(PMO) Management Plan 2019 Office for Administration and Payment of individual entitlements
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Ref. Ares(2019)259374 - 17/01/2019
Management Plan 2019
Office for Administration and
Payment of individual
entitlements
(PMO)2
Contents
INTRODUCTION ............................................................................................................ 2
PART 1. MAIN OUTPUTS FOR THE YEAR ........................................................................... 2
PART 2. MAIN ORGANISATIONAL MANAGEMENT OUTPUTS FOR THE YEAR ................................... 2
Annex 1. Tables ..................................................................................................... 2INTRODUCTION
As elaborated in the Strategic Plan1, the mission of the PMO is to provide a high quality
and user friendly service to current and former staff of the European Commission and
many of the other EU institutions and agencies. It does so by promptly and accurately
establishing and paying entitlements and claims, providing clear and relevant information
and ensuring efficient and effective controls. The PMO ensures the:
establishment of individual financial rights for staff, pensioners and rights holders;
payment of salaries, pensions and related entitlements;
reimbursement of health, mission and expert claims;
delivery of EU laissez-passer and handling of third-county visas for staff.
The activities of the PMO are highly dependent on Information Technology (IT) Systems.
Roadmaps with milestones and increased investment in order to achieve certain
functionalities are agreed for most projects. In 2019, the priority will be to deliver on the
developments of various IT projects as planned to be able to transition to service mode
in 2020. It will also be important to reach agreement with the HR Family on medium
term developments for shared projects. Significant progress will be made in the
preparation of the Next Pay Application, following steps alreadly taken last year.
In 2019 the adaptation of "MiPS" will be completed following the adoption of the new
"Guide to missions and authorised travel" and will be extended tothe Council and several
Agencies. The roll-out of AGM (Advanced Gateway to EU Meetings) will continue to all
DGs and agencies. Sysper-Pensions will provide in 2019 several of its modalities on line
for former staff. The scope will be enlarged in order to incorporate unemployment as
well.
PMO continues to expand on its offer of services to other European bodies. In 2019, it
will integrate all Sysper functions under the responsability of PMO for the European
Council. With regard to service level agreements, the new form of the SLA has been sent
to agencies following adoption of the new charge-back methodology. The new SLAs with
the Institutions will be finalised in early 2019
In the Joint Sickness Insurance Scheme (JSIS), the health screening programme
developed last year will come into action in 2019 after a modification of the General
Implementing Rules. As regards the three Settlements Offices in Brussels, Ispra and
Luxembourg, the “One JSIS” initiative ensures a stronger co-ordination across the offices
so that all members receive the same treatment, regardless of their geographic location.
Centres of excellence have been established for the different functions of the JSIS. A
virtual single entry point in the front office provides information to beneficiaries and the
handling of hospital direct billing requests.
1
Strategic Plan 2016-2020, PMO, Ref. Ares(2016)1120301 - 04/03/2016,
http://ec.europa.eu/atwork/synthesis/amp/doc/pmo_sp_2016-2020_en.pdf
4In 2019, the PMO will continue to invest in improving the quality of oral, written and
face-to-face communication with its clients, aiming for clear non-technical messages,
with particular attention devoted to sensitive or complex cases.
With the implementation of the new Data Protection Regulation replacing the Regulation
N° 45/20012 and the Implementation of the new IT Security Risk Management
Methodology, PMO will actively work on keeping high standards of security and privacy,
due to the sensitivity of the data processed by its information systems and its staff.
Finally, the exit of the UK from the European Union in 2019 will have an impact on the
work of several units in PMO, which will have to react very rapidly to changes in the
determination of rights and obligations.
