STRATEGIC ARTICULATION MAP
OUR MISSION What we are called to do
OUR VISION What we aspire to see once we've done it
To improve the
A world where all women, families and communities are
health and well-being of women, families and communities, centering the unique needs of Black women.
whole, healed and well.
1
OUR PURPOSE
CBWW addresses the physical, mental, and economic needs of women and families through:
Maternal health services for families
Accessible and integrated healthcare and broad-reaching health promotion programs
Economic wellbeing services
2
HEADLINE INDICATORS
Community Reach Number of patients served and impacted, (Percentage of Black women population and families)
Programs assessed and evaluated (Number of Programs and their evaluation scoring)
Number of staff (Total, Hired, retained, external partners, etc.)
Wellness statistics driven by health and wellness benchmarks with year over year growth
Health outcomes for Black women and families served by CBWW
Maternal and infant mortality rates in Georgia
Fund diversification (Funds raised, private donors, sustainability and growth)
3
CORE VALUES
Justice We advocate for systems and policies that center racial and gender equity in health, wealth, and opportunity.
Health Equity We champion fair access to quality healthcare, addressing the systemic inequities that affect Black women and their families.
Excellence We are committed to quality, evidence-based practices, and measurable results in everything we do.
Dignity We honor the inherent worth of every individual by creating spaces that affirm, uplift, and respect all identities and experiences.
Empowerment We activate the strength and voice of Black women to lead in their healing, health, and decision-making.
Cultural Humility We show up with curiosity, compassion, and continuous learning—recognizing the dignity and diversity of all.
Legacy We honor the intergenerational strength of Black women and work to ensure a healthier, more just future for those to come.
Whole Well-Being We nurture the full spectrum of wellness—physical, emotional, social, economic, and spiritual.
Community-Centeredness We listen deeply and respond boldly to the needs, dreams, and wisdom of our community.
Collaboration We believe in the power of partnership—amplifying impact through shared vision and collective action.
Trust We build relationships rooted in transparency, accountability, and consistency.
4
VISION SNAPSHOTS THINK BIG 2030
CBWW is a national model that is followed to improve care for underserved populations.
Multiple locations and significantly increased patient and clients, requiring more space.
Better outcomes for the population we serve.
Health disparities would disappear with decreased rates of maternal and infant mortality and a reduction in morbidity and mortality for chronic diseases in our community.
CBWW is a thought leader , presenting data that demonstrates the decrease in disparities and increase of health women and healthy pregnancies.
Our model of patient centered care is adopted by other healthcare systems.
CBWW is a pillar in the community for the significant decline in health disparities.
5
VISION SNAPSHOTS START SMALL 2026
Engage and serve significantly more clients and expand services to address health and wellness needs in a larger area of the community.
Quantifiable data showing increased penetration in the addressable market.
Sustainability in staffing and programming despite changing sociopolitical climate
New revenue sources and models, including acceptance of public and private insurance.
CBWW is able to secure more private funding , including more grants and donors, to support our mission.
CBWW has an engaged, diverse ecosystem of partners who stand with us as we deepen this work devoted to women’s wellness.
All areas of CBWW are using our data systems consistently to tell our stories.
CBWW begins to implement an enhanced data system that makes it easier to measure specific health disparity outcomes.
CBWW is sharing stories of both healthcare success and expansion of community wellness.
Increase in patients and healthcare providers.
6
VISION SNAPSHOTS GROW FAST 2028
Appropriate staffing structure and revenue sources to support organizational growth and expansion.
Increased sustainability : budget capacity – including increased grants, the ability to accept multiple types of insurance, and financial and staff sustainability.
Increase in patient and client services supported by increased funding and staffing.
Increased number of clients served with data to document improved health and wellness outcomes.
50% increase in patients served through increased demand and other locations of services. 50%
A developed PR and media strategy that shares CBWW successes, patient and community engagement, care model and impact data through multiple platforms.
Balanced payer mix amongst patients, and broadened billable services, such as in office imaging and other ancillary services.
Model replicated throughout the state of Georgia serving multiple communities, not just Atlanta.
7
DIFFERENTIATORS
Marketing and Communications plan with clear talking points about who we are and what we do
Strong senior leadership to support strategic direction
Succession plan and deep bench strength
Engaged, committed board
Diverse funding and partnerships
8
STRATEGIC PRIORITIES
Strengthen Core Health Equity Infrastructure
Amplify Women's Wellness & Community Empowerment
Accelerate Visibility, Influence & Thought Leadership
Fuel Growth Through Diversified Revenue & Strategic Partnerships
Design for Impact, Scale, and Learning
9
Strengthen Core Health Equity Infrastructure
Recommended Year
Critical Initiative
Rationale
Develop a Data-Driven Impact Platform
This is foundational for every other goal; CBWW can’t scale what it can’t measure. Supported in 2026 vision snapshot: “data systems consistently to tell our stories.”
2026
Launch an Internal Project & Performance Management Team
2026
Staff want more tools to match the mission's pace.
Rebuild a Balanced Payer Strategy
Supports immediate sustainability and growth (“accepting insurance again”). This unlocks more patients and programs.
2027
Design a Succession & Leadership Bench Plan
A strategic differentiator for stability; must start early to be ready by 2028–2030 expansion. Referenced in “succession plan and deep bench strength.”
