COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS European Union Strategy for Danube Region
Date: 2010-12-08
Institutions: European Commission
Subjects: cross-border cooperation, economic and social cohesion, environmental protection, natural resources, regional cooperation, watercourse

EN 

EN 

   EN 

 
 
EUROPEAN COMMISSION 

Brussels, 8.12.2010 
COM(2010) 715 final 

COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN 
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL 
COMMITTEE AND THE COMMITTEE OF THE REGIONS 

European Union Strategy for Danube Region 

{SEC(2010) 1489 final} 
{SEC(2010) 1490 final} 
{SEC(2010) 1491 final} 

EN 

   EN 

 
 
 
  
 
 
 
TABLE OF CONTENTS 

1. 

2. 

2.1. 

2.2. 

3. 

3.1. 

3.2. 

3.3. 

3.4. 

4. 

5. 

6. 

Introduction .................................................................................................................. 3 

Challenges and opportunities ....................................................................................... 4 

Challenges .................................................................................................................... 4 

Opportunities................................................................................................................ 5 

Response: an Action Plan............................................................................................. 5 

Connecting the Danube Region ................................................................................... 7 

Protecting the environment in the Danube Region ...................................................... 8 

Building prosperity in the Danube Region................................................................... 9 

Strengthening the Danube Region ............................................................................. 10 

Implementation and Governance ............................................................................... 11 

Links with EU policies............................................................................................... 12 

Conclusion.................................................................................................................. 13 

EN 

2 

   EN 

 
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN 
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL 
COMMITTEE AND THE COMMITTEE OF THE REGIONS 

European Union Strategy for Danube Region 

1. 

INTRODUCTION 

The Danube Region has changed dramatically. Most recently, there have been the 2004 and 
2007 waves of EU enlargement. The world’s most international river basin is now largely a 
European  Union  (EU)  space.  There  are  new  opportunities  to  address  its  challenges  and 
potential, especially to reinforce its efforts to overcome the economic crisis in a sustainable 
manner.  Socio-economic  development,  competitiveness,  environmental  management  and 
resource efficient growth can be improved, security and transport corridors modernised. The 
Danube can open the EU to its near neighbours, the Black Sea region, the South Caucasus and 
Central  Asia.  An  EU  Strategy  for  the  Danube  Region  can  contribute  to  EU  objectives, 
reinforcing major EU policy initiatives, especially the Europe 2020 strategy.  

The Danube Region is a functional area defined by its river basin. Cooperation bodies such as 
the Danube Commission and the International Commission for the Protection of the Danube 
River  address  specific  issues.  The  Strategy  widens  this  approach  to  tackle  priorities  in  an 
integrated  way.  Geographically  it  concerns  primarily  but  not  exclusively:  Germany  (Baden-
Württemberg  and  Bavaria),  Austria,  the  Slovak  Republic,  the  Czech  Republic,  Hungary, 
Slovenia, Romania and Bulgaria within the EU, and Croatia, Serbia, Bosnia and Herzegovina, 
Montenegro, the  Republic of Moldova and Ukraine (the regions along the Danube)  outside. 
The Strategy remains open to other partners in the Region. Since the Danube flows into the 
Black Sea, it should be coherent with Black Sea perspectives. With over 100 million people, 
and a fifth of EU surface, the area is vital for Europe.  

In  the  Region,  there  is  a  need  to  connect  people,  their  ideas  and  needs.  Transport 
interconnections  must  be  modernised,  and  informatics  access  improved.  Energy  can  be 
cheaper and more secure, thanks to better links and alternative sources. Development can be 
balanced with protection of the environment, within a sustainable development approach, in 
line with the environmental acquis communautaire as applicable. Work together is needed to 
minimise risks and disasters such as floods, droughts and industrial accidents. By building on 
considerable research and innovation perspectives, the Region can be at the forefront of EU 
trade  and  enterprise.  Disparities  in  education  and  employment  can  be  overcome.  It  can  be 
made  a  safe  and  secure  area,  where  conflict,  marginalisation  and  crime  are  properly 
addressed.  

