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The ASTHO-Mason Collaborative for Applied Public Health Practice will increase access to public health education and training through student fellowships, innovative curriculum, applied practice and policy research, and academic and continuing education programs for public health students and professionals.

ASTHO and de Beaumont Foundation Commit to Improve the Public Health Workforce ARLINGTON, VA—The Association of State and Territorial Health Officials (ASTHO) and the de Beaumont Foundation announce a new project building upon their successful Public Health Workforce Interests and Needs Survey (PH WINS). The new project will enhance public health workforce policies and practice and is called “PH WINS: Research to Action.” Earlier this year, ASTHO and de Beaumont released PH WINS, the first nationally representative survey of the governmental public health work force. PH WINS surveyed more than 10,000 public health workers, exploring their attitudes, morale, and climate, and developing a baseline of key workforce development metrics. Analyses of the PH WINS data set were published in a special supplemental version of the Journal of Public Health Management and Practice in November 2015. “PH WINS: Research to Action” builds on these findings to meet the training and development needs of the public health workforce. Together, the de Beaumont Foundation and ASTHO will: Create and maintain a community of practice focused on the development of the public health workforce. Craft and implement a standardized training needs assessment that goes beyond PH WINS. Develop and test a web-based tool for high-quality online training for the public health workforce. To achieve these objectives, ASTHO will utilize focus groups and a newly developed community of practice to develop innovative ideas to encourage the uptake of recommended policies and practices. The outcomes of “PH WINS: Research to Action” will be made available to all state and local health departments. ASTHO Press Release Boilerplate de Beaumont Boilerplate website yes

Journal of Public Health Management and Practice Releases Studies Analyzing Largest Ever Public Health Workforce Survey

ASTHO Announces Sixth Developing Executive Leaders in Public Health Cohort ARLINGTON, VA — Today, the Association of State and Territorial Health Officials (ASTHO) announced its sixth cohort of Developing Executive Leaders in Public Health (DELPH). This highly competitive program began in 2021 and continues to strengthen the leadership capacity of mid- to senior-level governmental public health professionals. “I am thrilled to welcome the sixth cohort of the DELPH Program,” says Avia Mason, ASTHO vice president for leadership and learning. “This group of 20 scholars brings exceptional dedication and passion to the work of public health, and we are honored to support their journey as they strengthen their leadership, expand their impact, and improve the health of their communities.” Cohort six scholars include: Faisal Adam, DC Health Department Vina Ayuyu, Commonwealth Healthcare Corporation Misty Carney, Maryland Department of Health Colette Cobb, Office of the California Surgeon General Angela Cochran, St. Mary's County Health Department Jessie Fernandes, Montana Department of Public Health and Human Services Tynisha George, Chicago Department of Public Health Ethan Greenblatt, St. Louis County Department of Public Health Gabby Hadly, Snohomish County Health Department Shebra Hall, Delaware Division of Public Health Brandon Horvath, Philadelphia Department of Public Health Halana Kaleel, Austin Public Health Markeeta Keyes, City of Minneapolis - Health - Green Career Exploration Aracely Macias, New Jersey Department of Health Chelsea Moriarty Coffield, Harris County Public Health Natasha Pickens Shumpert, Jefferson County Department of Health Dipa Shah, Los Angeles County Department of Public Health, Nutrition and Physical Activity Program Jamilia Sherls, Washington State Department of Health Iliana Siarmalis, Maryland Department of Health Tenneh Turner-Warren, Arizona Dept of Health Services ASTHO continues its commitment to developing, elevating, and modeling strong leadership for the next generation of emerging public health leaders. At a time when public health demands courageous vision, strategic action and collaborative strength, programs like DELPH are more essential than ever. Through an innovative, cohort-model, participants will deepen their leadership identity, enhance their communication, and grow their ability to positively influence their organizations. Each participant is matched with an executive coach, accountability partner and DELPH team member for personalized, transformative leadership development. “Morehouse School of Medicine is proud to continue its partnership with ASTHO in facilitating the DELPH program,” says Sandra Harris-Hooker, senior vice president for external affairs and innovation and interim director of the Satcher Health Leadership Institute (SHLI) at Morehouse School of Medicine (MSM). “This ongoing collaboration between ASTHO and MSM’s SHLI advances our institution vision of ‘Leading the creation and advancement of health equity to achieve health justice.’ Together, we are equipping and empowering individuals to step into national and global arenas where strong, equity-centered public health leadership is needed most.” With support from the CDC, the success of the DELPH program’s more than 100 alumni demonstrates how strengthened leadership translates into stronger public health systems as they take on the pressing challenges facing our communities. Cohort six scholars will kick off their programming on December 8 in Arlington, VA. ASTHO Press Release Boilerplate website yes

