EUROPEAN COMMISSION Brussels,2.5.2018 SWD(2018) 171 final COMMISSION STAFF WORKING DOCUMENT Spending review Accompanying the document COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE EUROPEAN COUNCIL, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS

A Modern Budget for a Union that Protects, Empowers and Defends



The Multiannual Financial Framework for 2021-2027 {COM(2018) 321 final}



Table of Contents 1. Introduction 2. Spending Review: process and guiding principles 3. Outcome of the Spending Review 3.1. EU added value 3.2. Streamlining the budget and exploiting synergies between programmes 3.3. Simplification & sound financial management 3.4. Flexibility and the ability to respond to crises 3.5. Focus on performance 3.6. Coherence with main political objectives and values 4. Lessons learned from the 2014-2020 programmes 4.1. Heading 1A - Competitiveness for growth and jobs 4.1.1. Introduction 4.1.2. Objectives of the Programmes 4.1.3. Key achievements 4.1.4. Lessons learned 4.2. Heading 1b - Economic, social and territorial cohesion 4.2.1. Introduction

4.2.2. Objectives of the Programmes 4.2.3. Key achievements 4.2.4. Lessons learned 4.3. Heading 2 - Sustainable Growth: Natural Resources 4.3.1. Introduction 4.3.2. Objectives of the Programmes 4.3.3. Key achievements 4.3.4. Lessons learned 4.4. Heading 3 - Security and citizenship 4.4.1. Introduction 4.4.2. Objectives of the Programmes 4.4.3. Key achievements 4.4.4. Lessons learned 4.5. Heading 4 - Global Europe 4.5.1. Introduction 4.5.2. Objectives of the Programmes 4.5.3. Key achievements 4.5.4. Lessons learned 4.6. Heading 5 – European Public Administration





1.Introduction This Staff Working Document sets out the evidence and the analytical underpinning for the Commission’s proposals for the modernisation of the EU long-term budget. It is based on the results of a comprehensive spending review conducted by the Commission services. This review was designed to identify the features of current programmes that have proven their worth and should be replicated or amplified in the future financial programmes. It also identifies the areas where reform is needed to make full use of the potential of the EU budget. The review responds to specific requests from stakeholders and other EU institutions to provide evidence that spending programmes are managed efficiently, and to ensure that the added value of financial programmes is clearly described. More specifically: ·the European Court of Auditors has argued that a comprehensive EU spending review is needed before a new long-term budget is set ; ·the European Parliament has requested a thorough and comprehensive spending review ; and ·the Council has consistently underlined the necessity to focus on budgetary performance, results and EU added value. In a study on Budgeting and Performance in the European Union, the Organisation for Economic Cooperation and Development also suggested a spending review as a further aid to budget responsiveness and flexibility, and as a means of assessing critically the baseline of public expenditures in light of performance and evaluative findings . Section 2 of this document provides a concise explanation of the process and guiding principles of the spending review. Section 3 presents the outcome of the review per theme as relevant in terms of the envisaged modernisation of the future EU long-term budget. The final section presents the lessons learned from the implementation of the 2014-2020 spending programmes. For each of the headings of the current long-term budget, it summarises the objectives of the programmes, the key achievements and the lessons learned. In line with the Commission’s better regulation framework, more detailed analysis informing the future design of the individual programmes will be presented in the impact assessments accompanying the sectoral proposals. Analysis of the functioning of the own resources system is contained in a separate Staff Working Document accompanying the Commission’s proposals on own resources. 2.Spending Review: process and guiding principles Spending reviews are used as an instrument to identify opportunities to improve the performance of spending programmes. While there is no one-size-fits-all methodology for spending reviews, in practice spending reviews usually fall into one of two broad categories: I)strategic reviews, which assess the objectives of policies and programmes as well as the efficiency of spending, with the aim of prioritising programmes on the basis of policy objectives and / or performance; II)efficiency reviews, which seek to identify how an existing service or programme can be delivered with fewer resources. The Commission has opted for a broad strategic review that blends detailed bottom-up analysis of all spending programmes with top-down guidance from senior management and the political level. The objectives of the spending review were to identify opportunities to maximise the EU added value and efficiency of spending programmes, to simplify the budget and make it more flexible, and to streamline delivery mechanisms. In order to conduct the spending review and to organise work within the Commission to prepare the proposals for the post-2020 long-term budget, a process was set up in parallel to the wide-ranging consultations taking place with key stakeholders and Member States. This process has been steered at political level by the Vice-Presidents of the Commission together with the Commissioner for the Budget. Their work was informed by technical preparation provided at service level by a core group of Directors-General chaired by the Secretary-General and Director-General for Budget. Together with the systematic review of all programmes and policy clusters, several dedicated working groups were set up to analyse cross-cutting issues with significant potential for synergies and streamlining. These included groups focusing on simplification and flexibility; the performance framework; financial instruments; own resources; interdependence of programmes supporting internal and external policies; support to structural reforms; and mainstreaming. All relevant Commission services contributed to this review. The review took into account information available from multiple sources. These include the outcome of ex post evaluations of the 2007-2013 programmes and the interim reviews/evaluations of the 2014-2020 programmes. Other sources included relevant performance information such as thematic analyses, evaluations performed by the Member States for shared management programmes, and available monitoring data. The spending review also considered the audit findings contained in reports and other publications from the European Court of Auditors. It assessed in particular performance-related information arising from recent Special Reports, Annual Reports and briefing papers covering the various domains of the EU budget. The results of the Spending Review have also served as a key input to the impact assessment process for the sectoral proposals, which have also benefited from input from public consultations. The public interest in the recent public consultations on six of the policy areas to be covered by the new long-term budget was high. The Commission received 11 230 replies in total. In addition, open public consultations in other areas, such as agricultural and external policy, were carried out recently and served as input to the spending review.

The assessment of the EU budget has been guided by six main cross-cutting objectives and principles: (i) European added value By pooling resources at European level, Member States can achieve more than they could by acting alone. The EU budget complements national budgets and a wide array of legislative and regulatory instruments to support shared objectives, to help tackle common challenges and to implement European policies. This is the value added of the EU budget – achieving more together than could be achieved separately through national public expenditure. European action is taken when it is more effective and efficient than national, regional or local action. The Commission’s Reflection Paper on the Future of EU Finances clearly identified European added value as a guiding principle for the future EU budget. Creating European added value is about achieving the objectives set out in the Treaty and helping to uphold fundamental values, rights and freedoms. It entails taking European action when it is more effective and powerful than national, regional or local action; by allowing the realization of projects which are only possible by acting together, by providing public goods of European dimension, by achieving better value for money through acting on the European level or by catalysing or complementing national or local initiatives. European added value is also one of the building blocks of the Commission’s Better Regulation framework. The assessment of EU added value, following the criteria set out in the Reflection Paper, is therefore an integral part of the impact assessment process for future financial programmes. (ii) Streamlining and synergies The spending review has analysed possible overlaps and complementarities between current programmes, the number of which has grown over time in response to emerging priorities. It has assessed in each case whether a spending programme should continue as an individual, stand-alone programme or whether a merger of existing EU programmes, if legally and practically feasible, would allow for greater economies of scale, savings in implementation costs, and ultimately stronger performance. A more streamlined architecture of spending programmes would improve the readability of the budget and create the conditions for more convincing communication on the results achieved. (iii) Simplification of rules The recent revision of the Financial Regulation set a clear framework and path for the spending review. Excessively complex rules create red tape for potential beneficiaries of Union funding as well as for implementing authorities. This may discourage eligible parties from applying for Union funding, make management less efficient, and therefore lead to the underperformance of programmes. A complex regulatory framework may give rise to differing interpretations and thus errors in its implementation. Simpler rules can therefore also improve compliance. The Commission has assessed in detail each instrument to identify opportunities to simplify management and control of programmes and the respective governing rules, while maintaining the highest standards of sound financial management. This builds on the progress made in the current generation of programmes. The review has also considered whether the same or similar rules regarding information and communication, simplified cost options, combination of forms of support, cross-reliance on single audit/assessment could be established, leading in time and to the extent possible to a single rule book for funds implemented under direct, indirect and shared management. (iv) Flexibility Developing a long-term EU budget requires a combination of predictability in financial programming with an appropriate level of budgetary flexibility to cope with unforeseen circumstances. In recent years, the flexibility in the budget has been pivotal in particular in allowing the EU to react to unprecedented migration flows and terrorist attacks by reorienting funds, making additional funds available from the EU budget and by mobilising additional contributions from Member States and other donors. However, this flexibility has reached its limits in the current framework. The spending review has therefore considered options to improve flexibility in programmes or funds in order to be better able to respond to unforeseen circumstances or to address new spending priorities, by, for example, facilitating reprogramming, creating reserves or providing the possibility to transfer funds from one delivery mode to another. (v) Focus on performance There are growing expectations from stakeholders (citizens, businesses or local and national authorities) in relation to what the EU budget can actually deliver for them. The European Parliament, Council and the European Court of Auditors have in recent years placed increasing emphasis on the performance of the EU budget in addition to the traditional focus on sound financial management. The EU budget can only be judged a success if it delivers results on the ground. The spending review has therefore analysed how to strengthen the focus on performance across all programmes, by setting clearer objectives and focusing on a smaller number of higher quality indicators of performance. This should allow for improved measurement and monitoring, allowing corrective action to be taken to maximise the results achieved with the budget. (vi) Coherence with political objectives and values One of the key features of the EU budget is the cross-programme integration of key values and policy objectives. Beyond dedicated programmes to support a specific policy area, many of the financial programmes can contribute to achieving multiple overarching policy objectives. Through appropriate programming, coherent objective setting, eligibility criteria, conditionalities and earmarking of expenditure across programmes, different areas of expenditure can contribute to common objectives from different angles. One specific tool to achieve these cross-cutting objectives is “mainstreaming”. This can be supported by quantitative targets for expenditure throughout the budget in order to facilitate monitoring of the overall financial contribution to a particular objective. For example, as part of the current long-term budget, a target of 20% was set for climate-related expenditure. The spending review looked at options to continue this approach and considered the possibility to use programme design and additional instruments like eligibility criteria to reach the Union’s policy objectives. 3.Outcome of the Spending Review

