Report to the European Parliament, the Council and the Economic and Social Committee on the European Training Foundation (Article 17 of Council Regulation No 1360/90 of 7 May 1990)
Date: 1997-07-18
Institutions: European Commission
Subjects: Central and Eastern Europe, European Training Foundation, activity report, operation of the Institutions, vocational training

i^flW#WW 

COMMISSION  OF THE  EUROPEAN  COMMUNITIES 

Brussels,  18.07.1997 
COM(97)  379  final 

REPORT TO THE EUROPEAN PARLIAMENT, THE COUNCIL AND THE 
ECONOMIC AND SOCIAL COMMITTEE 
ON THE EUROPEAN TRAINING FOUNDATION 
(ARTICLE 17 OF COUNCIL REGULATION NO 1360/90 OF 7 MAY 1990) 

(presented  by the  Commission) 

1. INTRODUCTION 

2. THE FOUNDATION'S  BACKGROUND, OBJECTIVES AND ROLE 

2.1 Political  background 

2.2 Objectives  and tasks 

3. 

FOUNDATION'S 

THE 
OPERATIONS 

ESTABLISHMENT,  ORGANISATION  AND 

3.1 Establishment  and  infrastructure 

3.2 Decision  making and internal organisation 

3.3  Working methods and operations 

3.4 Financial  resources and expenditure 

4. EVALUATION  OF THE EUROPEAN TRAINING FOUNDATION 

4.1 Context and objectives  of the evaluation 

4.2 The evaluators'  findings, conclusions and recommendations 

4.3 Follow-up to the evaluation 

5. FUTURE PROSPECTS  FOR THE EUROPEAN TRAINING  FOUNDATION 

5.1  Clarification  of the Foundation's  mission 

5.2 Orientations  for the Foundation's  role in the context of Community  actions 

6. CONCLUSION 

1 

1 

1 

3 

3 

3 

4 

4 

7 

8 

8 

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11 

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i-

REPORT TO THE EUROPEAN PARLIAMENT, THE COUNCIL AND THE 
ECONOMIC AND SOCIAL  COMMITTEE 
ON THE EUROPEAN TRAINING  FOUNDATION 
(ARTICLE  17 OF COUNCIL REGULATION NO 1360/90 OF 7 MAY  1990) 

1. 

INTRODUCTION 

The objective  of the present report  is to provide an overview of the experience  acquired  by 
the work of the European  Training Foundation to date.  The report  is being presented  under 
application  of  Article  17  of  the  Council  Regulation  establishing  the  European  Training 
Foundation1  which  requires  the  Commission  to  create  a  monitoring  and  evaluation 
procedure for  the Foundation  and report on the first  results of this procedure. 

This report addresses  four topics (chapters 2-5): 

• 

• 

• 

• 

the Foundation's  background,  objectives  and role; 

the Foundation's  establishment, organisation  and operations; 

the evaluation  of the Foundation's work to date; and 

reflections  on the Foundation's future  prospects. 

As required  by Article  17 of the Council  Regulation, the report  draws on material  gathered 
by  monitoring  the  Foundation's  activities  and  on  an  independent  evaluation.  The 
Commission's  experience  in cooperating with the Foundation has been taken  into account. 

2. 

T HE  FOUNDATION'S  BACKGROUND,  OBJECTIVES  AND  ROLE 

2.1 

Political  background 

The  European  Council,  meeting  in  Strasbourg  on  8-9  December  1989,  requested  the 
Commission  to prepare a proposal  for the establishment of a European  Training  Foundation 
for Central  and Eastern  Europe.  This proposal was subsequently adopted  by the Council  on 
7 May  1990. 

The  European  Council  took  this  initiative  in  the  context  of  the  political,  social  and 
economic  reforms  in  Eastern  Europe  that  were  beginning,  with  the  aim  of  addressing  the 
need  to  support  the  emerging  democracies  and  market  economies.  The  Community's 
overall  assistance  programme to support these reforms  (Phare) was adopted  by the  Council 
on  18 December  19892, initially  for  Hungary and  Poland, and  subsequently  extended  to the 
remaining Central  and  East European  countries.  The Phare programme  provided  assistance 

1  Council  Regulation  (EEC)  no  1360/90  of  7  May  1990  establishing  a  European  Training  Foundation 
(OJ  L  131  of  23  May  1990, p.  1), later  amended  by  Council  Regulation  no  2063/94  of 27  July  1994 
(OJ  L  216  of  20  August  1994,  p.  9).  These  legal  acts  are  hereafter  referred  to  as  the  "Council 
Regulation". 

2  Council  Regulation  (EEC) no 3906/89 of  18 December  1989 (OJ  L 375 of 23 December  1989, p. 11) 

1 

in areas including training, a sector which was considered  important  for the restructuring  of 
the partner countries' economies at large.3 

Coordination  of foreign  assistance to the partner countries was considered  important  at the 
time  by the  Group  of 24  industrialised  countries  (G  24) which  had  asked  the  Commission 
to take the  lead  in co-ordinating  such assistance.  It was felt  that the Foundation  could  play 
a useful  role in co-ordinating foreign  assistance  in the vocational training  field. 

Within this context, the decision to establish a European Training Foundation was based on 
the following  considerations: 

•  The  problems  of  professional/vocational  training  of  the  workforce  in  Central  and 
Eastern  Europe,  and  in  particular  the  reconstruction  of  training  systems  as  a  whole, 
were  so  complex  that 
it  was  found  necessary  to  establish  a  special  agency 
concentrating on this mission alone. 

•  The  experience  in  vocational  training  gained  at  Community  level,  by  Member  States 
and third countries, both  in the private and public sectors, could  be most effectively  put 
at  the  disposal  of  the  countries  in  transition  to  support  their  reforms,  if  channelled 
through an appropriate  institutional  framework. 

•  While  the  Foundation  needed  a  certain  autonomy  and  flexibility  to  cooperate  with 
national  and  international  facilities,  it  was  expected  to  maintain  a  close  corporate 
relationship  with  the  Commission  and  respect  the  overall  political  responsibilities  of 
the Community and  its institutions. 

Although the European Training  Foundation was legally established  by Council  Regulation 
in  May  1990, the  Regulation  only  entered  into  force  in  October  1993  when  the  European 
Council  in Brussels decided on Turin as the seat of the Foundation4. 

The  delayed  start-tip  meant  that  the  Foundation  had  to  adapt  to  an  environment  different 
Important  Community  assistance 
from  the  one  in  which  it  had  been  conceived. 
programmes,  the  Phare  and  Tacis  programmes,  were  underway,  addressing  the  human 
resources  development  priorities  expressed  by  the  partner  countries.  These  actions  and 
priorities  did  not  necessarily  coincide  with  what  had  originally  been  foreseen  in  the 
Council  Regulation  establishing  the  Foundation  (but  not  acted  upon  in  the  absence  of  a 
decision  on  the  Foundation's  seat). 
It  was  therefore  felt  necessary  to  involve  the 
Foundation  in  the  on-going  assistance  programmes,  by  adding  to  its  statute  a  clause 
permitting  it to implement training programmes agreed  by the Commission5. 

The Independent  States of the former  Soviet Union and Mongolia were included  as the Foundation's 
partner countries by Council Regulation no 2063/94 of 27 July  1994 (OJ L 216 of 20 August  1994, p. 
9),  following  the  recommendation  of  the  Brussels  European  Council  in  October  1993.  The 
Commission  has  proposed  further  extending  the  Foundation's  geographical  remit  to  the  countries 
participating in the MEDA programmes (Commission proposal of 28 April  1997, COM(97)177). 