By  2020,  all  citizens  of  the  Region  should  enjoy  better  prospects  of  higher  education, 
employment  and  prosperity  in  their  own  home  area.  The  Strategy  should  make  this  a  truly 
21st century region, secure and confident, and one of the most attractive in Europe. 
To achieve this, the European Council requested the Commission to prepare this Strategy1. It 
follows the welcome for the EU Strategy for the Baltic Sea Region, now being implemented. 

1 

The European Council formally asked the European Commission to coordinate an EU Strategy for the 
Danube Region, stating in its conclusions of 19 June 2009: “It (…) invites the Commission to present 
an EU strategy for the Danube region before the end of 2010”.  

EN 

3 

   EN 

 
 
                                                 
The  Danube  request,  based  on  the  Baltic  experience,  underlines  an  integrated  approach  to 
sustainable development. Synergies and trade-offs must be identified, e.g. developing cutting-
edge green technology, working towards better alignment of policies and funding to improve 
impact  on  the  ground,  and  overcoming  fragmentation.  The  Commission,  operating  across 
many policy domains, can facilitate such an approach, as outlined in: (1) this Communication 
to the other EU Institutions, and (2) an accompanying Action Plan.  

The  Commission  strongly  believes  that  setting  targets  is  essential,  to  focus  and  prioritise 
efforts. These should be further developed with stakeholders, immediately following adoption 
of this Communication and finalised before the European Council in June 2011. Targets will 
apply to Member States; non Member States will be encouraged to strive towards them in the 
light of their specific circumstances. The targets will be monitored closely in the context of 
Commission reporting. 

2. 

CHALLENGES AND OPPORTUNITIES 

The  proposals  follow  extensive  consultation  of  stakeholders.  Governments,  including  those 
from  non  Member  States,  have  been  involved  through  ‘National  Contact  Points’.  The 
expertise  of  relevant  Commission  services  and  the  European  Investment  Bank,  and  other 
regional  bodies  (e.g.  the  Regional  Cooperation  Council)  has  been  mobilised.  Stakeholders 
were consulted on-line, and via five major conferences. The main messages were: (1) this is a 
welcome initiative to reinforce the integration of the Region in the EU; (2) Member States and 
Third Countries (including candidate countries and potential candidates) commit themselves 
at the highest political level; (3) the Commission is key in facilitating the process; (4) existing 
resources  can  be  much  better  used  for  Strategy objectives and (5) the Strategy must deliver 
visible, concrete improvements for the Region and its people. 

2.1. 

Challenges 

Historically, the Danube Region has been particularly affected by turbulent events, with many 
conflicts, movements of population and undemocratic regimes. However, the fall of the Iron 
Curtain and EU enlargement provide an opportunity for a better future. This means addressing 
major challenges, in particular: 

–  Mobility:  the  Danube  River  itself  is  a  major  TEN-T  Corridor.  However,  it  is  used  way 
below its full capacity. Freight transported on the Danube is only 10%-20% of that on the 
Rhine. As inland waterway transport has important environmental and efficiency benefits, 
its  potential  must  be  sustainably  exploited.  There  is  particular  need  for  greater  multi-
modality,  better  interconnection  with  other  river  basins  modernising  and  extending 
infrastructure in transport nodes such as inland ports. 

–  Energy:  prices  are  high  in  the  Region,  in  relative  terms.  Fragmented  markets  lead  to 
higher  costs  and  reduced  competition.  Reliance  on  too  few  external  suppliers  increases 
vulnerability,  as  periodic  winter  crises  testify.  A  greater  diversity  of  supply  through 
interconnections  and  genuine  regional  markets  will  increase  energy  security.  Improved 
efficiency, including energy saving and more renewable sources, is crucial. 

–  Environment:  the  Danube  Region  is  a  major  international  hydrological  basin  and 
ecological  corridor.  This  requires  a  regional  approach  to  nature  conservation,  spatial 
planning  and  water  management.  Pollution  does  not  respect  national  borders.  Major 
problems such as untreated sewage and fertiliser and soil run-off make the Danube highly 
polluted.  The  environmental  impact  of  transport  links,  tourist  developments,  or  new 
energy-producing facilities must also be considered.  

