REPORT FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS on the Implementation of the EU Strategy for the Baltic Sea Region (EUSBSR)
Date: 2011-06-22
Institutions: European Commission
Subjects: Baltic Sea, environmental cooperation, environmental protection, natural resources, regional policy, third country

EUROPEAN COMMISSION 

Brussels, 22.6.2011 
COM(2011) 381 final 

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

on the Implementation of the EU Strategy for the Baltic Sea Region (EUSBSR) 

 
 
 
 
  
 
EUSBSR 2011 report 

1. Introduction 

The  EU  Baltic  Sea  Region  with  its  almost  85  million  inhabitants  (17  percent  of  EU 
population) has actively embraced the many opportunities created by enlargement, reinforcing 
EU integration and increasing regional coherence. As a result, there is growing awareness of 
the  Region's  shared  natural  resources,  and  its  environmental  fragility.  The  recent  economic 
crisis has  further demonstrated the  need  to work together, and countries in  the  Region have 
responded effectively. 

The European Union Strategy for the Baltic Sea Region (EUSBSR) adopted by the European 
Commission  in  June  20091,  and  endorsed  by  the  European  Council  in  October  20092,  has 
played  its  part.  It  addresses  key  challenges  and  untapped  potential  of  this  large  region, 
covering about one third of the total area of the EU. It provides an integrated framework for 
improving  the  environmental  condition  of  this  shallow  enclosed  sea,  tackling  transport 
bottlenecks and energy interconnections. It facilitates development of markets across borders, 
as  well  as  common  networks  for  research,  innovation  and  enterprise.  With  these  concrete 
steps, the Strategy contributes significantly to such major EU policies as Europe 2020 and the 
Integrated Maritime Policy, as well as reinforcing the EU integration of the Region following 
enlargement.  

The  Strategy  shows  that  through  common  action  the  challenges  to  promote  a  sustainable 
environment;  enhance  the  Region's  prosperity;  increase  accessibility  and  attractiveness;  and 
ensure safety and security can be tackled effectively. It reinforces efforts to achieve common 
EU  objectives,  and  integrate  territorial  and  sectoral  issues  based  on  shared  challenges.  The 
Northern Dimension, a common policy of the EU, Russia, Norway and Iceland, provides the 
basis for external cooperation. 

Now  well  into  the  implementation  phase,  the  Strategy  shows  the  value  of  a  new  way  of 
cooperating.  It  demonstrates  commitment  of  partners  at  national,  regional,  and  civil  society 
levels, built especially on the work of the European Parliament and the wide local input in the 
open  consultation  phase.3  While  the  implementation  process  points  to  issues  needing  to  be 
further  addressed,  including  better  alignment  of  funding  and  a  reinforced  organisational 
structure, it is the Commission's assessment that the Strategy is already contributing positively  
to enhanced cooperation in the Region. 

The Council called on the Commission "to report no later than June 2011 to Council on the 
progress  made  and  on  the  results  already  achieved".4  The  present  report  follows  the  2010 
interim review, discussed with a wide range of stakeholders at the Annual Forum in Tallinn 
on 14-15 October 2010. Since the Strategy is a dynamic innovative process that needs time, 
this report includes recommendations for improvements in the years to come. It also serves as 

1 COM(2009) 248, 10.06.2009 
2 The European Council on 29-30 October 2009 endorsed the EUSBSR and called on all relevant actors to act 
speedily to ensure its full implementation 
3 An Annotated Action Plan is available on the Strategy website: 
http://ec.europa.eu/regional_policy/cooperation/baltic/index_en.htm  
4 General Affairs Council Conclusions of 26 October 2009  

1

 
 
 
                                                 
inspiration  for  the  EU  Strategy  for  the  Danube  Region,  and  for  other  possible  future 
initiatives, including those with a similar or greater maritime dimension. 