2028
Codify and Replicate the CBWW Care Model
Needs to follow the data and sustainability groundwork laid in 2026. Supports statewide replication noted in 2028 snapshot.
2029
10
Amplify Women's Wellness & Community Empowerment
Recommended Year
Critical Initiative
Rationale
Expand Services Through Community Hubs
“Expand services to address health and wellness needs in a larger area” is explicitly called out for 2026.
2026
Expand Services to Include Robust Mental Health and Neurodiversity Support
2026
Deepens CBWW’s holistic model and equity-first care framework.
Integrate Holistic Health Education Programs
Strengthens engagement and trust while improving outcomes early. Aligns with “expanded services” and “better outcomes.”
2027
Create the ‘Sister Circle’ Peer Navigation Program
Peer-based models increase reach and trust quickly; accelerates community outcomes. Matches 2026 “diverse ecosystem” language.
2028
Launch Signature Women’s Wellness Campaigns
Needs initial data and outcomes in place to drive compelling storytelling and influence. Aligns with CBWW’s role as “thought leader” in 2028.
2029
11
Accelerate Visibility, Influence & Thought Leadership
Recommended Year
Critical Initiative
Rationale
Build a CBWW Visibility & Communications Engine
Needed to amplify early wins, attract partners/funders, and clarify positioning. Matches 2026 “clear talking points” and “engaged ecosystem.”
2026
Engage Strategic Media & Influencer Partnerships
Critical to build audience and reinforce CBWW’s differentiators as early as possible. Leverages 2026 “media strategy” and brand storytelling.
2027
Establish a CBWW Wellness & Equity Think Tank
Aligned with aspirations to move “from best-kept secret to national model” and support “institutionalized insights.”
2028
Form a Policy and Advocacy Council
Policy efforts need data and community stories first. Aligns with 2028’s statewide positioning and thought leadership.
2028
Launch an Annual State of Black Women’s Wellness Report
Should begin once early impact data is available and visibility strategy is established. Supports national model ambitions by 2030.
2029
12
Fuel Growth Through Diversified Revenue & Strategic Partnerships
Recommended Year
Critical Initiative
Rationale
Implement a Fund Diversification Strategy
Needed to stabilize operations and fund expansion. Matches “new revenue sources” and “increase in grants and donors” in 2026 snapshot.
2026
Formalize a Board Development & Strategic Fundraising Committee
2026
Aligns with “governance capacity” and sustainable fundraising infrastructure.
Activate Strategic Cross-Sector Collaborations
These partnerships take time to cultivate and will support all other scaling efforts. Matches “increased partnerships” language.
2027
Create a Fee-for-Service Expansion Plan for High-Demand Services
2028
Aligns with “Earned Revenue & Billing Expansion” and SDOH reimbursement models
Establish a Social Enterprise Wellness Venture
Follows initial revenue stabilization and staffing growth. Supports 2028 “earned income” and “organizational growth.”
2028
Build a Philanthropic Investment Case for Expansion
Aligns with immediate funding goals and storytelling needs. Essential for mid- and long-term scaling. Matches “private funding to support our mission.”
2029
13
Design for Impact, Scale, and Learning
Recommended Year
Critical Initiative
Rationale
Create a Program & Outcomes Dashboard
Baseline measurement is essential early on to inform growth and funding. Aligns with “programs assessed and evaluated.”
2026
Develop a Staff Engagement & Wellness Strategy
Staff stability is a major concern in the 2026 snapshot—this must be addressed early.
2027
Pilot an Innovation & Learning Lab
Needs a solid foundation of programs and data; best launched during the growth phase. Supports 2028’s care model development.
2028
Create a Community Research Engagement Framework
Builds on “Training & Knowledge Dissemination” and supports “CBWW as a national model.”
2028
Establish a Scaling Readiness Assessment Framework
A critical step before the 2030 replication and state expansion—ensures capacity. Matches “organizational growth and expansion.”
2029
14
Critical Initiative GANTT chart
2029
2026
2027
2028
Strengthen Core Health Equity Infrastructure
Develop a Data-Driven Impact Platform Launch an Internal Project & Performance Management Office Rebuild a Balanced Payer Strategy
Design a Succession & Leadership Bench Plan Codify and Replicate the CBWW Care Model
Amplify Women's Wellness & Community Empowerment
Expand Services Through Community Hubs Expand Services to Include Robust Mental Health and Neurodiversity Support Integrate Holistic Health Education Programs
Create the ‘Sister Circle’ Peer Navigation Program Launch Signature Women’s Wellness Campaigns
Accelerate Visibility, Influence & Thought Leadership
Build a CBWW Visibility & Communications Engine Engage Strategic Media & Influencer Partnerships Establish a CBWW Wellness & Equity Think Tank Form a Policy and Advocacy Council Launch an Annual State of Black Women’s Wellness Report
Fuel Growth Through Diversified Revenue & Strategic Partnerships
Implement a Fund Diversification Strategy Formalize a Board Development & Strategic Fundraising Committee Activate Strategic Cross-Sector Collaborations Create a Fee-for-Service Expansion Plan for High-Demand Services
Build a Philanthropic Investment Case for Expansion Establish a Social Enterprise Wellness Venture
Design for Impact, Scale, and Learning
Create a Program & Outcomes Dashboard Develop a Staff Engagement & Wellness Strategy Pilot an Innovation & Learning Lab Create a Community Research Engagement Framework Establish a Scaling Readiness Assessment Framework
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