Decision  taken  by  common  agreement  between  the  Representatives  of  the  Governments  of  the 
Member States on 29 October  1993 (OJ C 323 of 30 November  1993, p. 1) 

5 

Article 3 (c), third indent of the Council Regulation, added by Regulation no 2063/94 of 27 July 1994 
(OJ L 216 of 20 August  1994, p. 9). 

2.2 

Objectives and  tasks 

The objective  of the Foundation, as defined  in the Council Regulation  (Articles  1 and  2), is 
to  contribute  to  the  development  of  the  vocational  training  systems  of  the  countries  of 
Central  and  Eastern  Europe  and  the  former  Soviet  Union  and  Mongolia.  Vocational 
training  is  defined  by  the  Regulation  as  comprising  initial  and  continuing  vocational 
training  as  well  as  retraining  for  young  people  and  adults,  including  in  particular 
management training. 

In  pursuit of  its objective,  the Foundation  is called  upon to fulfil  four  core tasks  which  are 
its primary domains of activity (Article 3 of the Council Regulation): 

• 

• 

to  assist  the  partner  countries  in  the  definition  of  training  needs  and  provide  the 
Community,  the  Member  States  and-third  countries  with  advice  and  information  on 
such needs and on training  initiatives (policy advice); 

to assist  the  Commission  in the  implementation  of training  programmes-as  part  of  the 
Community's  assistance  to  the  partner  countries  (Phare  and  Tacis),  and  in  the 
monitoring and evaluation of training assistance to these countries; 

to  facilitate  international  cooperation,  in  particular  by  promoting  joint-ventures  and 
preparing  pilot  projects.  The  Foundation's  contribution,  which  may  also  include  co-
financing,  should  lead  to  the  financing  of  multi-national  projects  by  one  or  several 
countries.  More  generally,  the  Foundation  was  created  to  act  as  a  "clearing  house" 
through which  international  offers  of training assistance could be channelled; 

to  disseminate  information  and  encourage  exchange  of  experience  in  the  area  of 
vocational  training, for  instance through publications and meetings. 

3. 

THE FOUNDATION'S ESTABLISHMENT, ORGANISATION AND OPERATIONS 

3.1 

Establishment  and  infrastructure 

Following the decision  of the European Council and after  a 6-month  preparatory  period,  the 
Foundation  started  its  activities  in  Turin  in  January  1995,  with  the  Commission  lending 
comprehensive  support to the emerging agency. 

The  building  hosting  the  Foundation  was  provided  by  the  Italian  authorities  at  a  nominal 
rent for thirty years.  Extensive refurbishing  works are being financed  from  the  Community 
subsidy  to  the  Foundation  (5  MECU6).  In  addition,  a total  investment  of  3.3  MECU  was 
made for office  equipment  and general operating expenses from  1994 to  1996.  As of  1997, 
the  on-going  investments  and  running  costs  will  amount  to  appr.  1.7  MECU  per  annum. 
Today,  the  Foundation  has  at  its  disposal,  inter  alia,  state-of-the-art  data  processing 
facilities  which  enable  it  to  operate  a  high  performance  Internet-site  and  address  a  vast 
audience world-wide. 

A site agreement  covering the terms under which the Italian  Government  agrees to host  the 
Foundation  and,  in  particular,  clarifying  the  status  of  the  Foundation's  personnel,  was 
signed on  19 December  1994 and ratified  by the Italian Parliament  in April  1997. 

6 

1994: 2 MECU;  1995:  1  MECU;  1996:  1  MECU;  1997:  1 MECU. 

3 

Personnel  for  the  Foundation  were  recruited  from  mid-1994,  commencing  with  the 
appointment  of  the  Director  by  the  Foundation's  Governing  Board  on  20  May  1994.  At 
present,  the  Foundation  employs  a  total  of  150  staff  (130  temporary  agents,  16  auxiliary 
and  local agents, 4 experts on secondment from  national administrations)7.  The duration  of 
contracts, which are renewable, varies from  3 to 5 years. 

Once the decision  on the Foundation's  seat had  finally  been taken,  its establishment  on  site 
was accomplished  in a comparatively very short time. 

3.2 

Decision  making and internal  organisation 

The Foundation  has a Governing Board  consisting  of representatives  of the Member  States 
and  chaired  by  a Commission  representative  which  acts  as the  agency's  supreme  decision 
making body.  During  1994-97 the Board, meeting twice per year: 

-  appointed the Director and the Advisory  Forum; 
-  adopted rules on local agents and a staff  committee; 
-  set down the financial  rules of the Foundation; 
-  adopted the Foundation's annual work  programmes; 
-  adopted the annual budgets; 
-  gave budgetary clearance to the Director for  1994 and  1995; 
-  approved the draft  annual reports. 

the  Governing  Board,  being  especially 

The role of the Director  is central  in the organisation.  He prepares  and  organises the work 
of 
the  drawing-up  and 
implementation  of the  work  programme, the  execution  of the  budget  and  all  staff  matters. 
He  is  the  legal  representative  of  the  Foundation,  and  maintains  relations  with  the 
Commission  as well as Member  State and partner country authorities. 

responsible 

for 

The  Foundation  is divided  into  three  operational  departments,  responsible  respectively  for 
vocational  training  programmes,  analysis  and  development,  and  technical  assistance  to 
Tempus.  These  are complemented  by a Directorate, which  consists  of the  post of  Director 
and  two  Deputy  Directors.  Management  training  takes  place  by  means  of  a  horizontal 
matrix organisation,  using the  staff  of the operational  departments.  These  departments  are 
supported  by  four  central  service  units:  financial  and  legal  matters,  administration  and 
personnel,  information  and publications, and  computer  systems.  An organisational  chart  is 
attached  as Annex 2. 

Financial  control  of  expenditure  from  the  Foundation's  own  budget  is  assumed  by  the 
Financial  Controller  of  the  Commission.  In  the  interest  of  administrative  efficiency,  this 
function  was recently  delegated  to the Commission's  Financial  Control  subsidiary  at Ispra. 
The control of Phare and Tacis operational  funds  handled  by the Foundation  is also ensured 
by the Financial Controller of the  Commission. 

3.3  Working  methods and  operations 

The  Foundation's  operational  activities  have  made  considerable  progress  over  a  period  of 
almost  three  years  commencing  mid-1994.  The  emphasis  during  the  initial  phase  (1994) 
was  on  developing  a  conceptual  structure,,  in  particular  by  designing  the  Observatory 
concept.  From  1995, once the  Foundation  was  installed  in Turin,  programme  management 
functions  were established,  starting with the transfer  of the task to assist the Commission  in 

7 

The  Foundation's  establishment  plan  is included  as Annex  1. 

4 

the  management  of  the  Tempus  programme.  The  Commission  provided  active  support  in 
developing  tools  and  methodologies,  especially  where these  were  of  immediate  relevance 
for Community  actions (Observatory, management of Community  programmes). 

