Given the emergence of mosquito-borne viruses such as dengue, chikungunya, and Zika in the United States and U.S. territories, this, the second edition of this report, provides guidance to assist local, state, and territorial mosquito control programs in developing and maintaining an effective mosquito control infrastructure to meet the ongoing challenges surrounding vector-borne diseases.
Web Accessibility Content Review Guide for Meeting WCAG Web Accessibility Standards Emily Lapayowker This actionable guide helps you prepare accessible web and digital content. Digital accessibility is an important process that makes websites, files like Word documents or PDFs, and other digital products accessible to people with disabilities, as well as making these products more user-friendly overall. There are several different standards to meet when making your web content accessible. This guide provides a comprehensive checklist for ensuring that web content and digital products are accessible, as laid out in the 2024 ADA Title II Web Rule, and hit the current standard of WCAG 2.1. Get the Checklist (automatic Word download) Padding Block - Medium Special Thanks - Resource - Guide for Meeting WCAG Web Accessibility Standards article yes
Research, Analytics, and Data Visualization Leveraging Public Health Data and Research Association of state and territorial health officials, astho, public health, public health data, state and territorial health, public health infrastructure, health agencies, data visualization, health outcomes, workforce development, community health Discover public health data and research on workforce development, infrastructure, and more to establish strategies for improving health outcomes. Public health data and research are at the heart of public health, giving state and territorial health agencies the foundation they need to improve community health. Data and research can be used to further develop understanding of public health challenges and provide evidence for health agencies to establish priorities and strategies to improve health outcomes. ASTHO collects, utilizes, and visualizes data on a variety of topics, such as public health infrastructure, workforce development, and current and emerging priorities, to support the work of ASTHO members and other public health professionals. article
Environmental Scan of Current and Emerging Public Health Priorities ASTHO's annual Environmental Scan of Current and Emerging Public Health Priorities is an ongoing mixed-methods study that tracks the most pressing public health concerns and trends across U.S. states, territories, and freely associated states. Through analyses of health agency materials like state health improvement plans and strategic plans, and survey data from state and territorial health officials, the Scan identifies top current and emerging priorities in public health programs, infrastructure, and health equity. By offering a national landscape of key public health issues, capacity needs, and health equity focus areas, the Environmental Scan enables ASTHO and its members to continually and proactively address the evolving public health landscape and better serve their communities. ASTHO’s Environmental Scan began in 2019. Recent Environmental Scan reports and publications can be found on this page. article
2026 Resources article
Resources website
Building Core Policy Skills: A Discussion Guide for STI Prevention Efforts Building Core Policy Skills for STI Prevention Efforts JoAnne Deehr, Lana McKinney Get insight into the ASTHO Policy Academy On Demand training, with practical examples and reflection questions focused on real-world STI prevention challenges. This discussion guide provides insight into and builds on the ASTHO Policy Academy On Demand training — deepening participant engagement through practical examples and reflection questions focused on real-world STI prevention challenges. While the training provides foundational understanding of the policy development process and how it supports programmatic work across health departments, this guide helps translate those concepts into practice by: (1) prompting discussion, (2) exploring implementation scenarios, and (3) connecting policy tools to day-to-day decision-making in STI prevention efforts. Module 1 – What Is Policy? This module provides a foundation for understanding how policy serves as a tool for public health intervention and establishes a foundational understanding of the policy development process. It covers the spectrum of policy actions, from formal state laws to agency-level protocols. Question 1: How can internal policy tools (e.g., updated clinical protocols or statewide guidance for universal prenatal syphilis screening) help to create near-term protection while considering broader legislative or payer policy changes, and how do these different policy levers compare in speed and impact? Question 2: When you think about a change, like expanding prenatal syphilis screening or covering at-home STI test kits, what parts do legislation drive versus internal agency policy or payer rules? Which decisions occur at the federal, state, and local levels, and how do those layers of authority influence what can be changed through legislation versus agency or payer policy? Module 2 – Problem Identification Effective policy begins with using data to understand and define a public health problem and its impact on specific communities. This module focuses on using surveillance to explore the problem that you can use policy to address and tools you can use to analyze the root causes of the problem. Question 