Setting Early Childhood Education Career Goals
SPONSORED BLOG The task of sitting down and writing out all of your early childhood education career goals can feel daunting. Where should you start? How far in the future should you plan? And, once...
At the start of this year, 4.5 million Americans were unemployed because they couldn’t afford child care. It’s a figure that alarms early learning leaders like Michelle Kang, CEO of the National Association for the Education of Young Children. “Child care is critical to the economy and to equity and inclusion,” she says. “Early childhood education is a support for both child development and the workforce, and the lack of available, affordable and high-quality early childhood education jeopardizes children’s development and parents’ ability to be part of the workforce. This issue affects all of us —parents and non-parents, employers, educators and businesses—and we can all be part of the solution,” Kang points out.
She will soon be joining me and other experts in our field at the Early Educators Leadership Conference, where we’ll discuss new ways to solve the child care crisis for our country’s families. They deserve more support, and I was reminded of their struggles as we marked National Working Parents Day this month. Working parents are struggling to pay for essentials since grocery and energy prices have gone up in recent months. They skip doctors’ visits due to health care costs. They’re worried that they won’t be able to retire. They also find it impossible to achieve a work-life balance that will allow them to be good parents. And as the father of two girls, I know how much attention children need. I also know how important it is to feel that your children are learning and safe while you’re on the job.
Working parents look for child care programs that can prepare their children for lifelong success. But finding quality child care has been hard, especially since COVID led nearly 16,000 child care centers to close nationwide, a decrease of 10 percent. Paying for quality child care is even harder, and it’s the number-one burden that crushes working families. Most families expect to spend at least 20 percent of their entire income on child care. In more than 20 percent of families, one parent, who is most often the mom, had to leave the workforce to provide child care themselves, leading to a sizeable loss of household income. Almost half of families have cut back on groceries to afford child care, and 31 percent of parents think about taking on a second job—all to pay for child care.
And while the parents are facing a financial crunch, businesses are feeling the pressure, too. Employers lost $3 billion each year in the last decade due to employee absences that resulted from child care breakdowns. And when lack of child care causes employees to leave the workforce, the toll of this turnover is high. Recruiting and training new employees costs businesses 20 percent of an hourly employee’s wages and up to 150 percent of a manager’s pay—expenses that have increased in recent years. During the pandemic, 26 percent of women who left the workforce said it was due to the lack of child care, and many have not returned. Now employers stand to lose an alarming $840 billion in economic output due to the drop in work by women.
The pain that companies and parents are feeling may only get more acute. On September 30, 2023, pandemic-era federal funding for child care comes to an end. The withdrawal of $24 billion in federal aid will put providers and parents on the edge of a child care cliff. Up to 70,000 child care programs could close due to the loss of funding. And those that remain open could pass the increased costs of staying in business onto parents or reduce the number of children they serve.
The economic fallout will also affect business, so a growing number of companies have looked for a solution by investing in child care. It’s a trend that has been gaining traction nationwide, with large national companies like Tyson, Chobani, Patagonia and Google offering various levels of assistance for working parents. And local companies have also joined in after realizing that quality early child care affects their bottom line.
Over the last few years, more employers have been looking for ways to offer family-friendly policies, and more employees are looking for job openings among companies that provide them. “Back in the day, it wasn’t an employer problem, because you chose to have kids. Not anymore. It’s very much an employer problem,” says Rhoda McVeigh, director of human resource services at Falmouth-based KMA Human Resources Consulting in Maine. And companies in her state are tackling the problem head on by making big investments. Jackson Laboratory in Bar Harbor shelled out $5 million for an on-campus day care, scheduled to open next year. TimberHP, a wood fiber insulation company in Madison, is offering $5,000 in a dependent-care flexible spending account for parents to spend on child care.
Many miles away, some Nebraska companies are also addressing their employees’ child care issues in order to attract and retain workers. Hudl, a performance analysis technology group, has opened an on-site day care at its headquarters in Lincoln. QLI, a rehabilitation center in Omaha, provides staff with access to caregivers via Swishboom, a mobile app. Kellee Milkuls, founder and CEO of Swishboom, says she’s having many discussions with local companies that are seeking ways to ensure their employees don’t have to leave the workforce due to challenges with child care. And Milkuls also sees the bigger picture that’s helping her business to boom. “This is not just an Omaha problem,” she says. “There is a child care crisis in the United States.”
Nationwide, a number of solutions are under discussion, and they go well beyond on-site and near-site child care centers. Employers can partner with existing providers in their locales and subsidize the cost of employees’ child care. They can also pay funds directly to providers, allowing them to increase educators’ wages and retain them in the early childhood workforce.
Business leaders have more skin in the game as the end of federal child care aid threatens to push us over the child care cliff. Still, the idea of employers getting involved in child care isn’t new, as Michelle Kang understands. She spent many years at Bright Horizons, one of the nation’s largest providers of employer-sponsored care. “I worked directly with employers to help them understand the value proposition for their workforce of investing in high-quality early education,” she says. And more employers are now getting the message as they look to recruit and retain staff. “It’s not a perfect solution,” Kang says, “but it is a solution”—and one that could work to the benefit of us all. America runs on child care since it allows today’s workforce to contribute and tomorrow’s workforce to also succeed.
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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.
Chief Operations Officer
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.
Chief Financial Officer
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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