2
Regulation (EU) 2018/1725 Oof the European Parliament and of the Council of 23 October 2018 on the
protection of natural persons with regard to the processing of personal data by the Union institutions, bodies,
offices and agencies and on the free movement of such data, and repealing Regulation (EC) No 45/2001 and
Decision No 1247/2002/EC
5PART 1. MAIN OUTPUTS FOR THE YEAR
To achieve the goals set out in the Strategic Plan, the PMO will continue to focus in 2019
on its following specific objectives:
to ensure at all times the correct and timely handling of all types of transactions
to offer high quality customer service
to deepen synergies with institutions and agencies
1. Ensuring at all times the correct and timely handling of all types of transactions
The PMO ensures the correct and timely handling of payments of salary, pension and
related entitlements, as well as reimbursement of claims for medical expenses, missions
and expenses incurred by experts attending meetings.
In 2019, the aim is to maintain and in some few areas further improve efficiency in terms
of the speed with which files are treated. In most cases, PMO's efficiency targets are
being achieved.
In 2018, PMO started working with DGs HR, BUDG, DIGIT, and ESTAT, to map the data it
holds for different populations (active and non-active staff, those in the Commission,
other Institutions and agencies). The aim was to establish data needs, to identify
instances of multiple entry of the same data in different systems, and to propose options
for improvement. This diagnosis contributed to a Data Governance Programme involving
the HR Family, including PMO, DG HR and EPSO, which will continue in 2019.
As detailed in Part 2, the internal control structures of the PMO continue to work well,
with fine tuning when necessary. In 2018, the new Guide to missions and authorised
travel gave rise to a new control strategy which was adopted in November and will be
followed by a targeted communication and training sessions on the new rules in 2019.
The control strategy for the JSIS will be reviewed and documented better in 2019, in
response to a forthcoming IAS Audit.
General objective: To help achieve the overall political objectives, the
Commission will effectively and efficiently manage and safeguard assets and
resources, and attract and develop the best talents.
Specific objectives (all non-spending)
Correct establishment, calculation and payment of entitlements and
reimbursements
Output Indicator Target
Coordination with DGs HR, BUDG, Mapping of data held ongoing
DIGIT and ESTAT on data quality Recurring coordination meetings
Implementation of action plan
Improving speed of treatment for Decrease backlog level to a standard level End 2019
transfer in of pension rights files (3,000 files)
2. Offering high quality customer service
Staff satisfaction with the quality of PMO's services has improved significantly since the
Strategic Plan was adopted in 2016. In 2018, a majority (59%) of respondents to the
survey of satisfaction with the offices were satisfied with PMO services, compared to 45%
6in 2015. In addition to such surveys, PMO has developed a tool to capture staff feedback
in PMO Contact and the results are positive (approximately 80% satisfied). The PMO
continues to monitor feedback and in 2019 will take further initiatives to generate more
qualitative feedback which can assist in further improving its services.
Improved efficiency of IT systems and a strengthened focus on the quality of
communication, as outlined below, will also facilitate further client satisfaction in 2019.
With regard to AGM, the roadmap for 2019 includes significant developments which will
link up with other systems (e.g., WebDOR, the SG Register of Comitology and expert
groups, the e-Expert system of RTD, Payment Factory to link with ABAC). This will
facilitate the management of expert meetings across the Commission.
As regards the JSIS, priorities for 2019 to improve the quality of the service provided will
be
- To develop a JSIS mobile application (e-RCAM);
- To launch the new Health Screening Programme as soon as the new legal base is
translated into the GIBs;
- To establish a new convention with networks of hospitals/health centres;
- To further improve co-ordination of the three Settlements Offices through the “One
JSIS” initiative and further make use of the centres of excellence for the various
functions in the different offices; and
- To modernise the accounting and reporting tools.
General objective: To help achieve the overall political objectives, the
Commission will effectively and efficiently manage and safeguard assets and
resources, and attract and develop the best talents.
