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EUROPEAN COMMISSION

DG Interpretation Management Plan

2013

TABLE OF CONTENTS

1. MISSION STATEMENT............................................................................................ 3

2. THIS YEAR'S CHALLENGES.................................................................................. 3

3. MULTI-ANNUAL OBJECTIVES ............................................................................. 6

4. SPECIFIC OBJECTIVES FOR OPERATIONAL ACTIVITIES .............................. 7

4.1. Quality Interpretation Services.......................................................................... 7

4.2. Training and support to the multilingualism policy ........................................ 10

4.3. Technical and logistic support for multilingual events ................................... 14

4.3.1. Meeting Room Infrastructure Management ...................................... 14

4.3.2. Conference management systems ..................................................... 14

4.4. Conference organisation.................................................................................. 15

5. SPECIFIC OBJECTIVES FOR HORIZONTAL ACTIVITIES............................... 17

5.1. Policy Strategy and Coordination ................................................................... 17

5.1.1. Sub-Activity 'Strategic Planning' ...................................................... 17

5.1.2. Sub-Activity 'Internal Communication'............................................. 17

5.2. Administrative support .................................................................................... 19

5.2.1. Sub-Activity 'Financial Management' ............................................... 20

5.2.2. Sub-Activity ' Human resources management'.................................. 21

ANNEX 1 – RESTRICTED DOCUMENT...................................................................... 23


ANNEX 3 – PRIORITISED INTERNAL CONTROL STANDARDS FOR EFFECTIVE MANAGEMENT................................................................................ 27

ANNEX 4 – PLANNING OF EVALUATION AND OTHER STUDIES....................... 28


ANNEX 6 - ACTIONS STEMMING FROM AARS AND THE SYNTHESIS REPORT ................................................................................................................... 30

ANNEX 7 – EXECUTIVE AGENCIES' ANNUAL WORK PROGRAMME ................ 31

ANNEX 8 – COMMUNICATION STRATEGY ............................................................. 32

MP 2013 for DG Interpretation (SCIC)

3

1. MISSION STATEMENT

DG Interpretation (SCIC) is the European Commission’s interpreting service and

conference organiser. The interpretation provided goes well beyond the needs of the

Commission, satisfying the requests of the Council, the European Economic and Social

Committee, the Committee of the Regions, the European Investment Bank, as well as

a number of European offices and agencies in the Member States.

SCIC's key mission is to support multilingual communication and consequently to

facilitate transparent, efficient and democratic EU decision-making by providing:

- quality conference interpretation services;

- support to interpretation training programmes targeted at interpreters,

universities and students;

- an effective conference organisation capability for Directorates General and

departments of the Commission;

- technological solutions for multilingual communication and daily technical

support to the Commission's meetings and conference facilities.

2. THIS YEAR'S CHALLENGES

For the European Union, 2013 is a pivotal year. The Union is facing new challenges on

a global scale, the need to contribute more effectively to growth and job creation,

improve EU short and long term competitiveness, foster genuine economic and

monetary union, build tomorrow's networks (telecommunications, energy, transport,

digital networks), build a safe and secure Europe and promote Europe as a global

actor.

Quality interpretation is essential for an effective decision-making process. DG

Interpretation remains fully committed to support as best it can the work of the

European Institutions in order to face the above challenges.

For DG Interpretation, providing quality interpretation means focusing specifically on

a number of priorities.

First and foremost, we must consider the impact of new technologies on

interpretation. Whilst the continuing growth in modes of communication such as

video conferencing has created new expectations amongst conference delegates, the

technology is not always available to deliver results of the desired quality. DG

Interpretation has a long tradition of identifying and helping to develop the best

MP 2013 for DG Interpretation (SCIC) 4

solutions for the needs of its partner Institutions. In this spirit, the Director General

proposes to look at new or expanding demand (e.g. videoconferences with

interpretation, interpretation of telephone calls during meetings, remote

interpretation) and explore the most suitable technical solutions, as well as discussing

the associated working agreements with the various stakeholders.

At the same time, the emergence of new generations of technological tools such as

tablets and smartphones has raised expectations of ease of data accessibility and

interaction. DG Interpretation is also looking to update its own communication

technologies so as to improve the capacity for information exchange with its mobile

workforce of interpreters.

Succession planning and the attainment of the correct staffing levels are key

to ensuring DG Interpretation's ability to achieve its mission in the longer term.

Succession planning means preparing new generations of interpreters to meet ever

more demanding conference interpreting needs. Ensuring the correct staffing levels is

necessary in the case of some 'younger' language units from the last two

enlargements. After intense efforts focused on German, English and French, the acute

shortage for these languages has been somewhat attenuated. Although we need to

continue this good work, we must now prioritise fully staffing the Czech, Estonian,

Lithuanian, Maltese, Slovak, Slovene and Bulgarian units where there is still a

shortage.

