Management Plan 2019 - European Commission · 2019-01-29 · dimension. Based on this analysis, DG...

Management Plan 2019

DG Regional and Urban Policy

FINAL 19 December 2018

Ref. Ares(2018)6580536 - 20/12/2018

Contents

INTRODUCTION ............................................................................................................ 3

PART 1. MAIN OUTPUTS FOR THE YEAR ........................................................................... 6

1. GENERAL OBJECTIVES 1, 2 AND 3: A NEW BOOST FOR JOBS, GROWTH AND INVESTMENT, A CONNECTED DIGITAL SINGLE MARKET, A RESILIENT ENERGY UNION WITH A FORWARD-LOOKING CLIMATE CHANGE POLICY ............................................. 6

2. GENERAL OBJECTIVE 4 - A DEEPER AND FAIRER INTERNAL MARKET WITH A STRENGTHENED INDUSTRIAL BASE ....................................................................... 18

3. GENERAL OBJECTIVE 8 - TOWARDS A NEW POLICY ON MIGRATION........................... 20

PART 2. MAIN ORGANISATIONAL MANAGEMENT OUTPUTS FOR THE YEAR ................................. 22

Annex 1. Dashboard supporting the monitoring of 2019 objectives ............................. 32

3

INTRODUCTION

DG REGIO's main focus areas for 2019

2019 will be a pivotal year for DG Regional and Urban Policy (DG REGIO), comprising a

number of challenges.

Building on efforts of recent years, one of the main focus areas will be to bring to full

speed the implementation of 2014-2020 programmes. Through constant emphasis

on results, DG REGIO will continue to support and facilitate the delivery of tangible

outcomes for the benefit of European citizens, further expanding its initiatives, and

supporting efficient implementation by the Member States. The DG will contribute to

consolidating current macroeconomic trends (e.g. steadily increasing employment,

recovering national investments, regained pace of GDP growth) and bringing about

structural change. An important milestone will be the upcoming performance review,

which will provide an opportunity to further put the spotlight on the achievements

associated with our spending.

The DG will continue to accompany and feed the negotiations of the post-2020

legislative framework, for cohesion policy and for other sectoral proposals of the

multi-annual financial framework (MFF). The DG's crucial task will be to ensure that the

goals underpinning Commission's proposal (investment priorities with highest EU added

value, reinforced links with EU economic policy coordination, simplified and efficient

delivery mechanisms, strong links with other MFF sectoral proposals) are achieved in the

new legislative framework.

REGIO's participation and contribution to the European Semester has been

further enhanced, by providing strategic inputs to the country reports that will identify

investment needs and bottlenecks while taking account of the regional and territorial

dimension. Based on this analysis, DG REGIO will also prepare in cooperation with other

DGs a dedicated Annex to each country report that will guide the Commission in

cohesion policy programme negotiations 2021-2027 with Member States. These

negotiations will start informally in 2019, supported by individual roadmaps for each

Member State.

DG REGIO will also actively contribute to the Commission's efforts to raise awareness

about the European elections of May 2019. This will entail in particular communicating

proactively on what the Commission and cohesion policy in particular have achieved for

EU citizens, with a specific focus on the youth (2nd Road Trip Project), rural areas and

local dialogues.

Finally, the DG will contribute to the preparation of the next Commission and the

next Commissioner. This will entail providing input to defining corporate priorities as

well as proposals for REGIO landmark initiatives for the next years, which can feed the

briefing of the next Commissioner.

Overview of REGIO's long-term objectives

DG REGIO's long-term strategic vision is defined in its Strategic Plan (SP) covering the

2016 to 2020 period. This multiannual document illustrates (i) the DG's main

contributions to the Commission objectives; (ii) the strategy put in place in support of

the delivery on the Commission's priorities and (iii) DG REGIO's specific objectives which

support the delivery of the intended results. The delivery of these objectives will also

contribute to the EU Treaty objective of economic, social and territorial cohesion.

As illustrated in the DG REGIO Strategic Plan, the DG's activities are closely aligned and

contribute in various ways to most of the Commission priorities, by providing a critical

mass of funding, as well as by fostering structural reforms notably through the work

4

carried out in the framework of the European Semester but also integrating the regional/

territorial dimension in the analysis, the support it provides to Member States and

through the follow-up of ex-ante conditionalities for the 2014-2020 programmes. DG

REGIO's alignment and contribution is particularly significant for the delivery of five

Commission priorities, as illustrated in the mapping below:

*: Investment Challenges continued to feature prominently in the country reports and have now been mainstreamed into the text of the reports, identifying challenges to investment and areas where corrective measures are needed to improve the effectiveness of public funding.

This Management Plan (MP) clarifies how DG REGIO's work throughout 2019 will be

conducive to the achievement of the DG's multiannual specific objectives identified in the

SP for each of the five priorities above, by identifying the main focus areas for its

activities and the main outputs that should be delivered.

5

REGIO framework for monitoring the DG performance in 2019

In order to ensure a strengthened monitoring of performance expectations set out in this

Management Plan, DG REGIO has defined a more focused set of indicators, among

those included in its 2019 planning document, which will support the monitoring of

the DG performance throughout 2019.

These indicators are linked to six multiannual priorities and 19 operational priorities for

2019. They are presented in an overview table provided in Annex 1.

Since most of DG REGIO’s policy objectives are pursued through the implementation of

ERDF and Cohesion Fund programmes, which are delivered through shared management,

policy achievements are the result of a combination of factors – the policy, the

quality of implementation by implementing bodies, the regulatory context, the economic

context amongst others - on which the DG has limited control. The identification of

annual operational priorities results from a careful analysis of the elements the DG can

and seeks to influence in order to create the conditions of an effective policy delivery.

The priorities and targets set out in the 2019 Management Plan will continue to be

cascaded down at Directorate and Unit level through Unit Management Plans. For each of

the DG-level indicators, lead and contributing units will be identified. The concerned units

will then be asked to define their specific targets contributing to the delivery of the DG-

level objectives and allocate available resources to the various work strands. The

outcome of this exercise will be formalised in Unit Management Plans, supporting the

monitoring and reporting on unit achievements throughout 2019.

6

PART 1. MAIN OUTPUTS FOR THE YEAR

1. GENERAL OBJECTIVES 1, 2 AND 3: A NEW BOOST FOR JOBS, GROWTH AND

INVESTMENT, A CONNECTED DIGITAL SINGLE MARKET, A RESILIENT ENERGY

UNION WITH A FORWARD-LOOKING CLIMATE CHANGE POLICY

In 2019, DG REGIO will continue to contribute directly to Commission Priorities 1, 2

and 3 through key investments delivered by 2014-2020 ERDF and Cohesion Fund

programmes. Cohesion Policy as the EU's main investment policy has proved to be an

effective instrument for stimulating growth and convergence.

The DG's efforts to maximise the effects of the policy will continue in 2019, both through

support to the implementation of the 2014-2020 programmes and working towards the

definition of robust and efficient delivery mechanisms for cohesion policy post 2020.

The DG will also contribute to the priorities defined in the State of the Union Speech of

President Juncker in September 2018, including the call to ensure a rapid adoption of

legislative proposals. The legislative proposals for cohesion policy post-2020 as well as

related MFF sectoral proposals will contribute to maximise the economic potential of

Member States and regions, while help fulfil the objectives of a Europe that protects. The

proposals entail a strong alignment with the European Semester to support structural

reforms and adjustment to global challenges, enhance the use of financial instruments

and make better use of possibilities for ESIF-EFSI combination.

A- To deliver jobs, growth and investment

Interventions of DG REGIO will continue to focus on strengthening the basis for economic

competitiveness, job creation and social inclusion, particularly through supporting SMEs

capacity to adjust to and address specific national, regional and local contexts.

Through ICT investments notably targeting enhanced broadband access, DG REGIO will

contribute to the Commission's goal of creating an accessible digital single marketplace

while simultaneously improving conditions for start-ups development. The focus on

energy efficiency to support low-carbon economy investments delivered through

European Structural and Investment (ESI) funds will facilitate the EU's transition towards

a functional and fair energy union. Measures will notably target the catching up regions

and will be implemented in close cooperation with all levels of governance, facilitating

progress towards more solidarity in the Union and helping to cement its leading position

in fight against climate change as highlighted in the State of the Union Speech of

President Juncker in September 2018.

This will also allow for an effective contribution to the Investment Plan for Europe

including promotion of the use of financial instruments, while looking to exploit to the

best possible effect complementarities with the European Fund for Strategic Investments

(EFSI) and enhancing application of targeted recommendations issued specifically for

addressing needs and challenges of particular regions and Member States. The latter will

serve as an accelerator of structural reforms throughout the Union, thus cementing the

key role of Cohesion Policy within the European Semester.

In order to maximize the contribution of DG REGIO to the delivery of Commission’s goals,

our efforts in 2019 will focus on ensuring a smooth performance review, while

continue to facilitate programmes' progress on the ground to support the effective

delivery of programme objectives. This will include offering tailor-made solutions and

addressing all risks of underperformance by programmes. The following targeted

actions are notably foreseen:

Extensive support provided by geographic desks as well as close examination and

structured assessment of operational programmes' (OPs) performance to

7

accelerate quality implementation of OPs on the ground. DG REGIO will embrace

all facets of programmes by applying comprehensive monitoring strategy – from

desks' direct advice and assistance to the national and regional authorities, their

close monitoring of the implementation on the ground and timely contribution to

identifying and removing bottlenecks, participation in monitoring committees and

annual review meetings to thorough examination of Annual Implementation

Reports (AIRs), cross-comparisons of programmes' performance based on

scorecards, and corresponding follow-up.

The aim of these efforts will be to sustain the already significant achievements in

terms of project selection and the recent progress as regards expenditure

generated and achievement values of the output and result indicators of the

programmes resulting from them. The upcoming performance review will further

incentivise better spending of ESI Funds in terms of achieving the programme

objectives. Further to the performance review, we will also devote maximum

efforts to ensure sound reprogramming of the funds (notably by ensuring swift

programme amendments) and address all situations of underperformance so as to

support the identification and implementation of corrective actions on the ground.

OPs experiencing delays in achieving their objectives will be dealt with on a case-

by-case basis to ensure development and application of the most appropriate

measures and ensure a continued quality of investment.

