natgillin/translations-raw huggingface dataset:
This has resulted in the definition of a "strong and effective information strategy", a better use of the means available, the creation of a press officer in each of the European Parliament's Information offices for "going local" and the development of three major projects:
This has resulted in the definition of a "strong and effective information strategy", a better use of the means available, the creation of a press officer in each of the European Parliament's Information offices for "going local" and the development of three major projects:
· the Visitors Centre
· the Visitors Centre
· the WebTV and
· the WebTV and
· the new audiovisual centre.
· the new audiovisual centre.
Communication policy is of course a key issue as regards the 2009 elections.
Communication policy is of course a key issue as regards the 2009 elections.
To that end, the Parliament has proposed an 18-month action programme to make EU citizens more aware of the European elections.
To that end, the Parliament has proposed an 18-month action programme to make EU citizens more aware of the European elections.
An amount of EUR 10 300 000 is planned for 2008; a supplementary funding would be probably needed for 2009.
An amount of EUR 10 300 000 is planned for 2008; a supplementary funding would be probably needed for 2009.
The tables billow present the appropriations allocated to communication policy by the European Parliament.
The tables billow present the appropriations allocated to communication policy by the European Parliament.
European Parliament appropriations : DG INFO
European Parliament appropriations : DG INFO
21 Data processing, equipment and furniture: purchase, hire and maintenance
21 Data processing, equipment and furniture: purchase, hire and maintenance
23 Current administrative expenditure
23 Current administrative expenditure
32 Expertise and information: acquisition, archiving, production and distribution
32 Expertise and information: acquisition, archiving, production and distribution
104 Reserve for information and communication policy
104 Reserve for information and communication policy
Total Staff: DG INFO (including temporaries, contractual and external staff)
Total Staff: DG INFO (including temporaries, contractual and external staff)
The actions run by the Council
The actions run by the Council
Appropriations allocated to communication policy are presented in the following table.
Appropriations allocated to communication policy are presented in the following table.
2213 Information and public events
2213 Information and public events
3312 Information and public events (PESD&PESC)
3312 Information and public events (PESD&PESC)
Inter-institutional cooperation
Inter-institutional cooperation
The EU is a common project shared by all levels of government, all types of organisation and people from all walks of life.
The EU is a common project shared by all levels of government, all types of organisation and people from all walks of life.
Institutions aim to bring the EU closer to the citizens.
Institutions aim to bring the EU closer to the citizens.
Therefore the coordination between the European institutions, in the field of communication and information policy, is necessary.
Therefore the coordination between the European institutions, in the field of communication and information policy, is necessary.
A synergy of actions is even more important when the communication and information policy targets the same public.
A synergy of actions is even more important when the communication and information policy targets the same public.
The cooperation between the Commission and European Parliament is operated at a centralised and decentralised level.
The cooperation between the Commission and European Parliament is operated at a centralised and decentralised level.
At a centralised level, the only instrument that the Commission and the Parliament have for pooling their ideas in the field of better communication and joint actions is the Interinstitutional Group on Information.
At a centralised level, the only instrument that the Commission and the Parliament have for pooling their ideas in the field of better communication and joint actions is the Interinstitutional Group on Information.
Created with o view to set the priorities for the PRINCE programme, the Interinstitutional Group on Information has gained the role of the "forum" proposing the guidelines for the activities in the field of communication.
Created with o view to set the priorities for the PRINCE programme, the Interinstitutional Group on Information has gained the role of the "forum" proposing the guidelines for the activities in the field of communication.
Nevertheless, the statute of the Interinstitutional Group on Information is still to be defined.
Nevertheless, the statute of the Interinstitutional Group on Information is still to be defined.
The European Parliament considers that the group should be predominantly political.
The European Parliament considers that the group should be predominantly political.
The possibility of the creation of a second-level coordination group, implementing the guidelines laid down by the IGI, should be considered as recommended by the EP Resolution on the White Paper of the Commission
The possibility of the creation of a second-level coordination group, implementing the guidelines laid down by the IGI, should be considered as recommended by the EP Resolution on the White Paper of the Commission
At a decentralised level, the European Parliament and the Commission deliver the information through the Houses of Europe, which combine under the same roof the Commission's Representations and EP Information offices.