The Foundation's  tools - the Observatory and the Advisory  Forum 

The objective  of the  Observatory,  a concept  initiated  and  supported  by the Commission,  is 
to gather and analyse accurate and up-to-date  information  and analyse developments,  needs 
and priorities  in vocational training in the partner countries.  Such information  and  analyses 
are, in principle, destined  for the partner states'  competent authorities  as well  as those  who 
are  seeking  to  support  training  reforms  within  the  partner  states,  in  particular  the 
Community  and  its Member  States.  The observatory  function  is being  performed  with  the 
support  of  a  network  of  'national  observatories'  in  the  partner  countries  (contractors  who 
are  attached  to  an  existing  institution  or  authority).  By  1996,  national  observatories  had 
been  set  up  in  11  countries  in  the  Phare  area  and  8  countries  in  the  Tacis  area  in 
cooperation  with  the  national  authorities  of  the  countries  concerned.  The  Foundation 
training,  organised  networking  activities,  and  established 
provided  necessary  staff 
structured  reporting,  support  and  monitoring  systems.  In  1996, a  first  series  of  analytical 
reports on the vocational training  systems of the  11 Phare countries was produced.  Within 
the  Foundation,  a  special  observatory  unit  was  set  up  which,  inter  alia,  has  completed  a 
feasibility  study  for the development  of a database (1996).  Today, the  Observatory  can  be 
considered  largely  operational. 

The Foundation's Advisory  Forum,  established  by  its Council  Regulation  and  composed  of 
vocational  training  experts  from  the  Member  States,  the  partner  countries,  the  social 
partners and  international  organisations, represents a considerable  source of knowledge and 
experience  in  training  matters  from  all  the  countries  involved.  Meeting  once  a  year  in 
plenary  and  in sub-groups,  it assists the Foundation  by giving advice on vocational  training 
issues and by suggesting priority areas for the Foundation's  work. 

Generally  speaking,  the  Foundation's  operations  were  conceived  and  developed  in  line 
with  its  basic  tasks  (cf  section  2.2  of  this  report).  The  following  describes  the  progress 
made to date for  each of these tasks: 

The  definition  of  training  needs  and  the  provision  of  information  and  advice  to  the 
Community,  the Member  States  and the partner  countries  (policy advice) 

Having  developed  its  observatory  function,  the  Foundation  has  so  far  deployed  its 
analytical  capacity  mainly  for  the  benefit  of  the  Commission  by  providing  advice  and 
information. 

At  the  request  of  the  Commission,  the  Foundation  prepared  a  number  of  analyses  and 
strategy  papers,  for  instance  by  contributing  to an  assessment  of vocational  training  in  the 
associated  Central  and  Eastern  European  countries  in  the  context  of  the  pre-accession 
exercise  (1996)  and  to  the  Tacis  1996-99  Indicative  Programmes  and  1996-97  Action 
Programmes.  Moreover,  a  number  of  concrete  project  proposals  in  areas  of  key  interest 
were prepared  by the Foundation  for the Commission. 

In  contrast  to  the  extensive  input  received  by the  Commission,  the  Member  States  are  not 
yet  relying  to  the  same  degree  on  the  Foundation's  assistance  and  advice  for  the 
programming  and  design  of  their  bi-lateral  aid  programmes.  This  remains  an  area  to  be 
developed  further. 

However,  the Foundation  provided  a range of services to the  partner countries'  authorities, 
namely  policy  advice,  networking  within  and  amongst  partner  countries,  and  human 

resources  development.  Targeted  staff  development  programmes  have  been  put  in  place 
since  1995,  aiming  to  promote  competence  and  policy  development  skills  amongst  key 
actors  in  partner  countries,  from  the  public  and  private  sectors  and  the  social  partners. 
Regional  'partner  conferences'  served  as  the  principal  forum  for  networking  and  policy 
advice.  The  Foundation  has  also  organised  round  tables,  workshops  and  seminars  for  the 
dissemination  of  good  practice and the provision  of policy  advice  and  has  given  advice  on 
the drafting  of new vocational  training  legislation.  Regular  meetings  have  been  organised 
since  1995  for  the  local  Programme  Management  Units  (PMUs)  in  all  Phare  countries  in 
order to encourage cooperation  in vocational training. 

The provision  of programme  management services  to the Commission 

The  management,  technical  support  and  monitoring  of  projects/programmes  for  the 
Commission  has,  de  facto,  become  the  main  thrust  of  the  Foundation's  activity  during  its 
first  three  years.  The  Foundation  assisted  the  Commission  in  managing  and  monitoring 
such projects/programmes  in three areas: 

•  A number  of  Phare  and  some  Tacis training  assistance  projects,  which  either  focus  on 
one  country  or  are  multi-country  programmes,  were  transferred  to  the  Foundation, 
representing  aggregate  operational  funding  of  81.5  MECU8.  The  Foundation  initially 
provided 
these  administrative  services  on  the  basis  of  contractual  agreements 
concluded  with the Commission  which determined,  for  each  programme  or project,  the 
Foundation's  terms  of  reference  and  the  handling  of  operational  Community  funds. 

A Framework  Agreement  was concluded  between  the  Foundation  and the  Commission 
in  March  1997,  standardising  the  mechanisms  for  the  transfer  of  project  management 
and  clarifying  the  repartition  of  roles  between  Commission  and  Foundation  in  the 
Phare/Tacis  project  cycle.  Under  this  agreement,  the  Foundation  enjoys  autonomy  in 
the  management  of  Community  projects,  subject  to  ex-post  controls,  but  may 
contribute to project  identification  and design only under the Commission's  guidance. 

• 

From  its  establishment  in  Turin,  the  Foundation  was  given  the  task  of  providing  the 
Commission  with  technical  assistance  with  regard  to  the  implementation  of  the 
Tempus  programme,  also  on  the  basis  of  annual  agreements. 
In  this  respect  the 
Foundation  has completed  a range of continuous administrative  activities  following  the 
Commission's  guidelines,  by  preparing  the  project  selection  process,  managing  grant 
contracts  and the  payment  of  grants, monitoring  projects,  promoting  the  dissemination 
of  results,  preparing  and  publishing  documents,  and  providing  general  administrative 
support.  Operational  Community funds  of 321 MECU were  handled. 

•  During  1996-97,  the  Commission  involved  the  Foundation  in  the  implementation  of 
some  measures  preparing  the  associated  Central  and  Eastern  European  countries  for 
participation  in the Community's  Leonardo da Vinci  programme. 

The  facilitation  of 
assistance  ('clearing  house ') 

international  cooperation  and  the  channelling  of 

international 

Some  promising  initiatives  were  undertaken  in  this  domain,  leaving  room  for  further 
development  and  broadening of activities: 

8  A detailed  list  is attached  as Annex 4. 

to  promote  vocational 

Following  an  initiative  by  the  Russian  Ministers  of  Education  and  Labour,  a joint  pilot 
sectors 
project  was  designed 
(electronics/telecommunication,  tourism,  transport  and  wood  production)  in  North-West 
Russia, through the  linking of EU and Russian  institutes.  The project  started  in April  1996 
and has the active support of Austria, Finland, Germany, the Netherlands  and the Region  of 
Flanders.  The  Foundation  assumes  a coordinating  role.  The Member  States  are  expected 
to  contribute  a  total  amount  of  1.5  MECU  in  1996-97;  the  Foundation's  co-financing  is 
0.175 MECU to date. 

training 

reform 

four 

in 

At  a  more  general  level,  the  Foundation  has  begun  to  contribute  to  the  coordination  of 
international  training  assistance,  by  organising  a  first  "donors  workshop"  in  June  1996. 
Representatives  of  national  ministries,  national  and  international  funding  providers,  and 
experts  from  partner  countries  participated.  Similar  workshops  were  held  in  Albania  and 
Bosnia-Herzegovina  (January  and  April  1997).  A  study  into  strategies  for  international 
cooperation  has been carried  out (1997).  Future actions by the Foundation  in this  field  will 
be based on this  study. 

