As an MSD full member partner your SNA only pays a portion of the expenses, based on the number of members in your state. This shared services model allows your SNA to have additional staff and back-office support for a fraction of the cost. The State Executive Director can then focus on membership and advocacy efforts in your state rather than all the administrative tasks of a non-profit association.
History: The value of a shared business model has been shown to remove the stress of managing the business operations end of the association and allow the SNAs to focus their efforts and resources on state-based advocacy and member engagement. There is strong agreement that each state must retain a unique identity to support nurses in their state, serve as a voice with policymakers and media, and successfully pursue advocacy goals. Combining resources to pursue an Accredited Approver and Accredited Provider Unit at the MSD level has also been successful.
Governance: The MSD is a corporate entity, incorporated according to the laws of Washington, DC and governed by the MSD Board of Directors. Each SNA member is allotted two board member seats. Annually a President, Vice-President, and Secretary/Treasurer are elected from the MSD board. Strategic planning is done every two years by the MSD board. The MSD Chief Executive Officer (CEO) is hired by the MSD board and is an MSD employee. All other MSD staff will be selected, hired and supervised by the CEO or his/her designee. The State Executive Directors are selected, hired and evaluated jointly by the SNA President/Board and the MSD CEO. MSD job descriptions for each position are available upon request.
Financial: Financial management of the MSD is dependent on shared collaboration, including financial investment by MSD partners/members. The development of a sustainable long-term model for the multistate division does require financial commitment from all SNA partners/members. The anticipated income for staffing and operational expenses are calculated annually. Anticipated income is subtracted from the overall expenditures to obtain final operational expenses which are split among the SNA partners/members based on number of members in each SNA. The MSD investment fee is tracked monthly and evaluated annually to ensure appropriate allocations for each SNA.
Communications: Internal communications are just as important as external and member communications. Ongoing relationships and exchanges of information are executed by a combination of scheduled calls, live virtual meetings, in person meetings, and email communications. Frequency, consistency, and transparency are key.
Success: Success of the MSD collaboration is exhibited by increased revenue for each SNA member, transfer of SNA operational business functions and processes to the MSD, increased membership within each SNA and the division, increased visibility and viability for each SNA member; and increased responsiveness and relevance of SNAs. Cost savings have been achieved with many of the shared services. The MSD structure has proven valuable in assisting states to strengthen and/or sustain operations particularly during difficult transitions.