When organizations and programs treat parents and caregivers as true partners, it can transform outcomes by leveraging firsthand expertise about what families need to thrive. But for it to be meaningful, engaging parents requires time, commitment, and flexibility.
Over the past decade, national 2Gen leader Ascend at the Aspen Institute has helped organizations across the country elevate the voices of parents and caregivers – using lessons learned from the families who have guided its own work.
In this interview, we speak with Ascend Senior Program Associate Danielle Christenson, who works closely with a national cohort of parent advisors to the organization’s Postsecondary Success for Parents Initiative. After two and a half years of collaboration, the parents and Ascend recently released a guide highlighting best practices for engaging parent voice.
John T. Gorman Foundation: How does Ascend view parent voice in 2Gen work?
Danielle Christenson: At Ascend, we say we lead with parent voice in everything we do – but we’re also very careful and intentional about how we do that.
Over time, we’ve learned that parent voice isn’t just about asking people to tell their stories. Storytelling can be powerful, but it can also be too transactional if that’s the only way parents are invited to engage. Instead, we focus on partnership. We ask parents how they want to contribute, what they want to accomplish, and what expertise they want to bring to the work.
We also learned not to make assumptions. ‘Parents’ can mean many things – parents, grandparents, legal guardians, or caregivers. Our definition of parent voice has evolved by listening directly to families and asking how they want to be seen and heard.
JTGF: What are some of the ways Ascend incorporates parent input and leadership?
DC: Parent voice has shaped Ascend’s work from the very beginning. Parent advisors helped define the organization’s approach to economic mobility and 2Gen strategies over a decade ago.
In the Postsecondary Success for Parents initiative, the first cohort of parent advisors helped design the initiative itself. One of the most tangible outcomes was the creation of the Parent-Powered Solutions Fund. Parents wanted real decision-making power, so they designed a fund that directs resources straight to student parents. Now they review applications and decide where the funding goes.
Parents have also shaped publications, policy recommendations, and funding strategies across Ascend’s work. The guide Ascending with Parents: A Guide to Centering Parent Voice in Policy and Practice reflects years of insights from parent advisors nationwide.
JTGF: What are some of those best practices?
DC: A few key practices come up again and again.
First, create community. Many parents – especially student parents – experience a lot of isolation. In our Postsecondary Success for Parents initiative, we worked with parent advisors over two and a half years and held multiple in-person convenings. That consistency helped build trust, solidarity, and a sense of belonging that went beyond a transactional relationship.
Second, take a holistic approach. Parents are navigating multiple, intersecting challenges –housing, food, childcare, health, education. Programs need to be prepared for that reality. In our work, we are also able to provide emergency supports that make it possible for parents to stay engaged.
Third, be family-friendly by design. Don’t assume parents have childcare. When we convene parents, we invite children, cover caregiving costs, and build flexibility into schedules. We also use asynchronous options whenever possible, because that’s what works for families.
It’s also important to compensate parents appropriately. We treat parent advisors as expert consultants, because they are. Their lived experience has real value, and compensation should reflect that.
JTGF: What advice would you give to organizations who want to start or deepen their parent engagement?
DC: A parent advisory board is often a great place to start. Even a small one can create structure and accountability for meaningful engagement.
Whatever form the engagement takes, be clear about its purpose. Parents want to know what they’re advising on and what will happen as a result of their input. Whether the outcome is a program change, a publication, or a convening, having something tangible at the end matters.
JTGF: What are some common pitfalls to avoid when engaging parent voice?
DC: One of the biggest things we hear from parents is that they’ve been asked to participate in ways that feel like box-checking. They’re invited to share input, but they never see anything come from it.
Parents’ time is incredibly precious – especially for parents balancing work, caregiving, and often school. If you’re asking for their engagement, it has to be meaningful. That means being prepared to follow through, take their feedback seriously, and show how their contributions shaped the work.
It’s also important to recognize that parents are not a monolith. Engage a diverse group of parents and understand that no two parenting experiences are the same. Avoid ‘othering’ parents by treating them as separate from the rest of your work – they should be integrated as partners and experts.
JTGF: Why does this kind of engagement matter so much?
DC: When parent voice is meaningfully centered, it changes the power dynamic. It becomes a mutually beneficial partnership that builds trust.
Parents are the experts in their own lives. If the goal is effective programs and better outcomes for families, their insight needs to be taken seriously. When parents see their input reflected in decisions, they’re more likely to stay engaged – and the work is stronger as a result.
Further Reading
Ascend at the Aspen Institute has developed several resources to help organizations elevate parent and family voice in their 2Gen work:
