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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.
Further info
LATEST ACTIVITY
LEVEL OF AGREEMENT
MOST DISCUSSED PARAGRAPHS
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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
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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
LATEST COMMENTS
MOST ACTIVE USERS
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 |
5 Concrete projects mentioned
P131
The following projects are worth considering as part of the Danube Strategy:
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P133
- Introduction of a dual vocational training system taking the system in Germany and Austria as examples but taking also the particular circumstances of the respective countries into account.
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P134
- Danube Valley University, increased cooperation of universities along the Danube, increase exchange of students between the Danube Region countries
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P136
- Enhancement of the knowledge transfer between companies by installing an indirect mentoring system for companies such that companies of a given sector can get to know the best practices of the sector. This mentoring system should be designed such that cross-border visits are possible.
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P137
- Connection of people from the business world with people from the public administration in order to make the public administration more efficient
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P138
- Increasing cooperation/exchange between business associations such as chambers of commerce and employers’ associations
Did you know you can vote on comments? You can also reply directly to people's comments.