Triangle Healthcare Executives' Forum of North Carolina
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About Us
Triangle Healthcare Executives Forum of North Carolina (THEF) is a nonprofit membership association and an independent chapter of the American College of Healthcare Executives (ACHE), a professional society representing over 48,000 members worldwide. THEF serves over 600 ACHE members who live and work in the 41 North Carolina counties from the Raleigh-Durham area north to the Virginia border, east to the Outer Banks, and southeast to Jacksonville.
Our Vision
Triangle Healthcare Executives’ Forum will be the preeminent professional membership association for advancing healthcare leaders in the region.
Our Mission
The mission is to facilitate professional development for healthcare leaders in the region and prepare them to shape local, regional and national healthcare management practices.
Goals
Deliver programs that bring local value to ACHE members assigned to our Chapter service region Increase communication among healthcare management professionals
Advance members toward Fellow, ACHE certification
Foster the development and implementation of best practices in healthcare management Practice good financial stewardship
Strategy
THEF updated the Chapter MultiYear Plan in Fall 2020 The plan has been approved by the 2021 Chapter Board, and may be viewed here in its entirety with supporting details THEF Multi-Year Plan, 2021-2023
Greetings colleagues,
I hope you are all doing well and enjoying the warmer weather. It is a beautiful time to be living in North Carolina. Professionally, there is certainly a lot going on. As you know, we have held educational, c-suite round tables, and networking events over the past several months. Even more are planned. I have noticed increased participation at each event, particularly by senior healthcare executives. I want to thank those leaders for being active in our professional society. They clearly understand the importance of mentorship and developing future senior leaders. Their guidance is important now more than ever, with the increasingly complex healthcare landscape. Operationally, most organizations are seeing continued improvements in their labor force, through
the reduction of premium labor expenditures associated with external and internal contract workers, and less dependence on emergency bonus programs. This is helping many rebuild their post-pandemic balance sheets. Despite the significant gains, capital dollars remain very scarce for most organizations. Throughout the continued challenges, a focus on strategy, operational discipline, collaboration and thoughtful leadership are paramount.
In addition, Medicaid expansion and negotiations over HASP payment levels are ongoing and could create further challenges. And, there are so many other challenges, including elevated competition from within and, from outside the state. As we continue to prepare for and address each of these issues, we continue to focus on the basics
of access, quality and safety, patient and employee satisfaction, and of course, financial viability. There is certainly no opportunity for engaged healthcare executives to become bored.
I have been asked many times, “How do you keep upto-date with all of the issues and changes?” Well, it has always been a challenge for me to keep up with the myriad of legal, regulatory and policy changes. Being an active member of both the local chapter and ACHE at the national level has worked well for me. Over the years it has been reassuring to interact with senior leaders (mentors) about current challenges, only to realize that, while there may be some technical differences between issues, it is nothing new to most who have managed similar changes head-on in years-past. I have observed some common denominators that they all shared, such as emotional intelligence, compassion, and the passion to put aside their own career aspirations in order to positively impact the profession.
As always, I am proud to be a member of our professional society, and to be working with colleagues such as you. Thank you for all you do!
VI-ANNE ANTRUM, DNP, RN, FACHE REGENT FOR NORTH CAROLINA
As we move into the summer months, I hope many of you will be able to enjoy some time away from the office refueling and recharging!
It can certainly give you a fresh perspective on things. It also supports mental wellbeing. May was Mental Health Awareness month.
As healthcare executives, we have a real opportunity to destigmatize people seeking mental health treatment.
There are many resources out there to help! Please encourage your teams to take advantage of those and give yourself the gift of good mental health. One great way to support mental health is creating connections with others. ACHE is an incredible way to do this locally and nationally! We are 48,000 strong in membership and growing every day. Our record attendance at Congress shows the value people find in belonging to ACHE.
We have started giving out our prestigious Regent Awards for 2024. Please look for your local chapter’s newsletters to see who won!
We have some new categories this year including DEI champion, faculty, student volunteer, and midcareerist.
Applications will open later this year through your chapter so please take the time to nominate a deserving colleague. It is a fast and easy process.
I want to leave you with one of my favorite leadership quotes from Dr. Cornel West: “You can't lead the people if you don't love the people. You can't save the people if you don't serve the people.”
ACHE measures chapter performance annually based on four performance criteria - net membership growth, education & networking performance, advancement of eligible members, and member satisfaction. The metrics for performance year 2024 have been established, and we are half way there. Keep up the great work!
Education & Networking Performance
2024 Standard: 12
indexed attendee hours
Current Status: 8.5
Member Satisfaction
2024Standard:4.1
Advancement of Eligible Members
2024 Standard: 19
CurrentStatus:check backinQ3
Current Status: 2
Net Membership Growth
2024 Standard: End the year with 803 members
Current Status: 664 members
Here's how you can contribute to meeting our chapter performance goals while investing in your own professional development:
Participate in chapter programming Complete the Chapter Member Needs Survey in May
Earn your FACHE credential
Join ACHE or reinstate your membership
W E L C O M E N E W T H E F M E M B E R S !
The following individuals joined ACHE or transitioned into the THEF Chapter this quarter. We are happy to have you, and look forward to connecting at an upcoming chapter event!
Tonya Hoffman
Dave Durham, MHA
Nikki Perry
Christine Reed
Erin M. Lafferty, DNP, MBA
Leah B. Pfister
Theresa Joyce, MBA, MHA
SSgt Brian Nguyen
YI X. FU
David W Woods
Daniel R. Carter, MBA
Jennifer L. Hymes
Katie E. Pattison, BS
Amber Newcomb
Katie Eimers, MEd
Erin Pearson
Amanda Edwards, MS, PA-C
JOIN US JOIN US TODAY... TODAY...
JOIN REINSTATE
Join now to become eligible for members-only programs and discounted pricing at both the local and national level. Click here to join.
Perhaps your membership has lapsed and you've been meaning to reinstate. Don't miss out on another year! Click here to access your pre-populated reinstatement application.
RENEW
ACHE membership renewal is open. Timely renewal ensures your ACHE membership and THEF chapter affiliation remains in tact with no lapse in membership. Click here to login to your ACHE profile and renew.
FELLOWSHIPADVANCEMENT
New Fellows
Dr. Dennis T. Campbell II, DHA, RN, NEA-BC, FACHE
President
ECU Health Beaufort Hospital
Recertified Fellows
Josephine Malfitano, DNP, FACHE
Associate Vice President Onslow Memorial Hospital
Jessica McGee, MBA, MS, RD, LD, FACHE
Director of Clinical Nutrition UNC Health
THEF congratulates our FACHEs who successfully recertified their Fellow credential with ACHE this past year To recertify, Fellows must (1) complete 36 continuing education credits (12 of which must be ACHE approved face-to-face), complete 2 Healthcare-related volunteer service activities, and complete 2 Community-related volunteer service activities, OR (2) retake and pass the Board of Governors Exam
How to become an ACHE Fellow
Meet the eligibility requirements
Submit your advancement application. Upon approval, you will have two (2) years in which you must take and pass the Board of Governors Exam
When you become board certified in healthcare management as an ACHE Fellow, you'll stand out from the crowd as a professional Take a step toward elevating your professional status today and learn about the requirements to sit for the BOG Exam and the resources available to help you prepare.
Contact the THEF Fellowship Advancement Committee at advancement@thefnc.org for support.
Wendy Webster, MA, MBA, FACHE
"THEF is immensely beneficial to network with others. It provides access to healthcare leaders at all stages of their careers and trainings to grow your expertise.”
The Triangle Healthcare Executives’ Forum is committed to fostering an inclusive environment that recognizes contributions and supports the advancements of all. Sharing this philosophy, I joined the Diversity and Inclusion Committee in 2019 and have served as its chair for the past three years. During this time, I’ve connected with numerous organizations and individuals dedicated to embracing diversity within health care management and the communities we serve.
Throughout my tenure, I’ve connected with the LGBTQ+ community, gaining valuable insights from education sessions, forums and personal connections. One of the most impactful pieces of advice I’ve received is the importance of showing up. Whether well-informed of not, being present and vocal as an ally can make a significant difference.
