Home > Newsletters > Amy Reyes: On Inspiration and Innovation
Amy dreamed of becoming a teacher during her early years. “When I was a little girl, I used to play school with my younger sister and create worksheets for her to do,” Amy says. By the time she and her sister were preteens, they were also helping out in their mother’s family child care home, and sometimes they were the only people in charge, Amy explains. “My mother was a drug addict who would often disappear for days at a time, so the family child care home only lasted a few years, and sometimes we didn’t even have a home at all.”
At times, Amy’s family lived in their car, but Amy’s early struggles didn’t stop her from striving to reach her dream. “I was determined to take a different path than my mom,” she says, “and I began to find my way by earning a CDA® right after graduating high school over 25 years ago. My CDA helped me get a job at Head Start as an assistant teacher. Then I went on to become a lead teacher and director while earning my bachelor’s and master’s degrees.”
Amy attributes much of her success to the competence and confidence she gained while earning her CDA. “Without it, I would never have embarked on the path that brought me to my current role,” as Amy explains. Now she serves as an early learning, oral language and early literacy specialist at the Wyoming Department of Education. “I serve 18 sites across the state, and I provide them with the professional development and technical assistance they need,” Amy says. Her special areas of interest include early literacy, social emotional learning (SEL) and outdoor learning. They’re areas in which she has been breaking new ground to meet changes in children since the COVID pandemic when much of early learning went remote.
“During the pandemic, I provided teachers with a lot of training on how to connect with children in a virtual world,” Amy says. “My goal was to show teachers ways to help children feel special at a time when most of the focus was on the issues faced by K-12 students who were home from school.” So, she created a whole presentation to advance SEL in the virtual early childhood classroom. It included steps like incorporating SEL in story time, conducting emotional check-ins to let children convey their feelings and showing children how to express their emotions in productive ways.
SEL is still one of Amy’s primary concerns, and she’s addressed a new challenge since children returned to in-person school. In the past few years, as Amy points out, “preschoolers are coming to school and they’re more anxious about being separated from their digital devices than they are about saying goodbye to mom and dad. When the children show up at school, they throw tantrums because they don’t want to disconnect from their devices. So, I put together a presentation called Preschoolers and Pixels and provide educators with training that allows them to earn a digital tech certification.”
The training works, and Amy has seen it in action. “I’ve visited one site in which they set up a small tent where children can go without their devices and get ready for a day in the classroom. After spending five minutes in the tent, they’re better prepared to interact with their friends and pay attention to their teachers,” as Amy explains.
And children’s attention span is another issue that has caught Amy’s attention in the time since the pandemic. So, she suggests options to circle time, an activity that tends to last 30 to 45 minutes each day. “Many preschoolers today have an attention span of 10 to 12 minutes, so circle time doesn’t work for them,” as Amy points out. “It may even lead to issues like fidgeting, behavior problems and slower development of language skills.”
Circle time also conflicts with learning through play, Amy adds. “Rote memorization like singing the ABC song or reciting the months of the year put limitations on communication and on the time that children spend getting practice with collaboration, negotiation and conflict resolution. The children also feel unheard, and that can lead to additional problems.”
So, Amy urges early educators to get children off the rug and do small group instruction outside. “You can do small group instruction while you’re sitting in the grass, or you’re sitting on some stumps, or you’re sitting on some rocks,” Amy says. And she has put together a whole program for how to make outdoor learning work.
“It’s called Wild Wyoming, and it’s an initiative in which we encourage teachers to tear down their four walls and take their classrooms outside,” Amy explains. “We began piloting the program two years ago in five classrooms, and now we have 500 educators, serving 6,000 children, who participate in Wild Wyoming.”
Educators who sign up for Wild Wyoming receive training based on a four-part video series that’s available on the University of Wyoming’s website. Besides going through the training, educators have to agree to take their classroom outside for at least eight hours a week beyond traditional recess time. “They can do lunch time, snack time and different lessons outside, which allows the educators and children to feel the wind in their hair and the sun on their faces,” Amy says. “It makes a big difference for everyone since many pre-K classes take place in the downstairs of churches or in dimly lit rooms.”
Having children spend more time in the light and sun helps lighten their parents’ load since it’s easier to get the children to eat their meals and go to bed on time, as Amy explains. “Parents are reporting back that their children are happier, healthier and getting along with their siblings better. Some parents have observed that outdoor learning environments teach children important life skills like following directions, thinking creatively, respecting boundaries and collaborating with others.”
Outdoor learning helps children develop independence and life skills, as Amy has heard from many parents. “Parents feel that outdoor learning helps children become confident, capable and resilient adults by providing space for free play and exploration,” Amy says. “They note that forest preschools, in particular, offer unique opportunities to learn resilience, teamwork, adaptability, and how to overcome discomfort and fear, which are seen as vital skills for making positive contributions to society and others.”
The children’s sense of curiosity and performance in school are also better, Amy says. “Parents believe that outdoor learning fosters academic growth and curiosity. They have seen their children’s confidence and social skills grow significantly in child-led outdoor environments. Parents also feel that the learning opportunities during outdoor play, such as developing coordination, understanding cause and effect, and appreciating nature, are more beneficial than many hours of indoor play. In addition, they note that nature can awaken children’s minds and is not an abandonment of academic work but rather a support for it.”
And parents have wildly expressed their enthusiasm for Wild Wyoming in the many grateful notes that Amy receives. “When I pick up my son at the end of the day, he’s always covered from head to toe with dirt, and his face is always glowing through the dirt with a giant smile,” one parent told her. Another said, “I think it helps children with their emotions being outside more.” And yet another said, “It’s a wonderful thing how the wild calms the child.” And there’s something else that works, as Amy learned during her years teaching children over two decades ago.
“When I was working in the classroom, I enjoyed the challenge of serving the students who had behavioral issues,” she recalls. “Seeing unruly young learners succeed at the end of the year meant everything to me. I managed to make a difference for children who everyone else had given up on because I showered them with love and let them be themselves.”
She’s still taking that basic approach as she campaigns for new ways to serve children by going against convention. “I’m considered a bit of a maverick as I speak out for outdoor classrooms so children can learn in ways that make sense for them,” Amy admits. Her sense of vision comes from “being willing to admit what’s not working well for children and try new things,” she explains. Her inspiration for these innovations also comes from the same sense of mission that drew her to the early learning field when she played school with her little sister. “My dream,” she firmly says, “has always been to serve young children.”
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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
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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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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 Bigelow
Chief Financial Officer (CFO)
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.
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