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330 North D Street, 5th Floor<br />

San Bernardino, CA 92415-0442<br />

Tel: (909) 386-7706 • Fax: (909) 386-7703<br />

www.first5sanbernardino.org<br />

Strategic Plan for Our Children<br />

Prenatal Through Age Five


Children & Families Commission<br />

for San Bernardino County<br />

Bill Postmus, Chair<br />

San Bernardino County Supervisor<br />

•<br />

Loren Sanchez, Ed.D, Vice Chairperson<br />

School Superintendent Retired<br />

•<br />

Carol Anselmi<br />

Assistant Administrative Officer for Human Services<br />

•<br />

Sue Ovitt<br />

Championship Management Events Admin<br />

•<br />

Thomas J. Prendergast, Jr., MD<br />

Director of Public Health<br />

•<br />

Elizabeth Thomas<br />

3rd District, Board of Supervisors Field Representative<br />

•<br />

Guillermo Valenzuela, M.D.<br />

San Bernardino County Medical Society<br />

MISSION<br />

Under the guidance of the children and Families<br />

Commision for San Bernardino, and in collaboration with<br />

the community and agencies providing<br />

services to children.<br />

First 5 San Bernardino will promote,<br />

support and enhance the early<br />

development of our children prenatal<br />

through age five.<br />

through a needs based, family centered, culturally<br />

appropriate, accessible and integrated services delivery<br />

system with well-defined and meaningful outcomes,<br />

so that . . .<br />

All children enjoy optimal physical,<br />

cognitive, emotional and social well-being.


Strategic Partners<br />

Asuncion Abbott Ace Acevedo Kay Adkins Carol Baker Dora Barilla Jeannette Belton<br />

Leslie Bramson Katharine Braun Melissa Brenneman Norm Brinkley Dave Brown Elena Carrasco<br />

Socorro Castanon Dr. Lony Castro Cathy Cimbalo Stephani Congdon Michele Cook Denise Cummins<br />

Lawrence Dale Frank Davenport Sherril D'Espyne Heather Diaz Norm Dollar Sandra Doyle<br />

Linda Drew Dr. David Dyjack Heidi Earls Dr. Rick Eberst<br />

Ed Eddingfield Sharon Eddingfield Larry Enriquez Sharon Erdmann<br />

Gisela Erne Dr. Herb Fischer Dr. Steve Fisher Monica Floyd<br />

Special thanks to . . .<br />

Wade Forde Karen Fosdick Joyce Frevert Dr. Eric Frykman<br />

Chico Garza Celia Gaston Pamela George Margaret Gooding<br />

Kaplan & Associates<br />

Steve Kaplan<br />

Nell Gory Ron Griffin Cindy Hall John Hams Sandy Hardie<br />

Loma Linda University,<br />

Walter Hawkins Lt. Ted Hensen June Hibbard Eileen Hofer<br />

School of Public Health<br />

Debra Holder Cathy Holguin Rebekah Holkesvig Susan Jennings<br />

Kriston Jensen Viatrice Jews Janel Johnson Dr. Laura Kamptner<br />

Stephen Kaplan Dr. Michael Karpman Tricia Kendrick<br />

Heather Diaz, MPH<br />

Julie Pham, MPHc<br />

Redlands Institute<br />

Melissa Brenneman<br />

Dr. Michele Kipke Bonnie Konowitch Steve Kurz Dana Larrison<br />

Frank Davenport<br />

John Lewis Joyce Lewis Dr. Joyce Lim Lt. Al Long Rudy Lopez<br />

First 5 San Bernardino<br />

Tara Lopez Juliette Lynch Kathie Martin Rebecca Martin<br />

Linda Angona<br />

Renee Marquez Joseph Matoush Lorraine MacCaulay<br />

Pattie McGinty Dr. John Meier Heather Menninger-Meyeda<br />

Laura Messmore Annie Miller Monicka Montanez Dr. Susanne Montgomery<br />

Tony Mueller Angelia Myles Vici Nagel Jeanne Newcomer Linda Niemeyer Shirley Northcutt-Thomas<br />

Jeannette Oehrlein Lorraine Ousley Patty Pate Kim Patrick Pha Patrick Kent Paxton Jackie Peebles<br />

Bernie Pellman Tanya Perry Valarie Peterson Julie Pham Faye Pointer Dr. Aylene Popka Dee Price<br />