3.1.EU added value The spending review has demonstrated that many of the current generation of programmes score highly in terms of delivering EU added value. They respond to large-scale and/or cross-border needs and challenges and have generated results that could not be achieved by Member States acting alone. Section 4 of this document contains numerous concrete examples of this, across all headings of the current budget. The spending review has also identified clear room for improvement, particularly in terms of the implementation of individual programmes. Examples of EU added value: ·Investments in cross-border energy, transport and digital infrastructures financed through the Connecting Europe Facility and the European Fund for Strategic Investments have increased growth potential and helped remove barriers to trade, investment and mobility in the single market. For example in the energy sector, the Connecting Europe Facility is contributing to strengthening interconnectivity, aiming at ending energy isolation and completing the internal energy market; in transport investments related to cross-border transport infrastructure, developing a core transport network. ·Large-scale projects supporting Europe’s economic growth and innovation-driven competitiveness by reason of their scale and scope require the participation of all Member States. This is the case for projects such as the International Thermonuclear Experimental Reactor and the programme for Earth observation and monitoring, Copernicus, which represents one of the world’s largest data providers and brings considerable EU added value. The Galileo programme ensures a network of satellites delivering navigation, safety and other services, which would be too expensive and technically challenging to do at national level. ·Horizon 2020 has funded major cross-border research projects, such as the Graphene Flagship, a future and emerging technology project, which is a good example of the strong EU added value of Horizon 2020. Recent breakthroughs resulting from this project are the first fully functional microprocessor made from graphene-like material, which holds promise for integrating computational power into everyday objects and the development of graphene-based neural probes to examine brain activity in high resolution, which can help to improve understanding of diseases such as epilepsy. ·Both the Marie Skłodowska-Curie Actions and the European Research Council have empowered thousands of highly skilled researchers to exploit their talent to the fullest to the benefit of both European economy and society. In 2017, two of the three new Nobel laureates in Chemistry have participated in Marie Skłodowska-Curie Actions and other EU-funded research projects, while a Marie Skłodowska-Curie Actions-funded project contributed to the detection of gravitational waves that led to the 2017 Nobel Prize in Physics. ·The European Social Fund, the main EU fund for investing in people helps to address Union-wide needs in the area of employment, education, social inclusion. The European Social Fund helps people stay in or return to quality employment and education and training, and plays a key role for the social resilience of EU citizens, including the young. The European Social Fund then supports Member States’ reform efforts in areas of crucial importance for the European economy: labour market policies, youth employment, modernisation of vocational education and training, welfare system and administrative reforms. ·Programmes such as the Erasmus+ programme create EU added value by supporting cross-border mobility of learners (higher and vocational education students, and apprentices, trainees, young people), with positive impacts on the competence development and employability of these individuals as well as with indirect effects on the mobility of labour within the single market (both in section 4.1.2). ·The Nuclear Decommissioning Assistance Programmes bring EU added value through the accumulation of knowledge on decommissioning which can then be used to support all EU Member States to develop their own plans and measures (both section 4.1.3). ·The Common Agricultural Policy plays a key role in ensuring a level playing field for agricultural producers, safe and environmentally-friendly farming practices, international food export competitiveness and sustainable rural development. In addition to the benefits the programme delivers to EU consumers and citizens, it is more efficient and thus better value for money to finance such a large sectoral spending programme on the European level than if Member States were to do it individually. An additional benefit of steering agricultural spending from an EU level has been the orchestration of significant reforms and improvements in the policy over various budgetary cycles. However, the spending review also revealed a need for modernisation, better delivery systems and simplification in many areas, such as greening or cross-compliance. More EU added value could be created if improvements could be realised in these areas. ·The integrated EU framework on food safety and animal and plant health has both promoted high levels of trade under safe conditions and avoided the costs of large scale disease outbreaks. Previous outbreaks, notably of foot and mouth disease and mad cow disease, incurred costs amounting to several billions at both Member State and EU level. ·The European added value of cohesion policy lies in decreasing disparities in economic and social development between regions of the EU through strategic investments in key infrastructure, research, innovation, education and skills and social inclusion. Besides the upwards convergence of regions, these investments have substantial spill-over effects and corresponding economic stimulus in other countries, by creating opportunities for businesses and individuals, thus increasing growth and prosperity across the entire Union. Moreover, by complementing national budgets, support by the EU budget has a macroeconomic stabilising impact on national economies. Investment through EU funds represents a very significant share of public investment in many countries and has played a key role during the recent economic downturn. The implementation of structural funds has provided an important incentive and a framework for the strategic coordination of different levels of administration, establishing high benchmarks for administrative capacity and sound financial management, generating economies of scale and scope and promoting synergies via the creation of a coherent framework for investment throughout the EU. Finally, cohesion policy has facilitated the execution of cross border actions and investments which would not have taken place – or at a different rhythm and cost – without the catalytic impact of the EU budget. ·The European Fund for Strategic Investment leads to coordinated action between Member States and the EU to mobilise public and private investments to support future growth and prosperity. It has mobilised public and private investment through the provision of public guarantees to address the investment gap in the EU. In so doing, through the lending activity of the European Investment Bank, beneficial financing conditions enabled investment across the EU in key infrastructure of EUR 274 billion at a fraction of the EU budgetary cost. ·The single market, ensuring the free movement of goods, persons and services and driving the competitiveness of firms via economies of scale and scope, is the economic essence of EU integration and itself the key source of European added value. EU programmes promote the functioning of the single market for the benefit of companies and citizens, and perform functions that are more efficient or provide better value for money for the European taxpayer. The EU programme for the Competitiveness of Enterprises and Small and Medium-sized Enterprises supports the competitiveness and cross-border activity of Small and Medium Enterprises while a number of specific programmes such as Fiscalis and Customs, Consumer and health programme reinforce cooperation between public administrations, consumer protection, harmonization of standards, and ensure the quality and safety of food and living goods across the internal market. ·The migration crisis has highlighted the importance of concerted European action to support the effective management of Europe’s external borders to ensure the functioning of the Schengen Area as well as to support common actions in the area of asylum and return. All Member States benefit from the actions taken in ‘front line’ Member States, protecting the external border. The Asylum and Migration Fund and the Border and Coast Guard are clear sources of EU added value for all. ·Cross-border and international security threats such as terrorism, organised crime and cybercrime, call for a comprehensive reaction at European level, as set out in the European Agenda on Security. The Internal Security Fund and other EU programmes are part of the EU response to security challenges. ·The EU budget has also amplified the joint EU response to a variety of global challenges, allowing for the more efficient use of public funding to promote European values throughout the world and to promote common objectives in areas such as climate change and international development. ·Integrating climate action across the EU budget, including the commitment to ensure that least 20% of the spending is climate related, has allowed the EU to efficiently facilitate and speed up the transition to low carbon and climate resilient economy, supporting the achievement of EU climate and energy objectives and the implementation of the Paris Agreement. ·European added value is also created through pursuing political objectives. While cultural differences clearly exist between Member States, communicating and reaffirming European values – peace, democracy, international cooperation and respect for human dignity – inside the EU and in the world, especially in a time when the world is reconsidering the basic tenets of progress and growth, is crucial for the future of Europe. This is most effectively done at the European level through the Rights, Equality and Citizenship and the Justice programmes.

