QUARTER 3
OCTOBER 2026
ACHE of the Triangle and Eastern North Carolina
THRIVE MESSAGE FROM ACHE-TENC PRESIDENT TRENT BEACH, PHARMD, FACHE
Congratulations to our newest Fellows! MEMBER SPOTLIGHT BRETT MORAN, MHA, FACHE
CHECK OUT OUR UPCOMING EVENTS!
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About Us ACHE of the Triangle & Eastern North Carolina (ACHE-TENC) is a nonprofit membership association and an independent chapter of the American College of Healthcare Executives (ACHE), a professional society representing over 50,000 members worldwide. ACHE-TENC serves nearly 1,000 ACHE members who live and work in the 54 North Carolina counties from the RaleighDurham area north to the Virginia border, east to the Outer Banks, and south to the South Carolina border. Our Vision ACHE of the Triangle & Eastern North Carolina (ACHE-TENC) aims to be recognized as the leading professional membership association dedicated to supporting and advancing healthcare leaders throughout the region. Our Mission Our mission is to support the professional development of healthcare leaders in the region, preparing them to shape healthcare management at the local, regional, and national levels.
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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.
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CONTENTS 4 ACHE-TENC President’s Message: Trent Beach, PharmD, FACHE
5 Regent’s Message: Ana-Elis Perry, MBA, MSHA, FACHE
6 Join us today!
7 ACHE Member Spotlight: Brett Moran, MHA, FACHE
11-14 ACHE District 2 Mini Congress
16 Fall Summit Information
17 National News
19 Actalent Sponsorship Highlight
20 Thank you to our sponsors
9-14 Chapter Event Synopses A Recap of ACHE-TENC Events in Q3
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ACHE-TENC President’s Message
In an era when healthcare faces unprecedented complexity, there is something profoundly encouraging about seeing leaders invest in one another's success.
Our strength has always been our people. The dedicated volunteers who serve on committees and the Board, the TRENT BEACH, sponsors and partners who support our PHARMD, FACHE mission, the students preparing to become tomorrow's executives, and the Dear ACHE-TENC members, countless members who choose to engage, mentor, teach, learn, and lead Momentum. Connection. Leadership. together all contribute to making this This year we have hosted and supported chapter exceptional. As autumn arrives across North programs ranging from C-suite Carolina, I find myself reflecting on what roundtables and leadership development As we look ahead to the remainder of has already been an extraordinary year sessions to Board of Governors the year, I am energized by the for ACHE of the Triangle and Eastern Examination preparation, networking opportunities before us. We will North Carolina. events, and face-to-face education continue expanding leadership This year has been defined by opportunities. development opportunities, momentum. Not the kind that comes strengthening regional connections, from a single event or initiative, but the These experiences do more than provide advancing members toward Fellowship, kind that emerges when hundreds of credits and certifications. They create recognizing excellence, and creating healthcare leaders come together conversations. They challenge spaces where healthcare leaders can around a common purpose: advancing assumptions. They help leaders return to come together to solve challenges and healthcare leadership and strengthening their organizations with fresh shape the future of healthcare. the communities we serve. perspectives and renewed purpose. Thank you for being part of this journey. Throughout 2026, we have continued We have also celebrated one of the The future of healthcare leadership in our commitment to being the premier greatest measures of chapter success: our region is bright because of you. professional home for you, the the achievement of our members. Thank you for your leadership, your healthcare leaders across our 54-county Throughout the year, we have welcomed engagement, and your commitment to region. From the Triangle to the coast, new members, recognized new Fellows, improving healthcare for the from established executives to students supported advancement journeys, and communities we serve. just beginning their leadership journey, highlighted the remarkable our chapter has remained focused