performance report p3 september - october 2017 · performance report p3 september ... performance...

Management Board Meeting12 December 2017

Performance Report P3September - October 2017

2

WHAT AND WHY In line with the AAR:

II - Management ofresources

I - Work programmeachievements

III – Assurance

Performance Report structure:

In line with the performance-based approach

Preparatory work and communication in the same structure ofthe Annual Activity Report

Reporting is following the SPD structure – keeps the reader inthe context

II - Management ofresources

I - Work programmeachievements

III – Assuranceto be reported only in October andin the AAR in March

Annual Activity Report Performance ReportTimeline

Performance Report P1 => MB June

Performance Report P2 => MB October

Performance Report P3 => MB December

Annual Activity Report => MB March ‘18

Aligning internal and externalreporting

Ensuring continuity

Linking planning to reporting

Increasing efficiency andtransparency

Performance Report P3 – MB 12 Dec 2017

3

P3 PERFORMANCE SNAPSHOT per SO and Type of Indicator


Intermediate impact Indicators Overall good performance of the Intermediate impact KPIs monitored in 2017

Remaining 76% of these KPIs were “to be defined” in 2017, and now includedin the PD 2018-2021.

28% of the KPIs reached or exceeded thetarget by end of October 2017.

Remaining 47% of these KPIs were “to bedefined” in 2017, and now included in the PD2018-2021

71% KPIs reachedor exceeded thetarget by end ofOctober 2017

10% KPIs “to bedefined” in 2017and included in thePD 2018-2021

Outcome Indicators

Output Indicators

Legend

] Over-Achieved

] Achieved

] Moderate deviation

] Relevant deviation

] Not applicable

] To be defined in 2017

2. Performance January - October 2017

2a. Work programme

5

SO1 | PRIORITISE PUBLIC AND STAKEHOLDER ENGAGEMENT IN THEPROCESS OF SCIENTIFIC ASSESSMENT

>105%


6

Details for the definition ofthe methodology of themeasurement and thetarget for theseperformance indicators areunder development

SO1 | PRIORITISE PUBLIC AND STAKEHOLDER ENGAGEMENT INTHE PROCESS OF SCIENTIFIC ASSESSMENT

PROCESSESAnnualindicators

IMPACTLong-term results

95%105%

75%95%

<75%

>105%

data notavailable

KPI TargetAchievement

FTEs

Budget

Time

Issue(s)

PROJECTSAnnualdeliverables

2017 WORK PROGRAMME

OUTCOME INDICATORSMedium-term results

Media Coverage

Satisfaction viafeedback surveys

User satisfactionrating on COMMStools & materials

Increased engagement of SH inscientific activities

EnhancedOutreach ofCOMMS

Full availability of scientificoutputs documents

Nr. of followers fromsocial mediaplatform; traffic toEFSA web; socialinteractions; webmetrics;

4

41

1

41

1

5

Nr. of subscribers


7

SO2 | WIDEN EFSA’S EVIDENCE BASE & OPTIMISE ACCESS TO ITS DATA


Molecular Typing and EFSA scientific data warehouse projects closeddelivering successfully

Trainings delivered to EU candidate countries on sample based VMPR(veterinary medicinal product residue) and pesticide residue data reportingto EFSA; and to food consumption and food composition experts at12th International Food Data Conference in Argentina

User-friendly enhancements to the FoodEx browser, freely available onEFSA’s website, as well as an accompanying user guide

Data collection and support to data collection

8

• Open Scaie• Digital Object Identifiers• Information Access Management• FOODEX2• EU Menu• Information Governance Project

Stakeholdersatisfactionon evidencemanagementservices andfosteredinnovativere-use of data

Details for the definitionof the methodology of themeasurement and thetarget for theseperformance indicatorsare under development

Wider coverageData not available

Improved qualityData not available

Improved AccessNumber of data collections anddashboards published expected toreach targets at year end

SO2 | WIDEN EFSA’S EVIDENCE BASE & OPTIMISE ACCESSTO ITS DATA



Increased standardisation &interoperabilityData not available

95%105%

75%95%

<75%

>105%

data notavailable


FTEs

Budget


Time

Issue(s)


2017 WORK PROGRAMME


1

5

11

1

6

4


9

SO3 | BUILD THE EU’S SCIENTIFIC ASSESSMENT AND KNOWLEDGECOMMUNITY

Scientific capacity building

First European food safety riskassessment fellowshipprogramme (EU-FORA) wassuccessfully launched


European and InternationalCooperation & Networking

The Zoonoses Monitoring Data Network jointmeeting with ECDC’s European Food- andWaterborne Diseases and Zoonoses Network(FWD-Net)

New International Liaison Group on Methodsfor Chemical Risk Assessment (ILMERAC) withthe FAO and WHO

Joint project with Belgium on nanomaterialsin food additives and

Joint EFSA-Norway Workshop onenvironmental RA: “risk assessment and riskmanagement cooperation on environmentalprotection goals”.

