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REORGANISATION of DG RTD

This reorganization signifies a pivotal shift in the history of DG Research and Innovation, leading to enhanced policy impact and operational efficiency. The move towards a policy-centric focus involves strategic restructuring and staffing adjustments to optimize resources and boost effectiveness. The detailed plan outlines the transition towards becoming a Policy DG, implementing new management modes, staff cuts, efficiency gains, and fostering staff mobility, with a substantial reorganization agenda. This comprehensive strategy aims to align the Directorate-General with the evolving landscape of economic policy formulation in the EU. Your support is crucial to successfully navigate these changes and propel DG RTD into a new era of influence and effectiveness.

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REORGANISATION of DG RTD

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  1. REORGANISATION of DG RTD Robert-Jan SMITS3 December 2013

  2. "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." MaireGeoghegan-Quinn

  3. 5 main reasons for reorganisation • Move to become a Policy DG • Deployment of New Management Modes • Staff cuts • Efficiency gains • Staff mobility – 5 years

  4. 1. Move to become a policy DG (1) • Separating policy making from programme implementation • DG RTD: to focus on policyrelatedtasks • ExecutiveAgencies: to focus on programme implementation

  5. 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

  6. 1. Move to become a policy DG (3) • Executive Agencies will focus on programme implementation • Managing calls for proposals • Handling proposalevaluations • Preparinggrantagreements • Makingpayments • Monitoring projects

  7. 1. Move to become a policy DG (4) • Strategicrole of Directorate A for defining and programmingpriorities • Creation of two new policyunits: • A4: Analysis and monitoring of national researchpolicies • A6: Science policy, foresight and data • Strategicrole of Directorate C International Cooperation for defining and programmingpriorities • RegroupingERA and Innovation Union in one single Directorate

  8. 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 cooperationwithDirectorates A and C

  9. 2. Deployment of new management modes (1) • 75% of the budget under Horizon 2020 willbeexternalised: 55% throughJTIs and Art. 185s and 8% through the EIB and the EIT. • This entails first and foremost a reinforcement of the ExecutiveAgencieswithsome 1000 staff by 2020. • FP7 Legacy management vs. Policy • Still a significant FP7 legacyuntil 2016 • Objective to actively manage the legacy • Optimising the management of the legacy • Liberatingresourcesgradually for future coreactivities → policytasks • Creation of a Task Force to accompanythisprocess • Reinforced central support by R2 to steer and monitor management of FP7 legacy

  10. 3. Staff cuts (1) • Due to build-up of ExecutiveAgencies: 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

  11. 4. Efficiency Gains (1) • Mergingunits to obtainscale and scope • Creation of the Common Support Centre for the wholeResearchFamily • Identification of furtherefficiency gains (centralisation of country desks, sharing functionsbetweenunits, eg. IT and communication correspondents)

  12. 4. Efficiency Gains (2) • Mergingunits to obtainscale 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'

  13. 4. Efficiency Gains (3) • Creation of the Common Support Centre for the wholeResearchFamily • Common Legal Support Service • Common Audit Service • Common Service for Business Processes • Common IT Services • Common Service for H2020 Information and Data

  14. 5. Staff mobility – 5 years (1) • 13 Heads of Unit concernedin 2014 • Approximately 42 Heads of Unit concernedduring the period 2014 - 2020

  15. Nextsteps: • Series of meetings willbeorganised by Dir R on implementation of new organisation chart, notably on: • IT • Moves • Directorswillberequested to make new mission statement for Directorate and units and formulate objectives (short, medium and long term)

  16. Conclusions: • Big challenges ahead • Enormous impact on DG RTD and itsfunctioning I needyour full support in helping to implementthese changes!

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