Hispanic Heritage Month is a great opportunity to discuss what matters most to Hispanic parents when choosing care for their children. The Bipartisan Policy Center (BPC) in Washington, DC, recently looked for answers by conducting a survey that asked Hispanic working parents the following questions. Do they prefer school readiness over cultural teachings? Do they prefer formal over informal care by relatives, friends or neighbors? And what priorities shape their decisions? The findings dispelled the longstanding assumption that Hispanic parents prefer informal child care because of familism, the cultural value that places the family unit over the interests of its individual members. It turned out that the quality of child care counted more than culture, as the study’s finding revealed.
BPC’s data showed that the most crucial factor for parents, whether they used formal or informal care, was trust in the child care provider. Following this factor in descending order came the setting’s cleanliness and safety, the skill level of staff, licensing or accreditation of the program and the program’s reputation. Meanwhile, the least important factors were the opportunities for a bilingual education, along with providers who shared their background. Many parents revealed that they had been willing to “sacrifice” immersing their children in Hispanic culture to ensure the quality of their child care arrangement. Still, most felt it was important for providers to incorporate some Hispanic cultural practices, traditions or values in the care they provided.
Families also gave insights into what mattered to them in the open-ended responses that were part of the survey. Their answers showed the importance of trust, convenience and word-of-mouth recommendations as factors in selecting a formal child care provider. “The program is run by a trusted family that we have known for a long time and my child feels comfortable,” one parent responded. “It was a good quality place that was convenient for both me and my spouse,” another parent said. Convenience was also a deciding factor for a parent who had chosen “a facility with a good reputation that is close to our home or workplace and has a clean environment and warm welcoming staff.” The deciding factor for yet another parent was “how experienced the child care center is and the recommendations I have received about it.”
At the top of the parents’ minds was also the education their children were receiving in a formal program, according to the responses that BPC received. “I want my child in school learning, so I can have peace of mind,” a parent said. Another said, “I chose a place that had a great curriculum and great teachers.” Yet another parent wanted her child “to develop social skills and find enjoyment in the schooling to come.” And finally, a parent explained that her priority was education. “I chose this program since it’s going to get my kids ready for elementary school.”
With all the advantages of formal child care, what dissuaded parents from enrolling children in a program? Some families only trusted relatives to care for their children, but the cost of formal child care was also a major factor in their decisions. “Child care is very expensive, and if I worked full time, it wouldn’t be worth it because all the extra money would go toward child care. I might as well work part time and spend more time with my child,” a parent responded. “I chose my mother-in-law because it helps my wife and me save money,” another parent explained. And one parent had taken their child out of a program “because they increased the price too much.”
The cost of formal child care is more than many families can afford, as the BPC survey showed, and those who do use formal care grapple with child care expenses without financial aid. Nearly half were unaware of their ability to claim child care expenses on their income taxes. Furthermore, they received support for child care at lower rates than the national average since most didn’t seem to know they could obtain certificates or vouchers from the state to offset the cost of the service.
Despite this gap in the parent’s knowledge, Hispanic families know the value of school readiness, according to a survey by UnidosUS, the nation’s largest Hispanic civil rights and advocacy organization. The parents also understand what it takes to be school ready, as they showed when the survey asked what they felt was important for their children’s development and growth. Their answers covered a wide range of values and skills that would prepare children for school and life. They envisioned their children picking up cognitive skills like learning how to read and knowing colors and numbers. Even more important for the parents was that their children gain self-respect and self-confidence, learn how to make friends and understand the importance of sharing with other children.
The parents also expressed a strong belief that early learning is linked to later academic success, and many supported their children’s language development by reading them books in both Spanish and English. The parents wanted their children to become bilingual, and educators can support this goal by taking tips from Essentials for Working with Young Children, the Council’s textbook for CDA® students. Essentials has a segment on how to communicate with dual language learners in ways that foster their ability to speak and write in English while supporting their home language. For example, educators should speak slowly, repeat what they’re saying and learn some key words in a child’s home language. Essentials also advises educators to ask colleagues, children’s parents and community volunteers for ways to enhance their communication with dual language learners, like many of our nation’s young Hispanic children.