The dissemination  of information  and exchange of experience 

In  addition  to  international  meetings  such  as  the  "donors  workshop"  and  the  follow-up 
measures  planned,  the  Foundation  has  begun  to  develop  two  thematic  vocational  training 
glossaries  and  a  list  of  general  key  terms  in  vocational  training,  in  order  to  encourage  a 
common working terminology amongst the partner countries. 

The Foundation  also uses  its Advisory  Forum  network  (cf  section  3.3)  and  other  networks 
as  a  vehicle  to  promote  the  exchange  of  information  and  experience. 
It  relies  on  its 
cooperation  with  CEDEFOP  to  gather  information  and  materials  for  the  preparation  for 
accession  of  the  associated  countries.  A  detailed  memorandum  of  understanding,  laying 
out concrete cooperation  measures, is being drawn  up by the two agencies. 

3.4 

Financial  resources  and  expenditure 

Being  a European  agency  of the "second  generation", the Foundation's  financial  resources 
could  in  principle  consist  of  contributions  from  various  interested  parties  (Article  9 of  the 
Council  Regulation).  De  facto,  the  Foundation  has  been  financed  exclusively  by  the 
Community to date. 

The Community  financing  is provided  through an annual  subsidy  (budget  line  B7-501), the 
amount of which  is determined  taking  into account the overall  orientations  for  Community 
assistance  to  the  Foundation's  partner  countries  (Article  10  of  the  Council  Regulation). 
This  subsidy  constitutes  the  Foundation's  own  budget  which  is  executed  by  its  Director. 
The  Community  subsidy  serves  to  fund  the  Foundation's  personnel,  its  infrastructure  and 
running costs, the overheads ensuing from  the execution  of the Foundation's  statutory  tasks 
(cf section  1.1  of this report), and operational  expenditure relating to its specific  missions. 

The subsidy has been used as follows9: 

Budgetary  year 

1994 
1995 
1996 
1997 

Community 
financing 
5,000,000 
11,000,000 
16,500,000 
15,400,000 

. 

Funds committed 

'3,159,569 

10,079,446 
14,507,757 

Funds carried  over 
to the following  year 
319,000 
142,370 
665,000 

Unused  funds10 

1,521,431 
778,184 
1,327,243 

In  addition  to  the  subsidy  paid  into  the  Foundation's  budget,  the  Commission  provided 
supplementary  funding  with  regard  to  some  of  the  Foundation's  key  statutory  functions 
during  a  limited  initial  period  on  the  basis  of  contractual  agreements.  This  was  done  in 
order  to  accelerate  the  setting-up  of  the  national  observatories  network  from  which  other 
Community  actions  will  potentially  benefit  (financing  from  the  Foundation's  budget  to 
date: 0.95  MECU; co-financing  by the Commission: 2.57 MECU). 

Direct  expenses  associated  with  Community programmes  administered  by  the  Foundation 
were  financed  from  the respective  programme  budgets,  leaving  staff  salaries  and  overhead 
expenses  to  be  funded  from  the  annual  subsidy.  In  particular,  the  direct  expenses  ensuing 
from  the  administration  of  Tempus  were  funded  directly  from  the  respective  Community 
budget  lines as of  1997 (1.55 MECU). 

4. 

EVALUATION  OF THE  EUROPEAN  TRAINING  FOUNDATION 

4.1 

Context  and  objectives  of the  evaluation 

An  external  evaluation  was  carried  out  as  part  of  a continuous  monitoring  and  evaluation 
procedure  jointly  developed  by  the  Foundation  and  the  Commission  in  accordance  with 
Article  17 of the Foundation's Council  Regulation.  The monitoring and evaluation  process 
aims  at  assisting  the  Foundation  to  keep  track  of  the  accuracy  and  effectiveness  of  its 
procedures and activities and  is designed to build confidence  in the  Foundation. 

The  present  evaluation  was  carried  out  by  an  external  and  independent  contractor  from 
February  to  April  1997.  It  covers  the  period  from  mid  1994  to  early  1997.  The  terms  of 
reference  for the evaluation  covered: 

achievements  vs. 
organisational  and operational  measures. 

the  objectives  outlined 

in 

the  basic  Council  Regulation; 

A more detailed breakdown is included as Annex 3. 

10  The existence  of surplus  funds  in  1994 was due to the time  lapse between  the formal  establishment  of 
the  Foundation  and  the  recruitment of staff  and  investment  in  infrastructure.  The budget  execution  in 
1995 and  1996 was hampered  by the late release of funds  kept  in reserve by the European  Parliament. 

4.2 

The evaluators' findings, conclusions and  recommendations11 

The following  section  summarises  those findings,  conclusions  and recommendations  in the 
evaluation  report which  in the Commission's view deserve  highlighting: 

Findings  and  conclusions 

for 

the  Commission, 

•  The  evaluators  note  that  the  Foundation  presently  focuses  on  the  implementation  of 
the 
training  programmes 
Foundation's  Council  Regulation  in  1994.  This  testifies  in  their  view  to  a  shift  in  its 
role  in regard to the role envisaged  when the Foundation  was set up  in  1990: from  that 
of  an  international  "clearing  house"  towards  an  "implementing  agency"  for  the 
Commission.  As a consequence, the evaluators consider that the Foundation's  strategy 
on  its  "own"  mission  has  emerged  only  recently.  From  the  Commission's  point  of 
view,  this  shift  of  focus  was  largely  caused  by  the  Foundation's  delayed  start-up  (cf 
section 2.1). 

the  amendment  of 

following 

•  The evaluators consider that the Foundation  offers  a distinct "added  value" with  regard 
to  the  management  of  Phare  and  Tacis  projects,  through  its  higher  staffing  level 
(compared  to  Commission  services),  its  technical  competence  and  its  expert  view  of 
the  recipient  countries.  In  none of the  recipient  countries  visited  was  the  Foundation's 
expertise  questioned.  The  Phare  and  Tacis  projects  entrusted  to  the  Foundation  could 
be rated  as bringing effective  support to vocational training reforms.  The  Foundation's 
impact  has consisted  in significantly  enhancing the effectiveness  of projects  which  had 
often  already  commenced. 

•  The  Framework  Agreement  concluded  with  the  Commission  (cf  section  3.3  above)  is 
seen  as  an  instrument  to  clarify  and  standardise  the  Foundation's  contributions  to  the 
Phare  and  Tacis  project  cycle,  while  maintaining  the  Commission's  responsibility  for 
the decision  on the transfer  of projects,  for  the  project  identification  and  programming 
process  and  for  the  ex-post  control  of  project  management.  The  evaluators  consider 
that the agreement paves the way for  increased  efficiency  of the Foundation.  However, 
they  stress  the  Foundation's  currently  limited  role  in  Phare  and  Tacis  project 
identification. 

•  The "national  observatories"  in the field are considered  to represent  a "unique  network 
for  the  creation,  analysis  and  dissemination  of  (relevant)  data".  When  fully 
operational,  this  network  will  be  able  to  contribute  to  the  assessment  of  needs  and 
strategies  and  offer  the  Foundation  a  valuable  source  of  information  in  preparing  in-
depth  studies  and  other  materials  for  its own  use, for  the  Commission  and  for  a  wide 
public.  The  evaluators  express  their  concern  about  giving  the  observatory  network  a 
strategy  for  its  long-term  development,  in  particular  about  not  overloading  it with  too 
many  functions,  and  stress  the  importance  of  continuing  to  support  the  network,  not 
least  financially. 

•  The  policy  advice  and  training  activities  financed  from  the  Foundation's  own  budget 
thematic  workshops/seminars  and  staff 
have  brought  concrete  results. 
development  activities  are  highlighted  as pertinent  to the  Foundation's  core  mission  of 

Both 

Further  details  concerning  methodology,  evaluation  activities  and  their  results  can  be  found  in  the 
complete  evaluation  report  which  can  be  provided  upon  request.  The  evaluator's  findings, 
conclusions  and  recommendations  do  not  necessarily  represent  the  position  of  the  European 
Commission. 

providing  advice  in  vocational  training  matters,  with  the  latter  being  seen  as  the  best 
instrument  to  give  such  advice.  Likewise,  the  Foundation's  Advisory  Forum,  despite 
its  large  size,  has  in  the  evaluators'  opinion  been  able  to  demonstrate  its  impact  with 
regard  to  the  development  of  vocational  training  policies.  Having  designed  and  put 
into practice  a pilot  project  in North-West  Russia with five bi-lateral  donors  represents 
in the evaluator's view a significant  achievement. 

The  Foundation's  organisational  structure  is  considered  to  be  adequate  for  its  present 
role  (i.e.  mainly  management  of  Phare  and  Tacis  programmes)  but  might  have  to  be 
adapted  if  the  Foundation  were  to  act  more  as  a  "clearing  house"  and  "centre  of 
training  expertise".  The  level  of competence  of  its personnel,  while  globally  adequate 
to  the  present  task  profile,  could  be  enhanced  by  increasing  the  number  of  staff  with 
specific  vocational  training  expertise  in  the  department  responsible  for  vocational 
training  programmes.  The  Foundation  has  in  the  evaluators'  view  a  substantial  base 
for the development  of "institutional  expertise",  i.e. for  rendering  its potential  effective 
in a given  area. 

The evaluators  draw the overall  conclusion  that, over a period  of two years, the  Foundation 
has achieved  important positive results. 

However,  they  also  highlight  certain  issues  which  need  to  be  improved,  in  line  with  the 
Commission's  perception  of the situation: 

•  The  Foundation's  management  requires  a  number  of  adjustments,  such  as  (1)  the 
installation  of  an  internal  management  information  system  which  would  supervise  the 
advancement of different  programmes and projects,  and communicate  such  information 
to  the  Governing  Board  and  interested  Commission  departments;  (2)  more  transversal 
communication  within  the  Foundation,  building  on  measures  already  underway,  and 
the development  of wider competencies  in order to build  up institutional  expertise; and 
(3)  the  creation  of  a  framework  for  quantitative,  activity-related  cost  analysis  which 
will  make  the  cost  of the  Foundation's  different  activities  transparent.  The  evaluators 
consider the  latter an urgent  necessity. 

•  The  Foundation's  financial  procedures,  as  well  as  the  organisation  of  its  financial 
services, are considered  to be in need  of further  improvement.  The evaluators  consider 
that the Foundation  should  continue the current  re-organisation  of  its financial  services 
in  order  to  install  a  more  uniform  and  transparent  financial  function,  proceed  with 
subject-related  training  and  harmonise  its  own  tender  rules  for  operational  activities 
with those applied  to Phare and Tacis  funds. 

This  assessment  coincides  with  the  Commission's  understanding.  The  Commission's 
Financial  Controller  recommends  establishing  a  uniform  financial  management  which 
covers  the  Foundation's  different  operations  and  guarantees  a  coherent  approach  in 
terms  of  financial  management,  accounting  and  reporting.  The  Commission  also 
welcomes  the  fact  that,  according  the  evaluators,  measures  are  currently  being 
undertaken  to  improve  the  knowledge  of  and  assistance  to  operational  managers  in 
preparing  and adjudicating  tenders. 

Recommendations 

A  range  of  concrete  recommendations  have  been  made  which  will  have  to  be  analysed  in 
detail  and  by  the  competent  bodies.  At  policy  level,  the  evaluators  suggest  considering  a 
shift  of  emphasis  from  the  present  "strategy  of  volume"  (i.e.  accumulating  responsibility 
for  as  many  projects  as  possible)  towards  a  strategy  of  focus.  The  Foundation  should 
concentrate  more  on  its  "original"  mission  of  acting  as  an  international  "clearing  house" 

10 

and a focal  point for training expertise, and therefore  develop  its observatory  function,  staff 
development  and  policy  advice  activities  etc.  While  the  administration  of  projects  for  the 
Commission  should  continue, the  Foundation  should  closely  liaise with  the Commission  in 
order  to  ensure  that  the  projects  transferred  are  in  line  with  the  Foundation's  statutory 
objectives. 

4.3 

Follow-up  to the  evaluation 

It  is considered  crucial  that  the  evaluators'  conclusions  and  recommendations  be  analysed 
and  acted  upon  where  necessary.  The  Foundation  itself  is the  immediate  addressee  of  the 
evaluation.  Therefore,  it  is  primarily  the  responsibility  of  the  Foundation,  and  especially 
its  Director,  to  provide  an  appropriate  follow-up  to  the  evaluation.  A  number  of 
recommendations  are directed  at the  improvement  of the  Foundation's  management,  of  its 
financial  procedures and of relations with the Foundation's  different  "clients". 

A  more  general  discussion  about  the  Foundation's  future  missions  and  strategy  might 
ensue,  taking  up  the  evaluators'  recommendation  that  the  Foundation  clarifyJts  priorities. 
All  matters  of  policy  will  be  discussed  by  the  appropriate  bodies,  in  particular  the 
Foundation's  Governing  Board which will address these matters soon  when  considering  the 
Foundation's  1998-2000 work  programme. 

The  Foundation's  Governing  Board  has  stated  that  it  is  committed  to  contribute  to  the 
political  conclusions 
the  evaluation  and  supervise  necessary 
administrative  adjustments. 

to  be  drawn 

from 

FUTURE  PROSPECTS  FOR  THE  EUROPEAN  TRAINING  FOUNDATION 

The  following  chapter  sets  out  the  Commission's  own  proposals  with  regard  to  the 
Foundation's  future  strategy.  These  are  intended  as a contribution  to a wider  discussion  in 
which  further  contributions  would  be  welcome.  Two  themes  will  be  addressed:  a  clearer 
definition  of the Foundation's  mission, as recommended  by the evaluators, and  orientations 
for  the  Foundation's  future  work  within  the  framework  of  Community  programmes  and 
policies. 

5.1 

Clarification  of the Foundation's  mission 

The  Commission  notes  the  evaluators'  recommendation  that  the  Foundation  "focus  more 
energy  on  its  original  mission"  as  an  international  clearing  house  for  training  initiatives 
and  as  a focal  point  for  expertise  which  supports  vocational  training  reforms  through 
targeted  advice.  While  the  Foundation  will  no doubt  continue  to assist  the  Commission  in 
implementing  Community  (Phare and Tacis) projects* this should  not be to the detriment  of 
the Foundation's  core missions. 

