Perfiles de metilación de los genes CD4 y CD8A y características de sus CGIs 154

support? Other relevant information (not captured elsewhere) – Tunisia Evaluation None. Other relevant information (not captured elsewhere) – Moldova Evaluation None. Other relevant information (not captured elsewhere) – El Salvador Evaluation None. Other relevant information (not captured elsewhere) Microfinance Other relevant information (not captured elsewhere) BizClim Other relevant information (not captured elsewhere) MEDA II

The management structure of the MEDA programme evolved over the period. In 2000 the reform of the Commission’s external assistance addressed four broad areas: the Commission’s programming assistance; the project cycle; the creation of a EuropeAid Cooperation Office; and the devolution of project and programme management tasks and responsibilities to Delegations. From 2003 a new version of the Financial Regulation became effective. (pi)

CDE (2011) The CDE evaluation shows that efficiency was a major issue at the CDE, in terms of inadequate internal organization (Conclusion 6 ), inadequate management of human resources (C7), difficulties relating to the decentralization C8), and limitations in budget and accounting C9).

Those conclusions are summarised as follows (and are further detailed in the report if needed):

“Though important improvements have taken place, the internal organisation of the CDE has remained insufficiently directed to the achievement of the goals of the mandate. Considerable efforts made by the CDE over the last years to overcome its deficiencies and improve its functioning namely, through increased focus on programme approach, the “four pillars” certification, and the improvement of operation and administrative rules. Notwithstanding these positive changes, the organisation of the CDE

remained in many aspects rather bureaucratic and procedural in a way that it constituted an impediment to a swift and flexible cooperation with private sector organisations and SMEs. Even more important, it did not give enough room to the verification that the activities pursued achieve their intended results. The financial data, although compliant with the financial regulation and submitted to regular audits, did not provide the analytical information needed to monitor the strategy and to make quick decisions when revenues and expenditures deviated from the original plans.”

“The management of the human resources of the CDE has been too much oriented to a reduction of the ratio of operating costs to total costs rather than to adaptation of the internal organisation to the best way of fulfilling the mandate.” (see details under JC 10.3 below)

“Decentralisation has so far improved the CDE’s visibility and its proximity to the local stakeholders; however its full potential benefits have been hampered by the limited decision-making capacity of the RFOs and the difficulty of increasing their outreach in countries other than where they are located.” (see details under JC 10.1 below)

“The budget and the accounting did not provide a clear view of the resources and means of the CDE in such a way as to allow an understanding of the way in which resources have been used and thereby to provide guidance on reaching the objectives. The budgets of the CDE have complied with the financial regulation of the CDE but they have not been organised so as to provide clear information on how the resources have been allocated to achieve the objectives. Such limitations imply that it is difficult - including for the management of the CDE - to have a comprehensive view of the resources mobilised by the CDE and the different types of expenditure they allow. Such information would be necessary to guide an efficient allocation of resources and to understand the real leverage of its activities. As it is, the budget and accounts are satisfactory from a formal legal perspective but they do not constitute a useful instrument to follow up the overall activity of the CDE during the budget year.”

Source: ADE (for the European Commission), Evaluation of the Centre for the Development of Enterprise, 2011 (pages iii to v)

Banking Measures in the

Mediterranean area

The Court of Auditors’ report highlights the lack of coordination and information exchange between the Commission and the EIB, on the implementation and follow-up of the banking measures in the Mediterranean funded by MEDA and managed by the EIB. The lack of information was mainly between the EUD at the EIB and the report notes that information provided by the EIB to HQ did not always reach interested EUDs. It notes however that establishment of EIB representative offices has facilitated communication between the Commission and the EIB at the local level: “The Commission, and especially two of the EC delegations in the partner countries visited by the Court, were not sufficiently informed of EIB projects

and was therefore not able to monitor or follow them. Furthermore, even when information had been transmitted by the EIB to the Commission’s central offices in Brussels, it had not always been shared with the delegations visited by the Court. The audits on the spot did, however, show that the establishment of EIB representative offices had facilitated communication between the Commission and the EIB at the local level. This was especially noted in Morocco, with the organisation of regular meetings.” (.14).

The Commission’s official reply to the Court of Auditors Report highlights improvement measures: “since 2005 the Commission, including the delegations, received regular and comprehensive RCO (Risk capital Operations) reports issued by the EIB. » (p.27).

Employment and social inclusion, over 1999-2008

None.

JC 10.1 The devolution facilitated the implementation of the Commission PSD