Given that conference interpreter training is only available in a few universities (in

some countries only one), it remains essential to continue with the current support

activities, which are key to maintaining a multilingual EU.

A third priority will be the integration of Croatian as an official language. As

Croatia will join the European Union on 1st July 2013, DG Interpretation must be able

to provide interpretation from and into Croatian. We have prepared Croatia's

accession well in advance in terms of support to interpreter training, accreditation of

freelance interpreters and scheduling interpreter competitions. Thanks to that careful

preparation, we are thus fully prepared to meet the demand in the initial stages of

accession and we have already asked for the creation of the Croatian Unit, which will

be integrated into Directorate A.

As has been the case for a number of years, the shortage of meeting rooms and the

absence of a suitable conference centre adversely affects the Commission services'

ability to organise meetings and jeopardises the smooth running of the decision-

making process. A number of solutions have already been explored, and an additional


meeting room has been equipped by making available some of DG Interpretation's

office space in CCAB, but these measures clearly do not fully address the issue which

should be further considered at inter-service level.

As a service-provider, DG Interpretation is naturally demand-driven, so we should not

underestimate the difficulties a period of uncertainty about the evolution of demand

for interpretation will bring, nor the likely impact of the adoption of the 2014-2020

Multiannual Financial Framework and the resulting cuts in funds and human resources

(-10% of allocated posts between 2012 and 2017). 2013 will be a transition year

towards inevitable changes in the allocation of resources.

I therefore invite all services to reconsider their plans and forecasts and to look closely

at their activities and working methods, so as to be ready to adapt to new constraints.

Against this background of shrinking human and financial resources, we must focus on

being even more cost-effective in each and every sector of our activities.

However, based on my long experience of both the competence and the commitment

of our staff, I am fully confident that our preparatory work will enable DG

Interpretation to rise to these challenges and continue to facilitate multilingual

communication in the institutions we serve and thus contribute to the achievements of

the Commission and of the European Union as a whole.

[signed] Marco Benedetti


6

3. MULTI-ANNUAL OBJECTIVES

SCIC's principal role is that of an "enabler" or "facilitator" contributing to the smooth

running of institutional meetings. We do this not only by providing quality

interpretation services, but also by organising high-end multilingual conferences for

the Commission.

SCIC's operational activities are designed to ensure that

(i) Quality interpretation services are at the disposal of the Commission, other

institutions and bodies; and that

(ii) Commission services are in the position to organise and/or host advanced

multilingual events.

Alongside these objectives, SCIC pursues pro-active awareness-raising to attract the

best talents to interpreter training and it continues to work towards a seamless

transition between classroom and interpreting booth by offering appropriate in-house

bridging measures and through continuing cooperation between the EU, the

International Organisations and the training Universities.

In this respect, SCIC is actively involved in HINTS, a worldwide network of Heads of

Interpreting Services that meet twice a year to discuss interpreting-related issues and

examine possible cooperation. Also, SCIC is actively involved in IAMLADP activities

(International Annual Meeting on Language Arrangements, Documentation and

Publications) organised under the auspices of the UN.

Apart from supporting training at Universities in the EU, SCIC also cooperates with

Universities outside the EU that offer EU or non-EU languages which are relevant for

SCIC needs. Such cooperation can be bilateral, can result from Commission policy or

strategy or can be carried out in the framework of international projects.

Besides, SCIC must propose new services to satisfy the institutions' needs for

interactive multilingual communication in view of the Commission's normal business as

well as for ensuring its continuity in difficult and/or crisis situations.

The translation of these multi-annual goals into specific operational objectives is

presented below under the Activity Headings 'quality interpretation services',

'enhanced training and support to the multilingualism policy', 'technical and logistic

support for multilingual events' and 'conference organisation'.


4. SPECIFIC OBJECTIVES FOR OPERATIONAL ACTIVITIES

4.1. Quality Interpretation Services

Consolidating the overall quality of interpretation is at the heart of SCIC's

mission. One of the many measures taken to achieve this is the systematic collection

of and response to customer feedback on the quality of our services. In line with the

3-year rhythm of previous surveys (2007 and 2010) the next customer satisfaction

survey is planned for 2013.

After the 2011 revision of the Online Quality Reporting System for freelance

interpreters, we envisage in 2013 the introduction of a quality rating for additional full

active languages ("second active booth"). With this complement, the continuous

professional assessment process is broadened with a view to building a more

comprehensive and efficient quality driven ACI management tool.

From a more general perspective, there is another on-going reflection which should

bear fruit in 2013. It concerns an in-house assessment of the overall quality of

interpretation with the development of a global quality indicator as well as guidance on

how to address quality issues.