on accomplishments of healthcare leaders Together, we are not simply building a creating opportunities to learn, connect, across our region. Every new FACHE stronger chapter. We are building grow, and lead. credential earned represents a stronger leaders, stronger commitment to excellence, lifelong organizations, and stronger One of the accomplishments that makes learning, and service to our profession. communities. me particularly proud is the continued expansion of our presence across I was particularly humbled by the With gratitude and optimism, Eastern North Carolina. What began as opportunity to introduce Noel Cardenas, a vision to more intentionally engage our ACHE Chairman, at this year’s Trent A. Beach, PharmD, FACHE leaders throughout our entire service ACHE-TENC Soirée, where we invited President area has evolved into meaningful action. him to deliver our keynote speech. We ACHE-TENC had tremendous turnout. Through regional programming, networking opportunities, educational Beyond education and advancement, I events, and leadership engagement, we am continually inspired by the are ensuring that every member, connections being built throughout our regardless of geography, has access to chapter. Whether during our Summer the resources and relationships that can Soirée, member welcome sessions, accelerate professional growth. mentorship activities, committee work, student engagement efforts, or regional Equally exciting has been the energy networking events, I have witnessed surrounding our educational offerings. firsthand the power of relationships. October 2026 Quarter 3 | Page 4
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ACHE-TENC Regent’s Message
financial and community needs are rapidly evolving. Finally, I would like to highlight the Fund for Healthcare Leadership, established by the Foundation of ACHE. Through the Fund, we can help equip fellow members with the skills, training, and support needed to lead effectively today and into the future.
ANA-ELIS PERRY, FACHE
Dear North Carolina ACHE colleagues, As summer begins to wind down and many of us prepare for a new school year, it feels like the right moment to pause, reconnect, and look ahead. Whether your household is navigating back-to-school routines, your organization is preparing for a busy fall, or your team is planning for the next season of healthcare leadership, I hope this time of year brings renewed energy and purpose. Thank you to everyone who participated in the Chapter Member Needs Survey. Your feedback helps shape future planning for each of our North Carolina chapters. It ensures that our programming, networking opportunities, and leadership development efforts continue to reflect what matters most to our members. I also want to encourage you to mark your calendars for the 2027 ACHE Congress on Healthcare Leadership, which will take place March 22–24, 2027, in Nashville, Tennessee. Congress is always a meaningful opportunity to learn from national thought leaders, reconnect with colleagues, and return home inspired to lead with renewed purpose. As we look ahead to the fall, several statewide developments are especially important for healthcare executives to watch.
These changes may affect coverage, administrative complexity, and hospital finances. At the same time, the state is advancing a major Rural Health Transformation Program supported by more than $213 million in first-year federal funding, with priorities that include care access, behavioral health, workforce development, value-based payment, and digital health infrastructure. Governor Josh Stein has also established a Health Care Affordability Commission to identify strategies to improve transparency, value, and affordability for North Carolinians. Finally, ongoing certificate-of-need activity across the state, including highly visible acute care bed decisions, underscores the continued importance of thoughtful capacity planning, community trust, and collaboration across systems. In this environment, ACHE membership offers more than professional affiliation; it provides a practical platform for leaders to learn, connect, and respond together. Through local chapter education, national resources, peer networking, mentoring, career development tools, publications, and access to the FACHE credential pathway, ACHE helps healthcare executives strengthen the leadership capabilities needed to address today's most pressing challenges.