Specific objectives (non-spending)
Provide prompt, good quality and relevant information and ensure
high quality client services across the board
Output Indicator Target
PMO satisfaction Analysis of feedback on PMO'services Q4 +59%
survey 2018
Satisfaction with PMO Analysis of "smileys" +75%
Contact
Informing about the Information campaign (e.g. MyIntracomm, All year round
new Guide to missions MiPS, Mission News, tutorials, videos,
and authorised travel presentations and training)
Output Indicator Target
Ensuring successful Implementation of the SMP ticketing system The new
migration to the Staff (for staff and for HR specialists) in order to ticketing system
Matters Portal replace PMO Contact. Q1 2019
(the information portal PMO contact
is in production since phase out Q1
September 2017). 2019
73. Deepening synergies with Institutions, Agencies and other bodies
The PMO was established in November 2002 as the paymaster's office of the European
Commission. Over the years PMO has provided ever more services to different European
Institutions and agencies. For example, JSIS covers all active and retired staff from all
Institutions and agencies and pensions are paid to all pensioners. Other services
(establishment of rights of staff, calculating the payroll and pensions, management of
accidents and occupational diseases, the determination of entitlements linked to
termination of service, expert reimbursements, etc.) are provided depending on the
needs of the institution/agency concerned.
The PMO provides services for the 29.400 staff of the Commission, 19.000 staff of 9
Institutions and bodies3 other than the Commission and approximately 10.800 staff of
the 49 agencies4 and 2 other bodies5 as well as 24.500 pensioners.
These services are based on Service Level Agreements (SLAs). The SLAs are subject to
the prior approval of the Management Board supervising PMO's activities. The revenue
from the charge-back of services for PMO is estimated at EUR 8 million for 2018
(excluding revenues charged internally to other Commission Services), while Institutions
generally pay for PMO services through the transfer of posts.
In 2019, the PMO will continue the extension of the provision of services to other
Institutions and bodies who wish to use its services. Discussions are ongoing with several
Institutions and agencies for "Sysper-Rights", "MiPS" for the management of mission and
authorised travel claims and the transcode6 for the payroll engine "NAP" (Nouvelle
Application Paie).
Following an IAS audit, the PMO reviewed its charge-back methodology and by end 2018
it has finalised the development and publication of a list of services and their prices, clear
documentation of the charge-back methodology and a revision of the SLAs. Presentations
were made to Agencies and other Institutions to explain the new modalities and the new
SLAs have started being concluded with the clients. Agencies will already be covered by
these new modalities in 2019, while it will apply to Institutions from 2020 with a
transition period until 2022. PMO cooperates with central Commission services to
ensure that all SLAs fully comply with the relevant legal framework (including the
Financial Regulation) and that costs incurred by the PMO are appropriately charged to
other institutions and agencies.
In 2019 and future years, the PMO will continue to offer every year a two-day training in
Brussels for agencies and interested colleagues of other DGs and Institutions to exchange
experience and respond to questions and organise regularly specific trainings for other
Institutions and Agencies concerning rights at the end of contract.
3
Institutions: European Parliament, Council of the European Union, Court of Justice of the European Union,
European Court of Auditors; External policy body: European External Action Service; Consultative bodies:
European Economic and Social Committee, European Committee of Regions; Other bodies: European
Ombudsman, European Data Protection Supervisor.
4
Decentralised organisations (agencies), Executive agencies, one Euratom body and other organisations.
5
University of Florence, European Schools
6
Automated process to transfer the Human Resources Management Systems data to the Payroll engine
8The PMO develops its IT tools with synergies with the other institutions, agencies and
bodies in mind. In 2019, the PMO will continue to improve the Sysper-Rights system for
both active and former staff, having regard to the increasing number of EU Institutions
and bodies expected to join Sysper in the coming years. It will complete the transcode
Sysper-NAP (automatic transfer of data) for the Commission, the EEAS and the Executive
Agencies by adding new transcodes, jointly with DG HR and DG DIGIT for entitlements
which are not yet automated and for other Institutions and some non-executive agencies
when they start using Sysper.
