Understanding the new Europe.

How can U.S. associations capitalize on the expansion of the European Union (EU)? And what do association executives need to know to tap into this expanding market? "It helps to have an understanding of the new opportunities and challenges driven by the recent addition of 10 countries to the EU," explains Emmanuel Chantelot, board member of the European Society of Association Executives in Brussels.

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In his presentation, "New Opportunities and Issues for Associations in the European Union," which was part of the program "The New Europe: What Associations Need to Know" presented in late January at The Center for Association Leadership, Washington, D.C., Chantelot pointed out the details of a changing landscape--one that requires patience and diplomacy to navigate.

Chantelot, general manager of European operations for Association Global Services, Brussels, has observed the following developments, which have implications for association executives seeking to continue or expand their operations in Europe:

* Increased importance of civil society. This trend calls for voluntary groups to educate EU civil servants and elected representatives on changing issues for their industries, professional members, or social priorities. Chantelot points out, "We are just beginning to measure the impact of EU enlargement on trade associations. For example, Poland's entrance into the EU brings with it a large metals industry. Poles are less familiar with sectoral associations, and yet it's important that a national association plays an educational role both in influencing Brussels and in dealing with industry competition."

* Need for self-regulation or perhaps co-regulation. "There are all types of stakeholders in this area," says Chantelot. "Associations can play a large part in developing codes of conduct and other standards that can be maintained without too much outside oversight and potential intervention."

* Opportunity to establish more consistency in association management practices across the EU. "Differences are many," he says, "in terms of how associations are managed from country to country. Finland, for example, has a long tradition of association activity, while many of the 10 new countries admitted into the EU in May 2004 (Cyprus, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Slovakia, and Slovenia) were part of the Eastern Block where associations were not encouraged." Chantelot indicates that U.S. associations might find opportunities to establish operations in these and other EU countries, bringing with them effective policies and practices.

U.S.-based associations should also be aware that more than 70 percent of EU business associations are located in Brussels "in large part due to the fact that key EU governing institutions are headquartered there," he says. With representatives from the 10 new member countries now being added to the mix, it's critical to forge new relationships. "To be effective, you must go there and find out what is going on," he continues. "Schedule your board meetings in Brussels, perhaps on a rotational basis, so that you can get up to speed on the new developments in this dynamic situation."