A public health approach is needed to address youth mental health by supporting frontline staff through a “helping the helpers” model. In this episode, experts discuss strategies and promising state practices for cross-sector collaborations.

ASTHO’s Senior Leadership Reserve Corps is helping state health officials and their agencies achieve their goals, like the revitalization of Wisconsin’s Public Health Council.

Economic security and well-being, job stability, access to safe and affordable housing, access to healthy and nutritious foods, and access to resources to manage mental and physical health—all of these things impact individual, family, and community health. The COVID-19 pandemic has fundamentally impacted each of these social determinants of health for many Americans. Furthermore, some communities and industries have faced harder economic impacts than others, including households with low incomes, non-white households, and households with children. Human services and public health leaders can collaborate to make sure we are rebuilding systems and programs in a way that creates healthier, more resilient families and communities.

ASTHO CEO Michael Fraser, PhD, and Tracey Wareing Evans, President and CEO of APHSA, sit down to discuss building a foundational family well-being roadmap amidst the COVID-19 pandemic.

Over the years evidence has expanded on community health workers (CHWs) improving outcomes and even reducing disparities in heart disease and many other public health priority areas. However, their presence in state and local public health workforce is still modest. A number of efforts have sought to expand the role of CHWs in medical care settings by developing reimbursement through third party payers, along with including them in managed care contracts and incorporating them in state Medicaid plans. The experience and lessons of the COVID-19 pandemic could substantially change the way we practice public health in the future, and provides opportunities to expand the role and presence of CHWs in the state and local public health workforce.

If there is any word to describe 2020 it is “unprecedented,” with the work of health agencies front and center since COVID-19 emerged in the U.S. But as we approach Public Health Thank You Day and the Thanksgiving season, ASTHO wants to send a special appreciation to our entire state and territorial public health workforce. We have been so impressed by your tireless work to address COVID-19 in your jurisdictions and you have wowed us all with your dedication and commitment to the work of health protection and improvement. Thank you all for all you do to keep your communities healthy!

This report highlights lessons learned about how to remain resilient in the face of complex disasters and environmental events, following two listening sessions hosted by ASTHO and the Environmental Council of the States.

