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Document 52004SC0379(02)

Draft Decision of the Secretaries-General of the European Parliament, the Council, the Commission, the Court of Justice, the Court of Auditors, the European Economic and Social Committee and the Comittee of the Regions and the Representative of the European Ombudsman on the organisation and running of the European Administrative School

/* SEC/2004/0379 final */

Please be aware that this draft act does not constitute the final position of the institution.

52004SC0379(02)

Draft Decision of the Secretaries-General of the European Parliament, the Council, the Commission, the Court of Justice, the Court of Auditors, the European Economic and Social Committee and the Comittee of the Regions and the Representative of the European Ombudsman on the organisation and running of the European Administrative School /* SEC/2004/0379 final */


Draft DECISION OF THE SECRETARIES-GENERAL OF THE EUROPEAN PARLIAMENT, THE COUNCIL, THE COMMISSION, THE COURT OF JUSTICE, THE COURT OF AUDITORS, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMITTEE OF THE REGIONS AND THE REPRESENTATIVE OF THE EUROPEAN OMBUDSMAN on the organisation and running of the European Administrative School

(presented by the Commission)

EXPLANATORY MEMORANDUM

Setting up a European Administrative School ('the School' in what follows) is part of the general programme for reforming the European public service. Among other aspects, these reforms involve developing human resources through training. The reforms also aim to bring about a major change in administrative culture, in particular in management culture. In addition, as part of the reform of the Staff Regulations and the career structure, a new system is being introduced for passing from one function group to another involving mandatory training courses. In this connection, it has been proposed that an inter-institutional School could make its own particular contribution.

The Secretaries-General of the Community institutions (including for this purpose the European Economic and Social Committee, the Committee of the Regions and the Ombudsman) agreed to explore this idea since they felt that at least some staff training within the institutions could benefit from an inter-institutional facility. From the start, therefore, the School was conceived as a sharing, at least partially, of the resources invested in professional development for all officials and other servants, not forgetting those of the other bodies and organs of the Union. With a few exceptions, these activities are organised and funded by each institution and body independently.

After the initial 'ideas' phase, a prior appraisal was set in train by the Secretaries-General in the form of an inter-institutional working party. This was mandated with examining the likely impact of such an School, in particular the synergies that could be generated. The report of this group and the draft decisions which resulted were approved by the Secretaries-General on 28 October 2003. Their appraisal revealed that setting up an inter-institutional School would definitely contribute - over and above the economic benefits in terms of effectiveness and efficiency in the area of training as detailed below - to giving new impetus to a sharing of common values and the development of a European way of thinking.

The outcome of these deliberations was that the role of the European Administrative School, within the general framework of staff policy based on the Staff Regulations of officials and other servants of the Communities as shared by all the Community institutions, should consist of the following tasks:

- supporting improvements in the way the Community administration is run, in particular by training in management, in order to facilitate the development of a new administrative culture;

- introducing new entrants to the service to a Community way of thinking, independent of the specific institution, in particular via a shared set of induction courses; this will result in a new induction policy for the institutions, without of course replacing the introductory courses specific to each institution;

- contributing to individual career development, in particular to enhance the level of skills in the form of compulsory training courses with a view to creating the "certification" system which is the new method of promotion from the function group of assistants to the function group of administrators.

A set of criteria, listed below, has been chosen to reflect the political and Community-related nature of this arrangement on the one hand and its economic character on the other. Fulfilling these criteria will bring value-added compared with the present situation, in which - with a few exceptions - each institution organizes its own training. These criteria are:

* in the first place, the spread of common values and the creation of an esprit de corps throughout the institutions of the Union, leading to

* the most consistent possible application of the Staff Regulations among the institutions in terms of training and, linked with this, of career development;

* the identification of fields with similar requirements in terms of knowledge and abilities and hence lending themselves to joint training;

* easier attainment of a sufficient level of demand for training, which is currently a difficulty for the smaller institutions;

* a wider range of training on offer (e.g. more specialised, more choice, more available dates, etc.);

* in particular, the achievement of economies of scale from shared training, especially in terms of administering training and maximising the number of participants per course.