For North Carolina leaders, that means opportunities to share solutions across North Carolina continues to navigate markets, learn from colleagues facing significant Medicaid and health policy similar workforce and access pressures, changes, including federal requirements and build the relationships that make and funding pressures. collaboration possible when policy,
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Thanks to generous donor support, the Fund will provide scholarships in 2026 for the Executive Program, Virtual Career Accelerator Program, and Virtual Career Launch Program. To learn more about the Fund and ways to give, please contact Tim Tlusty, Vice President, Development, at ttlusty@ache.org or log on to the website at: https://my.ache.org/giving-andcontributions. Your support truly matters. Thank you for your continued commitment to ACHE, to your local chapters and to the communities we are privileged to serve across North Carolina. I am grateful for the time, expertise, and leadership that each of you contributes to advancing our profession and strengthening healthcare in our state. I look forward to staying connected and to all that we will accomplish together this fall. Warmly, Ana-Elis Perry, FACHE Regent for North Carolina ACHE-TENC
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ACHE-TENC Member Spotlight Brett Moran, MHA, FACHE Business Development Manager Duke Health Integrated Practice/Kernodle Clinic How long have you been an ACHE member, and why did you decide to join? I have been a member of ACHE and ACHE of the Triangle and Eastern North Carolina since 2008. I joined after working with a mentor and ACHE Fellow who demonstrated the tremendous value of ACHE's educational resources, professional development opportunities, and network of healthcare leaders. The relationships and insights I've gained through ACHE have been invaluable throughout my career and ultimately inspired me to pursue Fellowship status. Today, I enjoy giving back through mentoring and serving on the chapter's Mentorship Committee. What inspired you to pursue a career in the healthcare industry, and what do you do in your current role? I pursued a career in healthcare because I wanted my work to have a meaningful impact on people's lives. While completing my master's in healthcare administration, I was inspired by colleagues already working in healthcare and saw firsthand how healthcare leadership could improve patient care and community outcomes. Over the years, my entrepreneurial spirit has encouraged my interest in business development and my passion for physician practice management. Today, I serve as Business Development Manager for Duke Health's Integrated Practice at Kernodle Clinic, where I focus on strategic growth, physician recruitment, marketing, and facility design that expand access to outpatient clinic care in the communities we serve. October 2026 Quarter 3 | Page 7
What advice would you give to younger members who are earlier in their careers? Get involved early and take advantage of every opportunity to learn and network. ACHE events provide access to experienced healthcare leaders who are adjacent to my health system and other health care entities. In these environments, they are often willing to share advice, give career guidance, and present opportunities you may not otherwise discover. I encourage emerging leaders to explore the growing ambulatory and outpatient healthcare environment, as this is where many innovative care models are developing. Also, earning your ACHE Fellowship designation is a great way to have a structured approach to exploring these innovative care models.
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ACHE-TENC Member Spotlight Brett Moran, MHA, FACHE Business Development Manager Kernodle Clinic, A DukeHealth Practice Finally, seek out mentors and consider administrative fellowship programs in our growing health systems; these opportunities give the greatest exposure to what real-life leadership looks like and the real challenges being faced by these systems. I have found this exposure to be invaluable early on in my career. What professional accomplishments are you most proud of? Personally, I am proud of earning my MHA from UNC Chapel Hill and achieving Fellowship status in ACHE. Earning my MHA early on alongside other colleagues already working through the executive program encouraged me to learn as much as possible. Additionally, becoming a Fellow represented the culmination of many years of professional growth, leadership experience, and commitment to healthcare management. Professionally, I am most proud of helping build a physician network from the ground up in one of my past roles. That effort involved leaning on years of experience when developing the business plan, acquiring physician practices, recruiting providers, building management teams, and launching new clinics. Watching that network grow and improve access to care across the region remains one of the most rewarding experiences of my career. This experience continues to pay dividends as I continue to lean on it in my current role with Duke Health Integrated Physicians/Kernodle Clinic.
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What is one healthcare trend or industry transformation that you are most excited about right now, and why? I'm excited by the continued growth of outpatient and community-based care. Advances in technology such as AI and Abridge in our clinical practice allow more services to be delivered safely and efficiently outside of traditional hospital settings. I believe that these advancements and changes to the care model will ultimately reduce provider burnout and encourage patient engagement by simply improving face-to-face conversations. I'm particularly interested in how health systems are expanding ambulatory services and physician practices, and neighborhood-based care sites to improve access while delivering high-quality, costeffective care closer to where patients live and work. Patients increasingly value convenience and accessible care, and healthcare organizations must continue evolving to meet those expectations.