Provision of specific support tools to programme authorities and Member States

with weaker administrative capacity to ensure that they are capable of

implementing and managing Funds at their disposal. The key elements of this

work will include: (1) the continued implementation of the dedicated action plans

on public procurement and state aid; (2) the extensive promotion and use of the

Competency Framework and its self-assessment tool for the management of the

ERDF and CF; (3) the explanation and promotion of the new tools which will

support the administrative capacity building post 2020; (4) the provision of

specific support through the Evaluation Helpdesk, in addition to its broader

objective to support the evaluation capacity and the sharing of good practices

across Member States, and (5) the promotion of synergies and increase in

capacity of TAIEX REGIO PEER2PEER exchange tool geared towards regional

policy experts in Member States.

All the above tools will allow responding quickly, flexibly and creatively to the

specific demands of Member States through long-term as well as "on-demand"

services and instruments. The planned roll-out of the Catching-Up Regions

Initiative will support identification and implementation of concrete measures to

tackle key bottlenecks in pilot regions, so as to make Cohesion Policy work more

effectively and deliver better results. Five targeted pilot projects on administrative

capacity building are being implemented, offering support to key bodies in the

implementation of the funds for their timely preparation for the new programming

period.

Encouragement of a wider uptake and effective use of financial instruments by

programme authorities to expand the investment base and facilitate creation of

sustainable and holistic financing systems, which is especially relevant for

programmes aimed at strengthening SMEs and jobs creation. In order to facilitate

the widest possible take-up from Member States and to ease implementation,

assistance will continue to be provided through the fi-compass, the platform for

advisory services on financial instruments designed to support managing

authorities and other interested parties by giving them access to practical know-

how and learning tools and will include dissemination actions concerning identified

ESIF-EFSI projects. In this respect, intensive work will also continue to identify

and actively exploit complementarities with the European Fund for Strategic

Investments (EFSI), thus contributing to mobilising additional private sector

investment and improve the geographic coverage of EFSI. ESI Funds'

programmed resources may be particularly useful in certain countries or sectors

8

where associated risks would make EFSI support unlikely. ESI funds and EFSI can

feed into Investment Platforms – national, regional or sectorial - or directly

support projects. A number of such combinations are already in place (most of

which combining ESIF grants with EFSI at project level). The objective is to

reinforce complementarities between ESIF and EFSI to ensure the maximum

effectiveness of financial support, including in remoted areas such as the

outermost regions.

In addition, REGIO will continue its work on Brexit preparedness including contingency

planning together with ESI Funds DGs and central services and provide support to the

Brexit Preparedness Group and to the Article 50 Task Force. Additionally, REGIO will

continue to assist programme authorities on the ground in managing the impact of Brexit

on the implementation of the programmes.

The main expected outputs for 2019 are illustrated in the table below.

Relevant general objective(s):

1. A new boost for jobs, growth and investment

Specific objectives: 1.1 RTD and innovation;

1.2 Competitiveness of SMEs; 1.3 Protection of

environment, resource efficiency 1.4 Sustainable

transport; 1.5 Employment and labour mobility; 1.6

Social inclusion; 1.7 Education, skills and lifelong

learning; 1.8 Institutional capacity and effective PA

Related to spending

programme(s) ERDF,

CF


2. A Connected Digital Single Market

Specific objective: 2.1 Information and

communication technologies

ERDF, CF


3. A Resilient Energy Union with a Forward-Looking Climate Change Policy

Specific objectives: 3.1 Shift towards low-carbon

economy; 3.2 Climate change adaptation, risk

prevention and management

ERDF, CF

Main outputs in 2019:

Delivery on legislative proposals pending with the legislator

Output Indicator Target

Accelerated

delivery of

the 2014-

2020

programmes

objectives

Proposal for amendment to

Regulation (EU) No

1303/2013 as regards the

adjustment of annual pre-

financing for the years 2021

to 2023 – COM (2018) 614

final

Close monitoring and timely

contributions feeding the work of the

co-legislators.

Proposal for a Regulation

amending Common Provisions

Regulation: Technical

adjustment 2019 (YEI)

Adoption of the proposal in January and

subsequent close monitoring and timely

contributions feeding the work of co-

legislators

Proposal for a regulation of

the European parliament and

of the Council in order to

allow for the continuation of

the territorial cooperation

programmes PEACE Ireland-

UK and Ireland-United

Kingdom (Northern Ireland

Close monitoring and timely

contributions feeding the work of the

co-legislators.

9

and Scotland) in the context

of the withdrawal of the

United Kingdom from the

European Union

Important items from work programmes/financing decisions/operational

programmes


Accelerated

delivery of

the 2014-

2020

programmes

objectives

Corporate work on Brexit

preparedness fed and

appropriate and timely

responses ensured to

emerging needs in

coordination with ESIF DGs

Contributions provided within the

deadlines

Active support, monitoring

and follow up of programme

implementation

For all operational programmes (OPs),

participation in monitoring committees

and review meetings, Annual

Implementation Reports (AIRs), follow-

up of unfulfilled ex ante conditionalities

2019 Performance Review

carried out in a timely,

smooth and effective way

Decision on allocation of the

performance reserve to programmes

and priorities which have achieved their

milestones adopted within two months

from receipt of an admissible AIR

Reprogramming carried out in

a sound way, following the

Performance Review and

addressing the

underperforming OPs, in

order to ensure a continued

quality of investments in

cohesion policy

100% of Performance Review related

programme amendments adopted

within two months

Specific actions supporting

implementation efforts in OPs

considered at risk or

underperforming, including

appropriate follow-up of the

2019 Performance Review

Timely implementation of individual

action plans for OPs considered at risk

or underperforming

Submission of Major Projects

to the Commission (MS

responsibility)

100 by end 2019, including Jaspers

projects

Adoption of Major Projects

(MP)

100% of MP submitted by end-09/2019

adopted within 3 months (interrupted

time not counted)

Adoption of PA/OP

modifications

100% adopted on time (interrupted

time not counted)

Selection of projects on the

ground (% allocated to the

operations selected for

support / total allocation for

ERDF and CF for 2014-2020)

(MS responsibility)

At least equal to 87% at end 2019,

(baseline: 68,8% at end Oct 2018)

Financial implementation %

claimed by MS /overall

allocation by Commission for

ERDF and CF for 2014-2020

(i.e. interim payments

submitted)

31.5% at end 2019(baseline: 15.1% at

end Oct 2018);

use of 100% of the available budget

10

(MS responsibility)

Wide uptake

of financial

instruments

and

complementa-

rity with EFSI

fi- compass assistance

delivery in accordance with

the 2019 work programme

100% of products agreed for the period

delivered

Amounts of programme

contribution invested into

final recipients1 and spent for

management costs and fees

(MS responsibility)

EUR 5 billion by end-2019 (baseline

EUR 2.2 billion at Dec 2018)

Support for the set-up and

implementation of financial

instruments in Member States

Trainings and Financial Instruments

clinics organised

Active monitoring of the


Instruments

Regular reporting to the Board of

Directors, based on amounts voluntarily

reported by Member States in the

payment claims

Identification of ESIF-EFSI

projects (combined

responsibility)

Approval by EFSI governance/EIB Board

of 15 new ESIF-EFSI projects including

SFSB in 2019

Dissemination of information

on identified ESIF-EFSI

projects

Trainings organised

Specific

support for

improving MS'

capacity to

administer

and

implement

the Funds

Implementation of the

administrative capacity

initiative

- Public Procurement and State Aid

Action Plans implemented according to

plan;

- All valid PEER-2-PEER demands

submitted by MS addressed;

- Integrity Pacts successfully

implemented;

- Jaspers Networking Platform activity

implemented;

- Wide use of the Competency

Framework and the self-assessment

tool;

- Preparation for post 2020:

explanation and promotion of new tools

for administrative capacity building post

2020

- Implementation of Phase I and Phase

II of 5 pilot projects on Frontloading

Administrative Capacity Building

Provision of support to MS

through Evaluation Helpdesk 100% of requests are treated

Coordination with the

Structural Reform Support

Service (SRSS) for ensuring

synergies

Timely contribution to consultation on

requests from MS under the SRSP

Roll-out of dedicated

Initiatives targeting Catching-

Catching-up regions: Timely

implementation of related actions

1 This includes the amounts effectively paid to final recipients or for the benefit of final recipients, committed for guarantee contracts covering a multiple amount of new loans/risk-bearing instruments for new investments.

11

up Regions and Coal Regions

in transition

Coal regions: Timely implementation of

actions identified by Country Teams and

MSs (e.g. reallocation/OP modification,

support for project preparation,

strategic studies…)

B- To demonstrate the added value of cohesion policy

Cohesion Policy provides clear European added value, particularly in terms of maintaining

investment activities in Member States, directing them towards the targets set by the

Commission, as well as supporting the most fragile and economically unstable regions. In

view of this, and considering the strong result-oriented framework of the 2014-2020

programming period, the ongoing task of the DG REGIO is to thoroughly collect data and

report on Cohesion Policy impact, ensuring quality and reliability of gathered information.

The 8th evaluation conference (Investing in our shared future) will be organised in June in

Bucarest and is included in the Romanian Presidency calendar.

In 2019, the DG will continue to work closely with audit authorities to narrow the gap in

assessment and reporting standards of different Member States, thus ensuring

robustness of performance data contained in Annual Implementation Reports. This will

ensure a reliable basis for the 2019 Performance Review.

In addition, continuous enhancement of reporting standards will create favourable

conditions and facilitate external communication of programmes' achievements. Our DG

will work towards maximizing dissemination of information about the policy and its

contribution to achieving European Commission priorities by actively participating in the

corporate campaigns. To do so and ensure synergies, we will further team up with DG

COMM in developing and deploying corporate and regional campaigns ahead of the EU

elections (Invest EU, EUandMe, EUprotects, rural campaign, EU delivers in the regions

and Road Trip Project 2.0), in Member States and regions, as well as in Brussels.

Particular attention will be paid to coordination of communication strategy with Member

States to raise citizens' awareness on Cohesion Policy to the best possible effect.

Thus, two main strands of work will support DG REGIO's activities in disseminating

evidence about Cohesion Policy's added value:

1. Providing and reporting evidence on the effectiveness and EU added value of

Cohesion Policy. The efforts of the geographical desks and of relevant competence

centres will focus on monitoring and assessing the progress against the approved

performance frameworks, in the framework of the Performance Review. The

outcome of the DG's assessment will be reflected in the Strategic Report,

summarising notably the content of the comprehensive annual implementation

reports, providing a full quantitative and qualitative overview of the

implementation of investment objectives, as well as national progress reports.