Fulfilling these criteria will, as the report of the inter-institutional group has shown, amply justify the sharing of training activities as set out in this Decision and bring clear benefits from the resulting synergy.

Obviously there are other fields of training which lend themselves to inter-institutional courses in line with the criteria above. Accordingly, this Decision provides for an evolutionary approach leaving open the possibility of future extensions. To start with, it specifies only management training, induction courses and training for purposes of certification. The School is to begin organizing and running induction courses on behalf of all the signatory institutions as from January 2005, followed by management courses. During 2005, it will start giving courses to prepare the certification of staff making the transfer to the function group of administrators.

In the same general context, this Decision provides for the School, for the initial years after its inception, to be administratively attached to an existing inter-institutional body, namely EPSO (the European Personnel Selection Office). This should make it possible, with limited staff and a small operational budget, to achieve some synergies, in particular in administration (management of resources) and in management (Management Board, Principal), as identified in the report referred to above. At the latest at the end of a three-year experimental phase, and on the basis of an exhaustive evaluation of the results achieved, this assignment will then be reviewed.

Draft DEcision OF THE SecrEtarIes-gEnEraL OF THE EUROPEAN PARLIAMENT, THE COUNCIL, THE COMMISSION, THE COURT OF JUSTICE, THE COURT OF AUDITORS, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMITTEE OF THE REGIONS AND THE REPRESENTATIVE OF THE EUROPEAN OMBUDSMAN on the organisation and running of the European Administrative School

The Secretaries-General of

the European Parliament,

the Council,

the Commission,

The Registrar of the Court of Justice,

The Secretaries-General of the Court of Auditors,

the European Economic and Social Committee,

the Committee of the Regions

and the Representative of the European Ombudsman,

Having regard to the Staff Regulations of officials of the European Communities and to the Conditions of Employment of other servants of the European Communities, as laid down by Council Regulation (EEC, Euratom, ECSC) No 259/68 [1],

[1] OJ L 56, 4.3.1968, p. 1.

Having regard to the Decision of the European Parliament, the Council, the Commission, the Court of Justice, the court of Auditors, the European Economic and Social Committee, the Committee of the Regions and the European Ombudsman of [...] setting up a European Administrative School [2], and in particular Article 5 thereof,

[2] See page [...] of this Official Journal.

Whereas:

(1) Inter-institutional cooperation on training should be reinforced, in particular with a view to transmitting values common to all the Community institutions. Such cooperation represents considerable value added, in particular in terms of access to training, a wider range of training on offer and a reduction in unit costs.

(2) The principle of sound management dictates that a gradual approach should be adopted to setting up the European Administrative School, hereafter 'the School'.

(3) The Decision setting up the School leaves scope for the Secretaries-General, the Registrar of the court of Justice and the Representative of the Ombudsman to identify the fields of training to be assigned to it.

(4) Where one of the signatory institutions implements a staff policy requiring training in a special field which the School is called upon to provide, such a policy should be facilitated by ensuring a minimum number of places on the School's courses for staff of that institution, especially if such training is obligatory or a precondition for exercising particular functions, particularly management functions.

(5) The School, like any other training body, should draw advantage from cooperation at European level by participating in relevant networks.

(6) The details of the assignment of the School to the European Communities Personnel Selection Office, as provided for in Article 4 of the Decision setting up the School, should be laid down.

HAVE DECIDED AS FOLLOWS:

Article 1

Duties of the European Administrative School

1. The European Administrative School, hereafter 'the School', shall design, organize and evaluate, on behalf of the signatory institutions to the Decision setting up the School (hereafter "the institutions"), the following types of training:

(a) management courses for officials and other servants who are called upon, or may be called upon, to perform management functions;

(b) induction courses for new members of staff;

(c) [subject to adoption of the relevant rules, compulsory training required for transferring between function groups] [3].

[3] Text to be finalised after adoption of the new Staff Regulations.

2. Management and induction courses as referred to in points (a) and (b) of paragraph 1 may be organized by each of the institutions to supplement those organized by the School in line with their own specific needs. The School shall have exclusive responsibility for organizing the training referred to in point (c) of paragraph 1.