The Boundary Spanning Leadership Framework’s Impact on Public Health Boundary Spanning Leadership's Impact on Public Health Alice Schenall, Tyrone Bethune, Alyssa Merski Explore three examples of Boundary Spanning Leadership's public health impact, from overdose to Alzheimer's to youth behavioral health. Since 2018, ASTHO has customized the Boundary Spanning Leadership (BSL) framework for the public health workforce. BSL develops leaders’ ability to create direction, alignment, and commitment (DAC) across both vertical and horizontal relationships within health departments and with community partners. The framework aims to work across differences in geography, demographics, leadership level, department, or unit. It’s designed for settings where the goal is not only to lead people but to lead across these differences, bridging agencies, sectors, levels of authority, and communities. In short, while many leadership models help individuals become more effective leaders, BSL equips public health professionals to mobilize collective leadership across systems, which is essential for addressing complex issues such as behavioral health and emergency response. Here are three examples of BSL’s impact and utility in public health, two of which are multi-state projects. Preventing and Responding to Overdose Overdose Data to Action (OD2A) leaders are faced with boundaries that can inhibit overdose surveillance and prevention activities without proper navigation. For example, partnership with community organizations to reduce overdose may not be effective without first exploring differences between the state health agency and community organization goals and working to build trust. Throughout BSL trainings, OD2A leaders have demonstrated many ways they bridge these boundaries and apply DAC in their overdose surveillance and prevention work. OD2A leaders may need to span boundaries… Between departments within the agencies in which they work. Between hierarchical levels within the organization. With external partners like community-based organizations. With diverse cultures, demographics, and populations with which they work like people who use drugs. Across rural/urban regions, states, or localities. Collaborating across these boundaries ensures stronger team relationships, exchange of perspectives, expertise, and experience, and alignment of vision and strategy to improve program impact. For example, BSL can help OD2A leaders secure critical health agency buy-in while meaningfully engaging people with lived experience in the planning, implementation, and evaluation of prevention programs. “This program allowed me to focus on specific skills and teach me things I had never learned before. My work will be significantly better because of this. I cannot tell you how important it has been to be able to network with the others as well.” — Participant of OD2A Reducing Risk for Alzheimer’s Disease and Related Dementias In 2025 and 2026, ASTHO and the Alzheimer’s Association hosted two BSL trainings for health departments and their partners throughout the Healthy Brain Initiative. These helped equip them with a dynamic approach to addressing Alzheimer’s disease and related dementias (ADRD) by aligning partners across public health, aging, and other sectors. Through DAC, participants engaged in dialogue that bridged boundaries to integrate brain health into chronic disease, injury prevention, and other public health initiatives. Applying BSL practices to brain health created synergies that addressed shared risk factors such as hypertension, obesity, and lack of physical activity. BSL enabled state and jurisdictional teams to adapt quickly to the latest science, engage nontraditional partners, and build the skills needed to navigate potential boundaries. These practices strengthened cross-sector collaboration and built sustainable systems of shared investment and learning, positioning brain health as a priority across the public health landscape. ASTHO selected the BSL training because leaders who effectively collaborate across boundaries are better positioned to address complex public health challenges such as ADRD, which requires interagency and multisector action. Public health leaders need solutions, and there is evidence to support and measure the usefulness of BSL concepts. Participants successfully met the expectations and objectives of the workshop: Breakthrough Innovations: Drove creative solutions that integrated culturally responsive care and brain health promotion across settings. Cross-Functional Learning: Built shared understanding between public health, aging services, and community stakeholders to address complex problems (e.g., ageism, risk reduction, caregiver burnout, access to care). Partnership Development: Leveraged cross-sector collaborations to expand age-friendly environments and relationships. The BSL training left a lasting impact on those who completed the workshop, with participants reporting increased knowledge of major boundary types and mechanisms needed to boost ADRD strategies. Participants shared their excitement to immediately implement BSL elements into their public health practice. As BSL gains momentum and attention across the field, we urge organizations to leverage the framework as a conduit to build the capacity needed to accelerate brain health strategies and beyond. “My participation in this BSL training will have a lasting impact by strengthening both my individual capacity and our team's ability to approach strategic planning, stakeholder engagement, and the development of sustainable. For my team, this will translate into stronger collaboration, clearer direction, and more cohesive implementation of our ADRD strategies.” — Participant of the Healthy Brain Initiative Building Bridges for Youth Behavioral Health in New Mexico In April 2026, leaders from New Mexico’s Departments of Health and Education came together — not just to coordinate but to truly collaborate. Partnering with ASTHO, they convened an in-person BSL training designed to move beyond siloed work and toward a shared vision for adolescent behavioral health in schools across the state. A total of 18 participants joined the training, representing a cross-sector mix of state agencies and community-based organizations. While the group brought diverse perspectives, they shared a common purpose: improving outcomes for young people across the state. The BSL framework offered them a structured way to navigate differences, build trust, and define collective direction. Throughout the workshop, participants deepened their understanding of the boundaries that often limit collaboration, whether structural, relational, or based on differences in processes and priorities. More importantly, they built the skills to identify and bridge those divides. For many, the experience shifted how they think about partnership — not as coordination across systems, but as intentional, interdependent, and relationship-driven leadership. The impact was immediate. Participants reported increased confidence in their ability to break down barriers and apply BSL strategies to advance adolescent behavioral health. Just as critical, they described forming authentic connections with colleagues across sectors, which laid the groundwork for more cohesive, aligned work ahead. Perhaps most telling: Every participant committed to using BSL strategies in the next 30 days to six months. This wasn’t a one-time training, it was the start of a new way of working. The group plans to continue meeting monthly to apply these tools, strengthening direction, alignment, and commitment in their shared efforts. “Addressing boundaries is a great practical step in all of the projects we will have going forward.” — Participant of New Mexico School-Based Health Program For public health professionals, the takeaway is clear. Complex challenges like youth behavioral health don’t sit neatly within one sector and they can’t be solved there either. Boundary spanning leadership offers a practical, human-centered approach to building the partnerships needed to create lasting change. Explore more of ASTHO's work in Boundary Spanning Leadership. article yes

In August 2020, the Big Cities Health Coalition and the Association of State and Territorial Health Officials released a co-produced public service announcement to support public education in our members’ communities. The call to action in the PSA is straightforward: Americans need to put aside our respective differences and, simply, #MaskUp.