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Q3 2026
CHAPTER EVENT SYNOPSES
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CHAPTER EVENT SYNOPSIS
ACHE-TENC NETWORKING HAPPY HOUR
Members gathered at the Actalent Raleigh office for a relaxed evening of networking and conversation over great food! Congratulations to Jeffrey Simms and Chad Franzer for winning the Actalent prizes.
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Thank you to our featured sponsor, Actalent, for hosting the Networking Happy Hour!
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DISTRICT 2 MINI- CONGRESS
“LEADING FORWARDS” The 2026 ACHE District 2 Mini Congress, themed “Leading Forwards,” was held September 25–27, 2026, at the Omni Richmond Hotel in Richmond, Virginia. The event brought together healthcare leaders, emerging professionals, and students from across the region for three days of education, discussion, and networking focused on the challenges shaping healthcare leadership today. The Central Virginia Healthcare Executives Group, ACHE of the Triangle & Eastern North Carolina, Healthcare Administrators of Tidewater, and ACHE of the Triad hosted this year’s Mini Congress. Most of our board was able to attend, giving us a great opportunity to learn together, connect with colleagues from across District 2, and bring back ideas and perspectives that can support our chapter and members. The sessions covered a wide range of topics, from alternative care models and rural health equity to financial sustainability, healthcare consumer expectations, infrastructure, and leadership development. Thank you to our members and Executive Board for representing our chapter in Richmond!
The Value of Developing and Implementing Alternative Care Models Moderator: David Long, MBA, MHA, FACHE Panelists: Adrian Mancheno, MD Jessica Long, MHA Stephanie Turner, DNP, MSN, RN Healthcare is increasingly moving beyond the traditional hospital and clinic setting, creating new opportunities to improve access, coordination, and patient experience. During The Value of Developing and Implementing Alternative Care Models, panelists explored approaches including hospital-at-home, chronic care management, telehealth, remote monitoring, integrated behavioral health, and community-based services. A central message was the need to design care around the patient rather than around existing facilities and workflows. Panelists encouraged healthcare leaders to consider which services can safely be delivered closer to home while strengthening communication across care teams and community partners.
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THRIVE The discussion also highlighted the importance of data, provider engagement, technology, and sustainable reimbursement as organizations continue moving toward valuebased care. Ultimately, alternative care models offer healthcare leaders an opportunity to improve access and outcomes. Still, their success depends on thoughtful implementation, clear accountability, and keeping the patient at the center of every decision.
Advancing Health Equity in Rural Communities: Tackling One Pillar at a Time Faculty: Daria Yang, MD, MPH, CPHQ, ACHE Rural health equity requires looking beyond insurance coverage and considering whether patients can realistically access the care they need. This session explored the barriers rural communities continue to face, including transportation, workforce shortages, broadband limitations, affordability, chronic disease burden, and the sustainability of rural healthcare organizations. A major focus was the need to build solutions around the realities of the communities being served. Workforce development can begin locally through partnerships with schools, community colleges, scholarship programs, and career pathways that help residents enter and advance within healthcare professions.
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Community health workers were also highlighted as an important resource, particularly when they are trusted members of the communities they serve and can help patients navigate services, transportation, follow-up, and other barriers. The discussion also challenged the assumption that technology automatically improves access. Telehealth, patient portals, and digital tools can expand care, but only when patients have reliable broadband, appropriate devices, digital and health literacy, language support, and systems that are easy to use. Sometimes a simpler solution, such as texting or direct phone outreach, may be more effective than a sophisticated platform. The session reinforced the importance of bringing preventive and supportive services closer to where people live through schools, churches, community centers, and other trusted local settings. Partnerships across healthcare organizations, community groups, and public agencies can help extend limited resources and create more sustainable approaches to care. The broader takeaway was that improving rural health equity requires more than adding services. Leaders need to understand the practical barriers patients encounter, design care around those realities, and build sustainable models that strengthen access, trust, and long-term community health.