Finally, in 2019, PMO will create a Task Force to manage the end of the European
Parliament term as well as the implications of Brexit; these developments will lead to end
of contracts for some MEPs’ assistants and contract and temporary agents attached to
the political groups of the Parliament. The Task Force will manage the unemployment
benefits for these staff.
General objective: To help achieve the overall political objectives, the
Commission will effectively and efficiently manage and safeguard assets and
resources, and attract and develop the best talents.
Non programme-based
Specific objectives (all non-spending)
Output Indicator Target
Training for new SLAs Throughout
2 day training
2019
Achievement of the IT strategy: complete the planned developments in due time
IT Transcoding Preparation for new clients Completion
for all
Number of clients transcoded institutions
and
agencies
9PART 2. MAIN ORGANISATIONAL MANAGEMENT OUTPUTS FOR THE YEAR
A. Human resource management
PMO is committed to supporting female representation in middle management with a
current representation of 33%. The new College decision SEC(2017)359 adopted a
renewed approach to its commitment to reach at least 40% female managers by the end
of 2019. PMO's target is one female appointment to head of unit by the end of 2019. To
this end, PMO participated with one of its eligible staff in the first edition of the Female
Talent Development Programme developed by DG HR. PMO is actively encouraging its
eligible female staff to participate in the recently launched second edition.
The new Commission staff survey was launched in mid-November 2018 and its results in
2019 will feed into reflections on PMO’s follow-up action. The previous staff survey
(2016) showed a staff engagement index which is stable and slightly increasing (59% in
2014, 60% in 2016). In this context and following the move of PMO staff in Brussels to a
collaborative workspace, the OIB launched a specific staff survey in November 2017. The
results were presented during a lunchtime conference organised jointly by PMO and OIB,
and were also published on “My PMO”. The survey allowed OIB to propose medium and
long-term measures to improve the comfort of PMO staff: e.g. work underway on
kitchenettes and conviviality areas to improve acoustics and ability to concentrate and
work on adjusting the temperature of the office spaces. The use of laptops, replacing
computers, is another means to improve mobility.
Regarding staff well-being, the 2016 staff survey showed a satisfaction rate of 47%. The
context for PMO evolved during 2018. On the one hand, a new Commission Fit@work
policy was implemented with a multi-annual health and well-being programme for 2017-
2020. On the other hand, PMO moved to a collaborative space. PMO and OIB will
continue in 2019 to offer a wide range of activities in their shared well-being room and
PMO events are organised regularly. In early 2019, PMO is organising an “away day” for
all staff to focus on their achievements and reflect on what makes a positive work
environment.
PMO also organises with DG HR workshops on situations of psychosocial risks at work.
Two such worshops have already been organised in Brussels for specific PMO staff (the
JSIS team dealing with Handicap and very serious illnesses and the survivor pension
team). Feeback from the staff has been positive for this new training programme and
further sessions will be organised in 2019.
The main outputs for 2019 will be:
Continue to participate in the simplification process within the HR delivery model
while ensuring business continuity and quality of service in the three PMO sites
(Brussels, Luxemburg and Ispra);
Continue to improve working conditions;
Follow up of the communication training programme to further improve oral and
written communication, responding to the needs of PMO’s clients and
programming trainings in the Luxembourg and Ispra sites.
Follow up of the workshops on psychosocial risk prevention, possible extension to
all PMO sites and staff based on needs and interest.
Ensure the well being of the PMO staff which will feed through to better service to
our clients.
10In addition, PMO will support communication to staff on corporate HR priorities by
publishing available information on its internet and through targeted communications,
when appropriate.
Objective: The DG deploys effectively its resources in support of the delivery of
the Commission priorities and core business, has a competent and engaged
workforce, which is driven by an effective and gender-balanced management
and which can deploy its full potential within supportive and healthy working
conditions.