The importance of having designated time for staff to connect, grow, develop and share has always been the driving force behind the decision to host “ASTHO Week,” a three-and-a-half daylong all-staff convening every quarter. Given our current work environment, having this time together seems necessary now, more than ever. So in the midst of the pandemic and our full-time telework, here’s what our team learned about planning a 100% virtual ASTHO Week.

On Aug. 3, 2022, ASTHO and the de Beaumont Foundation announced the 2021 PH WINS findings. They provide a unique snapshot of the state and local government public health workforce.

ASTHO, with support from CDC, launched the first cohort of the Linking Pregnancy Risk Assessment Monitoring System and Clinical Outcomes Data Multi-Jurisdiction Learning Community in October 2021. This brief examines themes that emerged from conversations in the learning community about the challenges encountered during data linking activities and discussed lessons they learned.

State and Territorial Environmental Health Directors (SEHD) The State and Territorial Environmental Health Directors (SEHD) peer group is an organized peer network within ASTHO whose membership includes environmental health leadership from U.S. state, territorial, and freely associated state health agencies. These leaders direct and oversee programs including but not limited to food and water safety, built environment, vector-borne disease, tattoo and body art, toxicology, and environmental epidemiology. Originally convened in 2005, the SEHD peer group strives to advance the practice of environmental public health with the following goals: Develop a national identity and unified voice for state environmental public health practice. Enhance relationships and communication among states and partners. Provide a forum for discussing key and emerging environmental health issues. ASTHO regularly engages the SEHD peer group through monthly calls, regional calls, and the SEHD Annual Meeting. The calls provide opportunities for SEHDs to discuss best practices, new initiatives in their jurisdictions, and major topics of interest. Each year, the SEHD Annual Meeting convenes the peer group to enhance capacity and build partnerships for environmental health programs in the jurisdictions. The meeting aims to increase knowledge of current and emerging environmental health topics through presentations and roundtable discussions, as well as strengthen peer-to-peer relationships through networking and resource sharing opportunities. To learn more about the SEHD peer group, please email the Environmental Health team at environmentalhealth@astho.org. article

The Eliminating Structural Racism to Achieve Health Equity Policy Academy fosters the development of governmental workforce policy development skills and boundary spanning leadership to advance policy, systems, and workforce changes to achieve health equity.

