What is the Future of Chiropractic Strategic Plan?
CEO of Illinois Chiropractic Society Explains the Bold Plan to Launch Chiropractic into the Future
In an interview with The American Chiropractor (TAC), Illinois Chiropractic Society Chief Executive Officer, Marc Abla, CAE (MA) gives us an inside look at the Chiropractic Congress’s most recent project, the “Chiropractic Future Strategic Plan” and how it can help achieve professional goals more effectively during the next 5 years. Read on to learn more.
TAC: What is the purpose of having a strategic plan?
MA: We often look to the future and say “what if" or “if only.” However, that is where it stops. Instead, a strategic plan aligns people with a shared vision and changes the “what if" mindset to a “here’s how” mindset. The chiropractic profession designed the Chiropractic Future Strategic Plan for the chiropractic profession. In short, as a profession, we must create the future that we want instead of hoping outside forces will see the incredible value that chiropractic brings to a patient’s overall health.
TAC: What groups were responsible for creating this plan?
MA: I believe this question creates a bit of a misnomer. From the plan’s inception, the entire profession created the Future of Chiropractic Strategic Plan. Nearly 4,000 chiropractic stakeholders from around the county participated in the initial survey guiding the direction of the plan. Additionally, there were think tanks, focus groups, subject matter task forces, and one-on-one interviews throughout the plan’s development. The sheer number of participants speaks to the plan’s ground-up approach. So, I would say that the entire profession was responsible for creating the strategic plan.
To understand who has led the strategic plan process, your readers need to know that nearly 35,000 chiropractors are members of their respective state associations in the U.S. The Congress of Chiropractic State Associations (ChiroCongress) is the association that represents state chiropractic associations. As a result of ChiroCongress’s broad representation, the strategic plan concept was born at the Future of Chiropractic Forum, a part of a ChiroCongress event in 2019. Since then, ChiroCongress has invested an incredible amount of time and money in facilitating the development and implementation of the plan.
TAC: What is different about this project? In the past, there have been other groups with similar purposes?
MA: The strategic plan’s purpose is not to replace the incredible efforts of other groups in the profession. Instead, the strategic plan aims to advance a collaborative endeavor to achieve the profession’s defined goals. The plan’s most significant difference is its focus on a ground-up approach. There are nearly 100 key stakeholders involved in the implementation process, and our involvement approach is incredibly open. Implementation Workgroup participation is available to anyone who has a direct affiliation with the chiropractic profession, commits to a meeting schedule, and can forward the movement of a specific goal or action item. What makes us different? I believe the difference is that anyone can participate in helping advance the profession-developed plan.
TAC: Are any associations involved with the steering committee, ICA, ACA?
MA: The Strategic Plan Leadership Committee and Workgroups include members or representatives from many national associations. One of the plan’s tenets is “inclusion,” which is evident in the various participants involved in the development and implementation process. Those involved include different practice styles, philosophies, and treatment styles. Historically, the chiropractic profession focuses on our differences. However, the plan focuses on finding common ground and is advancing a mindset of unity without the need for uniformity. That is important enough that I want to repeat it — unity without the need for uniformity.
TAC: Can you explain the different time frames for plan implementation?
MA: I would encourage the profession to look at the plan available at www.chiropracticfuture.org. The plan includes one-year goals, threeyear goals, and five-year objectives. Our implementation Workgroups take those goals and create 90-day action items to ensure the plan is moving forward. Thus, the timeframes vary based on the overall objectives.
One of the great things about the strategic plan is its ongoing deliverables. We already see outcomes that equip state associations with a relevant claims dashboard, science writers, and translators to provide doctors, patients, and policymakers with a clear understanding of complex research, and additional technology developments to help with governmental relations. Although the plan has long-term objectives, the profession will reap the benefits along the way.
TAC: Are there any safeguards to prevent misuse of information that is being shared or abuse of any authority?
MA: As with any strong organization, the plan has financial accountability safeguards that allow Leadership Committee members to exercise our fiduciary responsibilities to the organization. Furthermore, the strategic plan is about the profession, not the people advancing the plan. Thus, service terms are shorter than typical. For example, the Leadership Committee chairperson has a oneyear term, and Workgroup chairpersons serve only two years.
Additionally, the entity established to advance the plan is a single-member LLC of ChiroCongress — Chiropractic Future, LLC. Although strategic plan policy contains many safeguards, the Congress of Chiropractic State Associations can safeguard the profession-established plan and ensure it remains collaborative, inclusive, and transparent.
TAC: How can our readers help further the mission of the strategic plan?
MA: First, please read the plan available at www.chiropracticfuture.org. You will find that the plan charts a course for a great future and an opportunity for unity without the need for uniformity through collaboration, inclusion, and transparency.
Then choose to get involved. On that same website, you can share your thoughts about the plan with the Workgroups, apply for Workgroup participation, sign up for monthly updates, and choose to contribute financially. We need your time, energy, and financial resources to make this happen.
TAC: Any other information that you’d like to share?
MA: It has been an incredibly humbling experience working with extraordinary leaders through this process. The number of hours that the nearly 100 implementation participants have dedicated to the plan is remarkable. I genuinely believe the chiropractic profession will advance our shared goals with the dedication of the current leaders, the commitment of future leaders (maybe you), and the continued enthusiasm of the entire profession.
You may contact Marc Abla, CAE at 217-525-1200 or [email protected].
About Marc Abla
Marc Abla is the CEO of the Illinois Chiropractic Society (ICS) and has dedicated the past 20 years to advancing the chiropractic profession and helping create a healthier Illinois. He is a certified association executive and has completed the Illinois Society of Association Executive's Certified Leadership Series. The ICS staff that he serves alongside has brought significant growth to the organization through increased political advocacy, education opportunities, and essential content delivery to the chiropractic physicians in Illinois. In addition, Abla serves nationally as the district 2 director for ChiroCongress and is currently the chairperson for the Future of Chiropractic Strategic Plan (Chiropractic Future, LLC) Leadership Committee. In his spare time, Abla loves to spend time with his family playing abstract tabletop games.
