EUROPEAN COMMISSION
PUBLIC CONSULTATION ON THE EUROPE 2020 STRATEGY
Name: EUROPEAN MUSEUM FORUM
Contact details:
European Museum Forum
ICOM
22 rue de Palestro
75002 Paris
France
Phone number: +33 6 48 299 605
E-mail: emf@icom.museum
Country of residence: United Kingdom
Language of your contribution: English
Type of organisation:
Member State
Public authority
Registered organisation
Registered company
Individual citizen
Non-registered organisation/company
Other, please specify: Charitable Company Limited
Main area(s) covered by your contribution:
Economic and financial affairs
Competitiveness
1
Industry
Single market
Employment
Research, development and innovation
Digital economy
Climate, energy and resource efficiency
Education
Poverty/social exclusion
Other, please specify: Culture and in particular museums
Register ID number (if you/your organisation is registered in the Transparency
register:
Your reply:
can be published with your personal information
can be published in an anonymous way
cannot be published
A) Background for the public consultation:
The Europe 2020 strategy was launched in March 2010 as the EU's strategy for promoting
smart, sustainable and inclusive growth. It aims to achieve a knowledge-based, competitive
European economy while preserving the EU's social market economy model and improving
resource efficiency. It was thus conceived as a partnership between the EU and its Member
States driven by the promotion of growth and jobs.
The Europe 2020 strategy is built around five headline targets in the areas of employment,
research and development, climate and energy1, education and the fight against poverty and
social exclusion. The strategy also set out a series of action programmes, called "flagship
initiatives", in seven fields considered to be key drivers for growth, namely innovation, the
digital economy, employment and youth, industrial policy, poverty and resource efficiency.
The objectives of the strategy are also supported by action at EU level in areas such as the
single market, the EU budget and the EU external agenda.
1
In January 2014 the Commission launched a framework for energy and climate policies up to 2030. A
reduction in greenhouse gas emissions by 40% below the 1990 level, an EU-wide binding target for
renewable energy of at least 27% and renewed ambitions for energy efficiency policies are among the
main objectives of the new framework.
2
The Europe 2020 strategy is implemented and monitored in the context of the European
Semester, the yearly cycle of coordination of economic and budgetary policies at EU level.
The European Semester involves discussion among EU institutions on broad priorities,
annual commitments by the Member States and country-specific recommendations prepared
by the Commission and endorsed at the highest level by leaders in the European Council.
These recommendations should then be taken on board in the Member States' policies and
budgets. As such, together with the EU budget, the country-specific recommendations are
key instruments for the implementation of the Europe 2020 strategy.
After four years, the Commission has proposed, and the European Council of 20-21 March
2014 has agreed, to initiate a review of the Europe 2020 strategy. On 5 March 2014, the
Commission adopted a Communication "Taking stock of the Europe 2020 strategy for smart,
sustainable and inclusive growth" (Communication and Annexes ). drawing preliminary
lessons on the first years of implementation of the strategy. Building on these first outcomes
and in a context of a gradual recovery of the European economies, it is time to reflect on the
design of the strategy for the coming years.
Through these questions, we are seeking your views on the lessons learned from the early
years of the Europe 2020 strategy and on the elements to be taken into account in its further
development, in order to build the post-crisis growth strategy of the EU.
B) Questions:
1) Taking stock: the Europe 2020 strategy over 2010-2014
Content and implementation

For you, what does the Europe 2020 strategy mean? What are the main elements
that you associate with the strategy?

The Europe 2020 Strategy focuses largely on economy due to the long-lasting crisis but
the impact of the present-day problems is far broader and affects all aspects of human
activities. In our opinion the impact of heritage and culture is not stressed and we see
both of them as extremely important assets that Europe has which give it a huge
competitive advantage in the world. This potential is neither recognized nor used enough.

