paragraph 8 of Directorate C’s comments]

(i) All units providing information to the websites in DGT.

(ii) DGT.02

(iii) DGT.02 + S4

(iv) DGT.02 + S4

(v) DGT.02 + information providers

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(g) There is no technical webmaster for the Languages Portal. Currently the webmaster tasks are shared by the developer team, the official responsible for editorial content and the webmaster of the other three external websites. Proper maintenance of the EU Languages Portal is not possible.

4. PUBLICATIONS DGT.02 maintains two DGT booklets for the public online and prints them out on demand.

S: Keeping the booklets online instead of on paper means they can be updated whenever necessary.

W: (a) The booklets are in only 3 languages.

(b) DGT.02 has no publications budget to improve design and content and expand into other areas.

(i) Translate the booklets into more languages. 2006-2007 (***)

(ii) Rewrite and redesign a general booklet on the language professions and multilingualism. 2007 (**)

(iii) Produce a multimedia product presenting DGT. 2007 (***)

(iv) Produce posters. (**)

(v) Produce promotional items. (*)

(vi) Assess the viability of a dedicated medium with information and news for freelance translators. 2007 (***)

(i) DGT.02

(ii) DGT.02

(iii) DGT.02

(iv) DGT.02

(v) DGT.02

(vi) DGT.02 and S2 with the help of other units, if necessary.

5. VISITING GROUPS, PRESENTATIONS

DGT.02 receives visiting groups of students, representatives of national administrations or private industry (Translation Forum), and others , mostly in Brussels. Presentations are given in the DGT or in other DGs on demand, calling on colleagues in other units as necessary.

DGT staff give speeches and presentations to external audiences, with support from DGT.02 and DGT.03.

S: Because of our rules for visits, the burden is manageable. Visitors generally appreciate the range and quality of information given.

W: (a) Requesters, especially those within DGT, sometimes change dates, group numbers, subjects at short notice.

(b) Speakers can sometimes be hard to find for particular subjects or languages.

(i) Give a cut-off date for changes to specifications of visits. (**)

(ii) Expand the pool of speakers. (**)

(iii) Promote visits to DGT. (**)

(i) DGT.02

(ii) DGT.02 to organise, relevant units of DGT to provide speakers. (iii) DGT.02 + + D1 + Field Offices (+ DG EAC’s Visitor Programme).

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6. ANSWERING QUERIES VIA WEBMASTER MAILBOX

DGT.02 deals with queries from public, media and researchers in the Webmaster box from the EUROPA sites, answering them directly or passing the questions to the relevant units / officials for reply.

S: DGT.02 clears the box every day and gets answers to correspondents within the deadlines. The questions can be a useful source of ideas for our website and publication content.

W: DGT.02 does not have speakers of certain languages to read mails or draft answers.

Make agreements with dedicated translators (e.g. Hotline, D2) to help DGT.02 deal with languages it cannot cover. Prepare standard replies to common questions. (*)

DGT.02 + translating units

7. ORGANISING EVENTS DGT.02 occasionally organises DGT stands or other operations for Open Days, European Day of Languages, conferences etc.

S: So far, DGT.02 has successfully provided the DGT presence for various events. Allows direct dialogue with the public, enhancing better knowledge and image of DGT.

W: Difficult to attract public interest in DGT. With no publications budget we have nothing to hand out to the public on our stands except booklets printed to order, and on-line viewing of our websites.

(i) Draft simple A4 leaflets on specific themes (e.g. recruitment, freelance) and update these when necessary. 2006 (**)

(i) DGT.02 with help from R1

8. SUPPORT FOR DGT STAFF

DGT.02 helps DGT staff giving talks, writing articles, going on mission etc. with publications, fact sheets & other information. It helps and supports DGT staff in all aspects of web publication.

S: Most of the information needed is online already.

W: (a) Some paper publications have to be printed to order so must be requested in advance. Staff sometimes do not give enough notice.

(b) Difficulties in producing up-to-date material (graphs, diagrams) for PPT presentations.

(i) Publicise this service to our DGT colleagues with the proviso that we need advance notice to produce information aids, (**)

OR,

if DGT gets a publications budget, produce and stock such material in advance. (**)

(ii) Train a colleague in the advanced functionalities of PowerPoint, or make co-operation arrangements with S.04 on provision of PowerPoint material as needed. (*)

(i) DGT.02

(ii) DGT.02 and the DGT Statistics Function of S4.

9. PARTICIPATION IN EUROPA BODIES

DGT.02 represents the DGT on EUROPA Forum, Editorial Committee and Steering

S: DGT’s point of view, e.g. on language policy for websites, is heard. We stay informed about developments in technology and services. The EUROPA Forum members

Press for more frequent meetings of the EUROPA Editorial and Steering Committees. Clarify who in the DGT is responsible for representing it on these two

DGT.02

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Committee. maintain collegial relations and support each other in specific working situations.

W: The weakness is with the EUROPA organisers, who do not convene the Editorial and Steering Committees often enough.

Committees. (**)

10. CONTACTS WITH EXTERNAL CONTRACTORS & FIELD OFFICES

Specific web pages have been dedicated for external contractors on the Europa Translation website. Information on Language Aids pages is also aimed at external translators.

Seminars/conferences with external contractors

S: External Translation Unit and DGT external contractors appreciate having on-line information.

W: (a) The Language Aids pages on EUROPA are in need of updating and expansion.

(b) Regular updating of the specific web pages should be organised between units S.02 and DGT.02..

(i) Maintain and expand the Europa Language Aids pages. (*)

(ii) Strengthen the contribution of Field Offices to localisation of the EU’s messages, e.g. by including communication aspects in the annual meetings of the FOs. 2006-2008 (****)

(iii) Consider whether contacts between translation departments and external contractors would add efficiency to freelance translation process (**)

(i) DGT.02, after obtaining extra web resources.

(ii) DGT.02 + D1

(iii) Language Departments + S2