EN 

4 

   EN 

 
–  Risks:  major  flooding,  droughts,  and  industrial  pollution  events  are  all  too  frequent. 
Prevention,  preparedness  and  effective  reaction  require  a  high  degree  of  cooperation  and 
information sharing. 

–  Socio-economic: the Region has very wide disparities. It has some of the most successful 
but  also  the  poorest  regions  in  the  EU.  In  particular,  contacts  and  cooperation  are  often 
lacking,  both  financially  and  institutionally.  Enterprises  do  not  sufficiently  exploit  the 
international dimension of marketing, innovation or research. The share of highly educated 
people  in  the  Danube  Region  is  lower  than  the  EU27  average,  again  with  a  pronounced 
divide. The best often leave. 

–  Security,  serious  and  organised  crime:  significant  problems  persist.  Trafficking  in 
human  beings  and  smuggling  of  goods  are  particular  problems  in  several  countries. 
Corruption undermines public confidence and hampers development. 

These  challenges  are  best  addressed 
identifying  priorities,  agreeing  and 
implementing  actions.  For  example,  developers  and  conservationists  must  find  innovative 
solutions, resolving together the most difficult issues for the benefit of the whole region. 

together, 

2.2. 

Opportunities 

The  Danube  Region  also  has  many  opportunities.  It  has  many  areas  of  outstanding  natural 
beauty.  It  has  a  rich  history,  heritage  and  culture.  There  is  immense  development  potential, 
especially  in  the  countries  most  affected  by  the  transitions  since  1989.  There  are  creative 
ideas, and a quality labour force. For example, the Region: 

–  is where Europe opens to the east. Existing transport and trade links must be developed 
(e.g. through the TRACECA transport network connecting the EU through the Black Sea 
region to the Caucasus and Central Asia); 

–  has  a  solid  education  system,  with  many  universities.  However,  quality  is  variable. 
Education  and  training  must  be  relevant  to  labour  market  needs,  while  student  mobility 
within the Region is promoted; 

–  possesses  a  striking  cultural,  ethnic  and  natural  diversity.  There  are  global  cities  and 
heritage sites, including more capitals than any river in the world. This requires a modern 
tourism offer and infrastructure, so that guest and host can profit; 

–  can  better  exploit  renewable  energy  sources,  whether  water,  biomass  wind  or  thermal. 
There is also great scope for energy efficiency, by better managing energy demand, and by 
modernising  buildings  and  logistics.  These  actions  would  foster  the  transition  to  a  low-
carbon economy;  

–  is characterised by rich environmental assets: exceptional fauna and flora, precious water 
resources  and  outstanding  landscapes  (e.g.  the  Danube  Delta,  the  Carpathians).  These 
should be sustainably preserved and restored.  

Making  the  most  of  these  opportunities  also  requires  increased  cooperation,  planning  and 
investing together, and developing the crucial links. 

3. 

RESPONSE: AN ACTION PLAN 

An  integrated  response  is  therefore  at  the  heart  of  the  proposed  Strategy.  This  emphasises: 
better and more intelligent connections for mobility, trade and energy; action on environment 
and  risk  management;  cooperation  on  security.  There  is  benefit  from  common  work  on 
innovation, tourism, information society, institutional capacity and marginalised communities.  

EN 

5 

   EN 

 
The Strategy proposes an Action Plan, to which a strong commitment from the countries and 
stakeholders is needed. The Commission will regularly review progress. As a result, actions 
and  projects  will  be  updated  or  replaced  as  they  are  completed,  making  it  a  ‘rolling’  Plan. 
There is an emphasis on an integrated place-based approach. Good links between urban and 
rural areas, fair access to infrastructures and services, and comparable living conditions will 
promote territorial cohesion, now an explicit EU objective.  

The consultation identified many proposals for action. The Commission, in partnership with 
Member States, regions and other stakeholders has selected those which: 

–  Demonstrate immediate and visible benefits for the people of the Region; 

–  Have an impact on the macro-region (or a significant part of it). Projects should therefore 

promote sustainable development and cover several regions and countries; 

–  Are coherent and mutually supportive, creating win-win solutions; 

–  Are realistic (technically feasible and with credible funding). 