Kathy Quiroga Jennifer Resch-Silvestri Dr. David Rogers Sharon Rogone Glenn Salas Rasmey Sam<br />

Lorretta Schnaus Olivia Sevilla Saul Silva Sharon Smith Claudia Spencer Mary Sypkens<br />

Dr. Bruce Smith Sharon Smith Leslie O'Hare Sorensen Jane Stultz Pat Talley Kim Takaoka<br />

Lisa Thiele Melissa Thompson Dr. Nena Torrez Evelyn Trevino Michelle Turpin<br />

America ValleMarilyn Vecchio Cristina Vergara Wytske Visser Jeff Wagner Julie Wartell<br />

Jeff Waters Sandra Waters Regina Weatherspoon-Bell Dr. Elliott Weinstein Penny Weiss<br />

Debra Anne Williams Jan Williams Susan Willis Dr. Sam Wilson Kathryn Wood Roberta York<br />

Susan Zimarik Karen Zukrow<br />

Susanne Montgomery, PhD, MPH<br />

First 5 San Bernardino: Linda Angona Delia Barretto<br />

Sandra Bethea Elena Carrasco Kariya Glasglow<br />

Darla Goodrum Ruth Griffin Nancy Hubbard Stacy Iverson<br />

Mary Jaquish Linda Kelly Crystal Kennedy Don Larkin<br />

Dorcus McCrary Angelia Myles Regina Prentice<br />

Joann Roberts Kathie Ruiz Edmund Sarpong<br />

Elaine Zucco<br />

Along with the voices and ideas<br />

of hundreds of other individuals<br />

representing our diverse county,<br />

we joined together in<br />

developing ...<br />

16


“If<br />

income is<br />

limited,<br />

families are<br />

often forced to<br />

make a choice<br />

between<br />

childcare and<br />

putting food on<br />

your table.”<br />

Parent of special needs child<br />

Strategic Planning,<br />

Strategic Action,<br />

Strategic Impact!<br />

OUR FUTURE =<br />

OUR CHILDREN<br />

Now, more than ever, we know that the emotional,<br />

physical, and intellectual world a child experiences<br />

during the first five years of life greatly influences his<br />

or her development and chances for future success.<br />

Determined to give all our children a better future,<br />

First 5 San Bernardino, in collaboration with its<br />

community partners, has revised its Strategic Plan to<br />

better promote, support, and enhance the early<br />

development of children prenatal through age five.<br />

THE BEGINNING<br />

The work of First 5 San Bernardino began with the<br />

passage of The California Children and Families Act<br />

of 1998, through Proposition 10. The Act established a<br />

focus on the critically influential period from prenatal<br />

through age five of a child's life. On December 15,<br />

1998, the County Board of Supervisors created the<br />

Children and Families Commission for San<br />

Bernardino County and charged it with the<br />

responsibility for developing and implementing a<br />

program in our county.<br />

To fund the program, revenue was<br />

generated by a fifty-cent per pack tax on<br />

the sale of cigarettes and other tobacco<br />

products. This money has been<br />

allocated to each of California's 58<br />

counties based on the number of live<br />

births annually. San Bernardino County<br />

will receive approximately $24 million<br />

during Program Year 2003-2004 to<br />

provide these much needed services for<br />

our children.<br />

The Children and Families<br />

Commission for San Bernardino<br />

County adopted its initial Strategic Plan<br />

in April 2000. The plan specified many<br />

of the challenges faced by our children,<br />

prenatal through age five, and their<br />

families.<br />

Just as with a child, the first years of<br />

implementation proved formative for<br />

First 5 San Bernardino. Through four<br />

years of experience in providing services,<br />

building a stable infrastructure, and<br />

increasing program and administrative<br />

effectiveness, we have begun to realize<br />

the potential that the future holds. Most<br />

importantly, many new alliances have been<br />

made through an expanding network of<br />

organizations and individuals who share<br />

concern about the well-being of children<br />

and their families.<br />

As the program has developed, the world<br />

around us has changed. Revenue from the<br />

Proposition 10 tobacco tax is decreasing;<br />

the state has been impacted negatively by a<br />

budget crisis; and the county's population<br />

and diversity and its need for more services<br />

have continued to grow.<br />

2 3


In other words, where and to what extent are<br />

services most needed, and what positive changes<br />

in the conditions of children and families will we see<br />

as a direct result of our efforts?<br />

A far-reaching, inclusive and continuing planning<br />

process was developed, recognizing the<br />

importance of the geographic, economic, ethnic and<br />

cultural diversity of our county. The process relied<br />

heavily on input from the following key participatory<br />

groups:<br />

• a Technical Advisory Team comprised of<br />

experts in child development related fields;<br />