Article 2

Responsibilities of the institutions

1. The appointing authority in each institution shall make a sufficient number of officials available to the School as trainers according to rules adopted by the Management Board as provided for in point (g) of Article 7.

2. At the request of the School and depending on availability, the institutions shall provide it with training rooms in accordance with rules to be set by the Management Board.

Article 3

Other services

1. Under an agreement between the Principal of the School and any body, office or agency, the School may admit participants from them to the courses which it organises on behalf of the institutions to the extent that there are places free.

2. Specifically in the case of the training provided for in point (c) of Article 1(1), a number of places shall be reserved each year for the Community bodies, offices and agencies, taking account of declared needs, in order to guarantee equal treatment of staff assigned to them in connection with Article 45a of the Staff Regulations. The number of places and the contributions to costs shall be set each year by the Management Board.

3. By written agreement, the School may include courses in its training programmes which are requested by a Community body, office or agency provided this does not hinder the organising of courses for the institutions. Any agreement of this kind shall set out the financial details of the services to be provided by the School and shall require the prior approval of the Management Board before coming into effect.

4. Where appropriate, and at the request of an institution or any Community body, office or agency, the School may provide assistance in the form of training expertise or other activities relating to its field of responsibility by means of an agreement with the Principal of the School setting out the financial details of this service.

Article 4

Complaints and requests

1. The Principal of the School shall exercise the powers conferred on the appointing authority under Article 90 of the Staff Regulations in respect of all requests or complaints relating to the tasks of the School.

2. In the event of any such complaints, the Principal of the School shall consult the Chairman of the Management Board where he or she intends to endorse the original decision.

3. The School shall answer requests from the European Ombudsman concerning any matter falling within its area of responsibility under this Decision.

Article 5

Organisation of activities

1. As a general rule, the courses organized by the School shall be given in both Brussels and Luxembourg. Other places of employment may be taken into consideration, consistent with the principle of sound management.

2. The Management Board shall ensure balanced access to courses for staff of the different institutions. It shall ensure in particular that a minimum number of places on the School's courses is available for staff of any institution where special training which the School has been asked to provide is obligatory or a precondition for exercising particular functions, particularly management functions. As part of the process of devising the annual work programme, an institution concerned shall notify its needs in the relevant fields. Appropriate priority shall be given in the final work programme to organizing such courses.

3. So that signatory institutions may be able to cope with special and temporary situations, they may ask the School to admit a number of participants which is higher than its relative share of the total population, transferring to it the requisite budget resources. Article 3(2) shall apply.

4. The School may engage in cooperation with other colleges of administration, institutes and universities active in the same field. Such cooperation may include mutual exchanges.

Article 6

Management Board

During the period when the School is attached to the European Communities Personnel Selection Office, hereafter "the Office", the function of the Management Board of the School shall be carried out by the Management Board of the Office according to the terms of Article 5 of Decision 2002/621/EC [4].

[4] OJ L 197, 26.7.2002, p. 56.

Article 7

Tasks of the Management Board

In the common interest of the institutions, the Management Board shall:

(a) acting by a qualified majority, approve the rules governing the running of the School;

(b) acting by a simple majority on a proposal from the Principal of the School, approve the organisational structure of the School;

(c) acting by a simple majority under the budget procedure on the basis of a draft drawn up by the Principal of the School, prepare an estimate of the School's revenue and expenditure and send it to the Commission with a view to the drawing-up of the estimate of the Commission's revenue and expenditure; at the same time it shall propose to the Commission any adjustments to the School's establishment plan that it deems necessary;

(d) acting by a simple majority, approve the type of and the rates chargeable for additional services that the School may perform against payment for the institutions, bodies, offices and agencies and the terms and conditions on which the School may perform them;

(e) acting unanimously on a proposal from the Principal of the School, approve the work programme. The work programme shall also cover services not relating directly to training activities;

(f) acting by a qualified majority on the basis of a draft drawn up by the Principal of the School, approve an annual management report covering all individual revenue and expenditure headings relating to work performed and services provided by the School. Before 1 May each year, it shall send the institutions the report on the preceding financial year, drawn up in the light of the analytical accounts;

(g) acting by a qualified majority on the basis of training needs, define the rules governing how each institution is to provide the School with an adequate number of officials to serve as trainers.