To consolidate and wherever possible improve the overall quality of interpretation

Result indicators

Target Target Current situation Indicator

Multi-annual 2013 2012

Delegates' perception of quality of interpretation (satisfaction surveys)

Stay above 85% 85% 85%

Recruitment policy of ACI quality rating >2 (SO)

Keep at same level 85% 85%

In a context where the supply of "new interpreters" is still insufficient the main challenge

in ensuring high quality interpretation is to pursue an effective succession planning

and staff completion. SCIC will continue its efforts in that respect, focusing in

particular on the German, French, English, Czech, Estonian, Lithuanian, Maltese, Slovak,

Slovene and Bulgarian booths.

Aware of the shortage of freelance resources in certain language booths and the

budgetary cuts, SCIC is pursuing its efforts to streamline the organisation of ACI

accreditation tests which aims at saving costs and producing a higher number of

successful candidates. The project started in 2012 and focuses at different stages of the


accreditation test. It introduces a pre-selection phase organised by a contractor in

different Member States to pick out the most promising candidates for the accreditation

test in Brussels at minimum cost. It is complemented by a new formula of streamlined

test that promises savings in interpretation resources. Pending the evaluation of this

pilot project, SCIC will also investigate other measures to simplify the existing

procedures like improving the screening of applications or recourse to recorded

speeches.

To ensure the supply of interpreting resources in the medium and long term

Result indicators



Number of interpreters

(1) recruited or

(2) accredited (ACI's)

(1) 15-20 staff

(2) 100 ACI

(1) 28 staff**

(2) 100 ACI

(1) 17 staff*

(2) 88 ACI*

Number of new ACI interpreters enrolled in Newcomers Recruitment Facility

maximum 60 /year Maximum 60 34

* Situation at 30/11/2012

** including staff of Croatian nationality

DE, EN, DA, SK and CR competitions are running. 2013 competitions are under discussion at the time of

drafting the MP 2013.

The attainment of the result indicators fluctuates and largely depends on cycles of competitions and the

organisation of tests. Opportunities for recruitment are further affected by yearly screenings and possible

resulting reallocation of Commission staff to other DGs.

The effective programming of interpretation resources is another prime objective

under this activity. This includes increasing the availability of qualified interpreters for

interpretation assignments - by clearly motivating and prioritising the use of resources

for non-interpretation activities and by scheduling them as much as possible during less

busy periods; maintaining stability of the interpreters' programme at an acceptable

level, while minimising interpreters' standby (i.e. Interpreters without a meeting

assignment) and keeping tight control of ACI expenditure.


To maximise the availability of staff interpreters for interpreting assignments

Result indicators



% of time spent on 'interpretation' (SO) 62% 62% 58%

% of time spent on 'standby' by staff interpreters (SO) 16% 18% 20%

To maintain stability of the programme (i.e. interpreters' assignments) at an

acceptable level

Result indicators



% of interpreting assignments which remained stable (SO)

keep at same level 80% 81%

To keep tight control of average cost of ACI recruitment

Result indicators



Average cost of ACI contract (SO) keep at same level 725 € 715 €*

*provisional figure at 30/10/2012, which does not include all final costs.

SCIC is also committed to better satisfying the client demand for interpretation

services, which includes responding to clients' meeting requests and providing the

language regimes requested for meetings. To this end SCIC aims at increasing the

pool of locally available ACIs, in order to allow for efficient recruitment of ACIs and

effective programming of interpretation resources, whilst at the same time controlling

expenditure.


To better satisfy the demand for interpretation services for fee-paying clients

Result indicators



Percentage of external clients requests for active interpretation that SCIC was able to satisfy (SO)

95% 95% 96%

Finally, a specific constraint on SCIC's ability to meet the Commission DGs' requests

for meetings is the general shortage of meeting room facilities. SCIC monitors the

number of meeting requests refused at arbitrage, and is developing indicators to

better identify the cause of refusal: shortage of rooms, shortage of interpreters and

shortage of financial resources.

Shortage of meeting rooms is now considered as a cross-cutting risk at Commission

level. While not responsible for the building policy, SCIC remains committed to provide

support to the services responsible for addressing this issue, limit the impact of

necessary maintenance work on room availability and make DGs aware of the need to

use the limited resources available in a cost-effective way.

4.2. Training and support to the multilingualism policy

SCIC has an ambitious internal and external training policy in order to broaden

continuously the professional competence of interpreters and to maximise

interpretation expertise, which is available for the EU-institutions.

Concerning internal training, it is SCIC's objective to enhance the effectiveness of

established interpreters by offering them a number of possibilities for learning

languages in line with the priorities set (to add a passive language or a retour), and by

organizing other forms of professional training such as thematic training. These

training activities are designed to meet longer term needs, by enhancing interpreters'

language profile.