Overall, do you think that the Europe 2020 strategy has made a difference? Please
explain.
The impact the strategy would have been stronger if all relevant sectors are taken into
account. Therefore the contribution of museums as treasures of human activities, with
masterpieces of civilisations should not be ignored. Heritage provides a resource for
sustainable development and numerous indicators prove that it brings economic benefits
to the European communities – direct and indirect.
Heritage sector is something that makes Europe a world-leader and the strategy cannot
ignore its impact. European heritage organisations are trying to emphasise, jointly and
separately, the role of museums, heritage and culture in creation of European social
landscapes therefore there cannot be a European success story without them.
3
All those potentials should be reflected in the EU 2020 Strategy.
Today there are many current issues that require constant attention of museum professionals
- sustainable economy and financial breakdowns, the question of national versus regional,
European or global identity, cultural crises and new audiences, new technologies. Financial
crises are dangerous since they may be fundamentally reshaping public attitudes about
supporting museums and other heritage organizations and future strategies should help in
eliminating these dangers.
Museum sector provides unlimited possibilities for development and strategies should focus
on the potential to establish a significant area in which heritage, economy and social aspects
can become balanced for the benefit of all.
One of the initiatives of professional museum organisations led by ICOM EUROPE have
been addressing the current issue of crises. In Lisbon on April 5th and 6th, 2013 an
international conference on Public Policies toward Museums in Times of Crisis was
organised as an appeal to European, national, regional and local Parliaments and
Governments to support culture and museums in these times of crisis. The result was a
signed on behalf of thousands museum professionals and volunteers currently working in
museums in our countries.
This appeal presents to Parliaments and Governments three action priorities for addressing
the crisis and ten proposals for the sustainable management of museums and cultural
heritage and I will stress three key priorities:
1.
Global economic crisis is producing dramatic effects upon cultural activities and
museums - in many European countries, the economic crisis has generated a drastic
decrease in public and private financial support to culture and museums. Thus the existence
of many museums and their collections is in danger. Policy makers need to recognise that
museums are long-term, intergenerational institutions where research, conservation and
dissemination of knowledge are closely entwined, It is wrong to consider culture, museums
or heritage a luxury - in fact they are assets of sustainable growth. It is our strong belief that
at such critical moments we must change our traditional opinions not only about finance and
economy, but also about society and ways of living.
2. Cultural activities and museums are unique resources for the development of economy
and society
Culture and museums are important investments for a better society since our national and
European identities rest on a common cultural heritage which is not a mere memory of the
past, but a capital asset in understanding the present and planning the future. They can
foster economic and social growth as well as innovation and community cohesion.
3.
The economic crisis and the
new role of museums
 The preservation and safeguarding of tangible and intangible cultural heritage is
considered the most relevant function of museums but contemporary museums have
wider goals as they offer public services and social activities, as well as culture and
knowledge. They serve new audiences, use new languages and new media, innovative
museums foster public awareness, promote understanding of heritage and offer
educational services. They strengthen cultural identities, support social cohesion and
develop intercultural mediation activities which are fundamental in times of crisis.Has the
knowledge of what other EU countries are doing in Europe 2020 areas impacted on
the approach followed in your country? Please give examples.
European Museum Forum is international professional organisation.
4

Has there been sufficient involvement of stakeholders in the Europe 2020
strategy? Are you involved in the Europe 2020 strategy? Would you like to be more
involved? If yes, how?
Museum organisations have not been sufficiently involved in the Europe 2020 Strategy.
European Museum Forum would like to contribute further to the Europe 2020 Strategy by
encouraging firm partnerships through regular coordinated dialogues between heritage
institutions and the EU Institutions and national, regional and local authorities.
Tools

Do the current targets for 2020 respond to the strategy's objectives of fostering
growth and jobs? [Targets: to have at least 75% of people aged 20-64 in
employment; to invest 3% of GDP in research and development; to cut greenhouse
gas emissions by at least 20%, increase the share of renewables to 20% and
improve energy efficiency by 20%; to reduce school drop-out rates to below 10%
and increase the share of young people with a third-level degree or diploma to at
least 40%; to ensure at least 20 million fewer people are at risk of poverty or social
exclusion].
Europe 2020 states that ‘The EU adds value on the global scene’ but it ignores the value
of one of its key assets, its unique and irreplaceable cultural heritage and Europe’s
diversity. It is not only the percentage but the quality that matters..
European Museum Forum joined the heritage alliance in order to promote cultural
heritage as an asset of huge importance to Europe in itself, conferring a global
competitiveness that none can match. Its positive social, economic and environmental
impacts have been widely evidenced, and realised in monetary terms by member states.
The 2020 targets should be amended to reflect the contribution Europe’s rich cultural
heritage and museums in smart, sustainable and inclusive growth.

