EAACI Strategic Programme

Presidential Plan 2015-2017

Dr Muraro gMy vision

EAACI has been highly successful in the past years achieving exciting accomplishments. Focusing on the core values of our Academy – delivering the best science and education for our members and promoting the best health care for the allergic patient – has ultimately positioned EAACI as leader in science and education of allergy worldwide,

Capitalising on the excellent results achieved so far will allow EAACI to consolidate its leading authority and to allocate resources behind growing and innovative trends, maintaining strong positions in critical fields of interest. Large-scale initiatives promoting partnership for collaborative European national level and worldwide levels of action, will directly benefit our members and their patients.

This will involve many moving pieces and stakeholders but ultimately will enhance EAACI, raising the profile and visibility of allergic diseases in the community, thoroughly fulfilling EAACI mission. Clear values and principles such as transparency, loyalty, honesty, enthusiasm, and ultimately working together with a team spirit and embracing all membership have paved the success of the organization and should continuously be its driving inspiration.

  • Key objectives have been identified to promote this vision:
  • Prioritisation of allergic disease at both EU and national levels
  • Recognition and harmonization of allergology as a specialty at the EU and national levels
  • Becoming worldwide reference body for all the allergic diseases policies in public health
  • Excellence and world leadership in education and communication of the science of our specialty
  • Sustainability
  • Development of an EAACI Strategic vision: governance and integration among external and internal activities


A. Prioritisation of allergic disease
The substantial and rising public health burden of allergic disease must be credibly estimated, documented, and compellingly communicated, if its profile and prioritisation are to be raised among decision-makers in healthcare policy and delivered at European and national levels. To this aim, data on health economics of allergic diseases will be central to the future Policy and Advocacy Work Action plan. The Health Economics Taskforce will partner with health economics researchers in order to provide consistent data for the major European countries. To achieve this goal, the establishment of a multi-stakeholder platform is planned and will involve National Societies and patients’ organizations including the EAACI Committee. This platform will be instrumental to actively and strategically communicate results in public campaigns, multi-stakeholder programs and contact programmes.

B. Prioritization of the specialty of allergology.
The lack of recognition of allergology as a distinct medical specialty in many countries negatively impacts the profile of allergists and immunologists, also resulting in lack of attractiveness for new doctors and researchers. Coordination with National societies and patient’s organizations are mandatory for successful actions at the EU level in order to achieve concrete progress for the specialty.

The Specialty Committee of our Academy
should broaden to national representatives appointed by National societies.
In collaboration with UEMS this committee will be requested to deliver:
- An updated report with European-wide situational analysis, including an evaluation of the needs of allergy services to be publicised as benchmark. The health economic benefits anticipated from better disease control and the avoidance of chronic disease will integrate the Specialty Committee report.
- An updated educational syllabus for allergic diseases to be forwarded to the EU for national prioritisation and organisational outreach initiatives.
In addition, the Specialty Committee will serve for continuous evaluation and alert, if needed, on implementation of EU policies, e.g. free movement.
The Specific National Societies Committee, with the Chair as adjunct ExCom member and dedicated representatives appointed by the national Societies, would facilitate flow of communication of strategic goals and shared timely actions. Stronger links will be built on EAACI scientific expertise with allergy organisations beyond Europe, from Asia, South/Latin America and Africa requesting education and support. Plans for both dissemination and shaping of joint educational programs will be taken over in a Council for non – European Societies, which would have educational outreach as its primary remit, and whose Chairperson would sit on the Committee of National European Societies in order to foster co-ordination.

C. Excellence and world leadership in education and communication of the science of our specialty
The Clinical Practice Guidelines, designed in a frame adopted by public health bodies, are increasingly essential for harmonizing knowledge and practice, for raising visibility of the discipline and for mutual partnership with regulators and industry. EAACI has recently taken the effort to translate the excellence of its scientists’ research in guidelines for clinical practice, combining activities of Sections and IGs in a joint project. This will be put in place for several areas in order to optimize impact and integration among the activities.
The project for 2015-2017 will be Clinical Practice Guidelines on Allergen Immunotherapy – AIT.
However focus on a further crucial effort in dissemination and implementation is mandatory to fulfil the ultimate goal.
Each guideline should be supported by:
- A specific European-level implementation strategy
- Strategic and tactical support to national member organisations to empower them to implement the guideline.

