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A History of Mary Wade by the Daily Nutmeg

From 1866 to 1966, Mary Wade Home, now a community for seniors in Fair Haven, was called the Home for the Friendless. 

It wasn’t a refuge for the socially inept. “Friendless” was a euphemism for “vagrant, idle, and homeless girls,” many of whom became pregnant out of wedlock and were then “betrayed” by the father, according to a 1992 edition of the Journal of The New Haven Colony Historical Society. Given the sexual politics of the day, such women were considered pariahs. Their old friends might refuse to associate with them. Their own families, too. With no one to take them in, little viable employment opportunity and a child to support, these women and girls were pointed to the Home, where they would receive shelter, food and vocational training in the hope that the girls might one day find husbands or, at the very least, a self-sufficient livelihood.

sponsored by

Yale School of Music

The Home for the Friendless had its beginnings on September 8, 1866, when a group of ladies from various Protestant churches in the area gathered in the residence of Henrietta Edwards Whitney, widow of the famed inventor Eli Whitney. The women assembled there for the purpose of starting a home to provide both shelter and training in “all branches of domestic service and needle work.” At their next meeting, they elected their first president, Maria St. John Sheffield, along with the Board of Managers and other staff—all Protestant, and all women.

In 1866, with $6,000 in donations, the group bought the house on Clinton Avenue where the place still stands. All residents, some 50 at any given time, were expected to participate in chores. The Home sold milk and eggs from livestock kept on the property, and with donations of food, toys and clothing, they managed—albeit without central heating.

In the mid-1890s, the Home—with more residents and children than originally anticipated—was in need of a new wing, which a $20,000 gift from philanthropist Lucy Hall Boardman funded. The wing was named for Boardman’s sister, Mary Wade, though Wade’s name wouldn’t represent the home in its entirety until 1966, when “Home for the Friendless” was deemed sorely out of date.

Early on, there was a hard religious bent to the Home. In reports from the time, some newly arrived girls were called “sinners” or were said to have “darkened souls.” One young woman, after some sort of transgression, was forced to stay in bed for a number of days until she became “penitent and respectful.” Another who struck a matron with a broom was simply arrested. Roman Catholics, although not officially excluded, were at times turned away because of their faith.

By the turn of the century, some of the girls at the refuge were no longer young. For women who couldn’t find a husband or job, the Home—which would typically house girls for six-month stays—became a permanent one. Over time, the Home began accepting a larger number of elderly women and, by WWI, almost all were older—many of them 70 and above.

When David Hunter, current President and CEO, began at the Mary Wade Home in 1981, most of the residents were in their 80s, and all were still women. It was Hunter who began Mary Wade’s transition to a place for men, too.

“Yale was going co-ed. We followed suit,” Hunter says. Not everyone liked the idea. “There was one woman who said, ‘First man who comes in these doors, I’m leaving,’” he recalls. But one of the first men, an Irishman and a retired railroad employee, was a charmer. “He brightened up the day,” Hunter says, and soon enough things were rolling smoothly.

The Mary Wade Home is now nearing 150 years old, and it’s a far cry from the destination for wayward girls it once was. Today, Mary Wade provides a continuum of care for the elderly—day programs, short-term rehab, full-time assisted living and full-service nursing home care. One of the largest employers in Fair Haven, the facility has a staff of about 270 looking after 94 total beds, which are nearly always occupied. It has a fleet of eight vehicles that make a combined average of 800 trips a month, bringing residents to church, to grocery stores and to doctor’s and dentist’s appointments.

For entertainment, Mary Wade doesn’t confine residents to an endless limbo of Bingo games. It contracts with iN2L (“It’s Never 2 Late”) to deploy a system of computer hardware and software geared towards the elderly, providing access to the internet, music, photography and games, including a version of Family Feud that’s particularly popular with residents. Of course, Bingo is available, too.

Each year, the Home has two major public-facing fundraisers: a wine dinner, the next of which is coming up on April 30, and a golf tournament in October. Besides these events, revenues come through payments for services, private donations and money dedicated from residents’ wills—presumably a gesture of appreciation to the place that made their final years lively and comfortable.