2. Main achievements 

The  Strategy  has  led  to  concrete  action,  with  a  more  streamlined  use  of  resources.  New 
working methods and networks have been established, and many initiatives developed. These 
comprise: 

2.1 New projects 

Many  new  projects  have  been  developed  and  funded5  to  fulfil  the  aims  of  the  15  Priority 
Areas set out in the Action Plan accompanying the Strategy, including: 

-  Baltic Deal, which works with farmers across the Region to reduce nutrient run-off, 

and therefore eutrophication 

-  CleanShip,  which  significantly  reduces  pollution  from  vessels,  awarding  a  "Clean 

Baltic Sea Shipping" flag 

-  The "LNG feasibility study", which develops sustainable Short Sea Shipping 

-  BaltAdapt, which is preparing a regional climate change adaptation plan 

-  BSR Stars, which supports a programme for innovation, clusters and SME-Networks 
increasing the joint innovation capacity in the Region, significantly extending existing 
networks and clusters, and creating new networks of innovation specialists, 
companies, R&D organisations and policy makers  

-  ScanBalt Health Port, which promotes the Baltic as a globally leading and 

prosperous "Health Region"  

-  Baltic Transport Outlook, which provides structured planning support for transport 
infrastructure in the Region, based on analyses of flows of goods and passengers. 

The projects listed here are just a few examples of the more than 80 Flagship Projects being 
implemented  under  the  Action  Plan.  Other  projects  respond  to  the  whole  spectrum  of 
interlinked challenges in the Region, for example developing marine protected areas, (making 
the  Baltic  Sea  the  first  maritime  region  worldwide  to  reach  the  target  of  the  Convention  of 
Biological Diversity of designating at least 10 percent of its area as protected). Other projects 
address  further  diverse  topics  in  a  Baltic-wide  cooperative  approach,  such  as  the  control  of 
hazardous  substances,  the  removal  of  single  market  barriers  and  the  enhancement  of 
cooperation among some 200 regional universities,.  

These early initiatives are providing a model for other project promoters. 

2.2 New momentum to existing projects 

The  Strategy  builds  on  experiences  of  past  cooperation  and  existing  projects.  It  provides 
increased  visibility,  expanded  networks,  and  clearer  direct  links  to  national  and  European 
policy making. For example: 

5 More information on the projects can be found on the Strategy website 

2

 
 
 
 
 
 
 
 
 
 
 
                                                 
-  The  integration  of  the  three  Baltic  States  into  the  European  energy  market  is  being 
achieved  by  the  Baltic  Energy  Market  Interconnection  Plan,  based  on  the  macro-
regional energy priorities identified in the Strategy; 

-  Better  technologies  such  as  "Sludge-trucks"  and  "Oily  water  carriages"  have  been 
developed  by  the  Baltic  Master  II  project  to  allow  ships  to  deliver  their  waste  more 
easily at ports. This project now involves some 15 ports in the Region. 

The  Strategy  also  ensures  focus  and  economies  of  scale.  This  is  done  for  instance  by 
clustering projects sharing similar themes: 

-  Projects on sustainable agriculture have been established: Baltic Compass as the focal 
point  for  policy  issues,  Baltic  Manure,  which  addresses  the  serious  concern  about 
animal  waste  as  a  major  pollution  source  of  the  Sea,  and  Baltic  Deal  for  advice  to 
farmers  

-  Three  transport  projects  TransBaltic,  East  West  Transport  Corridor  II  and 
Scandria agree on joint activities, a division of labour and harmonisation measures to 
achieve green corridors  

Many  other  existing  projects  have  benefited  from  a  better  strategic  framework,  developing 
linkages and thereby increasing their impact. 

2.3 New and developing networks 

The  Strategy  is  fostering  the  development  of  new  inclusive  networks,  as  well  as  increased 
cooperation  and  a  better  division  of  labour  for  existing  networks.  It  provides  a  common 
reference point for the many organisations in the Baltic Sea Region. Increasingly, people and 
structures are basing their work on the priorities set out in the Action Plan.  