As it did in 2012, SCIC will also grant financial support to up to 20 ACIs finalising the

addition of a priority language

Finally, SCIC contributes to enhancing interpretation quality by actions in the field of

meeting preparation, such as providing meeting documentation, terminology and other

relevant material to interpreters.


To enhance the effectiveness of interpreters, both staff and ACIs

Result indicator



Number of staff and ACI interpreters per year adding passive or "retour" languages

50 50 30

Number of ACI having added a language thanks to SCIC support 20 20 7

Number of interpreters having followed thematic training 800 800 633

The attainment of the result indicators fluctuates and depends on the completion of language courses or the

learning cycle of individual interpreters. For 2012, figures are provided at 31/10/2012.

Concerning external training, SCIC provides support to postgraduate interpreter

training courses in Member states and candidate countries. This Activity is

implemented through the following sub-activities:

Bursaries which provide incentives to graduates to take up conference

interpreter training or to support supplementary training actions.

Support and assistance to universities offering post-graduate interpreting

courses in the EU, by providing pedagogical assistance, guidance at entrance

and final exams, financial support through grants and by disseminating best

practice both through training for trainers seminars and the regular recruitment

of key trainers. SCIC also puts considerable efforts into stimulating the use of

new technologies in interpreter training, such as the unique e-learning tool

Speech Repository and bilateral and multi-point virtual classes which are run in

cooperation with the other Institutions.

SCIC will also pursue its efforts of cooperating with selected Universities in

candidate countries as well as with training institutes in the US, Asia, Africa and

Russia. Furthermore SCIC will continue to support diversification of courses on

offer and in general encourage dissemination of best practices and

benchmarking.

SCIC is also automating the provision of raw data on the impact of the various

forms of support to universities and students on the recruitment of conference

interpreters, so as to better fine tune its actions in this area.


The professional integration scheme for promising young graduates

launched in January 2010 will continue in 2013.

In order to improve the number and quality of applicants to interpretation

schools, SCIC launched a comprehensive communication plan. It includes

targeted actions such as SCIC's presence in career days, job fairs and employer

presentations and by stepping up promotion of the profession across diverse

media in the relevant Member States and worldwide. This strategy has already

proved to be an effective way of increasing the number of applications to post-

graduate interpretation courses in universities. Efforts in this direction will

therefore be maintained and, whenever appropriate, adapted or increased for

specific languages (cfr. communication plan in annex 8).

To increase the number of qualified interpreters

Result indicators

Target Target Current situation

Indicator


(1) Total success rate of graduates who apply for an accreditation test (2) Success rate of test applicants having been granted a SCIC scholarship

(1) 30%

(2) 35%

(1) 28%

(2) 30%

(1) 23,6%*

(2) 23,9%*

Proportion of participants in the Professional Integration Scheme who successfully pass the accreditation test

50% 50% 38,5%*

* Situation at 31/10/2012.

-To provide terminological support to interpreters

Result indicators


Indicator


Number of new and revised glossaries

400 415 400


To facilitate multilingual communication by organising awareness raising actions for

delegates

In pursuing its objective of providing quality multilingual interpretation SCIC has an

active awareness raising policy, including the training of key users of interpretation

(Commissioners, Commission officials, chairmen of working groups etc.) to make the

best use of it and improve their communication. When speakers communicate better

(no read out interventions, appropriate use of power point presentations, use of

mother tongue) the quality of interpretation is higher.

Result indicators


Indicator


Number of participants in awareness raising actions 500 450 500


4.3. Technical and logistic support for multilingual events

The restructuring of technical management of meeting rooms was completed in 2012.

Three different units operate technical developments, end-user support and

infrastructures for meeting rooms. Responsibilities in the same area are grouped as

much as possible in one unit allowing for a more efficient allocation of resources; e.g

one single unit is responsible for the financial management of all technical budget

lines. Technical governance is enforced through a technical committee of the 3 units

involved in all major projects and decisions.

4.3.1. Meeting Room Infrastructure Management

SCIC will continue its efforts to build a "Single Help-Desk" aiming at improving the

support service provided to end-users (interpreters and participants in meetings)

To deliver an efficient and reliable service to end-users

Result indicators (Unit S4)

Target Target Current

situation Indicator


End-users' satisfaction towards help desk services 90% 80% 75%

Source: Satisfaction surveys – Percentage shows share of "very satisfied" and "satisfied"

4.3.2. Conference management systems

In addition to providing interpretation, SCIC is responsible for the equipment,

maintenance, operation and allocation of 27 meeting rooms put at the disposal of the

whole Commission, among which 26 with simultaneous interpreting equipment. Some

of them have also been equipped to hold multimedia events.