Main outputs in 2019:
Output Indicator Target
PMO is offering all types of
Reinforce PMO’s HR reports on working working conditions laid down on
working conditions conditions and staff the relevant GIP's as long as the
policy satisfaction survey interest and continuity of service
is ensured. PMO intends to
maintain the same output: no
refusal, except in exceptional
cases where the interest and
continuity of service is not
ensured.
Encourage female Number of female appointed One appointment by end 2019
appointment at middle to middle-management
management level positions
Develop a local Actions implemented in the The joint well being room shared
fit@work programme Commission fit@work by OIB and PMO allows both
targeted to PMO’s programme offices to offer a wider range of
needs activities to staff.
Well-being satisfaction rate
(based on 2018 staff survey
results)
Develop a Number of planned actions Implementation of a Learning
communication timely implemented and Development strategy and a
training programme to tailor-made programme for PMO
better serve PMO’s staff involved in a client service.
clients
Action plan as follow- Approval of action plan by by end of Q2 2019
up of the Staff Opinion PMO Director
Survey 2018
11The following table shows the total human resources available within the Office as of
01/12/2018 (including the OLAF Supervisory Committee Secretariat – 8 posts).
(Posts)
ABB Activity Officials and Contractual Other Total
temporary staff agents external
personnel
(1) (2)
Administration 160 427 25 612
(1)
160 job quotas available in Sysper on 01/12/2018: 35 AD and 123 AST posts and 2 SC.
(2)
Total of 427 contractual agents in 01/12/2018.
B. Financial Management: Internal control and Risk management
In 2018, the PMO implemented the new Communication on the Revision of the Internal
Control Framework. This lead to further fine tuning in the indicators used. Also in 2018,
the adaptation of the mission rules to the new Guide to missions and authorised travel
resulted in a review in the relevant control strategy.
Following a cost-benefit analysis, the PMO decided in mid 2017 to take over from DG HR
the administrative and legal management of its public procurement procedures. PMO will
continue to develop its in-house capacity to manage these procedures. For 2019 the PMO
plans to launch three tenders and to finalise the process for one tender launched during
the second half of 2018.
The PMO will improve its accounting reporting for hospital invoices paid under direct
billing agreements where weaknesses have been found in the cash based reports during
the year. This will allow for better planning of resources.
The PMO will continue to manage the budget and support the procedures of the OLAF
Supervisory Committee.
The tables in annex show the scope of PMO's operational expenditures, available financial
resources and key figures for its activity. The specific outputs for 2019 are detailed
below.
12Objective 1: Effective and reliable internal control system giving the necessary
guarantees concerning the legality and the regularity of the underlying
transactions.
Main outputs in 2019:
Output Indicator Target
Maintain effectiveness Error rate < 1%
and reliability of
controls in place to
ensure the legality and
regularity of the Execution of the ex-post 100% of the planned controls
underlying control plan executed
transactions.
Objective 2: Effective and reliable internal control system in line with sound
financial management.
Main outputs in 2019:
Output Indicator Target
Financial transactions: All financial transactions are 100 %
continue to ensure all initiated and validated within
financial transactions the deadlines
are initiated and
validated within the
deadlines.
Budgetary situation: % of budget execution > 99 %
monitor on a monthly (payments) with respect to
basis the budgetary budget appropriations.
execution of the
operational budget
Implementation of the Completion status of the Focus on identified indicators for
new Internal Control implementation of the IC effectiveness for each
Framework (ICF) revised internal control principle.
framework
Internal control: Risk- Degree of revised internal 3 to be revised in 2019 for:
differentiated & cost- control strategies adopted settlement offices to revise ex
effective internal documented and post strategy for more
control systems implemented in the efficiency; Revision of the
operational units. strategy of the ex ante controls
dealing with pension payments
Review status of the control defined in 2017 and definition of
systems to differentiate the a strategy of ex post controls
frequency and/or the based on the results of the ex
intensity of controls ante controls and the new tools
put in place; revision following
internal reorganisation.