For example, the Strategy provides: 

-  A  new  framework  for  the  maritime  community.  The  Baltic  Marine  Environment 
Protection Commission, HELCOM, is closely associated for environmental tasks. It is 
a  Flagship  Project  Leader  in  several  Priority  Areas,  and  its  Baltic  Sea  Action  Plan 
(BSAP)  and  the  Strategy  are  mutually  supportive  to  achieve  Good  Environmental 
Status  as  required  by 
the  Marine  Strategy  Framework  Directive.  Regional 
organisations,  such  as  the  Council  of  Baltic  Sea  States  (CBSS),  the  Baltic  Sea 
Parliamentary  Conference  and  the  Baltic  Sea  States  Sub-regional  Co-operation  have 
enhanced cooperation and improved governance on maritime issues 

-  Links  on  sustainability  issues  have  been  established  with  the  CBSS  expert  group 

Baltic 21  

-  As a result of the Strategy, the Nordic Council of Ministers has extended its networks 

to cover the entire Baltic Sea Region  

-  The  Baltic  Sea  Task  Force  for  Combating  Organised  Crime  has  used  its  existing 
structures  in  new  ways  to  further  decrease  the  harm  done  by  cross-border  crime,  of 
particular importance as local and regional administrations are more targeted as their 
decision-making and budgetary power increases  

-  Transport  ministries  in  the  Region  now  plan  infrastructure  investments  in  a 

coordinated way 

3

 
 
-  Within  the  Northern  Dimension  framework,  the  Partnership  for  Public  Health  and 
Social  Well-being  (NDPHS;  lead  partner  of  the  Health  Priority)  has  linked  to  new 
partners, for example the e-Health for Regions network 

-  The  BONUS  joint  Baltic  Sea  Research  and  Development  Programme  developed 
within  the  context  of  the  Strategy,  and  has  been  established  under  European  law 
following  a  decision  in  September  2010,  with  a  budget  of  EUR  100  million.  Its 
objective  is  to  support  joint  programming  and  targeted  research  to  tackle  the  most 
important  issues  facing  the  Baltic  Sea.  Its  full  implementation  phase  begins  in 
November 2011. 

Indeed, this new interlinked approach to Baltic Sea Region issues is one of the most important 
advances.  There  are  many  further  examples  of  new  networks  emerging  –  to  promote  green 
public procurement, to cooperate on the full implementation of the Internal Market, to boost 
research and innovation, and even in areas of traditional rivalry like tourism. Given the crucial 
importance  of  the  Sea  itself,  a  new  network  for  maritime  training  has  been  established  to 
bring together regional centres of excellence.  

2.4 Policy development and coherence 

The Strategy is not only about projects. The integrated way of working also encourages better 
policy  development  and  alignment,  along  with  a  more  efficient  implementation  of  existing 
approaches.  It  also  means  ensuring  that  sectoral  policies  –  including  transport,  education, 
energy  and  climate,  environment,  fisheries,  industry,  innovation,  health  and  agricultural 
policies  –  are  coherent  and  suited  to  the  needs  of  the  Baltic  Sea  Region  as  a  whole.  For 
instance, an environmental perspective must be incorporated in policy reflections at all levels, 
including local and civil society discussions, to ensure a genuinely green impact.  

Further examples are: 

-  The  Flagship  Project  "Phasing  out  the  use  of  phosphates  in  detergents"  is 
informing  decision-makers  on  national  legislative  actions  needed  to  limit  the  use  of 
phosphates in household laundry and automatic dishwasher detergents 

-  The  Baltic  Sea  Labour  Network  project  is  publishing  labour  market  strategy 

recommendations to achieve sustainable mobility 

-  The  MARSUNO  project  is  furthering  the  integration  of  maritime  surveillance 

systems, providing a model for policy-makers EU-wide  

-  The BaltFish Forum provides the Region and the EU with an important opportunity 

to develop and test a new, more regional, approach to fisheries management.6 

The strong maritime component of the Strategy constitutes the regional implementation of the 
EU Integrated Maritime Policy7. Cross-cutting action on maritime spatial planning is a tool to 
improve  decision-making,  balancing  sectoral  interests  competing  for  marine  space  with  the 
sustainable  use  of  marine  areas.  Through  the  integration  of  maritime  surveillance  systems, 
various  policies  become  better  aligned,  allowing  actors  to  share  information  with  a  view  to 
more efficient response capabilities. Moreover, initiatives in the Baltic Sea that lead to clean 

6 "Green Paper: Reform of the Common Fisheries Policy" - COM(2009) 163 final,22.04.2009  
7 "An Integrated Maritime Policy for the European Union" - COM(2007) 575 final,10.10.2007 and SEC(2007) 
1278,10.10.2007; 16616/1/07 REV 1 

4

 
 
                                                 
and fuel-efficient ships, and new technologies such as offshore wind energy are creating new 
jobs and economic opportunities. 