THRIVE Meeting the Needs of Today’s Healthcare Consumer Moderator: Daria Yang, MD, MPH, CPHQ Panelists: Warren McDonald, PhD Gary Collins Serena Friedman Today’s healthcare consumers increasingly expect the same convenience, transparency, and personalization they experience in other parts of their lives. This session explored how those expectations are changing the way patients choose providers, interact with health systems, and define a good healthcare experience. The discussion covered a wide range of factors shaping consumer behavior, including price transparency, ease of access, digital tools, trust, affordability, and the overall patient experience. Panelists discussed the continued growth of direct-to-consumer testing, home-based services, wearables, virtual care, and other models that give patients more control over when and how they receive care. At the same time, the group emphasized that technology should support the human side of healthcare rather than replace it. Several examples focused on reducing friction in the patient journey. Tools such as MyChart and other digital platforms can improve access, but only if patients know how to use them and can easily get help when they run into problems. Simple supports such as screenshots, text reminders, language assistance, and front-desk guidance can make a significant difference in adoption. The panel also discussed the importance of listening to patient feedback and turning it into operational changes rather than treating it as a satisfaction metric alone.
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Consumers are increasingly comparing healthcare experiences with companies such as Amazon and Uber, where service is fast and intuitive. Healthcare organizations may not be able to replicate those models exactly, but they can learn from the emphasis on convenience, simplicity, and responsiveness. Another theme was the growth of alternative delivery models, including mobile health, school-based behavioral health, extended hours, home testing, and programs such as PACE. These models can improve access and convenience, but they still need strong clinical oversight, clear communication, and sustainable reimbursement. The broader takeaway was that healthcare consumerism is not just about adding digital tools. It requires organizations to understand what patients value, remove unnecessary barriers, and create experiences that are easier to navigate while preserving the trust and relationships that remain central to healthcare.
THRIVE On the Executive Track: Leading People Who Are More Experienced Than You Moderator: John W. Sharpe, PT, MBA, FACHE Panelists: Lindsay Collins, DNP, RN, NEA-BC, FACHE Rebekah Compton, DNP, MBA Sloan Albert, FACHE, MHA Financial Sustainability of Healthcare Organizations: A Plan of Action Moderator: Steffany Whiting, MMCi, FACHE Panelists: Beth Cottrell, RN, BSN, MHA/MBA E. Dave Jenkins Jenine Vincent, MHA, CMPE This session focused on financial sustainability as an ongoing operational discipline rather than a one-time cost-cutting effort. Panelists emphasized the importance of knowing the numbers, sharing data across the organization, and helping frontline teams understand how their work affects financial, quality, access, and productivity goals. The discussion also challenged common assumptions about capacity. A backlog does not always mean more equipment, beds, or staff are needed. Leaders need to identify whether the real issue is utilization, scheduling, workforce, or access before making additional investments. Workforce strategy was another major theme, particularly the value of partnerships with universities, community colleges, home health, post-acute providers, and other community organizations. AI and technology were also discussed as tools that can improve documentation, revenue cycle, access, and productivity, but only with strong governance and privacy protections. The main takeaway was that long-term sustainability depends on disciplined operations, transparency, accountability, and a willingness to address difficult problems early. October 2026 Quarter 3 | Page 14
This session explored how emerging leaders can effectively manage people who may have far more experience in healthcare or in a specific specialty. The panel emphasized humility, listening, and recognizing the expertise already present on the team. A key point was that leaders do not need to be the most knowledgeable person in the room. Strong leadership means knowing when to rely on subject matter experts, involve frontline staff, and ask thoughtful questions while remaining accountable for the final decision. The panel also discussed healthy disagreement, encouraging leaders to address conflict directly, challenge ideas rather than people, and create enough trust for honest conversations. They also touched on leading employees who may have wanted the role themselves, developing experienced team members, and building a trusted network of mentors, advisors, and coaches. The broader takeaway was that credibility comes from consistency, curiosity, communication, and respect for the experience of others.