The projects presented are examples to be promoted. They serve to illustrate, not to prioritise. 
Many others have been proposed – the Action Plan is an indicative framework, evolving as 
the work progresses. 

Four Pillars address the major issues. Each comprises Priority Areas, distinct fields of action. 
These are: 

(1) 

Connecting the Danube Region  

•  To improve mobility and multimodality 

(a) 

(b) 

Inland Waterways 

Road, rail and air links 

•  To encourage more sustainable energy 

•  To promote culture and tourism, people to people contacts 

(2) 

Protecting the Environment in the Danube Region 

•  To restore and maintain the quality of waters 

•  To manage environmental risks 

•  To preserve biodiversity, landscapes and the quality of air and soils 

(3) 

Building Prosperity in the Danube Region 

•  To  develop  the  knowledge  society  through  research,  education  and  information 

technologies 

•  To support the competitiveness of enterprises, including cluster development 

•  To invest in people and skills 

(4) 

Strengthening the Danube Region 

•  To step up institutional capacity and cooperation 

•  To work together to promote security and tackle organised and serious crime 

EN 

6 

   EN 

 
3.1. 

Connecting the Danube Region 

Good connections are key for the Danube Region, either internally or to other European and 
global regions.  No part  should remain  peripheral. Transport and energy infrastructures  have 
many gaps and deficiencies, due to insufficient capacity, quality or poor maintenance. Better 
connections among people are also needed, especially through culture and tourism. 

Effective  improvements  need  coordinated  planning,  funding  and  implementation.  Market 
failures,  due  to  externalities,  are  strikingly  evident  in  lack  of  investments  across  borders. 
Large projects need to be identified and implemented sustainably and efficiently, with shared 
costs  and  benefits.  The  more  users,  the  more  efficient  investments  become,  with  significant 
economies of scale. 

Main issues 

Transport 

The river basin has much potential for sustainable inland navigation, and the river is central. 
This needs improvements in management, equipment and availability of qualified staff. The 
physical  capacity  of  the  Danube  and  its  tributaries  should  be  improved,  and  existing 
bottlenecks removed, to ensure the proper level of navigability, implementing the NAIADES 
programme  and  respecting  environmental  legislation,  and  based  on  the  "Joint  Statement  on 
Inland Navigation and Environmental Sustainability in the Danube River Basin". Innovative 
technologies  should  be  supported,  in  line  with  market  needs.  Better  training  and  career 
opportunities should overcome a shortage of younger personnel (boat men, captains, etc.). 

Road, rail and air infrastructure is often inefficient or simply missing, especially cross-border 
connections.  Implementation  of  TEN-T  priority  projects  and  the  Rail  Freight  Corridors 
according  to  Regulation  (EC)  No  913/2010  must  be  on  time.  The  future  Transport 
Community  Treaty  provides  for  better  integration  of  the  Western  Balkans  Region. 
Multimodality and interoperability, exploiting the potential of the river as a core element in 
modern  logistics,  are  crucial.  North-south  connections  are  also  needed.  The  Danube 
Functional Airspace Block (FAB) is essential for flights management as well as enhancement 
of regional airports capacities. 

Energy 

Periodic crises highlight the Region's vulnerability. The quality of infrastructure, security of 
supply, market organisation, unsustainable demand, energy efficiency, and use of renewables 
are  often  problematic.  Modernising  and  extending  energy  networks,  especially  in  terms  of 
interconnectors,  by  implementing  the  European  Energy  Programme  for  Recovery  and  by 
reinforcing  the  TEN-E  network  is  essential.  There  needs  to  be  exchange  of  experience 
especially for smart grids, smart cities and eco-innovation.  

Culture and Tourism 

With common history and tradition, culture and arts reflecting the diverse communities of the 
Region,  as  well  as  its  outstanding  natural  heritage,  the  Region  has  attractive  assets.  The 
Danube  Delta  is  a  world  heritage  site  offering  sporting  and  other  recreational  options.  A 
common  and  sustainable  approach  to  improving  and  publicising  these  opportunities  should 
make the Danube Region a European and world “brand”. 

