Transcript Workability Europe Annual Conference Amsterdam, The

The network of leading
European providers of services
to people with disabilities
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FUNDAMENTALS OF EPR
Innovation
Network of
individual members
Partnership
‘Leading organisations’
Solidarity
All levels of staff
Serve interests
of members
Active participation
Part of organisational
strategy
Self-financing
Social responsibility
Concrete activities
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Strategic objectives
1. Support capacity- building in EPR
members helping them to be
successful, competitive and
sustainable
3. Consolidate EPR and
reinforce its capacity as
professional, sophisticated
sustainable organisation
4. Strengthen EPR’s image and
role in Europe as key actor
contributing to EU policies that
impact on the EPR members
2. Contribute to the modernisation
of disability related SSGI
Final objectives
Substantial impact
Instrumental objectives
Secondary impact
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EPR
activities
& services
PROFESSIONAL
DEVELOPMENT
RESEARCH &
INNOVATION
PUBLIC AFFAIRS
 Influence policy
External
Activities
 Represent providers
 Training Programmes
Accreditation
 Promote good practice
 Consultancy
Centre Action
Plans
Menu of standard
services &
opportunities
 Management training
 Exchange good practice
 EU funding
 Quality
 Benchmarking
 EU policies
 Self-directed learning
 Introduce new services
 Representation / PR
 Staff placements
 Strategy development
 Partnership building
 Directors Workshop
 KMC
 PA event
 Annual Conference
 Newsletter
 E-bulletin
 Centre visits
 Project participation
 Funding alerts
 Sample of seminar
 Access to information
 Public relations
 Meeting facilities
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Individual service delivery to EPR full members
Identification of
interests/expectations
Preparation -> In-house assessment -> centre assessment report
Centre action plans
Monitoring and evaluation
• Quarterly review
•Analysis of CARs
• Center visit
• Draft centre actions plans
• Annual evaluation report
• Negotiations + approval
Implementation
• Operational plans at EPR level
• Implementation of activities
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CAPs 2009 - 2010: Overview joint activities
FORMATS
Information
seminars
TOPICS
Ageing and
disability
Challenging behaviour
Quality
EU Funding
Person
centeredness
Ambient assistive
technology
UN Convention
Management
seminars
Marketing
Human Resources
Management
Strategy development
and implementation
Benchmarking
Groups
ICF
Quality results in
EQUASS framework
Quality and business
excellence
(EQUABENCH)
Bench learning
Groups
Outcome
measurement
VT/VR
Outcome measurement
MR
Learning
partnerships
Vocational
Education &
Training
Community-based day
care services
Experimental
learning groups
Empowerment
(Vrijbaan)
Disability Management
(Reintegrate)
Decentralisation
EQUASS in
practice
Analytical
papers
EU policy
International policy (UN
Convention)
Autism
Mental Health
recovery
Selfdetermination
of clients
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Project activities of EPR
CONSULTANCY
RESEARCH
Technical assistance
EU Studies
National Ministries
Opti-Work
AEGIS
Prometheus
PROJECTS
GRANTS
Structural funding
Reintegrate
EQUABENCH
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Evaluation of project involvement
BENEFITS
RISKS

Contribute to EPR strategic objectives

Limited availability of experts

Increase knowledge and contacts

Conflicting priorities in EPR

Well defined frameworks

Dependency

Direct benefits for EPR members

Financial complexity

Strengthening contacts among members

Prestige and profile

Using results in lobbying
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Added value from EPR membership
FINAL RESULTS
AT CENTRE LEVEL
Increased quality
Strengthened
competitive position
More business
& project funding
BENEFITS
AT CENTRE LEVEL
International
benchmarking
Higher
qualified staff
Innovation
(learning)
Readiness for
European market
New/improved
services
Innovation
(development)
Economies
of scale
Access to
International
networks
European
Corporate
Affairs
EPR ACTIVITIES
Leadership
at national
level
Higher profile
Public relations
Business
development
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Internal environment – EPR SWOT Analysis
Strengths

Clear and agreed overall strategy
 Continuity in leadership (BoD + GS)
 Clearly defined service package/
professional methods + activities
 Recognised at European level as
network of expertise and excellence
 Well-resourced Brussels-based
secretariat with complementary expertise
 Strong and sustainable financial situation
- core functioning self-financed
- diversified additional external funding
 Growing organization with enthusiast and
committed members
Opportunities

Complementary to + attractive for other
networks and their members
 Raising interest in European policies and
cross-border service provision
 EQUASS (prestige + finances)
Weaknesses

Continuous need to justify value for
money
 Reduced participation of members in
joint activities
 Limited representativeness
 Reduced intensity, focus and common
relevance due to widened scope
Threats

Increased pressure on members
(financial) and staff (workload)
 Change of top management
 Competition from other networks
(need to position ourselves)
 Continuously meeting increased/high
expectations (internal +external)
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Full members
RehabCare
Ireland
National Learning Network
Ireland
Stichting Revalidatie Limburg
The Netherlands
Luovi Vocational Institute
Finland
Institute for Rehabilitation
Slovenia
Heliomare
The Netherlands
Pluryn
The Netherlands
Centro de Reabilitação Profissional de Gaia
Portugal
Josefs-Gesellschaft
Germany
Centre de Réadaptation de Mulhouse
France
Durapart
Norway
Fundación ONCE
Spain
Fretex
Norway
Astvedt
Norway
Opera Don Calabria
Italy
SRH
Germany
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Associate members
AVRE
Norway
Theotokos Foundation
Greece
Astangu
Estonia
LOS
Denmark
Eden Foundation
Malta
Workchance – LFSM Association
Hungary
A.I.A.S. Comitato Regionale Lombardo
Italy
Momentum
United Kingdom
Chaseley Trust
Chaseley Trust
United Kingdom
Panagia Eleousa
Greece
VRC
Lithuania
tjfbv
Germany
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