In some instances, programmes were not functioning as expected. For example: ·The Student Loan Guarantee Facility, a part of Erasmus+, is not living up to expectations. It has a very low uptake due to a lack of awareness of its existence and delays in its launch and failed to attract sufficient financial intermediaries. The mid-term evaluation highlighted that initial estimates of the numbers of potential users overestimated the needs. ·The European Aid Volunteers programme, created in 2014 after a pilot in the last long-term budget, experienced several challenges in deploying volunteers outside Europe. The programme focused its small budget on capacity building for external organizations. With the creation of the European Solidarity Corps, synergies in management, scope and objectives could be achieved. Conclusion The lesson for the future long-term budget is that there is a strong case to maintain or increase support in areas where the EU budget has provided convincing results, such as for example in mobilising finance for cross-border infrastructure projects, pan-European research projects and supporting mobility. In some cases this would imply building on and improving the positive results of existing programmes, such as the Connecting Europe Facility, Horizon 2020 and Erasmus+. In other areas there may be scope for more targeted support to unlock EU added value in areas such as the digital single market, security and defence. 3.2.Streamlining the budget and exploiting synergies between programmes The spending review has also shown that the increase in the number of spending programmes over time has resulted in some cases in fragmentation, overlaps and an inability to fully exploit the synergies between different funding sources. The need to streamline the budget has been a recurrent finding in many evaluations or studies as reflected in section 4 of this document. For example, evaluations identified areas in which the synergies among programmes under the current Heading 1a such as Horizon 2020 could be strengthened and complementarity improved with the European Structural and Investment Funds, the European Fund for Strategic Investments and Erasmus+. Synergies could be exploited between direct and shared management programmes by better articulating their respective comparative advantages. For instance, projects not funded under the flagship research programme but awarded the “seal of excellence” through Horizon 2020 could – under certain conditions – access funding through the European Structural and Investment Funds (cf. section 4.1.4). Similar findings relate to programmes under other headings of the current framework. They show for instance that there is a fragmentation of rules and overlaps between EU funds investing in human capital development (cf. section 4.2.4). Despite steps that were taken to improve complementarity and avoid overlaps between EU funding instruments, obtaining synergies proved problematic in several other areas such as Asylum, Migration and Security (cf. section 4.4.4) and the numerous instruments in the field of external action (cf. section 4.5.4). The spending review highlighted the necessity to ensure that the EU funding support related to migration and security is delivered in a coherent, coordinated manner. The roles of the programmes should be more clearly articulated: targeted, short-term action through the Asylum, Migration and Integration Fund and the Internal Security Fund and longer-term support under the structural funds. Consideration should be given to limiting the amount of funding allocated upfront to the national programmes while retaining an initially unallocated funding envelope (“thematic facility”) to finance new priorities or urgent actions. During the spending review some small programmes lacking flexibility and with disproportionate costs in terms of management and control burden were also identified. For example it was found that there were clear overlaps between the two current anti-fraud programmes, the Anti-Fraud Information System and Hercule III preventing a more flexible response to shifting political and investigative priorities. Similarly, in the field of protection and promotion of European rights, values and cultural diversity, a number of programmes address similar societal challenges. Better coordination would allow for improved focus on areas of highest EU added value through more streamlined operation. Currently different programmes include the possibility to deploy financial instruments such as Horizon 2020, the Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme, the Employment and Social Innovation Programme, and the European Fund for Strategic Investments. However, each programme applies a different set of rules to the use of financial instruments and aims at different target groups. The European Court of Auditors noted in its 2016 Annual Report that the number of financial instruments benefiting from EU budgetary support has been increasing and that careful management is necessary to ensure the effective and efficient use of available funds. Furthermore, in order to increase effectiveness and efficiency, several aspects of the delivery mechanisms of the programmes were assessed in the spending review. General conclusions, further detailed in section 4, were drawn in relation to: ·grants, the use of simplified cost options such as lump sums, unit costs, and flat rates; ·the extended use of financial instruments for actions with a direct scope for profit generation in view of their broader impact, higher leverage potential and better incentives; ·ensuring that levels of intervention are calibrated to the beneficiary groups; ·the continued role of Union executive agencies in programme implementation as they generate cost savings and ensure operational proximity to beneficiaries and economies of scale. The economic governance cycle and new EU level policy initiatives are not always optimally aligned with the funding frameworks. Funding could be more closely aligned with the European Semester to support reforms and increase the funds’ political leverage. Finally, the review also highlighted the importance of avoiding delays in the implementation of spending programmes, as occurred at the beginning of the current financial framework. The delays in setting up the national structures to implement the European Structural and Investment Funds and the resulting need to delay commitments, has acted as a brake on performance, with results taking longer to feed through. It will therefore be important to ensure that the political process as well as legal, financial and operational preparation is completed well in advance of the launch of the next Multiannual Financial Framework. Continuity in the existing structures for implementing the budget at national or local level would help to smooth the transition between the two programming periods. Conclusion There is clear scope for reducing the number of programmes in order to create a more coherent, focused and transparent long-term budget architecture. This conclusion is consistent with the European Court of Auditors’ call to make EU spending more manageable by reducing the number of spending programmes and financial instruments, and simplifying rules. The case appears particularly strong in relation to external instruments and financial instruments and budgetary guarantees where the potential for inefficient duplication and divergence in rules is high. In other areas, such as support for the single market and EU values, the large number of small programmes limits their impact and is a barrier to their effectiveness and efficiency.

3.3.Simplification & sound financial management Over the years, the Commission has been successful in improving its financial management. This is evidenced by declining levels of error as reported by the Commission and the European Court of Auditors. These annual estimates went from double digit rates for some policy areas (particularly cohesion) before 2009 to considerably lower levels at present – below 5 % in most policy areas and close to or even below 2 % in some other areas. Despite these improvements, the spending review confirmed that there is both scope and a pressing need to reduce further the administrative burden for beneficiaries and implementing bodies. In line with the recent revision of the Financial Regulation, inconsistencies in programme-specific rules – such as those relating to eligibility conditions, reporting, monitoring and control, deadlines, audit arrangements – need to be further eliminated. This is a cross-cutting issue affecting spending programmes across all current budgetary headings, as shown in the lessons learned section of this document. For example, the complexity of the legal framework and the number of new requirements introduced for the 2014-2020 cohesion programmes disrupted implementation at the start of the current period and created the conditions for increased gold-plating at national level. The corresponding administrative burden for beneficiaries and implementing bodies related to the funds’ programming, management, reporting and audit system slowed down the efficient and effective use of the funds. Another result of complexity of rules is that this potentially leads to more errors and increases the risks of non-compliance as well as the cost of control. Simplifying programme design should lead to leaner controls finding the right balance between increased compliance, faster implementation and lower control costs. In shared management, sound financial management is also dependent on the smooth functioning of public administrations, good cooperation and governance between the different levels of government (EU, national, regional, local), a good system of controls, the effectiveness of the judiciary, and the intensity of the fight against corruption and fraud. The existing system of conditionalities could be extended to address more explicitly the link between respect for the rule of law and sound financial management. The review has also shown that further administrative simplification could allow the current rules on decommitment to be tightened, thereby promoting more sound budgetary management and helping to avoid the current delays under cohesion policy. The benefits of simplification are illustrated by the mid-term evaluation of Horizon 2020 which concluded that the measures of simplification introduced in Horizon 2020 (such as the single reimbursement rate, the flat rate for indirect costs, or the Participant Portal) decreased participation costs and reduced the time-to-grant, which is now 192 days on average, a decrease of more than 100 days compared to the predecessor 7th Framework Programme. The need for improvement is also underpinned by many internal and external evaluations, studies or performance audits. Section 4 of this report contains a series of references to, for example, Special Reports issued by the European Court of Auditors, or a report of the High Level Group on Simplification for the European Structural and Investment Funds. Conclusion Based upon the lessons learnt from the 2014-2020 period and the preparatory work of a specific working group on simplification, there is a strong case for moving towards a single rule book providing simpler and more coherent rules for recipients of EU funds. This should translate in a reduction of the burden for beneficiaries, encourage participation in EU programmes and accelerate their implementation. In addition, it can be expected that it would have a positive impact on the cost for beneficiaries of complying with rules and on cases of non-compliance. 3.4.Flexibility and the ability to respond to crises The Commission has analysed the many in-built mechanisms for flexibility crisis response in the EU budget, covering the different aspects of crisis and emergency management from prevention and preparedness to responsive action. During this period, the existing flexibility mechanisms were used extensively to respond to large-scale crises. This allowed for example the funding devoted to security and migration to be doubled to support the new European Border and Coast Guard and to help Member States receiving a significant inflow of refugees. The EU Emergency Trust Fund for Africa helped to address the root causes of irregular migration and displaced persons. The European Globalisation Adjustment Fund helped workers reintegrate into the labour market after they have been made redundant, such as former coal miners in Spain, former Nokia workers in Finland or Alitalia workers in Italy. The Turkey Refugee Facility, jointly financed by the EU and Member states, helped to manage the refugee crisis caused by the Syrian conflict. However, available funds appeared to be insufficient requiring redeployments of funds or mobilisation of special instruments over and above the long-term budget ceilings. Already in the mid-term review and revision process, the Regulation governing the current Multiannual Financial Framework was amended to further increase the capacity of the Flexibility Instrument and the Emergency Aid Reserve. In addition, the procedures for mobilising funds that lie outside the Multiannual Financial Framework are very lengthy and complex. For the next period there is a need to strengthen the flexibility to be able to deal with unforeseen circumstances. Conclusion The analysis concluded that overall for the next long-term budget the in-built mechanisms for crisis response of the EU budget need to be improved to ensure appropriate coverage, flexibility, and prompt mobilisation of resources. The analysis shows that many of the flexibility mechanisms in the current framework should be retained and in some cases expanded or simplified in order to create a more agile framework. There may be other opportunities to create flexibility by creating a Union reserve, established through “decommitted” funds (funds that have been committed to the EU budget but which are ultimately not spent in the implementation of EU programmes and are cancelled), for unforeseen events and increased flexibility within and between programmes. The rules governing the mobilisation of some of the instruments are too burdensome and could be simplified. As regards the Common Agricultural Policy, it should be considered to include support for risk management tools and a new crisis reserve. The flexibility introduced for 2014-2020 in the Union external action instruments should be further enhanced and allow for easier reallocation of resources, that can be mobilised for emerging needs. Increased financial flexibility and more efficient delivery mechanisms would be useful for the EU intervention to be even more effective in the short and medium term to adapt to possible new political and economic changes arising in the EU neighbourhood, Africa and other regions. Non-programmed reserves or flexibility cushions are needed in order to deal with unforeseen circumstances and developments, notably related to migration. Possible improvements in the current crisis response mechanisms were also identified. For example, it appeared to be a disadvantage of the current Emergency Aid Reserve that it cannot serve crises within the Union. Also, the need to create Trust Funds and facilities in the field of external policy showed that more flexibility is needed and that there is a case for leaving a larger proportion of funds unprogrammed to allow more flexibility.

