Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 34,783,501 | 33,692,085 | 43,978,741 | 53,034,627 | 68,529,593 | 234,018,547 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 34,783,501 | 33,692,085 | 43,978,741 | 53,034,627 | 68,529,593 | 234,018,547 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 4,805,093 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 229,213,454 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 34,783,501 | 33,692,085 | 43,978,741 | 53,034,627 | 68,529,593 | 234,018,547 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 14,447 | 10,527 | 30,163 | 25,287 | 30,700 | 111,124 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 7,559 | 22,944 | 95,138 | 43,406 | 56,540 | 225,587 |
| 11 | Total support. Add lines 7 through 10 | 234,355,258 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2022 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2022 |
(iii) Distributable Amount for 2022 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2022 from Section C, line 6 | ||||
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2
Underdistributions, if any, for years prior to 2022 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2022: | ||||
| a From 2017....... | ||||
| b From 2018....... | ||||
| c From 2019....... | ||||
| d From 2020....... | ||||
| e From 2021....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2022 distributable amount | ||||
|
i
Carryover from 2017 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2022 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2022 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2022, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2022. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2023. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2018..... | ||||
| b Excess from 2019..... | ||||
| c Excess from 2020..... | ||||
| d Excess from 2021..... | ||||
| e Excess from 2022..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 3 | THE CARIBBEAN OPERATIONS PROGRAM ENDED AND WAS NOT CONDUCTED DURING THE CURRENT FISCAL YEAR. |
| FORM 990, PART III, LINE 4A: | DURING THE FY2023, ASTHO MOBILIZED TO SUPPORT OUR MEMBERS ACROSS THE COUNTRY THROUGH CAPACITY BUILDING, TECHNICAL ASSISTANCE, POLICY, AND INNOVATION. THE TEAM EXCELS IN PROVIDING A ROBUST CONTINUUM OF TECHNICAL ASSISTANCE DESIGNED TO SUPPORT STATE AND TERRITORIAL HEALTH AGENCIES WITH THE DEVELOPMENT, IMPLEMENTATION, AND EVALUATION OF PROGRAMMATIC OR PERFORMANCE AREAS AND EXEMPLIFIES THIS THROUGH THE FOLLOWING MULTI-SECTOR LEARNING