Those reports will cover a range of important issues, including:

o A final report on progress towards the financial and physical milestones under

the performance frameworks to be used to award the performance reserve in

2019;

o A qualitative assessment of the contribution to the achievement of Europe

2020 objectives, to the Fund-specific missions, including to the

implementation of relevant country specific recommendations under the

European Semester;

o Implementation of mechanisms to ensure coordination between ESI Funds

and other Union and national funding instruments and with the EIB (to include

synergies and complementarity with the European Fund for Strategic

Investments).

12

In parallel, the DG will continue its supervisory work in order to ensure that

performance information reported by Member States is reliable and of adequate

quality. Gaining assurance on reported performance data will be particularly

crucial as they will be the basis for the allocation of the performance reserve. The

Commission efforts will notably focus on ensuring that an explicit assessment of

reliability of data systems is provided by audit authorities for all the programmes.

2. Communicating to citizens and stakeholders the results of Cohesion Policy

programmes and their contribution to the delivery of the Commission political

priorities. DG REGIO will actively contribute to the Commission's efforts to raise

awareness about the European elections of May 2019, communicating proactively

on Commission and cohesion policy achievements. To highlight the role of

Cohesion Policy at the interinstitutional level, the DG will continue to provide

regular reports to the European Parliament (primarily the REGI Committee), and,

jointly with DG EMPL, to the Council. Links between Cohesion Policy and other

European initiatives will be highlighted through active participation in corporate

campaigns, including by further developing the InvestEU campaign at local level,

by topping-up the budget of the campaign targeting rural areas to enlarge the

geographic scope and by teaming up with DG COMM for a second edition of the

Youth Road Trip Project before the European elections. The timely implementation

of REGIO Communication Strategy 2017-20202 will also bring Cohesion Policy

closer to citizens by illustrating its effects notably through partnerships with

media, regional and local dialogues, EUinmyRegion 2019, etc. In parallel, close

cooperation with Member States and monitoring of MS' communication plans will

be continued. The DG will also further promote and develop the ESIF Open Data

Platform, providing key information on plans and progress of all ESIF

programmes, ensuring transparency and accountability of Cohesion Policy

investments and achievements.

The main 2019 planned outputs in relation to these actions are illustrated in the table

below.

2 Ares(2017)1629899 (internal Commission document)

https://webgate.ec.testa.eu/Ares/documentInfoDetails.do?documentId=080166e5b1109165

13



Specific objectives: 1.1 RTD and innovation; 1.2

Competitiveness of SMEs; 1.3 Protection of





Related to spending

programme(s) ERDF, CF





ERDF, CF






ERDF, CF



programmes


Provide and

report

evidence on

the

effectiveness

and EU added

value of

Cohesion Policy

Strategic Report based on AIRs and

on the synthesis of evaluation

results reported by OPs

Annual Summaries of data on the

progress made in financing and

implementing financial instruments

under ESIF 2014-2020

Strategic Report and

accompanying SWD adopted by

end 2019

Delivery by end-Dec 2019

Timeliness and quality of AIRs and

progress reports

(MS responsibility)

AIR are submitted on time and

are of good quality

Reliability of all data systems

assessed by the audit authorities

(MS responsibility)

Audit results in relation to the key requirement 63, including on

the reliability of data systems

communicated by audit

authorities for 100% of the

programmes)

Assessment of the reliability of

Member States' systems for the

reporting of performance data

100% Analysis of audit results

communicated by audit

authorities

Evaluation of EUSF, ex-post

evaluation of MPs in the field of

transport in 2000-2013, mid-term

evaluation of JASPERS

Related SWDs adopted by end

of Q2 2019 (EUSF and MPs

transport) and end-2019

(JASPERS)

Effective guidance to potential

applicants for EUSF assistance and

rapid response to applications to

assist affected population

(combined REGIO/MS

Speedier payments of assistance

following higher quality

applications

3 Key requirement 6: reliable system for collecting, reporting and storing data for monitoring,

evaluation, financial management, verification and audit purposes, including links with electronic data exchange systems with beneficiaries

14

responsibility)

Organisation of Evaluation

Conference “Investing in our shared

future”

Conference organised by II Q

2019

Communicate

to citizens and

stakeholders

the results of

Cohesion Policy

programmes

and their

contribution to

the delivery

Commission's

political

priorities

Implementation of REGIO

Communication Strategy 2017-2020,

including contribution to corporate /

strategic communication

8 strands implemented and

active participation in the

corporate campaigns

(EUprotects, rural campaign, EP

elections

Disseminate information on the

achievements of this Commission

and of Commissioner Creţu

Material feeding corporate work

and our cabinet on achievements

by 1st quarter 2019

Updates of the open data platform

3 updates by end 2019,

reflecting periodical submission

of performance and financial

data by MS

Usage of the open data platform

(MS responsibility)

Steady increase in comparison to

the baseline at end 2018

Number of internships at European

Solidarity Corps Interreg

490 by end 2019; baseline 210

as of end 2018

Number of REGIO entities involved

in internal or external

communication activities in 2019

25

C- To support the development of Post-2020 Cohesion Policy and establish

closer links with other EU policies

On-going debates and negotiations on the post-2020 Europe open up the floor for

significant contributions from DG REGIO to the definition of political and investment

priorities of the Union as well as to the set-up of the next Multi-annual Financial

Framework (MFF).

REGIO has already put forward a solid proposal for the post-2020 framework in 2018,

aiming at keeping the focus of European investment on reducing disparities between and

within regions and Member States. The policy proposal puts a stronger emphasis on

assisting regions in economic transition and reinforcing the linkages with the European

macroeconomic governance processes as well as enhances coordination and synergy

opportunities with other EU support programmes, policies and instruments. In 2019, DG

REGIO will strive to accompany and feed the negotiations in order to ensure that the

main goals underpinning its proposal (focus on investment priorities bringing the highest

EU added value, simplified and efficient delivery mechanisms) are also reflected in the

new legislative framework.

Continuous work will also be aimed at ensuring that all existing tools linking Cohesion

Policy to EU economic governance – targeted investment, re-programming – are robustly

applied so as to promote structural reforms in Member States, address country specific

challenges and contribute to the harmonious growth of European regions.

To pursue these goals, the DG will notably concentrate on the following three aspects:

15

Monitor and provide input to the negotiations of the post-2020 cohesion policy

legislative package4 and related MFF sectoral proposals. DG REGIO will notably

look to ensure active participation to all relevant meetings (Working Party on

Structural Measures, EP Committee, trilogues, technical meetings), timely feeding

the discussions with explanatory fiches and other relevant inputs.

Prepare and start the informal negotiations on the post-2020 programmes with

Member States. In view of that, REGIO will further enhance its contribution to the

European Semester cycle by providing strategic inputs to the preparation of the

country reports that will identify investment needs and bottlenecks as well as

priorities of post 2020 cohesion policy funding while taking account of the

regional/territorial dimension. These elements will underpin the cohesion policy

programme negotiations 2021-27 with Member States. To timely feed this crucial

process, roadmaps will notably be prepared and working arrangements will be

defined with partner DGs. As regards more specifically financial instruments, DG

REGIO will notably issue an orientation practice document, intended to help the

geographical desks negotiating the provisions concerning the setting up and

implementation of such instruments in the next generation of programmes.

Position Cohesion Policy as a major contributor to shaping EU policies and the

delivery of Commission political priorities. The continued contribution to the

European Semester work (country team meetings and drafting of country reports)

will also allow highlighting the role of the policy in addressing country specific

challenges and contributing to structural change in the Member States.

Our efforts will be directed towards providing input to the negotiations on other

MFF sectoral proposals in order to ensure that cross-linkages with cohesion policy

are maintained. In addition, we will seek to ensure strong links between cohesion

policy and other new Commission policy proposals as defined in the Roadmap to

Sibiu and the 2019 Commission Work Programme. The DG will also continue to

cooperate with other Commission services to ensure that the added-value and

impact of the Cohesion Policy notably, its capacity to devise innovative and

effective forms of support to deliver smart, sustainable and inclusive growth

objectives, are factored in, while smart specialisation is positioned as the key

element of EU industrial, research and innovation policies.

In addition, the DG will also be actively involved in the preparation work aiming at

facilitating a smooth transition to the next Commission, while making sure that the

achievements of this Commission are duly recognized. This will entail providing input to

defining corporate priorities as well as proposals for REGIO landmark initiatives for the

next years, which can feed the briefing of the next Commissioner.

The table below provides an overview of main expected 2019 outputs in this area.

4 The post-2020 legislative package is composed of the following 4 proposals:

• Proposal for a Regulation of the European Parliament and of the Council on laying down common

provisions on the European Regional Development Fund, the European Social Fund Plus, the Cohesion

Fund, the European Maritime and Fisheries Fund, the Asylum and Migration Fund, Internal Security Fund

and Integrated Border Management Fund – COM (2018) 375 final.

• Proposal for a Regulation of the European Parliament and of the Council on the European Regional

Development Fund and Cohesion Fund – COM (2018) 372 final.

• Proposal for a Regulation of the European Parliament and of the Council on specific provisions for the

support for the European territorial cooperation goal (Interreg) supported by the European Regional

Development Fund and (certain) external financing instruments – COM (2018) 374 final.

• Proposal for a Regulation of the European Parliament and of the Council on a mechanism to resolve legal

and administrative obstacles in a cross-border context COM (2018) 373 final.

16



Specific objectives: 1.1 RTD and innovation; 1.2

Competitiveness of SMEs; 1.3 Protection of





Related to spending

programme(s) ERDF, CF





ERDF, CF






ERDF, CF


Delivery on legislative proposals pending with the legislator


Negotiate the

post-2020

cohesion policy

legislative

package and

related MFF

sectoral

proposals

Legislative negotiations carried

out in relation to the post-2020

regulatory framework for Cohesion

Policy, including inputs to the new

MFF (see footnote 4 for details

about the post-2020 proposals)

Key elements of the Commission

proposal are maintained in the

post-2020 legislation


programmes


Preparation

and start of

the (informal)

negotiations on

the post-2020

programmes

with Member

States

REGIO's contribution to the

European Semester enhanced

through establishing the strongest

possible links and feed

programming

Provision of quality contributions

for:

the Annual Growth Survey;

SWDs; Country Reports and

Country Specific

Recommendations.

