2025年度活动报告-欧洲行政学院

EuropeanSchool of Administration Contents THE SCHOOL IN BRIEF..............................................................................................................................................................3 EXECUTIVE SUMMARY..............................................................................................................................................................4 A.Key results and progress towards achieving the Commission’s general objectives anddepartment's specific objectives()....................................................................................................................4B.Keyperformance indicators()..............................................................................................................................7C.Key conclusions on internal control and financial management......................................................8 1.KEY RESULTS AND PROGRESS TOWARDS ACHIEVING THE COMMISSION’S GENERALOBJECTIVES AND SCHOOL’s SPECIFIC OBJECTIVES ()....................................................................................9 2.INTERNAL CONTROL AND FINANCIAL MANAGEMENT..................................................................................20 3.A MODERN AND SUSTAINABLE PUBLIC ADMINISTRATION........................................................................20 THE SCHOOLIN BRIEF Mission and Activities TheEuropean School of Administration(EuSA)operates under its founding Decision(2005/118/EC) as an interinstitutional body dedicated to providing learning and development •Interinstitutional cooperationfor learning and development •Leadership and management training •Induction programs and key skills development, including resilience andwell-being •TheCertificationtraining programme •Network forDirectors of Institutes and Schools of Public Administration(DISPA) •Erasmus Public Administration exchange programme for national civil servants. TheSchoolcomprises a team of 20 staff members, with 16 based in Brussels and 4 inLuxembourg.As part of EPSO's organisational chart(Unit 05),EuSAis accountable to the sameinterinstitutional Management Board as EPSO, fallingwithin the portfolio of the Commissioner Tofulfil its mission,EuSAcollaborates closely with the learning and development services of allEU institutionsand agencies.This ensures itsLearning and Development offeriscontinuously Additionally,to furtheroptimiseresources across EU institutions, agencies and bodies, theEuropean School of Administration carries out theinterinstitutional calls for tenderin theareas The year 2025 marked the beginning of a new political and strategic cycle for the European Unionfollowing the 2024 European elections, a new European Parliament and the appointment of a In this context,theSchoolwas called upon not only to respond to learning needs but also toanticipate and shape them through research, reflection, innovation and collaboration with bothinternal and external partners. To ensure its learning offer remains relevant and adds value, EuSA Thanks to the special expertise and know-how in the field of learningand developmentthat ithas developed, EuSA strives to foster purpose-driven, effective and sustainable leadership,working cultureand methodsacross all EU institutions and aims at helping the EU civil service to EXECUTIVE SUMMARY TheAnnualActivityReport is a management report of the Directorof EPSOto the College ofCommissioners. AnnualActivityReports are the main instrument of management accountabilitywithin the Commission and constitute the basis on which the College takes political responsibility A.Key results and progress towards achievingtheCommission’s general objectives and In 2025,European School of Administration (EuSA)consolidated its role as acentralinterinstitutional hub for learning, leadership development, collaboration, and knowledge EuSAassumed a leading role in the preparation,implementation,and follow-up of aninterinstitutionaltender procedure leading to the conclusion of new interinstitutionalframework contracts covering key skills, resilience, and team events/organisational Communication remained a strategic priority. EuSA ensured targeted, accessible, andcontinuously updated informationtoall stakeholders through its online catalogue andvarious Learningoffer–Leadershipandgeneralskills EuSAcontinued to deliver a comprehensive and diversified learning offer, with a strong emphasisonblended format combining face-to-face training,virtual classrooms,coaching,and hybridformat,ensuring maximum flexibility while fostering in-person networkingopportunities.Although administratively demanding, this approach enhances learninguptake,mindset change and long-term capability building, while better accommodatingparticipants’ In total, the School organised 16 leadership sessions tailored forsenior managers,48 tailoredformiddle managersand 150 tailored formanagement levels below Head of Unitreaching In the domain of gener