An Equity Lens on Early EducationCOVID-19 has changed almost all aspects of our lives from the words we use to what we wear. The buzz phrases of 2020 stressed the need to “social distance” and “flatten the curve.” Business suits gave way to sweats, and the fashion must-have was a flashy mask. Dining went to outdoors only, and many jobs moved into the home. We’ve had to rethink the way we hold meetings, go grocery shopping—and give our youngest children the care and education they need.
As we face the new normal, we should remember that challenges bring new chances for success. The pandemic has shown the essential role our early educators play by allowing families to work while their children continue to learn. Now we can ride this wave of recognition if we look to the future with open minds. We need to take a “broader, deeper, fairer” look at ways to expand the ECE workforce, says a new report from Bellwether Education Partners, Head Start Association and Headstarter Network.
The report comes at a crucial time, I pointed out in a recent blog. As COVID-19 choked our country, folks outside the ECE field came to see what we’ve known for years: our educators are essential since they make society work. Supporting child care means preserving jobs, saving small business and keeping our economy going. The new public focus on ECE makes this a prime time for us to pause, reflect and reimagine our field. We need to think about how to fill gaps in service and finance our vital workforce better.
As part of the discussion, we should also acknowledge how COVID-19 has widened inequities in education. Closings of early childhood settings across the country have led to the greatest learning loss for vulnerable children and youngsters of color. So, as we rebuild, we should put a sharp equity lens on early education. Since children learn best from teachers who look like them, the Council is striving to make the ECE workforce more diverse. We’re also working with the Children’s Equity Project to fight systemic bias and make equity a key part of how we credential new teachers.
A deep respect for diversity has long been a bedrock of the Child Development Associate® (CDA), the most widely renowned credential in the field. As a CDA holder, myself, I can tell you how it led me down a career path and gave me the confidence to work with young children. The time tested, research- based credential can give our educators some crucial tools at this time of crisis—and beyond.
As we move ahead, the Council is committed to bringing out the diverse voices of our workforce. Our credentialing process is candidate-focused and includes a reflective dialogue that gives CDA students a chance to express their views. We recently convened a CDA Advisory Committee to get more input and insights from the field. The members of our committee are sharing perspectives and the best practices they use in responding to pressing issues in our profession.
We also want to partner with other child advocacy groups to make the CDA even better. The credential is already widely pursued in 20 states across the country. Now, we’d like to see all 50 states make it a requirement for their early childhood settings.
You can help by joining our discussion of new ways the ECE field can meet the demands of the new normal. Let us know how you’re using your skills to steer young children through the crisis and help them keep on learning. Your diverse views will help us make a difference as we turn equity into far more than a buzz word in our field. Let’s rethink ECE so it’s really broader, deeper and fairer for all our youngest children.
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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.
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Jan Bigelow serves as Chief Financial Officer at the Council and has been with the organization since February of 2022.
Jan has more than 30 years in accounting and finance experience, including public accounting, for-profit and not-for-profit organizations. She has held management-level positions with BDO Seidman, Kiplinger Washington Editors, Pew Center for Global Climate Change, Communities In Schools, B’nai B’rith Youth Organization and American Humane. Since 2003, Jan has worked exclusively in the non-profit sector where she has been a passionate advocate in improving business operations in order to further the mission of her employers.
Jan holds a CPA from the State of Virginia and a Bachelor of Arts degree from Lycoming College. She resides in Alexandria VA with her husband and dog.
Vice President of People and Culture
Janie Payne is the Vice President of People and Culture 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.
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