3.5.Focus on performance The analysis of the performance frameworks built into the current generation of programmes shows that, compared with the previous programming period, significant progress has been made. This has enabled the Commission to gradually improve its reporting on performance in programme statements, the Annual Management and Performance Reports and other sectoral reports and evaluations. This progress has been recognised by stakeholders including the Court of Auditors in its annual reports and the budgetary authority in the context of the discharge procedure. It is noteworthy that in a recent Organisation for Economic Co-operation and Development review , the EU performance framework scored higher than any member country on the standard index of performance budgeting frameworks. The focus on performance was reinforced without compromising compliance and regularity of the expenditures. This spending review underlined, however, that the focus on performance needs to be further improved. Many suggestions have been made by the European Court of Auditors in a series of performance audits and its annual reports, as referenced in Section 4 of this report. The European Court of Auditors recommended, inter alia, to further reinforce the intervention logic of programmes, to improve the assessment of needs and priorities to be financed, the targeting of measures, and called for setting realistic objectives and targets, defining proper indicators (or streamlining / reducing their number where appropriate) and strengthening the monitoring and evaluation provisions. These conclusions corroborate similar findings and recommendations made by evaluations of the current spending programmes. There are currently too many objectives and indicators (more than 700) in spending programmes of highly variable quality. This creates a burden on reporting authorities and does not allow for fully effective performance measurement, management or reporting. Conclusion The performance framework for the future programmes should be significantly strengthened and streamlined. In particular, the number of indicators embedded in spending programmes should be drastically reduced and their quality improved to ensure consistency (relevance at programme and policy level) and a balanced composition of output, results and impact indicators to be able to provide meaningful information primarily for communication and reporting purposes all along the programme execution. Relevant programme-specific and contextual indicators need to underpin monitoring and evaluation of programmes in order to provide information on the results of each programme within the context of its intervention logic, and its contribution to the wider policy area. More meaningful performance information should allow programme managers to take better decisions on programme implementation and on the design of future programmes. 3.6.Coherence with main political objectives and values The results of the spending review indicate that ensuring coherence with political priorities and key values in the current long-term budget has been broadly successful. Programmes have successfully supported the achievement of the political priorities defined at the time of the agreement on the current framework, and the flexibility in the budget has allowed adjustments to be made to realign spending with new and emerging priorities where necessary. In addition to the specific objectives of individual programmes, horizontal mainstreaming across the entire EU budget was performed for climate change and biodiversity while other policy themes such as in particular gender equality, sustainable development, and small and medium-sized enterprises were monitored on sectoral or programme level. Most EU spending for climate action and environment is currently delivered through the integration (or ‘mainstreaming’) of these priorities into the main EU funds, in particular the European Structural and Investment Funds, the Common Agricultural Policy, Horizon 2020, the European Maritime and Fisheries Fund and, for the international dimension, through the external funds. The analysis of climate and environment mainstreaming suggests that this approach has successfully stimulated sectoral funds to take these objectives into account in programme design and implementation. However, it was acknowledged that this could not be achieved fully through the current main EU spending programmes alone, therefore a specific programme (LIFE) exists to fill gaps and to catalyse key projects for developing and exchanging best practices and knowledge. Gender equality has been pursued in programmes on employment and social issues and external programmes. Valuable support was also provided by the Rights, Equality and Citizenship Programme to the European network of experts on gender equality, which develops evidence for policy design and the 2030 Agenda for Sustainable Development. Conclusion On the basis of these experiences, the possibility to mainstream a limited number of policy priorities in the future programmes has been analysed. However, mainstreaming should neither jeopardise the achievement of other essential policy objectives nor the greater flexibility in the post-2020 financial instruments. Such considerations lead to the conclusion that the current approach to mainstreaming should be maintained for climate related action. Other important policy priorities should be pursued through programme design with specific programme objectives, programme targets, eligibility criteria or appropriate conditionalities. Overall, more than mainstreaming or earmarking of funds, the coherence of policies has emerged as the most important element to support efficiently the policy objectives. This points to the importance of a coherent overall design for the future financial framework, and of ensuring that individual programmes are complementary and that implementing rules allow them to interact efficiently to deliver common objectives. 4.Lessons learned from the 2014-2020 programmes 4.1.Heading 1A - Competitiveness for growth and jobs 4.1.1.Introduction The EU allocated around EUR 142.1 billion or 13% of the current EU budget for the period 2014-2020 to enhancing competitiveness for growth and jobs. Many factors affect competitiveness and the framework conditions to stimulate growth. EU actions in support of competitiveness are carried out in 14 different programmes covering 5 major themes (research and innovation, development of enterprises, strategic infrastructure, mobility and interoperability). Research and innovation programmes aim at turning the EU into a knowledge-based economy where competitiveness is enhanced via new solutions to problems and the emergence of innovative companies. These are Horizon 2020, the Euratom Research programme, and the Employment and Social Innovation Programme. Support for the operations and growth ambitions of small and medium-sized enterprises is provided through EU programmes aimed at the development of small businesses in Europe. These are the European Fund for Strategic Investments and the Competitiveness of Enterprises and Small and Medium-Sized Enterprises Programme.