Participation in all country team

meetings

Informal negotiations with

Member States for the post-2020

programmes planned and started

Launch events in all MS

27 roadmaps prepared by Sept

2019

Orientation document on process

for geo desks prepared by end

March 2019

Support for the set-up and


instruments in Member States

Good practice document for REGIO

desk officers finalised by the end of

March 2019

Future of JASPERS and FI

compass to be decided

Decision on approach in the course

of 2019

Preparatory work for the

implementation of the European

Territorial Cooperation

38 CBC position papers, 10 TN and

maritime position papers: first

draft ready by Q1 2019

17

programmes, including position

papers for future Cross Border

Cooperation (CBC) and

Transnational (TN) programmes

and negotiations of the geography

of programmes

Position

Cohesion Policy

as a major

contributor to

EU policies

Monitoring and inputs to the

negotiations of MFF sectoral

proposals (Horizon Europe,

InvestEU, Connecting Europe

Facility, LIFE, Single Market

Programme, Digital Europe

Programme, SRSP/Reform

Delivery Tool, etc.) to ensure

maximum synergies and

complementarities with the

cohesion package, including

provisions for outermost regions

Consistency with CPR rules

ensured in other EU programmes

Strong links between cohesion

policy and relevant Commission

policy documents as defined in the

Roadmap to Sibiu, 2019

Commission Work Programme and

in the context of the priorities of

the next Commission

Cohesion policy considerations are

reflected in relevant Commission

documents

New forms of support for better

harnessing globalisation and

delivering inclusive growth

experimented

2 pilot actions implemented: 10

regions and 2 countries in

industrial transition and 9 inter-

regional partnerships supported by

June 2019

Smart specialisation is positioned

as a key element of EU industrial,

digital, research and innovation

policies

The following administrative

agreements with the JRC are

implemented according to their

work plans:

S3Platform

Stairway to Excellence

Support to RIS3

implementation in lagging

regions

Targeted RIS3 support to

Romania.

Contribution to other initiatives


implementation of the post 2020

European Urban Initiative

Draft terms of reference of the

European Urban Initiative by the

end of 2019


implementation of the Interreg

component 5 (Interregional

innovation investments)

Lessons learnt from current pilot

for interregional innovation

investments are used for the

design of the implementation

modalities of the new component 5

by June 2019

Preparation

and support to

the next

Commission

and to the next

Commissioner

Preparation of the next

Commission and the next

Commissioner

Input to the political priorities of

the next Commission, proposal for

REGIO landmark initiatives; Final

Briefing for the next Commissioner

in line with the instructions of the

Secretariat General

18

2. GENERAL OBJECTIVE 4 - A DEEPER AND FAIRER INTERNAL MARKET WITH A

STRENGTHENED INDUSTRIAL BASE

By supporting the effective implementation of the 2014-2020 programmes by Member

States, REGIO will ensure that the funds are conveyed swiftly to regions, sectors and

economic actors, which constitute the basis of the internal market. In particular, through

most of their contributions towards the Commission priority "Jobs, growth and

investment", as well as towards the development of the regions lagging behind, the ESI

Funds will also help to achieve a deeper and fairer internal market with a solid industrial

base.

In this respect, REGIO pilot action for regions in industrial transition, the REGIO initiative

for catching-up regions, and the platform for coal and carbon intensive regions, to which

REGIO contributes are particularly noteworthy, as they support the development of

regional strategies for the economic diversification and technological transition that is

vital in an ever more globalised, digitised, circular and low carbon economy. This will in

particular help SMEs to master such transitions and seize new opportunities in the

Internal Market.

These efforts are further boosted by the fulfilment by the Member States of the ex-ante

conditionality provisions ensures in the long run greater efficiency of investments and

smooth functioning of the Internal Market. Significant benefits will notably result from the

conditionalities on public procurement (which is essential to spend taxpayer money

efficiently), state aid and transport investments, which will enhance the creation of a real

culture of compliance for Single Market rules and foster efficient investments.

In addition, the DG will continue to focus on a number of areas which will support more

specifically territorial cohesion in Europe. The main elements of this territorial approach

in 2019 will be the following:

• Supporting the implementation of the four macro regional strategies (MRS, i.e.

EU Strategies for the Baltic Sea Region, for the Danube Region, for the Adriatic

and Ionian Regions and for the Alpine Region), will continue to be a priority for

the DG. These strategies cover a wide range of different EU policies and aim to

coordinate the efforts of various actors in the Region (Member States,

neighbouring countries, regions, financing institutions, the EU, pan-Baltic

organisations, and non-governmental bodies) in order to promote a more

balanced development of the macro region. The monitoring activities will notably

include 1 annual forum for each of the strategies and 1 common High Level

Group. The overall contribution of 2014-2020 programmes to the implementation

of the MRS will also be tracked and monitored in a more analytical way, by

identifying the priority axes concretely contributing to their objectives.

• Enhancing policy coordination and dissemination of good practices in the area of

territorial and urban development will also continue to be a focus. The main areas

of work will be the implementation of the Urban Agenda for the EU with the

completion of 4 thematic action plans and the launch of 2 new partnerships, and

the Urban Innovative Actions, with the selection of projects for the fourth call,

through which EUR 80-100 million will be mobilised. Year 2019 marks 10-year

anniversary of territorial cohesion.

• As a follow-up to the Communication on Border Regions adopted in 2017, aimed

at tackling the remaining border obstacles, the 10 actions proposed will continue

to be implemented and the related achievements will be communicated in 2019.

This will support and complement the benefits resulting from the investments

financed under the Cross-Border Cooperation (CBC) programmes across Europe.

19

An important component of the territorial approach, going beyond the implementation of

ESIF programmes, is the work on outermost regions (OR)5, seeking to enable them to

fully reap the benefits of the single market and of EU membership. As part of its

coordination role for all Commission actions on this matter, aiming at creating a

favourable regulatory and operational environment contributing to more effective

integration of the outermost regions in the Internal Market as well as in their

neighbouring markets, DG Regional and Urban Policy will coordinate in 2019 the

implementation of the comprehensive list of actions resulting from the renewed EU

strategy for the outermost regions adopted in the second semester of 20176. These

actions will further contribute to boosting the socio-economic development of the 9

outermost regions, taking into account their specificities and the EU priorities.

Also important is the further development of international cooperation on regional and

urban development which has now been mainstreamed under the International Urban

Cooperation (IUC) programme financed by the EU's Partnership Instrument.

Further details on the main 2019 expected outputs are presented in the table below.


4. A Deeper and Fairer Internal Market with a Strengthened Industrial Base

Specific objectives: 4.1 Strengthening of Single

Market and EU industrial base through spending under

TOs 1, 2, 3, 6, 7, 8, 9 and 10; 4.2 Development of

regional and local potential through territorial

cooperation; 4.3 Adoption and implementation of

specific measures in all EU policies for the 9 outermost

regions; 4.4 Instrument for Pre-Accession assistance

(IPA)

Related to spending

programme(s) ERDF, CF,

IPA



programmes


Strengthening of EU

Industrial Base

New forms of support for better

harnessing globalisation and

delivering inclusive growth

experimented

2 pilot actions implemented:

10 regions and 2 countries in

industrial transition and 9

inter-regional partnerships

supported

Enhance policy

coordination in the

area of territorial and

urban development

Implementation of the Urban

Agenda for the EU (MS

responsibility)

4 action plans finalised by end

2019; launch of 2 new

partnerships

Assessment study of the Urban

Agenda for the EU and

preparatory work on policy

development

Final report of the assessment

study of the Urban Agenda for

EU by October 2019

Smooth implementation of

Urban Innovative Actions (UIA)

Completed selection of projects

for the 4th call by end 2019

(amounting to EUR 80-100

million)

5 i.e. Guadeloupe, French Guiana, Martinique, Mayotte, Reunion, Saint-Martin, the Azores, Madeira and the Canary Islands.

6 COM (2017) 349 final : a stronger and renewed strategic partnership with the EU's outermost regions

20

Delivery of Urban Development

Network (UDN) activities, Cities

forum and other events for

actors implementing integrated

urban/territorial strategies

500 participants

Support the

implementation of

macro regional

strategies

Implementation of the action

plans for 4 ongoing macro

regional strategies (Baltic Sea,

the Adriatic and Ionian, the

Danube and the Alpine

Regions)

Monitoring: 4 Annual fora, 1

High-Level Group meeting by

the end of 2019

Steer the outermost

regions strategy

Implementation of measures

foreseen in the strategy

Implementation of new

partnership approach:

creation of task forces on

demand, follow-up existing task

forces

Follow-up to all requests for

task forces, creation of all

relevant task forces

Summary of progress to

present at 2019 conference of

Presidents

At least 4 meetings of Inter-

service group

At least 4 meetings of working

group with outermost regions

Deliver a platform at the 3

levels of governance:

Commission, State, region

upon request

Implement measures

to address remaining

cross-border

obstacles

Communication follow-up by

the Border Focal Point

Implementation of the 10

actions proposed in the

Communication on Border

Regions in line with the

foreseen timetable and

communication of

achievements

3. GENERAL OBJECTIVE 8 - TOWARDS A NEW POLICY ON MIGRATION

Actions supported by 2014-2020 ERDF programmes will address the needs created by

the exceptional flow of migrants to Europe by focusing on support for reception and the

effective integration of legal migrants and asylum seekers in the field of employment,

social inclusion and education. This will be done in the context of the thematic objectives

employment (TO8), social inclusion (TO9) and education (TO10). In addition, a

significant contribution towards these objectives also results from the thematic objective

SME support (TO3), through which business support services reach all potential

entrepreneurs, including those from more vulnerable groups such migrants, with the aim

to make the EU in its entirety stronger and more cohesive.

While the managing of the related funds is primarily the responsibility of Member States,

DG Regional and Urban Policy will continue to work closely with programme authorities in

2018, ensuring a swift processing of programme modifications proposed by Member

States for which the challenges are more acute, in order to reinforce measures for

migrants. This is especially relevant, given the State Of The Union Speech emphasis on

solidarity and importance of legal migration for maintaining the pace of economic growth

in an ageing Europe.