In order to achieve this, EAACI should lead the establishment of platforms of stakeholders at national level, mirroring the EAACI platform, intended to empower key people, to start the process and to facilitate motivation in changing clinical practice. This support should aim to address specifically identified barriers to change and may feature multimodal tactics such as web-training modules in several national languages. Strategic alignment of national member organisations and EAACI leadership will involve innovation in the communication flow with the national societies and stakeholders. The implementation plan of the recently published Food allergy and Anaphylaxis guidelines will start focusing on anaphylaxis. A pilot project will be tailored to primary care practitioners and school personnel and would serve as the basis for future implementation plans.A lobbying activity will be pursued to facilitate excellence in science both with highlighting the need for research in allergy at the European Commission and facilitating the establishment of research Consortia among members offering credentials, consultancy for specific projects and identification of opportunities taking advantage of EAACI as a new legal entity in Brussels. Any of these consortia under the EAACI endorsement will be requested to include opportunities for training of young researchers.

In addition CME accredited educational web training will be provided for continuous education of our members; master classes for senior doctors and tailored primary care classes will be implemented.

Increasing the number of fellowships will be mapped out. Sponsorship packages for fellowships and benefits for PhDs students will be offered to companies, which should receive high visibility in exchange.

D. Becoming the reference body for allergic diseases policies for public health.
Strategic collaborations with politically active organisations are essential to maximise the visibility of the EAACI and its profile as the leading reference and advocacy body in allergic disease. In this regard, the efforts combined through the multi-stakeholder NS platform will be targeted to strengthen the recently established Interest group on Asthma and Allergy at the EU Parliament coordinated by the EAACI EU Office in Brussels. The stakeholders’ platform will be consolidated with meetings on EU policy to the EAACI groups with ExCom members assigned to specific duties in liaising with these organizations at the EU and national level.
 
E. Sustainability
is essential to bolster the strength of the EAACI.
Plans will be fostered to identify opportunities and evaluate collaboration with a wider range of partners which harmonizes with research and science of EAACI group companies, which may include the biotech, nutrition, cosmetic/fragrance companies etc.; from relevant EU research programs, outreach at the Community level with Private Foundations and Bank foundations.

Expanding EAACI membership. The outreach to different targets of health care professionals worldwide in order to attract them to EAACI will be put in place. This should be developed as a crucial part of the portfolio of any Section, in combination with relevant IGs, identifying distinctive credentials and benefits of our Academy.
Programs to facilitate retention of members, especially junior members, will be elaborated with modules to facilitate smooth transition to the full member status according to the career status. An increase up to 10, 000 members is planned in 2 years.

F. Development of EAACI Strategic Vision for the next 3 years: governance and integration among external and internal activities.
EAACI is currently blossoming, with 6 Sections and 18 Interest Groups, 75 task forces and several committees. Meanwhile a public affairs programme to increase the visibility and efficacy of EAACI in policy circles has been commissioned. There is the need to fully integrate EU public affairs, strategic alliances in EAACI ‘s internal directions.
Crucially, EAACI must strengthen its internal governance to manage resources and opportunities.
All EAACI bodies should ideally be aligned with, and active in, the European-level objectives, strategies and activities. These bodies should be empowered and mobilised to implement and benefit from the resulting achievements nationally or within their specific field.

Communication, transparency and clarity of roles and responsibilities are central to this process. In this regard, revision and update of the Bylaws will be undertaken.
A management and talent development program will be implemented to address organizational challenges. Education on strategic management and governance will involve at a first step all the EAACI Sections, Interest groups and Committees boards and will be then extended to the wider membership. Each Section/IG will be trained to develop its portfolio: projects combining groups and expertise will be prioritized.
Handling and nurturing the development of high-level talent, ensuring diversity, will provide the leadership pipeline the Academy needs in order to continue to excel and to keep the patient at the core of EAACI values.

Antonella Muraro
EAACI President 2015-2017

     

    Last updated 11 June 2015