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EUROCONFERENCE 2013

EUROCONFERENCE 2013. EU Association Lobbying Effectiveness Report. 25 April 2013. key success factors. 1. Association Leadership 2. Adding-value for members 3. EU Public Affairs 4. Communications. 2012 association survey. 2013 European Association Lobbying Effectiveness Survey.

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EUROCONFERENCE 2013

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  1. EUROCONFERENCE 2013 EU Association Lobbying Effectiveness Report 25 April 2013

  2. key success factors 1. Association Leadership 2. Adding-value for members 3. EU Public Affairs 4. Communications

  3. 2012 association survey

  4. 2013 European Association Lobbying Effectiveness Survey

  5. 150 Responses March – April 2013 Other (15%) A Consultancy involved with Association Management (28%) The Secretariat of a European Association (32%) A Corporate member of a European Association (21%) The Secretariat of a National Association (4%)

  6. How would you rate the effectiveness of the following organisations in achieving favourable EU policy outcomes? NGOs 3.25 Companies 3.18 EU Business (Trade Associations) 3.07 Public Affairs Agencies 2.99 Trade Unions 2.74 Law Firms 2.70 Professional Societies 2.69 Think Tanks 2.65

  7. “Efficient internal decision making is a prerequisite to achieving favourable policy outcomes.” Strongly disagree (2%) Neutral (3%) Strongly agree (46%) Agree (49%) Disagree (0%)

  8. Most associations are aware of the need for swift and efficient internal processes: • Clear and coordinated communication strategy, with adequate use of new media tools. • Be realistic, prioritize and clarify goals, tailor the message, avoid overkill of contacts. • An internal process that brings together all the expertise required without becoming a bureaucratic nightmare, and an efficient sign-off procedure are key. • Decisions/positions should be clear, timely, transparent and supported by all the members. • This is the result of good governance, trust and agreed processes, enabling the association to move forward with the engagement (delivery) strategy.

  9. How would you rate the importance of the following key ‘internal’ success factors for an Association to achieve favourable EU policy outcomes? Ensuring effective process to make timely decisions and positions 8.67 Having the right spokespersons to represent your industry 8.51 Efficient teamwork between members and Secretariat 8.44 Behaving ethically and transparently 8.24 Dedicated lobbyists beyond the Director General 8.14 A Director/Secretary General who is very well networked at EU level 8.10 Simplifying EU policy complexity toward Members 7.31

  10. Timing is everything….. “Early preparation is key to success, we are already working on a lobbying strategy for revision of a key Directive in 2015. You cannot wait for the Commission to come up with a proposal, you have to put down what your association wants ahead of time to have the most impact.”

  11. What do you consider to be the most significant internal obstacle to effective lobbying? Lack of financial resources (11%) Failure to unify forces and harness potential of membership support (38%) A restrictive governance structure impeding swift and efficient decision making (24%) Lack of EU level expertise or awareness of key issues amongst association decision-makers (27%)

  12. Association differentiators • Is there something that the association does that the EU regulator cannot find elsewhere amongst policy stakeholders and influencers? • For example: unique areas of technical expertise, know-how on certain industry topics, statistics, economic studies etc.

  13. There is a clear need for internal cohesion:   • Communication on the goals • Transparency with all members • Having a committed Board • Coordinated advocacy with National Associations “If the process is not efficient key windows to influence the EU policy process may be missed.” “Often you can see the tension between an Association secretariat and its members, no efficient lobbying will take place unless that is sorted out”.

  14. In what ways have budget pressures in recent years limited the lobbying effectiveness of European Associations? Budget cuts have led to increased focus: “Associations have been forced to demonstrate more clearly what their added value is and what contributions planned activities will have in terms of outcomes to justify their funding.” “Budget pressures may have narrowed the focus of some EU business associations to lobby on less issues.” •

  15. Many do not have budget problems….. “If there is a really urgent lobbying need then getting additional project budget is not a problem.” “In some cases the crisis has helped clarify the role and mission of associations and they have now more resources than before”

  16. For many others budget cuts have led to: • Communications activities being cut. • Fewer scientific studies and surveys. • Lack of agreement on priority-setting. • Fewer and less qualified people. • More tasks taking resources away from lobbying. • Less external legal/PA advice. • Less travel and technical expert meetings.

