External Evaluation of the European Disability Forum 2023

External Evaluator: Elaine Green

Summary of the External Evaluation

This evaluation has been commissioned by the European Disability Forum (EDF) with the aim of measuring the extent to which EDF has reached its objectives as set out in the ‘Citizens, Equality, Rights and Values’ (CERV) work programme, funded by the European Commission and which is used to cover core running costs for EDF. The key purpose of the evaluation is to identify areas where EDF can improve its work, by assessing the strengths and weaknesses of EDF. Results of the evaluation will be used to support the continuous development of EDF’s work.

This evaluation considered five key parameters of analysis which are:

  • Effectiveness and Impact of EDF’s policy work
  • European added value of EDF
  • Capacity building of member organisations
  • Organisational capacity and efficiency of EDF
  • Strategic direction of EDF

The methodology for the evaluation consisted of conducting semi-structured interviews and focus group discussion with a range of key stakeholders including the following:

  • Members of EDF’s Board and Executive Committee
  • Members of EDF Secretariat
  • Representatives of European Commission Institutions
  • Representatives of European civil society networks

In addition, a members’ survey was conducted which received 12 responses.

Key findings from the evaluation included:

  • EDF is considered to have exerted strong influence over key pieces of policy and legislation including the European Strategy for the Rights of Persons with Disability 2021-2030, the European Disability Card and the EU Accessibility Act.
  • Members are satisfied with the capacity building they have received, although there are also recommendations on how this could be improved.
  • Overall EDF is perceived as a very strong organisation with good engagement of and representation by its members.
  • EDF is viewed as having a very strong leadership team and highly skilled staff within the Secretariat.

Key areas of concern highlighted by internal and external stakeholders included:

  • Whilst EDF is seen as having a strong representation of persons with disabilities from across Europe, there was also a desire to see the breadth of the membership represented in the meetings EDF holds with external stakeholders and a request for more testimonies from a wider range of EDF members.
  • Whilst recognising that EDF constantly aims to be as inclusive as possible, a number of stakeholders highlighted the need for continued efforts to strengthen the engagement of youth with disabilities and persons with intellectual disabilities and cognitive difficulties.
  • Concerns were highlighted regarding the pace of growth of EDF and how this is impacting on the Secretariat’s workload, the clarity and focus of EDF’s work, and internal dynamics within the Secretariat.

In terms of future strategic direction of EDF, 5 key issues were identified which are:

  • Continued efforts to diversify funding.
  • Representation of a wider variety of voices in policy influencing.
  • Strengthening engagement with national governments.
  • Succession planning.
  • Managing the growth and expansion of the Secretariat.

Key areas of focus for the future strategic direction of EDF highlighted through the member survey were:

  • Children and young people with disabilities
  • Digital accessibility
  • Freedom of movement
  • Transport and the built environment
  • Social policy

Based on the findings of the external evaluation, key recommendations for action include:

  • Continue the strategic diversification of funding for EDF.
  • Increase the diversity of voices representing EDF in EU policy influencing activities.
  • Strengthen the engagement of youth with disabilities and persons with intellectual/cognitive difficulties in EDF activities.
  • Conduct a review of capacity-building needs of member organisations.
  • Conduct a review of national level engagement on EU policy influencing.
  • Develop a clear strategy for strengthening engagement with the Council of the EU (the Council).
  • Invest in specific professional expertise on human resource management.
  • Clarify and consolidate inter-team relationships, roles and responsibilities within the Secretariat.
  • Invest in time for review, reflection and learning within the Secretariat.

 

 

Read the complete External Evaluation 2023