COMMUNITIES: -RISK: APPROPRIATE CARE: IN 2022, ASTHO AND CDC'S DRH LAUNCHED THE RISK APPROPRIATE CARE LEARNING COMMUNITY TO IMPROVE EQUITABLE PRACTICES RELATED TO RAC BY TRANSLATING LOCATE DATA INTO PROGRAMATIC AND POLICY ACTION. ASTHO BRINGS TOGETHER EXPERTS IN THE FILED TO ADDRESS GAPS IN KNOWLEDGE AND ADVACNE BOTH NEONATAL AND MATERNAL LEVELS OF APPROPRIATE CARE. STAKEHOLDERS INCLUDING STAT HEALTH AGENCY LEADERSHIP AND STAFF, PHYSICIAN CHAMPIONS, PEC, PAYORS, EPI, AND OTHERS. AS PART OF THE LEARNING COMMUNITY, WE ENGAGED FOUR STATES AND PROVIDED NATIONAL REACH VIA LEARNINGS AND RESOURCES DEVELOPED. -PRAMS: ASTHO ESTABLISHED A COORDINATING CENTER TO SUPPORT A 12 MULTI-STATE LEARNING COMMUNITY ON PREGNANCY RISK ASSESSMENT MONITORING SYSTEM (PRAMS) DATA LINKAGE WITH CLINICAL OUTCOMES DATA. FOCUS ON PROVIDING TECHNICAL ASSISTANCE TO STATES TO USE STANDARDIZED METHODOLOGY TO LINK DATA; RESEARCH FOR MATERNAL AND CHILD HEALTH, AND SUSTAINABILITY AND REPLICATION OF PROJECT. -THE 16-STATE BREASTFEEDING LEARNING COMMUNITY ENHANCED BREASTFEEDING INITIATION AND DURATION BY IMPROVING POLICIES AND PROVIDED NINE STATES WITH INNOVATION GRANTS TO IMPROVE AND FORM COHESIVE COLLABORATIVE NETWORKS WITH STATE AND LOCAL CROSS-SECTORAL PARTNERS TO ADDRESS BREASTFEEDING DISPARITIES THROUGH TRANSFORMATIVE HEALTH EQUITY APPROACHES. -ASTHO, IN COLLABORATION WITH CDC AND OTHER NATIONAL PARTNERS, ARE WORKING WITH STATES AND COMMUNITIES ADDRESSING THE SOCIAL DETERMINANTS OF HEALTH (SDOH) TO IMPACT HEALTH OUTCOMES IN THEIR COMMUNITIES. IMPACTS EXPECTED ON CHRONIC DISEASE PREVENTION IN ONE OF FIVE AREAS OF SOCIAL DETERMINANTS OF HEALTH (SDOH): A) BUILT ENVIRONMENT, B) COMMUNITY-CLINICAL LINKAGES, C) FOOD AND NUTRITION SECURITY, D) SOCIAL CONNECTEDNESS, AND E) TOBACCO-FREE POLICY. ASTHO IS ALSO WORKING WITH AN EVALUATOR ON RETROSPECTIVE EVALUATION. THEIR FINAL REPORT WILL BUILD THE EVIDENCE FOR SUCCESSFUL EXAMPLES OF USING COMMUNITY BENEFIT TO ADDRESS SDOH AND IMPACT HEALTH OUTCOMES. -ASTHO'S TOBACCO PREVENTION AND CONTROL PROGRAM EXISTS TO BUILD CAPACITY FOR COMPREHENSIVE TOBACCO PROGRAMS WITHIN STATE AND TERRITORIAL PUBLIC HEALTH DEPARTMENTS BY (1) GUIDING EXECUTIVE LEADERSHIP IN DRAFTING AND INTERPRETING TOBACCO POLICY LANGUAGE, (2) TRANSLATING EVIDENCE-BASED STRATEGIES INTO PRACTICE, (3) INTERPRETING THE IMPACT OF TOBACCO CONTROL POLICIES ACROSS INTERSECTING PUBLIC HEALTH AREAS (I.E. OTHER CHRONIC DISEASES, SOCIAL DETERMINANTS OF HEALTH, ETC.), AND (4) PROVIDING EDUCATION ON POLICY AND SYSTEMS CHANGES IMPACTING HEALTH DISPARITIES. -PROGRAMMATIC