Article 8

Appointment of staff

1. While the School is attached to the Office, the function of Principal of the School shall be carried out by the Head of the Office.

2. The Principal shall be the Appointing Authority for the staff of the School.

3. The Principal shall inform the Management Board of appointments made, contracts signed, promotions granted and disciplinary proceedings initiated against officials or other servants.

4. The officials of all Community institutions shall be informed of posts vacant within the School as soon as the Appointing Authority decides to fill those posts.

5. When carrying out tasks judged non-essential, the School may make use of contract staff as defined in the third indent of Article 3a(1) of the Conditions of Employment of other servants [5].

[5] Reference to be inserted after adoption of the amended Staff Regulations.

Article 9

Duties of the Principal and management of staff

1. The Principal shall be responsible for the smooth running of the School. Within the area of responsibility of the Management Board, he or she shall act under the authority of the latter. He or she shall provide secretarial services for the Management Board, shall report to it on the performance of his or her duties and shall submit to it any suggestion for the smooth running of the School.

2. Administrative procedures connected with the day-to-day management of staff, such as salaries, leave, and sickness, accident and retirement insurance, shall be carried out under the same conditions as for the officials and other servants of the Commission. That list shall not be exhaustive and the School may extend it to cover other areas in agreement with the Commission.

Article 10

The Head of the School

1. While the School is attached to the Office, a Head of the School shall be appointed by the Commission after obtaining the Management Board's opinion in favour, arrived at by simple majority. The Management Board shall be closely involved in the procedures to be followed for appointing the Head of the School, in particular the drafting of the vacancy notice and the scrutiny of applications.

2. The Head of the School shall be responsible, under the authority of the Head of the Office, for carrying out the duties set out in Article 2 of the Decision setting up the European Administrative School. He or she shall attend the meetings of the Management Board which discuss points falling within his or her responsibility.

Article 11

Financial aspects

1. The appropriations allocated to the School, the total amount of which shall be entered in a separate budget heading within the section of the budget relating to the Commission, shall be set out in detail in an Annex to that section. That Annex shall take the form of a statement of revenue and expenditure, subdivided in the same way as the sections of the budget.

2. The establishment plan of the School shall be annexed to the Commission's establishment plan.

3. As regards the appropriations for the School entered in the Annex hereto, the Commission shall, on the basis of a proposal from the Management Board, delegate the powers of authorising officer to the Principal of the School and shall set the limits and conditions applying to that delegation of powers. At the end of the financial year the Management Board shall inform the budgetary authority of the breakdown of amounts obtained in return for extra services provided by the School, within the budget heading in the Annex hereto.

4. The School's budget shall be drawn up and executed in accordance with Council Regulation (EC, Euratom) No 1605/2002 [6].

[6] OJ L 248, 16.9.2002, p. 1.

5. While the School is attached to the Office, the financial provisions in paragraphs 1 to 4, and in particular the budget for the School and its staff, shall be dealt with in the context of the budget of the Office. The rules relevant to the Office's budget shall apply. To make it easier to identify the resources allocated to the School while complying with the budget rules, the staff of the School shall be shown separately in the Office's establishment plan and the operational appropriations specific to the School shall be given in a separate Article of Annex IV.

Article 12

Review of duties

1. This Decision shall be reviewed, as regards the duties referred to in Article 1(1), at the earliest after a period of three years following the establishment of the School.

2. Any changes to these duties shall require the unanimous agreement of the Secretaries-General, the Registrar of the Court of Justice and the Representative of the Ombudsman on the basis of a relevant proposal adopted by the Management Board by a qualified majority as defined in Article 5(6) of Decision 2002/621/EC in the light of a detailed report prepared by the Principal.