1: When confronted with rising STI rates or screening gaps, how do you integrate quantitative data (surveillance, claims, lab metrics) with qualitative input (provider or community feedback) to define the problem? And what additional information would strengthen your analysis? Question 2: If you apply a root-cause method like the "5 Whys" to rising STI rates or missed prenatal screening, what are underlying drivers that might emerge? How would you determine whether the root cause is workflow, funding, access, or policy structure? Module 3 – Interested Parties Engagement and Education Policy development is a team sport. This module focuses on identifying internal and external partners, from community-based organizations to legislative leaders needed to move a policy forward. Question 1: When advancing policies related to STI testing access, congenital syphilis prevention, confidentiality protections, or Medicaid coverage, which interested parties must be engaged for approval, implementation, and community uptake? How do responsibilities differ between those who make policy decisions (e.g., legislators, Medicaid leadership) and those who operationalize them (e.g., clinics, maternal and child health programs, community partners)? Where might you find champions on the issue, coordination challenges, competing priorities, or confidentiality concerns that create friction? Question 2: In a medication shortage where prioritization decisions are required, how would you include perspectives of highest-risk patients and frontline providers? How might priorities differ among payers, clinicians, and community organizations? Module 4 – Policy Analysis This module examines the legal frameworks that empower health departments to act. It introduces methods for evaluating which policy options are legally sound within a specific jurisdiction. Question 1: When using an impact matrix to compare policy options — such as screening requirements, coverage mandates, or partner services expansion — why is it important to include the “status quo” as a baseline? How does that help you weigh feasibility, cost, impact, and potential unintended consequences? Question 2: When weighing the status quo against a proposal, such as at-home STI testing coverage, how would you assess long-term health impact, tradeoffs, operational feasibility (e.g., provider capacity, lab processing, reimbursement workflows) and possible unintended consequences? What sources of evidence would guide your decision-making? Module 5 – Policy Strategy and Design Translating data into a compelling narrative is key to building support for a policy. This module covers how to tailor messages for different audiences, including the media and policymakers. Question 1: When developing and thinking of pitching a policy like at-home STI testing coverage, which partners could help sell the proposal, and how would you address real world implementation constraints? Question 2: When communicating urgency around medication prioritization during a national shortage, which messaging strategies are most effective? What supporting policy elements (e.g., provider guidance, prioritization protocols, or reporting expectations) should be built in from the start to make the strategy workable? Module 6 – Policy Authorization and Enactment This module focuses on the formal process of moving a policy from a proposal to an official law or regulation. It includes navigating the legislative calendar and understanding the rulemaking process. Question 1: What concerns might arise when proposing coverage mandates or new screening requirements, and how would you address them proactively? Question 2: If you were advancing a policy such as expanded prenatal screening requirements or broader congenital syphilis prevention efforts (i.e., closing gaps between screening, treatment, and postpartum follow-up), which key decision-makers would need to be engaged? At what level of government (federal, state, or local) do they operate, and how would that distribution of authority shape your strategy and cross-program collaboration (e.g. maternal and child health, Medicaid, community organizations)? Module 7 – Policy Implementation Enactment is only the first step; implementation involves turning policies and/or laws into functional programs. This module covers the creation of guidance documents and the training of staff to ensure a policy’s success. Question 1: After a policy like expedited partner therapy is approved, what operational steps (i.e., training, workflow updates, and coordination) are required for successful rollout? Question 2: What behind-the-scenes barriers — such as low provider awareness of new requirements (e.g., expedited partner therapy authorization or prenatal screening mandates) or limited public awareness of benefits like at-home STI test coverage — most often undermine implementation and how can early coordination, promotion, and targeted communication address them? Module 8 – Developing the Evaluation Process Plan The final module focuses on measuring whether a policy achieved its intended health goals. It emphasizes using data to refine and improve policies over time. Question 1: Following implementation of policies related to screening access, congenital syphilis prevention, confidentiality, or Medicaid continuity, what indicators would signal success? What frontline feedback would inform policy refinement? Question 2: What indicators would show at-home testing policies are reaching the high-need groups, and how would you respond if the impact differs from what is expected? article yes
