Home > Newsletters > Christy LeDuff: On a Mission to Serve Children
The Navy’s motto is “Service above self.” Active-duty members often make sacrifices as they carry out their mission to win wars, deter aggression and maintain freedom of the seas. Their spouses make sacrifices, too, due to frequent and disruptive moves, the absence of the service member, heavy responsibilities for parenting and the challenge of finding child care in new places. The demands of life in the service also make it hard to find employment and have a rewarding career. So, many spouses are forced to opt out of the workforce.
Navy Child and Youth (CYP) Programs can help, as Christy LeDuff knows. Christy is both a military spouse and a program analyst at Navy Installations Command, where she makes policy, creates webinars, handles space management and placement, creates trainings and handles other big picture items that serve her mission. “Our primary duty is to serve active-duty military families by providing high-quality child care,” she says, “so they can be focused on their mission.” The CYP programs consist of four basic types of care: child development centers, child development homes, school-age care, youth and teen programs. CYP staff receive extensive training in child care, and many of them are military spouses like herself, Christy explains. “We determine the training requirements, provide assistance with college tuition and give them guidance.”
CYP also provides its child care staff members with funding and support to earn their Child Development Associate® (CDA) credential, Christy says. “Typically, the people who have direct care positions in our program are military spouses and the CDA is especially useful for them because it’s a portable credential. The CDA helps them all over the world, and we have folks who apply for the credential from all our different installations, everywhere from Italy to Spain, Bahrain and Japan, where my family is now stationed.”
Her job is a remote position with Navy Headquarters, and she’s been in Japan for five years, “a surprisingly long stretch of time,” as she points out. Since getting married in 2008 and starting to work for Navy CYP, she and her husband have lived in Texas, North Carolina, Virginia and now their current location. “Due to the nature of military life, many of our staff move every three years or so with their spouses, and when they come to a new installation, it’s very helpful for them to have the credential. Wherever they go, the CDA allows them to have a career.”
The Navy gives them the guidance they need to earn their CDA by offering formal coursework through the Virtual Lab School, a program developed by the Department of Defense and Ohio State University. The VLS is anchored by 15 core content courses that include the 13 Functional Areas of the Child Development Associate Competency Standards used in early care settings around the world. The core content covers research-based, developmentally appropriate practices for working with children from birth to age 5 across all the functional roles in child care settings.
As candidates work their way through the coursework and credentialing process, they also get support from training and curriculum specialists, Christy says. “We’ll typically have several of them at each of our child development centers to provide candidates with mentoring, help them with their CDA portfolios, and assist them with the application process. Some of them will also serve as Professional Development Specialists to ensure that CYP programs have competent staff.”
Families can choose to place their children in the centers or in child development homes, which can be located on installations or in the community nearby. Not all the providers at the homes are military spouses, but they’re all certified by the Navy and embrace the mission to serve Navy children. “These providers really dedicate their homes to offering quality early education and get their own families on board,” Christy says. And she’s seen their sense of dedication for herself. Before holding her current position, she worked as a training and curriculum specialist in Hampton Roads, Virginia, where she helped family child care providers earn their CDA.
“I put together a class where we met a couple of times a month to work on the credential,” she recalls. “In the area where we lived, we often had providers who’d been working for many years serving military families. It was interesting because most of the people who signed up for the CDA class were older and it was the first time they had earned a professional credential. They weren’t required to earn their CDA, but they were thrilled at taking such a big step in their professional lives.”
Christy found it very rewarding to work with these educators who’d been in the early childhood field for a long time. “Many of them only had a high school diploma, so it gave them a new sense of confidence,” she says, and it was well deserved. “It takes a lot of work to earn a CDA: completing the coursework, putting together the portfolio, having someone observe you in class, and having to talk about yourself with them. This process made them realize that child care is my career, not just a job.'”
Christy had the expertise to mentor these providers since she was trained to work with adults before finding her way into the early childhood field. “When I graduated from college,” she recalls, “I originally worked in higher education administration. Then I found it wasn’t a good fit, so I began working with college students on their experiences and that wasn’t a good fit either. So, I went to get a master’s in early childhood education at Stephen F. Austin State University in Texas,” she says. While there, she worked in the campus early childhood lab school, and fell in love with teaching preschool-age children. She also met her husband and embarked on a life that required frequent moves.
As a military spouse and a mom, she knows first-hand the challenges that military families often face, and she has taken steps to help the Navy support them. “We do training for our providers that focuses on resiliency,” she says, “and talk about issues faced by military children. We use child assessment tools that can move with families to new installations and provide them with continuity. Obviously, there’s a lot of transition since children come and go and staff come and go. But, as much as we can, we try to maintain continuity in the classroom and make sure children have the same caregiver while they’re at an installation. When they do move, we have sponsorship programs to assist children at the new installation. Our school liaison folks will also work with families who have pre-K children with special needs and make sure these children are getting the right services to support them.”
In addition, Christy’s program trains providers to address the special challenges that life in the military poses for children “There can be a lot of traumatic events,” she explains. “Moving frequently can be somewhat traumatic. We have service members who die. And even when a parent doesn’t pass away, they may be deployed for a long time”—all traumatic events that affect children’s behavior in the classroom and at home. The children may perform worse in school, lash out in anger, worry, hide their emotions, disrespect parents and authority figures, feel a sense of loss, and show other symptoms consistent with depression.
Providers in the Navy CYP program know how to recognize the signs of trauma, Christy explains. “We work with our training and curriculum specialists to provide specific training and information on these issues. It’s also woven into the courses our CDA students take at the Virtual Lab School, so it’s basically embedded in the content we expose them to from the moment they step into the program.”
Navy CYP is on a mission to serve all military children, and Christy strongly supports it on both a professional and a personal level. She’s been through some of the challenges that active-duty families face in their constant cycle of moving because she has a seven-year-old son. “Benjamin has travelled with us,” she says, “and he was in a family child care home shortly after he was born. Fortunately, he’s become accustomed to the lifestyle and kind of rolls with the punches. But he finds it hard to give a response when people ask him where he’s from. Whenever he wonders what to say, we tell him, ‘You’re from the Navy.'”
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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.
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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.
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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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