  17. Which of the following poor lobbying practices are most frequently carried out by Associations? Being too late in the process 44% Taking a lowest common denominator consensus position 40% Restricted stakeholder outreach and failure to create alliance partnerships 34% Conveying contradictory messages with their members 30% Poor briefing materials 30% Too aggressive 22% Failing to understand process and procedure 21% Basing a position on too many facts rather than integrating an emotional element 14% Basing a position on too much emotion rather than facts 8% Other 6%

  18. When considering key 'external' success factors for an Association to lobby effectively, how would you rank the following? Conveying clear messages 4.50 Building coalitions with other affected Industry Associations 3.49 Building coalitions with stakeholders beyond your business sector 3.25 Integrating traditional press and media relations 2.18 Integrating digital elements and social media to lobbying strategies 1.59

  19. Which would you consider as the most effective way for an Association to measure its public policy activities and objectives? Being consulted on EU policies before they are drafted 34% Achievements versus planned/agreed actions 28% Reputation among high-level decision-makers 17% 9% Return on Investment (ROI) Impact measurement of lobbying through analysis of cost savings 7% Feedback from members 4% Other (please specify) 4% Impact measurement of lobbying through analysis of additional revenues for the industry 1% Increasing impact beyond the European Union 0%

  20. When considering the key knowledge areas for association lobbyists, how would you rank the following? EU Politics (People) 3.73 EU Process (Law) 3.31 Issues 2.92 Communications 2.80 Business 2.23

  21. When considering the skills of the key association leaders, how would you rank the following? Excellent Communicator 4.58 Outstanding Lobbyist 3.99 Energetic Networker 3.49 Competent Manager 3.03 2.97 Issue Leader (authority) 2.93 Skilled Negotiator

  22. When considering the personality of the key association lobbyists, how would you rate the following characteristics? Trustworthy 3.88 Resilient 3.38 Conscientious 3.31 Agreeable 3.17 Extrovert 2.70 Opinionated 2.53

  23. Good lobbyists according to MEPs… “I need to know I can trust a lobbyist and that I am not being set-up for a fall.” “The best lobbyists are respectful of an MEP’s limited time and let MEPs talk first.” “The ability to deliver a coherent message in under 5 minutes is critical for MEPs.”

  24. In which one EU institution should Associations focus more time and resources? The Council of the European Union (15%) European Commission (57%) European Parliament (28%)

  25. In which one EU institution should Associations focus more time and resources? “European Associations tend to be most effective with the European Commission who take a pan-European interest, rather than the European Parliament where MEPS take a national interest.” “Unlike many sectors, the majority of our legislation is national, so our tour de tables tend to be very interesting.”

  26. "Lobbying needs to be more tightly regulated." Strongly agree(4%) Strongly disagree (19%) Agree (20%) Neutral (18%) Disagree (39%)

  27. "Lobbying is an essential part of the democratic process." Strongly disagree (1%) Neutral (6%) Strongly agree(49%) Disagree (0%) Agree (44%)

  28. "In lobbying scandals, the fault lies mainly with politicians." Strongly agree(7%) Strongly disagree (8%) Agree (6%) Disagree (21%) Neutral (58%)

  29. Summary conclusions The key measure of success is delivering against a clear strategy and being consulted early by the EU institutions. To achieve favourable policy outcomes associations need: • More efficient internal processes. • More timely entering (post-Lisbon) decision-making. • Senior people who really know EU politics and process. • Efficient teamwork between members and secretariat. • Coalition building. • Clarity of messaging.

  30. To download this presentation visit:ellwoodatfield.com/euroconference For more information please contact: Mark Dober M: +32 (0)477 950 466 E: mark@ellwoodatfield.com Rachel Barlow M: ++32 (0)478 88 22 27 E: rachel@ellwoodatfield.com ellwoodatfield.com @ellwoodatfield.com ellwoodatfield.com

  31. About us

  32. leadership Via our offices in Brussels and London, and with our network of affiliates, we deliver assignments across the EU, and globally. The Wall Street Journal has described us as “the only specialist executive search firm focused on communications and public affairs to have a dedicated office in Brussels”.

  33. Brussels based association clients Major General Peter Davies CB, President of Eurogroup for Animals: “Ellwood Atfield ran a thorough recruitment process in identifying a new leader of our European network. They demonstrated a deep understanding of our structure as well as our cause and the briefings and arrangements were excellent. I would recommend Ellwood Atfield to recruit leaders of NGOs and pan-European organizations”.

  34. Brussels team leaders Mark Dober is a Senior Director in the Brussels office of Ellwood Atfield, helping clients identify and recruit the best public affairs and association leadership professionals worldwide. He has been twice voted ‘European Consultant of the Year’ by Jury for 'Public Affairs News', and also by members of ‘The European Public Affairs Directory’. He was APCO’s first employee in Europe and set up APCO’s Brussels office in 1995, acting as Managing Director in various roles until 2010. He has represented numerous associations and NGOs from BUSINESSEUROPE to WWF. He speaks English, French, Spanish and Portuguese.

  35. Brussels team leaders Rachel Barlow is former Vice President of Kellen Europe and a Board member of the European Society of Association Executives. She is currently focusing on governance issues arising from interest representation whilst undertaking a PhD on accountability in business associations. Rachel has extensively researched Brussels business associations and has recently undertaken teaching assignments at the College of Europe, Lille University, HUB and the European Lobbying Institute of the University of Strasbourg. With her 15 years' experience in Public Affairs, Rachel carries out ad hoc projects for EA, with an emphasis on association leadership. She speaks English, French and Italian.

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