At a decentralised level, the European Parliament and the Commission deliver the information through the Houses of Europe, which combine under the same roof the Commission's Representations and EP Information offices.
According to the Mission Statement of the European Parliament, the Information Offices of the European Parliament shall be responsible for delivery of DG Information's overall information and communication strategy in the Member States.
According to the Mission Statement of the European Parliament, the Information Offices of the European Parliament shall be responsible for delivery of DG Information's overall information and communication strategy in the Member States.
Its objectives are to inform the citizen , both directly and via the European, national, regional and specialist media outlets, of decisions taken by the Parliament and to promote and project the Parliament and its activities
Its objectives are to inform the citizen , both directly and via the European, national, regional and specialist media outlets, of decisions taken by the Parliament and to promote and project the Parliament and its activities
DG Information, EP Mission Statement adopted on the 24th October 2005 by the Bureau .
DG Information, EP Mission Statement adopted on the 24th October 2005 by the Bureau .
The Representations act as the official representatives of the Commission in each Member State.
The Representations act as the official representatives of the Commission in each Member State.
They play a triple role that consists of: Implementing the Commission's Communication strategy at a local level , providing relevant information about developments within the Commission , interface between the Commission and the political world and civil society in the Member States .
They play a triple role that consists of: Implementing the Commission's Communication strategy at a local level , providing relevant information about developments within the Commission , interface between the Commission and the political world and civil society in the Member States .
The global costs of Information Offices and Representations for 2007 are EUR 128 693 310 of with EUR 39 636 700 are foreseen for the EP Information Offices and EUR 89 056 610 for the Commission's Representations.
The global costs of Information Offices and Representations for 2007 are EUR 128 693 310 of with EUR 39 636 700 are foreseen for the EP Information Offices and EUR 89 056 610 for the Commission's Representations.
The Prince Programme
The Prince Programme
PRINCE was created in 1995 to regroup priority information topics under the EU Budget. aims to fund actions on priority themes.
PRINCE was created in 1995 to regroup priority information topics under the EU Budget. aims to fund actions on priority themes.
Based traditionally on the partnership between the Commission and the Member States it should involve the European Parliament more in the establishment of programme priorities, by involving the MEPs fully in the events organised under the programme's auspices.
Based traditionally on the partnership between the Commission and the Member States it should involve the European Parliament more in the establishment of programme priorities, by involving the MEPs fully in the events organised under the programme's auspices.
The European Parliament is aware of the Commission's demand to replace the five existing budgetary lines for the Prince Programme with a single programme run by the DG for Communication, as this would bring currently greater flexibility for Commission's DG and a central interlocutor.
The European Parliament is aware of the Commission's demand to replace the five existing budgetary lines for the Prince Programme with a single programme run by the DG for Communication, as this would bring currently greater flexibility for Commission's DG and a central interlocutor.
The improvement in communication and information policy can be achieved in a more coherent way within a global concept of communication for citizens.
The improvement in communication and information policy can be achieved in a more coherent way within a global concept of communication for citizens.
This can only be realised on the basis of an analysis of the added value of each information tool
This can only be realised on the basis of an analysis of the added value of each information tool
P6_TA(2007)0099 , 29.03.2007 on the guidelines for the 2008 budget procedure .
P6_TA(2007)0099 , 29.03.2007 on the guidelines for the 2008 budget procedure .
The information and communication strategy has improved over the past few years but more progress needs to be made in order to employ the available resources in the most efficient way possible
The information and communication strategy has improved over the past few years but more progress needs to be made in order to employ the available resources in the most efficient way possible
Some first reflections on a "Budget for results" in the field of information and communication policy could centre on the following points:
Some first reflections on a "Budget for results" in the field of information and communication policy could centre on the following points:
Ø Inter-institutional cooperation versus institutions' autonomy
Ø Inter-institutional cooperation versus institutions' autonomy
Of course, from a budgetary view synergies between the institutions in their communication and information efforts are welcome and sought after.