Article 13

Review of the assignment to the Office

1. At the latest at the end of the School's third year of activity, the Head of the Office shall prepare a detailed report to the Management Board regarding the administrative attachment of the School to the Office. The Management Board may decide to end this attachment by a decision taken in accordance with the rules laid down in Article 4(3) of the Decision setting up the School, failing which it shall give reasons for continuing with the attachment.

2. Where the Management Board decides under the procedure provided for in paragraph 1 that the attachment shall be renewed, it shall indicate in the decision the date by which it will re-examine the matter.

Article 14

Effective date

This Decision shall enter into force on the day of its publication in the Official Journal of the European Union.

Done at Brussels,

For the European Parliament For the Council

The Secretary -General The Deputy General Secretary

For the Commission For the Court of Justice

The Secretary -General The Registrar

For the Court of Auditors For the European Economic and Social Committee

The Secretary -General The Secretary -General

For the Committee of the Regions

The Secretary -General The European Ombudsman

LEGISLATIVE FINANCIAL STATEMENT

Policy area(s): Administration

Activit(y/ies): 11.07. Staff policy and management

Title of action: Setting up a EUROPEAN ADMINISTRATIVE SCHOOL

1. BUDGET LINE(S) + HEADING(S)

26 01 20 - EUROPEAN COMMUNITIES PERSONNEL SELECTION OFFICE

2. OVERALL FIGURES

2.1. Total allocation for action (Part B): not applicable

2.2. Period of application:

The School will become operational on 1 January 2005

2.3. Overall multiannual estimate of expenditure:

(a) Schedule of commitment appropriations/payment appropriations (financial intervention

(b) Technical and administrative assistance and support expenditure

(c) Overall financial impact of human resources and other administrative expenditure

2.4. Compatibility with financial programming and financial perspective

[X] The creation of the School is compatible with programming of heading V since it is budget-neutral or included in the financial statement covering the Administrative Reforms, and will bring economies of scale in the future.

Proposal will entail reprogramming of the relevant heading in the financial perspective.

Proposal may require application of the provisions of the Interinstitutional Agreement.

2.5. Financial impact on revenue

[ ] Proposal has no financial implications (involves technical aspects regarding implementation of a measure)

OR

[X] Proposal has financial impact - the effect on revenue is as follows:

The institutions will contribute through revenue (re-use of funds) from training activities taken over by the School. See Supplementary Report of the inter-institutional working party, Chapter 4 'Budget and financial implications'.

3. BUDGET CHARACTERISTICS

>TABLE POSITION>

4. LEGAL BASIS

Decision of the European Parliament, the Council, the Commission, the Court of Justice, the Court of Auditors, the European Economic and Social Committee, the Committee of the Regions and the European Ombudsman of [...] setting up a European Administrative School (2003/.../EC)

Decision of the Secretaries-General of the European Parliament, the Council, the Commission, the Registrar of the Court of Justice, the Secretaries-General of the Court of Auditors, the European Economic and Social Committee, the Committee of the Regions and the Representative of the European Ombudsman of [...] on the organisation and running of the European Administrative School (2003/.../EC)

The Staff Regulations of officials of the European Communities and the Conditions of employment of other servants of the European Communities, as laid down by Council Regulation (EEC, Euratom, ECSC) No 259/68 [7], as last amended by Regulation (EC, ECSC, Euratom) No 490/2002 [8], and in particular the third and fourth paragraphs of Article 24 thereof.

[7] OJ L 56, 4.3.1968, p. 1.

[8] OJ L 77, 20.3.2002, p. 1.

5. DESCRIPTION AND GROUNDS

5.1. Need for Community action

5.1.1 Purpose

Setting up a European Administrative School ('the School') is part of the general context of reforming the European public service. Among other aspects, these reforms involve developing human resources through training and a major change in administrative culture, in particular through a change in management culture. In addition, as part of the reform of the Staff Regulations and the career structure, a new system is being introduced for passing from one function group to another involving mandatory training courses. In this connection, it has been proposed that an inter-institutional School could make its own particular contribution.