The competitiveness of Europe also requires investments in strategic infrastructure in the fields of energy, transport and telecommunications. This is done through a number of programmes: the Connecting Europe Facility, Nuclear Decommissioning Assistance Programmes, the International Thermonuclear Experimental Reactor as well as space assets programmes (Copernicus, Galileo and European Geostationary Navigation Overlay Service). The mobility and training of students, researchers, apprentices, teachers, trainees, volunteers and workers across European countries aims at improving knowledge of other EU countries and stronger feelings of belonging to the Union, enabling conditions for engaging citizens and workers towards European competitiveness. For example, the internationally renowned Erasmus+ programme and the newly created European Solidarity Corps support cross border mobility and target in particular youth education and training while the Employment and Social Innovation Programme also supports the cross-border mobility of workers. Finally, competitiveness is also promoted through the continuous improvement of services and interactions with the public administrations across the EU, hence the need to develop common frameworks and interoperability solutions for public administrations. Customs 2020 and the second Interoperability Solutions for European Public Administrations Programme serve this purpose in the areas of customs and digital public services. 4.1.2.Objectives of the Programmes Research and innovation programmes are aimed at supporting the creation of new knowledge, creating and ultimately bringing to the market new/improved technologies, products and processes, thereby boosting innovation and tackling societal challenges and creating growth and jobs. Horizon 2020 is the largest programme in the competitiveness heading with a share of 56.6% and it aims at strengthening the EU’s science base, at boosting industrial leadership and innovation capability in the private sector, and at fostering the contribution of research and innovation to tackling societal challenges (such as food security or climate action) and supporting EU policy priorities, as reinforced by the Sustainable Development Goals framework. The recent mid-term evaluation of Horizon 2020 (2017) provided indications that Horizon 2020 is producing important additional benefits compared to national and regional-level support mechanisms for research and innovation in terms of scale, speed and scope and is improving the competitive advantage of participants while, overall, it increases the EU’s global attractiveness as a place to carry out research and innovation. Horizon 2020 creates an EU wide competition in research and innovation, operating transnational competitive calls for proposals, keeping in, developing and attracting research talents to Europe as well as identifying the most promising collaborative research and innovation projects. The Euratom research programme funds research and training in the field of nuclear energy with a budget of EUR 1.6 billion for the period 2014-2018. All Member States face challenges in areas such as nuclear safety, security and safeguards, radioactive waste management, radiation protection and fusion energy and the Euratom programme ensures that public financing is used in an optimal manner by avoiding unnecessary duplication. The Employment and Social Innovation Programme is an umbrella programme which in the current 2014-2020 programming period merged three different programmes. With a budget of almost EUR 1 billion, it supports the testing and introduction of social policy innovations, access to finance for vulnerable people, micro-enterprises and social enterprises and the geographical mobility of workers in the EU. In order to ensure growth and jobs, businesses also need opportunities to develop through access to finance and appropriate support to undertake riskier projects. To do this, the European Fund for Strategic Investments was set up in 2014 and became operational shortly after with the aim of mobilising investments and increasing access to financing for SMEs and mid-cap companies by supplying a risk-bearing capacity to the European Investment Bank. The fund operates to increase the volume of higher risk projects in Europe and as a result helps address the market failures and sub-optimal investment situations which hinder investment. The Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme is a diverse programme, encompassing numerous actions for the support of small and medium-sized enterprises delivered via grants and financial instruments. Its financial envelope for the period 2014-2020 is EUR 2.3 billion. Preliminary evidence from the forthcoming evaluation points towards the programme allowing economies of scale in areas such as support to small and medium-sized enterprises abroad or to intellectual property rights enforcement by the bundling of national efforts and by establishing services that would lack critical mass if provided at national level. Preliminary findings of the evaluation further indicate that the programme brings EU added value through for example the Enterprise Europe Network that is a network of business service centres providing advice, partnership services and support in particular for small and medium-sized enterprises seeking to export outside their own country within the EU Single Market as well as outside Europe. Such EU level action complements but also helps enhance national, regional and local efforts. Also, the Employment and Social Innovation Programme supports access to finance for vulnerable people, micro-enterprises and social enterprises. Moreover, the development of strategic infrastructure across the EU ensures enhanced competitiveness through the achieved economies of scale and improved coordination and greater cohesion through increased connectivity. For the first time, transport, energy and the digital sector were brought together under the Connecting Europe Facility, which is the key tool under the current Multiannual Financial Framework for funding the development of trans-European networks. With a budget of over EUR 30 billion, the programme focuses on EU integration projects aiming at funding cross-border sections and eliminating bottlenecks in transport, ending energy isolation and increasing security of supply in energy and by providing EU wide solutions in the digital services infrastructures that can benefit all Europeans. Among financed infrastructures, large infrastructure projects relating to nuclear power (both as regards research and concerning decommissioning) represent unique opportunities to build up knowledge that can ensure increased safety for citizens and the environment across the EU. The International Thermonuclear Experimental Reactor, while not a programme in the usual sense, is a unique long-term project agreed internationally, that could not be achieved solely through industry initiatives at this stage of development of the technologies involved. Currently one of the largest international research projects under construction in the world, the experimental reactor is intended to prove the viability of fusion as a sustainable energy source. No single country has the capacity to develop a project of this size. The Nuclear Decommissioning Assistance Programmes have been put in place to provide financial support to Bulgaria, Slovakia and Lithuania following their commitment to shut down and decommission three nuclear power plants before the end of their lifetime because of safety concerns. Given that the main issue in this case relates to the safety of workers, the environment and ultimately EU citizens, reaching the decommissioning end state is very important but technically complex and costly. EU economy and society are increasingly dependent on satellite navigation applications and services, with a potential disruption likely to be very costly in terms of revenues to business, and more importantly, in terms of human safety. Copernicus is the EU’s programme for Earth observation and monitoring and as such represents one of the world’s largest data providers that brings considerable added value, especially when compared with what could be achieved at national level. Based on a system of satellites and sensors (ground stations, airborne sensors, sea-borne sensors), Copernicus provides reliable and up-to-date information through services addressing six thematic areas: land, marine, atmosphere, climate change, emergency management and security. This information supports various applications from environment protection to regional and local planning, agriculture, sustainable development and border surveillance.

Galileo and the European Geostationary Navigation Overlay Service are the EU’s satellite navigation programmes. Together, these programmes provide positioning and timing signals used in critical economy areas such as mobile phone networks, in-car navigation and increased precision for landing aircrafts. A competitive EU market requires an educated workforce with the right skills and competences. A number of programmes support this goal through mobility schemes. Erasmus+ is a well-established Union programme supporting actions in the fields of education and training, youth and sport with a budget of EUR 16.45 billion for the period 2014-2020. Besides this envelope and in order to promote the international dimension of higher education, additional funding is provided by the different external instruments. Thirty years after its beginning in the field of higher education, Erasmus+ has expanded to other sectors such as schools, vocational education and training, adult learning, youth and sport and has become a flagship programme of the EU with undisputed European added value, notably linked to the building of a European identity. Other schemes funding comparable action at national level remain significantly smaller both in volume and scope. It is consistently identified by citizens as one of the three most positive results of European integration. Also the Employment and Social Innovation Programme helps the geographical mobility of workers in the EU through support services, including a mobility portal, and calls for proposals funding targeted mobility schemes and cross-border mobility. The European Solidarity Corps started operating in 2017 and has so far allowed almost 4 000 young people from all Member States to start their placements with nearly 2 000 organisations. The programme’s target is to enable 100 000 placements by 2020. Finally, ensuring greater cooperation between Member States at the level of public administrations is essential for a competitive EU market given today’s global challenges like globalisation or e-commerce. Customs 2020 aims to improve the functioning and modernisation of the customs union by providing the framework, mechanisms and budget for enhanced cooperation between national customs administrations. Deeper operational integration is essential and avoids less efficient bilateral and bilateral/multilateral approaches that Member States would otherwise have to use. The Interoperability Solutions for European Public Administrations Programme supports the development of digital solutions that enable public administrations, businesses and citizens in Europe to benefit from interoperable cross-border and cross-sector public services. The programme supports over 40 actions focused on the development of tools, services and frameworks in the area of e-Government. Most solutions and services are available free of charge to any interested public administration in Europe. 4.1.3.Key achievements Evidence gathered to date, mainly in the context of the mid-term evaluations, indicates that the programmes designed to support EU competitiveness are generally on track to deliver on their objectives. Horizon 2020 combines funding for innovation and research. The mid-term evaluation (2017) provided indications that the programme is on track to deliver despite acknowledging the usual long time lags in research and innovation for which results cannot be expected yet at mid-term stage. The programme’s EU added value and additionality is also very strong; 83% of projects would not have gone ahead without Horizon 2020 funding. Horizon 2020 has succeeded in generating, and can legitimately be expected to continue to generate, significant scientific advances reflected in a large number of top class scientific publications and data which are to a large extent openly accessible to the wider scientific community and public. For instance, the Graphene Flagship is a telling example of the strong EU added value of Horizon 2020. This is one of Europe’s biggest ever funded research initiatives with a duration of 10 years. More than 150 partners in over 20 European countries from both industry and academia are jointly developing applications in areas such as 5G mobile technologies, batteries, aerospace, medical applications, and automotive. Recent breakthroughs are the first microprocessor made from graphene-like material, which has great potential for use in everyday objects and for applications to examine brain activity in high resolution, which can help to better understand diseases such as epilepsy. The mid-term evaluation of Horizon 2020 also concluded that the simplification measures introduced in Horizon 2020 (such as the single reimbursement rate, the flat rate for indirect costs, or the Participant Portal) have decreased participation costs and reduced the time-to-grant, which is now 192 days on average, a decrease of more than 100 days compared to the predecessor 7th Framework Programme. Four Executive Agencies are responsible for the Horizon 2020 management across most (55%) of the programme , continuing the trend of externalising programme implementation that began under the predecessor research programme. For specific parts of the programme, programme management is carried out by different types of partnerships, with the private sector (Public-Private Partnerships) and the public sector (Public-Public Partnerships). Compared to the previous programme, greater efforts have been made to increase the synergies between Horizon 2020 and other programmes, notably the European Structural and Investment Funds and the European Fund for Strategic Investments. Examples of increased synergies include the Seal of Excellence, i.e. the award of a European high-quality label to proposals rated above a quality threshold but not funded with a view to allow them to find funding by alternative private or public funding sources. This award helps interested funding bodies willing to invest in promising proposals (including national & regional authorities through European Structural & Investment Funds) to identify these projects more easily. The Seal of Excellence however could further benefit from increased alignment among existing rules to increase funding opportunities for the projects concerned. The mid-term evaluation of the European Institute of Innovation and Technology concluded that the activities of the Knowledge and Innovation Communities are starting to bear fruit, in the form of 225 innovations introduced to the market (over the period 2010-2015), 230 innovative businesses created and new start-ups, and 820 individuals graduated from European Institute of Innovation and Technology Masters and PhD programmes with entrepreneurial skills (over the same period). The European Institute of Innovation and Technology has been effective in establishing and building networks of partners and has built relationships with regional and national policy-makers. The evidence for the systemic impact of the European Institute of Innovation and Technology on job creation and economic growth is still limited. The interim evaluation (2017) of the Euratom programme concluded that the programme is a key part of the European nuclear research landscape. The European Fund for Strategic Investments was set up in a very short period of time and quickly become operational. Initially, the fund was intended to mobilise EUR 315 billion of total investment in the real economy and the assessment carried out showed the fund to be on track. In order to further boost investment and provide stability for project promoters, the EU decided to extend the duration and size of fund with the new target being EUR 500 billion to be mobilised by 2020. The experience so far shows that the European Fund for Strategic Investments has led to an increase in the volume of European Investment Bank special activities and guarantees in support of small and medium-sized enterprises and mid-caps, in particular given the high profile of the initiative and related market expectations. Figure 1 below illustrates the progress to date.

