Task Force 2010 Report
TASK FORCE 2010
RECOMMENDATIONS AND RATIONAL
The Task Force recommends that the Executive Committee determine whether the primary focus of the Watsonian Society is to celebrate and preserve the richness of its past, or to reconfigure itself for the future. The dialogue of Task Force participants, supported by the survey, indicates a strong desire for an organization with more opportunities for members to engage in community and public service activities. Further, the organization should preserve the basic nature and integrity of the Society that has served PHAs over the last fifteen years.
The sixteen recommendations listed below reflect a convergence of the collective wisdom, knowledge, and experience of Task Force members, coupled with member survey responses. Recommendations are presented by issue-areas so readers are cautioned not to interpret this list as a priority ranking. The Task Force decided against establishing a priority listing, but to view the recommendations collectively as a single priority. Some recommendations include a reference to priority in terms of a qualitative scale (e.g., "not a high priority"). Ultimately, the commitment of Society members and capacities of the Executive Committee will determine the priorities.
Purpose
Ø The Task Force recommends that the Executive Committee retain the name, The Watsonian Society, An Organization for Public Health Advisors. It was clear from survey responses that the original concept of the organization to recognize, preserve, and advance among CDC and ATSDR Public Health Advisors the professional, personal, and social attributes that distinguished the career of William C. Watson, Jr., were something that needed to be continued.
[Note: The Task Force acknowledges that among its members there were widely differing positions regarding this issue. In that regard, the Task Force strongly encourages the Executive Committee that any change in the name of the organization should include substantial dialogue with members.]
Ø The Task Force recommends that the Executive Committee revise the purpose and objectives of the Watsonian Society to better define and sustain the organization. The Task Force proposes that the Executive Committee support this amendment to the Constitution and adopt the following statement as the purpose for the Watsonian Society: The Watsonian Society is to provide leadership and service to the practice and management of public health at CDC/ATSDR. The Society will provide leadership to promote the practice of public health and management at CDC/ATSDR; promote ethical standards for the practice of public health; promote professional development and training for public health advisors and managers at CDC/ATSDR; advocate diversity within the leadership and management of CDC; and seek alliances with organizations and professional societies that will support the practice of public health and the management of CDC/ATSDR.
Ø The Task Force recommends that the Executive Committee develop a biographical sketch of Mr. William (Bill) Watson, Jr., and include it in the appropriate section of the Watsonian Society Constitution or Bylaws. This is needed to inform and enlighten new members about the person whose name the organization honors.
Ø The Task Force recommends that the Executive Committee consider expanding membership eligibility to include past and present CDC/ATSDR employees with work experience similar to that of "traditional" PHAs. PHAs have moved to organizations outside of CDC/ATSDR, and many now occupy management positions with titles other than Public Health Advisor. This has been a healthy aspect of the PHA series as these individuals have left for career opportunities elsewhere and have performed very well in their new positions. This capacity to translate management principles into practice illustrates that the PHA series is recognized and valued for their public health training, skills, and experience. Therefore, the Task Force recommends that the Executive Committee revise Article 2 of its Constitution. Objectives and Purpose (re: eligibility) ought to be more explicit and inclusive of other CDC and federal agencies (i.e., former CDC PHAs at HRSA) professionals, and titles. In addition, the Executive Committee should also revise the definition of PHA/0685s to be more inclusive of other professionals and to be relevant to others such as the Public Health Prevention Specialist (see Organizational Growth Opportunities for additional information).
Ø The Task Force recommends that the Executive Committee consider creating the position of Executive Director. The Watsonian Society has attracted strong and capable leadership over the years. Growth has been phenomenal. The Task Force commends and applauds the efforts of the current and past Executive Committees. However, it is difficult for any person or group to keep up with the daily needs of the organization, let alone expand the financial capacity or membership services in any meaningful way. If the Executive Committee endorses the Task Force recommendation to remain independent, then it would be appropriate for the Society to consider creating the position of Executive Director.
Ideally, an Executive Director's salary should be paid with funds available from within the organization. There are alternatives that could be explored, including support from CDC, such as the management support provided by the CDC Foundation. An unpaid position should at best be temporary until resources are generated to pay or supplement the salary. Outside (corporate or other professional association) sponsorship was considered by the task force. The fact that the Watsonian Society is recognized as an employee organization by CDC indicates that any consideration of outside sponsorship should be deferred until the "new" Watsonian Society emerges. What follows are some thoughts of task Force members on this subject.