To reinforce  its original  missions, the Commission  recommends that the  Foundation: 

• 

• 

• 

consolidate  its analytical  capacity.  This will  require earmarking  the necessary  funds  in 
the Foundation's  own  budget to sustain  the observatory  network; 

keep  developing  its  internal  expertise  and  its  understanding  of  European  best  practice 
in key vocational  training areas, making full  use of the expertise of CEDEFOP; 

further  develop  its  policy  advice  activities  for  the  partner  countries,  including  staff 
development  programmes,  contribution  to  vocational  training  legislation,  targeted 
studies, workshops  and conferences  etc.; 

11 

• 

reinforce  its capacity  as a "clearing  house" providing  national  and  international  bodies 
with  needs  analyses  and  channelling  assistance  initiatives.  This  can  only  be  done  in 
close cooperation  with the partner countries. 

In  particular,  in  the  light  of  the  Foundation's  original  tasks  as  laid  down  in  its  Council 
Regulation  (cf  section  2.2  above), there  would  seem  to be  scope  for  giving  more  weight  to 
the  following: 

Dissemination  and exchange of information and  expertise 

Since  the  vocational  training  reform  process  in  the  partner  countries  depends  to  a  large 
degree  on  the  ready  availability  of  expertise  and  know-how,  the  dissemination  of 
information  and  exchange  of  experience  needs  to  be  reinforced.  The  Commission 
encourages  the  Foundation  to  continue  developing  a structured  information  flow  from  the 
European  Union  to  the  partner  countries  (and  also  between  partner  countries),  through 
networking  amongst  competent  bodies  and  targeted  information  activities  (publications, 
seminars,  use  of  the  Internet  etc.),  assisting  the  partner  countries  to  take  fulLbenefit  from 
best  practice  in  the  Union  and  orient  their  policies  towards  modern  European  standards  in 
vocational  training. 

In  providing  the  know-how  required  for  the  restructuring  of  vocational  training  systems, 
the Foundation  should  draw on: 

• 

• 

the  Community's  vocational  training  policies  developed  under  Article  127  of  the 
Treaty  and  the  experience  acquired  by  the  Community  through  its  various  vocational 
training  programmes.  The  action  proposals  made  within  this  framework,  relating  for 
instance  to  the  mutual  recognition  of  qualifications,  transparency  of  standards,  cross-
border  mobility  and  new  technologies  in  training,  are  equally  relevant  for  certain 
partner  countries  which  are  facing  a  similar  need  to  increase  competitiveness,  defuse 
the employment  crisis and  combat  social  exclusion.  It  is evident that close  cooperation 
with  CEDEFOP  must continue  in this context; 

the  vocational  training  policies  of  the  Member  States  and  the  experience  gained  at 
national  level,  in  particular  the  expertise  of  regional,  public  and  private  bodies  and 
institutes  within  the  Member  States,  which  represent  a  vast  and  diverse  source  of 
information. 

Reinforced  cooperation  with the Member  States 

In  accordance  with  its  mandate  to  provide  the  Community's  Member  States  with  advice 
and  information  on  training  assistance  to  the  partner  countries,  and  to  act  as  a  "clearing 
house"  for  international  cooperation  (Article  3  (b)  of  the  Council  Regulation),  the 
Foundation  could  broaden  its cooperation  with  Member  States by: 

•  making  the  data  and  analysis  resulting  from  the  Foundation's  observatory  network 
available to Member  States  in a systematic manner,  and providing advice on this basis; 

• 

• 

based  on  the  positive  experience  with  the  North-West  Russia  pilot  project,  initiating 
further  multi-national  pilot  projects  with  technical  and  financial  contributions  from 
Member  States and  in conformity  with the Foundation's  tasks and  objectives; 

improving  the  flow  of  information  amongst  national  authorities  about  training  needs 
and  assistance, through  targeted  networking  activities; 

12 

• 

reinforcing 
the  Governing  Board's  role  with  regard  to  the  Foundation's  work 
programme,  for  instance  by  organising  discussions  amongst  its  members  on  specific 
issues of common  interest. 

5.2 

Orientations  for the Foundation's  role in the context of Community  actions 

While  the  need  to  strengthen  the  Foundation's  original  role  can  readily  be  acknowledged, 
the  Commission  expects  the  operational  link  with  the  Phare  and  Tacis  programmes  to 
continue.  Precise  coordination  with  the  relevant  Community  actions  and  policies  is 
therefore  crucial.  The  Commission  considers  on-going  close  links  with  the  Foundation 
indispensible to ensure a common  approach on vocational training policies. 

The Framework  Agreement 

The Framework  Agreement  signed  recently clarifies  the Foundation's  operational  link with 
the  Commission  and  its  contribution  to  the  Community's  overall  assistance  programmes. 
It  will  serve  as  a  tool  to  define  this  contribution  more  accurately,  by  clearly, laying  down 
the  areas  in  which  projects  can  be  entrusted  to  the  Foundation.  This  will  go  some  way 
towards  fulfilling  the evaluators'  recommendation  to select such programmes  "carefully". 

The Foundation  's contribution  to the pre-accession  process 

In  the  context  of  Community  actions  preparing  the  accession  of  associated  Central  and 
Eastern  European  countries, the Foundation,  as an agency  specially  designated  to assist  the 
countries  in  question,  is  invited  to  target  its  efforts  at  the  specific  requirements  of 
vocational  training  reform  in  the  pre-accession  process.  The  following  priorities  can  be 
quoted  in this  context: 

•  The  integration  of  the  associated  countries  into  the  European  Union  presupposes  the 
existence  of  vocational  training  systems  which  are  flexible  enough  to  respond  to  the 
structural  economic  adjustments  likely to result from  membership  in the Union, to cope 
with  competitive  pressure  and  market  forces  within  an  enlarged  Union  and  to  foster 
employment.  Systemic  training  reform  and  the  adaptation  of  vocational  training 
structures  to  these  needs  should  be the  Foundation's  overriding  aim.  To  this  end,  the 
Foundation  should  promote  the  transfer  of  expertise  acquired  by  the  Community  and 
its  Member  States  (cf  section  5.1)  and  provide  policy  advice  on  this  basis.  It  should 
deepen  its  staff  development  activities  and  might  envisage  establishing  networks 
between  the  reference  groups  it  is already  addressing  in the  partner  countries  (decision 
makers  in vocational  training  administrations, social  partners) and  EU  counterparts. 

•  The  implementation  of the  acquis communautaire  in social  policy  may  include  aspects 
of  vocational  training  in  a broader  sense.  First,  the  involvement  of  the  social  partners 
in the  identification  of  labour  market needs, the definition  of skill  requirements  and  the 
design  of  training  measures,  in  particular  continuing  training,  needs  to  be  enhanced. 
Second,  the  cooperation  between  enterprises  and  authorities  to  foster  the  continuing 
training of specific  target groups may have to be deepened.  Also, national  and  regional 
administrations 
to  be  familiarised  with  Community 
objectives,  methods  and  procedures  in this context.  Future activities  might  build  on the 
preparatory  work already  undertaken  by the  Foundation. 

in  partner  countries  need 

•  The  adaptation  to  the  acquis  communautaire  in  key  sectors  of  the  economy  will 
necessitate  various  forms  of  investment,  to be supported,  for  instance, through  national 
In  addition  to  capital 
investment  funds  and  facilities  for  the  financing  of  SMEs. 
investment,  attention  will  be  paid  to the  necessary  immaterial  investment.  Vocational 
training  assistance  could  be  needed  to back  up the capital  investment  made  and  ensure 

13 

that  it  serves  the  adaptation  to  European  standards.  The  Foundation's  possible 
contribution  to such sectoral  measures will be explored  further. 

The former  Yugoslav Republics  and Albania 

In these countries the Foundation  is invited to continue and broaden  its activities to  support 
the  restructuring  of  the  vocational  training  systems  and  the  co-ordination  of  the  work  of 
donors organisations. 

