Strategy and outline business plan 2018-20

I Introduction

This document contains the strategy and outline business plan for the three-year period 2018-20

II Background

In the last 50 years chiropractic education has steadily evolved from independent courses offering diplomas, to universities offering integrated masters degrees in Chiropractic; along side this has been the establishment of The Royal College of Chiropractors. Consequently, more patients are receiving the benefits of Chiropractic care, and the role that Chiropractic can play in the healthcare of the nation is receiving greater recognition.  This commitment to ever improving standards is fantastic, but in order for it to continue there is a need to recruit and train more Chiropractors.  The existing courses are well subscribed and this has resulted in the profession being very well represented in the geographical areas near to where the courses are located.  In order for chiropractic care to become available to everyone in the country there need to be more training facilities, and those new courses need to be located across the country so that more students have access to chiropractic training.

The Society for Promoting Chiropractic Education (SPCE) was established to fulfil this need by increasing the awareness of chiropractic as a career at school level and encouraging Universities to establish undergraduate programs to cater for this growing demand. SPCE is a not-for-profit organisation supported by prominent members of the chiropractic profession and other lay individuals from the worlds of education regulation and healthcare.  It is well placed to undertake this role.

The chiropractic profession in the UK is a relatively small profession with a low growth rate. There are some 3,200 chiropractors on the GCC’s register.  After accounting for foreign students returning home on graduation, as well as retirements from the profession, new graduates boost this figure by less than 100 annually.

The profession is small, even within the MSK community. The 3,200 chiropractors compares with some 5,000 osteopaths and 50,000 physiotherapists. In Canada there is one chiropractor for every 4,000 people. In the UK that figure is one for every 22,000.

The demand for MSK healthcare is huge and, with an ageing population, it is growing. It is the fourth largest area of spending in the NHS accounting for over £6 billion annually even without accounting for the impact on associated co-morbidities including obesity and depression. The economy loses 10.8 million working days each year. Every year 30% of the population consults a GP about an MSK disorder. The NHS is increasingly looking to chiropractors and osteopaths to cope with this demand.

Most chiropractors work in private practice and 95% of graduates find a job within six months of graduation. Patient satisfaction with chiropractic care remains high and that contributes to excellent job prospects.

Newly qualified chiropractors have good prospects and average earnings compare favourably with salary of fresh medical graduates. Established chiropractors have upper quartile earnings amongst healthcare professionals generally.

 

III Mission

The SPCE’s mission is to:

‘Improve access to chiropractic treatment by increasing the numbers of chiropractic professionals. This will involve:

  • Encouraging school-leavers to opt for a career in chiropractic; and,
  • Expanding the number of universities offering chiropractic education.’

 

IV Vision:

The SPCE’s vision is:

‘Training tomorrow’s chiropractors’

 

V Strategic aims

The strategic aims underpinning this vision are:

  • Encourage more school leavers to opt for a career as a chiropractor.
  • Expand the number and geographical spread of universities offering chiropractic degrees
  • Work closely with the Regulator, the Royal College and Universities, to drive up education standards.
  • Create a sustainable organisation with robust governance.

 

VI Values

All our work will be guided by our values:

  • Ethical – We will strive to do the right thing at all times.
  • Excellence – We are committed to maintaining the highest standards in all we do
  • Patient focussed – Our deliverables will take into account, patients’ needs
  • Collaborative – We will work with our stakeholders to achieve the best results
  • Efficient – We will strive always strive to use our resources efficiently.

 

VII Delivering our strategic aims

Encourage more school leavers to opt for a career as a chiropractor.

To deliver this, we will do the following:

  • Develop presentation packs and careers materials for use in schools
  • Recruit chiropractors in various parts of the country to deliver the presentations to school students
  • Recruit schools in these areas, to participate in the programme
  • Establish a follow-up service for students to raise queries/issues.

 

Expand the number and geographical spread of universities offering chiropractic degrees

We will deliver this by:

  • Identifying and targeting potential universities offering multi-professional learning; these universities being located in areas, currently sparsely-served by the profession
  • Supporting universities with information and advice, in establishing these courses
  • Identifying and encouraging suitable chiropractors to join university faculties
  • Assisting with developing ‘training practices’, where appropriate,

 

Work closely with the Regulator, Royal College and Universities, to drive up education standards

 

We will work with our stakeholders to:

  • Develop education standards that keep pace with the changing environment, especially with regard to technology and peoples’ work patterns
  • Drive innovation e.g., expanding clinic placements where prudent to do so, as well as other innovative delivery methods
  • Build stronger links between the profession and universities.

 

Create a sustainable organisation with robust governance.

To establish this, we will:

 

  • Develop an organisation model relevant to our mission
  • Have an effective ‘Working Board’
  • Establish an Advisory Board appropriate to the organisation’s needs
  • Develop and implement appropriate governance structure and procedures.
  • Finally, although we are not a public body, we will be guided by the Professional Standards Authority’s advice on governance contained in their publication: ‘Governance in the public interest’.

 

VIII Measuring success

Our goals for the next three years are as follows:

2018    2019    2020
Nos of secondary schools participating in programme    30    60    120
Nos of chiropractors participating in programme    10    20    40
Nos of universities targeted    2    3    3
Nos of universities engaged    2    2    2
Nos of new courses started    1    1    1

 

IX Finances

Currently all the work is undertaken by the Directors on a pro-bono basis. However, as the scope of work expands, we may need to buy in additional resources to supplement their time. However cash expenses are being incurred and we will need to raise funds to pay for these. A separate fund raising plan is being developed.

 

X Other activities

Every alternate year, we will hold an Education Conference.

 

XI Other medium term goals

We will work on policy initiatives with the Department of Health (DH), Health Education England and other statutory bodies, e.g. first point of access to chiropractors on the NHS; career structure for chiropractors in the NHS; etc.