Responsibilities of an Executive Director could include developing a long-range plan to sustain the Society, consistent with available resources. Such a plan may address focusing an added emphasis on community and relevant member services and may increase attention to the communication and information needs of the members, particularly those of the field staff. An Executive Director's responsibility might also include identifying new opportunities for both employed and retired PHAs. This position could create career enhancing "details" for currently employed PHAs and short-term positions (e.g., international assignments) for retired members. Some CDC programs may welcome the opportunity to have experienced, short-term professionals with the relevant management skills and public health knowledge of PHAs.
Another of the Executive Director's responsibilities may be to explore with CIOs the possibility of "contracting" with the Watsonian Society to secure objective reviewers. The Society could establish and maintain a list of interested, qualified member-retirees. The Society could "broker" CIOs' needs for objective reviewers with Watsonian Society retirees. Usually, reviewers are not compensated for their services, but they can receive travel and per diem expenses. This service may become necessary over time, with increases in numbers of extramural grants and a decrease in qualified reviewers. This service could produce mutually beneficial results for all parties, interested CIOs needing reviewers, retirees available and interested in maintaining a connection, and the Society's delivering on its role of supporting management excellence and the capacity to secure qualified reviewers. A service such as this also could present some opportunities to generate other resources for the Society.
The Executive Director could explore a mechanism for CIOs to "contract" with the Watsonian Society to help secure objective reviewers from a pool of interested, qualified retirees. The Society could negotiate the process between CIOs and objective reviewers. The work group suggests that the Executive Committee explore this option with appropriate CDC/CIO staffers regarding "pros and cons" to this service. The Executive Committee could decide the appropriate action to follow based on the interests expressed by individual CDC/CIOs.
Finances
Ø The Task Force recommends that the Executive Committee consider increasing dues, if necessary, to support an Executive Director position. The Watsonian Society is currently dependent upon annual dues for revenue to finance the various member services and activities. The annual dues are currently $12.00 and should remain at that approximate level until clearer direction evolves about the scope of the activities to be offered by the Watsonian Society.
The question of Watsonian Society eligibility as a 501(c)(3), Tax-exempt Organization has come up a number of times in the Task Force 2010 deliberations. This was researched in approximately 1987 when the Watsonian Society Executive Committee engaged an attorney to study the IRS regulations dealing with tax-exempt organizations. At that time, the Executive Committee concluded that the Watsonian Society did not meet the criteria as a qualifying organization as outlined in IRS publication 557 dealing with tax-exempt organizations. In order for an organization to qualify for exemption from federal income tax, it has to be organized and operated exclusively for one or more of the following purposes: "Charitable, Religious, Educational, Scientific, Literary, Testing for public safety, Fostering national or international amateur sports competition, and The prevention of cruelty to children or animals." (This is directly from IRS pub. 557, Section 3.)
If the purpose of the Watsonian Society can be "fitted" into one of the above, it could be worthwhile to pursue this status. To do so would require the services of a tax accountant, lawyer, or other tax expert. The IRS regulations are quite complex in this area, and there are certain filing and reporting requirements necessary to gain and keep tax-exempt status. The recommendation is that the Executive Committee engage the services of a tax specialist to review the circumstances again and make a determination about whether the Watsonian Society could qualify, under the IRS rules, as a tax-exempt organization. The organization's purpose, as recommended above, would have to be considered as to whether the organization meets one or more of the purposes as outlined in the IRS regulations. An alternative to this status for the Watsonian Society is for the organization to link with organizations that are tax exempt, e.g., Habitat for Humanity. That way, the Watsonian Society can sponsor projects, and those who wish to make donations to the project can realize the tax exemption for that donation, as was done in 1996 when the Watsonian Society sponsored a Habitat for Humanity house.
The question of payroll deduction for collection of dues also was explored. There appears to be little support for a significant increase in dues. The Task Force concluded that as long as the dues structure remained essentially the same, payroll deduction would not be a practical option. It would also probably not apply to retirees who receive monthly annuity payments directly from Office of Personnel Management.
There also was discussion regarding the creation of an Endowment Fund for PHAs to "will" a portion of their estate to the Watsonian Society. The option of leaving bequests to the Watsonian Society already exists. Any member who wishes to do so need only specify in his or her will the amount and purpose of the bequest. However, should the Executive Committee decide to review the tax-exempt status again, the formal establishment of a Watsonian Society endowment could be a part of that effort.