2.5 Alignment of funding and other financial initiatives 

Alignment of available funding with the Strategy is key to the success of the implementation 
process.  Focusing  the  efforts  of  Cohesion  Policy,  which  alone  makes  some  EUR  50  billion 
available for the Baltic Sea Region, along with major EU and national funding sources, has 
been a challenge. Important advances are: 

-  Several  European  Regional  Development  Fund  (ERDF)  programmes,  such  as  the 
Swedish  competitiveness  programmes,  have  developed  new  selection  criteria.  The 
transnational  Baltic  Sea  Region  Programme  has  contributed  EUR  88  million  to 
Flagship  Projects,  and  targeted  its  fourth  call  specifically  to  promoting  the  Strategy. 
Cross-Border Cooperation programmes have encouraged project applicants to support 
the  Strategy  approach.  Lists  showing  where  and  how  existing  Cohesion  Policy 
projects  contribute  to  the  Strategy  have  been  established,  which  are  being  made 
available by different programme authorities 

-  With the support of the European Fisheries Fund (EFF), the newly established Baltic 
Sea  Network  of  the  Managing  Authorities  and  Fisheries  Local  Action  Groups 
(FLAGs)  is  fostering  transnational  cooperation  in  the  sustainable  development  of 
fisheries areas in the Baltic Sea Region. This cooperation is expected to result in joint 
projects  contributing  to  the  implementation  of  the  EUSBSR.  Furthermore,  in  their 
2010  annual  implementation  reports  the  Member  States  include  a  specific  chapter 
outlining how their Programmes contribute to the implementation of the Strategy. 

-  Certain  countries  have  also  promoted  the  Strategy  in  European  Social  Fund  (ESF) 
programmes.  For  instance,  the  Swedish  ESF  Managing  Authority  is  prioritising 
requirements for transnational activities in many calls for project proposals. Denmark 
and Estonia have also highlighted the transnational contribution of their ESF projects. 
Building on this, the Swedish Managing Authority is cooperating with its counterparts 
in  other  Baltic  Sea  countries  in  the  informal  "Baltic  Sea  Network  ESF",  being 
developed and consolidated in a special project during 2011-12  

-  Other EU funding programmes are adopting a "Strategy approach" in their work. The 
Flagship  Project  "Sustainable  Rural  Development"  has  been  financed  as  a 
transnational  project  of  rural  development  programmes  funded  by  the  European 
Agricultural Fund for Rural Development (EAFRD) 

- 

In  relation  to  research  and  development,  BONUS  has  intensified  its  links  with  the 
Strategy. Steps were taken to involve innovation funding agencies, and in particular to 
exploit more fully the Strategy Flagship Project "BSR Stars"  

-  At the initiative of the European Parliament, EUR 2.5 million is earmarked in the 2011 

EU budget, mainly supporting the work of the Priority Area Coordinators 

-  Loans  have  also  been  given  to  many  Flagship  Projects  by  the  European  Investment 
Bank  and  Nordic  Investment  Bank  (EIB  and  NIB).  Two  examples  are  the  Wroclaw 
Water  and  Wastewater  Project  (project  cost  EUR  158  million)  and  sections  of  Rail 
Baltica  in  Latvia  (project  cost  EUR  80  million),  which  both  are  supported  by  loans 
from the EIB. 

5

 
 
The  Commission  and  the  European  Investment  Bank  (EIB)  are  assessing  the  potential  of  a 
joint  Implementation  Facility.  This  would  facilitate  the  preparation  of  "bankable  projects" 
combining  grants  and  loans,  as  well  as  monitoring  and  encouraging  efficient  project 
implementation. 

Other organisations have also contributed. For example, the Nordic Council of Ministers and 
the  Swedish  Development  Agency  (SIDA)  have  provided  seed  money.  National,  regional, 
local, and private sector funding is also being mobilised. 