As a CDA holder, I brought these lessons to my role as executive director of Plaza de la Raza HeadStart/State Preschool program in Los Angeles County, and my experience there confirmed the findings in the surveys I’ve discussed. The parents were content to have their children speak English at school and continue to speak Spanish when at home. The parents wanted their children to be bilingual and weren’t too concerned whether the educator was bilingual, so long as they had some means of communication, whether through a translator or one of the teachers’ colleagues. It was, of course, a major plus, as the BPC survey showed, if the educators knew how to combine quality with culture, and this should be a component of educators’ professional training, especially if they earn a CDA.
Still, these aspects of a teacher’s knowledge and skills were not at the top of the families’ minds at Plaza de la Raza. What the Hispanic families at the program did care about was that the center was convenient, that the services it provided made their lives simpler and that the educators were caring, competent professionals who they could trust with their children. The families’ foremost concern was that their children receive high-quality early learning and care. Hispanic families, as I saw firsthand, want what all families want and deserve: educators who can bring out the best in their children.
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Mackenzie Pelland serves as Vice President of Product at the Council. In this role, she oversees the Council’s product strategy and portfolio, including credentialing programs, educational publications, professional development resources, and branded merchandise, ensuring offerings are sustainable and responsive to the evolving needs of early childhood educators and the broader early care and education field. Her work focuses on building scalable, user-centered products that strengthen quality and integrity across the Council’s credentialing, educational, and professional learning offerings.
Prior to this role, Mackenzie served as Director of ECE Observation Systems at the Council, where she oversaw the observation portion of the CDA® credentialing assessment process and led the ECE Observation Team. She also worked to support, refine, and strengthen the Professional Development Specialist community to better meet the needs of a diverse CDA® candidate population.
Before joining the Council, Mackenzie was Senior Director of Monitoring and Compliance Systems at Acelero Learning, where she led the development and execution of monitoring systems related to federal grant compliance, child care licensing, health and safety, incident management, and facilities compliance across Head Start programs nationwide. She also previously served as Program Accountability and Policy Implementation Manager at New York City’s Department of Education within the Division of Early Childhood Education.
Mackenzie is recognized as a credentialing specialist by the Institute for Credentialing Excellence. She holds a master’s degree in education policy from Teachers College, Columbia University, a Certificate in Education and Program Evaluation from Georgetown University, and a bachelor’s degree in politics and education from Occidental College.
Elisa Shepherd
Vice President of Strategic Alliances
Elisa Shepherd is the Vice President of Strategic Alliances at the Council, where she leads initiatives to advance the Council’s mission and strategic plan through designing, managing, and executing a comprehensive stakeholder relationship strategy.
With over 25 years of experience in early childhood education (ECE), Elisa has dedicated her career to developing impactful programs, professional development opportunities, and public policies that support working families, young children, and ECE staff. Before joining the Council, Elisa held numerous roles within the childcare industry. Most recently, she served as Associate Vice President at The Learning Experience and as Senior Manager at KinderCare Education, where she influenced government affairs and public policies across 40 states.
Elisa’s commitment to leadership is reflected in her external roles on the Early Care and Education Consortium Board of Directors, the Florida Chamber Foundation Board of Trustees, and as the DEI Caucus Leader for KinderCare Education. She has been recognized as an Emerging Leader in Early Childhood by Childcare Exchange’s Leadership Initiative.
Elisa earned a Bachelor of Science in Psychology with a focus on child development from Pennsylvania State University in State College, PA.
Janie Payne
Chief Administrative Officer (CAO)
Janie Payne is the Chief Administrative Officer (CAO) for the Council for Professional Recognition. Janie is responsible for envisioning, developing, and executing initiatives that strategically manage talent and culture to align people strategies with the overarching business vision of the Council. Janie is responsible for driving organizational excellence through strategic talent practices, orchestrating workforce planning, talent acquisition, performance management as well as a myriad of other Human Resources Programs. She is accountable for driving effectiveness by shaping organizational structure for optimal efficiency. Janie oversees strategies that foster a healthy culture to include embedding diversity, equity, and inclusion into all aspects of the organization.
In Janie’s prior role, she was the Vice President of Administration at Equal Justice Works, where she was responsible for leading human resources, financial operations, facilities management, and information technology. She was also accountable for developing and implementing Equal Justice Works Diversity, Equity, and Inclusion strategy focused on attracting diverse, mission-oriented talent and creating an inclusive and equitable workplace environment. With more than fifteen years of private, federal, and not-for-profit experience, Janie is known for her intuitive skill in administration management, human resources management, designing and leading complex system change, diversity and inclusion, and social justice reform efforts.