Defining Clear Roles and Responsibilities for Effective Public Health Plans Defining Clear Roles and Responsibilities in Public Health Sara Bell, Marta McMillion Executive Summary Public health plans often stall not because of weak strategy but because roles, decision-making authority, and accountability are unclear. Without clear ownership, teams may hesitate, duplicate efforts, or lose momentum. This resource provides practical tools to help teams move from planning to action with clarity and consistency. It is designed to help public health agencies define roles, clarify decision-making authority, and strengthen accountability to support effective implementation of organizational plans: Ownership and Role Clarity: Introduces the RACI model to define who is responsible for tasks, accountable for outcomes, and engaged in the work. This helps reduce confusion and improve coordination across teams. Decision-Making Authority: Focuses on identifying who has authority to make decisions and how decisions are communicated. Tools like decision-making charts and the DACI model help clarity ownership and prevent delays. Accountability Mechanisms: Outlines formal approaches (e.g., project tracking, performance management) and informal approaches (e.g., peer accountability, leadership modeling, team norms) to reinforce follow-through and transparency. Putting It Into Practice: Provides actionable strategies such as assigning implementation champions, using short-cycle check-ins, embedding progress reporting, and strengthening team culture. It also emphasizes adapting over time and celebrating progress to sustain momentum. By clarifying ownership, decision-making, and accountability, teams can create more coordinated and effective implementation processes that turn plans into action. Introduction It’s not uncommon for public health plans to stall during implementation due to unclear roles and responsibilities. Without defined ownership, decision-making authority, and mechanisms for accountability, teams may hesitate, duplicate effort, or disengage. This resource provides tools and strategies to support health departments and their partners in clarifying ownership, navigating decision-making, and reinforcing follow-through. Ownership and Role Clarity Use the RACI model to define who is responsible for each aspect of your implementation plan, as illustrated in Table 1: R = Responsible — Who is doing the work? A = Accountable — Who owns the outcome? C = Consulted — Who should be asked for input? I = Informed — Who needs to be kept in the loop? Table 1 - Resource - Defining Clear Roles and Responsibilities for Effective Public Health Plans Decision-Making Authority Understanding who has formal and informal decision-making power is essential in cross-functional and collaborative environments. To support this process, consider reviewing ASTHO’s Charter Template and Guide, which includes a structured approach to documenting governance, decision-making norms, and communication practices across implementation teams. Additionally, when collaborating with internal teams, across departments, or even external organizations, a Memorandum of Understanding (MOU) can be a helpful tool to formalize shared expectations. MOUs clarify roles and responsibilities, outline how communication and decision-making will occur, and document commitments in a way that supports transparency and accountability. A well-structured MOU typically includes the purpose of the partnership, the scope of work, responsibilities of each party, communication channels, and points of contact, helping key partners stay aligned as work progresses. Decision-making authority is often overlooked during implementation planning, yet unclear or misaligned authority can create barriers that impede progress. Teams can create a Decision-Making Agreement Chart (illustrated in Table 2) to help proactively identify key decisions, clarify ownership, and support smoother implementation. Table 2 - Resource - Defining Clear Roles and Responsibilities for Effective Public Health Plans(2) Finally, the DACI Model (Driver, Approver, Contributor, Informed) offers another helpful framework for clarifying decision-making roles. Similar to RACI, DACI emphasizes who is driving the decision process, who is the final approver, who contributes input, and who should be informed. Accountability Mechanisms Reinforce follow-through on implementation work with a mix of formal and informal approaches. Formal Approaches Project tracking systems: Use project management platforms to assign tasks and deadlines. You don’t need a fancy paid option; often, tools made available through your organization or free options are just what you need. Regular status reports: Include updates in recurring meeting agendas or distribute monthly progress reports. Performance management: Use your organization’s performance management system to monitor progress. Review data regularly to inform course corrections. Routine working meetings: Come together as a team to work on the item at hand in a shared environment to help with focus. Visual management: Use dashboards, charts, or simple visual trackers to display progress and milestones. These tools make dense information easy to interpret at a glance, promote transparency, and help communicate progress to a broad range of audiences, including those less involved in day-to-day implementation. Informal Approaches Peer accountability: Set up buddy systems or peer-review structures to create shared ownership. Leadership modeling: Encourage leaders to publicly share their own progress or reflect on implementation challenges to foster