Community Health & Wellness Center (CHWC)

Transforming Rural Healthcare Through Strategic Planning, Development, and Community EngagementADVANCING

 

HEALTH EQUITY IN NORTHWEST CONNECTICUT

 

Community Health & Wellness Center (CHWC) is the only Federally Qualified Health Center (FQHC) in northwest Connecticut, serving over 6,000 patients annually—60% of whom are Medicaid recipients. CHWC’s mission is to eliminate health disparities and expand access to quality, affordable healthcare for all, regardless of income. In response to the region’s growing rural healthcare crisis, CHWC launched a new regional healthcare center in North Canaan to increase access to primary and behavioral health services for communities facing transportation barriers, provider shortages, and economic instability.

 

As Strategic Advisor to the CEO, I played a central role in the development, launch, and positioning of this new center, ensuring its sustainability, visibility, and deep connection to the communities it serves. This engagement involved shaping organizational strategy, branding and communications, community engagement, and fundraising development—all critical to CHWC’s success and long-term growth.

 

STRATEGIC PLANNING, BRANDING, AND DEVELOPMENT

 

I began by convening CHWC’s largest funder, the Foundation for Community Health (FCH), along with CHWC’s leadership, to refine the vision for the regional healthcare center. From there, I developed a comprehensive strategy to support its growth, working across fundraising, marketing, operations, and community engagement to ensure a successful launch. A major component of my work was leading CHWC’s first development initiative, including donor prospecting, foundation relations, and strategic fundraising messaging. While major funding—including $3 million from the State of Connecticut and $2 million from FCH—had already been secured, I helped expand CHWC’s financial base by securing new support from Berkshire Taconic Community Foundation, Northwest CT Community Foundation, NBT Bank, and private donors. I also recruited and hired CHWC’s first Development Director, ensuring long-term capacity to cultivate and manage donor relationships.

 

In parallel, I created CHWC’s first marketing department, hiring a marketing manager and leading a complete rebrand to elevate the organization’s presence and build trust with patients, donors, and the broader community. This included a full redesign of CHWC’s visual identity, a rewritten website, new print and digital materials, and a library of high-quality, patient-centered photography and video content. Given the diverse populations CHWC serves, all communications were bilingual (English and Spanish) and reflected real patients across racial, socioeconomic, and geographic backgrounds. By integrating storytelling and inclusive messaging, I positioned CHWC not just as a healthcare provider but as a community anchor addressing the social determinants of health—such as access to transportation, food security, and economic stability.

 

In addition to marketing and development, I advised CHWC’s executive leadership on operational strategy and business planning, working closely with the CEO and COO to develop new revenue streams, expand school-based health centers, and strengthen partnerships with regional nonprofits and state agencies. I also led community engagement efforts, securing CHWC’s participation in key public forums, launching its first major fundraising event, and positioning CEO Joanne Borduas as a thought leader in Connecticut’s healthcare policy landscape.

 

RESULTS AND IMPACT

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The launch of the North Canaan healthcare center exceeded expectations, with strong patient demand and a waiting list soon after opening. CHWC’s fundraising capacity and donor base significantly expanded, ensuring financial sustainability for its future growth. The new marketing and communications strategy transformed CHWC’s visibility and credibility, while bilingual, patient-centered materials deepened engagement among Medicaid-eligible populations. By integrating branding, development, and operational strategy, I helped reposition CHWC not just as a healthcare provider but as a leader in rural health equity, advocacy, and regional collaboration.

 

CLOSING THOUGHTS

 

The transformation of CHWC demonstrates how strategic planning, public-private partnerships, and community-driven investment can revitalize essential services and institutions. As we seek to create inclusive, thriving communities, CHWC’s success provides a roadmap for ensuring economic investment translates into long-term benefits for residents, businesses, and community organizations. Key takeaways from this engagement—including equitable development strategies, culturally inclusive branding, and strong institutional partnerships—can inform approaches to community revitalization, ensuring the process remains connected, accessible, and opportunity-rich for all.