The Key Role of Cross-Sector Partnerships in Navigating Barriers Keon Lewis Community partnerships are critical to public health's mission to promote optimal health for all — learn more. Public health departments’ mission and vision statements often share certain values and goals aimed at improving the public’s well-being. Rather than just reactively responding to immediate health threats as they come, public health departments aim to take a more proactive approach through strategies that prevent the future spread of diseases, injury, or other incidences of harm. These actions support their visions of creating communities where all residents can thrive and achieve their full health potential. Strong community partnerships are critical to public health departments’ ability to fulfill their goals. Recognizing this, the Robert Wood Johnson Foundation introduced the Culture of Health Framework in 2015. As a leading national philanthropic organization focused on dismantling barriers to optimal health for all, the framework’s foundation is built upon the following action areas: Making Health a Shared Value. Creating Health. More Equitable Communities. Strengthening Integration of Health Systems and Services. Fostering Cross-Sector Collaboration. The COVID-19 pandemic and its aftermath underscored the factors that created challenges to health outcomes for underserved communities; it also demonstrated the importance of sustaining strong cross-sector partnerships. Public health’s ability to align its goals with the community it serves is vital to efforts to save lives. This alignment allows public health departments to leverage the diverse resources and lived experiences that community partners bring. Recognizing the unique concomitant relationship that it has with government funding, public health departments are now going to have to pivot their strategies to achieve their missions. As public health departments experience budget and personnel cuts, its ability to promote optimal health for all and mitigate the social determinants of health is now even more reliant upon the strength of collaborative partnerships. The Public Health Paradox Public health has always been a component of our nation’s health care system, which primarily reflects specific health issues that have impacted our communities. Rather than focusing on the foundational issues that exacerbate these long-term gaps in underserved communities, government systems often allocate funding based on specific diseases or chronic health issues impacting community health. Although diseases and chronic health issues are significant public health elements that need to be addressed, there are significant nonmedical factors that play just as vital a role in influencing community health outcomes. Identified by the World Health Organization (WHO) and adopted by CDC as the social determinants of health, these variables — which include elements such as social and community construct, economic stability, and education access — have become the central driving force of public health. “The Public Health Funding Paradox,” an article from Sage Journals, offers a great perspective on how an intriguing paradox has been created due to this relationship between public health and government systems. The article underscores the complexity of governmental funding that helps to advance public health strategies while there still exist harmful policies that create barriers for certain communities. The Flint water crisis in Michigan demonstrated this paradox. Flint citizens experienced lead poisoning and death from Legionnaires’ Disease, underscoring how a community’s ability to thrive can be quickly impacted by economic difficulty and leadership decisions made by the accompanying government. The Power of Partnership Public health has long had to combat a barrage of stigmas and policy hurdles. Even at the height of the COVID-19 pandemic, public health departments were not only in contention against the virus but also against the influence of viral misinformation that questioned their practices, strategies, and purposes. Despite these barriers, the nation witnessed the power of true cross-sector partnerships. Health care and grassroot organizations quickly found common ground to help address the needs of underserved populations. From addressing food insecurity to mental health and transportation barriers, communities successfully pivoted toward hope and found ways to save lives. Nonprofit organizations also created innovative and impactful peer-to-peer funding models that enabled them to fulfill their missions in spite of budget cuts. During this time, community health workers became a vital public health resource. As conduits between departments and local communities, community health workers became a necessary element to re-reestablishing trust in systems and care. Although the work of frontline workers and support staff served a critical role in mitigating the future spread of COVID-19, advocates and allies at the grassroots level also played an invaluable role in promoting health for all. As “The Public Health Funding Paradox” demonstrated, public health departments are only as effective as their accompanying government systems. If the leadership within these respective systems fails to align and empathize with their public health counterparts, then as a community we inevitably repeat a vicious cycle that results in poor health outcomes. Identifying Alternative Routes Cross-sector partnerships serve a vital role in enabling public health systems to better serve their communities. Budget cuts and stricter policies have created barriers for local and statewide agencies, academic institutions, and nonprofit organizations. The ability to develop essential personnel, continue pertinent research, and utilize mitigating practices have been inhibited by these barriers. It has become increasingly evident that, rather than focusing on reactive strategies, public health must go upstream and address the social needs of our communities. With cuts to funding, public health systems have to do more with less, making it more difficult to address diseases and chronic health problems. Working upstream to address root causes of health outcomes is one way to better leverage thinner resources. As our public health systems continue to work diligently to monitor, support, and mitigate community health barriers, there is still more research needed to explore the most effective cross-sector partnership frameworks. Public health’s efforts must remain intentional in developing comprehensive health advisory coalitions, leadership development cohorts, civic and community engagement projects, and paradigm shifts in academic curricula. The leaders and changemakers of tomorrow require growth in their competencies today. Cross-sector partnerships must continue to build their foundations upon systems of trust and transparency. Public and private health systems, the social sector, and other community stakeholders can partner to improve the population’s overall well-being while simultaneously achieving a mutually beneficial “social return on investment.” Public health’s ability to align with the achievement of optimal health for all requires more than just serving on the front line when a crisis occurs — it is critical that these departments must continuing enhancing their collaborative partnerships and community engagement. article yes

Throughout the COVID-19 pandemic, the de Beaumont Foundation has worked closely with organizations like ASTHO to support and strengthen public health. The foundation has produced several publications and guides to support public health leaders in their efforts to inform the public about COVID-19 and help build confidence in vaccines. Mark Miller, vice president of communications with the de Beaumont Foundation, shares insights into the foundation’s response efforts to COVID-19, and its partnership with key stakeholders.