ANPD Strategic Plan
ANPD Membership Brochure
We inspire our members to excel by
providing educational services, networking, advocacy and research to support
the unique needs of nursing professional development.
The Association for Nursing Professional Development (ANPD) advances the specialty practice of nursing professional development for the enhancement of healthcare outcomes. Professional development as a specialty of nursing practice is defined by standards, based on research, and critical to quality patient and organizational outcomes.
ANPD is committed to providing research and resources that enhance our practice locally, in each of our organizations. As we integrate professional development best practice in achieving our organizations’ goals we truly enhance healthcare outcomes. As we focus on priorities, we enhance collaboration and provide valuable expertise in our organizations.
ANPD is the thought leader and resource for
nursing professional development.
ANPD's strategic focus is in four primary areas:
NPD Role Definition
The NPD practitioners will be identified as a value added leader in healthcare.
1. Disseminate findings from Role Delineation Study
2. Update NPD Scope & Standards
3. Disseminate findings from NPD Value Demonstration Project
4. Complete EBP study with OSU and Elsevier
5. Endorse standardized competencies for NPD practitioners
6. Standardize methods to quantify return on investment (ROI) of educational programs and activities
NPD practitioners will be recognized as the authority and educational leaders for nursing transition to practice (TTP) models and implementation strategies.
1. Support NPD practitioner roles related to TTP programs such as newly licensed nurse graduate residencies, APN residencies, fellowships and preceptorships
2. Promote interprofessional continuing education (IPCE) and collaboration
3. Provide NPD practitioners with resources to facilitate organizational transitions such as new care delivery models and structural changes
ANPD will enhance its position as the educational leader for nursing professional development.
1. Maintain solid fiscal health including increasing reserve and long term investments.
2. Create a framework to support the spirit of inquiry for nursing professional development
3. Create a framework to support the development and dissemination of white papers, position statements, and other ANPD publications
4. Establish ANPD as a professional organization leader and innovator
5. Implement leadership development programs for NPD practitioners
6. Develop a succession plan for continued Board and committee leader growth, development and diversity
ANPD Value Proposition
ANPD will strengthen its value to NPD practitioners and be recognized as their preferred membership organization.
1. Provide educational products and services that address needs of NPD practitioners from novice to expert
2. Maintain ANCC provider unit accreditation, meeting quality outcomes measure for the provider unit and nursing professional development
3. Support preparation of graduate level nurses to practice NPD
ANPD Provider Unit Strategic Goals
1. To meet the needs of ANPD membership for continuing education related to our specialty.
2. To provide cost-effective continuing education as an autonomous provider unit.
3. To enhance expertise in nursing professional development and education.
Quality Outcome Measures (required for both the provider unit and nursing professional development)
- Provider Unit
- Volume of participants in educational activities
- Volume of education activities provided
- Satisfaction of learners
- Nursing Professional Development
- Professional practice behaviors as measured by evaluation questions about anticipated changes in practice
- Nursing competency as measured by the number of participants who become certified in nursing professional development following certification preparation courses
ANPD (formerly NNSDO) originated in 1987, when a group of nursing staff development educators, led by Belinda E. Puetz, met to discuss the possibility of starting a specialty nursing organization for themselves and their colleagues in this specialty area of practice. While it seemed a good idea, the group was not certain of the response of nursing staff development educators and others to the concept. So they decided to conduct a feasibility study to assess the level of interest in the potential organization.
The feasibility study was conducted throughout the remainder of 1988, and most of 1989. The results of the survey were positive and encouraged the group to meet again to discuss further steps.
On the basis of the results of the feasibility study, the group agreed to launch the new organization in 1989. The organization was given a name, and a logo was designed. The Steering Committee was formed and membership solicitation started. The Steering Committee members were Kathleen J. Fischer, Ann Arbor, MI; Sandra Holmes, San Diego, CA; Karen Kelly, Washington, DC; Janice Ward, Indianapolis, IN; Judith Warmuth, Madison, WI; and Belinda Puetz, Pensacola, FL.
The first certification exam was held on April 20, 1992, in collaboration with the American Nurses Credentialing Center.
ANPD published its first book, Quality Indicators in Staff Development, in 1992, and published the first edition of the Core Curriculum in Nursing Staff Development in 1995.
ANPD collaborated with the Medical College of Pennsylvania for its conferences in 1990-1993, and held its first independent convention in Chicago in 1994. Its annual convention currently has average attendance of 1,000 nursing staff development educators.
ANPD’s first affiliate—the Central Ohio Nursing Staff Development Organization--was chartered on November 8, 1991. Currently, ANPD has over 40 affiliates.
2015: Association for Nursing Professional Development was awarded Accreditation with Distinction from the ANCC.