European Fund for Strategic Investment per sector Figure 1 –Investment by the European Fund for Strategic Investments as of February 2018 (Source: EIB, http://www.eib.org/efsi/ ) Start-ups and small and medium-sized enterprises which find it hardest to access finance due to their perceived higher risk or lack of sufficient collateral could count on the Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme to operate easily accessible financing schemes with the support of the European Investment Fund. Preliminary results of the mid-term evaluation show that up to September 2017, more than 237 000 small and medium-sized enterprises in 25 countries received financing worth more than EUR 10 billion to address their operating needs. Preliminary findings also point to a high leverage effect of the programme turning 1 euro of the EU budget into 30 euros of financing for small and medium-sized enterprises. Infrastructure projects funded by the Connecting Europe Facility are still at an early stage of implementation and the overall objectives of the programme are also supported by other policy tools at EU and national level. Nevertheless, the mid-term evaluation provides some indications of the achievements of the programme. In transport, 86% of the funds currently allocated relate to cross-border transport infrastructure, mainly focused on the development of the core network and the nine corridors that need to be completed by 2030. In the energy sector, the programme is contributing to strengthening interconnectivity, aiming at ending energy isolation and completing the internal energy market. The Connecting Europe Facility contributes to accelerating the realisation of cross-border connections and interoperable services that may not have been financed without it. Moreover, EU level action ensures limitations in information and cooperation among Member States are overcome. The construction of the International Thermonuclear Experimental Reactor involves the building of over 10 million components with around 75% of its investment aimed at the creation of new knowledge and cutting-edge materials and technology. All this represents a unique opportunity for European high-tech industries and small and medium-sized enterprises to innovate and even develop spin off products for exploitation outside the project (e.g. nuclear magnetic resonance scanners). Between 2008 and 2016, over 800 contracts and grants have been awarded with a value of EUR 3.8 billion spread all over Europe. One of the ways in which the Nuclear Decommissioning Assistance Programmes bring EU added value is through the building up of knowledge on decommissioning which can then be used to support all EU Member State to develop their own plans and measures. Figure 2 below illustrates the relevance of such knowledge in the EU given the over 80 reactors that are shut down but not fully decommissioned that can greatly benefit from this knowledge. Status of nucelar power reactors in the EU as at 31 December 2015 Figure 2 – Nuclear reactors in the EU (Source: European Court of Auditors ) Copernicus is on track to deliver on its objectives although not all are being achieved to the same extent. The data provided is of good quality and reliability, which, together with the adoption of the free data policy, is one of the programme’s strengths. As an example, during the refugee crisis in 2015 and 2016, Copernicus provided imagery to help monitor ports and beaches identified as departure points for migrant vessels. Both Galileo and the European Geostationary Navigation Overlay Service are progressing well in delivering on their objectives. At the end of 2016 more than 230 airports in 20 countries were using the European Geostationary Navigation Overlay Service landing approach procedures. From 2018, all new car models sold in the European Union will rely on the European Geostationary Navigation Overlay Service and Galileo to calculate the position of emergency calls in case of accidents. The recent midterm evaluation of Erasmus+ (2018) showed that the programme is well on track to achieve its performance objectives, with notably over 1.8 million individuals taking part in mobility activities, and more than 240 000 organisations involved in cooperation projects so far. Programme beneficiaries report satisfaction rates above 90%. For learners (students, apprentices, volunteers, young people, etc.), Erasmus+ has a positive effect on the acquisition of skills and competences, thereby increasing employability and entrepreneurship and shortening the transition from education to employment (13% faster, compared to individuals who did not take part in Erasmus+ or its predecessor programmes). The evaluation indicates that the Erasmus+ programme fosters willingness to work or study abroad (+31%) and the development of foreign language skills (7% higher in tested proficiency). The Erasmus+ programme encourage positive civic behaviour and a sense of feeling ‘European’ (+19% compared to non-participants). To overcome financial barriers as a major obstacle to mobility, the Student Loan Guarantee Facility was an innovation in Erasmus+. The mid-term evaluation found that it has so far failed to attract financial intermediaries in sufficient numbers. While the Student Loan Guarantee Facility already shows signs of promoting social fairness, its visibility at this early stage is far from being sufficient throughout the supply chain.

The Employment and Social Innovation Programme answers to the high demand for information regarding cross-border mobility, recruitment and placement, as well as counselling and trainings. The EURES portal is gaining importance as an efficient way to share vacancies on one platform throughout Europe, attracting around 1.76 million users each month 4.1.4.Lessons learned The programmes designed to support EU competitiveness have generally demonstrated their EU value added by enabling investments throughout the EU, strengthening interconnectivity in transport, energy and telecommunications, enabling strategic cross-border infrastructure, generating knowledge widely accessible across the EU, using free data policy when providing Earth monitoring data, increasing common frameworks and interoperability solutions and by allowing mobility for students and young professionals. The results of the mid-term evaluations have also identified a number of challenges and areas for improvement. Notably complementarity between programmes needs to be further strengthened to avoid overlaps (in particular for the use of financial instruments); synergies need to be further maximised to ensure the best use of the available resources; flexibility is particularly important in order to adapt to emerging policy priorities linked to global challenges; and monitoring systems need to be carefully assessed in order to allow for adequate progress measurement. Financial instruments While financial instruments are available under several programmes and are becoming more widely used, the distinctive features of individual schemes are in some cases not clear and there is scope for improving complementarities and avoiding overlaps among existing financial instruments. Currently several programmes include the possibility to deploy financial instruments (Horizon 2020, the Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme, the Employment and Social Innovation Programme, and the European Fund for Strategic Investments). Each programme applies a different set of rules to the use of financial instruments and aims at different target groups. Mainstream small and medium-sized enterprises are targeted by the Competitiveness of Enterprises and Small and Medium-sized Enterprises programme. Innovative small and medium-sized enterprises are able to apply for funding from Horizon 2020. Micro-enterprises and social enterprises are eligible under the Employment and Social Innovation Programme, while small and medium-sized enterprises and mid-cap can use the European Fund for Strategic Investments. However, distinctions are not always clear-cut and can give rise to confusion and duplication. The European Court of Auditors noted in its 2016 Annual Report that the number of financial instruments benefiting from EU budgetary support has been increasing and that careful management is necessary to ensure the effective, efficient and economical use of available funds. More specifically on loan guarantee instruments, the European Court of Auditors found that they require a better targeting of beneficiaries and better coordination with national schemes. As there are various EU-funded guarantee instruments, the Court also called on the Commission to provide an assessment of the effectiveness of such instruments and their real implementation costs. Coherence between objectives and resources In some cases the mid-term evaluation pointed to a mismatch between the objectives of programmes and the means allocated to achieve them, which may lead to suboptimal scale of interventions. For example the preliminary evidence collected in the framework of the mid-term evaluation of the Employment and Social Innovation Programme (forthcoming) points out that the ambitions of the programme exceed what the budget allows for, especially when it comes to the financial support to social enterprises and microcredit. However, good results have been registered in the other strands, with the number of youth job placements in another Member States increasing from 3 433 in 2014 to 5 720 in 2016, with the support of the European Employment Services network (EURES). A significant part of the budget of the Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme is spread over a large number of relatively small actions. Without questioning the usefulness of flexible pilot actions, which are by their very nature of a small scale, preliminary results of the mid-term evaluation indicate that this fragmentation influences negatively the potential for cost-efficiency in programme implementation and accentuates the limits in strategic direction and coordination of the programme. The Interoperability Solutions for European Public Administrations Programme could benefit from being part of greater efforts towards supporting the digital economy, also in the national public administrations. The mismatch between the objectives of programmes and the means allocated is also stressed by the European Court of Auditors in the context of several EU interventions concerning energy supply, transport and Horizon 2020. Synergies While significant progress has occurred in the coherent and complementary implementation of programmes under Heading 1a the available evaluations identified areas in which the synergies among programmes could be strengthened. In this context, the European Court of Auditors stressed for instance in its last two Annual Reports that the links and complementarity between Europe 2020, the new Commission priorities and Horizon 2020 needed to be clarified and enhanced. The Connecting Europe Facility has proven its complementarity with Horizon 2020 and the European Structural and Investment Funds. A number of measures have been taken in order to address the substitution effect initially observed between the Connecting Europe Facility and the European Fund for Strategic Investments. Transport, energy and digital services were brought together under one programme because of the common goals and challenges. Having common procedures for the projects in all three fields has contributed to achieving synergies at programme level, however synergies at project level under the Connecting Europe Facility have not been fully realised. In addition, coordination between Horizon 2020 and the European Structural and Investment Funds can be strengthened further particularly in view of research and innovation capacity building for lower performing regions. The European Institute of Innovation and Technology fills a gap within the European innovation landscape, but its coherence with other Horizon 2020 programmes could be strengthened. The preliminary results of the mid-term evaluation of Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme show that it is overall coherent with Horizon 2020. Actions focusing on technological innovation were ‘transferred’ in 2014 to Horizon 2020, while actions focusing on the enhancement of competitiveness were kept in the Competitiveness of Enterprises and Small and Medium-sized Enterprises Programme. The preliminary findings however point to the possibility to create more synergies and complementarity. Flexibility Flexibility has proven key to successful programmes. Mid-term evaluations report several cases where the programme structure allowed for the needed flexibility to respond to unforeseen challenges. For instance, Horizon 2020 has been flexible to support research on urgent new needs such as the Ebola and Zika outbreaks. In the context of the refugee crisis Erasmus+ started as of 2016 to provide online language assessment and courses for newly arrived third country nationals, the prevention of radicalisation through education and actions in the youth field were identified as a priority under Erasmus+ actions.