Targets as examples could be: 

–  Increase the cargo transport on the river by 20% by 2020 compared to 2010; 

EN 

7 

   EN 

 
–  Remove  existing  navigability  bottlenecks  on  the  river  so  as  to  accommodate  type  VIb 

vessels all year round by 20152; 

–  Improved travel times for competitive railway passenger connections between major cities; 

–  Implementation  of  the  4  Rail  Freight  Corridors  crossing  the  Danube  Region  as  planned 

within 3 or 5 years; 

–  Development  of  efficient  multimodal  terminals  at  Danube  river  ports  to  connect  inland 

waterways with rail and road transport by 2020; 

–  Achievement of national targets based on the Europe 2020 climate and energy targets; 

3.2. 

Protecting the environment in the Danube Region 

Environmental resources are shared across borders and go beyond national interests. This is 
particularly  true  of  the  Danube  Region,  which  includes  mountainous  areas  such  as  the 
Carpathians, the Balkans and part of the Alps. It also has a rich and unique flora and fauna, 
aquatic and terrestrial, including the few places in Europe home to pelicans, wolves, bears and 
lynx.  These  are  under  growing  pressure  from  human  activity.  Cooperation  is  crucial, 
otherwise  good  work  in  one  place  is  quickly  undone  by  neglect  elsewhere.  Existing 
cooperation structures should be reinforced. 

Main issues 

Water 

The Region is the most international river basin in the world, with many crucial tributaries, 
lakes  and  ground  water  bodies.  Ensuring  good  water  quality,  as  required  by  the  Water 
Framework  Directive,  is  central.  Sustainable  water  management  is  needed,  jointly  reducing 
pollution from organic, nutrient or hazardous substances. The River Basin Management Plan 
adopted by all Danube States in 2009 sets concrete targets and measures upon which to build. 

Risks 

Inhabitants  of  the  Region  must  be  protected  from  disastrous  events,  such  as  floods  and 
industrial  accidents  which  have  significant  transnational  negative  impacts  –  most  recently 
endured in 2010 – by preventive and disaster management measures implemented jointly, for 
example  as  required  by  the  Floods,  Seveso,  Mining  Waste  or  Environmental  Liability 
Directives. Work undertaken in isolation simply displaces the problem and puts neighbouring 
regions  in  difficulty.  Increasing  frequency  of  droughts  is  also  an  issue,  as  is  adaptation  to 
climate  change.  Regional  cooperation  must  facilitate  Green  Infrastructure,  application  of 
long-term, ecosystem-based solutions, and learning from previous events. 

Biodiversity, Soils 

Loss  of  natural  habitats  puts  pressure  on  fauna  and  flora,  and  affects  the  overall  quality  of 
environmental health. Fragmentation of ecosystems, land use intensification and urban sprawl 
are major pressures. The 2020 EU target for biodiversity3 must be met, by halting biodiversity 

2 

3 

The international classification of European Inland Waterways (UNECE/TRANS/120/Rev.4, p. 28/29) 
in  the  European  Agreement  on  Main  Inland  Waterways  of  International  Importance  (AGN)  classifies 
the parameters for motor vessels and pushed convoys. In the present text, category VIb uniquely refers 
to pushed convoys and inland waterways vessels with a draught of up to 2.5m. 
Environment  Council  Conclusions  (15  March  2010) :  “To  halt  the  loss  of  biodiversity  and  the 
degradation of ecosystem services in the EU by 2020, restore them in so far as feasible, while stepping 
up the EU contribution to averting global biodiversity loss”. 

EN 

8 

   EN 

 
                                                 
and  ecosystems  loss,  and  by  restoring  ecosystem  services  and  reconnecting  habitats.  The 
objectives of nature protection areas, such as Natura 2000 sites, can be achieved only with due 
respect  to  the  ecological  requirements  of  the  whole  region.  Regarding  soils,  erosion  from 
arable  lands  causes  water  pollution,  along  with  contaminated  sites  and  waste  disposal,  all 
addressed by concrete actions in the Strategy.  