13Objective 3: Minimisation of the risk of fraud through application of effective
anti-fraud measures, integrated in all activities of the DG, based on the DG's
anti-fraud strategy (AFS) aimed at the prevention, detection and reparation of
fraud.
Main outputs in 2019:
Output Indicator Target
Increased level of anti- Number of sessions Sessions of information
fraud awareness conducted on anti-fraud conducted by OLAF will be
through development organised in PMO and for PMO
of in house training (as the one made in October
session in collaboration 2017 during the Training Days)
with OLAF
Implement new anti- % of implementation of
fraud strategy actions planned for 2019 in 100%
the PMO anti-fraud strategy
Increase cooperation Number of Ad hoc meetings. Further
with IDOC+ Specific meetings/trainings with IDOC training sessions to be
Training for PMO conducted
conducted by IDOC
Complete a working Percentage of OLAF and
methodology with IDOC final case reports Existence of a methodology
IDOC/OLAF. transmitted for which follow- which is applied
up has been established
Follow-up of OLAF and 100% followed-up
IDOC cases
Output Indicator Target
JSIS specific:
- Follow up of potential Percentage of potential fraud 100% followed up
fraud cases concerning attempts being successfully
the reimbursement of followed up (analysis,
medical and accident clarification requests, IDOC/
insurance expenses. OLAF notification if deemed
(cases identified via necessary)
ex-ante and ex-post
controls and through
the daily processing of
reimbursement
requests)
C. Better Regulation
N/A for PMO
14D. Information management aspects
Data Protection
The PMO developed an awareness campaign with videos, training and messages
addressed to all staff in 2018, as the new Data Protection Regulation for EU institutions
and bodies, repealing the current Regulation No 45/2001, entered into force in December
2018. All PMO units will receive training in 2019, taking into account each of their
operational specificities and the obligations arising from the new legislation. The PMO
also reviewed all its notifications to ensure that all its processing operations were
documented.
With regard to cybersecurity, a presentation has been made at management level and is
now under schedule for all PMO Units, to be finalised in 2019.
Document management and information management
The implementation of the paperless process continues, with the integration of PMO
information systems in HAN (Hermes, Ares, NomCom). The integration of "Payment
Factory" was completed in 2018.
The PMO will continue to extend the use of the Ares e-signatory. In 2019, an awareness
campaign will be developed, targeting mainly managers.
The PMO will analyse the possibility of developing an information management strategy.
This possibility will depend on the new rules for personal data protection, issued in 2018.
Objective: Information and knowledge in the PMO is shared and reusable by
other DGs. Important documents are registered, filed and retrievable.
Main outputs in 2019:
Output Indicator Target
Awareness raising Training offered throughout 2019
around the new
personal data % of staff informed 100%
protection rules
(issued in 2018)
Further improve the Number of registered 50% (2017: 36%)
paperless process, to documents with a fully
reduce errors caused approved e-signatory (no
by circulation and to paper circulation in parallel)
reduce paper storage,
especially in % of staff awareness All managers aware
collaborative space
settings
Analysis to see Analysis performed Q4 2018
whether an
information
management strategy
can be developed
E. External communication activities
N/A for PMO
15F. Example(s) of initiatives to improve economy and efficiency of financial and
non-financial activities of the DG
PMO plans to undertake several initiatives to improve the efficiency and/or economy of
its operations. Some examples are outlined below.
1. Improve services through IT tools
To achieve its objectives, the PMO relies heavily on its IT systems. In 2018, the HR
Family IT Steering Committee was reconvened in response to an IAS audit on IT
programme and project management. Work has started to agree on a medium term
vision on IT across the HR family.
In 2019, progress will continue in the implementation of PMO IT systems:
PMO became system owner on 1 October 2017 of the new IT tool for management
and reimbursement of experts "AGM" (Advanced Gateway to EU Meetings). The
plan is to on-board DGs and agencies in 2019. The aim is to reimburse 100% of
the claims via AGM by the end of 2019 and phase out the old IT tool, APEX.