Watching the powerful documentary, You Belong Here, a suicide prevention campaign that explores stories of LGBTQ+ persons and allies who grew up in and around the rural South, reminded me of the ongoing work needed to ensure everyone feels that they belong.
Pride Month, which takes place in June, is a time to celebrate the joy, confidence and resilience that the LGBTQ+ community exhibits every day. It’s also an opportunity to honor those who have fought for justice and to amplify the voices of the LGBTQ+ community.
Happy Pride Month!
Let’s continue to show up, speak up, and support one another. Together, we can make a lasting impact
CHAPTER EVENT SYNOPSES
Artificial Intelligence in Healthcare: Transformation through Innovation
By Jaleesa Shepard
The 28th annual HESA-THEF Dinner took place on April 11, 2024, at the Blue Hill Event Center at Extraordinary Ventures. This educational event included a panel discussion and dinner, uniting healthcare leaders and students to explore the concept of disruptive innovation Coined by Harvard professor Clayton M. Christensen, disruptive innovation refers to a transformative business model that utilizes technology to enhance the accessibility and affordability of products and services.
Moderator:
Rachini Moosavi, Chief Analytics Officer, UNC Health
Panelists:
Bryan Vaughn, Senior Vice President, Hospitals & Health Systems, LabCorp
Amanda Barefoot, MHA, Managing Director, Health Care + Life Sciences Advisory and Operations, SAS
Neal Chawla, MD, Chief Medical Information Officer, WakeMed
Key Takeaways:
Disruptive innovations have the potential to reduce costs while enhancing the quality and accessibility of care delivery.
There are three main types of AI: machine learning and deep learning, ambient listening and large language models, and computer vision and visual analytics
A significant lesson learned was the importance of transitioning from late adoption to early adoption. It is crucial to educate the target audience using inclusive language and to pilot innovations on a smaller scale to demonstrate proof of concept
Aside from the panelist discussion, the networking hour provided students with the opportunity to meet numerous healthcare professionals, establishing valuable connections and cultivating future mentorships. During the event, the 25th annual Ed McCauley Scholarship award was presented.
The dinner was highly successful, thanks to the generous support of our sponsors and the diligent efforts of our organizing team We are eager to sustain this dialogue and collaborate towards a more innovative future in healthcare.
CHAPTER EVENT SYNOPSIS
By Tom Hughes
Moderator:
Tom Hughes - Senior Vice President & Administrator
Panel members above:
Dr. Neal Chawla – Chief Medical Information Officer
Carolyn Knaup – SVP, Strategic Ventures and Ambulatory Operations
Dr. Karen Chilton – SVP and Chief Quality Officer
Valerie Barlow – SVP and Administrator, WakeMed North
Dr. Seth Brody – EVP and Chief Physician Executive
Triangle Healthcare Executives Forum (THEF), a local chapter of the American College Healthcare Executives (ACHE), held its sixth C-suite Roundtable at the WakeMed Cary Hospital today. The senior executives that participated on the panel had very diverse backgrounds, including chief quality officer, chief medical information officer, chief physician executive, and two senior vice presidents who lead significant enterprises in the Triangle. THEF’s President Tom Hughes, FACHE, moderated the discussion. There was a wide-range of topics covered by the panel. The focus began talking about private equity’s impact on healthcare, including our local market. There was significant discussion which led to questions regarding North Carolina’s recent CON changes. Quality reporting and transparency, clinical pathways and AI integration, pharmaceutical trends, and many more topics generated significant dialogue between those in attendance and the panel.
Today’s event was a great representation of THEF’s ongoing efforts to bring together healthcare leaders from all systems, industries and career levels in an effort to continue to break free of silos that hamper fruitful discussions and the sharing of best practices, ideas and ways to improve the overall health of the communities we serve. A special thanks to Dr. Seth Brody, Dr. Neal Chawla, Dr. Karen Chilton, Carolyn Knaup and Valerie Barlow. Please be on the lookout or for future THEF events, a list of which can be found on our website at thefNC.org.
CHAPTER EVENT SYNOPSIS
In May, THEF met up at Boxyard RTP, where old shipping containers have made a perfect happy hour setting Participants could choose from a variety of drinks & food options while getting to know other THEF members. It was great to see so many old & new faces!
