COVID has led to a mental health crisis among our children. The U.S. Surgeon General called attention to this “urgent public health issue” in a recent report. At the University of Oregon, Dr. Phil Fisher and his research team tracked child well-being since the onset of the pandemic. The report they produced showed that mental distress in children has more than doubled. And Yale professor Dr. Walter Gilliam also raised the alarm when he surveyed 50,000 preschool teachers across the country. He showed that 56 percent of teachers found children to be more aggressive, contrary or hyperactive than they used to be, and 55 percent found children more anxious, withdrawn or shy.
Nationwide, it’s a familiar story. Children are showing signs of trauma caused by disruptions to normal routines, social isolation, declines in household income and loss of loved ones, as experts point out. “I’ve had to remind people every single day that we’re still in a worldwide pandemic,” said Kyle Ohl, a mental health consultant for the Grand Beginnings early childhood council, based in Granby, Colorado. Often, Ohl said, small children act out—whether by hitting a friend, hiding under a table or howling when parents leave them at child care—because they’re feeling overwhelmed and insecure. “What’s interesting is we’ve always had these kids. It’s just that there’s more of them right now.” And that’s tricky for early childhood teachers who are now also dealing with outsized stress.
The pandemic compounded the challenges of a job that’s already low paying and hard, making many early childhood teachers feel anxious and overwhelmed, too. The current dilemma in preschools is not just about what COVID did to the children, it’s also about how it affected teachers, according to Angela Capone, vice president of early education at Para Los Niňos, which oversees seven Head Start and Early Head Start preschools in Los Angeles County, California. Teachers had unstable and scary working conditions, she recalled. “We were open and then closed. We had 84 instances where we closed classrooms and schools, or kids wouldn’t come to school because they might have been exposed to COVID or tested positive for COVID. The fear of what COVID could bring greatly affected our teachers.”
And data from recent surveys across the country shows that Capone’s teachers aren’t unique. In Nebraska, 70 percent of educators in family child care homes and centers said they felt negative or anxious about the future. In Massachusetts, 60 percent of educators in child care centers said COVID had a negative impact on their mental health. In Louisiana, 29 percent of early educators at child care centers and Head Start showed symptoms of clinical depression—and these teachers’ mental issues are cause for deep concern. When teachers feel down, it’s harder for them to form the bonds with young learners that are the heartbeat of the ECE profession.
Educators are also worried about how to support children when they, themselves, are feeling scared and stressed out. “The extra time spent planning, cleaning and distancing leaves me exhausted every day,” one Virginia educator said. And the constant risk of catching COVID is another big concern. “Every day, I have fears about how to keep my family safe from the outside virus coming into my home, but I need to continue so that I can still pay my bills,” said a family child care provider from Arizona. At Kidango, a large, California provider, “we have teachers with family members who have gotten sick and died. They have their own fears and concerns,” said Tena Sloan, who runs the mental health program at Kidango, a nonprofit that partners with Head Start. Together, they provide 4,000 children with a wide range of services that address everything from good nutrition to quality learning and behavioral needs.
Head Start has a deep concern for mental health, as I saw during my many years as a leader with the program. Federally funded Head Start programs, like those run by Kidango, provide mental health consultations that benefit both children and teachers. During these consultations, mental health professionals visit early childhood classrooms and meet with teachers to discuss challenging behaviors and other concerns. The main goal of the consultations is to support the mental health of the teachers, who often use the visits to work through personal feelings of frustration, so they’re better equipped to respond to children’s needs. At the end of the day, caring adults play the key role in helping children recover from trauma. So, how can we enable teachers, who are having their own personal and professional stressors, to create safe, soothing environments for children?
More child care programs are searching for answers to that question, according to Heidi Whitney, who manages an early childhood mental health consultation program in Denver. Ever since the pandemic began, she’s seen more interest from child care centers in reflective practice groups where teachers get together with a facilitator to talk about their trials and triumphs at work. The groups give educators a chance to vent about how hard things are or why a toddler’s biting habit triggered them more than usual. “When we talk about it outside of that situation,” Whitney explained, “the teacher can go back in more aware of how they’re managing their own feelings.” And the benefits trickle down to young learners. That’s because teachers who feel composed and calm can connect better with children who’ve suffered trauma.
The number of children like this has surged because COVID has ripped through millions of families like a tornado. It’s led to a perfect storm of issues, especially for low-income families like those I served at Head Start. Parents have lost their jobs, homelessness has grown, domestic violence is on the rise, depression is common and family members are dying. Children, like sponges, have absorbed the chaos around them and the trauma they’ve gone through has filled the news. There’s less talk of the many early childhood teachers who’ve faced similar problems and need to first help themselves before they can help young learners. Children need close ties with teachers if they are to feel confident and learn. A teacher who is fully present can open the world up for children—and fill them with hope instead of the heartache COVID has caused. So, we must mind our teachers’ mental health. With the right resources and support, they can help our children heal.
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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.
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 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.
Janie Payne
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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