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Beschreibung
Dear participant of the discussion on the EUSDR,
we thank you very much for your willingness to take part. Your contributions will help us to make better recommendations on how the EU Strategy for the Danube Region can be better brought to life.
Below you can find a series of statements which came out of focus groups (moderator-led discussions) with representatives from all the countries of the Danube Region. We would like to ask you to vote on the statements by clicking on the respective icons on the right of the statements. We would be especially happy if you could also comment on the statements or make further suggestion. Besides you, we invited a series of other experts. We hope that from your comments and those from the other participants a lively discussion will arise.
The statements below refer mainly to the catching-up countries of the Danube Region which are basically the non-German speaking countries. Thus, if you encounter terms like “the countries” or “the eastern countries” then this refers to the non-German speaking area of the Danube Region.
The statements are summarised in five broad sections. The first relates to the problems with project identification and implementation. In the second criteria for projects are mentioned and the third covers comments on the EUSDR in general. Then we also have extracted thematic fields and concrete projects from the focus group (Section 4 and 5).
You will note that the statements are not necessarily consistent. This is intended in order to present the different views for the specific topic.
More information about the project can be found here. The final report is available here.
Weitere Informationen
LETZTE AKTIVITÄT
GRAD DER ZUSTIMMUNG
AM MEISTEN DISKUTIERT
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P1 The main obstacle for the implementation of
17 44
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P2 The public administration/the government wan
9 54
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P37 Projects must work without government suppor
9 42
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P4 On the other hand, there is a lack of
8 54
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P14 The entrepreneurial culture in the countries
7 25
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P5 Reliability is missing. Very often, after ea
7 34
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P82 The EU Strategy for the Danube Region is ine
7 26
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P9 The public administration is corrupt and nep
7 37
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P48 Becoming a supplier for the big automotive c
6 30
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P80 The Danube Strategy needs a narrative, i.e.
6 18
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P88 Creating a high-level body , e.g. of the hea
6 26
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P93 There are enormous disparities between the c
6 32
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P39 It is not necessary to have many projects in
6 38
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P3
The governments invent a lot of strategies
6 36
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P10 In principle, the civil society can serve as
6 29
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P16 The image of successful business men is bad.
5 22
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P11 An obstacle for the implementation of projec
5 31
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P102 The central role for the Danube Strategy is
4 0
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P76 One strategy for the development of the coun
4 29
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P41 In order to move up the quality ladder compa
4 23
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P6 The willingness of commitment to a project i
4 37
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P73 Development of a system for providing public
4 33
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P77 Besides improving the conditions for compani
4 27
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P15 Lack of business skills in the population. T
4 29
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P7 The planning period for the national budget
4 30
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P12 Lack of trust between different agents (busi
4 35
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P74 Not just only manufacturing should be consid
3 29
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P141 Establishment of cross-country vine clusters
3 20
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P89 Creating a managerial team for the implement
3 34
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P55 Focussing on medium- and low-tech sectors fi
3 23
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P49 In order to find a starting point for indust
3 0
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P120 Public transport in cities
3 31
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P40 It is not necessary that only large-scale pr
3 6
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P134 Danube Valley University, increased cooperat
3 13
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P69 Development of collaboration between univers
3 34
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P20 There is a lack of initiative on the part
3 27
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P29 What is missing in the countries are local c
3 28
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P8 There is not much understanding in the admin
3 24
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P13 Often, the budget for project implementation
3 39
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P24 Local businesses suffer from a lack of reput
3 23
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P17 There is no social acceptance of business fa
3 32
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P22 All big companies in the countries that are
3 21
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P21 Firms lack a long-term orientation because t
2 19
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P25 Initiatives or support for SMEs and start-up
2 39
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P23 The involvement of the local firms in the pr
2 29
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P81 The development of a country depends on how
2 18
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P85
The regulatory framework for the Danube St
2 13
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P107 Reindustrialisation of the countries
2 28
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P101 The Danube Strategy can be a means in order
2 28
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P104 Definition of a joint R&D strategy for t
2 23
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P28 FDIs are increasingly knowledge-intensive. H
2 23
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P110 Development of technologies related to water
2 25
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P117 Modernisation of roads, extension of the roa
2 24
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P127 Social entrepreneurship
2 26
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P132 Danube Valley like Silicon Valley in order t
2 17
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P138 Increasing cooperation/exchange between busi
2 17
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P145 Establishment of technology transfer centres
2 15
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P26 SMEs are very small (mostly micro-entreprise
2 15
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P36 Projects must be self-supporting, i.e., base
2 10
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P72 Development of a guarantee-system in order t
2 7
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P30 Companies in the eastern countries do not kn
2 25
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P33 Eastern countries of the Danube Region marke
2 27
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P43 Development of a culture for organising meet
2 32
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P45 A combination of a top-down and a bottom-up
2 35
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P47 One way to reduce the risk of corruption dur
