EU Association Lobbying
Effectiveness Report
2013 European Association
150 Responses March – April 2013
A Consultancy involved with Association Management (28%) Other (15%) The Secretariat of a European Association (32%) The Secretariat of a National Association (4%) A Corporate member of a European Association (21%)How would you rate the effectiveness of the
following organisations in achieving favourable
EU policy outcomes?
NGOs Companies EU Business (Trade Associations) Public Affairs Agencies Trade Unions Law Firms Professional Societies Think Tanks 3.25 3.18 3.07 2.99 2.74 2.70 2.69 2.65
“Efficient internal decision making is a
prerequisite to achieving favourable policy
outcomes.”
Strongly disagree (2%) Disagree Neutral (3%) Agree (49%) Strongly agree (46%)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.
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 Having the right spokespersons
to represent your industry
Behaving ethically and transparently Dedicated lobbyists beyond
the Director General A Director/Secretary General who is
very well networked at EU level
Simplifying EU policy complexity toward Members Efficient teamwork between
members and Secretariat
8.51 8.44 8.24 8.14 8.10 7.31 8.67
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.”
What do you consider to be the most significant
internal obstacle to effective lobbying?
Lack of financial resources (11%) 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%) Failure to unify forces and harness
potential of membership support (38%)
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.
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”.
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.”
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
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.
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 Conveying contradictory messages with their members
34% 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%
When considering key 'external' success factors for
an Association to lobby effectively, how would you
rank the following?
Conveying clear messages
3.49
Building coalitions with other affected Industry Associations Building coalitions with stakeholders beyond your business sector
4.50
3.25
Integrating traditional
press and media relations 2.18 Integrating digital elements and
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%
Return on Investment (ROI) Impact measurement of lobbying
through analysis of cost savings
9%
7%
Feedback from members 4% Other (please specify) 4% Impact measurement of lobbying through
analysis of additional revenues for the industry Increasing impact beyond the European
Union
1%
When considering the key knowledge areas for
association lobbyists, how would you rank the
following?
Issues 3.73 3.31 2.92 2.80 2.23 EU Process (Law) EU Politics (People) Communications BusinessWhen considering the skills of the key association
leaders, how would you rank the following?
4.58 3.99 3.49 3.03 2.97 2.93 Skilled Negotiator
Issue Leader (authority) Competent Manager Energetic Networker Outstanding Lobbyist Excellent Communicator
When considering the personality of the key
association lobbyists, how would you rate the
following characteristics?
Conscientious Extrovert Agreeable Trustworthy Opinionated Resilient 3.31 2.70 3.17 3.88 2.53 3.38Good 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.”
In which one EU institution should Associations
focus more time and resources?
The Council of the European Union (15%) European Parliament (28%) European Commission (57%)
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
"Lobbying needs to be more tightly regulated."
Strongly disagree (19%) Disagree (39%) Neutral (18%) Agree (20%) Strongly agree (4%)"Lobbying is an essential part of the democratic
process."
Neutral (6%) Strongly disagree (1%) Disagree (0%) Agree (44%) Strongly agree (49%)"In lobbying scandals, the fault lies mainly with
politicians."
Strongly disagree (8%) Disagree (21%) Neutral (58%) Agree (6%) Strongly agree (7%)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.
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For more information please contact:
Rachel Barlow M: ++32 (0)478 88 22 27 E: [email protected] Mark Dober M: +32 (0)477 950 466 E: [email protected]
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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.
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.