• six Community Advisory Teams from six<br />

regional planning areas, reflecting the diversity<br />

of the community; and<br />

We now have a better understanding of the<br />

challenges facing families with young children, the<br />

capacities and capabilities of providers of health, child<br />

development, and family support services, and the<br />

potential for vital community support.<br />

It has become abundantly clear, however, that we<br />

need to either access or create additional sources of<br />

information that will better define the needs of children<br />

and families throughout our huge county.<br />

The Commission, with its community<br />

partners, will work toward enhancing<br />

data gathering and analyzing capabilities<br />

over the next several years.<br />

“…parents<br />

are the role<br />

models, setting<br />

examples of<br />

what (children)<br />

should be, as<br />

far as adults<br />

growing up,<br />

taking care of<br />

responsibilities..”<br />

Parent of two children<br />

PARTNERING WITH<br />

OUR COMMUNITY<br />

Our community is growing rapidly. At<br />

present there are 184,802 children prenatal<br />

through age five in the County, comprising<br />

about 10% of the total population, and their<br />

numbers and needs are increasing.<br />

The Commission, in response to the<br />

challenges and opportunities confronting<br />

our children, called for a thorough,<br />

inclusive review of its Strategic Plan in<br />

order to better define their needs, and to<br />

ensure that First 5 San Bernardino's<br />

programs have an impact.<br />

• an Integration Committee made up of parents,<br />

content experts, community members,<br />

organizational leaders and advocates.<br />

More than 150 dedicated San Bernardino County<br />

residents participated on the above teams, and<br />

over 1,200 concerned citizens and parents provided<br />

additional input through surveys, interviews, focus<br />

groups and community forums. Their valuable<br />

contributions greatly assisted the Commission in<br />

identifying and prioritizing desired results and<br />

strategies for achieving them.<br />

4 5


• We strive to deliver services that have been<br />

proven to be effective and are outcome<br />

based.<br />

• We work with our partners to ensure that we<br />

use our resources in the most efficient ways<br />

possible.<br />

• We will adhere to a continuous cycle of<br />

planning in order to be responsive to<br />

emerging needs and populations.<br />

OBJECTIVES<br />

To further define the intent of each desired result,<br />

objectives were created relating to each result. By<br />

establishing measurable objectives, we can identify<br />

specific strategies that improve the likelihood of<br />

success and measure progress to support continual<br />

improvement and accountability.<br />

“First that there<br />

are doctors<br />

that speak our<br />

language so<br />

that they can<br />

explain to us<br />

and so that they<br />

can understand<br />

when we tell<br />

them what is<br />

wrong with our<br />

children.”<br />

Spanish-speaking parent<br />

of small children<br />

GUIDING PRINCIPLES<br />

During the planning process, we adhered to<br />

the following values and will continue to be<br />

guided by them:<br />

• We are committed to all children<br />

prenatal through five years of age and<br />

their families, and are focused on<br />

those children and families at greater<br />

risk.<br />

• We are dedicated to building a strong<br />

foundation based on early<br />

development and the prevention of<br />

potentially adverse outcomes.<br />

• We seek the involvement of our<br />

community in planning, service<br />

delivery, and assessment.<br />

• We view the cultural diversity of the<br />

community, the children and families,<br />

and our staff as an indispensable<br />

asset to our work.<br />

• We will ensure that children and families are<br />

served as part of an integrated system of<br />

collaborative partners.<br />

DESIRED RESULTS<br />

The vision commands our strategic direction. Our<br />

plan subscribes to the belief that, in order to realize<br />

substantial progress over time, attention must be<br />

focused on the child, the family and the<br />

effectiveness of the delivery of services.<br />

Desired results are the changes First 5 San<br />

Bernardino wants to accomplish over several years.<br />

All activities will help us move toward achieving one<br />

or more of the following desired results:<br />

• Children are safe and healthy.<br />

• Children are learning and ready to enter and<br />

succeed in school.<br />

• Families are safe, healthy, nurturing, and<br />

self-sustaining.<br />

• Systems are responsive to the needs of<br />