For active staff, the PMO will widen the possibility for agents to declare more
family events online (e.g. "divorce declaration"). A prototype is already available;
further reflection is ongoing.
For pensioners, the first module of the front office of "Sysper-Pensions", launched
in November 2017, now includes fiscal certificates, optout for the paper version of
documents and a mass printing facility. Additional features are planned in 2019.
Due to the enlargement of the scope, Sysper-Pensions will become Sysper Post-
activity to integrate all rights at the end of contract including unemployment.
This will guarantee more security (including data protection) and more client-
orientation (front office).
For JSIS, the PMO will create a virtual single entry point in the front office for
information to beneficiaries and handling of direct billing requests. In addition, it
will improve the content and structure of the website "Staff Matters Portal" and
will continue its efforts to clarify and consolidate rules and procedures for
reimbursement. With regard to the treatment of invoicing from hospitals in direct
billing and its book-keeping reporting, PMO is progressing in determining a
procurement procedure for an on-line integration.
For the management of missions and authorised travel, "MiPS" will be adapted to
finalise the implementation of the new Guide to missions and authorised travel
and prepare the deployment of the application in the Council and in several
Agencies.
Reflections are ongoing involving all actors on the replacement of the ageing pay
calculation engine ("NAP").
2. Streamlining processes
The management of pensioners’ files in the Sysper-Pensions application and the
automatic transfer of data to the JSIS will avoid manual data registration for health
insurance purposes and reduce the related risk of error.
16The integration of Sysper and PABS (Post Activity Business Suite) IT tools will help better
manage the process for the management of pensions and improve security. The goal is
to phase-out the older IT system (FIXPEN) and the multiple MS ACCESS applications as
they present a high level of obsolescence and vulnerability.
A presentation of Sysper-Pensions was made to the AIACE7 Ambassadors in 2018.
Further presentations are foreseen in 2019 during the meetings of the national sections
of the AIACE to provide training and awareness raising for their representatives. At these
meetings, PMO also assists pensioners with hands-on support as regards their EU-login
to facilitate their online contacts with the PMO.
Regarding the payments of entitlements (salaries), PMO will implement Sysper-Rights
system transcodes for payments of non-transcoded entitlements (e.g. maternity pay
files, pension contribution proportional to the activity, structural part time). The
automated flow of information generated will increase efficiency and effectiveness and
decrease significantly the risk of errors linked to manual encoding. Some human
resources will be deployed to other tasks.
JSIS successfully migrated to a new IT system in 2018 without disruption in its
production (from Assmal 1 financial module to Assmal 2). This was the result of intensive
testing and co-operation with DG DIGIT, which in turn led to a smooth transition with no
consequences for beneficiaries. A consultancy assignment with the IAS was finalised and
an action plan for accounting improvements was drawn up. Some of the proposals are
currently already being tested and are foreseen to be put in production for the beginning
of 2019. Within the same development, the payment module for hospital invoices has
been re-designed and simplified, resulting in accelerating payments (of invoices to
hospitals) and tarifications (recovery of the part pertaining to the member). A last
module, verifying members' visits to a hospital before proceeding to payments, still
needs to be finalised (currently under test).
In addition, a new application within Assmal has been launched to gradually move away
from a paperbased management of the accident and professional sickness insurance
scheme.
3. Continued improvements of internal control methodologies
With regard to the Joint Sickness Insurance Scheme (JSIS), reimbursing sickness and
accident insurance expenses, PMO is taking the following initiatives:
- As detailed in Part 1, further strengthening coordination between the three settlement
offices for medical expenses with the aim of improving quality. In particular, the PMO
has create a virtual single entry point in the front office for information to
beneficiaries and handling of direct billing requests. It also specialises through
excellence centres for operations of a more technical nature.