Among current targets, do you consider that some are more important than
others? Please explain.
The joint impact is crucial and not separate targets. There is no "smart growth" without
European most distinctive assets – heritage and treasures in museums. They unlock the
creativity and innovation.
Do you find it useful that EU-level targets are broken down into national targets? If
so, what is, in your view, the best way to set national targets? So far, have the
national targets been set appropriately/too ambitiously/not ambitiously enough?
If Europe wants to be prosperous
benefits.
national targets should not overshadow common
5

What has been the added value of the seven action programmes for growth? Do
you have concrete examples of the impact of such programmes? ["Flagship
initiatives": "Digital agenda for Europe", "Innovation Union", "Youth on the move",
"Resource efficient Europe", "An industrial policy for the globalisation era",
"Agenda for new skills and jobs", "European platform against poverty"].
There are many potentials for museums and heritage sector in the “Digital agenda for
Europe” but the digitalisation of Europe’s heritage is not the goal in itself. A social impact
has not been evident enough Museums and cultural heritage are positive engines of
development rather than sources of expenditure. There is no sustainable growth without
cultural development. Territories need cultural infrastructure in addition to highways, highspeed railways, airports and telecommunication services. To promote regional growth
and international exchanges, and to improve the quality of citizens' lives, we need cultural
heritage, museums, libraries, archives, performing arts, theatres, concert halls and
exhibition centers.
2) Adapting the Europe 2020 strategy: the growth strategy for a post-crisis Europe
Content and implementation

Does the EU need a comprehensive and overarching medium-term strategy for
growth and jobs for the coming years?
EU needs a comprehensive and overarching strategy for growth and jobs but in the
context is important. The growth means that Europe has to fulfil public obligations toward
heritage and museums and preserve our cultural legacy for future generations and
envisage resources for museums as permanent cultural institutions so that they can
effectively fulfil their social roles and offer a greater number of activities to support their
communities and local development.

What are the most important and relevant areas to be addressed in order to
achieve smart, sustainable and inclusive growth?
Cultural heritage is one of the main assets. European Museum Forum joined Europa
Nostra, along with other members of the European Heritage Alliance 3.3, has identified a number
of key areas where cultural heritage is currently contributing to the delivery of smart, sustainable
and inclusive growth. These contributions include:
6
Smart growth: developing an economy based on knowledge and innovation


sees museums and cultural sectors as a vehicle of significant lifestyle changes and
progress, including the development of new jobs, innovative ways to approach
cultural heritage masterpieces and inter-generational and intercultural dialogues..
recognises the value of public engagement of museums and fosters exchange of best
practice and ideas across Europe.
Sustainable growth: promoting a more resource efficient, greener and more
competitive economy
Cultural heritage is virtually a field of unlimited possibilities, and combined with the
use of new technologies, it has the potential to become an important sector to
leverage Europe's economic and societal goals in the frame of the Europe2020
strategy
Inclusive growth: fostering a high-employment economy delivering social and
territorial cohesion
to focus on new ways to cultural content, in particular to new experiences that the
most recent technologies offer

What new challenges should be taken into account in the future?
Global economic crisis is producing dramatic effects upon cultural activities and
museums - in many European countries, the economic crisis has generated a drastic
decrease in public and private financial support to culture and museums. Thus the
existence of many museums and their collections is in danger. Policy makers need to
recognise that museums are long-term, intergenerational institutions where research,
conservation and dissemination of knowledge are closely entwined, It is wrong to
consider culture, museums or heritage a luxury - in fact they are assets of sustainable
growth. It is our strong belief that at such critical moments we must change our traditional
opinions not only about finance and economy, but also about society and ways of living.

How could the strategy best be linked to other EU policies?
The importance of mainstreaming cultural heritage with all EU policies is clear in the EC
Communication “Towards an integrated approach to cultural heritage for Europe”.
A viable strategy for Europe post crises must be broader based than only growth and jobs –
however a necessary generation turn-over has to be taken into account. Heritage opens new
possibilities for new skills and knowledge generator.