The role of the School, within the general framework of staff policy based on the Staff Regulations of officials and other servants of the Communities as shared by all the Community institutions, should consist of the following tasks:

- supporting improvements in the way the Community administration is run, in particular by training in management, in order to facilitate the development of a new administrative culture;

- introducing new entrants to the service to a Community way of thinking, independent of the specific institution, in particular via a shared set of induction courses; this will result in a new induction policy for the institutions, without of course replacing the introductory courses specific to each institution;

- contributing to individual career development, in particular to enhance the level of skills through training with a view to creating the "certification" system which is the new method of transfer from the function group of assistants to the function group of administrators.

Obviously there are other fields of training which lend themselves to inter-institutional courses in line with the above. Accordingly, this Decision provides for an evolutionary approach leaving open the possibility of future extensions as decided unanimously by the Secretaries-General. To start with, it specifies only management training, induction courses and training for purposes of certification. The School is to begin organizing and running induction and management courses on behalf of all the signatory institutions as from January 2005, followed during 2005 by courses to prepare the certification of staff making the transfer to another function group.

5.1.2 Prior appraisal

The Secretaries-General of the Community institutions (including for this purpose the European Economic and Social Committee, the Committee of the Regions and the Ombudsman) agreed to explore this idea since they felt that at least some staff training within the institutions could benefit from an inter-institutional facility. In July 2002, after the initial 'ideas' phase, a prior appraisal was set in train by the Secretaries-General in the form of an inter-institutional working party mandated with examining the possible creation of such a School and, if it were found to be opportune, to prepare decisions setting it up and regulating the running of it. The main outcome of this appraisal was that an inter-institutional School would definitely contribute to giving new impetus to a Community approach and the development of a European way of thinking.

The appraisal also identified a set of criteria, listed below, chosen to reflect the political and Community-related nature of this arrangement on the one hand and its economic character on the other. Fulfilling these criteria will bring value-added compared with the present situation, in which - with a few exceptions - each institution organizes its own training. These criteria are:

* in the first place, the spread of common values and the creation of an esprit de corps throughout the institutions of the Union, leading to

* the most consistent possible application of the Staff Regulations among the institutions in terms of training and, linked with this, of career development;

* the identification of fields with similar requirements in terms of knowledge and abilities and hence lending themselves to joint training;

* the potential for economies of scale by joint organisation of training.

Fulfilling these criteria will, as the report of the inter-institutional group has shown, amply justify the sharing of training activities as set out in this Decision.

The economies of scale will come in particular from:

* centralised organisation of the calls for tender covering the same field, avoiding duplication of effort

* a reduced cost per participant in courses by being able to gather an optimum number of people

* streamlining of the induction process during the massive influx of staff at enlargement, particularly for the smallest institutions

* better use of support staff (managing of contracts, staff, logistics, etc.) because of proposed attachment to EPSO

* the possibility of acquiring training rooms based on need, thus avoiding relatively costly solutions

* the possibility of using contract staff.

Qualitative improvements in training are also expected from:

* more professional organisation of training

* a wider choice of training courses, a bigger choice of dates, etc.

* more choice in the language of the training for certain types of course

* reduced unit cost per participant in more optimal groups

* sharing of specialised expertise (e.g. auditors from the Court of Auditors giving auditing training)

* greater inter-institutional cooperation beyond the organisation of training itself ('knock-on effects').

In the same general context, this Decision provides for the School, for the initial years after its inception, to be administratively attached to an existing inter-institutional body, namely EPSO (the European Communities Personnel Selection Office). This should make it possible, with limited staff and a small operational budget, to achieve some synergies, in particular in administration (management of resources) and in management (Management Board, Principal), as identified in the report referred to above. At the end of a three-year experimental phase, and on the basis of an exhaustive evaluation of the results achieved, this assignment will then be reviewed.

5.1.3 Measures taken after ex-post evaluation

Not applicable.

5.2 Proposed action and details of budget

The aim is to set up an inter-institutional body to take charge, on behalf of the signatory institutions and in line with their needs, of a shared set of training requirements for the professional development of the staff of these institutions. The training to be covered in the first instance will be (1) induction courses, (2) management courses, and (3) training linked to the new system of transfer from one function group to another.