openness. Norms and expectations: Co-develop shared group norms (e.g., communicating back to teams as a liaison, circling back with homework done/reaching out to the lead in advance with delays, sharing responsibility for facilitating or notetaking), and revisit them during team check-ins. Putting It Into Practice Clarifying ownership and ensuring accountability aren't one-time activities — they require ongoing practices that reinforce role clarity, build mutual trust, and promote follow-through over time. The following strategies can help implementation teams embed accountability into their daily work and cross-functional collaboration Assign Implementation Champions Designate a person or small team to lead implementation for each major goal or strategic area. Assign champions thoughtfully, with attention to role clarity, capacity, and opportunities to rotate responsibilities over time. This champion doesn’t do all the work but ensures tracking of progress, elevation of barriers, celebration/acknowledgement of milestones, and adjustments when needed. Rotating champions can help distribute ownership, reduce fatigue among highly engaged team members, and infuse fresh energy and perspective into the work. Use Short-Cycle Check-Ins Break down implementation into manageable intervals. Check in every 30, 60, or 90 days to revisit responsibilities, track progress, and realign if roles or context shift. Consider identifying a secondary point of contact or back-up lead during these check-ins to support continuity if the primary lead is unavailable. This builds agility and accountability without being overwhelming. <!-- ASTHO’s “Operationalizing Goals to Maximize Public Health Planning” offers additional guidance and strategies for keeping plans actionable. --> Embed Progress Reports Into Team Culture Make accountability visible. Use shared reporting templates, dashboards, or standing agenda items to make progress transparent. Consider spotlighting wins or learning moments during regular meetings to reinforce shared responsibility. You might also establish time for site visits or rounding practices, creating opportunities for teams to share their successes visually and in person. These face-to-face exchanges help celebrate progress, surface challenges, and strengthen connections across teams. Strengthen Team Culture Through Shared Roles Team norms around shared facilitation, rotating notetaking, and collective problem-solving can reinforce a culture of inclusion, empathy, and ownership. Rotating responsibilities builds appreciation for the complexity of project management, ensures everyone has a voice, and reduces reliance on a single point person to carry the process forward. Visualize Roles in Real-Time Use visual tools like RACI charts or decision maps during meetings to remind everyone who owns what. When teams use these actively, there is a shift from documentation to facilitation. Normalize Course Correction Implementation rarely goes as planned. Normalize the practice of revisiting roles, responsibilities, and accountability practices. Discuss openly: Is this still working? Do we need to redistribute roles? Are our accountability methods inclusive and effective? Celebrate Successes and Small Wins Build in time to recognize progress along the way. Celebrating achievements — whether completing a key deliverable, reaching a milestone, or modeling collaborative problem-solving — helps sustain momentum and morale. These moments reinforce accountability by reminding teams that their efforts matter and that consistent progress, even in small steps, leads to long-term success. Reviewed by - DeNubila, Myers, Rakotoniaina, Westermann <!-- OE22-2203 PHIG --> article yes
Leveraging the NIH Bookshelf to Showcase Health Agency Research Island Areas Workgroup, Data Capacity Subgroup Learn how to submit your health agency research to the NIH Bookshelf to increase visibility and expand reach. If you’re looking to strengthen ties with the academic community and increase the visibility of your public health agency’s published population health reports, consider submitting them to the National Institute of Health’s Bookshelf platform. This free, searchable collection feeds into the PubMed database and accepts “gray literature,” or research produced outside of traditional commercial or academic publications. It is a great opportunity for public health agencies to expand their reach. Application and Review Process Submit content Initial screening Scientific review Technical review Publication Before submitting your content, make sure it meets Bookshelf requirements: Is your content: Full text (a full report, not just an abstract or data) with an executive summary or abstract? Aligned with at least one of the subjects priotitized by Bookshelf? Written in English? Accessible via a PDF/Word Document or online via a web link? While drafting the document, did you undergo some sort of peer review process? (E.g., an advisory council reviewed, offered feedback, and approved the final draft.) The peer review process must be publicly documented within the content, in a separate document, or via a description on the website. If you answered yes to the previous questions, follow these steps to apply: Download and complete the application for a single title or application spreadsheet for multiple titles. Complete publisher information sheet (if you are new to submitting to Bookshelf). Email your application to bookshelf@ncbi.nlm.nih.gov. Other information you will include in your application: Title of content. PDF/Word Document or URL where content can be accessed. Publishing