HEALTH EQUITY INITIATIVES: ADDRESSING COVID DISPARITIES - LAUNCHING A PORTFOLOIO OF RESOURECES TO DISSEMINATE AND PROMOTE LESSONS LEARNED, STRATEGIES, AND PUBLIC HEALTH/COMMUNITY ENGAGEMENT ACTIVITIES. RESOURCES WILL INLCUDE A COMBINATION OF PODCASTS, CASE STUDIES, VIDEO TESTIMONIALS, AUDIOBLOGS, FIELD GUIDES AND BRIEFS ON WAYS IN WHICH PUBLIC HEALTH CAN LEVERAGE THEIR EFFORTS TO ACTIVATE AND INTEGRATE EQUITY INTO THEIR PROGRAMMING AND PARTNERSHIP WITH COMMUNITY MEMBERS. SOCIAL AND BEHAVIORAL HEALTH: THE SOCIAL AND BEHAVIORAL HEALTH UNIT PROVIDES LEADERSHIP SUPPORT AND CAPACITY BUILDING TO POSITION STATE AND TERRITORIAL HEALTH OFFICIALS AND THEIR AGENCIES TO ADDRESS OVERDOSE PREVENTION, SUICIDE PREVENTION, THE PREVENTION OF ADVERSE CHILDHOOD EXPERIENCES, INJURY PREVENTION, FIREARM INJURY PREVENTION, VIOLENCE PREVENTION, AND MENTAL HEALTH PROMOTION. THE TEAM IS ORGANIZED AS FOUR DISTINCT BUT COORDINATED PROJECT TEAMS THAT MOBILIZED TO SUPPORT OUR MEMBERS ACROSS THE COUNTRY THROUGH CAPACITY BUILDING, TECHNICALASSISTANCE, AND THOUGHT LEADERSHIP. THE TEAM EXCELS IN PROVIDING A ROBUST CONTINUUM OF TECHNICAL ASSISTANCE DESIGNED TO SUPPORT STATE AND TERRITORIAL HEALTH AGENCIES WITH THE DEVELOPMENT, IMPLEMENTATION, AND EVALUATION OF PROGRAMMATIC OR PERFORMANCE AREAS AS DEMONSTRATED IN THE FOLLOWING ACCOMPLISHMENTS. 1. BEHAVIORAL HEALTH STATES AND TERRITORIES - ASTHO PUBLISHED AN ADVERSE CHILDHOOD EXPERIENCES (ACES) PREVENTION POLICY TOOLKIT, POLICY PLAYBOOK, AND CONDUCTED AN ACES POLICY SCAN ON QUALITY CHILDCARE, PAID FAMILY LEAVE, AND HOUSING SECURITY WITH THE LENS OF SUPPORTING YOUNG FAMILIES TO PREVENT ACES. THE TEAM CONTINUED TO MEET WITH THE LEARNING COMMUNITY AND CONVENED 11 STATES IN PERSON TO ADVANCE DATA, PARTNERSHIPS, FUNDING, AND POLICY. - ASTHO LAUNCHED A CATALYST CENTER FOR FIREARM INJURY PREVENTION FUNDED BY KAISER AND BEGAN CONVENING A FIREARM INJURY PREVENTION FORUM EVERY-OTHER MONTH WITH REPRESENTATION FROM APPROXIMATELY 25 HEALTH AGENCIES TO SHARE INSIGHTS THAT ADVANCE PREVENTION EFFORTS THROUGH EVIDENCE-BASED AND EQUITY-DRIVEN PUBLIC HEALTH APPROACHES. - ASTHO LAUNCHED THE SUICIDE, OVERDOSE, ADVERSE CHILDHOOD EXPERIENCES PREVENTION CAPACITY ASSESSMENT TOOL LEARNING COMMUNITY (FL, MI, MO, AND CNMI) TO ADVANCE SHARED RISK AND PROTECTIVE FACTORS, STAKEHOLDER MAPPING, AND BRAIDING & LAYERING FUNDS. ASTHO CONDUCTED SITE VISITS WITH EACH OF THOSE FOUR JURISDICTIONS. 