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Each client's mission is unique. We'd like the opportunity to discuss
with you how we can begin building your set of success stories. If you
would like to talk about your organization's needs, send us an e-mail.
Success Snapshots
Issue: Multi-organizational alliances
Client: Clinical Immunology Society (CIS); 880 members
Success: Immunology is a very diverse field. CIS, seeking to bridge
the gap between basic science and clinical research, spearheaded the concept
of a multi-organizational conference: FOCIS, or Federation of Clinical
Immunology Societies.
Twenty organizations, and seven institutes from the National Institutes
of Health, participated in the Scientific Program Committee and promoted
the conference to their constituents. CIS staff at EDI interfaced with
all 26 organizations to outline the meeting, guide the logistics, market
the conference and work with sponsors.
The conference was more successful than even the planning committee had
hoped. Over 1,000 attendees gathered in Boston for four days of sessions
and networking opportunities. The event was financially successful as
well and it has been determined that FOCIS will now be an annual meeting
rotating through Boston, San Francisco and Paris.
Issue: International membership activities
Client: World Allergy Organization-IAACI (WAO); 38,000 individuals
represented by 58 national and regional societies across the globe
Success: The World Allergy Organization has a unique charge: to
advance excellence in clinical care, research, education and training
around the world. The geographic distribution of members and Board could
pose logistical challenges to its effectiveness. However, with the assistance
of WAO staff at EDI, WAO has prospered because of this diversity, rather
than been encumbered by it.
Collaborative projects have helped to attain association goals and involve
the membership. WAO staff help to coordinate:
- Global Resources in Allergy (GLORIA). This series of international
symposia engages allergy societies around the world in discussion and
research on the role of guidelines in this area.
- An biennial state-of-the-art scientific meeting to the world's largest
international audience of allergy professionals. Program selection,
registration, abstract processing and event management are all directed
in-house.
- An extensive communications program to members, which involves program
summaries and industry activity updates delivered via electronic medium.
Issue: Financial/Membership growth
Client: American Society of Gene Therapy (ASGT); 3,200 members
Success: At the end of fiscal year 1999, ASGT, under a different
management arrangement, was $85,000 in debt. Within 18 months of becoming
a client of EDI, ASGT had become fiscally sound. This was accomplished
through an organizational strategy with a three-part focus:
- Increase membership;
- Increase Annual Meeting attendance and sponsorship; and
- Track expenditures carefully and make judicious financial decisions.
To attract members, ASGT first needed a major database overhaul. When
ASGT came to EDI in 1999, it was difficult to discern the exact number
of members.
ASGT staff at EDI then constructed a branding strategy and series of
benefits messages. An aggressive membership development program has increased
membership by 50% from 1999 to 2001. New methods of Annual Meeting promotion,
as well as enhanced abstract submission processes, have increased meeting
attendance by 41%. Abstracts have increased 22% from 2000 to 2001. The
Board of ASGT is energized by the rapid turnaround and is working with
staff to build on its recent success.
Issue: Leadership development
Client: American Academy of Allergy, Asthma and Immunology (AAAAI);
6,300 members
Success: During its triennial strategic planning process, coordinated
by AAAAI staff at EDI, the Academy determined that leadership identification
and development are key to the organization's future vitality.
AAAAI staff at EDI worked with AAAAI leaders to develop a comprehensive
leadership development plan. The plan includes:
- A nomination process that identifies "future leaders";
- A structured leadership development program conducted during the
AAAAI's Annual Meeting;
- Assignment of "future leaders" to committees and projects
of interest;
- An annual Friday through Sunday retreat held in the fall. In addition
to discussions on personal and professional growth, attendees tackle
mission critical issues in the context of the Academy's strategic plan.
Participants and Board members have experienced confidence for this program,
which is helping to fortify the future of the organization.
Issue: Growth of a brand new organization
Client: American Academy of Emergency Medicine (AAEM); 3,000 members
Success: When AAEM came to EDI in 1996 it had 600 members and
was in its early formative stage, managed by volunteers. It had a Board
composed of 14 emergency medicine physicians that held a strong belief
that patients are best served by Board certified emergency medicine physicians.
Since joining EDI, AAEM has grown to 3,000 members, and cosponsored its
first international meeting in Stressa, Italy in September 2001. EDI staff
partnered with the AAEM leadership in developing an aggressive membership
development plan, new educational and continuing education initiatives,
and several new and innovative member services programs. 
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