21

In addition, 7 projects aiming among others at the inclusion of migrants and refugees

selected through the previous calls of the Urban Innovative Actions will continue to be

implemented on the ground in 2019. Additional projects are also expected to be selected

as a result of the third call launched in 2018. These projects will serve to identify and test

new solutions in cities.

Finally, in the context of the Urban Agenda for the EU, the Action Plan stemming from

the Partnership on inclusion of migrants and refugees and outlining concrete actions

leading to better regulation, better funding and better knowledge will continue to be

implemented. Among the ongoing actions that will continue to be carried out in 2019:

measures to support investments concerning migrant and refugee inclusion by

combining EU grants with EIB loans,

actions to foster the role of microfinance in favour of these target groups, to

increase the knowledge and to promote sharing of experiences on integration

strategies among policy makers at different level of governance, as well as to

assist local authorities in addressing school segregation of children with a migrant

background.

The main actions planned for 2019 are illustrated in greater detail below.


8. Towards a New Policy on Migration

Specific objective: 8.1 To support Member States in

identifying possible scope for assistance towards

effective integration policies through ERDF 2014-2020

programmes

Related to spending

programme(s) ERDF



programmes


Production of guidance/supporting

documents for Member States

highlighting possibilities for

supporting effective integration of

third country nationals

Guidance / supporting

documents produced 1 by September 2019

Support to delivery by Member

States of the 2014-2020

programmes’ objectives

Timely adoption of PA/OP

modifications 100% adopted on time

22

PART 2. MAIN ORGANISATIONAL MANAGEMENT OUTPUTS FOR THE YEAR

DG Regional and Urban Policy stays committed to continuously streamlining its working

methods, optimising allocation of its workforce and improving its efficiency by clearly

establishing measurable targets and demonstrating results. This purpose is notably

pursued through a dedicated DG's multiannual priority aiming at improving the

performance of internal processes and addressing human resources management,

knowledge and information management, IT services and internal performance.

In addition, the DG also devotes particular attention to ensuring sound financial

management of the funds and effectiveness of its internal control mechanisms. This

objective is pursued through a dedicated multiannual priority addressing sound closure

procedures for ERDF and CF assistance and safeguarding of EU funds (assurance in

relation to legality and regularity; interruption and suspension of payments in case of

serious deficiencies; completeness, accuracy and reliability of accounts).

These objectives will continue to be pursued throughout 2019, strengthening the results

already achieved in recent years. The related performance expectations and

corresponding outputs are illustrated in the five sections below.

A. Human resource management

At the beginning of 2019, the results of the next staff satisfaction survey will be

published. They will provide useful indication on the benefit of the actions carried out as

follow-up of the 2016 staff satisfaction survey as well as on the necessity of designing

new ones. Our aim is to maintain or improve the score for staff engagement and staff

well-being in the 2018 staff survey.

It is expected that the HR modernisation project will be fully rolled-out while adaptation

of HR processes will continue, which will impact on the work of the whole DG.

While DG REGIO reached its target of 3 female colleagues appointed for the first time as

middle managers in 2018, DG REGIO will continue promoting potential female candidates

to apply for the vacant management positions.

DG REGIO will continue monitoring the use of its workforce to ensure that the units are

adequately staffed to be able to implement the Commission and DG REGIO priorities as

set out in the management plan.

DG REGIO will continue implementing the new mobility policy as started in 2017 with the

aim to find mobility solution for the majority of colleagues who have reached more than 5

years on the same post.

Integration of newcomers will be further facilitated by putting more emphasis on e-

learning and continued targeted communication.

All these actions will be accompanied by learning and development activities designed in

the DG REGIO training plan and other measures, such as team events for units which

have undergone a reorganisation or a change.

DG REGIO will continue promoting corporate and local HR policies and actions through

targeted communication to its staff using the various communication channels in co-

operation with the AMC.

23

Objective: The DG deploys effectively its resources in support of the delivery of

the Commission priorities and core business, has a competent and engaged

workforce, which is driven by an effective and gender-balanced management

and which can deploy its full potential within supportive and healthy working

conditions.



Monitoring of the

Workforce allocation

to the priority area

Identification of workforce per

priority area (UMPs)

Review of the staff allocation

March 2019

2nd half of 2019

Training plan to be

developed by the BC

Approval of training plan (based

on training needs to be

identified by end 2018)

Rolling out of training plan 2019

Increased number of e-

learnings prepared for REGIO

staff

Targeted training for female AD

colleagues

January 2019

According to schedule

Internal mobility

Implementation of the new

mobility policy, while ensuring

business continuity during the

negotiations

More than 50% of mobile staff

has a new assignment by the

end of 2019 (baseline: 70% of

2018 mobile staff found a new

assignment by the end of the

year. New mobility list for 2019

to be made available by end

2018)

Follow-up of

Commission Staff

Satisfaction Survey

2018

Adoption of the REGIO action

plan

Implementation of the REGIO

specific actions following the

2018 staff survey

By the end of Q2 2019

By the end of 2019

B. Financial Management: Internal control and Risk management

Objective 1: Effective and reliable internal control system giving the necessary

guarantees concerning the legality and the regularity of the underlying

transactions

In order to minimize legality and regularity risks, DG Regional and Urban Policy will

continue to ensure that appropriate preventive and corrective mechanisms are in place

as a matter of high priority. Two permanent actions will serve this purpose:

• Combination of audit activities both desk and on-the-spot, with a continuous

focus on situations at risk. These activities will provide assurance regarding the

legality and regularity of expenditures declared to the Commission, while making

full use of the single audit approach and ensuring an efficient use of audit

resources. These efforts will also facilitate the granting of the discharge from the

European Parliament.

• Use of legal tools to exercise supervision, namely interruptions/suspensions or

warnings to be preventive, while taking account of the 10% retention. Application

of financial corrections, when needed, in particular the new tool of net financial

corrections when regulatory conditions require so.

24

In addition, in 2019, DG Regional and Urban Policy will also focus its efforts on:

• Carry out compliance audits to review the work of the audit authorities by re-

performing their audit work and assess the reliability of their error rate and audit

opinion reported in the assurance packages. In addition, identified risk areas in

programmes’ management will be covered with thematic audits, in particular for

management verifications and financial instruments, which will start in 2019 as

well.

• Complete outstanding closure activities for remaining programmes with specific

issues / litigations.

Objective 1: Effective and reliable internal control system giving the necessary

guarantees concerning the legality and the regularity of the underlying

transactions.



Closure of 2007-2013

programmes

Closure or pre-closure

proposals for 2007-2013

% of 2007-2013 programmes

closed, including pre-closures,

out of the total

Proposals sent by end 2019 for all

322 OPs

100%

Closure of the

remaining open

2000-2006 ERDF

programmes and

pre-2000 open

irregularities

Closing of open irregularities

in 2000-2006 ERDF

programmes

Closure of pre-2000 open

irregularities by end 2019

Agreement of an action plan to

close these irregularities by 31

March 2019. No more than 15

programmes to contain

irregularities by end 2019

(baseline 21)

100%

To obtain reasonable

assurance that the

expenditure declared

to the Commission is

legal and regular by

ensuring that the

audit authorities can

be relied upon (single

audit approach) and

by focusing DG

resources on

identified risks

Implementation of the audit

plan and desk work

% of annual control reports

received from audit

authorities with opinion and

error rate that can be relied

upon for the AAR (MS

responsibility)

Budgetary discharge for the

year 2017

At least 90% of the audit

missions foreseen in the audit

plan carried out, taking into

account the evolving risks and the

impact of the new regulatory

deadline of 3 months to provide

the audit reports (draft and final);

assessment of the functioning of

MCS provided for all OPs, and

timely update of the monitoring

table with available information

95% for 2014-2020

Budgetary discharge obtained

To obtain complete,

accurate and true

accounts for the

accounting year

% of 2014-2020 programmes

informed about the ability of

the Commission to accept the

annual accounts

100% by end-May 2019

To safeguard EU

funds through a

rigorous policy on

interruption and

Adoption of adequate

measures in case of

deficiencies impacting the

legality and regularity of

Issuance of

warning/interruption/pre-

suspension letters within 2

months

25

suspension of

payments

expenditure in excess of the

10% retention

% of the AAR 2018

reservations cases lifted

MS responsibility

50% by end 2019

Objective 2: Effective and reliable internal control system in line with sound

financial management

REGIO key priority for 2019 in this area will be to ensure a solid and robust uptake of the

new DG internal control framework, adopted by the Board of Directors in December 2017

in line with the corporate guidance, and already implemented on the ground as a pilot

during 2018 for the end 2017 overall internal control assessment as well as for the mid-

2018 stocktaking exercise.

While ensuring a comprehensive and evidence-based internal control architecture

reflecting the DG's specific challenges and risks, further efforts will be devoted to

streamlining REGIO working methods. Concerning the cost-effectiveness of controls,

REGIO will notably ensure the full application of the new corporate guidance in the

framework of the preparation of the 2018 Annual Activity Report.

In addition, in 2019 REGIO auditors will continue their efforts to effectively supervise

Member States' managing and audit authorities through compliance audits as the main

focus and thematic audits, in particular audits on management verifications and on

financial instruments. DG REGIO auditors will also continue supervising the assurance on

the reliability of performance data via the results of the audit authorities’ work on

indicators and as part of the assessment of key requirement 6. With regard to the new

provision on conflict of interests, contained in Article 61 of the revised Financial

Regulation, a comprehensive mapping exercise of compliance across Member States has

been launched by BUDG. Based on the results of this exercise REGIO will deepen its

analysis for Member States where risk of non-compliance will be identified.

Objective 2: Effective and reliable internal control system in line with sound

financial management.



Control efficiency % of Commission payments

on time

95% (taking into account cash

flow and budgetary constraints)

Reliability of Member

States' audit

authorities

Assessment of the reliability

of MS audit authorities.

32 Compliance audit missions as

per audit plan of 11/06/2018 (as

well as fact finding missions)

Reliability of Member

States’ management

and control systems

Assessment of compliance

with Article 61 of the new

Financial Regulation

Refine orientation to Member

States based on the replies

received in the mapping

exercise.

Deepen analysis for Member

States at risk.

