1 EPR Public Affairs 2010 Helsinki, 16 June 2010

No external public affairs activities Ad hoc activities: information gathering Joint public affairs activities - alliances (ENSPER) Stakeholder perception analysis Independent EPR public affairs strategy Partnerships / wider scope Increased relevance of European policies and trends Increased interest from EPR members EPR Public Affairs Development

3 Definition of Public Affairs

4 sectoral context UN Convention EU Disability Strategy CoE Action Plan Services Directive WHO ICF Aging Mainstreaming …. networking representation selection of issues challenges, opportunities for EPR members EPR network informationactions EPR members development/deployment of solutions & answers research & analysis needs assessment internal dissemination training & advice sectoral stakeholders enhance sector demonstrate “leading” role external dissemination influencing 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 : 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” : 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

8 others… Networks of service providers

9 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 S 1. Representativeness & credibility of EDF 2. Expertise & capacity 3. Most stakeholders are Brussels-based 4. Common interests in large majority of the issues W 1. No single voice of service providers 2. Few formal structures and procedures for consultation between all partners 3. Lack of common agenda & strategy T 1. Limited competence of EU in disability policy 2. Reduced financial resources for the disability sector 3. Weakening profile of disability 4. Competition & rivalry O 1. Growing tendency of European institutions to consult civil society 2. More focused profiling of EDF 3. Increased international legal framework on disability 4. ‘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 main objectives

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?