The priorities set for 2013 are:

• to draw up an action plan based on the 2012 report on videoconference services

with interpretation;

• to determine the degree of financial and operational involvement of SCIC in

servicing meeting rooms that are not put at the disposal of all Commission

services through Webdor;

• to create data transfer between WEBdor and the technical systems in meeting

rooms;


• to build a capacity to meet more requests for multimedia events;

• to prepare an updated technical and ergonomic ISO standard for interpretation

booths and events with interpretation in cooperation with DG Enterprise.

To provide client services with well-functioning conference facilities and services



situation Indicator


Percentage of unavailability of meeting rooms on a yearly basis due to SCIC's maintenance (OIB Maintenance)

No more than 2% due to SCIC

maintenance work

2%

(OIB)

1,63% *

(3,63%)*

*Provided figures are dated 15/11/2012 and exclude maintenance in August.

To deliver reliable streaming services to Commission services



situation Indicator


% of minutes of streaming without incidents

> 98% 98% 98%

4.4. Conference organisation

SCIC hosts a unit dedicated to the organisation of major events by the European

Commission ranging from high level encounters to specialised policy making

consultations and broad audience conferences.

The services offered by the unit, through its own resources or via framework and ad

hoc contracts, include the research of appropriate venues, planning of the whole event,

registration of conference participants, production of brochures and promotional

material, catering, technical assistance and travel and accommodation for participants.

The unit also provides logistical support and conference room assistance to

Commission services who organise meetings or events in the Berlaymont,

Charlemagne, Borschette and Loi 130 buildings.


Whenever the unit is not in a position to offer the full-service package for conference

support, it can provide consultancy services which include advice on the choice of

venue, registration options and framework contract guidance.

The Conference Organisation unit can also manage all financial aspects of events with

those DGs who have signed a Service Level Agreement allowing the transfer of funds

to SCIC who takes over, on a co-delegated basis, the signing of legal commitments

and the payment of all ensuing invoices.

While keeping the same strategic objective, the performance and customer satisfaction

surveys, which are sent to each and every DG immediately after the realisation of their

events, have been reviewed in terms of content and format.

The results obtained are illustrated below and they are expressed in terms of average

ratings collected from the 55 responses received during 2012. The bar charts display

average marks obtained for the various subcategories of the five main indicators.


High quality support to the Commission's multilingual communication activities

through enhanced conference organisation and advice for all DGs.

5. SPECIFIC OBJECTIVES FOR HORIZONTAL ACTIVITIES

As for the four operational activities, SCIC's two 'horizontal' activities are framed in a

multi annual perspective, and aim at providing enhanced support to SCIC's core

business.

5.1. Policy Strategy and Coordination

The Activity “Policy Strategy and Coordination” gives the necessary impulse to the

policy definition, preparation and implementation of SCIC’s overall mission within the

time-scales laid out. To this end, the Activity promotes the development of a strategic

planning and administrative culture within the DG, and it supports different means of

information, communication, awareness raising and dialogue with decision-makers and

other key stakeholders.

Two major sub-activities are concerned, namely 'Strategic Planning' and 'Internal

Communication':

Result indicators (Scale 0-10)

Indicator Target Multi-annual

Target 2013

Current situation

Satisfaction on event preparation (incl. advise on planning, technical and logistical issues, budget and cost estimates, guidance on event options, coordination and ability to meet

deadlines)

8 to 10 9.0 8.9

Satisfaction on the day of the event (incl. logistics and technical support, registration,

travel and accommodation, streaming, interpretation, catering, participants kits)

8 to 10 8.5 8.7

Satisfaction on welcome and response (incl. sign posting, badge distribution, staff courtesy)

8 to 10 9.0 8.9

Satisfaction on SCIC's staff (incl. solutions proposed, promptness, flexibility, adaptability, availability, coordination and post

conference follow up)

8 to 10 9.0 9.0

Satisfaction on financial management (incl. budget, savings, feedback on contract

signature and execution, timely de-commitment)8 to 10 8.5 8.2

Overall satisfaction 8 to 10 9.0 8.9


5.1.1. Sub-Activity 'Strategic Planning'

The strategic planning function is designed to ensure that SCIC’s activities are aligned

to Commission priorities, well prepared, and allocated with sufficient resources. It

consists in the translation of the Commission work programme into operational

objectives and resource allocation in the Annual Management Plan.

To complement and support strategic planning, the DG's Evaluation function is reports

covering its main activities and stakeholders. It has also developed a comprehensive

reporting system (SCICView) which allows for real-time monitoring at all relevant

levels of the DG, from operational statistics to key performance indicators geared

towards senior management.