Of course, from a budgetary view synergies between the institutions in their communication and information efforts are welcome and sought after.
The institutions should cooperate as closely as possible in order to cut overheads for decentralised structures, etc.
The institutions should cooperate as closely as possible in order to cut overheads for decentralised structures, etc.
On the other hand they might have their own concrete communication targets which are not always identical.
On the other hand they might have their own concrete communication targets which are not always identical.
The right balance needs to be achieved between the independence of each EU institution to carry out its own information and communication policy and (i) the extra budgetary costs of separate policies and (ii) possible confusion due to a multiplicity of messages and opinions.
The right balance needs to be achieved between the independence of each EU institution to carry out its own information and communication policy and (i) the extra budgetary costs of separate policies and (ii) possible confusion due to a multiplicity of messages and opinions.
Ø More structured and better prioritised communication
Ø More structured and better prioritised communication
If resources are scarce, priorities for employing them need to be decided upon.
If resources are scarce, priorities for employing them need to be decided upon.
A strategic list of priorities has to be set up which would then have to be checked against budgetary and human resources available.
A strategic list of priorities has to be set up which would then have to be checked against budgetary and human resources available.
All actors involved in decision taking need to be aware that any new communication and information activity which has not been programmed yet by the European Commission will have to come from the margins existing in the current MFF 2007 - 2014 - and these margins are dwindling.
All actors involved in decision taking need to be aware that any new communication and information activity which has not been programmed yet by the European Commission will have to come from the margins existing in the current MFF 2007 - 2014 - and these margins are dwindling.
Ø Cost-effectiveness of modern information technologies
Ø Cost-effectiveness of modern information technologies
In the past few budgetary resolutions, Parliament has consistently argued for effective use of modern information technologies in communication policy.
In the past few budgetary resolutions, Parliament has consistently argued for effective use of modern information technologies in communication policy.
Pilot Information Networks are one example, WebTV might be considered to be another.
Pilot Information Networks are one example, WebTV might be considered to be another.
The cost-effectiveness of the media to be used in communication and information campaigns deserves some close scrutiny and regular re-evaluation in order to be able to keep up with technological developments and possibilities.
The cost-effectiveness of the media to be used in communication and information campaigns deserves some close scrutiny and regular re-evaluation in order to be able to keep up with technological developments and possibilities.
Ø Think local - go local
Ø Think local - go local
In order to achieve the most results with the least means the message one would like to transmit should be adapted to different audiences, sectors or countries.
In order to achieve the most results with the least means the message one would like to transmit should be adapted to different audiences, sectors or countries.
There is a clear link between the medium through which a message is communicated and the level at which this occurs and, besides, local communication may not only be a lot cheaper but at least as efficient as centralised activities.
There is a clear link between the medium through which a message is communicated and the level at which this occurs and, besides, local communication may not only be a lot cheaper but at least as efficient as centralised activities.
As Parliament has noted regularly in the past, efforts should be made to strengthen the extent to which communications policy can be delivered locally, i.e. in a manner that may be readily understood by the people of Europe in local terms.
As Parliament has noted regularly in the past, efforts should be made to strengthen the extent to which communications policy can be delivered locally, i.e. in a manner that may be readily understood by the people of Europe in local terms.
In the short term, this may require greater investment in staff in local offices in Member States with communication and information strategies focussing more on individual citizens.
In the short term, this may require greater investment in staff in local offices in Member States with communication and information strategies focussing more on individual citizens.