children, families, and communities.<br />

The Commission's policies, programs and<br />

allocation of resources will align with the vision and<br />

link to one or more of these supporting results.<br />

VISION<br />

MISSION<br />

A mission is an organization's statement of purpose. Our<br />

mission, written from a collective desire to capture the<br />

essence of First 5 San Bernardino's charge, is:<br />

First 5 San Bernardino will promote,<br />

support, and enhance the early<br />

development of our children<br />

prenatal through<br />

age five.<br />

A vision represents an organization's loftiest<br />

aspiration. The Children and Families Commission for<br />

San Bernardino County, through First 5 San Bernardino,<br />

joins with the community in a commitment to the<br />

following vision:<br />

All children enjoy optimal physical,<br />

cognitive, emotional and<br />

social well-being.<br />

6<br />

7


Team members worked diligently for over nine<br />

months to develop the priority needs of our youngest<br />

residents. The multitude of needs identified reinforced<br />

the philosophy that Commission and countywide<br />

collaboration is critical to the achievement of our<br />

desired results. The Commission recognized that<br />

tough choices would have to be made as to where to<br />

target resources to ensure the broadest reach with<br />

the greatest impact. Identified needs were<br />

categorized, prioritized, and aligned to the desired<br />

results. The Commission used systematic criteria for<br />

prioritizing the needs, which included items such as<br />

size of need, severity of need, and potential to<br />

achieve a significant impact.<br />

Integration Team members also identified prospective<br />

partners who may have the capacity and interest to<br />

collaborate with First 5 San Bernardino in<br />

implementing each strategy. Every effort will be made<br />

to engage these partners to achieve high levels of<br />

efficiency, maximize available resources, and create<br />

opportunities for the future.<br />

The priority strategies focus on four areas: System<br />

Integration, Child Development, Family Support, and<br />

Health and Well-Being. The graph on the next page<br />

displays the relationships between the strategies and<br />

the objectives they address.<br />

Priority Strategies<br />

Each strategy addresses one or more<br />

objectives in the plan. Priority strategies<br />

have been identified as those that will be<br />

implemented first and will continue over<br />

the next few years to achieve the<br />

desired results. Supplemental strategies<br />

will be implemented as resources and<br />

time permit.<br />

“Sometimes, I<br />

wonder, do our<br />

parents have<br />

enough skills<br />

within themselves<br />

to realize how<br />

vital (child health)<br />

is?”<br />

Speech clinician<br />

GETTING TO KNOW<br />

OUR COMMUNITY ...<br />

Making Critical Choices<br />

The vast and diverse needs of the children<br />

and families of our county quickly surfaced<br />

as the planning process unfolded. Through<br />

extensive analysis by Community Advisory<br />

and Integration Team members, a multitude<br />

of needs for our children and their families<br />

were identified and prioritized. Team<br />

members relied on their own knowledge<br />

and expertise as well as the qualitative data<br />

results from parent surveys, focus groups,<br />

key informant interviews and community<br />

forums to make key recommendations.<br />

PRIORITY NEEDS<br />

• Children negatively impacted by substance abuse,<br />

child abuse, and domestic violence<br />

• The need for parent education<br />

• The need for high quality, affordable early<br />

education programs<br />

• The importance of prenatal care<br />

• The need to increase screening/identification of<br />

special needs children<br />

• Access to and isolation from services in many<br />

areas<br />

• Improving and caring for parental health (physical<br />

and mental)<br />

• The need for more play spaces<br />

STRATEGIES<br />

Once the intensive work of establishing the desired<br />

results and needs was conducted, the Community<br />

Advisory Teams proposed ways to address the needs<br />

in each community. Team members used a number of<br />

resources and levels of expertise to assist in identifying<br />

the most effective strategies for their communities. The<br />

strategies were then reviewed and analyzed by the<br />

Integration Team from a countywide perspective.<br />

8 9


Priority Strategies<br />

Child and Family Assessment<br />

Implement standardized developmental assessment<br />

tools to be used during pregnancy, at birth, and during early childhood.<br />

Health Care Access<br />