To automate the monitoring of indicators set out in the Management Plan

Performance indicator Multiannual target 2013 target Current situation

(2012)

% of indicators regularly monitored*

80% 55% 43%

* Via SCICView, excluding indicators resulting from yearly surveys, one shot projects and action plans.

5.1.2. Sub-Activity 'Internal Communication'

Internal Communication plays a prominent role in SCIC’s activities.

As the majority of the staff (the interpreters) have no office and change work location

on a daily basis, their sole regular contact with the administrative structure is via

electronic media and in particular, SCICnet, the SCIC intranet, which not only delivers

information but also gives access to a number of IT tools and applications vital for

interpreters' daily work. In addition, SCICnet is the main channel for communicating

with the large and geographically dispersed population of freelance interpreters. In line

with one of the DG's three strategic internal communication objectives "Better

Communication tools", a project to migrate SCICnet to the newest release of the

software platform was launched in November 2012. After the migration is completed in

March 2013 there will be a focus on incremental improvement of SCICnet.

Beside the focus on the key tool of SCICnet, in 2013 SCIC will continue to prioritise

actions which further the other 2 strategic objectives of the DG "One Service" and

"Improving information exchange". An action plan elaborated by the SCIC Internal

Communication Network in 2012 will continue to be followed through, drawing also

from ideas from the follow up of the Internal Communication seminar for SCIC

managers held in 2012. Events and initiatives that bring staff from all parts of the DG

together will be favoured and improvements to communication and feedback

mechanisms about key information and decisions in the DG will be implemented with


the aim of engaging staff in helping to face the challenges of 2013 as outlined in the

introduction to this plan.

In order to measure the effectiveness of these actions we have established a new

measure for 2013 which is to monitor the access frequency on the home page of

SCICnet, where key information on the DG is published. We are looking in particular

for an increase in access by administrative staff as unlike interpreters many of them

are not required to go on SCICnet for their daily work and therefore an increase in

access could be one indicator of improved staff engagement.

Performance indicator

Multiannual target

2013 target

Current situation (2012)

Main related actions in 2013 Responsible

SCIC service

% of the total number of

1) administrative and

2) interpreter staff visiting the home page of SCICnet at least 10 times per month.

1) 80%

2) 98%

1) 60%

2) 95%

1) 55%

2) 90%

Improve SCICnet in line with SCICnet survey 2012 via migration of software, addition of new functions and tools to foster cooperation within the service.

S1


5.2. Administrative support

The “Administrative support” Activity covers a set of horizontal functions within the DG

designed to provide high quality administrative support, advice, assistance, control and

monitoring of resources use by SCIC.

Sub-Activity 'ICT Management'

The restructuring of IT operations completed in 2012 improves IT Governance by

creating a unit responsible for steering IT governance in the DG and by steering

systems owners, correspondents and IT management committees and meetings.

ICT management accounts for 3 key activities:

• Advising management on the IT strategy and IT-related decisions, in line with

Commission policy and orientations;

• Ensuring that the DG's Information systems and infrastructure are reliable,

resilient and in line with business requirements;

• Developing and maintaining the information systems that support the provision

of interpretation and the organisation of meetings.

Priorities set for 2013 are:

• Continuing with the streamlining and rationalisation of the DG's application

portfolio, in line with the Commission guidelines, including a the definition of a

new system architecture and the related roles and responsibilities of system

owners;

• Preparing the implementation of ITIC, due for the end of 2013;

• Preparing a "mobile web" strategy and launching the first application fit for the

"mobile Web" (WebCalendar);

• Improving the corporate system used for the management of meeting bookings

(WebDOR)

Indicator: Recovery Point Objective (RPO) and Recovery history of data are in line

with the business requirements (Maximum Tolerable Period of Disruption of SCIC

critical activities)


Multiannual target

2013 target


Unit S5 RPO delay (hours)

Recovery history period (months)

12 hours

3 months

12 hours

3 months

18 hours

2 months


Indicator: SCIC applications portfolio is streamlined ("Rationalisation")


Multiannual target 2013 target Current situation (2012)

Unit S3 Number of active applications in GOVIS database

15 25 30

5.2.1. Sub-Activity 'Financial Management'

The activity covers planning, monitoring and reporting on the level of utilisation of

financial resources as well as verifying the regularity of all the financial transactions. It

includes a continuous enhancement and update of the procedures and tools available

for managing income and expenditure operations.

To implement and maintain an effective control system so that reasonable assurance

can be given that resources assigned to the activities are used according to the

principles of sound financial management and that the control procedures put in place

give the necessary guarantees concerning the legality and regularity of underlying

transactions.


