EUROCONFERENCE 2013
EU Association Lobbying Effectiveness Report
25 April 2013

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

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%)

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
2.74
2.70
2.69
2.65
3.25
3.18
3.07
2.99

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

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
8.67
Having the right spokespersons to represent your industry
Efficient teamwork between members and Secretariat
Behaving ethically and transparently
Dedicated lobbyists beyond the Director General
A Director/Secretary General who is very well networked at EU level
8.51
8.44
8.24
8.14
8.10
Simplifying EU policy complexity toward Members
7.31

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?
Failure to unify forces and harness potential of membership support (38%)
Lack of financial resources
(11%)
Lack of EU level expertise or awareness of key issues amongst association decisionmakers (27%)
A restrictive governance structure impeding swift and efficient decision making (24%)

• 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.”
•

“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”

• 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.

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

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

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
Achievements versus planned/agreed actions
Reputation among high-level decision-makers
Return on Investment (ROI)
Impact measurement of lobbying through analysis of cost savings
7%
9%
17%
28%
34%
Feedback from members 4%
Other (please specify)
Impact measurement of lobbying through analysis of additional revenues for the industry
Increasing impact beyond the European
Union
0%
1%
4%

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

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

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

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.”

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%)

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.”

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

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

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

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.

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

About us

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”.

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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”.

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.

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.