Child Care Advocacy<br />

Advocate for additional State and Federal support<br />

to increase number of child care providers.<br />

Resource Centers<br />

Expand and create family resource<br />

centers customized to local needs.<br />

Objectives<br />

1 2 3 5 8 10 11<br />

Improve access to comprehensive health services. 1 2 3 8 10 11 12<br />

6 7<br />

2 3 4 7 8 12<br />

12<br />

Children<br />

Are Safe<br />

And Healthy<br />

Vision<br />

All children enjoy<br />

optimal physical, cognitive,<br />

emotional and social well-being<br />

Desired Results<br />

Children Are<br />

Ready To Enter<br />

And Succeed<br />

In School<br />

Families Are<br />

Safe, Healthy,<br />

Nuturing And<br />

Self-Sustaining<br />

Systems Are<br />

Responsive To<br />

The Needs Of<br />

Children, Families<br />

and Community<br />

“…a lot of<br />

times we do not<br />

have the<br />

education to be<br />

able to<br />

help…we are<br />

afraid to go<br />

near clinics<br />

and precisely<br />

because of the<br />

lack of<br />

education.”<br />

Spanish-speaking parent<br />

Parenting Education<br />

Implement accessible parent education based on<br />

proven practices.<br />

Sharing Information<br />

Share data between service agencies for the<br />

benefit of the child.<br />

2 3 4 7 8 12<br />

12 13<br />

1<br />

Children are<br />

born healthy<br />

Children live<br />

in a home<br />

Objectives<br />

environment<br />

4 8<br />

supportive of<br />

learning<br />

Parents are<br />

mentally and<br />

physically fit<br />

12<br />

Systems<br />

support<br />

families<br />

System Integration Advocacy<br />

Adopt a system integration policy.<br />

12 14 15<br />

2<br />

Children are<br />

healthy, wellnourished<br />

and<br />

physically fit<br />

5<br />

Children receiving<br />

early screening<br />

and intervention<br />

for special needs<br />

9<br />

Parents practice<br />

developmentally<br />

appropriate<br />

parenting skills<br />

13<br />

Systems<br />

are results<br />

based<br />

System Access<br />

Develop an information and referral system.<br />

Community Education<br />

Develop a community education campaign to<br />

1 2 3 4 5 56 7 8<br />

promote early childhood development. 9 10 11 12 13 14 15 16<br />

Technical Assistance<br />

Provide technical assistance to improve the<br />

capacity and ability of agencies serving children.<br />

12 14 15<br />

1<br />

9<br />

2<br />

3<br />

4<br />

5 56<br />

10 11 12 13 14<br />

7 8<br />

15<br />

16<br />

3<br />

Children are<br />

raised in safe<br />

and nurturing<br />

environments<br />

6<br />

7<br />

Children have<br />

access to high<br />

quality early<br />

childhood<br />

development<br />

programs<br />

Children<br />

develop within<br />

normal ranges<br />

in all domains<br />

10<br />

11<br />

Children are<br />

free from any<br />

form of<br />

abuse<br />

Families are<br />

stable and have<br />

the capacity to<br />

meet the needs<br />

of their children<br />

14<br />

15<br />

Community<br />

has access<br />

to services<br />

Families, providers,<br />

and stakeholders<br />

collaborate on the<br />

well being of the<br />

child<br />

16<br />

System sustains<br />

programs and<br />

services that<br />

achieve desired<br />

results<br />

10 11


Supplemental Strategies<br />

Health Care Quality<br />

Strategies will be phased in incrementally,<br />

with each subsequent strategy building<br />

upon the successful implementation of the<br />

previous one.<br />

Competitive, non-competitive, collaborative<br />

partnerships, and expansion or extension<br />

of programs using proven techniques will<br />

be among the methods of procurement.<br />

Supplemental strategies will be<br />

implemented as resources and time permit.<br />

Promote medical practices with proven results. 1<br />

Prenatal and Pediatric Care Availability<br />

Objectives<br />

Advocate for additional birthing and pediatric medical services. 2 5 7<br />

RESOURCE ALLOCATIONS<br />

The Commission has established a preliminary plan<br />

for distributing funds to support each of the adopted<br />

strategies. The percentages listed below are meant<br />

to guide the implementation process. However, the<br />

actual dollars allocated may be influenced by<br />

unanticipated circumstances that develop during<br />

the course of this plan.<br />

• System Integration - 20%, plus one-time costs<br />

funded from the reserves<br />

• Child Development - 25%<br />

• Family Support - 30%<br />

• Health and Well-being - 25%<br />

Allocation of resources will be needs based and<br />

data driven as determined by the needs<br />

assessment and will not be<br />

guided by geo-political<br />

boundaries.<br />

To promote the concepts of collaboration<br />