Governance and management structures Evaluations have highlighted the importance of robust governance and management structures to the success of the programmes. The Connecting Europe Facility is centrally managed which allows for fast delivery of EU support. The management by the Innovation and Networks Executive Agency has brought economies of scale and a number of simplifications and improvements in the application process (electronic tools for exchange with beneficiaries). The possibility to quickly identify and re-use credits not consumed by certain actions is proving particularly efficient. Nevertheless, the mid-term evaluation points to a need for improving coordination amongst the actors involved in the digital services infrastructures. The International Thermonuclear Experimental Reactor encountered a number of challenges in terms of both schedule and cost estimates because of the technical complexity inherent in a first-in-kind undertaking but also linked to weaknesses in governance. Because of the monitoring systems in place (the International Thermonuclear Experimental Reactor Agreement provides for a regular management assessment), new management was appointed and proposed more reliable planning and cost estimates. The EU has proposed measures to improve monitoring and governance including the decision to have regular risk reviews focused on critical areas of the project. The Nuclear Decommissioning Assistance Programmes experienced difficulties and delays during the previous Multiannual Financial Framework. The European Court of Auditors also cautioned against challenges that remain to be tackled during the current financing period. One of the issues identified is the need to increase ownership of the process by the Member States. The Member States were required at the onset of the current financing period to formally submit updated cost estimates as part of their updated detailed decommissioning plans. The Commission has assessed these and determined the plans to be comprehensive and complete and based on sound estimations. Based on preliminary findings of the mid-term evaluation the planning proposed in 2014 appears to have been largely respected to date. Monitoring systems The evaluations for the Connecting Europe Facility and Horizon 2020 have identified the need for better indicators to support the monitoring and measurement of progress. The European Court of Auditors has reiterated this conclusion for Horizon 2020 in general. Targeting and prioritisation Evaluations identified the possibility to further improve the EU support to innovation and to open up successful EU schemes like Erasmus+ to wider populations. For example, the evaluation of Horizon 2020 identified room for improving EU support for market-creating innovations. Other areas for improvement identified in the mid-term evaluation are the need for further alignment of Horizon 2020 to support the implementation of EU policy priorities, its role to effectively influence the alignment of national research and innovation strategies and policies, the capacity to bring research results closer to citizens and civil society and broadening the participation to Horizon 2020 to new research and innovation actors. The mid-term evaluation of Erasmus+ showed grounds to further boost the inclusion dimension of the programme notably concerning disadvantaged and vulnerable groups in education and training, youth and sport activities. 4.2.Heading 1b - Economic, social and territorial cohesion 4.2.1.Introduction Heading 1b covers the ‘European Regional Development Fund’, the ‘Cohesion Fund’, the ‘European Social Fund’ — including the ‘Youth Employment Initiative’ (a specific top-up allocation), and the ‘Fund for European Aid to the Most Deprived’. The European Regional Development Fund, Cohesion Fund and European Social Fund constitute the cohesion policy of the EU with a budget of EUR 356.06 billion for 2014-2020. Cohesion policy fosters lasting socio-economic convergence, resilience and territorial cohesion. It contributes to the delivery of the Europe 2020 objectives supporting growth and job creation at EU level and structural reforms at national level. The funds in this area deliver a critical mass of investments in priority areas of the EU through shared management between the Commission and the Member States. These funds help the EU achieve its political objectives by translating them into action on the ground. 4.2.2.Objectives of the Programmes Cohesion policy has set 11 thematic objectives supporting growth for the period 2014-2020 (see diagram below). The objectives of the European Regional Development Fund, the European Social Fund and the Cohesion Fund contribute to these thematic objectives.

Cohesion Policy 2014-2020 ·Investment policy covering 1/3 of the EU budget ·Supports 11 thematic objectives of smart, sustainable and inclusive growth The goal of these objectives is to focus cohesion policy funding on areas that deliver the highest benefits to citizens, creating synergies between the funded projects and avoiding an excessive fragmentation of funding. 4.2.3.Key achievements Programme design in the 2014–2020 period included a number of new elements to improve the delivery of results: ·Stronger focus on results: clearer and measurable targets for better accountability. ·Conditions: introduction of sector specific or general preconditions at an early stage of programme implementation to address systemic obstacles to effective and efficient public spending. The introduction of these ex ante conditionalities help set suitable conditions for programme success, providing fulfilment criteria for lifting barriers to investment, supporting structural changes, implementing the EU acquis and improving administrative capacity. ·Link to economic reform: the Commission may suspend funding for a Member State which does not comply with EU economic rules. ·Concentration requirements to incentivise investments in line with the Commission’s priorities (in the area of innovation, digital agenda and energy ) ·Strengthened urban dimension and promotion of social inclusion: a specific amount of European Regional Development Fund was earmarked for integrated projects in cities. The same was done with the European Social Fund to promote social inclusion and combat poverty. ·The Youth Employment Initiative was integrated into the European Social Fund programmes to address the problem of youth unemployment. Compared to the 2007-2013 Multiannual Financial Framework, the cohesion policy regulatory framework for 2014-2020 was adopted about 6 months later. This late adoption of the legal acts together with new requirements seeking to enhance the performance of the policy and the quality of delivery (e.g. annual accounts, designation of programme authorities) have led to a delayed start of implementation of the 2014-2020 programmes. While starting more slowly than in the 2007-2013 period, the rate of project selection in the current programming period has now caught up with 53.4% of the funding being allocated to projects by January 2018. This level of project selection over 2014-2016 is comparable to the early years of the 2007-2013 period and it can reasonably be expected that implementation rates from now on will further increase. Funding committed to selected projects as % of available total

(2007-2013 and 2014-2020 comparison) Source: DG Regional and Urban Policy, based on monitoring data provided by Member States Looking at the first years of the 2014-2020 programmes, initial results are taking shape. Around 670 000 projects have been selected all over Europe, amounting to EUR 192 billion or 53.4% of the total financing available for the period. 793 490 businesses are being supported and 7.8 million people have been helped so far in their search for a job, training, or education . Concerning the Youth Employment Initiative, by September 2017 Member States had already declared that 1.7 million young people had benefited from the Youth Employment Initiative. Evaluations carried out by the responsible national authorities showed that in the case of Cyprus and Bulgaria 45% of participants were in employment after leaving the Youth Employment Initiative intervention. Similarly, in Italy around 35% of the young people who have completed the Youth Employment Initiative interventions are now in employment. The accelerated pace of project selection and implementation reported across cohesion policy programmes is now expected to be followed up by a similar increase in actual spending.

