Programming Documents 2018-2021 Management Board meeting 12 December 2017
PRESENTATION SUMMARY Timeline, structure & content Key trends & resources outlook Highlights by strategic objective 2
TIMELINE December 2017: Adoption of FINAL Programming Document 2018-2020 Adoption of Budget 2018 Adoption of DRAFT Programming Document 2019-2021 January 2018: Programming Documents sent to Institutions (Council, EC, EP) December 2018: Adoption of FINAL Programming Document 2019-2021 3
STRUCTURE & CONTENT 1/3 Alignment with the Strategy 2020 but adapted to budget constraints Strengthened results-based approach Addressed Commission opinion: Resources outlook New Appendix D: Project list per SO and expected result, timelines, resources, milestones, aimed benefits, linked projects Annex III. Human resources 2018-2020 quantitative: Establishment Plan updated 4
STRUCTURE & CONTENT 2/3 Structure updated, while maintaining the template: Intermediate impact and outcome indicators moved from multiannual plan section to a new Appendix C Content updated Addition to new Appendix C: Internal Control Framework indicators (COSO) Annex VII - Evaluations: Evaluations framework described and Intervention Logic scheme introduced 5
STRUCTURE & CONTENT 3/3 Final PD 2018-2020 Draft PD 2019-2021 Foreword Mission statement General Context Multi-annual programming 2018-2021 Final WP 2018 Detailed Budget 2018 Appendices A, B, C, D Annexes I, II, III, IX Annexes IV, V, VI, VII, VIII, X Foreword Mission statement General Context Multi-annual programming 2018-2021 Draft WP 2019 N/A Appendices A, B, C, D Annexes I, II, III, IX Annexes IV, V, VI, VII, VIII, X 6
PRESENTATION SUMMARY Timeline, structure & content Key trends & resources outlook Highlights by strategic objective 7
TRENDS OUTLINED IN MULTIANNUAL PLAN 2018-2021 1. Increased workload and new tasks linked to certain core activities in general risk assessment and evaluation of regulated products (SO1) and in preparedness (SO4) 2. Resources constraints stable budget, reduced establishment plan, staff costs increase 3. Negative priorities, impacting mainly developing activities under preparedness & methodological development (SO4), cooperation (SO3) and evidence management (SO2) 8
BUDGET & RESOURCES EXPECTED EVOLUTION 100.00 500 90.00 439 442 449 450 446 446 446 446 450 80.00 400 70.00 28.20 29.30 28.30 25.98 25.04 26.42 25.09 19.51 350 60.00 50.00 11.80 9.70 8.60 9.60 9.80 9.60 9.30 9.30 300 250 Total budget T3 T2 40.00 200 T1 30.00 20.00 39.40 40.50 42.30 43.62 44.86 46.28 47.91 53.49 150 100 FTEs 10.00 50 0.00 2015 2016 2017 2018 2019 2020 2021 2025 0 9
2018-2021 CAPACITY AND RESOURCE OUTLOOK INCREASE D DEMAND INCREASE D CAPACITY New tasks: pesticides/eds, novel foods, plant health (26 FTE) Increased complexity +2%/year (22 FTE) Increased transparency & engagement (22 FTE) +4.6% occupancy rate (17 FTEs) Efficiencies: MATRIX, STEP 2018, Missions/travel...(43 FTE) Reduction of establishment plan 2014-2018 (-36 FTE) average -70 +24 CAPACITY BALANCE TOTAL Average shortfall, to address via: New resources Additional efficiencies 11 Flexible resource management Negative priorities: slow down pace of strategic development Value of demand vs capacity FTEs shortfall -46-4M Value of Title III reduction -3M 10
BUDGET EXPECTED EVOLUTION 90.0 BUDGET COST GROUPS 80.0 70.0 60.0 50.0 40.0 9.5 7.6 7.3 5.9 5.9 7.9 1.2 1.1 1.2.7 3.4 3.5 1.4 1.1.8.1.8.1 2.0 1.0.1 8.7 8.9 8.4 1.5 1.2 1.1 5.3 5.3 4.9 7.5 7.5 5.9 5.9 1.6.7 1.1.7 3.4 3.3.9.1.9.1 9.2 8.8 1.5 1.1 5.1 5.4 G&P MEETINGS EVENTS COMMS LOGISTICS GOVERNANCE 30.0 20.0 10.0 41.8 43.5 44.7 46.2 47.8 CONSULTING IT OFFICE BUILDING.0 2017 initial plan 2018 2019 2020 2021 STAFF 11
HUMAN RESOURCES EXPECTED EVOLUTION Establishment plan realigned Assume continuity of 10 short term contract agents Control occupancy rate at 98% HUMAN RESOURCES 2017 2018 2019 2020 2021 BUDGET REQUEST DRAFT BUDGET REQUEST DRAFT BUDGET REQUEST DRAFT BUDGET REQUEST DRAFT BUDGET REQUEST Establishment plan posts: AD 227 218 219 220 220 Establishment plan posts: AST 96 101 100 99 99 Total establishment plan posts 323 319 319 319 319 Contract agents 125 125 125 125 125 SNEs 15 15 15 15 15 TOTAL STAFF 463 459 459 459 459 12
RESOURCES ALLOCATION PER STRATEGIC OBJECTIVE SO2 SO3 SO1 SO5 SO4 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Planned evolution of budget allocation by strategic objective EXECUTED 2017 BUDGET 2018 DRAFT BUDGET 2019 DRAFT BUDGET 2020 DRAFT BUDGET 2021 Planned evolution of FTEs allocation by strategic objective EXECUTED 2017 PLAN 2018 FORECAST 2019 FORECAST 2020 FORECAST 2021 SO5 SO4 SO3 SO2 SO1 SO5 SO4 SO3 SO2 SO1 13
PRESENTATION SUMMARY Timeline, structure & content Key trends & resources outlook Highlights by strategic objective 14
MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS Prioritise public and stakeholder engagement in the process of scientific assessment SO1 Increased workload and new tasks linked to certain core activities: General risk assessment: Plant health (plant pests categorisation, horizon scanning and surveillance, high risk plants) Evaluation of Regulated products: Pesticides, Nutrition (novel foods), Feed additives, GMO, Food Contact materials (FCM) MATRIX: Dossier structure and e-submission, Workflows, Communication, in PRAS, GMO and FEED TERA: definition of commercially sensitiveness of data, external peer review concept, flash summaries of Panel decisions available Social media: expand to corporate communication on EFSA s priorities, brand ambassador, target group audiences Impact: Increased satisfaction of stakeholders regarding EFSA s scientific outputs and the scientific assessment process and communication tools and materials 15
MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS Widen EFSA s evidence base and optimise access to its data Efficient cooperation with Member States on the data collections that underpin EFSA s scientific advice and the annual EU summary reports Intensify collaboration with Member States to encourage the publication of their data on EFSA s data hub. Scientific Data Warehouse will be broadened to: bioinformatics (molecular typing data from whole genome sequencing), structured data from regulated product applications Open ScAIE/Knowledge junction platform growing: provides scientific evidence and supporting materials used in food and feed safety risk assessments Data DOI project: Interface between EFSA and EU Open Data and IPCheM Portal in place SO2 Impact: Increased satisfaction of stakeholders regarding EFSA s evidence management services and fostered innovative reuse of data 16
MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS Build the EU s scientific assessment capacity and knowledge community At organisational level Implementation of common EU risk assessment agenda priorities and new IT tool for managing the Art 36 List Identification and take-up of research priorities and enlarging funding sources/mechanisms International cooperation - new pre-accession project, multilateral cooperation methodological harmonisation and risk communication At individual level Expertise management programme: panel renewal, competency library for staff and experts, competency management standardised, enabling strategic workforce planning for experts and staff EUFORA second cycle, training initiatives in crisis preparedness Using innovative ways Artificial intelligence approaches: pilot on cognitive computing and exploring collaboration and possible joint funding with sister agencies and the European Commission SO3 Impact: 1. Increased efficiency at EU and international level. 2. Increased satisfaction of partners regarding to the building and sharing of risk assessment capacity and a knowledge community at organisational and individual level. 17
MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS Guidance Prepare for future risk assessment challenges Cross cutting guidance (TTC, chemical mixtures, substances in nano-form), Cumulative RA (RIVM), Bee health (ANSES), Environmental RA Preparedness Crisis preparedness, tracing methodologies Plant health - horizon scanning & surveillance of new plant pest outbreaks New methodological capabilities New methodologies of RA and surveillance: WGS, metagenomics, QPS, AMR Animal health on risk profiling of vector-borne diseases and on animal welfare indicators for farmed animals. SO4 Impact: 1. Increased effectiveness of preparedness and response. 2. Increased satisfaction of stakeholders regarding EFSA s preparedness, methodologies and response 18
MULTIANNUAL PLAN 2018-2021: KEY ELEMENTS SO5 Create an environment and culture that reflects EFSA s values Accountability policy, based on four pillars: Governance and decision-making, completed with science governance; Results-based management enhanced, KPIs defined & streamlined, automated reporting; Revamped assurance management, implemented; Quality and continuous improvement with efficiency framework implemented in 2018. Expertise management programme - EFSA Academy, strategic approach to knowledge generation, exploitation and management Impact: 1. Sound operational performance 2. Efficiency Cooperation and collaboration among staff, experts, networks and stakeholders, digitally enhanced for increased efficiency and with improved cybersecurity Strategy 2025 and new MFF environment scanning / scenario planning launched; 3 rd Scientific conference; external evaluation finalised; 19
TIMELINE December 2017: Adoption of FINAL Programming Document 2018-2020 Adoption of Budget 2018 Adoption of DRAFT Programming Document 2019-2021 January 2018: Programming Documents sent to Institutions (Council, EC, EP) December 2018: Adoption of FINAL Programming Document 2019-2021 20