REORGANISATION of DG RTD Robert-Jan SMITS 3 December 2013 "This reorganisation is the most profound change in the history of DG Research and Innovation. It will mark the start of a new era in which the Directorate-General will become a full and recognised player in the economic policy formulation of the EU. This enormous achievement is the result of the first class work done by the staff of DG Research and Innovation, which has been able to put science and innovation high on the political agenda." Maire Geoghegan-Quinn 5 main reasons for reorganisation 1. Move to become a Policy DG 2. Deployment of New Management Modes 3. Staff cuts 4. Efficiency gains 5. Staff mobility – 5 years 1. Move to become a policy DG (1) • Separating policy making from programme implementation • DG RTD: to focus on policy related tasks • Executive Agencies: to focus on programme implementation 1. Move to become a policy DG (2) • DG RTD will focus on policy related tasks • • • • • • • • • European Semester Innovation Union ERA Science policy Strategy development Forward looking activities Definition of Work Programmes Ex-ante and ex-post evaluation Feeding results from research projects into Policy 1. Move to become a policy DG (3) • Executive Agencies will focus on programme implementation • • • • • Managing calls for proposals Handling proposal evaluations Preparing grant agreements Making payments Monitoring projects 1. Move to become a policy DG (4) Strategic role of Directorate A for defining and programming priorities Creation of two new policy units: A4: Analysis and monitoring of national research policies A6: Science policy, foresight and data Strategic role of Directorate C International Cooperation for defining and programming priorities Regrouping ERA and Innovation Union in one single Directorate 1. Move to become a policy DG (5) • Strengthening of Units 1 of KET and Grand Societal Changes Directorates • • • • Development of strategy Forward looking activities Work programme definition International cooperation • Better coordination and cooperation with Directorates A and C 2. Deployment of new management modes (1) • 75% of the budget under Horizon 2020 will be externalised: 55% through JTIs and Art. 185s and 8% through the EIB and the EIT. • This entails first and foremost a reinforcement of the Executive Agencies with some 1000 staff by 2020. • FP7 Legacy management vs. Policy • Still a significant FP7 legacy until 2016 • Objective to actively manage the legacy • Optimising the management of the legacy • Liberating resources gradually for future core activities → policy tasks • Creation of a Task Force to accompany this process • Reinforced central support by R2 to steer and monitor management of FP7 legacy 3. Staff cuts (1) • Due to build-up of Executive Agencies: substantial off-setting • Between 2014 and 2020: 271 officials and 108 contract agents • Off-setting takes a gradual pace • On top of this: annual taxation and redeployment But: • Between 2014 and 2020: approx. 300 retirements 4. Efficiency Gains (1) • Merging units to obtain scale and scope • Creation of the Common Support Centre for the whole Research Family • Identification of further efficiency gains (centralisation of country desks, sharing functions between units, eg. IT and communication correspondents) 4. Efficiency Gains (2) • Merging units to obtain scale and scope • Units 'Strategic Planning and Programming' and 'Interinstitutional Relations' into 'Programming and Interinstitutional Relations • Units 'Debt management and guarantee Funds' and 'Budget' into 'Budget' • Units 'ERA Policy', 'Skills' and 'Joint Programming' into 'ERA Policy' • Units 'Financial Instruments' and 'SMEs' into 'SMEs, Financial Instruments and State Aid' • Units 'Food, Health, Well-being' and 'Agriculture, Forestry, Fisheries' into 'Agri-Food Chain' • Units 'Materials' and 'Nanoscience and Nanotechnologies' into 'Advanced Materials and Nanotechnologies' 4. Efficiency Gains (3) • Creation of the Common Support Centre for the whole Research Family • • • • • Common Common Common Common Common Legal Support Service Audit Service Service for Business Processes IT Services Service for H2020 Information and Data 5. Staff mobility – 5 years (1) • 13 Heads of Unit concerned in 2014 • Approximately 42 Heads of Unit concerned during the period 2014 - 2020 Next steps: • Series of meetings will be organised by Dir R on implementation of new organisation chart, notably on: • IT • Moves • Directors will be requested to make new mission statement for Directorate and units and formulate objectives (short, medium and long term) Conclusions: • Big challenges ahead • Enormous impact on DG RTD and its functioning I need your full support in helping to implement these changes!