The idea that “the first is the last and the last the first” was a value in my liberal Protestant upbringing. It likely had some noblesse oblige in it too. The concept can be challenged as an entrapping promise that good will come of waiting. Regardless, in some the call to work with the least-cared-for becomes a guiding mission. Self-preservation of the integrative field may be another motivator of such a mission. A past head of the NIH agency that researches integrative practices has challenged the main body of clinical research as un-generalizable due to the research being on upper income, well-educated, white, female patients. For a multitude of reasons, Integrative Medicine for the Underserved (IM4US) has emerged as the leading edge of the movement for integrative health.
In the United States, the complementary and integrative medicine dialogue about “traditional medicine” typically looks to Asia. The West-meets-East orientation respects the power and influence of Chinese and Indian traditions. Yet in doing so, both local indigenous practices and the roles of traditional, complementary and integrative medicine (TCIM) in Mexico, Central America, South America and the Caribbean are mostly overlooked. The Pan American Health Organization (PAHO) recently created a partial remedy for this hemispheric forgetfulness. A two-year collaborative process with representatives of over 20 nations has created a powerful network and opened access to a nation-by-nation bounty of practices, papers, research, and regulations.
For the past half decade, the Academy of Integrative Pain Management (AIPM) has carried the policy mantle for integrative pain treatment into ever more influential places. The beacons were the 2017 and 2018 Integrative Pain Care Policy Congress. The most recent convened 70 stakeholder organizations, including key payers and federal agencies. On January 29, 2019, AIPM announced that it has ceased operations. Amidst the present opportunities for transforming pain treatment, the integrative pain field lost its engine. Oddly, the very challenges to the pharma industry in the center of the dominant pain model were part of AIPM’s undoing.
An organization that sees its mission as larger than its present reach hits natural barriers if it uses an association management firm. The management organization is not an “association growing” firm. Nor is the firm devoted solely to the association. In fact, the management firm’s financial incentive structure is akin to that of a fitness center: the best member is one who pays dues and never requires anything. It’s job is to manage and control something that, optimally is passionate, dynamic, and slightly out of control because it is actively flourishing in multiple directions. These disparate tendencies came to mind as good news arrived December 21, 2018 – Solstice Day – that arguably the most powerful engine in the integrative space, the Academic Consortium for Integrative Medicine and Health (“the Consortium”), completed a transition away from an association management firm to its first, 100% time, fully devoted executive director.