What would improve stakeholder involvement in a post-crisis growth strategy for
Europe? What could be done to increase awareness, support and better
implementation of this strategy in your country?
7
Social responsibility and participatory museum is seen as a path towards new roles of
cultural heritage and more integrated approach with communities at all levels. Therefore new
partnerships and social enterprises will appear and should be promoted in the heritage
sector.
Tools

What type of instruments do you think would be more appropriate to use to
achieve smart, sustainable and inclusive growth?
Cultural heritage is an area for which member states retain principal responsibility. Actions at
EU level therefore focus on supporting, co-ordinating and supplementing what member
states do.
The revised Europe 2020 strategy needs to be linked to other EU policies.

Sustainable growth needs to be clearly defined and linked to sustainable
development as it is understood in the spatial planning and related processes.

The contribution of cultural heritage to the revised targets of Europe 2020 Strategy
should be recognised in Environmental Impact Assessment and Strategic
Environmental Assessment regimes.
In the field of cultural heritage there are a range of policy tools and financial levers:

There are several new high-level European statements which set out a positive policy
framework for member states. It is especially valuable for civil society to draw on
these in their advocacy to their own governments on the management and protection
of our cultural heritage including the historic environment. We support the further
dissemination of these and similar statements for the benefit of European citizens and
as an essential element in the external relations of the EU.

Robust data regularly reviewed is at the heart of all good policy making. Further
research towards a shared methodology and a more integrated approach to the
evaluation of the direct/indirect/induced economic, environmental, social and cultural
impacts of our heritage as a catalyst for smart growth should be supported by all
European institutions.

Europe-wide dissemination of the research on the multiple impacts of constructively
managing and protecting our cultural heritage will help ensure that the full benefits
are realised by governments, communities and individuals.

The option to levy VAT at the lower rate of 5% on the labour element of renovation
and repair of dwellings in private ownership (as permitted under European Union
Directive 2009/47/EC amendment Annex III of the VAT Directive 2006/112/EC)
should be reconfigured as an effective tool to support environmental targets, not only
social objectives. The repair and maintenance of the existing building stock is an
inherently sustainable action which should be encouraged in this way.
8


Evaluation of all projects funded by the EU, should include a cultural heritage
element, ie recognising cultural heritage the fourth agent of smart, sustainable and
inclusive growth alongside economic, social and environmental considerations.
What would best be done at EU level to ensure that the strategy delivers results?
What would best be done at Member State level?
Raise awareness of the economic, social and environmental importance of cultural heritage
and museums for Europe.
Encourage conservation, tax and VAT incentives, etc.
Enable a sharing of information.
Develop actions and targets across a broader spectrum including cultural heritage.
Align allocation of structure funds to include cultural heritage projects.
Encourage national and regional development governments to value cultural heritage as a
strategic resource.

How can the strategy encourage Member States to put a stronger policy focus on
growth?
The revised strategy should promote sustainable development as a more inclusive focus
than growth alone. The priorities should be smart, inclusive and sustainable and should
reflect the contribution of cultural heritage as set out in this response.
Culture should be one of the pillars of the Strategy. See Hangzhou Declaration adopted on
18 May 2013 places culture at the heart of sustainable development policies and reaffirms
the potential of culture as a driver for sustainable development, through the specific
contributions that it can make as knowledge capital and a sector of activity to inclusive social,
cultural and economic development, harmony, environmental sustainability, peace and
security.

Are targets useful? Please explain.
Targets are useful in principle but they should not become an end in themselves and reflect
the benefit of cultural heritage.

Would you recommend adding or removing certain targets, or the targets in
general? Please explain.
Cultural heritage should be a central pillar rather than a target or a flagship initiative.
9

What are the most fruitful areas for joint EU-Member State action? What would be
the added value?
Cultural Heritage is a prime example of where EU–Member state partnership can deliver
added value. Whilst responsibilities lie primarily at national, regional and local level, the
EU’s capacity to stimulate, incentivise, promote, support, share risk, experience and
knowledge as well as invest in the majority of the initiatives we set out in Section 2
creates the opportunity to capitalise on the asset that gives Europe a competitive
advantage globally –its cultural heritage.
3) Do you have any other comment or suggestion on the Europe 2020 strategy that
you would like to share?
/
Thank you for completing the questionnaire. Please send your contribution, along with any
other documents, to SG-EUROPE2020-CONSULTATION@ec.europa.eu.
10