2. PUBLIC AND BEHAVIORAL HEALTH INTEGRATION - ASTHO COMPLETED A ONE-YEAR SUICIDE PREVENTION CAPACITY BUILDING PROJECT WITH FOUR JURISDICTIONS (PR, MN, WY, PA). ASTHO PROVIDED REGULAR PEER CONNECTIONS, SITE VISITS, AND AFTER-ACTION PLANS. - ASTHO DEVELOPED AN INNOVATIVE STORYTELLING HUB: A CENTER FROM WHICH ASTHO CAN SHARE SUCCESSFUL INJURY, SUICIDE, AND VIOLENCE PREVENTION PROJECTS FUNDED BY CDC WITHIN JURISDICTIONS. ASTHO POSTED THESE SUCCESS STORIES ON THE WEBSITE AND SHARED THEM WIDELY TO HIGHLIGHT THE IMPORTANT AND MEANINGFUL WORK THAT INVESTMENTS IN PUBLIC HEALTH CAN ACCOMPLISH. - ASTHO, CDC, THE CENTER FOR LAW AND SOCIAL POLICY, AND MENTAL HEALTH AMERICA LAUNCHED THE PUBLIC HEALTH'S ROLE IN MENTAL HEALTH PROMOTION AND SUICIDE PREVENTION FRAMEWORK. USING INPUT FROM NEARLY 200 NATIONAL PARTNERS AND FOCUS GROUPS WITH PEOPLE WITH LIVED EXPERIENCE, THE FRAMEWORK OUTLINES THE ROLE OF PUBLIC HEALTH ACROSS TWO STRATEGIES: 1) PROMOTING MENTAL WELL-BEING BY IMPROVING THE ESSENTIAL CONDITIONS FOR HEALTH AND 2) ENHANCING ACCESS TO THE SUPPORTS AND OPPORTUNITIES THAT PROVIDE CARE WHILE REDUCING HARM AND ISOLATION. 3. OVERDOSE DATA TO ACTION (OD2A) - OD2A TEAM CONVENED OVER 550 PEOPLE FROM 66 OD2A-FUNDED HEALTH AGENCIES, PARTNER ORGANIZATIONS, AND FEDERAL AGENCIES TO DISSEMINATE INFORMATION ON EMERGING ISSUES IN OVERDOSE PREVENTION, FACILITATE PEER SHARING ON EVIDENCE-BASED AND INNOVATIVE PREVENTION STRATEGIES, AND RECOGNIZE THE JURISDICTIONS' ACCOMPLISHMENTS. - ASTHO HELD A VIRTUAL ASTHOCONNECTS WEBINAR FOR THE OD2A RECIPIENT LEARNING COMMUNITY ON THE EMERGING ISSUE OF XYLAZINE IN THE DRUG SUPPLY AND HOW TO ADDRESS THE HARMS THAT MAY OCCUR FROM USE OF XYLAZINE. THE LEARNING COMMUNITY SESSION, TITLED XYLAZINE: SURVEILLANCE AND PREVENTION STRATEGIES, HAD 356 ATTENDEES NATIONWIDE. - ASTHO LAUNCHED LEGAL MAPPING CENTER FOCUSED ON HARM REDUCTION AND OVERDOSE PREVENTION POLICIES ALONGSIDE A POLICY PLAYBOOK TO PREVENT OVERDOSE. 4. OPIOID PREPAREDNESS, RESPONSE, AND SURVEILLANCE - THE OPIOID PREPAREDNESS TEAM CONVENED OVER 40 INDIVIDUALS FROM 24 DIFFERENT NATIONAL ORGANIZATIONS AND FEDERAL AGENCIES TO DISCUSS PARTNERSHIP OPPORTUNITIES AND SOLUTIONS TO SUPPORT DISPLACED PATIENTS FOLLOWING AN OPIOID PRESCRIPTION DISRUPTION. - ASTHO SUPPORTED 5 STATES (NE, ME, OR, VI, NJ) TO ENHANCE THEIR CAPACITY TO RESPOND TO DISRUPTIONS IN ACCESS TO OPIOID PRESCRIPTIONS. THIS CAPACITY-BUILDING SUPPORT RESULTED IN INCREASED READINESS AND PREPAREDNESS TO PROVIDE CONTINUITY OF CARE FOR PATIENTS AFFECTED BY A DISRUPTION. - ASTHO PUBLISHED POLICY RECOMMENDATIONS TO REDUCE OVERDOSES IN THE SEPTEMBER 2023 ISSUE OF THE JOURNAL OF PUBLIC HEALTH MANAGEMENT AND PRACTICE. - AS