ANNEX: TABLE 1
ANNEX: TABLE 1
SECTION III - COMMISSION BUDGET ALLOCATED TO TITLE 16 - COMMUNICATION (2005-2008)
SECTION III - COMMISSION BUDGET ALLOCATED TO TITLE 16 - COMMUNICATION (2005-2008)
Line N°
Line N°
Title (2007 nomenclature)
Title (2007 nomenclature)
Outturn 2005
Outturn 2005
Evolution 2005/2007
Evolution 2005/2007
16 01 01
16 01 01
Dépenses liées au personnel en activité du domaine politique "Communication"
Dépenses liées au personnel en activité du domaine politique "Communication"
16 01 02
16 01 02
Personnel externe et autres dépenses de gestion à l'appui du domaine politique "Communication"
Personnel externe et autres dépenses de gestion à l'appui du domaine politique "Communication"
16 01 03
16 01 03
Dépenses relatives aux achats d'équipements et de services, dépenses immobilières et autres dépenses de fonctionnement du domaine polituque "Communication"
Dépenses relatives aux achats d'équipements et de services, dépenses immobilières et autres dépenses de fonctionnement du domaine polituque "Communication"
16 01 04
16 01 04
Dépenses d'appui aux actions du domaine politique "Communication"
Dépenses d'appui aux actions du domaine politique "Communication"
16 01
16 01
Sub total
Sub total
Actions multimédias
Actions multimédias
Informations destinées aux médias
Informations destinées aux médias
16 02 04
16 02 04
Exploitation des studios de radiodiffusion et de télévisions et équipements audiovisuels
Exploitation des studios de radiodiffusion et de télévisions et équipements audiovisuels
16 02
16 02
Actions locales
Actions locales
Actions spécifiques sur des thèmes prioritaires, dont PRINCE
Actions spécifiques sur des thèmes prioritaires, dont PRINCE
Projet pilote concernant des réseaux d'information pilotes (RIP)
Projet pilote concernant des réseaux d'information pilotes (RIP)
16 03
16 03
16 04 01
16 04 01
Analyse de l'opinion publique (ex 16 03 01)
Analyse de l'opinion publique (ex 16 03 01)
Outils d'information et de communication en ligne
Outils d'information et de communication en ligne
Publications écrites ciblées
Publications écrites ciblées
16 04 04
16 04 04
Publications écrites générales (ex 16 03 03)
Publications écrites générales (ex 16 03 03)
16 04 05
16 04 05
Prince - rôle de l'union européenne dans le monde
Prince - rôle de l'union européenne dans le monde
16 04
16 04
16 05 01
16 05 01
Relais d'information
Relais d'information
16 49 04
16 49 04
Dépenses d'appui aux actions du domaine politique "Presse et Communication"
Dépenses d'appui aux actions du domaine politique "Presse et Communication"
Facilité de performance pour la rubrique 3
Facilité de performance pour la rubrique 3
16 05
16 05
ANNEX: TABLE 2 IMPLEMENTATION POLICY AREA 16 - COMMUNICATION as of 31/12/2006
ANNEX: TABLE 2 IMPLEMENTATION POLICY AREA 16 - COMMUNICATION as of 31/12/2006
Budget Line
Budget Line
Initial Budget
Initial Budget
Total Implementation
Total Implementation
Implementation same date lst year
Implementation same date lst year
Difference (%) at same date
Difference (%) at same date
Implementation on 31/12/2005 (%)
Implementation on 31/12/2005 (%)
Implementation same date last year
Implementation same date last year
Actions générales d'information sur l'Union européenne — Dépenses pour la gestion administrative
Actions générales d'information sur l'Union européenne — Dépenses pour la gestion administrative
Relais d'information — Dépenses pour la gestion administrative
Relais d'information — Dépenses pour la gestion administrative
Prince (programme d'information du citoyen européen) — Actions d'information pour des politiques spécifiques — Dépenses pour la gestion administrative
Prince (programme d'information du citoyen européen) — Actions d'information pour des politiques spécifiques — Dépenses pour la gestion administrative
Actions de communication — Dépenses pour la gestion administrative
Actions de communication — Dépenses pour la gestion administrative
Total 16 01
Total 16 01
Information du citoyen par les médias
Information du citoyen par les médias
Communication directe — Médias
Communication directe — Médias
Total 16 02
Total 16 02
Analyse de l'opinion publique et actions de proximité
Analyse de l'opinion publique et actions de proximité
Actions de communication
Actions de communication
Prince — Débat sur l'avenir de l'Union européenne
Prince — Débat sur l'avenir de l'Union européenne
Total 16 03
Total 16 03
Outils d'information du citoyen
Outils d'information du citoyen
Outils de communication
Outils de communication
Total 16 04
Total 16 04
16 15 01
16 15 01
Total 16 15
Total 16 15
16 49 04 01
16 49 04 01
16 49 04 02
16 49 04 02
16 49 04 03
16 49 04 03
16 49 04 04
16 49 04 04
Total 16 49
Total 16 49
16 50 01
16 50 01
ANNEX: Table 3 : Analysis of costs of external offices
ANNEX: Table 3 : Analysis of costs of external offices
ANNEX: TABLE 4
ANNEX: TABLE 4
COSTS OF THE REPRESENTATIONS
COSTS OF THE REPRESENTATIONS
Working document on PDB 2008 - First analysis
Working document on PDB 2008 - First analysis
The Preliminary Draft Budget (PDB) for 2008 was adopted by the Commission on 2 May 2007.