Before joining Equal Justice Works, Janie was the Vice President of Human Resources and Chief Diversity Officer for Global Communities, where she was responsible for the design, implementation, and management of integrated HR and diversity strategies. Her work impacted employees in over twenty-two countries. She was responsible for the effective management of different cultural, legal, regulatory, and economic systems for both domestic and international employees. Prior to Global Communities, Janie enjoyed a ten-year career with the federal government. As a member of the Senior Executive Service, she held key strategic human resources positions with multiple cabinet-level agencies and served as an advisor and senior coach to leaders across the federal sector. In these roles, she received recognition from management, industry publications, peers, and staff for driving the creation and execution of programs that created an engaged and productive workforce.
Janie began her career with Verizon Communications (formerly Bell Atlantic), where she held numerous roles of increasing responsibility, where she directed a diversity program that resulted in significant improvement in diversity profile measures. Janie was also a faculty member for the company’s Black Managers Workshop, a training program designed to provide managers of color with the skills needed to overcome barriers to their success that were encountered because of race. She initiated a company-wide effort to establish team-based systems and structures to impact corporate bottom line results which was recognized by the Department of Labor. Janie was one of the first African American women to be featured on the cover of Human Resources Executive magazine.
Janie received her M.A. in Organization Development from American University. She holds numerous professional development certificates in Human Capital Management and Change Management, including a Diversity and Inclusion in Human Resources certificate from Cornell University. She completed the year-long Maryland Equity and Inclusion Leadership Program sponsored by The Schaefer Center for Public Policy and The Maryland Commission on Civil Rights. She is a trained mediator and Certified Professional Coach. She is a graduate of Leadership America, former board chair of the NTL Institute and currently co-steward of the organization’s social justice community of practice, and a member of The Society for Human Resource Management. Additionally, Janie is the Board Chairperson for the Special Education Citizens Advisory Council for Prince Georges County where she is active in developing partnerships that facilitate discussion between parents, families, educators, community leaders, and the PG County school administration to enhance services for students with disabilities which is her passion. She and her husband Randolph reside in Fort Washington Maryland.
Andrew Davis
Chief Operations Officer (COO)
Andrew Davis serves as Chief Operating Officer at the Council. In this role, Andrew oversees the Programs Division, which includes the following operational functions: credentialing, growth and business development, marketing and communications, public policy and advocacy, research, innovation, and customer relations.
Andrew has over 20 years of experience in the early care and education field. Most recently, Andrew served as Senior Vice President of Partnership and Engagement with Acelero Learning and Shine Early Learning, where he led the expansion of state and community-based partnerships to produce more equitable systems of service delivery, improved programmatic quality, and greater outcomes for communities, children and families. Prior to that, he served as Director of Early Learning at Follett School Solutions.
Andrew earned his MBA from the University of Baltimore and Towson University and his bachelor’s degree from the University of Maryland – University College.
Janice Stucke
Chief Financial Officer (CFO)
Janice brings more than 20 years of experience in accounting and strategic financial management, with an extensive background spanning global associations, nonprofits, and technology organizations. She most recently served as CFO/COO for a global association advancing women in commercial real estate. Prior to that, she was the CFO at Achieving the Dream, a national nonprofit dedicated to supporting community college success, and Director of Finance at the Society for Human Resource Management (SHRM) and Controller for two technology companies.
A Maryland-licensed CPA, Janice is deeply engaged in the profession through her service on the AICPA Governing Council and leadership roles with the CFO Leadership Council. In 2025, she was recognized as an AICPA Global Woman to Watch. She holds a Master’s degree in International Affairs & Public Policy from UC San Diego and a B.A. in International Affairs & Economics from The George Washington University, bringing both financial expertise and a global policy perspective to her work.
Janice’s journey is uniquely shaped by global and mission-driven experiences. Before transitioning into accounting, she spent a decade managing refugee programs in the United States and abroad, including roles with the International Rescue Committee and the Maryland Office for Refugees & Asylees. She has also lived and worked internationally in both Japan and Uganda.
Outside of work, Janice is a dedicated endurance athlete who completed a full Ironman triathlon in 2024, bringing the same discipline and determination to her personal pursuits as she does to her professional impact.
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