Assessment of the

internal control

environment

Periodic IC assessments

carried out and reported to

the Director in charge of Risk

management and Internal

Control

Twice a year: March 2019, July

2019

Cost-effectiveness of

controls

Application of the new

corporate guidance

New guidance fully reflected in

the relevant sections of REGIO’s

2018 Annual Activity Report

26

Objective 3: Minimisation of the risk of fraud through application of effective

anti-fraud measures, integrated in all activities of the DG, based on the DG's

anti-fraud strategy (AFS) aimed at the prevention, detection and correction of

fraud.

As regards the minimisation of the fraud risks, in 2019 REGIO will concentrate its efforts

on:

• Analysing and disseminating the results of the stock-taking study on compliance

of Member States with the new regulatory provisions regarding fraud risk

assessments and related anti-fraud measures (Article 125.4c CPR) with the aim

to help national authorities improve their risk mitigation through reinforced

management and control systems;

• Increasing the use by Member States of IT tools (such as ARACHNE) to address

the study findings, prevent and detect potential fraud.

It will also ensure the dissemination of information on fraud prevention and detection

within the DG and to Member States' authorities through e.g. exchange of identified good

practices, training, as well as efficient and timely follow-up of and reporting on OLAF's

final reports.

The results findings of the analysis study of on the Member States' regulatory fraud risk

assessments and the related anti-fraud measures will be used to review the action plan

of the JAFS 2015-2020 as necessary. As part of their System Audits, the audit authorities

will assess the proportionality and effectiveness of the anti-fraud measures and

strategies put in place at Member State's level. The Commission services intend to assess

the available results and make recommendations to the Member States, where

necessary.

Objective 3: Minimisation of the risk of fraud through application of effective

anti-fraud measures, integrated in all activities of the DG, based on the DG's

anti-fraud strategy (AFS) aimed at the prevention, detection and reparation of

fraud.



Follow-up of the

outcomes of the stock-

taking study on the

implementation of

Article 125(4) of the

CPR by Member States

Dissemination of good

practices identified in the

study

Launch of follow-up study for

in depth analysis of good

practices and efficient

measures.

Throughout 2019

By end of Q1 2019

Revise the JAFS action

plan

Adoption of a revised JAFS

action plan

In the first half of 2019

Increase the use of

ARACHNE by Member

States

Number of MS using

ARACHNE operationally

Number of OPs using

ARACHNE operationally

Number of training missions

in MS

Most Member States to have a

pilot

1/3 of the programmes with

data filled in Arachne

20

Introduction of a new

e-learning module on

fraud awareness

raising

Training DG REGIO

Number of REGIO Staff who

has followed the module

Number of training sessions

100% of newcomers to REGIO

trained in fraud awareness

raising via the e-learning module

(to be made compulsory by HR)

1 or 2 (depending on the

27

staff on “Preventing

fraud and corruption in

ESIF “

Training MS authorities

on prevention of fraud

and corruption

for REGIO staff

Number of training sessions

organised for MS authorities

demand)

3 two-day training sessions

organised

Timely follow-up of

OLAF final case reports

in line with the

procedure in place

Number of Financial Follow-

up Letters sent within one

month after the reception of

the complete OLAF report

Number of final position

letters issued within 12

months after reception of

OLAF report

100%

100%

C. Better Regulation

The main planned outputs linked to the Better Regulation objective in the Strategic Plan

are listed in Part 1 under the relevant specific objective. They are presented in the tables

under the headings “Delivery on legislative proposals pending with the legislator” and

“Important items from work programmes/financing decisions/operational programmes ".

D. Information management aspects

In 2019, work on knowledge management will carry on the efforts undertaken in 2018 to

achieve successful implementation of the 2018-2019 corporate programme for data,

knowledge and information management, notably on the following aspects:

1. Continue streamlining and enriching RegioWiki architecture and test artificial

intelligence components;

2. Capitalise on the opening of RegioWiki to facilitate collaboration with the other

Commission DGs in processes of common interest (e.g. public procurement)

3. Improve and reinforce interoperability (e.g. integration with SharePoint)

4. Enhance the value and use of existing contents and promote a systematic content

review, update and streamlining of RegioWiki

5. Integrate new use cases as suggested in the framework of the users' committee of

RegioWiki, namely customised dashboards by user's profile (new comers, desk

officers, policy officers, etc.)

6. Enhancing engagement of REGIO staff, in particular among middle management, to

make sure collaboration helps maximise the potential of knowledge management in

REGIO

7. Contribute to the activities of the Information Management Steering Board and the

Information Management Team, in particular with regard to corporate search, data

strategy and targeted internal communication campaigns

With respect to document management, the DG will continue implementing the Action

Plan on Paper and Electronic Archiving. This will ensure that the archives are managed in

accordance with e-Domec rules. The DMO team will in particular ensure, via the DMOC

network, that for the closure of the 2017-2013 period the archives do not contain any

paper document registered after 16/09/2010. This action and the full use of NOHE

building will help in the framework of the move from Beaulieu, avoiding unnecessary

move of non-relevant documentation. DG REGIO will also ensure the inventory of paper

28

files is up-to-date on the collaborative site and there is no more superfluous paper

circulation.

Objective: Information and knowledge in your DG is shared and reusable by

other DGs. Important documents are registered, filed and retrievable.



Filing of documents

created by DG REGIO

Number of non-filed

documents

Less than 1%

Better use of electronic

workflows, to reduce

errors caused by the

double circulation and to

reduce paper storage in

eligible cases.

Number of registered

documents with a fully

approved e-signatory

(no paper circulation

in parallel).

Above 85% (Baseline at Nov 2018:

83%)

Closure of all electronic

and paper files that should

be closed

Number of closed files 100% of files that should be closed

are closed and their physical

location (for paper files) identified.

Follow-up of archival

action plan and use of the

new NOHE building in an

organized manner

Transfers, moves to

NOHE and eliminations

prepared.

By January 2019 both for

elimination and transfer to the

Historical Archives; by end of

March 2019 for moves to NOHE

Consolidation of internal

communication and

collaborative working

methods

WIKI fully operational

and actively used,

including outside DG

REGIO

Steady increase of WIKI usage

throughout the year, supported by

an active user community

(baseline: 700 users at end-Aug

2018)

E. External communication activities

Unlike in 2018, no new data are available from the Eurobarometer, as the last survey on

'citizens’ awareness and perceptions of EU Regional Policy' dates back to May 2017.

However, trends until then suggest that DG REGIO is on track to reach the targets set in

the 2016-2020 Strategic Plan in the area of external communication. Indeed, the

percentage of EU citizens that have a positive image of the EU seem quite stable, with

around 40% of them having a positive image, 37% neutral and 21% negative, while in

2015 these percentages were 39%, 37% and 22% respectively. This survey also

suggests that the percentage of EU citizens that are aware of EU funded projects in their

region is also steadily increasing (35% of awareness in 2017, for 34% in 2015). In

addition, 78% of those citizens who are aware about regional policy have a positive

opinion about the impact of our investments at regional and local level, for 75% in 2015.

As regards actions planned for 2019, they pursue the implementation of the REGIO

Communication Strategy for 2017-2020, including contribution to corporate / strategic

communication (target: 5 strands implemented: EU Delivers in the Regions, Partnership

with Media (implementation of 2018 call), Road Trip Project 2.0, EUinmyRegion 2019 and

regional and local dialogues with EDICs and Interreg Volunteers Youth deployed under

the European Solidarity Corps) and active participation in corporate campaigns and

activities (InvestEU, EUandme, EU protects, rural campaign). An additional series of 12

episodes of the Euronews’ Smart Regions series will be supported. In parallel, a new

Eurobarometer survey will be carried out on awareness of cohesion policy results.

REGIO will continue to cooperate closely with DG COMM, the "Communication Network"

and the "Corporate Communication Steering Committee", in order to ensure that

corporate communication actions reflect the important contribution of ESI Funds to

growth and jobs priority and the complementarity of ESI Funds with the Investment Plan

29

for Europe. DG REGIO will continue actively collaborating with DG COMM, DG DGT and

the ESIF DGs to enhance the visibility of our policy on the new corporate Europa website.

The European Week of Regions and Cities (7-11 October 2019, dates tbc) will represent a

new important opportunity for dialogue between the Commission, regions and cities on

the delivery of the Commission’s political priorities, not least with the delivery of the

2019 RegioStars awards to the year's most excellent EU co-funded projects.

Internally, the Communication unit will continue contributing to the promotion and

spreading of the draft legal, policy and financial framework for 2021-2027 cohesion

policy, as well as to the preparation of the briefing for the new Commissioner for

Regional Policy.

The main communication outputs planned for 2019 are illustrated in greater detail below.

Objective: Citizens perceive that the EU is working to improve their lives and

engage with the EU. They feel that their concerns are taken into consideration in

European decision making and they know about their rights in the EU.



Open call for media Number of organised events /

event participants

Number of articles written /

online views

Number of produced videos /

online views, embeds and

downloads

Number of social media posts /

engagement (based on social

media metrics)

Number of website visits (web

analytics)

N/A (selection in

progress)

EU delivers in the regions Total engagement number N/A (campaign design in

progress)

Local debates Nr of debates 50

Road Trip Project 2.0 Nr of impressions 30 million

Europe in My Region

“campaign”

(Open Projects Days, May-

August)

N° participating countries

N° projects open to visits

N° visitors of the projects

Media + social media reach

>25

>2,500

>400,000

>10 million

Macro Regional Strategies N° participants

N° journalists attending

Media reach

3.500

50

>500.000

European Week of Regions

and Cities (Brussels, 7-11

October)

N° participants

N° submitted projects

(RegioStars)

N° journalists attending

Media reach (including

RegioStars)

Social media reach

>6,000

>100

>250

>6 million

>80 million

Euronews – Smart Regions

(12 Episodes)

Reached Audience (TV and

digital)

115 million / month

Outreach REGIO

stakeholders

Number of REGIO Flash emails

sent

Number of subscribers

>40

>30,000

30

Social media activities Reach:

190 million

85,000 followers on

Twitter

160 million

50,000 fans on Facebook

YouTube: 1,200

subscribers, 130 million

Yammer: 2,500 members

InfoRegio:1.5 million

visitors

In line with applicable reporting and transparency requirements, an estimate of REGIO's

overall communication spending for 2019 is provided below.