Targets as examples could be: 

–  Achieve the environmental targets set out in the Danube River Basin Management Plan; 

–  Reduce  the  nutrient  levels  in  the  Danube  River  to  allow  the  recovery  of  the  Black  Sea 

ecosystems to conditions similar to 1960; 

–  Complete and adopt the Delta management Plan by 2013; 

–  Implement  Danube  wide  flood  risk  management  plans  -  due  in  2015  under  the  Floods 
Directive – to include significant reduction of flood risk by 2021, also taking into account 
potential impacts of climate change; 

–  Draw up effective management plans for all Natura 2000 sites; 

–  Secure viable populations of Danube sturgeon species and other indigenous fish species by 

2020, combating invasive species; 

–  Reduce by 25% the area affected by soil erosion exceeding 10 tonnes per hectare by 2020. 

3.3. 

Building prosperity in the Danube Region  

The Region encompasses the extremes of the EU in economic and social terms. From its most 
competitive to its poorest regions, from the most highly skilled to the least educated, and from 
the  highest  to  the  lowest  standard  of  living,  the  differences  are  striking.  The  Strategy 
reinforces  Europe  2020,  offering  the  opportunity  to  match  the  capital-rich  with  the  labour-
rich,  and  the  technologically-advanced  with  the  waiting  markets,  in  particular  through 
expanding the knowledge society and with a determined approach to inclusion. Marginalised 
communities (especially Roma, the majority of whom live in the Region) in particular should 
benefit.  

Main issues 

Education & skills 

Investment  in  people  is  needed  so  that  the  Region  can  sustainably  progress  and  grow, 
prioritising knowledge and inclusion. Building on the success of parts of the Region will open 
access to further education, and modernise training and social support.  

Research & Innovation 

Targeted support for research infrastructure will stimulate excellence and deepen networking 
between  knowledge  providers,  companies  and  policy-makers.  The  region  must  use  national 
and  regional  funds  better,  and  benefit  fully  from  the  European  Research  Area.  Existing 
bilateral agreements should lead to multilateral coordination. Developing regions downstream 
can benefit from the leading - indeed world-class - innovative regions upstream. 

Enterprises 

Top-performing  regions  in  Europe  can  be  found  in  the  area.  Others  lag  a  long  way  behind. 
They need to benefit, through better connections between innovation and business supporting 
institutions.  Clusters  and  links  between  centres  of  excellence,  binding  them  into  existing 

EN 

9 

   EN 

 
education and research networks, will extend the competitiveness of upstream enterprises to 
the whole region. 

Employment market 

Higher levels of employment are crucial. People need opportunities close to where they live. 
They  also  need  mobility.  The  Region  needs  to  offer  a  future  to  the  brightest  and  most 
enterprising,  through  stronger  cooperation  regarding  policies,  measures  and  information 
exchange. 

Marginalised communities 

One third of EU's population at risk of poverty, many from marginalised groups, live in the 
area. Roma communities, 80% of whom live in the Region, suffer especially from social and 
economic exclusion, spatial segregation and sub-standard living conditions. Efforts to escape 
these have EU-wide effects, but the causes must be addressed first in the Region.  

Targets as examples could be: 

–  To invest 3% of GDP in Research and Development by 2020; 

–  Broadband access for all EU citizens in the Region by 2013; 

–  Increase the number of patents obtained in the Region by 50%; 

–  Increase the share of the EU population aged 30-34 with tertiary or equivalent education to 

40% by 2020. 

3.4. 

Strengthening the Danube Region 

The dramatic changes since 1989 transformed society. Particular attention is needed, since the 
Danube Region includes Member States, which have joined at different moments, as well as 
countries applying for EU membership, and other third countries. Most face similar problems, 
but  with  different  resources  available.  Effective  responses  to  the  common  challenges  of 
security  and  the  fight  against  serious  and  organised  crime  require  coordination  at  all  levels. 
Exchange  of  good  administrative  practice  is  important  to  make  the  Region  safer  and  more 
secure, and to reinforce its integration into the EU. 

Main issues 

Institutional capacity and cooperation  

Structures  and  capacity  for  private  and  public  sector  decision-making  need  to  improve, 
including good planning and international cooperation, and supported by the macro-regional 
approach. The optimal use of resources is essential. 