I met one particularly lively, comfortable resident whose love for the Home needn’t be presumed. First, while waiting for the elevator, she said in a sing-song sort of way, “I used to be old and bald and sexy. But no more. Now I’m old and bald and fluffy.” But as the elevator doors closed, she called out to me, so that there’d be no doubt: “My name’s Rachel. I love Mary Wade.”

Mary Wade Home
118 Clinton Ave, New Haven (map)
(203) 562-7222
Website | Facebook

Written and photographed by Daniel Shkolnik.

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All are invited to Family Centered Services Annual Spring Cocktail Party & Auction 

Thursday, May 5, 2016

 Amarante's Sea Cliff

Doors Open: 5:30 pm

Tickets: $75 per person

Tables of 10: $600

Tables of 8: $480

Featuring Keynote address by Dr. Frederick "Jerry" Streets founding member of the Harvard Refugee Program.   

To purchase tickets or to find out about sponsorship opportunities  contact:  Susan D'Orvilliers, Development Officer at 203-624-2600 ext.118

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The Community Foundation for Greater New Haven, the region's largest grantmaker and permanent charitable endowment, is seeking a qualified candidate for a mid-level communications officer position in the Development, Stewardship, Donor Services and Communications (DSDSC) Department. This position is responsible for executing elements of the marketing/communications plan, assuring efficient and effective communications processes and products and supporting the communications of The Foundation’s mission. The Community Foundation’s mission is to create positive and sustainable change in Greater New Haven by increasing the amount of and enhancing the impact of community philanthropy. The deadline to apply is March 11, 2016. Please visit www.cfgnh.org/employment for details.

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Better Together

"Individually excellent but better together".  If there was ever a ringing endorsement for consolidation, this is the statement regarding the bringing together of 17 high schools and four special-education Roman Catholic schools in Philadelphia. Four years ago the schools, all independently run and operated were faced with the possibility of closing as their primary sponsor, the Roman Catholic Archdiocese positioned that there just wasn't enough money.  But alumni and others got together, formed an oversight support corporation, raised money and has kept these institutions going with a clear mission that a religious-based education was important in the formation of youth.  

Whatever your faith beliefs, the consolidation brought about by this group of individuals gives strength to the idea that nonprofits, particularly in the same sub-sector (doing similar kinds of work) may well do better together.  There can indeed be economies gained from joining together.  

For the referencing article, see the Philadelphia Inquirer.

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ECDC IS LOOKING FOR PEOPLE WHO WANT TO MOVE.

"People in Motion" is a performance project for adult non movers and movers alike. If you are interested in exploring 1)  all the ways your body can move; 2) art making; 3) embodying presence; 4) building confidence; 5) community and connection with others...then we'd love to work with you.TO BE A PART OF OUR PERFORMANCE PROJECT contact Kellie at elmcitydance@gmail.com

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Regarding the Governor’s Budget Proposals Related to Human Services and Aging HB 5044, An Act Making Adjustments to State Expenditures for the Fiscal Year June 30, 2017

I am unable to testify before the Appropriations Committee today, but am concerned enough to submit this written testimony to Senator Bye, Representative Walker and members of the Appropriations Committee.  I am David V. Hunter, the Chief Executive Officer of The Mary Wade Home, a nonprofit senior care community located in New Haven.  We were founded, and continue serving the community, in our same location 150 years ago, and have developed into a continuum of long term care services, that includes a Skilled Nursing Center, Residential Care Home, Adult Day Center, Home Care, Community Navigator, Outpatient Rehabilitation Center, Primary Care and a transportation program serving the senior population in the Greater New Haven Region who need transportation to and from medical visits and for social needs.

 

1.)    I strongly urge members of the Appropriations Committee to support the Governor’s proposal to maintain the current levels of Medicaid funding for long term services, supports and care for older adults. As Connecticut continues its path and aggressive goals to transition the Medicaid program with the rebalancing of the long term services and supports system so that more people can receive long term services in community based settings, it is essential for funding strategies to maintain this strategy.