Ø The Task Force recommends that the Executive Committee consider developing an additional option for all members to purchase a lifetime membership. There are a number of situations where a lifetime membership makes sense, and could produce a financial windfall for the Society. A one-time payment, suggested at approximately $250.00 would sustain a membership for life. This option should be available to all members, but, if widely used, it may obligate the Society to adopt a significantly more rigorous budgeting and financial accounting practice. If the Watsonian Society became a tax-exempt organization, then at least part of the dues could be used as a charitable donation. Assistance may be required to determine the proper language with conditions, disclaimers, refunds, or no refunds and other pertinent issues.
It is important also to note three critical facts: 1) the Watsonian Society dues account for more than 90% of the annual budget; 2) more than 80% of retirees continue their membership dues into retirement; and 3) the mean age of the current membership is approximately 53 years. These facts illustrate the Society's singular funding stream (i.e., dues), sustaining members after retirement, and that retirements are very likely to exceed new member recruits over the short-term. Instituting some innovative options for members may produce additional resources. In addition, the option may be sufficiently enticing even for the newly retired nonmembers to join after all.
Ø The Task Force recommends that the Executive Committee consider fund-raising activities be limited to specific projects. Given the success of the Habitat for Humanity project and the high visibility that it brought to the Watsonian Society, the Task Force recommends that future fund-raising should be attached to specific projects.
Member Services and Personal Growth Opportunities
Ø The Task Force recommends that the Executive Committee significantly improve communication with members, particularly with the field staff. One issue became very clear from the member survey; the PHA field staff does not feel part of the Watsonian Society decision making process. They view the organization as primarily for Atlanta based staff members. The Task Force recommends increased emphasis on communications with the field staff to increase their participation. Possible vehicles for their active participation might include a Watsonian Society e-mail address or web site for prompt and continuing access and dialogue. Another possibility is a teleconference bridge-line for field members to participate in Watsonian Society "town hall" meetings, preferably quarterly.
Ø The Task Force recommends that the Executive Committee develop and maintain a Watsonian Society web site. A fully functional web site has the potential to generate revenue, but more importantly, it could significantly improve communication access and timeliness of information to and from members of the field staff. The Watsonian Society, for example, could solicit donations, contract work at the state and local levels, and sell Watsonian Society publications, reports, and memorabilia (T-shirts, pins, and logo items).
Organizational Growth Opportunities
Ø The Task Force recommends that the executive committee's immediate focus be placed on increasing membership from CDC employees in the 685 series who are currently not members of the Watsonian Society. The Task Force collected some preliminary data that indicate that there are 680 CDC/ATSDR-0685 series positions filled by Public Health Advisors. Recent data from the Society identify 367 currently employed PHA as members which represents approximately 54% of the total PHA positions. Since approximately one-half of the PHAs are nonmembers, it would suggest that the Executive Committee may need to review or revise its membership recruitment strategy. The Task Force proposes that the Executive Committee consider assessing the following issues:
Ø Why many current 685s are not Watsonian Society members
Ø What the Watsonian Society has to offer to attract potential members
Ø Explore and develop marketing strategies and materials that focus on membership recruitment and active participation of PHAs
Ø The Task Force recommends that the Executive Committee establish a recruitment-membership committee and consider two subcommittees, one for field staff and a second for headquarters staff. In addition to actively recruiting within existing PHA/0685 series in CDC/ATSDR and other federal agencies, special attention should be paid to the number of PHA/0685 series field staff members who are not currently members of the organization.
Ø The Task Force recommends that the Executive Committee consider expanding recruitment of non-PHAs as a long-term growth strategy and offer full membership to those meeting certain qualifications. The survey of the membership by the Task Force addressed the issue of expansion of the Watsonian Society recruitment but did not specifically identify which job classifications should be included. Therefore, opinions of headquarters and field staff members ought to be obtained to achieve closure regarding the following question: Should the Watsonian Society open its enrollment to new members to include the following constituencies?
Ø Presidential Management Interns (PMI)
Ø Public Health Prevention Specialists (PHPS)
Ø Individuals with relevant state or local public health experience
Ø PHAs from other agencies, such as IHS, FDA, and HRSA
Ø CDC employees with field experience as Peace Corps or Vista Volunteers
Ø CDC employees who are in positions such as Program Manager (0340), Program Analyst (0343), and Health Scientist (0601) but who have no state or local experience
For those employees that could convert to the 685 series, specifically PHPSs and PMIs, a new membership option called Watsonian Society "Fellow" should be offered. It is recommended that the newly formed recruitment and membership committee develop the terms and conditions specific to the Fellowship status (i.e., eligibility, dues, length of membership, etc.). The committee recommends a three-year term, or until such time that these persons convert to the 685 series, whichever comes first.
The Task Force does not oppose considering future expansion of recruitment to all relevant CDC job titles; however, we believe that the idea is not a high priority.