2 6
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P32 There is a dramatic brain drain from the cou
2 24
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P53
Lowering the costs of construction permits
2 26
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P66 Establishment/development of business associ
2 29
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P67 Establishing communities of practice, i.e. i
2 32
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P149 Development of a Centre for Entrepreneurial
1 0
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P131 The following projects are worth considering
1 19
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P118 Modernisation of railroads, extension of the
1 29
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P79 Very broad European strategies are not very
1 13
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P121 Agriculture, organic food production
1 29
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P124 Social entrepreneurship
1 33
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P126 Digitalisation
1 15
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P78 Moving up the value chains is key for the
1 0
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P130 Immigration
1 0
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P44
The forces regarding specific topics shoul
1 32
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P147 Establishment of alumni networks in order to
1 17
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P116 Establishment or improvement of the water in
1 18
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P136 Enhancement of the knowledge transfer betwee
1 16
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P137 Connection of people from the business world
1 13
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P68 Establishment and support of (cross-border)
1 0
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P34 There is a growing critical attitude related
1 0
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P142 Establishment/Intensifying exchange programm
1 17
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P35 Topics for EUSDR projects must be relevant f
1 38
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P146 Development of a platform in order to improv
1 16
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P61 Improvement of the business infrastructure
1 32
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P114 Creation of joint value chains between the c
1 27
-
P84
There are no dedicated/charismatic people
1 7
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P95 The Danube Strategy can help to remove borde
1 12
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P59 Improvement of the business skills of presen
1 27
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P86
The Danube Strategy is not very well defin
1 29
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P87
It lacks a managerial unit to support stra
1 0
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P58 Support of visits of national and internatio
1 27
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P38 Projects should not be person-dependent, i.e
1 33
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P91 Installing a system of impact measurement
1 29
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P92 Better communication
1 19
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P19 Risk-aversion is very widespread in the popu
1 18
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P96
Best outcome of the Danube Strategy would
1 0
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P113 Setting up an energy system based on renewab
1 25
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P97 A too strong focus of agents on nations rath
1 13
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P100 The Danube Strategy helps the non-EU member
1 30
LETZTE KOMMENTARE
AKTIVSTE USER
Miroslav.VESKOVIC@ec.europa.eu | 1 | 136 |
Alexander Zinke | 1 | 75 |
HWJ | 1 | 30 |
florian.setzen@europa-zentrum.de | 1 | 0 |
ellen.bos@andrassyuni.hu | 0 | 142 |
desislava.petkova@umwelttechnik-bw.de | 0 | 142 |
Dasa Farcnik | 0 | 138 |
corneliamuraru | 0 | 128 |
Dr Kurt Puchinger | 0 | 123 |
luca.ferrarese@central2013.eu | 0 | 113 |
Márton Beke | 0 | 96 |
ilucius@wwfdcp.org | 0 | 80 |
Klara Landwehr | 0 | 15 |
M.Huber-Kirchberger@hak-linz.at | 0 | 11 |
Gabor Kerekes | 0 | 11 |
josef.gloessl@boku.ac.at | 0 | 11 |
1 Problems
P1
The main obstacle for the implementation of projects is the poor functioning of the public administration.
Kommentare (17) anzeigen/hinzufügen
Reasons are:
P2
- The public administration/the government wants to regulate a lot of things and to have hands on them but it is not efficient. In particular, the public administration is inefficient in spending EU funds.
Kommentare (9) anzeigen/hinzufügen
P3
- The governments invent a lot of strategies but fail to implement them. The strategies have little or nothing to do with each other. Also, different governmental agencies are not very much connected with each other although they deal with related topics. A lot of energy is wasted because no prioritisation takes place.
Kommentare (6) anzeigen/hinzufügen
P4
- On the other hand, there is a lack of vision on the governmental level about where things should move. This makes it difficult to identify sensible projects.
Kommentare (8) anzeigen/hinzufügen
P5
- Reliability is missing. Very often, after each election often the people in large parts of the administration are replaced. Also, there is an insufficient knowledge flow between the different “generations” of officials across the election periods. This means for the people in the administration that they do not have the incentive to develop middle or long-term visions and for externals that contact persons change regularly and with them also priorities.
Kommentare (7) anzeigen/hinzufügen
P6
- The willingness of commitment to a project is low when money has to be invested. E.g., responsible persons often shy away from signing contracts for feasibility studies when this means that own funds have to be put in.
Kommentare (4) anzeigen/hinzufügen
P7
- The planning period for the national budget is often very short (e.g., only one year). This makes it difficult to develop and implement long-term projects because the project leaders cannot be sure whether the funding will continue in the next fiscal year.
Kommentare (4) anzeigen/hinzufügen
P8
- There is not much understanding in the administration/the government about the working of a market economy and the role of entrepreneurs/businessmen.
Kommentare (3) anzeigen/hinzufügen
P9
- The public administration is corrupt and nepotism is at work. This leads to the fact that already planned and feasible projects are stopped because the necessary money gets lost in the system.
Kommentare (7) anzeigen/hinzufügen
P10
- In principle, the civil society can serve as a corrective for bad governmental behaviour. But the civil society is not very strong.
Kommentare (6) anzeigen/hinzufügen
P11
- An obstacle for the implementation of projects is to find enough competent people in the countries who are really willing to implement a project, also over a longer period of time.
Kommentare (5) anzeigen/hinzufügen
P12
- Lack of trust between different agents (businessmen, institutions, administration, government, …) is a major obstacle for the successful implementation of projects. This leads to that not enough cooperation takes place.
Kommentare (4) anzeigen/hinzufügen
P13
- Often, the budget for project implementation is too low. Most of the resources go into project development but it is often forgotten that the implementation also requires funding.
Kommentare (3) anzeigen/hinzufügen
P14
The entrepreneurial culture in the countries is underdeveloped.
Kommentare (7) anzeigen/hinzufügen
Reasons for this are:
P15
- Lack of business skills in the population. This includes the lack of ability to identify viable business opportunities, the lack of knowledge how to grow a business, and the ability to run and manage a business.
Kommentare (4) anzeigen/hinzufügen
P16
- The image of successful business men is bad. If someone runs successfully a business the suspicion is that his/her success is based mainly on good connections to the political elite. In addition, the general view appears to be that success in the business world can only come about by dubious methods.
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