PART OF THE LISTENING TO UNDERSTAND PROJECT, ASTHO COLLECTED FEEDBACK TO INFORM TRANSLATION AND DISSEMINATION OF THE 2022 CLINICAL PRACTICE GUIDELINE FOR PRESCRIBING OPIOIDS FOR PAIN. - PROJECT ECHO: OVERDOSE FATALITY INVESTIGATION TECHNIQUES BROUGHT TOGETHER NEARLY 250 MEDICOLEGAL DEATH INVESTIGATORS THIS YEAR TO DISCUSS PROMISING PRACTICES AND EMERGING TRENDS RELATED TO OVERDOSE DEATH INVESTIGATIONS. |
| FORM 990, PART III, LINE 4B: | THE UNIT IS COMPRISED OF 4 SEPARATE BUT INTEGRATED TEAMS: EMERGING INFECTIOUS DISEASE TEAM, PREPAREDNESS TEAM, INFECTIOUS DISEASE POLICY AND INFRASTRUCTURE TEAM, AND THE ENVIRONMENTAL HEALTH TEAM. THE HSU MISSION IS TO SUPPORT AND PROACTIVELY EMPOWER HEALTH AGENCIES TO ADDRESS HEALTH SECURITY CHALLENGES THROUGH EVIDENCE-BASED RESOURCES, KNOWLEDGE, PARTNERSHIPS, AND INNOVATION. HSU IS ACTIVELY ENGAGED IN ALL ASPECTS OF EMERGENCY RESPONSE, IN CONJUNCTION WITH THE EXECUTIVE OFFICE, PROVIDING LEADERSHIP AND SME INPUT FOR ALL RESPONSES RANGING IN SIZE FROM ANNUAL WILDFIRE AND HURRICANE RESPONSE TO LARGER NATIONAL OUTBREAKS SUCH AS EBOLA, MPOX, AND COVID-19. THE HSU HAD OVER 35 ACTIVE PROJECTS FUNDED THROUGH CDC IN THE LAST YEAR TOTALING OVER $12 MILLION. IN ADDITION TO CDC, OUR OTHER FEDERAL FUNDERS INCLUDE FDA, EPA, AND ASPR. THE HSU IS FUNDED TO PROVIDE PEER TO PEER SUPPORT TO OUR MEMBERS BY SUPPORTING 3 POLICY COMMITTEES (ENVIRONMENTAL HEALTH, INFECTIOUS DISEASE, AND PREPAREDNESS) AND SEVERAL PEER GROUPS SUCH AS THE STATE ENVIRONMENTAL HEALTH DIRECTORS, THE DIRECTORS OF PUBLIC HEALTH PREPAREDNESS, THE MEDICAL COUNTERMEASURE COORDINATORS, AND THE STATE TRIBAL HEALTH LIAISONS. THESE GROUPS SERVE AS A FORUM AND SPACE TO ALLOW FOR MEMBERS TO PROVIDE: - FEEDBACK ON PRE-DECISIONAL FEDERAL GUIDANCE AND GRANTS - SHARE BEST/PROMISING PRACTICES - PROBLEM SOLVING - DEVELOPMENT OF ASTHO POLICY STATEMENTS - FEEDBACK FOR FEDERAL POLICY SUCH AS THE REAUTHORIZATION OF THE PANDEMIC AND ALL HAZARDS PREPAREDNESS ACT (PAHPA) AND NATIONAL HEALTH SECURITY STRATEGY. HSU ALSO MANAGES SEVERAL OTHER LEADERSHIP COUNCILS OR ASSOCIATIONS OF ASSOCIATIONS THAT HAVE COME TOGETHER TO PROVIDE GUIDANCE AND THE BEST PUBLIC HEALTH THOUGHT AROUND A TOPIC OR ISSUE. THESE GROUPS INCLUDE: - THE COUNCIL FOR OUTBREAK RESPONSE: HEALTHCARE ASSOCIATED INFECTIONS AND ANTIMICROBIAL PATHOGENS (CORHA). CORHA CONSISTS OF 9 PARTNER ORGANIZATIONS/FEDERAL AGENCIES ALL ALIGNED TO IMPROVE PRACTICES AND POLICIES AT THE LOCAL, STATE, AND NATIONAL LEVELS FOR DETECTION, INVESTIGATION, CONTROL, AND PREVENTION OF HAI/AR OUTBREAKS