2.6 Cooperation with non-EU Member States in the Baltic Sea Region 

As  an  EU  initiative,  the  Strategy  does  not  commit  non-Member  States.  However,  the  three 
countries  most  concerned,  Russia,  Norway  and  Belarus,  have  all  indicated  their  support. 
Concerning Russia, an indispensable partner in the Baltic Sea Region, cooperation has been 
pursued at several levels:  

-  The  Northern  Dimension  framework  has  facilitated  discussion  and  common  actions. 
For  example,  its  Transportation  and  Logistics  Partnership  is  actively  addressing  the 
issues  due  to  the  Region's  geography,  including  vast  distances  and  structural 
bottlenecks  

-  Existing  bodies  and  partnerships,  including  CBSS  and  HELCOM,  have  encouraged 

common planning by all partners in the Region 

-  The  European  Commission  and  the  Russian  Federation  have  reinforced  work  on 
specific aspects of cooperation, especially projects of common interest, good examples 
being in the context of the EU – Russia Modernisation Partnership, launched in June 
2010. 

-  Regions have also developed specific initiatives and projects bilaterally. 

Cooperation with non-Member States within the framework of the Strategy has been bolstered 
by EUR 20 million in the 2010 EU budget, again at the initiative of the European Parliament. 
It  is  primarily  for  environmental  projects,  via  the  Northern  Dimension  Environmental 
Partnership and HELCOM. 

3. Organisational structure 

The  governance  structure  has  evolved  to  maximise  the  contribution  of  the  many  actors  and 
organisations involved in the Strategy.  A wide range of stakeholders is involved, including: 
EU bodies; international financial institutions; political institutions and organisations; macro-
regional organisations specialised in various policy areas; regional organisations and NGOs; 
and  individual  regions  and  cities.  Multi-level  governance  is  the  only  practical  way  to  take 
advantage of this variety of expertise. Thus: 

-  At sub-national level, individual euro-regions, regions, counties and cities show strong 
commitment; many are leaders of Priority Areas, Horizontal Actions and/or Flagship 
Projects. Local and expert partners have been mobilised.  

-  The  Strategy  is  built  upon  the  involvement  of  Priority  Area  Coordinators  (typically 
national ministries, agencies or regions) responsible for each major area of the Action 
Plan 

6

 
 
 
 
 
 
 
 
-  The  eight  EU  Member  States  of  the  Region  are  politically  committed  at  the  highest 
level,  and  National  Contact  Points  (NCPs)  ensure  coherence  between  the  different 
players within each administration. The role of the NCP is crucial in ensuring a strong 
and coordinated national engagement, in particular of all relevant line ministries. 

-  The Baltic Sea Region level is represented by, among others, the Baltic Development 
Forum (BDF), HELCOM and VASAB, directly responsible for the implementation of 
various  projects  and  actions  listed  in  the  Action  Plan.  The  Nordic  Council  of 
Ministers,  the  Baltic  Council  of  Ministers  and  the  CBSS  give  prominence  to  the 
Strategy on their political agendas, and by organising common events and contributing 
to Flagship Projects 

-  The European level is assured through continuous contact with the EU institutions and 
advisory  bodies,  and  in  particular  a  High  Level  Group  of  expert  advisers  on  the 
Strategy, nominated by all Member States. The European Commission contributes as a 
source of independent and EU-wide expertise 

-  The  public  dimension  is  crucial.  The  contribution  of  the  Baltic  Intergroup  and  the 
Regional Policy Committee of the European Parliament, as well as the Committee of 
the  Regions  and  the  European  Economic  and  Social  Committee,  is  very  valuable  in 
this context 

-  The  Action  Plan  has  proved  crucial  in  facilitating  the  organisation  of  work.  It  has 
focused  political  priorities,  identified  concrete  work  to  be  done  and  prioritised  good 
planning. It has made the Strategy concept an easily-understood reality, and facilitated 
communication.  Its  "rolling"  nature  is  central  to  the  work,  and  should  be  regularly 
updated. 