Security 

Corruption, organised and serious crime is of increasing concern. Issues such as smuggling of 
goods, trafficking in human beings, and cross border black markets require strengthening the 
rule of law, both within and across jurisdictions. Intelligence must be better shared, effective 
joint actions mounted. 

Targets as examples could be: 

–  Establishing benchmarks for e-government and reducing excessive bureaucracy by 2012; 

–  Maximum 4 weeks for business start-up permissions by 2015; 

–  Efficient exchange of information between relevant law enforcement actors by 2015 with 
the aim of improving security and tackling serious and organised crime in the 14 countries; 

EN 

10 

   EN 

 
–  Effective co-operation between relevant law enforcement actors by 2015. 

4. 

IMPLEMENTATION AND GOVERNANCE 

To address these issues, we need a good base to work together.  

•  A sustainable framework for cooperation 

The  Strategy  seeks  to  make  best  use  of  what  is  available,  by  aligning  efforts,  specifically 
policies and funding. Actions are complementary. All stakeholders  must take responsibility. 
In  this  respect,  the  Declaration  of  the  Bucharest  Summit  on  Danube4  is  an  important 
commitment.  The  Commission  can  help  by  facilitating  and  supporting  action,  but  the 
commitment and practical involvement of all authorities, at national, regional and other levels 
is  needed.  Working  together  with  international  and  cross-border  organisations  across  the 
Region  will  encourage  synergies  and  avoid  duplication.  A  reinforced  territorial  dimension 
will  provide  an  integrated  approach,  and  encourage  better  coordination  of  sectoral  policies. 
There must be an absolute focus on results. 

•  Coordination 

Several measures are needed.  

Policy-level  coordination  will  be  the  responsibility  of  the  Commission,  assisted  by  a  High 
Level  Group  of  all  Member  States.  Non  Member  States  should  be  invited  to  the  Group  as 
appropriate. 

The  Commission  would  consult  the  Group  on  modifications  to  Strategy  and  Action  Plan, 
reports and on monitoring. The Group addresses policy orientation and prioritisation. 

The  coordination  of  each  Priority  Area  is  the  task  of  Member  States  (together  with  non 
Member  States  or  regions,  except  for  topics  which  the  EU  addresses  at  State  level,  such  as 
security, serious and organised crime), in consultation with the Commission, and relevant EU 
agencies  and  regional  bodies.  ‘Priority  Area  Coordinators’,  who  can  demonstrate  Danube-
wide  commitment,  acceptance  and  expertise,  ensure  implementation  (e.g.  by  agreeing  on 
planning,  with  targets,  indicators  and  timetables,  and  by  ensuring  wide  contacts  between 
project  promoters,  programmes  and  funding  sources,  providing  technical  assistance  and 
advice). This work will be trans-national, inter-sectoral and inter-institutional.  

The facilitation role of the Commission is assisted by National Contact Points. These ensure 
co-ordination in each country, identify the relevant contacts, and above all advance practical 
aspects of the work. 

•  Implementation 

Implementation  of  actions  is  the  responsibility  of  all,  at  country,  regional,  urban  and  local 
level.  Actions  (which  state  the  objective  to  be  reached)  must  be  transformed  into  concrete 
projects (which are detailed and require a project leader, a timeframe and financing). These 
should, while respecting the autonomy of programme decision-making, be actively facilitated 
in submitting proposals. 

•  Funding 

The  Strategy  is  implemented  by  mobilising  and  aligning  existing  funding  to  its  objectives, 
where appropriate and in line with overall frameworks. Indeed, much is already available via 

4 

Bucharest, 8 November 2010. 

EN 

11 

   EN 

 
                                                 
numerous EU programmes (e.g. EUR 100 billion from Structural Funds 2007-2013, as well as 
significant IPA and ENPI funds). Project selection procedures could be reviewed to support 
the  agreed  aims.  There  are  also  other  means,  such  as  the  Western  Balkan  Investment 
Framework as well as the international financing institutions (e.g. EIB: EUR 30 billion 2007-
2009,  with  its  support  to  navigability  and  depollution).  Attention  should  be  given  to 
combining  grants  and  loans.  There  are  national,  regional  and  local  resources.  Indeed, 
accessing and combining funding, especially from public and private sources below the EU-
level, is crucial.  

