The Commission of the European Union

1. The Commission of the European Union ‘a supranational’ institution

2. What is the function of the European Commission? A - The European Commission has three main tasks: it introduces EU legislation, it implements EU policy as approved by the Council and the Parliament, and it acts as a watchdog to ensure member states respect EU law and EU policy decisions. The President and the members of the Commission are appointed by the member states (subject to the approval of the European Parliament).

3. Institutions of the EU The Commission of the European Union José Manuel Barroso – Presdient of the Commission, 2004 -

4. Commission • Who/What is the Commission of the EU • Commissioners are appointed by member states of the EU and passed by the European Parliament • these are political appointments of governments • the President of the European Union is now involved in the appointment of the other Commissioners • the Commission has a five year term • this coincides with the term of the European Parliament

5. Commission • What does the Commission do? • it is like the Civil Service of the European Union • it is more than a Civil Service, as it has a very important right of initiating policy. This means, the Commission can try to shape the agenda for the European Union and pull often reluctant member states into closer integration

6. CREATIVE The Commission makes proposals for policy, i.e. CAP, Environment, Competition policy, Social policy etc. The Commission is the Guardian of the Treaties - it has a watchdog role BUREAUCRATIC a mediator: honest-broker between the competing interests of the member states and also between the institutions of the European Union administrators: the civil service of the EU; its job is to ensure that Community policies are implemented Another view: the Commission’s role

7. How does the Commission go about its business?

8. Standard operating procedures of the Commission • Innovative forms of regulatory policy have developed • to reduce governments’ resistance to legislation, but without imposing direct costs on EU/member states; target of regulation in the social sphere has been chosen carefully • Redistribution , not an option - EU budget, only 2.4% of combined spending of member state • costs deflected unto individuals, companies and away from governments

9. Standard operating procedures of the Commission • Build a constitutency of support for European action; • get interest groups representing the vulnerable, etc. so harder for govts. to ignore certain social problems, • e.g. EAPN: European Anti-Poverty Network • Equality: Womens’ Networks • UNICE/ETUC

10. Standard operating procedures of the Commission • Attempt to control the definition of problems • Commission’s analysis of problems will emphasise common causes across the EU and suggest the need for solutions coordinated from the European level, I.e. Brussels • social policy area • environmental issues • competition

11. Standard operating procedures of the Commission • Experiment with alternative institution building, to circumvent resistance from member states • mangement and labour given a greater role in policy formulation and policy impelmentation (UNICE/ETUC), • 1995 the first social partner agreement was concluded between these two bodies on parental leave.

12. The Commission - the scapegoat • portrayed as greedy for power • politicians, the press, often ‘blame’ the Commission for problems, the ‘Brussels bureaucracy’, faceless technocrats … • appointees of governments, not elected so they have no popular mandate

13. The Commission - in the doldrums • March 1999 - college resigned en masse in the face of withering charges of corruption and mismanagement • French Commissioner - her dentist… • Reform in the air - since the Prodi Commission this is regarded as a necessity

14. Prodi Commission and reform • The rationale behind the reform is an acceptance that the reach of the Commission had extended beyond its grasp and that it had failed to keep up with developments in its environment. In particular, the Commission had been given a growing number of executivefunctions by the Council and the EP • The reform process is a multifaceted one • impact on the formation of the Commission • conduct of Commissioners, • the internal operation of the Commission and its relationship with other bodies in the Union.

15. Reform process is designed to… 1. strengthen the regulatory framework within the Commission to enhance its capacity for self-regulation. This facet of the reform contains codes of conduct for Commissioners and officials, modernisation of the internal rules of procedure and appointment, and major changes in financial management and control. 2. modernise the management of individual directorates by enhancing the targeting of particular tasks, evaluation and accountability. The emphasis here is on Activity Based Management, more efficient work practices cutting red tape and simplifying procedures and systems. 3. alter the internal allocation of human resources and improve recruitment, promotions and training (Kinnock 2000). Source: Brigid LAffan 'The European Commission: Promoting EU Governance'

16. Unique character as an international institution: • no other institution with its mix of political and administrative skills • headed by a cabinet with designated mandates, approved by governments & acted as a college • working to a set of goals that had a degree of definition in the Treaty of Rome • has quasi-judicial power in certain areas, e.g. abuse of market

17. Unique character as an international institution: (b) • works within, subject to and applies a system of rules embodied in the legal system of the Community/Union • has a key position in the diplomacy of the EU, can build coalitions among actors, directly participates in the discussions of the Council of Ministers, has detailed awareness of governments’ difficulties with policies.