At  technical  level,  the  assistance  of  the  EU  INTERACT  programme  office  in  Turku  is  an 
essential resource. The Strategy has also used other existing structures in a pragmatic way. An 
approach  whereby  the  Region  borders  are  somewhat  flexible  proves  helpful  in  addressing 
issues without imposing artificial geographical limits. 

4. Lessons learned  

The contribution the Strategy makes to cooperation in the Region must now be consolidated. 
Points to underline are: 

•  Maintaining political momentum 

Political will remains indispensable for success. To maintain momentum, the Strategy must be 
a  reference  point  for  all  relevant  meetings  and  summits.  It  should  also  be  included  on  the 
agenda of relevant Councils of Ministers on a periodic basis, and be a natural focal point for 
European  and  national  parliamentary  debates.  It  should  be  taken  into  account  in  relevant 
future policy programming at all levels. To assist this, the Strategy needs to be more explicit 
on how it is able to address the urgent needs of the Region, for instance through identification 
of clear targets.  

•  Commitment 

The Strategy needs to be more embedded in political and administrative structures. Its set-up 
is  still  vulnerable  to  organisational  changes,  or  changes  in  political  priorities.  Long-term 
sustainability requires institutional stability, with allocation of sufficient human resources (at 

7

 
 
regional,  national  and  European  level).  To  achieve  goals,  it  is  important  that  Priority  Area 
Coordinators,  but  also  their  equivalents  in  the  other  participating  Member  States,  are  fully 
involved. Line Ministries need therefore to take a more active role, and to allocate adequate 
staff and support.  

•  Targets and evaluation 

The  importance  that  the  Strategy  has  assumed  in  policy  development  and  implementation 
makes evaluation of progress essential. The Strategy did not initially include specific targets. 
However,  the  Commission  and  other  stakeholders,  drawing  on  existing  targets  and  those 
under  development  as  appropriate,  should  therefore  define  targets  and  indicators,  both 
quantitative and qualitative, to monitor the Strategy. For some prioritized areas, such as work 
relating  to  water  and  marine  environment,  these  already  exist  (Water  Framework  Directive, 
HELCOM Baltic Sea Action Plan, The Marine Strategy Framework Directive) and could be 
useful. The proposed targets and indicators should be widely consulted. 

•  Communication and ownership 

Awareness  of  the  Strategy  and  the  results  it  delivers  is  essential.  The  Strategy  needs  to  be 
more  visible.  Key  groups  should  be  involved,  such  as  local  and  regional  authorities,  NGOs 
and  the  private  sector.  The  informal  Baltic  Sea  Group  of  EU  regional  offices,  or  the  BDF's 
links to important businesses in the Region, are existing examples of what needs to be further 
encouraged.   

•  Cross-cutting links 

Much  added  value  comes  from  fostering  cross-sectoral  cooperation.  The  Commission  and 
others promote workshops and new networks. The 2010 Annual Forum specifically explored 
the benefits of more integrated approaches. 

Reflecting  this,  a  new  Horizontal  Action  on  strengthening  multi-level  governance  was 
recently  included  in  the  Action  Plan.  Two  showcases,  "water  management"  and  "spatial 
planning",  demonstrate  how  current  cooperation  in  the  Region  is  managed,  and  how  the 
Strategy can improve contacts across all levels. This needs to be further encouraged. 

•  Policy development  

Relevant  policy  reviews  (e.g.  transport,  innovation,  maritime  and  environment)  should  take 
their combined effect on the macro-region into account. The importance of territorial cohesion 
should be particularly considered in this Baltic Sea region, based on a clear "place-based" or 
"Region-based" perspective. Individual projects should be seen as contributing to the Strategy 
and  as  examples  of  the  overall  approach.  Closer  links  to  Europe  2020,  and  indeed  to  other 
strategies  and  policies,  such  as  the  Internal  Security  Strategy,  the  Common  Agricultural 
Policy and the Common Fisheries Policy, should be established. 