ACROSS THE HEALTHCARE CONTINUUM, INCLUDING EMERGING INFECTIONS AND OTHER RISKS WITH POTENTIAL FOR HEALTHCARE TRANSMISSION. - THE NATIONAL ALLIANCE FOR RADIATION READINESS (NARR). THE NARR IS A COALITION OF PUBLIC HEALTH, HEALTHCARE, AND EMERGENCY MANAGEMENT ORGANIZATIONS THAT SERVE AS THE COLLECTIVE "VOICE OF HEALTH" IN RADIOLOGICAL PREPAREDNESS. HSU STAFF ALSO PROVIDE SUPPORT TO OUR MEMBERS BY REPRESENTING ASTHO AND STAFFING MEMBERS ON THE FOLLOWING NATIONAL BOARDS AND COMMITTEES: - THE NATIONAL HOMELAND SECURITY CONSORTIUM - CDC'S BOARD OF SCIENTIFIC COUNSELORS - NATIONAL ACADEMIES OF SCIENCES MED PREP FORUM - HEALTHCARE INFECTION CONTROL PRACTICES ADVISORY COMMITTEE - ADVISORY COUNCIL FOR THE ELIMINATION ON TB - ASTHO/NEMA/GOVERNOR'S HOMELAND SECURITY ADVISORS COUNCIL - NATIONAL ASSOCIATION LEADERSHIP COUNCIL - NATIONAL COUNCIL FOR ENVIRONMENTAL HEALTH & EQUITY LEADERSHIP HSU MANAGES TWO PROJECTS THAT PROVIDE DIRECT STAFF SUPPORT TO PUBLIC HEALTH AGENCIES. WE ARE IN THE FINAL STAGES OF OUR DISABILITY AND PREPAREDNESS SPECIALISTS PROJECT IN WHICH ASTHO PLACED SPECIALISTS IN 18 JURISDICTIONS TO WORK TO CLOSE THE INCLUSIVITY GAPS FOR PEOPLE LIVING WITH DISABILITIES DURING EMERGENCY PREPAREDNESS AND RESPONSE EFFORTS, INCLUDING THOSE FOR COVID-19. MORE RECENTLY WE ARE MANAGING A PROJECT WHICH PROVIDES STATE ENVIRONMENTAL HEALTH STAFF SUPPORT IN 14 JURISDICTIONS. THE HSU ALSO MANAGES SEVERAL IMMUNIZATION-RELATED PROJECTS INCLUDING THE PARTNERING FOR VACCINE EQUITY GRANT WHICH ALLOWS ASTHO TO PARTNER WITH THE NATIONAL COMMUNITY ACTION PARTNERSHIP TO SUPPORT 5 COMMUNITY ACTION TEAMS TO PROVIDE TARGETED EDUCATION AND ADDRESS BARRIERS TO ACCESSING COVID-19 AND OTHER ADULT VACCINES IN AN EFFORT TO IMPROVE HEALTH EQUITY. THIS PARTNERSHIP HAS LED TO THE DEVELOPMENT OF SEVERAL EVIDENCE-BASED AND EVIDENCE-INFORMED PRACTICES ALONG WITH BLOGS, BRIEFS, AND PODCASTS. ADDITIONALLY, WE HAVE PROVIDED SUPPORT TO 2 VIRTUAL POLICY ACADEMIES FOR STATE AND TERRITORIAL LEADERS THAT WILL HELP THEM IMPROVE THEIR CAPACITY TO IDENTIFY, DEVELOP, AND IMPLEMENT POLICIES TO ADDRESS VACCINE HESITANCY. HSU IS DEVELOPING AN INTERACTIVE AND COLLABORATIVE PLATFORM TO FACILITATE JURISDICTIONAL SHARING OF SUCCESS STORIES, NEW METHODS AND INNOVATIVE SOLUTIONS FOR PUBLIC HEALTH PREPAREDNESS AND COMMUNICABLE DISEASE OUTBREAKS. THIS NEW PLATFORM, INSPIRE: READINESS, WILL SHARE STORIES IN 4 SPECIFIC AREAS: - DATA SYSTEMS AND MANAGEMENT - WORKFORCE - EQUITY - TRAINING AND RESOURCES HSU HAS ALSO DEVELOPED SEVERAL TECHNICAL PACKAGES WHICH PRESENT EVIDENCE-BASED STRATEGIES TO INFORM S/THA ACTIVITIES TO INCREASE NATIONWIDE IMMUNIZATION, TO MITIGATE THE CLIMATE-RELATED IMPACTS ON HEALTH, AND TO REDUCE CONGENITAL SYPHILIS (ALL SUBMITTED IN THE JOURNAL OF PUBLIC HEALTH MANAGEMENT AND PRACTICE). |