information (name, management, qualifications, policies). Short author/editor biographies or CVs (1-2 pages). Resources for writing a professional CV (PH resume and examples). Copyright information. Abstract or summary. If you have questions about the application process or the suitability of your content, please contact bookshelf@ncbi.nlm.nih.gov. Note: If you have been publishing related content for at least two years, Bookshelf may review your content as a collection. This means any future materials may be added to the collection without an additional application. Once you have submitted your content: Initial Screening: Bookshelf staff checks that your application is complete and meets the minimum submission requirements. If Bookshelf staff have questions, they will contact you. Be ensure the project point of contact is responsive to inquiries, as timely responses are critical to moving your application forward without delays. If all submission requirements have been met, your content will move into the Scientific Quality Review. Scientific Quality Review: Bookshelf staff will assess whether your content meets the platform’s scientific standards (e.g., whether its content is substantive and valuable). Your content will either pass or fail this review; there is no opportunity to revise in response to feedback. If rejected, you may resubmit the content after two years. If your content passes this review, it will move to the technical review. Technical Review: Bookshelf staff will assess whether your content meets the platform’s technical requirements (e.g., an XML document with proper formatting and accessibility). This is typically the longest stage of the process, as there can be some back and forth between Bookshelf staff and applicants, as applicants strive to address any technical issues with the content. An applicant can contract with a commercial vendor to produce the necessary XML document, if needed. If your content is accepted: Bookshelf will give you an opportunity to preview the content. Make sure you’re comfortable with how the content looks, as this preview represents how the content will look on the platform. Ensure there are no typos or formatting issues! Sign the participation agreement, discussing questions with NIH Bookshelf staff as relevant. Celebrate your success, and share the link with peers and partners! Additional Resources from NIH How to Include Content in Bookshelf: Summarizes the Bookshelf application process. Bookshelf Copyright Notice: Summarizes relevant copyright restrictions that apply to Bookshelf. NLM Retention Policy: Summarizes the National Library of Medicine’s retention policies, which apply to Bookshelf. Background This product was created by the Island Areas Workgroup (IAW) — Data Capacity Subgroup. Established in October 2021, IAW brings together representatives from island jurisdictions, federal agencies, and trusted partners to address key administrative challenges impacting health outcomes in island jurisdictions, including efforts to strengthen procedures and organizational policies affecting health financing, data capacity, and workforce development. The Data Capacity Subgroup drafted this resource to support territorial and freely associated state public health leadership and researchers in their efforts to expand the reach of local population health data and research. OE22-2203 and PW-24-0080 article yes
Engage in meaningful dialogue in island grantor/grantee relationships, with support from these sample questions and comments.
This worksheet provides actionable steps for public health agencies improve their recruiting and hiring practices, and to bolster the public health workforce.
Wildfire and Wildfire Smoke Guidance and Resources ASTHO and various public health agencies list of wildfire resources and guidance. Following the 2023 wildfire smoke events that impacted several states in the Midwest, Northeast, and Mid-Atlantic, as well as the devastating wildfires that impacted Hawaii, ASTHO developed a document that included a list of federal, state, and partner organization resources on wildfire smoke information and how to message that information to the public to support public health officials, clinicians, schools, and communities. These include air quality data, health guidance, masking and ventilation tips, and communication tools to protect specific groups, pets, and outdoor workers. Get the Resource (PDF) article yes
In February 2023, ASTHO staff traveled to Koror, Palau for a four-day health equity summit and held workshops to identify, select, and prioritize measures for Palau’s health equity work.
Two DELPH scholars from cohort one reflect on their completion of the 10-month program and discuss how learning about one’s own leadership style is critical for success.
Four DELPH participants answer the question, “Which is more important for leadership in health equity: to influence the community to follow the leader’s vision or to influence the community to follow their own vision?”
Looking to the future, states are improving access to care, providing subsidies for tuition costs, expanding hours of licensed facilities, increasing access, and meeting the needs of both parents and children.
Here are some things health officials should consider when developing a strategy to improve trust between health departments and their audiences.
An ASTHO blog article about the importance of resiliency in the workplace, pertaining to leadership and organizational work environment.
After years of advocacy, ASTHO and our partners are celebrating the recently signed Consolidated Appropriations Act.