- Looking into the new IT module to improve the direct billing workflow with the
hospitals. It will optimize the use of resources and will lead to a more transparent,
user-friendly and timely process. For example, it will allow early involvement of the
JSIS beneficiary in the checking of the invoice. Controls in the system will insure
flexibility and reactivity to new or increased level of risk for particular categories of
invoices.
7
AIACE: International Association of Former Officials of the European Communities
17In 2019, the PMO will also revise the JSIS control strategy to respond to an IAS audit
which is currently being finalised.
Annex 1. Tables
The table below gives, based on the 2018 voted budget and PMO’s own budget, the
scope of the PMO's operational expenditure and shows how the PMO's available financial
resources are distributed:
(Payment appropriations in EUR million, rounded figures)
Activity Payment for Administrative Total
operational expenditure
activities (DG managed)
(1)
Members of the Commission 15,3 15,3
(2)
Officials and temporary staff 2.736,1 2.736,1
Pensions(3) 1.905,0 1.905,0
(2)
Contract staff and SNEs 356,2 356,2
(2)
Missions/Meetings 109,3 109,3
Legal claims, interests and others 1,8 1,8
Expenditures for the mandate of 0,2
the OLAF Supervisory Committee 0,2
(4)
Personnel PMO 35,1 35,1
Operating PMO 7,3 7,3
IT Developments PMO 8,9 8,9
Total (of financial resources 5.123,9 51,3 5.175,2
managed by the PMO)
PM: Unemployment fund (off 17,7 17,7
budget) (3)
PM: Sickness Insurance Scheme 322,7 322,7
(off budget)(3)
source: 2018 voted budget and PMO’s own budget
(1)
including special advisers, missions and representation costs
(2)
European Commission, excluding PMO
(3)
for all Institutions and agencies
(4)
includes the Secretariat of the OLAF Supervisory Committee
18Key figures for Activity Volume
Determining and paying individual rights and expenses Activity Indicator 2018 Results 2018 Forecast 2019 Forecast
(Number of) as at 01/12/18 (per 2018 MP)
1 Determination of individual rights Staff members managed 37,656 38,000 41,000
2 Calculation, payment and accounting of salaries (per month) Salaries 43,990 42,500 47,000
3 Calculation, payment and accounting of pensions (per month) Pensions 24,979 24,500 25,759
Files closed 2,891 (mgt Tfin
4 Management of inward transfer pension files 4,000 3,800
wkf new)
Treated files 275 to be
5 Management and payment of severance grants 181 275
paid
Treated files 460 to be
6 Management and payment of outward transfer pension files 375 460
paid
Treated files 670 files open
7 Management and payment of unemployment benefit 570 files closed 1,450 2,6008
8 Management and payment of medical claims of JSIS beneficiaries Reimbursements 2,634,816 3,000,000 3,100,000
9 Payment of cost claims linked to accident declared by staff Reimbursements 1,696 2,000 2,000
10 Management and payment of missions/authorised travelexpenditure Reimbursements 120,942 140,000 145,000
11 Management of requests for visa Visas 3,137 3,700 3,900
12 Management of requests for laissez-passer Laissez-passer 1,610 3,000 2,550
8
Forecast including Brexit and APA27,892 APEX2
13 Management and payment of expert expenditure Reimbursements 23,657 payments 65,000 65,000
AGM
Number of SNE files N.A.
14 Management and payment of SNEs (per month) managed9 623 (changed 630
indicator)
15 Management of insurance claims for non-statutory staff Insurance claims 70 70 70
Tickets 99,070 tickets 120,000 120,000
16 Management of PMO Contact
Phone calls 32,200 phone calls 45,000 45,000
9
PMO decided to change the activity indicator to provide reliable figures (i.e. number of SNE files payed by the Commission, extracted from e-Sire)
20
Electronically signed on 16/01/2019 16:59 (UTC+01) in accordance with article 4.2 (Validity of electronic documents) of Commission Decision 2004/563You can also read