•  Reporting and evaluation 

Reporting  and  evaluation  is  done  by  the  Commission,  in  partnership  with  the  Priority  Area 
Coordinators  and  other  stakeholders.  Coordinators  will  identify  progress  related  to  the 
improvements that actions and projects will deliver and to achievement of targets, as well as 
provide  information  regularly  on  their  work.  Based  on  this,  the  Commission  drafts  reports, 
indicating progress of the Action Plan.  

The Commission also organises an Annual Forum, to discuss the work, to consult on revised 
actions, and to develop new approaches. Countries, the EU institutions, and the stakeholders 
(especially inter-governmental bodies, the private sector and civil society) participate. 

•  No new EU funds, no new EU legislation, no new EU Structures 

The Commission prepares the Strategy on the understanding this implies no special treatment, 
in budget or legal terms, for the Region. Specifically: 

(1) 

(2) 

(3) 

The  Strategy  provides  no  new  EU  funds.  There  could  be  additional  international, 
national, regional or private funds, although better use of existing funds is emphasised;  

The  Strategy  requires  no  changes  to  EU  legislation,  since  the  EU  legislates  for  the 
EU27 and not for a macro-region alone. If agreed, there could be changes at national 
or other levels, to address specific objectives;  

The Strategy creates no additional structures. The implementation is through existing 
bodies,  whose  complementarity  must  be  maximised.  No  overall  impact  is  envisaged 
on Commission resources. 

5. 

LINKS WITH EU POLICIES 

To reinforce the integration of the whole Region, the Strategy aims to strengthen EU policies 
and legislation implementation in the area. It provides political support to current initiatives 
and  raises  their  visibility.  In  particular,  some  actions  decided  in  the  framework  of  existing 
bodies are part of the Action Plan. In addition, 

•  Europe 2020 is the key EU commitment to jobs and smart, sustainable, inclusive growth, 
which  the  Strategy  will  consolidate.  It  has  five  headline  targets.  These  are:  promoting 
employment; improving the conditions for innovation, research and development; meeting 
climate  change  and  energy  objectives;  improving  education  levels;  and  promoting  social 
inclusion in particular through the reduction of poverty, and addressing the challenges of 
ageing.  The  Strategy,  with  its  vision  for  the  Danube  Region  in  2020,  reinforces  this.  It 
supports  sustainable  growth,  aiming  to  reduce  energy  consumption,  increase  the  use  of 
renewable  energies,  modernise  the  transport  sector  by  making  it  more  environmentally 
friendly  and  more  efficient,  and  to  promote  ‘green’  tourism.  It  helps  remove  internal 
market bottlenecks and improves the business environment.  

EN 

12 

   EN 

 
•  Consistency  with  EU  legislation  and  policies  is  at  the  core  of  the  Strategy.  It  addresses 
implementation gaps, and practical or organisational difficulties leading to lack of results. 
It  supports  better  implementation  of  EU  legal  obligations,  especially  in  relation  to  the 
Single Market and the environment. It also contributes to policies such as transport (TEN-
T  currently  under  revision,  as  well  as  the  future  transport  policy  for  countries),  energy 
(TEN-E) networks, the strategy for the Single Market (Single Market Act) and the Digital 
Agenda.  The  EU  post-2010  biodiversity  target  and  strategy,  with  its  2050  vision  and  a 
2020  target,  is  also  reinforced.  As  the  gateway  to  neighbours  in  Europe  and  onwards  to 
Asia,  the  Region  is  crucial  in  supporting  other  EU  external  policies,  in  line  with  the 
European Neighbourhood Policy and its regional initiatives (e.g. the Eastern Partnership). 

6. 

CONCLUSION 

The  Strategy  provides  a  sustainable  framework  for  policy  integration  and  coherent 
development of the Danube Region. It sets out priority actions to make it an EU region for the 
21st  century.  It  must  be  accompanied  by  sufficient  information  and  publicity  to  ensure  its 
objectives are widely known. 

The  Commission  therefore  invites  the  Council to  examine  and  endorse  this  Communication 
and the related Action Plan. 

EN 

13 

   EN