Celebrating Black HER-STORY astho, association of state and territorial health officials, black history month, her stories, black history, african american women, president gerald ford, american life and history, frederick douglass, african american woman, united states, carter g woodson, american women, african american history, celebrate black history, washington dc, african american life, virginia hamilton, black history month celebration, african american, study of african american, history month, civil war, black women, black people, rosa parks, harriet tubman, mae jemison, Phillis Wheatley, Shirley Chisholm Kimberlee Wyche Etheridge Celebrating Black Women's Historic Contributions. I grew up proud to know that I am the product of generations of planning, sacrifice and prayers, and that I represent the wildest dreams of my ancestors. I look at the world from the shoulders of all of generations of women who walked this earth for centuries before me. Their stories, their trials and tribulations were not in the history books I was given in school. Instead, their words have been passed down from generation to generation through their stories—her stories. The word "history" can be broken down into two parts: His and Story. History is said to be written often from the viewpoint of the powerful who control the pen, and the narrative. Stories are often scribed from the author’s viewpoint and crafted in a way to make the protagonists look good, sometimes at all costs. When we study history, it is important to read between the lines to get the full story and to learn what we may not be taught, or what we are sometimes taught misleadingly. With roots dating back to 1915, author and historian Dr. Carter G. Woodson founded the Association for the Study of Negro Life and History, setting the foundation for Black History month. Nationally we look to February as a time dedicated to focusing on uplifting Black history and encouraging all to learn and celebrate the many important contributions made by African Americans that have shaped this country. This year, 2023, I want to focus not just on Black history, but on Black Her-Story, highlighting five of the many impactful contributions made by African American women that have changed the course of America and sculped my life. Sadly, too many of us do not know their names. In most cases, they live in the margins of our history books, and if we take the time to learn we will see how Her Stories have truly shaped our collective History. Harriet Tubman (Born: 1882, Died: March 20, 1913). Enslaved from birth in Maryland, she escaped to freedom, but returned nearly 20 times to free family members and others. She never gave up and she never lost a single person. Harriet Tubman taught me to always reach back to bring others forward. Through mentorship programs, teaching medical students, and pipelining initiatives, the term, “play it forward” is a mantra that I live by. Phillis Wheatley (Born: May 8, 1753, Died: Dec. 5, 1784). Born in West Africa and enslaved at the age of eight, young Phillis was privileged to learn to read and write, accomplishing something for which many had lost their lives. Her intellect and passion for her studies, lead her to poetry and in 1773, she became one of the first African American women publish a poetry volume in both the United States and the United Kingdom. Phillis Wheatly taught me the power of words and what a coveted privilege it was then—and is now becoming again—to be free to pick up a book and read. Many science fiction books describe societies where knowledge is limited and controlled, hiding history and sometimes the truth of the present. Studying Phillis Wheatley’s poetry, helped to teach me to read between the lines. Mae Jemison (Born: October 17, 1956). Known by some as the first Black American woman astronaut, a physician, a leading scientist, and an advocate for girls' education in the United States, Mae Jemison joined NASA in 1987, and served aboard the space shuttle Endeavor in 1992. Her story taught me that the sky is not the limit, and to never let anyone “put you in a box.” As a fellow medical doctor, my work in the creation of an annual Girls Powered by S.T.E.A.M. (Science Technology Engineering Art and Math) event has changed the trajectory of many middle school girls of color who had never been shown their potential. Shirley Chisholm (Born: Nov 30, 1924, Died: Jan. 1, 2005). In 1972, she was the first Black woman to run to win the bid for presidential nomination in any major party. An activist in her home state of New York, she was also the first Black woman to serve in Congress. Shirley Chisholm taught me that my voice counts, and if you do not like something, advocate to change it. I added a public health degree to my medical degree because I did not like the health outcomes I was seeing as a physician, and I had a responsibility to use my voice to change the health trajectory of others whose voices had been silenced by bias, prejudice and racism. Rosa Parks (Born: Feb 4, 1913, Died: Oct. 24, 2005). Well trained and well prepared, in 1955, Rosa Parks did not get up. An activist during the Alabama civil rights movement in the 1930’s, she was involved in the planning of the famous bus boycott. Her planned actions started the 381-day Montgomery Bus Boycott, which eventually desegregated that city's public transit. Ms. Parks taught me to hold firm. Knowing she was going to get arrested; she did not waver in her determination to bring to light the injustices she had been working to end. The boycott did not end in a week or a month. It lasted over a year. We have adopted a now or never mentality. Change takes time and patience can be a true virtue. Sometimes you must keep your eyes on the prize to experience success. We have not achieved health equity yet, and I know my job is not done. I do not know if it will take another year, or another decade, but believing in the outcome sets the path for success. Each day, additional women teach and inspire me. There is no job description of who one may learn from, no pedigree of worthiness to be a Her-story maker. Today is tomorrow’s history. I have no idea how my actions now may influence someone in the future. Celebrate the past, embrace the present and dream for those who will follow in your footsteps. Happy Black Her-Story month. Black history is American history. Make sure your read between the lines and check out what is hidden in the margins. Not just for 28 days, but every day. Knowledge knows no calendar. article yes