Preliminary Findings from the Survey
Seeking to better understand and address state Title V Maternal and Child Health (MCH) and Children and Youth with Special Health Care Needs (CYSHCN) workforce and leadership needs, AMCHP and the Association of Teachers of Maternal and Child Health (ATMCH), with support from the Maternal and Child Health Bureau (MCHB) surveyed these programs between May and August 2008. These documents present preliminary descriptive data from selected portions of the survey. Additional analyses and reports will be available in the coming months.
The Title V Workforce Survey Instrument - this document is the actual survey instrument used to collect the data presented in the regional tables and issue briefs.
Regional graduate and continuing education and training needs tables – the document presents information from selected portions of the assessment specifically presenting data by region, excluding territories. To download the tables, please click here.
Program Profiles - this document provides a national level glimpse of the MCH and CYSHCN program areas, functions and leadership.
Professional Development - this document presents preliminary findings related to training needs and professional development strategies.
Graduate Education - this document presents preliminary findings related to training needs and graduate education strategies, preferences and barriers.
It is often said that a Nation’s health is best measured by the health of its most vulnerable citizens: its children. Promoting and ensuring their health and wellness requires the strong presence of MCH leaders at the national, State, and local levels. These are individuals with the vision, expertise, and skills to provide the leadership needed to design and implement policies and programs to assure that children grow into competent, independent, nurturing, and caring adults.
AMCHP's strategic plan outlines our goal to assure that Maternal and Child Health organizations and programs will have strong, effective leadership at the national, state and local levels. Our strategies include:
Strategy 1: Assess and address MCH leadership workforce development needs. Working with its partners and its members will assess the needs at all levels to develop a workforce of strong, talented, and effective leaders in the MCH field. In addition, AMCHP will strive to participate in developing strategies to attract and train leaders in MCH.
Strategy 2: Advance (leadership) practices that assure strong leadership for MCH at state, national and local levels. AMCHP will work with its members to continuously improve and maintain the skills of MCH leaders at all levels, including family leaders, utilizing the most effective leadership development methods available.
Strategy 3: Promote family partnerships and family leadership for MCH programs at the national, state and local levels. AMCHP firmly believes that families should be involved in the decision-making process at all levels and must invest in developing family leaders to support these efforts.
To aid in this effort, AMCHP developed the Workforce Development Committee to assume responsibility for accomplishing these goals.