and leveraging, First 5 San Bernardino<br />

funds may not be the sole funding source<br />

for any program or provider. Specifically,<br />

matching funds or documented in-kind<br />

funding specific to the project will be<br />

required.<br />

The intent of First 5 San Bernardino is to<br />

make long-term investments, when<br />

appropriate, in the services and programs<br />

that are achieving positive outcomes. Over<br />

time, those services will be required to<br />

obtain assistance from sources other than<br />

First 5 San Bernardino in order to support<br />

their sustainability.<br />

Child Care Quality Standards<br />

Establish standards for quality child care based on proven practices<br />

and assist with accreditation.<br />

6<br />

7<br />

Child Care Capacity<br />

Provide technical assistance for prospective child care providers in obtaining<br />

licensing and certification, and achieving high standards of quality.<br />

6<br />

“To be<br />

honest with<br />

you, I don't<br />

know (what<br />

services are<br />

offered in this<br />

region).”<br />

Mother of two children<br />

Child Care Access<br />

Expand existing financial support to nclude more families and<br />

develop incentives to create slots for children with special needs.<br />

Play Spaces for Children<br />

Provide technical assistance and matching funds to create<br />

more play spaces.<br />

6<br />

2<br />

7<br />

7<br />

12 13


“If you don't<br />

have healthy<br />

parents, you<br />

don't have<br />

healthy children.”<br />

Service provider<br />

EVALUATION<br />

Evaluation is critical to the strategic planning<br />

process because it is the vehicle through<br />

which we track progress, measure impact<br />

and identify the most effective approaches<br />

for achieving the desired results. The Plan's<br />

evaluation component is a reflection of and<br />

builds upon the work completed by the<br />

Technical Advisory Team and First 5 San<br />

Bernardino staff. The approach ensures a<br />

comprehensive, multi-faceted, and<br />

collaborative process. We are committed<br />

to documenting program and participant<br />

outcomes as well as examining<br />

community-wide impact through an array<br />

of data collection methods.<br />

As we move forward, our partners will<br />

include advisory committee members,<br />

community experts and service providers.<br />

The evaluation is designed to answer the<br />

following questions:<br />

• How many unduplicated families,<br />

children and service providers<br />

participated in programs?<br />

• Do children ages 0-5 who participate<br />

in First 5 San Bernardino activities<br />

demonstrate improvement in<br />

indicators of well being?<br />

• What outcomes have service agencies<br />

and their participants achieved?<br />

• Which implementation strategies are<br />

supported as best practices?<br />

• Are systems of care to families of<br />

young children more integrated and<br />

coordinated?<br />

• What needs of families and children<br />

were identified that will need to be<br />

addressed in the ongoing strategic<br />

planning process?<br />

• What impact has First 5 San<br />

Bernardino had on community-wide<br />

indicators of well-being?<br />

These questions demand both immediate and longterm<br />

tracking of the plan's impact in our community.<br />

Evaluation planning must respond to change as the<br />

strategies are implemented. Because the needs of<br />

children, families and communities change, First 5<br />

San Bernardino will conduct an annual review of its<br />

strategic plan with a three to five year look ahead<br />

every year.<br />

Environmental factors, changes in demographics, the<br />

effectiveness and efficiency of services, and resource<br />

availability, among other things, will be considered. An<br />

advisory committee comprised of technical experts<br />

and community representatives will provide the<br />

professional and community input essential to making<br />

this happen.<br />

LOOKING<br />

TO OUR FUTURE<br />

This Strategic Plan is designed to help<br />

our children thrive. It took hundreds of<br />

people to create this plan, and it will take<br />

thousands more to make it a reality.<br />

What resources, financial and otherwise,<br />

can you contribute? We invite you to join<br />

with our family of agencies, services, and<br />

individuals working together to give all<br />

children a brighter future.<br />

Armed with the knowledge that the first five<br />

years of a child's life greatly influence his or<br />

her development and chances for future<br />

success, isn't it our collective need,<br />

responsibility, and reward to do so?<br />

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