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EPR Public Affairs 2010

Helsinki, 16 June 2010

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1992- 2000 No external public affairs activities

2000 - 2003 Ad hoc activities: information gathering

2004-2007Joint public affairs activities - alliances (ENSPER)

Stakeholder perception analysis

2008 - 2010 Independent EPR public affairs strategy

Partnerships / wider scope

2011-2013Increased relevance of European policies and trends

Increased interest from EPR members

EPR Public Affairs Development

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Definition of Public Affairs

1. Networking, positioning & representation• contacts with key stakeholders• image-building & profiling• organisation of own events/participation in others’ events• memberships and participating in different structures

2. Collecting information on funding opportunities & policy developments• screening media, selecting issues, and disseminating to members• informing and advising members via particular tools

3. Monitoring legislation• following up specific dossiers • analysing stakeholders’ positions• obtaining clarification and inside information• informing and advising members

4. Influencing policy• issuing position papers, declarations, protocols• dissemination to external parties• undertaking actions towards policy makers

4 levels of Public Affairs

deepening in content

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sectoral context

UN Convention

EU Disability Strategy

CoE Action Plan

Services Directive

WHO ICF

Aging

Mainstreaming

….….

networkingrepresentation

selection of issueschallenges, opportunities for

EPR members

EPR network

information actions

EPR membersdevelopment/deployment of

solutions & answers

research & analysisneeds assessment

internal disseminationtraining & advice

sectoral stakeholdersenhance sector

demonstrate “leading” role

external disseminationinfluencing policy

favourable policies

validate solutions

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The lobby

process

Select relevant issues

Fact finding > Impact analysis > Shortlist of themes

Formulate positions

• Stakeholders analysais

• Position paper

• Formal approval

Draft lobby action plan

• Analysis of decision-making process

• Concrete work plan (who/what/when)

Implement lobby action plan

• Involve available resources

• Monitor effects + feedback

How to lobby?

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Key stakeholders in the disability sector

Disability sector

Policy makers

Organisations of disabled people

Service providers

Social partners Funders/insurers

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45 million disabled people in the European Union

23 organisations on national, regional and local level

26 National Councils

67 organisations on European level

EDF

- 1993: new era of European disability history with adoption of the UN Standard Rules- Rule 18: “States should recognise the advisory role of org of disabled people in

decision-making”- 1996: EDF emerged out of the HELIOS II Programme where it acted as a consultative

committee- Today: EDF represents disabled people in dialogue with EU inst/public authorities - Promotes equal opportunities, ensures access to fundamental and human rights

through active involvement in policy development and implementation- Wide scope of work: transport, info society, social exclusion, non-discrimination,

LLL…- Core-funded by EC, well-resourced secretariat = strong and outspoken lobbyist- Organisation in good standing; respected

European umbrella of disability movement

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others…

Networks of service providers

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Comparing providers networks

Network of excellence

‘leading’ individual members

Contribute to strategic/business objectives of members

Resourced secretariat

Strong operational capacity

Growing organisation

Diverse membership

Member-driven philosophy

Relatively weak central management

Enthusiast members

Representing the sector

National umbrella organisations

Focuses on Public Affairs & projects

Highly dependent on EU project funding

Strong lobby capacity

Networking / Raising profile of disability

National sections with diverse members

Big international congresses and wide declarations

Good reputation from the past

Gathers various stakeholders

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International Public Authorities Discussions with only one partner

Financial support to many lobby groups

European interest groups Cooperation agreements

No merge

Double contradiction on two levels

European Networks in disability sector: tendencies

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SWOT analysis of lobby capacity in European disability sector

S1. Representativeness & credibility of EDF2. Expertise & capacity3. Most stakeholders are Brussels-based4. Common interests in large majority of the issues

W1. No single voice of service providers2. Few formal structures and procedures for consultation between all partners 3. Lack of common agenda & strategy

T1. Limited competence of EU in disability policy2. Reduced financial resources for the disability sector3. Weakening profile of disability 4. Competition & rivalry

O1. Growing tendency of European institutions to consult civil society2. More focused profiling of EDF3. Increased international legal framework on disability4. ‘Europeanisation’ of the rehabilitation market

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Aims & Objectives of EPR PA

1. Providing direct services to members

2. Strengthening the profile, image and visibility of EPR

3. Promoting EQUASS

4. Influencing policy and legislation

4 m

ain

ob

ject

ives

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Strengths

Good image and reputation Network of ‘leading’ organisations Professional and operational secretariat Clear and defined profile Service providers Representing expertise (not entire sector) Recognition as market leader in Quality Seat in Disability High Level Group Member of Social Platform and INSSPs Good relations with key stakeholders

Weaknesses

Limited allocation of resources Insufficient analytical work Weak external communication and limited dissemination of outputs Limited membership representativeness Limited involvement of members in EPR Public Affairs

Threats Image as ‘leading’ might create the negative perception of ‘snobbish’ Perception as ‘one-issue’ organisation (Quality) Overstretching resources by ‘trying to be everywhere and in everything’ ‘Widening’ at the sake of ‘deepening’

Opportunities

Increasing relevance of EU policy and growing interest of EPR members Using Quality as an entry point into other subjects and policy areas Increased resources due to structural funding and projects

EPR Public Affairs – SWOT Analysis

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Questions for future PA developments

?

More internal or external orientation

of PA ?

Engage with new actors?

How to balance between independent PA

and structural partnerships?

strengthen resources for PA ?

Focus on new themes?

Involve EPR members in PA?