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1
EPR Public Affairs 2010
Helsinki, 16 June 2010
2
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
3
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
4
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
5
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?
6
Key stakeholders in the disability sector
Disability sector
Policy makers
Organisations of disabled people
Service providers
Social partners Funders/insurers
7
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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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
10
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
11
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
12
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
13
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
14
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?