(2012) Main related actions in 2013

Unit S2

Average payment delay – SCIC budget lines*

16 16 16

Adapt to FR 2012

Improve understanding of the rules

Monitor payment delays by budget line

Average payment delay – co-delegated budget lines*

16 16 14

Simplify contracts clauses

Clarify respective roles of SCIC and organising DG

Improve understanding of the rules

*Excluding periods during which payment term is suspended – article 111.3 of Rules of application of the

Financial Regulation and payments to non EU countries.

To ensure that the revenue deriving from the interpretation delivered to SLA clients

is collected within a reasonable delay.

Performance indicator Multiannual target

2013 target

Current situation (2012) Main related actions in 2013

Unit S2

Average number of days between the end of the invoiced period and collection of revenue.

<60 60 66

Suppression of liaison accounts

Increasing use of websites for invoicing process


To improve the support to the management of ACIs by enhancing the correctness of

ACI payments

Performance indicator Multiannual target 2013 target


Main related actions in 2013

Units C4/S2

% of errors (in value) detected by ex post controls

<2% <2% 0,235%* implementation of updated SLA with EP and CoJ

* on payments made during first semester 2012.

NB: these ex-post controls are limited to the final settlements for non-local freelance interpreters because

these are the only non-automated transactions for which the possibility of individual human errors exists.

5.2.2. Sub-Activity ' Human resources management'

The general objective of the human resources management function is to provide a

service of high quality and efficiency to the DG, its management and its staff, by

ensuring effective and correct implementation of Commission human resources

programmes relating to conditions of employment, career and personal development

and motivation, and by taking all the actions necessary to ensure that the right

resources are available in the right place and at the right time.

In that respect, SCIC has set up a working group to produce a multiannual interpreter

recruitment strategy, taking into account the expected evolution of demand, the need

for succession planning as well as the 5% cuts in staffing levels and the 5%

redeployment tax expected from the future reform of the Staff regulations. Conclusions

of this working group will be updated taking into account the reduced number of posts.

As in previous year, a consolidated multiannual HR strategy will serve as basis for

future decisions regarding all aspects of HR management. A Croatian interpretation

unit is to be created during the first half of 2013 in order to host the colleagues of the

new official language. As additional posts have been allocated to SCIC for this purpose,

no internal redeployment of posts is needed.

In 2013, the HR unit will continue managing a number of horizontal HR processes

among them the Eco-Management Audit Scheme (EMAS), Equal opportunities and

implementation of the Staff regulations. The new Staff Regulations are likely to impose

new working time arrangements for all staff, including interpreters.

In 2012 DG HR included SCIC in the external EMAS audit. The auditor "AENOR"

highlighted two strong points for the DG (the EMAS communication and the SCIC

Green forum) which we are invited to further promote. In 2013 SCIC represented by

the Green SCIC Committee will continue to establish and implement an annual EMAS

action plan, engage in awareness raising activities and involve staff in EMAS actions.


The Commission 2010-2014 Equal opportunities strategy defines for SCIC a target of

41,9% of middle management posts to be occupied by females. This is translated in

the following objective and performance indicator:

To ensure a stable and balanced gender representation at middle management

level.



Unit S1

Gender representation at middle management level

41,9% F

58,1% M

41,9% (14 F)

58,1% (20 M)

47,05% (16 F)

52,95% (18 M)

Implement an Equal opportunities Action Plan for SCIC in line with the 2010-2014 Equal opportunities strategy.

*The calculation includes Heads of Units but not Heads of Department.

In line with the Internal Control Standards, the HR unit will continue to deliver actions

aiming at raising the awareness of staff and management on ethics. An ongoing action

is the follow up on attendance of ethics training.

To ensure that new officials are aware of their obligations in the field of ethics



Unit S1

% of new officials who have attended an ethics training by the end of their probation period

75% 70% 66%(25 out of a total of 38)

Continuous monitoring of completion of compulsory training, officials who have not followed the training by the end of their probation periods are sent reminders.

Any ethics training or internal workshop qualifies. The formal DG HR ethics training for newcomers needs to

be followed at least 5 months after recruitment but before the end of probation.


24

ANNEX 1 – RESTRICTED DOCUMENT


26



ANNEX 3 – PRIORITISED INTERNAL CONTROL STANDARDS FOR EFFECTIVE MANAGEMENT

STANDARD BRIEF DESCRIPTION OF THE REASONS FOR PRIORITISATION

ICS 8 – PROCESSES AND PROCEDURES

AS STATED IN THE PART 2 'THIS YEAR'S CHALLENGES' OF THE MP, 2013 WILL BE A TRANSITION YEAR TOWARDS INEVITABLE CHANGES IN THE ALLOCATION OF RESOURCES. THIS WILL IMPLY THE NEED TO STREAMLINE KEY PROCESSES IN LINE WITH AVAILABLE RESOURCES AND FURTHER IMPROVE THEIR DOCUMENTATION.