Ø The Task Force recommends that the Executive Committee consider further study regarding an "affiliation agreement" with the Federal Managers Association (FMA). The FMA, a nationally recognized CDC supported organization, has communicated to the Task Force an interest in developing some affiliation with the Watsonian Society. The Task Force would encourage and support the Executive Committee, if they chose to meet with FMA leadership, to explore opportunities. If warranted, the Executive Committee should consider developing a mutually beneficial "memorandum of understanding" that fully details the scope of an affiliation. It is very important that any affiliation be well defined and that the it not be subject to such an interpretation that might ultimately result in the Watsonian Society's losing its identity.
Ø The Task Force recommends that the Executive Committee consider exploring the development of partnerships, alliances, and collaborations specific to special initiatives and activities of mutual concern with CDC-supported and other organizations. We further suggest that a long-term "partnership committee" be established within the Executive Committee to develop and maintain these efforts.
Ø The Task Force recommends that the Executive Committee not consider consolidation with any other organizations or any other arrangements that would result in the Watsonian Society's losing its identity or independent organizational status.
Concluding Issues
An unsolicited recommendation was received by the Task Force to consider the possibility of the Watsonian Society's dividing into two chapters: one for currently employed members and a second for retired members. The Task Force unanimously rejected this proposal and strongly recommends that the current Society structure be sustained as one organization for all members. The strength of the Watsonian Society is sustained by the continued interest in current work by retired members. It is more healthful and more sustainable to maintain the current situation. Another recommendation was to consider a change in the name of the Society. The Task Force rejected this suggestion and supported retention of the current name of the Society. This is more than symbolic. It embraces a sense of tradition, philosophy, respect, and the special relationship that PHAs have with the Society's namesake.
The success of the Watsonian Society in its 14 years of existence has led to a sense of complacency. What has been done by the Watsonian Society has been done well. For some of its members, emphasis on social activities has served their interests well. For less senior PHAs, those starting or building their careers, much more is desired. It is important, as suggested by the survey, that the Watsonian Society serve and represent the interests and concerns of all Public Health Advisors (PHAs) and of public health in general. The Society must engage in activities that will strengthen the image and perceptions of the organization and its members among CDC senior managers and other groups. The Watsonian Society must position itself to more effectively encourage, support, and facilitate PHA promotion opportunities in all CIOs and programs.
Appendix A
Proposal to Establish a PHA 2010 Task Force
PROPOSAL
Executive Committee (EC) of the Watsonian Society (WS) ought to:
1) authorize and establish a "PHA 2010 Task Force"of 7-10 PHAs and selected non-members experts to develop a long-range (10-year) plan to ensure an effective and sustainable organization for public health advisors, and
2) entrust the Task Force with securing EC approval of recommendations and reporting recommendations to the membership at the Annual Banquet in 2000.
BACKGROUND
On October 1, 1999, the Watsonian Society will be celebrating 14
years "as an organization to foster and continue the
relationships between Public Health Advisors (PHAs)."
Its origins date from 1948, when William "Bill" Watson, the Society's namesake, was hired into the first cadre of PHAs. In 1993, CDC abandoned a 45-year history of actively recruiting and hiring bachelors-level graduates into a job series #0685, titled Public Health Advisor. The new entry-level, management-type positions, Public Health Prevention Specialists were established with a focus on masters-level graduates employed in a 3-year "experiential" training program. Assignments include CDC and state and local health agencies.
ISSUE
The Watsonian Society has lost its pool for recruitment of new
members. Individuals are no longer being recruited and trained as
Public Health Advisors (as traditionally defined). Society
membership is aging, containing a larger contingent of retired PHAs.
The Society currently lacks a new member pool and may, without some
major organizational changes, gradually dissolve into an
organization of retirees solely. The Society has maintained its
narrow definition for PHAs/685s and has not adjusted it collective
attitude or revised the constitution to make the Society more
relevant to the newer generation of PHAs and others. The
traditionally recognized entry-level "Coop-VD
Investigator" represents the current profile but may not be
particularly relevant to new members who could be recruited into the
Watsonian Society.
Watsonian Member Profile*
Membership 550
Currently Employed 75%
Median Years/Current Employed 24 Years
Male 80%
Female 20%
Median Age/All Members 51 Years
VD/STD 1st Assignment 60%
Median Year E-O-D 1976
Members Retired 25%
* Source: Membership Directory Watsonian Society 1997, (preliminary data)
Appendix
B
Distribution of PHA Participants by CIO and Phase
(an Adobe pdf document)
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