The training concerned, except for the third kind, will be those parts which lend themselves to inter-institutional courses. The institutions will thus remain responsible for aspects specific to them. The advanced training of officials and other servants will thereby come to be shared between the School, an inter-institutional body responsible for some activities, and the institutions, which remain in overall control.

It is further proposed that the training should be accessible also to officials and other servants of other Community bodies and agencies, under special financial arrangements to be agreed separately.

The School will benefit from the network of training officers present in the institutions. It will also be able to arrange cooperation with similar bodies in the Member States and draw on their experience and expertise.

The idea behind this initiative is the synergy effects identified by the working party (see point 5.1.2) as well as the positive impact on the quality and effectiveness of the training provided to staff. The creation of the School will also make it possible, on the training side, to meet the professional development challenges faced by officials and other servants as a result of enlargement and the administrative and staff policy reforms. Enlargement alone will bring in more than 2000 new staff every year over the next few years, all of whom will need to be given induction courses.

The School's main activity will hence be drawing up an annual training programme, to be adopted by the Management Board in which all the signatory institutions are represented.

Setting up the School will not entail budget expenditure.

5.3 Details of implementation

The action consists of setting up a European Administrative School as an inter-institutional body. From its inception, it is to be attached to EPSO, in the sense that the decision-making forum, the Management Board, will be the Board of EPSO and the head of the School will be the Head of EPSO. The intention is for the School to start running training under its own responsibility from 1 January 2005. To ensure proper preparation of this operation, it is clear that as soon as the School has been established in legal terms a series of preparatory activities will begin, including setting up its internal apparatus, publishing calls for tender and carrying out conceptual work. Organising inter-institutional induction courses as from enlargement in May 2004 will also provide invaluable practical experience in advance of the launch of the School.

Various administrative functions (in particular the management of the budget and contracts) will be taken on by EPSO. Ultimately, the School will be attached to the Commission on the same terms as EPSO as regards functions such as processing of salaries and pensions and the provision of infrastructure and logistics.

6. FINANCIAL IMPACT

6.1. Total financial impact on Part B - (over the entire programming period)

Appropriations will be made available to the School on the relevant budget lines covering management training, induction courses and training to prepare for certification.

6.2. Calculation of costs by measure envisaged in Part B

7. IMPACT ON STAFF AND ADMINISTRATIVE EXPENDITURE

7.1. Impact on human resources

All the human resources intended for the School will be assembled by transferring existing posts or appropriations and planned by each institution for 2005 in connection with enlargement. The creation of the School will not result in any way in increasing the total staff of the institutions compared with forecasts. Eight existing posts and existing appropriations for two C grade auxiliaries will be assigned to the School's 2005 budget by transfer from the budgets of the institutions, following the breakdown given in the table in Annex 3 to this Financial Statement. It is agreed that the additional resources needed to cope with enlargement, namely seven posts and appropriations for two C grade auxiliaries, are to be integrated into the forecast human resources needs of each institution in 2005. The breakdown of this additional burden will be the same as for present resources as described above.

>TABLE POSITION>

The technical annex covers the breakdown of posts from the various institutions.

7.2. Overall financial impact of human resources

>TABLE POSITION>

The amounts are total expenditure for twelve months.

The technical annex gives more details.

7.3. Other administrative expenditure deriving from the action

>TABLE POSITION>

The technical annex contains a more detailed breakdown.

The human-resources and administrative requirements will be covered within the envelope allocated to the School in the annual allocation procedure.

8. FOLLOW-UP AND EVALUATION

8.1. Follow-up arrangements

An annual report is provided for in Article 7 of the Decision on the organisation and running of the School.

In the first half of 2008, EPSO's Management Board will produce an evaluation as the basis for a decision concerning the attachment of the School to EPSO (see Article 4(3) of the Decision setting up the School).

8.2. Arrangements and schedule for the planned evaluation

9. ANTI-FRAUD MEASURES

The School will take all necessary measures to prevent fraud

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