Die EU-Zentralasienstrategie 2019 – mehr Handlungsrahmen als strategisches Dokument

Katrin Böttger; Yvonne Braun; Julian Plottka

doi:10.5771/0720-5120-2019-4-297

Contents
- Chapter Expand | CollapseAuthorsPage
- 245–246 Titelei/Inhaltsverzeichnis 245–246
- 247–320 AUFSÄTZE 247–320
  - 247–261 Von der Entgrenzung zur Eingrenzung: Krise und Wandel der europäischen Integration Frank Schimmelfennig Frank Schimmelfennig 247–261
  - 262–279 Rivalität mit System? Zehn Jahre institutioneller Wettbewerb zwischen Europäischem Parlament und Europäischem Rat Johannes Müller Gómez, Wulf Reiners Johannes Müller Gómez, Wulf Reiners 262–279
  - 280–296 „To be or not to be?“ Das Spitzenkandidatenprinzip in der Europawahl 2019 und zukünftige Szenarien Yvonne Nasshoven Yvonne Nasshoven 280–296
  - 297–320 Die EU-Zentralasienstrategie 2019 – mehr Handlungsrahmen als strategisches Dokument Katrin Böttger, Yvonne Braun, Julian Plottka Katrin Böttger, Yvonne Braun, Julian Plottka 297–320
- 321–328 FORUM 321–328
  - „Let’s archive!“ Die Dokumentation internetbasierter Daten als neue Herausforderung für die europäische Integrationsforschung Daniel Göler, Florence Reiter Daniel Göler, Florence Reiter
- 329–335 TAGUNGEN 329–335
  - Deutschland in Europa: Hegemon oder ehrlicher Makler? Erik Brandes Erik Brandes
Durchsuchen Sie das Werk
Geben Sie ein Keyword in die Suchleiste ein
No access

integration , page 297 - 320

Die EU-Zentralasienstrategie 2019 – mehr Handlungsrahmen als strategisches Dokument

Autoren

Katrin Böttger Yvonne Braun Julian Plottka

DOI
- doi.org/10.5771/0720-5120-2019-4-297
- ISSN: 0720-5120
- ISSN online: 2941-8895
Zusammenfassung

In May 2019, the Council of the European Union (EU) adopted a new Central Asia Strategy. Drivers behind the strategic renewal were transformations in Central Asia, the new geopolitical context, lessons from the implementation of the previous strategy, and the new EU Global Strategy of 2016. With regard to these developments, a number of expectations towards the new strategy derived. Based on an outline of recent developments, the article identifies current challenges and expectations and assesses whether the new strategy lives up to them. It concludes that the 2019 strategy is rather a framework for action than a strategic document. However, its major assets are “flexibility” with regard to future trends and “inclusiveness” in terms of stakeholders’ ownership for the EU’s Central Asia policy. To sustain this ownership, the Central Asia policy needs sufficient funding under the next multiannual financial framework. During programming, the EU has to define clear priorities for bilateral and regional measures. To generate synergies, the EU institutions and member states have to agree on an internal division of labor. Finally, the EU has to put “principled pragmatism” into practice by finding a balance between the promotion of values and interests.

Abstract

In May 2019, the Council of the European Union (EU) adopted a new Central Asia Strategy. Drivers behind the strategic renewal were transformations in Central Asia, the new geopolitical context, lessons from the implementation of the previous strategy, and the new EU Global Strategy of 2016. With regard to these developments, a number of expectations towards the new strategy derived. Based on an outline of recent developments, the article identifies current challenges and expectations and assesses whether the new strategy lives up to them. It concludes that the 2019 strategy is rather a framework for action than a strategic document. However, its major assets are “flexibility” with regard to future trends and “inclusiveness” in terms of stakeholders’ ownership for the EU’s Central Asia policy. To sustain this ownership, the Central Asia policy needs sufficient funding under the next multiannual financial framework. During programming, the EU has to define clear priorities for bilateral and regional measures. To generate synergies, the EU institutions and member states have to agree on an internal division of labor. Finally, the EU has to put “principled pragmatism” into practice by finding a balance between the promotion of values and interests.
Share