Annual communication spending (based on estimated commitments):

Baseline (2018) Estimated commitments (2019)

EUR 24,870,000 EUR 19,500,000 (+ 5 million under reserve

if resources finally available)

F. Example(s) of initiatives to improve economy and efficiency of financial and

non-financial activities of the DG

Actions aiming at ensuring an efficient delivery mechanism for Cohesion Policy

Having the necessary administrative capacity in Member States and regions is a key

element for a smooth implementation of the ESI Funds. That is why DG Regional and

Urban Policy has started and will continue to implement a range of activities in order to

support and help the public administrations managing and auditing EU funds.

Actions to support administrative capacity building in Member States for the

management of ESI funds are carried out by DG REGIO in close coordination with other

Commission services and also in cooperation with external organisations such as the

World Bank, the European Investment Bank, the European Bank for Reconstruction and

Development and the OECD.

The main actions in 2019 aimed at providing specific support tools to programme

authorities and Member States with weaker administrative capacity will notably include

the following:

- The continued implementation and the increase in capacity of "TAIEX REGIO

PEER2PEER", a tool for peer-to-peer exchange of expertise between authorities

managing the programmes. So far, the evidence suggests that the tool has been

extensively used by Member States, with 161 events organised (short-term study

visits, expert missions and workshops) involving 27 MS and 2267 participants;

- The extensive promotion and use of the Competency Framework and its self-

assessment tool for the management of the ERDF and CF;

- The rolling out of the Catching-Up Regions Initiative, that supports the identification

and implementation of concrete measures to tackle key bottlenecks in pilot regions,

so as to make Cohesion Policy work more effectively and deliver better results. It is

also intended to launch a few targeted pilot projects on administrative capacity

building, offering support to key bodies in the implementation of the funds for their

timely preparation for the new programming period;

- The continued implementation of specific actions in the framework of a public

procurement action plan (including training sessions and seminars) and a state aid

action plan (including identification and dissemination of good practice, country-

31

specific and thematic seminars). Both action plans are being implemented in close

cooperation with other Commission services;

- The provision of specific support through the Evaluation Helpdesk, in addition to its

broader objective to support the evaluation capacity and the sharing of good

practices across Member States;

- The explanation and promotion of the new tools which will support the

administrative capacity building post 2020.

Through these actions, the DG aims at helping Member States increase the quality of

spending and accelerate the absorption of Funds, thus increasing efficiency. The actions

above being qualitative in nature, it is however difficult to estimate their quantitative

impact on the speeding up or the quality of the implementation.

Actions aiming at increasing the efficiency of internal processes

In order to continuously explore and put in place measures for enhancing the

effectiveness and efficiency of its internal processes, REGIO is engaged in an ongoing

corporate project with IT components, the new Commission-wide workflow system for

the 2021-2027 Programming period “Compass”, developed together by DIGIT, ESIF,

Research and RELEX families DGs.. Thanks to this project, aimed at achieving efficiency

gains, more flexibility and a better integration with corporate tools as well as at avoiding

duplications in IT systems, REGIO workflow application WAVE will be integrated with the

corporate Compass system.

In particular, Compass will allow addressing the following issues, detected either at

corporate or ESIF level:

• several workflow systems in EC doing more or less the same (WAVE, RDIS, …);

• multiple systems are costly and inefficient;

• technological evolution and a common demand for an increasing flexibility in the

solutions;

• recommendation from IAS to have a single workflow tool (in particular for EMPL-

REGIO).

2019 will be a pivotal year for the design and development of Compass, as its roll-out in

production for REGIO is scheduled for mid-2020, in order to have the system operational

well in time for the post-2020 programming period. In view of that, REGIO Business

Process Team (BPT) and IT Unit will actively work on this project, that will benefit from

the specific efforts devoted during 2018 by BPT in enhancing the effectiveness and

efficiency of REGIO internal processes, via their comprehensive review and

reengineering.

Annex 1. Dashboard supporting the monitoring of 2019 objectives

7 Responsibility for the delivery of target results lies with DG REGIO

8 Responsibility for the delivery of target results lies with Member States (REGIO only having supervisory role) or is combined between DG REGIO and MS

Multiannual priorities

Priority Objectives 2019

Main Indicators and Targets 2019 Under REGIO responsibility7

CdF / Responsible

units

Main Indicators and Targets 2019 Under REGIO supervision (Combined

or Member State responsibility)8

CdF / Responsible

units

1. Contribute to deliver Commission priorities (Jobs, Growth and Investment, Digital Single market, Energy Union…)

1.1 Support an accelerated delivery of the 2014-2020 programmes objectives by Member States ensuring quality of investment

1. Ensure active support, monitoring and follow up of programme implementation. (Target: for all operational programmes, participation in monitoring committees and review meetings, Annual Implementation Reports (AIRs), follow-up of unfulfilled ExACs if relevant) 2. a Carry out the 2019 Performance Review in a timely, smooth and effective way (Target: Decision on allocation of the performance reserve to programmes and priorities that have achieved their milestones adopted within two months from receipt of an admissible AIR). 2.b Ensure sound reprogramming, following the Performance Review and addressing the underperforming OPs, in order to ensure a continued quality of investments in cohesion policy (Target: Adopt all Performance Review related programme amendments within two months) 3. Rolling out of specific actions supporting implementation efforts in OPs considered at

02 GUs B2; 02 GUs 02 GUs B2; B4 02 GUs

MS 7. a. % allocated to the operations selected for support / total allocation for ERDF and CF for 2014-2020. (Target: At least equal to 87% at end 2019, baseline: 68,8% at end Oct 2018) 7. b. % claimed by Member States (MS) /overall allocation by Commission for ERDF and CF for 2014-2020 (i.e. interim payments submitted). (Target: 31.5 % at end 2019, baseline: 15.1% at end Oct 2018; use of 100% of the available budget) Combined 8. Nr of programmes considered at risk (Target: Reduction compared to end 2018;

02 GUs A3 GUs 02 GUs

33

9 This includes the amounts effectively paid to final recipients or for the benefit of final recipients, committed for guarantee contracts covering a multiple amount of new loans/risk-bearing instruments

for new investments

risk or underperforming, including appropriate follow-up of the 2019 Performance Review. (Target: List of OPs at risk to reflect outcome of the Performance Review; Timely implementation of individual action plans) 4. Partnership Agreements (PAs)/OP modifications adopted on time. (Target: 100% interrupted time not counted) 5. % of Major Projects submitted by end-September 2019 adopted within 3 months (Target: 100% Interrupted time not counted) 6. Feed corporate work on Brexit preparedness and ensure appropriate and timely responses to emerging needs in coordination with ESIF DGs. (Target: contributions provided within the deadlines)

02 GUs, B4 F1 GUs 01 D4 D1/D2 A3/C3 B4

baseline 51 in Nov 2018). MS 9. Number of foreseen major projects submitted to the Commission. (Target: 100, including Jaspers projects)

F1 GUs

1.2 Encourage a wider uptake of financial instruments and promote complementarity with EFSI

10.a Ensure active support for the set up and implementation of financial instruments in Member States. (Target: Trainings and FI clinics organised) 10.b Ensure active monitoring of the implementation of financial Instruments (Target: Regular reporting to the BoD) 10.c. Deliver FI-compass assistance in accordance with the work programme 2019.

B3 GUs B3 GUs B3

MS 12. Amounts of programme contribution invested into final recipients

9 and spent for

management costs and fees (Target: EUR 5 billion by the end of 2019, baseline EUR 2.2 billion at Dec 2018)

B3 GUs

34

(Target: 100% of products agreed for the respective period delivered)

11.a. Promotion of the combination ESIF-EFSI (Target: trainings organised)

B3

11.b. Number of ESIF-EFSI projects. (Target: approval by EFSI governance/EIB Board of 15 new ESIF-EFSI projects including SFSB in 2019)

B3 GUs

1.3 Provide specific support to improving Member States capacity to administer and implement the Funds

13. Timely implementation of the administrative capacity initiative. (Target: Public Procurement and State Aid Action Plans implemented according to plan, all valid PEER-2-PEER demands submitted by MS addressed; Integrity Pacts successfully implemented; wide use of the Competency Framework and the self-assessment tool; preparation for post 2020: explanation and promotion of new tools for administrative capacity building post 2020; implementation of Phase I and Phase II of 5 pilot projects on Frontloading Administrative Capacity Building; Jaspers Networking Platform activity implemented) 14. Provision of specific support to MS through the Evaluation Helpdesk. (Target: all requests treated) 15. Coordinate effectively with the Structural Reform Support Service to ensure synergies (Target: timely contribution to consultation on requests from MS under the SRSP) 16. Roll-out the Catching-up Regions Initiative and Coal regions in transition initiative. (Target: Catching-up regions: implementation of related actions according to plan; Coal regions: implementation of actions identified by Country Teams and MSs (e.g. reallocation/OP

E1 GUs Audit units F1 B2 E1 Concerned GUs

35

modification, support for project preparation, strategic studies)

2. Develop cohesion policy and establish close links to other EU policies

2.1 Negotiate the post-2020 cohesion policy legislative package and related MFF sectoral proposals

17. Carry out the legislative negotiations related to the post-2020 regulatory framework for Cohesion Policy, including inputs to the new MFF. (Target: Key elements of the Commission proposal are maintained in the post-2020 legislation)

B1 02;B4;B3; C1 E1; 03; D1, D2

2.2 Prepare / start the (informal) negotiations on the post-2020 programmes with Member States

18. Enhance REGIO's contribution to the European Semester through establishing the strongest possible links and feed programming: (Target: Provision of contributions to: the Annual Growth Survey, SWDs, Country Reports and Country Specific Recommendations; participation in all country team meetings) 19.a. Plan and start the informal negotiations with Member States for the post-2020 programmes (Target: Launch events in all MS, 27 roadmaps to be prepared by Sept 2019; Good practice document on financial instruments for geo desks prepared by end-March 2019) 19.b. Preparatory work for the implementation of the European Territorial Cooperation programmes, including position papers for future CBC and TN programmes and negotiations of the geography of programmes (Target: 38 CBC position papers, 10 TN and maritime position papers - first draft ready by Q1 2019)

B2 / GUs 02 GUs G1; 03; B2; B3; D1/D2

2.3. Position Cohesion Policy as major contributor to EU policies

20.a. Monitor and provide input to the negotiations of MFF sectoral proposals (Horizon Europe, InvestEU, Connecting Europe Facility, LIFE, Singe Market Programme, Digital