 

2.)    It is vital for the Legislature to back the Governor’s plan to support Connecticut’s rebalancing policy for long term services and supports. This is an important initiative that is allowing older adults to maintain independence in their homes and is saving enormous State expenditures. The latest annual report of the Connecticut Home Care Program for Elders indicated that in state fiscal year 2014, $87,662,725 in net savings were generated as a result of the reduction in nursing home bed utilization as a result of the Connecticut Home Care Program. It is crucial for the Legislature to continue supporting this important program.

 

3.)    In referring to these important strategies, I am equally concerned with the proposed line item cuts to the Statewide Respite Program and Fall Prevention funding, and the threat to other funding within the Department of Aging that is related to proposed consolidation of agency operating funds that would be subjected to the across-the board 5.75% cut. It is important for the members of the Appropriations Committee to look at the whole picture regarding the cuts to this important initiative including the negative outcomes that will result.

 

4.)    Today in our State, nursing homes are providing a high level of medical and nursing services to the frailest seniors who suffer with severe or end-stage dementia, complicated by other significant diagnosis such as congestive heart disease, cancer and severe diabetes. Costs of providing care escalates each year. At Mary Wade, although we added 34 new skilled nursing beds, we still have a large waiting list.  Since 2009, Mary Wade, along with Connecticut nursing homes have received two increases, in 2012 the net increase was 1.25% and in 2013 the net increase was .17%. Mary Wade loses more than $30,000 per year for each Medicaid recipient that is provided care. Connecticut nursing homes are laden with myriad requirements to ensure proper care is provided on a 24 hours, 7 day basis. 70% of residents living in nursing homes count on Medicaid to pay for their care, but the average daily Medicaid rate that is paid to a nursing home is substantially lower than the cost of providing care. As a reminder, Connecticut nursing homes pay to the State a bed tax rate of $21 per bed per day. This tax payment goes toward funding of the entire Medicaid system of long term services and support, not just nursing home care, and is paid regardless of a viable payment source from the resident. This is a substantial cost burden on nursing home providers.

 

We all realize members of the Committee are grappling with the state’s financial crisis and appreciate the budget position, but you must also appreciate that quality aging services and supports, for a growing senior population, cannot be sustained without adequate rates of reimbursement.  The demands for services in Connecticut by an aging population requires you to be forward thinking in your leadership of our future.

 

I make myself available to any members of the Appropriations Committee to discuss my statement further, and invite all of your to visit our Mary Wade Campus as we celebrate our 150th year of serving the Greater New Haven Community.

 

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Good Day To All,

With regards to February honoring Black History Month, Grove St would like to honor Sylvia Ardyn Boone for her studies with regards to Art History Studies of the Sierra Leone.

From her brief summary of her life, "In 1970, Boone was already a noted scholar and lecturer. Befriended by W.E.B.DuBois, Malcolm X, Maya Angelou and Kwarme Nkrumah when she studies in Ghana in the 1960's...At Yale, Boone used those personal relationships to present Shirley Graham DuBois, John Henrik Clarke, Maya Angelou and Gwendolyn Brooks at 1970's "Chubb Conference on the Black Woman."...Once admitted into the Art History at Yale, she earned her distinction for her dissertation, "Sowo Art in Sierra Leone: The Mind and Power of Woman on the Plane of the Aesthetic Discipline", which won the department's Blanshard Prize at her 1979 graduation."

Boone became one of the first African Americans to earn a Ph.D. specifically in the History of Art.

Grove Street Cemetery celebrates this so noted African American Scholar - Sylvia Ardyn Boone.

Thank You!!!

Patricia Illingworth

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A Field Guide for Working with Lots

A Field Guide for Working with Lots
Want some ideas for how to use vacant lots? This site has a lot of them, including a basement raingarden that transforms the basement area of a recently demolished house into a series of stepped raingarden tiers.
This is a tool for connecting residents, businesses and institutions to resources and to each other to learn, collaborate and better practice land stewardship. www.DFC-LOTS.COM
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A Snowy Good Morning!!!!

A snowy morning this snowy morning....but just a short February Greeting to all and to wish everyone an early Happy Valentines Day. Spring is just around the corner, as a reminder.

