Family leaders and workforce leadership development.

Abstract

Family members can become leaders who are a voice not only for their own family, but also as part of a collective voice to advocate for changes in services, programs, policies, and organizations that benefit all families. Family leadership is important because family leaders can keep the focus on the family experience, providing their own and other family stories, experiences, and perspectives to provide first hand feedback on the best ways of meeting the needs of families and the barriers and challenges that families face along the way. Strong family leaders not only have an impact on Maternal and Child Health (MCH) leadership, they represent a vital part of the MCH workforce. In the past, family leaders ‘‘emerged,’’ either by their own initiative and efforts or from other sectors such as education and early childhood program spheres (special education, Head Start, etc.). Family leaders are a valuable resource to MCH; therefore, as MCH identifies strategies for building the leadership capacity of the current workforce and developing the next generation of leaders, it is essential that the role of family and family leaders be infused in all aspects of MCH leadership development. In addition to family leaders, youth and young adults acting as self-advocates play an important role in MCH programs and policy development. Family leaders have become a vital part of the workforce and will be integral in providing a family-driven response to the changing environment, opportunities and realities that MCH will face in the future. This will require that MCH directors recognize the need to ensure family leaders have the knowledge, skills, confidence, and experience to represent the family perspective. Further, MCH as a field will need to cultivate an environment within programs and practices that embraces family leaders and youth/young adult self-advocates as vital members within the MCH workforce.