The European Regional Development Fund and Cohesion Fund will co-finance more than 500 major projects in the period 2014-2020. These projects are subject to climate proofing, which helps to ensure that the cost-benefit analysis takes into account the greenhouse gas emissions and that the project will be resilient to the current and future climate. Given that spending periods overlap with the closure of one period stretching into the next , findings from the ex-post evaluations of the 2007-2013 European Regional Development Fund-Cohesion Fund and European Social Fund programmes were also relevant for this spending review. The 2007-2013 European Regional Development Fund-Cohesion Fund ex-post evaluation estimated that, in the EU-12 countries, the cohesion policy funds and rural development investments led to increased Gross Domestic Product in 2015 by 4 % above what it otherwise would have been, and in Hungary, by over 5 %. This impact is sustained (and in some cases even increases) in the longer term. In Poland, for example, by 2023, Gross Domestic Product is estimated to be almost 6 % above what it would be without Cohesion Policy investment in the 2007-2013 period. In regions of more developed Member States, the impact is smaller but remains positive even taking into account the fact that these Member States are net contributors to the policy. The same evaluation showed that one euro of Cohesion Policy investment in the period 2007-2013 is estimated to generate EUR 2.74 of additional Gross Domestic Product by 2023, with a total estimated return of nearly EUR 1 trillion of additional GDP by 2023. This Gross Domestic Product effect is of a similar scale to the entire EU budget for 2007-2013 (EUR 975.8 billion) and 2014-2020 (EUR 908.4 billion). According to the findings of the European Regional Development Fund-Cohesion Fund ex-post evaluation a wide range of results were achieved across the fields of economic, social and territorial cohesion, including: ·The EU funds played a crucial countercyclical role with stabilising impact during the global economic and financial crisis. The programmes increased the co-financing rates, so national contributions decreased for cohesion policy programmes in the Member States where problems were most severe. This helped the countries concerned to meet their part of the funding needed to carry out programmes, so enabling them to take up the EU financial support available. Additionally, the eligibility rules were changed to provide access to working capital for firms, in order to remain in business and to maintain employment. ·Confirming the EU added value of such investments, the European Regional Development Fund support contributed to helping Small and Medium-sized Enterprises to withstand the economic and financial crisis, at a time when national budgets were highly constrained. 400 000 Small and Medium-sized Enterprises were financially supported and this support led directly to the creation of 1.2 million jobs. To put this into perspective, a net total of 3 million jobs were created in the EU economy over the 2007-2013 period. ·European Regional Development Fund-Cohesion Fund investments helped make progress in removing transport bottlenecks, reducing travel times and supporting urban trams and metros. Vital to economic development, this included the construction of 4 900 km of roads, mostly motorways (of which 2 400 km on the Trans-European Transport Network). It also included the construction or upgrading to necessary standards of 2 600 km of Trans-European Transport Network railway. As a sign of the EU added value of European Regional Development Fund-Cohesion Fund support, Member States were provided with incentives to prioritise investments in Trans European Transport Network infrastructure, ensuring support for transport networks in line with the EU objectives and enhancing the economic and territorial cohesion between various parts of the EU. ·The European Regional Development Fund and Cohesion Fund also made a significant contribution to the environment. Confirming the EU added value of these instruments, cohesion policy enabled budget limited public authorities to achieve progress in meeting EU policy goals even during the financial crisis. A substantial number of landfill sites which did not comply with EU standards were closed down while in the Czech Republic, Hungary, Lithuania, Poland and Slovenia, as well as Croatia, the proportion of waste which was recycled was increased by over 10 percentage points. ·Investment in social infrastructure led to tangible results such as the modernisation of schools and colleges in Portugal, benefiting over 300 000 children and young people as well as the upgrading of schools and healthcare facilities in Poland for 1.9 million people. Concerning the European Social Fund, studies have shown that each euro spent at the EU level in employment and social investment generates about EUR 3 in outcome. At least 9.4 million Europeans found a job and 8.7 million people gained a qualification or certificate between 2007 and 2014 with the contribution of support from the European Social Fund . The ex-post evaluation confirmed that the fund was highly relevant in addressing the main policy challenges towards achieving the Europe 2020 headline targets and contributing to the EU guidelines defined for labour market policies, social and education and training policies, while also contributing to the development of the institutional capacity to deliver policies and reforms. The European Social Fund 2007-2013 has also been an important instrument contributing to the social Open Method of Coordination and the Education and Training 2020 strategic framework. The specific challenges identified by the Country Specific Recommendations are also well reflected in the operational programmes co-financed by the European Social Fund in 2014-2020. The European Social Fund ex-post evaluation also showed that the fund provided EU added value by broadening the scope of national interventions and by supporting policies that would have been realised to a significantly lesser extent had it not been for EU investment (e.g. active labour market measures, gender equality). By making use of European Social Fund interventions, Member States were able to offer more tailored and better quality services to specific target groups such as people with disabilities, young people at risk of early school leaving, refugees and other vulnerable migrants or unemployed with low qualifications. These groups would otherwise not have had access to targeted services or would only have access to mainstream services. As a follow-up, some successful European Social Fund interventions were taken up into mainstream national policy, e.g. in Belgium, France, Italy, and Sweden. EU added value is also about the promotion of EU values and respect of the EU Charter of Fundamental Rights 4.2.4.Lessons learned The Commission has carried out a number of evaluations and studies analysing the results of the 2007-2013 period and the early stages of programming and implementation of the 2014-2020 cohesion policy programmes. The evidence collected confirms the important contribution of cohesion policy investments in generating growth, jobs and investment, as well as their significant impact for boosting socio-economic convergence, improving the environment and territorial cohesion across EU Member States and regions. Reforms are nonetheless needed in a number of areas. Cohesion policy responded to the financial crisis and emerging needs such as the migration crisis but its capacity to adapt to new circumstances and challenges was limited. This confirms the need to review how cohesion policy can better prepare and react to unexpected developments, crises and societal changes. While there have been positive examples of closer alignment between EU funding instruments in the 2014-2020 period, synergies with sectoral policies and other spending programmes need to be maximised. Project beneficiaries still find difficulties in accessing these funds and deliver projects quickly. Authorities at national and regional level also find the policy too complex to manage. Therefore, a strong effort for further simplifying implementation and allowing for more agile and flexible programming is needed for the future. Based on this analytical work, the recommendations of the European Court of Auditors, the High Level Group for Simplification of the European Structural and Investment Funds and those of the REFIT Platform, the following areas for improvement have been identified: Simplification Despite recent efforts to simplify the delivery of cohesion policy funds in the 2014-2020 period, a strong effort for further simplifying implementation and allowing for more agile and flexible programming is needed for the future. This was also highlighted in the four opinions adopted by the REFIT platform on cohesion policy, aiming at reducing bureaucracy, simplifying the administrative and monitoring systems, and encouraging more proportional efforts in European Territorial Cooperation. The High Level Group on Simplification for post 2020 in its conclusions recommended fewer, clearer and shorter rules aligned between EU funds, as well as a stable yet flexible framework. It also recommended the extension of the single audit principle and reliance on national public expenditure procedures to a much larger extent, promoting genuine subsidiarity and proportionality.

The complexity of the legal framework and the number of new requirements aimed at improving the performance of the policy and the quality of delivery disrupted the implementation at the start of the current period and created the conditions for increased gold-plating at national level. The volume of rules, including more than 600 pages of legislation (more than double that in the period 2007-2013) and over 5 000 pages of guidance created difficulties for programme beneficiaries and authorities involved. The corresponding administrative burden for beneficiaries and implementing bodies related to the funds programming, management and audit system slowed down the efficient and effective use of the funds. The introduced single audit principle constitutes a positive step forward, but stakeholders still find that the overall control and audit burden remains too high. In a number of special reports the European Court of Auditors has made observations and recommendations with regards to simplification, calling for the streamlining of performance schemes, for the reduction of the administrative burden and implementation delays, for the alignment of national development plans and for the rationalisation of the number of indicators in use. Contribution to policy objectives and structural reforms The cohesion policy funds were found not to provide sufficient incentives to Member States to ensure that policy objectives are met. The economic governance cycle and new EU level policy initiatives are not always optimally aligned with the funding frameworks. Funding should be more closely aligned with the European Semester to support reforms and increase the funds’ political leverage. The conditionalities introduced in the 2014-2020 period were a step in the right direction but the policy’s link with the economic governance and the European Semester should be strengthened further to ensure that the system is simpler, more transparent and provides positive incentives to implement concrete reforms to foster convergence. Around 75% of all applicable ex-ante conditionalitieswere fulfilled at the time of adoption of the 2014-2020 programmes. For the non-fulfilled ones, over 800 distinct action plans were included in the programmes. Had it not been for ex-ante conditionalities, reforms might not have happened or they might have happened at a much slower pace. According to the European Court of Auditors, ex-ante conditionalities provided a consistent framework for assessing the Member States’ readiness to implement Cohesion policy, but the extent to which this has effectively led to changes on the ground was not always evident. At the level of the Member States, the effort to fulfil ex-ante conditionalities was sometimes considered to be high and disproportionate. In particular, the fulfilment of the conditionalities often required additional resources, which was not easy to secure, especially in the context of austerity in several Member States (e.g. the fulfilment of employment related conditionalities was linked to the increase in the capacity of public services employment). In some cases, legislative changes were needed including environmental or state aid legislation, which also took time and resources. The importance of the local business environment and innovation ecosystem emerged as a key lesson in helping regions move up the value chain. Support to small and medium enterprises should focus more on helping dynamic businesses grow, on smart specialisation strategies and facilitating regions to move up the economic chain, rather than trying to maintain the economy of the past. For large enterprises support needs to be very selective, targeting firms which match the structure of the regional economy and can make links to local enterprises, research centres and universities. The most effective strategy to attract large enterprises is not financial incentives but improving local conditions, such as the local business environment, transport and communication networks and the skills of the local workforce. This avoids a wasteful subsidy race. Shortcomings in administrative capacity and institutional quality are often key obstacles to economic, social and territorial progress. Continuous investment in good administration will contribute to deliver policy objectives,