I hope to see old friends and make new friends in this coming season which I expect to be another wonderful year.

So until we meet again.......Happy Valentines Day!!!!!

All the best,

Patricia Illingworth

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As a black male growing up in the South, my very presence was a form of trespass; that is, I was never sure where I belonged and where I did not. At home, I was alone. At school, I was different. On the street, I was unsafe. Professional theater, I discovered, was no exception: looking at the administration, production teams, and show selections of theaters within visiting distance, I found no reflections of the black community. What I did find were three very troubling practices: slotting, tokenism, and dehumanization... more

http://nonprofitquarterly.org/2016/01/29/blackness-in-nonprofit-theater-where-representation-becomes-marginalization/

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Nonprofit Board Duties

I don't know anything about the gentleman who wrote the following, but his thought about a nonprofit board's 4th duty (not legally binding) gives one pause.  I would offer that I think Mr. Cagna's offering fits better in building-out on what BoardSource describes as a nonprofit Board's three roles: fiduciary, strategic and generative.  But where exactly to fit his thinking (role or duty) is not as critical as the focus of his thinking.  Indeed, what Mr. Cagna does is a fine job on describing how to consider a board's strategic and generative roles and this makes your time worth a review and consideration.  

LEADERSHIP

THE BOARD'S DUTY OF FORESIGHT

For associations to survive and thrive in a time of constant change, their leaders need to develop a clear-eyed and disciplined focus on the future. The duty of foresight is a responsibility that boards must embrace now.

The beginning of 2016 is the right time for association boards to make a fundamental choice. On the one hand, they can choose to confront the insistent reality of profound societal transformation—as well as its growing impact on their organizations, their stakeholders, and the fields they serve—with a genuine seriousness of purpose. On the other hand, boards can permit the detrimental human limitations of myopia, nostalgia, orthodoxy, and denial to constrain how they think about governing for the future and, in so doing, severely limit their ability to build associations capable of thriving in the years ahead.

To some, my framing of this choice may seem overly dramatic and stark. It is an understandable reaction, since most of us experience change as a strictly linear phenomenon, similar to driving down a long road. The transformation already underway, however, is coming from all directions at an exponential rate, and it will continue to accelerate and intensify in every field of human endeavor over the next decade and beyond. No industry or profession will be exempt.

Preparing their organizations and stakeholders for whatever comes next, then, will require association boards, along with other governing contributors, to collaborate and embrace what I call the duty of foresight.

It is well established that the boards of all nonprofit organizations, including associations, must fulfill three critical legal duties:

  • the duty of care (exercising prudence in decision making)
  • the duty of loyalty (giving allegiance to the organization)
  • the duty of obedience (acting in a manner consistent with the organization’s mission)

These three duties define the standards of conduct for board members as they pursue the work of governing their organizations. In a world of transformation, however, they do not go nearly far enough. To this list, I am adding the duty of foresight, a higher standard of responsible board conduct grounded in the affirmative choice to look continuously toward the future.

Boards need to understand as much as possible about the plausible impact of the forces of societal transformation and learn how to harness them for the benefit of their organizations and stakeholders. While the duty of foresight may never become a recognized legal duty of nonprofit boards, it is clearly an essential strategic duty and, arguably, a moral obligation to both association stakeholders and society.

Why should stake-holders believe that the board ‘gets it’?

CORE CONCEPTS

Three core concepts form the foundation of the duty of foresight: strategic legitimacy, board stewardship, and readiness to learn.

Strategic legitimacy. The organizational inertia created by valuing the past more than the future damages the credibility and legitimacy of association boards. When board decision making is imbued with nostalgic feelings and driven by orthodox beliefs, how can stakeholders feel confident that those who govern understand or care about the most significant problems, needs, and outcomes that these same stakeholders and their peers are working on right now? To put it another way, why should stakeholders believe that the board “gets it”?

Reasserting strategic legitimacy requires every board to adopt a denial-free recognition of the forces of societal transformation. Board members must develop an empathic understanding of transformation’s unique impact on the field, organization, and stakeholders they serve and make a genuine commitment to accelerate their association’s progress toward the future.

