THE COMMISSION

1. THE COMMISSION Marie Abe WakanaNegishi

2. The Commission Power to initiate policies Proposal Proposal Approve or Reject Council The European Parliament THREE MAIN INSTITUTIONS

3. CABINETS Composition

4. The leader of the Commission • The council nominates and majority votes in the European Parliament is needed • Jose Manuel Barroso is current President • Decide Portfolio for each commissioner Portfolio is particular areas of Responsibility. President

5. “ONE commissioner for each member state”=27 commissioners • Nominated from each memberstate • A new group of commissioners appointed in every 5 years • Meeting held once a week ( College of Commissioners) • College itself has to be approved by the EP Commissioner

6. former ministersor senior ministers • All governments usually nominate “pro-European”, and who have not been associated with any extremist party or wing. • Only the most prominent national politicians likely to be a President. Who can likely to be Commissioners or President?

7. Assisting Commissioners • Meeting is held once a week (chef de cabinet) • Group consists of 6 officials + support staffs • President has 12 officials • Mainly brokering the many different views and interests among Commissioners Cabinet

8. People who are in charge of ADIMINISTRATIVE works. • 26,000 staffs , 20,000 administrative • - 6,000 senior policy-making • - 3,800 research and technological development • - 1,940 office • - 2,500 translation and interpretation The Bureaucracy of the Commission

9. Whether to keep national balance or not? <Advantage> • wide range of knowledge and experiences • get the confidence of national governments and administrations in EU decision-making as their members are involved in policy preparation and administration. • easy to deal with the Commissioners when using the fellow nationals as the access points.  Dilemma in Staffing

10. <Disadvantage> • Pure meritocratic principle has been disturbed. • Cannot completely divest from national identification and loyalties. • Different styles complicate policy making process. Dilemma in Staffing

11. Ministries/Departments= Directorates General and Specialized services • DG→directly handling policies • Specialized Services→ support for policies Eg) the Secretariat General Organization

12. Portfolios and Services

13. Decision-making Mechanism “Model” route

14. Responsibilities 6 major headings - Proposer and developer of policies and legislation - Executive functions - Guardian of the legal framework - External representative and negotiator - Mediator and conciliator - promoter of the general interest

15. Power is exclusive • Initiation, stimulate • Policy – several levels - ×totally free hand…outside voices - major, cross-sectoral, programmes, specific areas 1. Proposer and developer of policies and legislation

16. Legislative - prepalation of policy proposals : sounding & listening process *vast network of advisory commitees - expert / consultative - 3 factors - expert > consultative? 1. Proposer and developer of policies and legislation

17. 3 aspects - Rule-making powers - Management of EU finances - Supervision of ‘front-line’ policy implementation Comitology 2. Executive functions

18. Rule-making powers - gray area, highly detailed & specialised matters - follow automatically primary legislation • Management of EU finances - 2 main duties - expenditure: 40%↑CAP/35%↑cohesion policy - weakened - coordinating & managing 2. Executive functions

19. Supervision of ‘front-line’ policy implementation - supervisor & overseer - 4 important difficulties • Comitology - implementing committee system - problem … 2 main reasons → distinction delegated & implementing act - cooperation of the Council & EP 2. Executive functions

20. supervisory & inplementing responsibilities • aware possible illigalities - supply national transposition measures - self-notification - from another party - own efforts • constraints & restrictions 3. The guardian of the legal framework

21. Non-compliance by a member state • Firms breaching EU law on restrictive practices and abuse of dominant market positions e.g. Microsoft, Intel • Firms breaching EU rules on state aid • Potential breaches of EU rules on company mergers What can the Commission do about breaches of EU legislation?

22. 6 roles - determing & ocnducting trade relations - various special external agreements - international organization - between the EU & non-member states -applocant for EU membership - the CFSP & CSDP 4. External representative and negotiator

23. Search for agreement between competing interests • Grudging incrementalism • Why...? - Non-partisan - best position to judge : continuous & extensive discussion not perfect 5. Mediator and conciliator

24. Sectional & national interests • ‘conscience’ of the Union • Avoid partisanship • Good functioning & cohesion as a whole • Difficult … vague • ×Detached, far-seeing, enthusiastic • Short, possible 6. Promoter of the general interest

25. Provide leadership - 6 key factors • Many academics : marked decline influence • Weakening real vision & leadership • Why...? : several factors The Varying(and Declining?) Influence

26. The most distinctive: political/administrative/responsibilities • academic debate ‘intergovornmentalist’ ‘suprenationalist’ • remain central & vital Conclusion