Innovative ways forstrengthening capacity

Crowdsourcing project on track

Machine Learning applied for theautomation of selection of papers(abstract screening)

10

Increased efficiencyat EU and INTL level

Satisfaction of MS,EU & INTL partners


SO3 | BUILD THE EU’S SCIENTIFIC ASSESSMENT AND KNOWLEDGECOMMUNITY



95%105%

75%95%

<75%

>105%

data notavailable


FTEs

Budget


Time

Issue(s)


2017 WORK PROGRAMME


RA agendatake-upindex

nr. priorities areas; nr.partners & projects), nr.of joint activities

Research agenda take-up index

MS participation to EFSA’s workprogramme (science G&P)

2

4

5

Building & Sharing capacity

Building & Sharing with RACommunity

Strengthened capacity


nr. joint projects

11

SO4 |PREPARE FOR FUTURE RISK ASSESSMENT CHALLENGES

Guidance on Microbiological criteria

Possible derogation of existing requirements forapplications of GM food and feed at low levelssubmitted under Regulation (EC) No 1829/2003on GM food and feed

Use of weight of evidence in scientificassessments and on assessing biologicalrelevance

Assessment of the safety of feed additivesfor the consumer

Identity, characterisation and conditions ofuse of feed additives

Assessment of the safety of feed additivesfor the target species


Methodology and Guidance

PROMETHEUS approach

Workshop on benefits, problems,difficulties and possible solutions

Pilot for the development of theprotocol for the Opinion on “freesugars”

Preparedness and response

Tracing methodology activities -Development of risk assessment toolsfor the safety of global food and feedsupply chains (partnership agreementwith BfR)

12

Preparedness ofresponse

Satisfaction SHs –EFSA’s preparedness,Methods & response


SO4 |PREPARE FOR FUTURE RISK ASSESSMENT CHALLENGES



95%105%

75%95%

<75%

>105%

data notavailable


FTEs

Budget


Time

Issue(s)


2017 WORK PROGRAMME


Enhance ability to anticipate &Respond to risks

Accessibility of EFSA methods& tools

1

2

20

3

22

91

Harmonisation of RA methods


13

SO5 |CREATE AN ENVIRONMENT THAT REFLECTS EFSA’S VALUES

Visit of EP PresidentAntonio Tajani


Institutional relations

EFSA Decision-Making Frameworkhas been finalisedand adopted

Enhancedcorporate servicesbeing deployed asplanned

Strategy and Policy

ISO 9001:2015 Qualitycertification confirmed

EUAN Presidency: PDNNetwork , participation to ECinter-service working groupon “Budget for results”

Review of the 2011Independence Policy signedby EFSA Executive Director

Governance andAccountability

14

Sound operationalPerformance

Efficiency




95%105%

75%95%

<75%

>105%

data notavailable


FTEs

Budget


Time

Issue(s)


2017 WORK PROGRAMME


SO5 |CREATE AN ENVIRONMENT THAT REFLECTS EFSA’S VALUES

People &Culture

EngagementIntention to stayMT feedback surveyAwareness/Commitment

Compliance

Nr. non-compliant;exception requests;financial impact.

% compliance with ICS

Nr. “critical” findings

EnablingWorkenvironment

Ratio physical meeting vstele-meetings

Physical meetingsEmail trafficSocial media

Capabilities

Performance-based MTmaturity level

World-class IT maturitylevel

Occupancy rate

2

9

2

11

4

2

1


World-class IT maturitylevel

2. Performance January - October 2017

2b. Management of resources (& budget transfers)

16

BUDGET EXECUTION OCTOBER 2017

Commitment execution:4.4% below the monthly plan and inline with same time previous year

Payment execution:1.4% below the monthly plan and2.8 higher than same time previousyear (salary impact)

Financial performance (overall and scientific cooperation) is belowmonthly target but in line with last year’s execution


17

Commitment execution:In line with last forecast and higher than75% October target

Payment execution:In line with payment forecast


SCIENTIFIC COOPERATION OCTOBER 2017

18

TITLE IPERSONNEL

TITLE IPERSONNEL

TITLE IIINFRASTRUCTURE

TITLE IIINFRASTRUCTURE

TITLE IIIOPERATIONS

TITLE IIIOPERATIONS

42.1 M€ 8.6 M€ 28.6 M€

0.45M€Transferred within

Title

0.26 M€Transferred

withinthe title

0.67 M€Transferred

withinthe title

BUDGET TRANSFERS JANUARY – NOVEMBER 2017


19

The Potential shortfall under T1(*) has decreased from May to AugustMAY AUGUST OCTOBER

€1.1M €0.87M 0.75M

Main reasons for decrease:

• Lower than expected salary adjustment + weighting factor

• Reduction in the expected paid TA and CA FTEs (-1.7 FTEs) due to both newadditional resignations and postponement of recruitments

• Internal candidates winning calls

• Fluctuation in average salary cost and related allowances

Shortfall covered from other T1 budget items

(*) shown in previous performance reports

TITLE 1 SHORTFALL


performance report p3 september - october 2017 · performance report p3 september ... performance...

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