01 G1 B3 B2

36

Europe Programme, SRSP/Reform Delivery Tool, etc.) to ensure maximum synergies and complementarities with the cohesion package, including provisions for outermost regions. (Target: consistency with CPR rules ensured in other EU programmes) 20.b. Establish strong links between cohesion policy and relevant Commission policy documents as defined in the Roadmap to Sibiu, 2019 Commission Work Programme and in the context of the priorities of the next Commission (Target: Cohesion policy considerations are reflected in relevant Commission documents) 21. Experiment with new forms of support for better harnessing globalisation and delivering inclusive growth. (Target: Implementation of 2 pilot actions: 10 regions and 2 countries in industrial transition and 9 inter-regional partnerships supported by June 2019). 22. Position smart specialisation as a key element of EU industrial, digital, research and innovation policies. (Target: implementation of the administrative agreements with the JRC according to their work plans and contribution to other Commission initiatives) 23. Preparatory work for the implementation of the post 2020 European Urban Initiative (Target: Draft terms of reference of the European Urban Initiative by the end of 2019) 24. Preparatory work for the implementation of the Interreg component 5 (Interregional innovation investment partnerships) (Target:

B1 A1 B4 01 CCs G1 concerned GUs G1 GUs 03, A3 G1

37

10 Key requirement 6: reliable system for collecting, reporting and storing data for monitoring, evaluation, financial management, verification and audit purposes, including links with electronic data

exchange systems with beneficiaries

Lessons learnt from current pilot for interregional innovation investments are used for the design of the implementation modalities of the new component 5: end June 2019)

2.4 Prepare and support the next Commission and the next Commissioner

25. Preparation of the next Commission and the next Commissioner (Target: input to the political priorities of the next Commission, proposal for REGIO landmark initiatives; Final Briefing for the next Commissioner in line with the instructions of the Secretariat General)

01 All units

3. Demonstrate and disseminate the EU added value of cohesion policy

3.1. Provide and report evidence on the effectiveness and EU added value of Cohesion Policy

26. Strategic Report based on AIRs and on the synthesis of evaluation results reported by OPs. (Target: Strategic Report and accompanying SWD adopted by end 2019) 27. Annual Summaries of data on the progress made in financing and implementing financial instruments under ESIF 2014-2020. (Target: by end-Dec 2019) 28. Assessment of the reliability of MS systems for the reporting of performance data. (Target: 100% Analysis of audit results communicated by audit authorities) 29 a. Evaluation of EUSF, ex-post evaluation of MPs in the field of transport in 2000-2013, mid-term evaluation of JASPERS (target: Related SWDs adopted by end of Q2 2019 (EUSF and MPs transport) and end-2019 (JASPERS))

02 B2 B3 C1 All audit units B2

MS 31. AIR are submitted on time and are of good quality (Target: all) 28a. Reliability of all data systems assessed by the audit authorities, providing a robust basis for the assessment of programme performance (Target: Audit results in relation to the key requirement 6

10, including on the

reliability of data systems communicated by audit authorities for 100% of the programmes) 29 b. Provide effective guidance to potential applicants for EUSF assistance and respond rapidly to applications to assist affected population (Target: Speedier payments of assistance following higher quality applications)

02 GUs C1 All audit units

E1

38

30. Organisation of Evaluation Conference (”Investing in our shared future” (target: by II Q 2019)

B2

3.2 Communicate to citizens and stakeholders the results of Cohesion Policy programmes and their contribution to the delivery Commission political priorities

32.a. Implementation of REGIO Communication Strategy 2017-2020, including contribution to corporate / strategic communication (Target: 8 strands implemented and active participation in the corporate campaigns (EUprotects, rural campaign, EP elections) 32.b. Disseminate information on the achievements of this Commission and of Commissioner Creţu (Target: material feeding corporate work and our cabinet on achievements by 1

st quarter)

33. Number of REGIO entities involved in internal or external communication activities in 2019 (Target: 25) 34. Updates of the open data platform (Target: 3 updates by end 2019, reflecting periodical submission of performance and financial data by MS) 35. European Solidarity Corps Interreg internships (Target: 490 by end 2019, baseline 210 by end 2018)

A2 Concerned units A2 02 GUs B2 A2 D2

MS 36. Increased usage of the open data platform (Target: Increase compared to baseline at end 2018)

A2

39

4. Support territorial cohesion in Europe

4.1 Enhance policy coordination in the area of territorial and urban development.

37. Smooth implementation of Urban Innovative Actions (UIA) (Target: completed selection of projects for the 4th call by end 2019 (amounting to EUR 80-100 million)) 38.a Assessment study of the Urban Agenda for the EU and preparatory work on policy development (Target: Final report of the assessment study of the Urban Agenda for the EU by October 2019) 39. Delivery of Urban Development Network (UDN) activities, Cities forum and other events for actors implementing integrated urban/territorial strategies. (Target: 500 participants)

03 03 03

MS 38.b. Implementation of the Urban Agenda for the EU. (Target: 4 action plans finalised by end 2019; launch of 2 new partnerships)

03

4.2 Support the implementation of macro regional strategies and steer the outermost regions strategy

40. Monitoring implementation of the action plans of 4 on-going macro regional strategies i.e. for the Baltic Sea, the Adriatic and Ionian, the Danube and the Alpine Regions. (Target: 4 Annual fora, 1 High-Level Group meeting)

41. Implementation of measures foreseen in the outermost regions strategy and implementation of new partnership approach (Target: Follow-up to all requests for task forces; summary of progress for 2019 conference of Presidents; At least 4 meetings of Inter-service group and 4 meetings of working group with outermost regions; Deliver a platform at the 3 levels of governance: Commission, State, region upon request)

D1 Concerned Gus A1

4.3 Implement measures to address remaining cross-border obstacles

42. Follow-up to the Communication by the Border Focal Point. (Target: implementation of the 10 actions proposed in the Communication on Border Regions in line with foreseen

D2 Concerned GUs

40

timetable and communication of achievements)

5. Ensure sound financial management of the funds

5.1 Close the 2007-2013 programmes, the remaining open 2000-2006 ERDF/CF assistance and pre-2000 open irregularities

43.a 2007-13 closure or pre-closure proposal sent (Target: 322 out of 322 OP) 44.a. Closure of Cohesion Fund projects and open irregularities in 2000-2006 ERDF programmes (Target: CF: Closure of all projects without national procedures preventing closure; ERDF: Agreement of an action plan to close these irregularities by 31 March 2019. No more than 15 programmes to contain irregularities by end 2019 (baseline 21))

F1 Concerned GUs and Audit, B4

Combined responsibility: 43.b. % of 2007-2013 programmes closed, including pre-closures, out of the total. (Target: 100%, baseline: 70% at end Nov 2018) 44.b. Closure of pre-2000 open irregularities by end 2019. (Target: 100%, baseline at end 2018: approximately 100 cases)

F1 GUs, Audit B4 F1 GUs

5.2 Obtain reasonable assurance that the expenditure declared to the Commission is legal and regular by ensuring that the audit authorities can be relied upon (single audit approach) and by focusing DG resources on identified risks

45. Implementation of the DG's audit plan and desk work. (Target: At least 90% of the audit missions foreseen in the audit plan carried out, taking into account the evolving situation in terms of risks and the Omnibus obligation to report within 3 months; assessment of the functioning of the MCS provided for all OPs, and timely update of the monitoring table with available information). 46. Budgetary discharge obtained for the year 2017

C1 All audit units C1 All audit units, 01, A3

MS 47. % of annual control reports received from audit authorities with an opinion and residual error rate that can be relied upon. (Target 95%)

C1 All audit units

5.3 Obtain complete and accurate accounts for the accounting year

48. % of programmes informed about the Commission's decision on whether to accept the annual accounts. (Target: 100% by end-May 2019)

C1

All audit units, A3, B4

5.4 Safeguard EU funds through a rigorous policy on interruption and suspension of payments

49. Adoption of adequate measures in case of deficiencies impacting the legality and regularity of expenditure in excess of the 10% retention. (Target: Issuance of warning/interruption/pre-suspension letters within 2 months. Except for multi-fund programmes for which EMPL is CdF)

02 (ISFC) B4, Audit, 01, A3

Combined responsibility 50. % of the Annual Activity Report 2018 reservations cases lifted as evidenced through integrated monitoring tool. (Target: 50% by end 2019)

01 02, Audit, F1, A3

41

6. Improve Human resource management and the performance of internal processes

6.1 Ensure that systems, processes and reporting tools are efficiently supporting the implementation of 2014-2020 programmes and are prepared for the post 2020 period

51. a. Delivery of improved processes and functionalities supporting the 2014-2020 programming period in the REGIO IT systems. (Target: IT and BPT work plans fully implemented) 51. b. Contribute to the development of the IT systems supporting the ESIF post-2020 business processes (the corporate workflow system - Compass Corporate; the financial management system - SFC 2021 Back-Office) (Target: according to agreed workplans) 51. c. Deliver draft procedures for the post-2020 period related to the start of the programming cycle. (Target: Draft documentation of processes related to programme adoption in line with the latest version of the Regulatory texts)

BPT / A4 A4 BPT BPT

6.2 Ensure effective sharing and reuse of information and knowledge within the DG

52. Achievement of the objectives of the yearly knowledge management plan. (Target: Yearly satisfaction survey to be launched by end Q2; Outcome to feed into the draft work plan for 2020 to be ready by end year). 53. Percentage of registered documents that are not filed (Target: below 1%)

A2 All units 01 All units

6.3 Effectively deploy REGIO resources and ensure an engaged and productive workforce driven by effective and gender-balanced management

54. Assessment of HR resources allocation to the delivery of REGIO 2019 objectives. (Target: by end of May 2019) 55. Deliver the 2019 Training plan (Target: approval of training plan by Jan 2019; Rolling out of training plan according to schedule, with increased number of e-trainings for REGIO staff)

01 HRBC DG Asst HRBC

42

56. Implementation of REGIO mobility policy while ensuring business continuity during the negotiations. (Target: New mobility list for 2019 to be made available by end 2018. More than 50% of mobile staff has a new assignment by the end of 2019, taking into account the policy cycle. Baseline: 70% of 2018 mobile staff found a new assignment by the end of the year.)

HRBC

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