ASTDN

Transformation Resolution Approved by Exec Committee 04 13 07

ASTDN’s Journey to Improving Public Health
Overview

Introduction
When ASTDN was created in 1935, it began its journey to improve public health by providing a collegial forum for leaders in public health nursing. ASTDN has a proud history of leadership and collaboration with partners and colleagues on issues pertinent to the practice of public health nursing and the improvement of public health. Essentially, ASTDN has operated as a nearly all volunteer supported entity from its beginning until the first CDC-ASTHO Cooperative Agreement was established in 2005. Over the years, ASTDN has documented extraordinary accomplishments despite minimal infrastructure support. ASTDN is credited with an array of leadership products and activities, including leadership conferences, continuing education conferences, position papers, publications, surveys and documents that address issues critical to public health nursing leadership and practice. ASTDN’s successes are attributed, in large part, to the dedication, commitment and vision of its members, partners and colleagues.

Given the amazing achievements of ASTDN with scant resources, the organization is positioned to continue its journey by building its infrastructure so that it can execute its dynamic leadership agenda for improving public health. The next steps of the journey call for a transition from the all volunteer supported model to the business model. This transition will involve continuing some of the features that have built the organization, such as high engagement of its members and the ASTDN Executive Committee (Board of Directors) continuing to serve as the governing body. It will also involve changing some current practices, such as the majority of the day-to-day operating decisions, to a more business model. The changes will need to be designed and managed to assure maximum efficiency of resources and appropriate use of the members’ needs and expertise. The following table provides examples of practices under the all volunteer supported model as well as some practices under the business model.

All Volunteer Supported Model	Business Model
Operate out of ASTDN members’ places of business/homes.	Operate out of established national office (virtual and/or physical location).
Association business functions performed predominantly by ASTDN official state representatives.	The ASTDN Executive Committee (Board of Directors) will continue to serve as the organization’s governing body and policy making authority. Functions will be performed by a mix of employees and contract staff under the authority of the ASTDN Executive Committee.
Scope of budget and fiscal resources depend primarily on the capacity of the ASTDN members to develop project proposals and on collaborative partnerships with other organizations.	Scope of budget and fiscal resources is greater due to ASTDN staff that can focus on seeking a mix of governmental and other public and private funds for projects.
Extent of products developed depends primarily on the time and effort of the ASTDN members.	Extent of products developed is greater due to ASTDN staff dedicated to these efforts. These staff will be accountable for managing the contract deliverables and meeting set expectations as defined by the ASTDN Executive Committee (Board of Directors).
All day-to-day business operating decisions require committee process.	Majority of day-to-day operating decisions will be handled by the ASTDN staff in accordance with standard operating procedures approved in advance by the ASTDN Executive Committee (Board of Directors) and set forth in the ASTDN Bylaws and Policies and Procedures documents.