| FORM 990, PART III, LINE 4C: | CENTER FOR POPULATION HEALTH STRATEGIES PROGRAM AREA PROVIDES LEADERSHIP SUPPORT AND CAPACITY BUILDING TO POSITION STATE AND TERRITORIAL HEALTH OFFICIALS AS CHIEF HEALTH STRATEGISTS IN THEIR JURISDICTIONS. THE CENTER ALSO PROVIDES LEADERSHIP ON BUILDING STATE CAPACITY TO ADDRESS HEALTH EQUITY BY CREATING AND SUPPORTING TOOLS AND RESOURCES FOR THE INCLUSION OF HEALTH EQUITY LANGUAGE IN PROPOSALS AND CONTRACTS. THIS PROGRAM BECAME A MAJOR PROGRAM AS OF FY 2022. THIS WORK ADDRESSES THE HIGHEST PRIORITIES OF THE SELECTED TARGET POPULATION - STATE AND TERRITORIAL HEALTH OFFICIALS (S/THOS) AND OTHER STATE AND TERRITORIAL HEALTH AGENCY (S/THA) LEADERS, WITH AN EMPHASIS ON SENIOR DEPUTIES AND STATE LEGISLATIVE LIAISONS. ASTHO'S AFFILIATE COUNCIL IS ENGAGEED IN CAPACITY BUILDING ASSISTANCE PROVIDED IN A NUMBER OF AREAS INCLUDING WORKFORCE DEVELOPMENT, HEALTH EQUITY, AND THE INTEGRATION OF PUBLIC HEALTH AND CLINICAL MEDICINE. THE FOLLOWING WILL BENEFIT - PUBLIC HEALTH NURSES, EPIDEMIOLOGISTS, LABORATORIANS, PUBLIC INFORMATION OFFICERS, SOCIAL WORKERS, HEALTH EDUCATORS, HEALTH FACILITY SURVEYORS, AND DIRECTORS OF MATERNAL AND CHILD HEALTH, CHRONIC DISEASE, INJURY PREVENTION, MINORITY HEALTH, VITAL STATISTICS, HIV/AIDS, STD, DENTAL, NUTRITION, VECTOR CONTROL, AND EMERGENCY MEDICAL SERVICE PROGRAMS. |
| FORM 990, PART VI, SECTION A, LINE 6 | THE MEMBERS OF THE ASSOCIATION SHALL BE THE CHIEF HEALTH OFFICIAL OF THE PUBLIC HEALTH AGENCY OF EACH STATE, TERRITORY, OR POSSESSION OF THE UNITED STATES, AS SPECIFIED BY LAW, OR AS DESIGNATED BY THE CHIEF EXECUTIVE OF EACH STATE, TERRITORY, OR POSSESSION. THE CHIEF HEALTH OFFICIAL MAY DELEGATE ANOTHER FULL-TIME EMPLOYEE OF THE OFFICIAL HEALTH AGENCY TO REPRESENT THAT AGENCY IN ASTHO ACTIVITIES IN HIS OR HER ABSENCE. SUCH A DELEGATED OFFICIAL SHALL HAVE ALL THE RIGHTS AND PRIVILEGES OF MEMBERSHIP VESTED IN THE CHIEF HEALTH OFFICIAL. THE ASSEMBLY OF MEMBERS SHALL SERVE AS THE POLICY MAKING BODY OF THE ASSOCIATION, AND SHALL CONSIST OF ALL ELIGIBLE VOTING MEMBERS OF THE ASSOCIATION, AS PROVIDED BY THE BYLAWS. ELIGIBLE VOTING MEMBERS OF THE ASSOCIATION SHALL BE THE CURRENTLY SERVING CHIEF HEALTH OFFICIAL OF THE PUBLIC HEALTH AGENCY OF EACH STATE, TERRITORY, POSSESSION OR FREELY ASSOCIATED STATE OF THE THE UNITED STATES, AS SPECIFIED BY LAW, OR AS DESIGNATED BY THE CHIEF EXECUTIVE OF EACH STATE, TERRITORY, POSSESSION, OR FREELY ASSOCIATED STATE OF THE UNITED STATES. |