**Board stewardship. **Association boards also must nurture a shared responsibility for future-focused stewardship. Instead of adopting a short-term ownership perspective that may resist the realities of transformation, reject the risks of innovation, and reinforce a preference for the status quo, boards should operate as forward-looking investors who work collaboratively over time to grow the tangible and intangible value of the association as an asset that belongs to and exists for stakeholders’ benefit.

This form of stewardship helps boards steer clear of myopic decisions by situating complicated and difficult choices in their real-world contexts. It demands greater coherence and a stronger sense of purpose around the board’s long-term intentions for both stakeholders and the organization.

**Readiness to learn. **Even as the ability to learn emerges as the primary differentiator between success and failure in a world in flux, many association boards still struggle to make learning a genuine priority. But associations must acknowledge that their boards cannot possibly know everything and actually don’t know what they don’t know.

In this context, learning is about much more than gathering up enormous quantities of data and information to drive decision making. Instead, it is about making sense of the operating environment’s unfolding dynamics, making meaning around their implications for strategic intent, and crafting insights that can guide effective board action.

‘Design for the loss of control’—that is, pursue novel opportunities that capitalize on disruption.

TAKING ACTION

There is no one preferred method for boards to move forward with embracing the duty of foresight. Indeed, boards should experiment with developing approaches that can be sustained and expanded with the assistance of staff and other voluntary contributors. The following three-part structure is a straightforward approach that most organizations can use to get started and then build on over time.

Develop a stewardship statement. Future-focused stewardship is not just a board responsibility. All stakeholders can participate in stewardship, including (and especially) the work of foresight.

To make that connection explicit, I recommend that boards develop a stewardship statement. (See the example in the sidebar.) Creating a stewardship statement challenges board members to reflect on and synthesize their original motivations for getting involved, their understanding of individual and collective governing responsibilities, and their long-term aspirations for the association. Through this statement, boards can crystallize the deeper significance of their work for themselves, as well as for staff and other volunteers, and can communicate clearly about the critical role that foresight plays in achieving the full impact of effective stewardship.

**Pursue the work of foresight as a consistent practice. **The rapid and relentless pace of transformation means the time to look ahead is all the time. With that in mind, boards must treat the work of foresight as a consistent practice. Board chairs and CEOs should work together to ensure that every meeting agenda includes generative questions developed through the regular use of foresight tools, including environmental scanning, scenarios, and stakeholder personas.

In addition, boards should cultivate foresight as an open and inclusive practice by inviting the participation of widely distributed stakeholder networks that include diverse and edgy voices not normally heard in association boardrooms. These network contributors are less likely to be beholden to organizational orthodoxies, frequently are more attuned to important signals of the future, and sometimes are already involved in redefining the rules of their fields. Boards can collaborate with these stakeholder networks to anticipate emerging shifts and harness the forces of transformation to create distinctive new value.

**Craft principles of action. **To translate both stewardship intentions and the practice of foresight into action, boards need a robust yet flexible framework to guide their decision-making processes. Principles of action—a small number of justified beliefs about the necessary conditions for the association to thrive—can help to create organizational resilience even as associations confront volatility and uncertainty. In fact, adhering to a carefully crafted set of forward-looking principles can help association boards “design for the loss of control”—that is, pursue novel opportunities that capitalize on disruption.

Principles of action must be grounded in the substance of the stewardship statement and infused with an understanding of how foresight influences the board’s thinking about value creation for stakeholders through the organization’s strategic intent and business model. They can function as a compass that guides boards toward reflective rather than reflexive decision making about the future.

The board’s duty of foresight currently does not possess the legal standing and importance of other established governing duties. Perhaps one day, it will. Today and in years to come, however, the real-world consequences of boards failing to accept the responsibility of pursuing the work of foresight will be borne primarily by associations and their stakeholders.

As stewards who have succeeded other stewards, board members who recognize the duty of foresight as an opportunity to harness the forces of societal transformation and create a different future for those they serve will demonstrate personal humility, shared trust, and genuine respect for their successors. These are worthy next traditions for all association boards to embrace.

