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Strategic Plan 

In October 2015 Cone Health Foundation announced a new strategy to strengthen the impact it has on improving community health and well-being. The greatest change for the Foundation will be the increased intensity of its proactive work. Most programmatic changes are an evolution for the Foundation, rather than a change in direction, and all are intended to maximize and measure the impact of the Foundation’s investments.

Cone Health Foundation will continue to work in its four current funding priority areas: access to health care; adolescent pregnancy prevention; HIV, and substance abuse and mental health disorders. All four areas remain important to improving the health of the community and opportunities for substantial improvement continue to exist in all four areas. Cone Health Foundation board and staff are optimistic about the potential to achieve meaningful gains in all four areas over the next five years.

See our plan for impact outlined below or download as a PDF.

Access to Care

What we look to achieve by 2021

  • GOAL 1 Reduce the number of uninsured inGreensboro by 20% from 40,000 to 32,000.
  • GOAL 2 Increase the number of uninsured adults receiving integrated, comprehensive coordinated care that is available, appropriate and affordable, at least ten-fold to more than 5,000. In 2014, less than 500 of Greensboro’s 40,000 uninsured adults received comprehensive health care services in a coordinated manner.

How we plan to achieve it

  • Facilitate the adoption of an integrated care model directed at providing primary, behavioral health, and oral health care to uninsured adults.
  • Support the capacity development of indigent care clinics to serve more uninsured adults through technical assistance and training for integrated care.
  • Increase availability of culturally appropriate health care services for immigrants and refugees through the use of community health workers.
  • Invest in an Integrated Care hub that will facilitate integration community wide to achieve optimal care for the uninsured.
  • Improve access to care by supporting outreach efforts to help uninsured adults become aware of and eligible to receive health care coverage.
  • Support advocacy for closing the Medicaid coverage gap in North Carolina.
  • Utilize centralized case managers to effectively address social determinants of health.

Our investments 2019-2021

  • Support ten clinics with a total of $2.1 million to provide access to integrated care services for uninsured adults.
  • Provide $1.6 million to connect homeless, immigrants and refugees to integrated care clinics.
  • Underwrite $301,000 for technical assistance, training and evaluation of grantee partners focused on integrated care service delivery for the uninsured.
  • Increase access to dental care services ($664,000) and prescription medications ($604,000) for vulnerable populations.
  • Award $133,000 in funding to nonprofit organizations to conduct outreach, education and enrollment for the health insurance marketplace.
  • Invest $270,000 to cover the costs of enrollment and co-pay fees for children living in low-income households to gain access to comprehensive health insurance coverage.
  • Invest $758,000 to connect uninsured patients to primary care
    physicians and specialists.

Adolescent Pregnancy Prevention

What we look to achieve by 2021

  • GOAL 1 Reduce Greensboro’s pregnancy rate for 15-19 year olds from 33.2 in 2014 to 20 per 1,000.

  • GOAL 2 Delay second and subsequent births before age 20 by supporting evidence- based programming that helps young parents overcome the odds by avoiding subsequent pregnancies while focusing on good parenting, finishing school and
    ing self-sufficient.

How we plan to achieve it

  • Increase Greensboro teens’ access to effective, affordable, age-appropriate sexual health care.

  • Provide clinician training focused on counseling that promotes highly effective long-acting reversible contraceptives (LARC) as a first option for teens.

  • Support evidence-based programming that helps young parents avoid subsequent mistimed pregnancies while focusing on good parenting.

Our investments 2019-2021

  • Invest $2.4 million in five clinics to expand the availability of quality, teen friendly family planning services that includes use of long-acting reversible contraception and other highly reliable family planning methods.

  • Support clinic partners with comprehensive training, education, monitoring, technical assistance and continuous quality improvement investments totaling $692,927.

  • Promote healthy birth spacing between pregnancies by offering long-acting reversible contraceptives immediately post-partum to women under the age of 20 who deliver at Women’s Hospital.

  • Invest $423,000 to support evidence-based secondary pregnancy prevention programs that are long term and relationship based.

HIV

What we look to achieve by 2021

  • GOAL 1 Increase the number of people tested for HIV (and subsequent new positives) in the emergency department.

  • GOAL 2 Increase Regional Center for Infectious Disease’s viral load suppression from 81% to 87%.; increase Triad Health Project’s viral load suppression from 71% to 90%.

  • GOAL 3 Increase the number of new patients receiving care at RCID to 172 (baseline: 132 at 9/30/2013).

How we plan to achieve it

  • Achieve community level viral suppression (viral loads of <200) by using medical treatment (appropriate initiation of antiretroviral therapy) to keep HIV at a level that helps individuals stay healthy and reduces the risk of transmitting the virus to others.

  • Explore the use of culturally congruent online social networks that promote HIV testing, deliver HIV prevention messages, and increase adherence to HIV medication among men who have sex with men."

Our investments 2019-2021

  • Invest $400,866 in three organizations that seek to help as many HIV-infected people as possible get linked to HIV care, retained in care, and re-engaged in care if they have fallen out- of-care.

  • Invest $1 million to increase access to case management, home-based medical care, dental care, mental health services, and housing assistance to improve retention in HIV care.

  • Invest $748,939 to increase HIV testing efforts and PrEP (pre- exposure prophylaxis) uptake in Greensboro."

Substance Use and Mental Health Disorders

What we look to achieve by 2020

  • GOAL 1 Increase the number of individuals receiving evidence-based care for co- occurring disorders (COD) from 500 to more than 5,000. (This would represent about 25%
    of Greensboro’s COD population.)

How we plan to achieve it

  • Support capacity development of large volume mental health/substance use treatment providers to serve adults with co-occurring disorders based on evidence-based practices.

  • Support the establishment of a learning cooperative among large volume mental health/ substance use treatment providers to share training and education about proven evidence- based practices for treating adults with co- occurring disorders.

  • Support the community’s need to leverage an integrated team approach in opioid treatment, harm reduction and recovery.

Our investments 2019-2021

  • Provide $1.3 million to increase the capacity of six substance use and mental health disorders service providers to effectively address the needs of individuals diagnosed with co-occurring substance use and mental health disorders.

  • Provide $301,000 for technical assistance and training of substance use and mental health providers to be able to effectively treat co-occurring disorders.

  • Invest $417,000 in outreach, screening and referral services for behavioral health treatment of immigrants, refugees and the homeless population.

  • Invest $102,000 to enhance a collaboration that focuses on counseling opioid overdose survivors and others at risk of opiate overdoses to seek substance use treatment or adopt harm reduction strategies."

Our Video Annual Report

Cone Health Foundation Annual Report

The 2017 Annual Report captures our collective achievement. It’s more than just a catalog of events; it’s an exploration of the phenomenal work—both high-profile and subtle—that made our 20th year of service.

Strategic Plan