Health—General & Rehabilitative


Working Together to Improve Health and Access for All

aka The Wellness Coalition

Montgomery, AL


The Wellness Coalition facilitates a coordinated, community-wide system to improve the health and wellness of people with limited or no health insurance through collaboration, services, and education.

Ruling Year


Executive Director

Mrs. Molly Stone

Main Address

3060 Mobile Hwy

Montgomery, AL 36108 USA


Healthcare, Access, Chronic disease





Cause Area (NTEE Code)

Public Health Program (E70)

Human Service Organizations (P20)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve

The Wellness Coalition serves the River Region of Alabama – Montgomery, Autauga, Elmore, Lowndes, and Macon Counties – which is home to almost 400,000 residents (US Census Bureau). The River Region has some of the highest rates of chronic disease in the nation. In Montgomery, 40% of adults have high blood pressure; 13% have diabetes; and 39% are obese. Rates in the high-minority, low-income areas of the city are as high as 59% with high blood pressure, 26% with diabetes, and 52% with obesity (CDC 500 Cities Project, 2015). Rates are comparable in Autauga and Elmore and even higher in Lowndes and Macon where there is limited access to healthcare and healthy food due to their rural location. More than 50,000 of the Region’s residents are uninsured and are less likely to seek preventative care, compounding the problem. This perpetuates a vicious cycle where the uninsured are often diagnosed at later stages of chronic disease, causing a greater financial burden and higher mortality rates.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Wellness Case Management

REACH (Racial and Ethnic Approaches to Community Health)

Diabetes Prevention Program

Where we work

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

The Wellness Coalition helps people get the healthcare they need by working to increase the quality, efficiency and effectiveness of healthcare services. TWC focuses on improving access to healthcare for persons with chronic diseases and limited or no health insurance in Central Alabama. The Coalition creates and sustains partnerships among its coalition members to solve problems for area residents with little or no health insurance.

Wellness Case Management - TWC employs Wellness Navigators who are placed in hospital emergency rooms and the TWC office to provide case management. They (1) connect clients to a primary care provider, (2) assist with health insurance enrollment, (3) help clients apply for free or low cost medication, and (4) provide chronic disease self-management education, tracking clients' wellness goals and providing counsel on nutrition, exercise, and disease management. Chronic Disease Education - TWC offers classes to teach people how to manage their health. Classes offered are the Chronic Disease Self-Management Program, Diabetes Self-Management Program, and Diabetes Prevention Program. Classes are held at various times and locations to increase access for area residents. Professional Education - TWC hosts conferences and specialty training for nurses, social workers, case managers, and other social service professionals to increase knowledge of chronic disease prevention and management.

Bringing service providers to the table to work together is the hallmark of The Wellness Coalition’s founding strategy, and the Coalition today continues its original methods of partnership and collaboration to solve community problems and improve the quality of life in the River Region. The Wellness Coalition's strengths lie in its collaborative relationships. Operating on a small staff, the Coalition uses partnerships to expand its reach into community organizations, including hospitals, clinics, social service agencies, and churches, to provide services to its target population. The Wellness Coalition has a highly-qualified, well-trained staff with experience in providing health interventions to tackle the issues of chronic disease. Three of the Coalition's staff members are Master Trainers and six are Lay Leaders for the Chronic Disease Self-Management Program and the Diabetes Self-Management Program. Seven staff members are trained as Lifestyle Coaches for the Diabetes Prevention Program, and eleven are trained as Navigators for the Federally-facilitated Healthcare Marketplace. The Wellness Coalition has extensive experience managing Federal grant programs, including projects through the Centers for Disease Control and Prevention, the Health Resources and Services Administration, and the Centers for Medicare and Medicaid Services.

The Wellness Coalition measures program outcomes and successes by tracking the following indicators: * Number of clients served with Wellness Case Management (linked with a primary care provider, enrolled in health insurance, assisted with access to free medications, provided with chronic disease self-management education) * Number of individual chronic disease education sessions provided for clients * Number of assists with health insurance enrollment The Wellness Coalition collects and reports data through its case management database. Wellness Navigators placed in the emergency rooms also complete a monthly ER log to track referral sources and disposition of each client’s case. The Coalition also conduct client satisfaction surveys to gather feedback on how it can best serve its clients.

In 2017-2018, The Wellness Coalition: * Provided Wellness Case Management services to 1,967 clients, including access to a medical home, linkage to community resources, enrollment in health insurance, and chronic disease self-management education. * Provided 3,185 chronic disease education individual sessions to teach people how to manage chronic diseases, including setting and achieving wellness goals. * Assisted more than 720 medically uninsured patients in local emergency departments to access a medical home and to decrease their use of the ER for primary care. * Provided 638 assists with the Federally-facilitated Health Insurance Marketplace, resulting in 46 enrollments. * Successfully completed four years of work on REACH (Racial and Ethnic Approaches to Community Health) 2014 project, including the involvement of more than 60 partners over the life of the project. * In the final year of the REACH project, trained 3 churches in Montgomery County to administer Living Well Alabama chronic disease self-management classes; trained 3 non-profit agencies to deliver Community Health Worker Services; and established Health Ministries at 3 churches. * Established the River Region’s first CDC-recognized Diabetes Prevention Program and trained seven Lifestyle Coaches to deliver the program to 99 participants in the first year. * Promoted improved wellness and access to healthcare through advertising, news, and media messages that have been viewed more than 5.6 million times by River Region residents.

External Reviews



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The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

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SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?