This  underlines  the  Strategy's  potential  as  an  instrument  for  implementation  of  overall 
European  priorities.  Macro-regions  can  act  as  building-blocks  for  EU-wide  policy  overall. 
The Council has also drawn attention to the need for clear Baltic-Danube links8. To build on 
this, the macro-regional experience in relation to policy development should feed into Council 
discussions  at  EU  level.  Sectoral  Councils  could  profitably  include  macro-regional 
discussions in their agendas.   

8 General Affairs Council Conclusions on the Danube Strategy: (April 2011) 

8

 
 
                                                 
•  Further alignment of funding  and technical assistance 

Better  coordination  through  the  post-2013  Common  Strategic  Framework  is  necessary  to 
ensure macro-regional priorities are reflected in future EU Programmes. This is crucial. The 
Strategy is a pioneer case, paving the way in the new financial and programming perspective 
for  better  streamlining  all  funding  instruments.  This  is  not  only  within  and  between  EU 
Member States: the strategic coordination of bilateral cooperation programmes with non-EU 
Member  States  at  the  EU,  national  and  regional  level  should  also  be  improved.  In  addition, 
the support of transnational cooperation programmes which cover the same geographical area 
as a macro-regional strategy has become evident. Such programmes should be reinforced and 
more closely linked to this work. 

A clearer link also needs to be established between Priority Area Coordinators and Managing 
Authorities  for  EU  Programmes.  National  and  international  funding  sources  in  the  Region 
should  take  full  account  of  the  Strategy.  The  contributions  from  other  partners  such  as  the 
Nordic  Council  of  Ministers  and  the  Swedish  International  Development  Agency  are 
welcomed.  Innovative  approaches  to  funding  should  be  promoted.  The  Implementation 
Facility  under  preparation  with  the  EIB  would  be  a  good  example.  Different  national  EU 
Programmes should fund joint projects, and this should be institutionally facilitated. 

Organisational  assistance  funding  for  running  costs  is  important.  The  EU  budget  provides 
EUR  2.5  million  in  2011.  However,  as  this  is  not  guaranteed  in  future,  other  means  for 
technical assistance should be explored, especially through existing and future programmes. 

Alternative  methods  of  working  together  such  as  European  Groupings  of  Territorial 
Cooperation  could  also  be  useful  at  either  the  overall  Strategy  level  or  for  specific  Priority 
Areas,  Actions  or  Flagship  Projects.  These  would  have  the  important  effect  of  making 
cooperation  structures  more  solid  and  sustainable,  while  avoiding  duplication  with  existing 
structures. 

5. Recommendations  

Overall,  it  is  clear  that  the  Strategy  is  a  new  way  of  bringing  multiple  partners  and  policy 
areas together to achieve more than any could do alone. For its part, based on the experience 
reported here, the Commission recommends to: 

-  Reinforce  the  integrated  nature  of  the  Strategy  through  closer  alignment  with  the 

themes and flagships of Europe 2020  

-  Assure the European nature of the Strategy through regular discussions of the Strategy 

at policy Councils 

-  Prioritise  work  on  establishing  targets  to  make  the  Strategy  more  focused  and  more 

concrete as regards to its main aims 

-  Maximise  efforts  to  align  Cohesion  Policy  and  other  funding  sources  in  the  Region 

with the objectives of the Strategy  

-  Strengthen implementation structures (especially Priority Area Coordinators and their 
steering  groups)  both  financially  and  in  terms  of  staff.  National  coordination 
committees  should  be  set  up,  and  national  contacts  for  each  Priority  Area  should  be 
identified.  Structures  need  to  be  thoroughly  embedded  in  ministries  and/or  other 
relevant bodies.  

9

 
 
-  Develop a "Communication initiative" to ensure broader participation in the Strategy, 

as well as understanding of its achievements.  

In addition, the Commission will continue its work on identifying the value-added of this new 
macro-regional  approach,  which  could  be  based  on  an  external  evaluation  of  the  Strategy's 
impact.  Its  conclusions  will  be  incorporated  into  the  report  on  the  macro-regional  strategy 
concept, which the Council has requested for June 2013, drawing on the best possible analysis 
of the experience gained.  

These recommendations require more high-level input from all stakeholders. The Commission 
believes  that  the  achievements  and  appreciation  of  the  Strategy  so  far  justify  this  further 
effort.  

10