| FORM 990, PART VI, SECTION A, LINE 7A | THE MEMBERSHIP ELECTS THE VOTING MEMBERS OF THE GOVERNING BODY ANNUALLY. |
| FORM 990, PART VI, SECTION A, LINE 7B | THE MEMBERSHIP ASSEMBLY REVIEWS THE ACTIONS AND RECOMMENDATIONS OF THE BOARD OF DIRECTORS AT LEAST ANNUALLY. THE MEMBERSHIP APPROVES ALL ASSOCIATION POLICY STATEMENTS AND REVIEWS THE ASSOCIATION'S PRIORITIES AND STRATEGIC PLAN. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE BOARD, AUDIT COMMITTEE, AND FINANCE COMMITTEE ARE PROVIDED A COPY OF THE IRS FORM 990 FOR REVIEW AND APPROVAL PRIOR TO FILING THE FORM WITH THE IRS. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE WRITTEN CONFLICT OF INTEREST POLICY IS ANNUALLY DISTRIBUTED AND SIGNED BY THE DIRECTORS, OFFICERS, AND SENIOR STAFF MEMBERS. ANY CONFLICTS OF INTEREST ARE INVENTORIED BY THE CHIEF OPERATING OFFICER AND DISCLOSED TO THE FULL BOARD. THE AUDIT COMMITTEE IS TASKED WITH MONITORING AND ADMINISTERING COMPLIANCE. THE AUDIT COMMITTEE CAN REFER MATTERS TO THE BOARD WHO HAS FINAL AUTHORITY ON RESOLUTION OF CONFLICTS OF INTEREST FOR ITS MEMBERS, INCLUDING EXPULSION. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE PROCESS OF DETERMINING CEO COMPENSATION INCLUDED REVIEW OF FORM 990 OF OTHER ORGANIZATIONS, A WRITTEN EMPLOYMENT CONTRACT, COMPENSATION STUDIES/SURVEYS AS WELL AS APPROVAL BY THE BOARD. ASTHO'S INTERNAL COMPENSATION PLAN, WHICH IS BASED ON PUBLISHED SALARY SURVEYS, WAS USED TO DETERMINE SALARIES FOR TOP MANAGEMENT OFFICIALS, OTHER OFFICERS AND KEY EMPLOYEES. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ASSOCIATION'S AUDITED FINANCIAL STATEMENTS, GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE AVAILABLE UPON REQUEST. |
| FORM 990, PART IX, LINE 11G | CONSULTING SERVICES: PROGRAM SERVICE EXPENSES 10,945,600. MANAGEMENT AND GENERAL EXPENSES 1,394,582. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 12,340,182. PAYROLL SERVICES: PROGRAM SERVICE EXPENSES 23,794. MANAGEMENT AND GENERAL EXPENSES 99,831. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 123,625. CONTRACTURAL SERVICES: PROGRAM SERVICE EXPENSES 1,031. MANAGEMENT AND GENERAL EXPENSES 4,325. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 5,356. DESIGN SERVICES: PROGRAM SERVICE EXPENSES 549. MANAGEMENT AND GENERAL EXPENSES 2,301. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,850. |
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