THE REVISED FINANCIAL REGULATION AND THE INCOMING REVISION OF THE STAFF REGULATION WILL ALSO HAVE AN IMPACT ON THE WORKING PROCESSES AND PROCEDURES.

ICS 11 – DOCUMENT MANAGEMENT WITH REGARDS TO DOCUMENT MANAGEMENT AND IN PARTICULAR THE RELEVANT SECURITY MEASURES IN PLACE, THERE IS A NEED TO ENSURE THAT ACCESS RIGHTS TO SYSTEMS THAT MAY CONTAIN SENSITIVE OR PERSONAL INFORMATION ARE GIVEN ON A NEED TO KNOW BASIS AND THIS IS CLEARLY DOCUMENTED.

ICS 12 – INFORMATION AND COMMUNICATION

AS OUTLINED IN THE 2012-2014 INTERNAL COMMUNICATION STRATEGY DOCUMENT AND DEVELOPED FURTHER IN THE INTERNAL COMMUNICATION SEMINAR 2012, THE STRATEGIC OBJECTIVES OF THE DG OVER THE COMING 2 YEARS ARE: IMPROVED INFORMATION EXCHANGE (IMPROVING THE FLOW OF INFORMATION VERTICALLY AND HORIZONTALLY); ONE SERVICE (I.E. THE STRENGTHENING OF THE FEELING OF ALL BELONGING TO ONE SERVICE); AND BETTER COMMUNICATION TOOLS (I.E. THE CONTINUED IMPROVEMENT OF SCICNET).


ANNEX 4 – PLANNING OF EVALUATION AND OTHER STUDIES

CWP initiative/expenditure instrument that the evaluation or study

will support

Prospective** (P) or

retrospective (R)

1 3rd Customer Satisfaction Survey

Interpretation-related expenditures R na

2 3rd IT Help-Desk survey R na

III. Other ongoing or planned studies ***

IIT expenditure (users support) Jun-13Jan-13

II. Evaluations planned to start in 2013 or later

Jan-13 Dec-13I&E

Other purpose*

External (E), internal (I), internal with

external support (I&E)

Start (month/ year) End (month/ year)

I. Ongoing evaluations (work having started in previous years)

N°Title of evaluation or

study (possibly working title)

Intended use of the evaluation or study Type of evaluation or study Timing Associated services


ANNEX 6 - ACTIONS STEMMING FROM AARS AND THE SYNTHESIS REPORT

DG Interpretation made no reservations in the most recent AAR and there are no pending actions, under SCIC's responsibility, referred to

in the last Synthesis Report.


ANNEX 7 – EXECUTIVE AGENCIES' ANNUAL WORK PROGRAMME

Not applicable.


33

ANNEX 8 – COMMUNICATION STRATEGY

No

Communication Objective(s)

Message Audience Proposed actions/

type of activity

Date/ location DG COMM Services Ex-ante evaluation

Budget

Policy objective/Policy output

Ensure succession and staffing completion of conference interpreters to maintain excellent and effective interpreting services to the EU institutions in the perspective of 2020 and beyond

Social media campaigns

TBC – country dependent; including short videos

No Positive Administrative credits

1

Press exposure if necessary

TBC – country dependent

No, except help from Representations in MS

Positive Administrative credits

Raise awareness among young people of the usefulness of language learning and the attractiveness of the conference interpreter profession

Leaning languages is good for you, is good for business.

The European Institutions need you to interpret in meetings (in some markets)

Depending on the country, students 14-30 or students 20-27, in particular in Bulgaria, Czech Republic, Estonia, Lithuania, Malta, Slovakia, Slovenia and (to a lesser extent) the UK and France.

Video production for general and specific purposes

Planned productions 2013: on the Latvian Presidency preparations; on What it takes to prepare a country for accession in interpreting and language terms (premiere in Vilnius 9/13); SCIC technical services behind the scenes; more chapters of

No, but sometimes assistance from AV library is essential

Positive Administrative credits


Living memory

Video conferences with selected schools, in particular in the UK, in order to encourage language learning

Throughout the year

No Positive

Administrative credits

Podcasts with technical tips for interpreting students

Training ongoing; production throughout 2013


Policy objective/Policy output Contribute to the success of an effective decision-making process by providing quality interpretation

2 Ensure effective use of interpretation

If you are a better speaker, people will understand you better – including the interpreters

Commission and MS officials

Video production How to speak in meetings – launch in January 2013


Policy objective/Policy output

Connect to citizens and explain EU-activities 3 Communication and

outreach to the general public

The EU is working for you

General public and specialised audience

Video production SCIC technical services behind the scenes

Open Doors 4 May Berlaymont

Yes Positive Administrative credits

Back to School Irish and Yes Positive Administrative


Lithuanian Presidencies

credits

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