-Colleen Ferlotti
This quarter THEF also visited ECU Health in Greenville, NC. The event was described as insightful and engaging, with many members coming from the Triangle. Members were enlightened by the different challenges ECU faces as a rural health provider, and were able to network with members across the eastern part of North Carolina. Leaders from ECU represented operations, strategy, nursing, and clinical quality.
Panelists:
Dr. Niti Armistead, Chief Clinical and Quality Officer
Trish Baise, Chief Nursing Executive
Brian Floyd, Chief Operating Officer
Todd Hickey, Chief Strategy Officer
THEF SUMMER SOIRÉE
THEF hosted its annual signature networking and FACHE convocation event on June 27th at the JC Raulston Arboretum.
The event featured a keynote speaker, catered dinner, fellow convocation, awards presentation, and mentorship address. We were honored to have the chair-elect of ACHE, Michele Sutton, join us to share her story and the impact of ACHE on her career.
Closing the Gap: Making Digital Health More Equitable
By Colleen Ferlotti
The Opportunity
Now more than ever, Health Equity is at the top of healthcare leaders’ priorities In fact, National trends demonstrate this clearly - The Joint Commission has recently launched a new Health Equity Accreditation, Health and Human Services (HHS) lists health equity and addressing health disparities as a top priority, and Health Equity is the first pillar of the Center for Medicare and Medicaid (CMS) Strategy Plan. US Healthcare is also several years into an industry-wide digital transformation, where technology is being used to augment and enhance patient care It is critically important that organizations recognize both the immense potential and significant challenges that exist at the intersection of the health equity and digital transformation.
The Digital Divide, an illustration of health inequity, is a gap that subsists between population groups regarding access to and usage of digital technologies. Much like the well-known term “social determinants of health,” digital determinants of health are conditions across areas of influence that impact health outcomes By acknowledging and addressing digital determinants of health through a focused digital health equity strategy, healthcare organizations can reduce the digital divide
Karen
DeSalvo, Chief Health Officer at Google poignantly articulated this issue -
“The Digital World gets too excited about the new and innovative tools, and in their excitement about pushing the ceiling, they lose sight of the floor - that many people cannot use the digital tools that are created.”
Access to Digital Health in North Carolina
1 1 million North Carolina households lack access to high speed internet, driven both by lack of infrastructure and affordability. Further, 1.2 million North Carolina (NC) adults do not have the digital literacy needed to participate. In short, much of the North Carolina population is unable to access “the ceiling,” and in order to achieve health equity, organizations should be considering from floor to ceiling in their digital health strategy
Facts & Figures from ncbroadband gov
The Roadmap
Here are six steps your organization can take to ensure your digital transformation reduces, and not widens, the digital divide:
1
Include Equity in your Digital Strategy: Make digital equity a critical part of your strategy and ensure accountability to these objectives by monitoring digital programs through a health equity lens.
2.
Ensure Reciprocal Education: Educate your digital team(s) about equity, and educate your equity team about digital engagements Open conversation and upskilling are simple but effective ways to make sure these elements are not forgotten
3.
Optimize Digital Tools: Select tools that fit seamlessly into your patients’ daily lives. For example, 90% of text messages are read within 90 seconds of being sent. Understanding the tools your patients have access to and using those to engage will set your digital programs and patients up for success
4
Practice Intentional Team Diversity: Engage diverse groups in your planning; inclusive teams contribute to the development of inclusive products. This goes beyond your internal teams to include community partners, like local women’s centers and churches who understand your audience and the barriers they face.
5
Apply Message Sensitivity: Hold your designs to the highest standard - using fonts & colors that work for the visually impaired, offer multiple languages, configure tools to work properly with visual and hearing assistive devices, and more.
6.
Build Organization Advocacy: Leverage relationships with government leaders who can impact access to broadband and infrastructure in your state.
As health equity rises to the forefront of healthcare priorities, it is essential to intertwine this with ongoing digital transformation. Addressing the digital divide - much like social determinants of healthrequires acknowledging and mitigating digital determinants of health. By integrating a digital health equity strategy, healthcare organizations can bridge this gap and ensure that technological advancements benefit all populations
For a deeper dive into effective strategies for reducing the digital divide, read this case study.