The Preliminary Draft Budget (PDB) for 2008 was adopted by the Commission on 2 May 2007.
The 2008 budget will be the second that is set to be agreed within the framework of the multi-annual financial framework (MFF) 2007 - 2013 as agreed in the Inter-institutional agreement (IIA) of 17 May 2006.
The 2008 budget will be the second that is set to be agreed within the framework of the multi-annual financial framework (MFF) 2007 - 2013 as agreed in the Inter-institutional agreement (IIA) of 17 May 2006.
This working document provides an initial overview of the main figures and subjects covered in the PDB.
This working document provides an initial overview of the main figures and subjects covered in the PDB.
The structure of the present working document accords with the heading structure of the MFF.
The structure of the present working document accords with the heading structure of the MFF.
This is in line with the political presentation of the PDB by the Commission.
This is in line with the political presentation of the PDB by the Commission.
After an initial overview of the figures, and some general comments by the rapporteur, the working document looks at the main developments in the PDB across the MFF heading structure and at some specific horizontal issues.
After an initial overview of the figures, and some general comments by the rapporteur, the working document looks at the main developments in the PDB across the MFF heading structure and at some specific horizontal issues.
The PDB 2008 itself is essentially a forward looking document, but your rapporteur recalls the importance of monitoring budget implementation during 2007 and also during Parliament's work on the preparation of the 2008 budget.
The PDB 2008 itself is essentially a forward looking document, but your rapporteur recalls the importance of monitoring budget implementation during 2007 and also during Parliament's work on the preparation of the 2008 budget.
Overview of figures by MFF heading
Overview of figures by MFF heading
Table 1a - PDB 2008: commitments and payments (EUR current prices)
Table 1a - PDB 2008: commitments and payments (EUR current prices)
MFF ceiling
MFF ceiling
Competitiveness for growth and employment
Competitiveness for growth and employment
9 847 000 000
9 847 000 000
*10 270 429 000
*10 270 429 000
9 538 679 600
9 538 679 600
76 571 000
76 571 000
Cohesion for growth and employment
Cohesion for growth and employment
46 889 000 000
46 889 000 000
46 877 941 445
46 877 941 445
40 622 714 507
40 622 714 507
11 058 555
11 058 555
Preservation and management of natural resources
Preservation and management of natural resources
58 800 000 000
58 800 000 000
56 275 831 496
56 275 831 496
54 770 478 053
54 770 478 053
2 524 168 504
2 524 168 504
Freedom, security and justice
Freedom, security and justice
747 000 000
747 000 000
691 034 000
691 034 000
496 446 000
496 446 000
55 966 000
55 966 000
615 000 000
615 000 000
598 493 000
598 493 000
694 383 006
694 383 006
16 507 000
16 507 000
The European Union as global partner
The European Union as global partner
**6 911 414 000
**6 911 414 000
7 916 743 400
7 916 743 400
329 804 000
329 804 000
7 380 000 000
7 380 000 000