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By David V. Hunter 

January 14, 2016

 

Connecticut is undergoing a permanent and historic transformation in its demographics - it is aging. Between 2010 and 2040, Connecticut’s population of people age 65 and older is projected to grow by 57%, with less than 2% growth for people age 20 to 64 during the same period[1]. Moreover, residents born in Connecticut today can expect to live to be 80.8 years old—the third highest life expectancy in the nation[2]. This unequalled long life, combined with firm increases in the number of older adults, has profound implications for everyone in Connecticut. In addition, the State of Connecticut has been actively engaged in rebalancing their Medicaid long-term care services from institutional settings such as skilled nursing centers, toward more emphasis on home-and community-based services and settings, for example, home care and adult day centers. The State has invested a significant amount of resources toward creating an environment where Medicaid recipients with a skilled nursing center level of care designation are aware of their options, including the opportunity to receive home and community based services (HCBS). In 2013, 56.6% of CT Medicaid recipients were utilizing HCBS and with State intervention it is predicted that by 2025, 75.1% of these individuals will be utilizing HCBS[3].  

At the federal level, provisions in the Accountable Care Act are addressing the impending rise in the senior population and particularly focusing on the utilization of health care and controlling those costs. The influx of an older population and the need to fund services has been addressed in some provisions of the Patient Protection and Affordable Care Act and the Health Care Education Reconciliation Act.  Together, this is known as the Affordable Care Act (ACA) which strives to achieve three goals:  improving the experience of care for individuals, improving the health of populations, and lowering per capita costs. In order to accomplish those goals, the existing payment models and health care delivery system are in a state of being reformed which in part, focuses on reducing the number of times seniors are readmitted to hospitals.  This one aspect has completely changed the dynamics between hospitals, skilled nursing centers and home care agencies, in which relationship building is essential in providing cost effective and excellent care.  The post-acute providers are no longer merely the next place for seniors to move, but are seen as part of the care process with emphasis on cost reduction with improved services.  Skilled nursing centers endeavoring to remain vital and successful must commit to innovations in service delivery, be comfortable with measuring and being measured for performance and working in a changing environment. In an effort to play a strong role in this changing environment, health care providers are compelled to form new associations through networking and relationship building, which includes sharing of information and metrics.

Long term and post-acute care is a critical aspect of every community, providing necessary services to millions of Americans.  As mentioned in the opening paragraph, our state and nation is aging, more and more individuals will need rehabilitative, short-term and long term care as they age.  Skilled Nursing Facilities are challenged to lead the way through the launching of new clinical programs, for example, performing intravenous therapy, pulmonary rehabilitation programs, and hospice programs that supports pain management.  Innovative rehabilitation modalities are being introduced, such as the Accelerated Care Plus, (ACP) which allows for specialized treatment plans using an ultra-sound machine, electric stimulation, diathermy, and bicycle machines.  This long term care model is also being challenged with the requirement to be innovative in promoting life-long learning experiences with the introduction of computer systems, such as iN2L[4], that promote individualized social and recreational activities for residents and clients.  Person centered care and services are becoming the norm in a field that is choked with regulation, and health care providers accustomed more to following rules than customer service as measured by satisfaction surveys versus regulatory inspections. 

 

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February is Black History Month!

 

We are excited to announce New Haven Healthy Start social media campaign, “29 Days of Celebrating Black Champions” to celebrate Black History Month in February 2016: #blackchampions4health

  

New Haven Healthy Start has identified 29 Black Champions for Health who have contributed their vast expertise, knowledge, power, and perseverance to improve health and wellbeing of the nation. We will begin by featuring champions who have made significant contributions to maternal and child and by the end of Black History Month you will have seen other outstanding Black Americans who have contributed to the health and wellbeing of the world.

  

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Follow the campaign!!

Link to the New Haven Healthy Start Facebook page by clicking on the picture below and LIKE us so you can follow our posts.

  

Follow us on Twitter: @NHHealthyStart. Click on the picture below!

  

Please use #blackchampions4health AND #nhhealthystart when you post and retweet!

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