The Tacis  countries 

A  key  challenge  in  these  countries  will  be  to  raise  awareness  of  the  importance  of 
vocational  training  reform,  given  that  the  breakdown  of  centrally  planned  economies  and 
the  previously  over-specialised 
problems. 
Consequently,  this  topic  should  receive  a  higher  profile  in  European  and  international 
assistance.  It follows that the Foundation  should: 

courses  pose 

fundamental 

training 

• 

• 

initially  focus  on  skill  needs  analysis  in  order  to  determine  the  precise  nature  of  the 
structural  training  reforms  required  by  these  countries,  and  develop  its  capacity  to 
provide competent advice to these countries, the Commission  and  international donors; 

at  the  request  of  the  Commission,  make  a  more  important  contribution  to  the 
programming  and design  of vocational  training assistance  within  the  framework  of the 
Tacis programmes, and pilot innovative solutions to problems; 

• 

improve the coordination  of international training assistance. * 

The extension  to the MED A countries - Amendment  to the Council  Regulation 

The Barcelona  Euro-Mediterranean  conference,  the conclusions of which  were accepted  by 
the European  Council  in November  1995, stressed the importance of vocational training  for 
Euro-Mediterranean  cooperation.  The work  programme  adopted  by the conference  called, 
inter alia, on the European  Training Foundation to contribute.  The Commission  agrees that 
within  the  institutional  framework  established  for  the  Foundation,  the  Community's 
vocational  training  experience  can  be  placed  at  the  disposal  also  of  the  Mediterranean 
partners,  and  has therefore  proposed  extending  the  Foundation's  geographical  remit  to  the 
countries  participating  in  the  MEDA  programme  by  amending  the  Foundation's  basic 
Council  Regulation12. 

The Commission  has worked extensively  on upgrading technical  and  vocational  training  in 
the  MEDA  region  and  has  developed  a  close  and  fruitful  working  relationship  with 
Member  State  institutions  and  consultancies  in  so  doing.  It  welcomes  the  involvement  of 
the  Foundation  as  an  additional  resource  upon  which  it  can  draw.  Starting  anew  in  this 
region,  the  Foundation  will  have to build  up its  internal  competence  and  determine  its  role 
in  close  cooperation  with  the  Commission's  MEDA  services.  The  creation  of  analytical 
tools  would  seem  a logical  and  likely first step. 

Efficient  coordination  with Community policies  and bodies 

The  legislative  proposal  to  extend  the  European  Training  Foundation's  basic  Council 
Regulation  to  the  Mediterranean  countries  also  contains  certain  measures  designed  to 
These  measures  can  be  seen  as 
further  enhance 

the  Foundation's  efficiency. 

12  Commission  proposal  of 28  April  1997,  COM(97)177. 

14 

complementary  to  the  findings  of  the  external  evaluation.  In  particular,  it  is  proposed  to 
provide  the  Foundation  with  general  policy  guidelines  which  will  allow  for  its activities  to 
be  aligned  efficiently  with  the  Community  policies  adopted  with  respect  to  the  partner 
countries,  in  particular  the  pre-accession  strategy.  The  Commission  will  also  reinforce 
efficient  coordination  with  other Community bodies, in particular CEDEFOP. 

6. 

CONCLUSION 

The  Commission  shares  the  evaluators'  overall  positive  assessment  of  the  work  of  the 
Foundation  and  its  staff  and  considers  that  the  Foundation's  achievements  to  date  have 
demonstrated  its ability to make a valuable contribution  to vocational  training reform  in the 
partner countries. 

The  Foundation's  progress  has,  in  the  Commission's  view,  been  fostered  by  the 
Foundation's  Governing  Board  which lias invested  an  important effort  in the  establishment 
and  development  of the  Foundation,  through  the  rapid  adoption  of  all  necessary  rules,  the 
annual budgets and work programmes and by the comprehensive  support  it provided. 

The  Foundation  also  owes  its  successful  and  rapid  establishment  to  the  constructive  and 
significant  input from  the Italian  authorities at national, regional and  local  level. 

The  evaluation's  findings  can  be  summarised  by  stating  that  Foundation  has  been  able  to 
demonstrate  its  "added  value"  in  key  areas:  the  management  of  Phare  and  Tacis  training 
projects, the gathering and analysis of information  through  its observatory network,  and the 
provision  of  competent  advice  to  the  Commission  and  to  partner  countries  on  vocational 
training matters. 

However,  some  areas  of  activity  in  the  Foundation's  statutory  mandate  deserve  more 
attention.  These  are  notably:  cooperation  with  the  Member  States;  facilitation  of 
international  cooperation  ("clearing  house");  and  dissemination  of  information  about 
European  expertise  and  experience  in  vocational  training.  This  needs  to  be  reinforced 
without prejudice  to the Foundation's  continuous  involvement  in the  implementation  of the 
Phare  and  Tacis  programmes.  The  latter  will  become  more  focused  following  the 
conclusion  of  a  Framework  Agreement  with  the  Commission.  The  Commission  expects 
that  due  attention  will  be  paid  to  the  evaluation  report's  recommendations  with  regard  to 
the Foundation's  management  and financial  procedures. 

The  Foundation's  will  have  a  role  in  the  pre-accession  process. 
Its  contribution  in  the 
context  of  the  MEDA  programmes  will  have  to  be  planned  carefully  once  the  legislative 
basis  has  been  established  by  the  Council.  In  this  context,  the  Commission  considers  on 
going  close  links  with  the  Foundation  indispensible  to  ensure  a  common  approach  on 
vocational  training  policies.  It has proposed  some modifications  to the Council  Regulation 
in order to further  enhance the Foundation's  guidance and  efficiency. 

The  Commission  would  welcome  a  broader  discussion  on  the  Foundation's  future 
orientations and  in particular  invites the Foundation's Governing  Board to contribute. 

15 

Annex 1 

Establishment  plan 

{& 

1. 

Temporary  agents 

A 

2 

A3 

A4 

A 

A 

B 

B 

B 

C 

C 

5 

7 

1 

3 

5 

1 

3 

5 
C 
TOTAL 

'  • 

1 

2 

7 

16 

34 

4 

10 

32 

2 

3 

19 

1 30 

Other agents of the Foundation 

Auxiliary agents 

Total 
Local agents 
Detached National Experts 

A 

B 
C 
D 

Q.25  fte* 

3.50 fte 
3.16 fte 
0.66 fte 
7.75 fte 
9.00 fte 
4.00 fte 

fte  = full  time  equivalent 

» 

Annex 2 

Organisational chart 

\£ 

Directorate 
Office 

2A,1C 

EUROPEAN  TRAINING  FOUNDATION  :  Organigramme 

Director 

Peter DE  ROOI] 

1A 

Deputy  Director 

Ulrich  HILLENKAMP 

1A,1C 

December 1996 

1 
Deputy  Director 

Livio  PESCIA 

1A,1C 

Tempus  Dept. 

Olivier  RAMSAYER 

16A,  12B, 4C 

Vocational  Education  & Training  Dept. 

Analysis  & Development  Dept. 

]ean - Raymond  MASSON 

16A, 11B, 3C 

Hans  Konrad KOCH 

12A,5B,2C 

J> 

Phare  Unit 

Tacis  Unit 

Phare  Unit 

Tacis  Unit 

Peter 
BEDEWELL 

Sandra 
STEFANI 

Anthony 
GRIBBEN 

Markku 
JUNKKARI 

Observatory 
Unit 

Ton 
FARLA 

Strategy 
Unit 

Lindsay 
JACKSQN 

Management 
training 
programme 

Financial and  Legal  Dept. 

