Pre-School Learning Academy
Coming Soon: The Mentoring by Example Pre-School Academy (“MEPA”) will provide early childhood education in Metropolitan Washington, DC.
High-quality early education improves long-term academic outcomes for children.
Research suggests that high-quality early care and education programs improve long-term academic outcomes for children – particularly those from economically underprivileged backgrounds – and delivers benefits to the community that far outweigh the investment of capital, including lower costs for subsequent education, increased taxes paid once children mature and enter the workforce, and reduced social costs.
Operating as a non-profit child and family learning center, MEPA, is committed to nurturing the full capacity of children, youth, and their families to achieve their full intellectual, economic, and social potential. The core activities are early care, education and family engagement. MEPA programs benefit families of all income levels and socioeconomic backgrounds. Through its mission, MEPA strives to foster a love of learning using a research-based curriculum founded on physical, social and emotional, and cognitive and language development, and by encouraging parents to become engaged in the education of their children through ongoing activities, training, and counseling.
In 2019, MEPA will open to service 150 children ages 2 months to kindergarten. Through its early care and education programs, MEPA seeks to prepare itself as an institution for the new social and economic realities of the current generation and to equip children and their families with the tools needed to excel in this new era.
The demand for child care services steadily increases as more and more women enter the workforce, giving up the traditional role of full-time mother and homemaker. To date, working mothers -- in both single- and two-parent households – constitute the fastest growing segment of the paid work force. According to a 1984 U.S. Census Bureau report, the percentage of the work force made up of married working women with school-age children grew from 42 percent in 1970 to over 60 percent, while the percentage of mothers with preschool-age children increased from 32 percent to 52 percent in the same time period. Further substantiating this increasing need for child care services, the U.S. Congressional Budget Office reported that, by 1990, an additional 2.5 million children will require some form of child care. The Internal Revenue Service (IRS) reported that, in 1983, 6.4 million families received a $2.6 billion reduction in their federal income taxes from the Dependent Care Tax Credit.
The services rendered by MEPA will include early care services for children ages 8 weeks to 1 year old and early childhood education and before & after school care services for children from ages 2 to 5 years old. MEPA uses “The Creative Curriculum – Preschool through Prekindergarten” and “The Creative Curriculum – Infants and Toddlers” to implement developmentally sound instruction practices. The Creative Curricula is distinguished by its child-centered focus on interest areas. MEPA aligns its program curriculum with the Maryland Common Core State Curriculum.
The Foundation has a collective vision of early care and education and agreed to a set of goals to be achieved by the end of the first fiscal year in operations by the Foundation’s Preschool Academy:
To help both mothers and fathers excel as parents
Work with both parents in their children’s development
Offer them useful education for parenting and family life
Give them a role and a stake in the academy
To help children succeed in school and life
Offer effective early childhood education
Provide experiences they otherwise might not have
To epitomize quality in every respect
Conduct sound and creative programs with measurable success
Recruit, retain, motivate and develop able and dedicated staff
Maintain pristine facilities
To be a leader and learner in the field of helping families succeed
Share with and learn from others
To be a thought-leader in the community
Build a reputation as a special place for children and families
Be a respected voice for public policies that help children and families
Engage helpful and influential trustees and stakeholder
To achieve financial stability
Obtain ample, steady and broad-based funding via long-term relationships
Increase flexibility in how funds may be spent
Maintain consistent operating surpluses, pay down debt, and build a cash reserve