Towards a More Social EU?
The adoption in June 2010 by EU leaders of a target to lift at least 20 million people out of the risk of poverty and exclusion by 2020 is an important step forward. However, delivering on this and the Union’s four other mutually reinforcing targets, and achieving the EU’s ambitious social objectives, raises many political and technical challenges. These are examined in depth in this book.
A key objective of the book is to take a critical look at and draw lessons from the past, 2000–2010 Lisbon Strategy. Another important objective is to explore the format and role of EU coordination and cooperation in the social field in the new EU governance framework, in a context marked by slow recovery after the global economic crisis. Finally, the book also makes proposals for the further reinforcement of this coordination and cooperation and for the improvement of the different instruments available at EU, national and sub-national levels.
The analysis and concrete proposals presented in the book will be invaluable to policy-makers, researchers and other stakeholders interested in contributing to building a more Social EU. They will help to encourage new ideas and innovative approaches.
11. Towards a Stronger OMC in a More Social Europe 2020:A New Governance Architecturefor EU Policy Coordination (Jonathan ZEITLIN) 253
253 11. Towards a Stronger OMC in a More Social Europe 2020: A New Governance Architecture for EU Policy Coordination Jonathan ZEITLIN1 11.1 Introduction The Lisbon Strategy, which was launched by the European Council in March 2000 as a medium-term framework for EU socio-economic policy coordination, formally elapsed in June 2010 with the adoption by the European Council of the new Europe 2020 Strategy. Almost from the outset, the Lisbon Strategy was the subject of sharply contrasting interpretations, while its governance architecture was formally or infor- mally revised several times. This chapter examines and contributes to the ongoing debate about the future of the Europe 2020 Strategy and the appropriate governance architecture for EU policy coordination. The chapter is divided into two main parts. The first part looks backward at the governance of the Lisbon Strategy since March 2000, providing a critical overview of the three principal phases of its devel- opment. The second part looks forward, examining the emerging gov- ernance architecture for EU policy coordination after 2010. The argu- ment proceeds in three main steps. The first analyses the reformed governance architecture of Europe 2020, drawing attention to its rein- forced social dimension as well as to serious risks to the broader EU social policy coordination and monitoring capacities developed over the past decade arising from ambiguities in the institutional design of the new Strategy. The second step advances a series of proposals to coun- teract these risks by incorporating into the governance architecture of Europe 2020 key...
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