Administration  & Personnel  Dept. 

Information  & Publications  Dept. 

Computer Systems  Dept. 

Dominique  HUBART 

4 A, 6B, 2C 

Francesco  PANZICA 

2A, 4B, 5C 

Gisela  SCHURINCS 

2A, 3B, 4C ; 

jeffHARRlS 

3A, 5B, 1C 

Annex 3 

Breakdown of revenue and expenditure 

lo 

Budgetary 
year 

Budget title 

Community 
financing 

Funds  committed  Funds carried  over 

Unused  funds 

to the  following 
year 

1994 

1995 

1996 

K> 

Title  1  - Personnel  expenses 
Title 2 - Building, equipment and running expenses 
Title 3 - Operational  expenses 
Title 9 - Reserve 
Total 
Title  1  - Personnel  expenses 
Title 2 - Building, equipment and running expenses 
Title 3 - Operational  expenses 
Title 9 - Reserve 
Total 
Title  1  - Personnel  expenses 
Title 2 - Building, equipment and running expenses 
Title 3 - Operational  expenses 
Title 9 - Reserve 
Total 

1,391,750 
3,323,250 
285,000 

5,000,000 
6,769,953 
2,471,538 
1,658,509 
100,000 
11,000,000 
9,794,188 
2,485,062 
4,220,750 

620,089 
2,387,193 
152,286 

3,159,569 
6,360,136 
2,271,926 
1,447,384 

10,079,446 
8,715,845; 
2,453,404 
3,338,508 

WÊ8ÊÈ 

319,000 

142,370 

142,370 

665,000 

771,661 
617,057 
132,714 

1,521,431 
409,817 
199,612 
68,755 
100,000 
778,184 
1,078,343 
31,658 
217,242 

16,500,000 

14,507,757 

665,000 

1,327,243 

Annex 4 

List of Phare and Tacis projects managed by the Foundation 

11 

COUNTRY 

PROGRAMME  TITLE 

CONVENTION 
NO. 

BUDGET 

PAIDBYETF 
31/12/96 

Date 
signed 

End of 
convention 

Czech. Republic 

Vocational education  and training reform 

Estonia 
i 

Latvia 

Lithuania 

Poland 

Romania 

Sîovak Republic 

Sioveniâ 

Albania 

Estonia 

Latvia 

Bulgaria 

Bulgaria 

Estonia 

^  Estonia 

Vocational education  and training reform 

Vocational education  and training reform 

Vocational education and training reform 

Vocational education  and training reform 

Vocational  education  and training reform 

Vocational  education  and training reform 

Vocational  education  and training reform 

: Vocational education and training reform 

i Business education reform 

\ Management training 

; Vocational education  and training reform 

I Higher educational  science 

; Education, science, information  system 

Phare multi-country 

Staff  development 

Phare  mufti-country 

National  Observatories 

Phare multi-country 

Higher Education 

Pbaœ multi-country 

Distance  Education 

Phare 

Preparatory  measures 

CZ9305 

ES9409 

LA9408 

LI9410 

PL9416 

RO9405 

SR9403 

SL9405 

AL9506 

LE9502 

BG9315 

BG9506 

ES961201 

ES961202 

ZZ9432 

ZZ9407 

ZZ9520 

ZZ9507 

Leonardo 

4,000,000 

3,215,836 

14/02/95 

31/12/97 

3,000,000 

3,000,000 

4,000,000 

4,000,000 

1,244,163 

2,069,795 

2,048,079 

3,442,759 

14/02/95 

31/12/98 

14/02/95 

31/12/98 

14/02/95 

31/12/98 

14/02/95 

31/12/97 

25,000,000 

10,491,487 

14/02/95 

31/12/98 

4,000,000 

3,000,000 

700,000 

1,700,000 

1,000,000 

1,399,000 

9,000,000 

1,600,000 

600,000 

1,400,000 

1,000,000 

3,500,000 

5,000,000 

700,000 

1,144,220-

1,803,197 

641,435 

122,237 

14/02/95 

31/12/98 

14/02/95 

31/12/98 

14/03/96 

31/12/99 

01/03/96 

31/12/99 

01/03/96 

31/12/99 

17/10/96 

31/12/97 

1,885,140 

26/06/96 

31/12/99 

18/02/97 

31/12/99 

18/02/97 

31/12/99 

15/03/95 

31/12/98 

23/03/95 

31/12/98 

15/07/96 

31/12/98 

16/07/96 

31/12/98 

23/01/96 

30/11/97 

558,473 

339,016 

64,000 

13,788 

510 

\ Business and Higher Education, Language training 

ES9502 

COUNTRY 

PROGRAMME  TITLE 

CONVENTION  NO. 

BUDGET 

PAID BY ETF 
31/12/96 

Date 
signed 

End of 
convention 

Tacis multi-country 

Tacis National  Observatories 

Tacis National  Observatories 

Management  training 

Information,  dissemination,  monitoring Tempus 

Language training 

Language  training 

Tempus II Programme (1995-98) 

Tempus II Programme (1996-99) 

Tempus II Programme (1997-2000) 

Tempus technical  assistance 

Tempus technical  assistance 

Tempus II programme (1995-1998) 

Tempus II programme (1996-1999) 

Tempus II programme (1997-2000) 

Tempus technical  assistance 

Tacis multi-country 

i 

Tacis multi-country 

Tacis multi-country 

Tacis multi-country 

Tacis multi-country 

TOTAL 

Phare 

Phare 

Phare 

Phare 

Phare 

^  Tacis 

Tacis 

Tacis 

Tacis 

TOTAL 

GRAND TOTAL 

Estimation. 

93,0509 

96,5166 

96,5167 

WW94.03 

96,5168 

96,5572 

602,400 

969,800 

530,200 

577,000 

500,000 

782,649 

101,320 

100,000 

174,032 

131,456 

17/08/95 

03/07/96 

03/07/96 

10/11/95 

03/07/96 

07/02/97 

31/12/97 

31/12/97 

31/12/97 

31/12/96 

31/12/97 

31/12/97 

81,561,049 

29,590,942 

Tempus 

II Phare 

102,100,000 

66,534,495 

Tempus 

II Phare 

83,000,000 

24,244,002 

Tempus 

II Phare 

56,500,000 

Tempus 

II Phare 

930,000 

03/04/96 

27/01/95 

31/12/98 

31/12/99 

27/01/95 

31/12/2000 

22/01/97 

31/12/97 

ZZ9432 

1,200,000 

1,058,428 

15/03/95 

»  31/12/96 

Tempus 

II Tacis 

23,000,000 

15,265,082 

Tempus 

II Tacis 

Tempus 

II Tacis 

29,660,000 

24,000,000* 

Tempus 

II Tacis 

624,360 

09/03/95 

30/06/96 

31/12/98 

31/12/99 

22/01/97 

31/12/2000 

22/01/97 

31/12/97 

321,014,360 

107,102,007 

402,575,409 

136,692,949 

ISSN 0254-1475 

COM(97) 379 final 

DOCUMENTS 

EN 

16  11 

Catalogue  number  :  CB-CO-97-369-EN-C 

ISBN  92-78-22807-9 

Office  for  Official  Publications of the European  Communities 

L-2985  Luxembourg 

Is