OCTOBER 2026
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UPCOMING EVENTS 1 2026 ACHE-TENC
MENTORSHIP BANQUET October 8th | 6:30 - 8 pm Mez Contemporary Mexican 5410 Page Rd Durham, NC
2 THE CRITICAL ROLE OF
THE CLINICIAN EXECUTIVE IN ORGANIZATIONAL STRATEGY October 14, 2026 5:30 - 7:00 pm Virtual
3 2026 ACHE-TENC FALL SUMMIT
October 23rd | 7:45 am - 4:30 pm The Royal Banquet Hall Raleigh, NC
4 FALL TRIPLE HAPPY HOUR
November 5, 2026 | 5:30 - 7:30pm Boxyard RTP 900 Park Offices Dr, Durham, NC 27713 Hi-Wire Brewing 1020 Princess St, Wilmington, NC 28401 Local Oak Brewing Co. 2564 Railroad St, Winterville, NC 28590
5 DUKE C-SUITE ROUNDTABLE: AMBULATORY OPERATIONS AND OPTIMIZATION November 9, 2026 | 8 - 9:30 am Washington Duke Inn & Golf Club 3001 Cameron Blvd Durham, NC 27705
Click here to visit our Events page for upcoming opportunities. October 2026 Quarter 3 | Page 15
QUARTER 3
ACHE of the Triangle and Eastern North Carolina Navigating Healthcare Disruption Leading Through Mergers and Acquisitions Creating a Sustainable Clinically Integrated Network AI in Healthcare: Strategy, Safety, and System Impact Innovation and the Changing Face of Healthcare Delivery
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DYNAMIC PANELS OF INDUSTRYLEADING VOICES
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IN-PERSON ACHE QUALIFYING EDUCATION CREDITS
OCTOBER 23rd, 2026 | 7:45 AM - 4:30 PM THE ROYAL BANQUET HALL RALEIGH, NC
NATIONAL NEWS A National Strategy To End The Health Care Workforce Pipeline Crisis The United States continues to face significant physician and nursing shortages, but rather than treating shortages within each profession separately, leaders need to address barriers across the full path from education to practice. The challenges occur at different points in the pipeline. Nursing programs face limited faculty and clinical training capacity, which can restrict enrollment even when qualified applicants are available. For physicians, constraints often emerge later through limited residency opportunities and the uneven geographic distribution of training positions. Rural, lowerincome, and underserved communities may experience these workforce gaps most acutely. A more coordinated national strategy that strengthens early exposure to health careers, expands education and training capacity, supports graduate medical education, and improves workforce planning is recommended. Increasing the number of health professionals requires more than recruiting students or filling current vacancies; it requires sustained investment throughout the workforce pipeline.
For health organizations, these shortages have implications beyond staffing. They can affect patient access, continuity of care, clinician workload, and an organization’s ability to respond to community needs. Strengthening the workforce pipeline may therefore be an important step toward building a more sustainable and accessible health care system.
This includes maintaining a centralized inventory of AI tools, clarifying organizational ownership and decision-making responsibilities, and using crossfunctional oversight throughout an AI system’s lifecycle. The goal is to reduce duplication while ensuring that clinical, technical, privacy, and regulatory concerns are considered together.
Three Federal Streams, One Governance Problem: Building Unified AI Oversight In Health Systems
For health organizations, the broader takeaway is that AI governance is becoming an ongoing organizational responsibility rather than a one-time technology review. As AI continues to influence clinical workflows and patient interactions, effective oversight will require coordination across departments and clear processes for monitoring how these tools are used after implementation.
There are several federal oversight pathways that can affect health AI, including requirements tied to health information technology, medical devices, and payment and quality programs. State-level laws can add another layer of complexity. An AI tool used in clinical care may therefore raise questions for multiple teams at once, including compliance, legal, information security, IT, and clinical leadership. Rather than developing separate review processes for every new requirement, it is recommended to use a more unified approach to AI governance.
References Jain, A., & Santa Maria, D. (2026, August 12). A national strategy to end the health care workforce pipeline crisis. Health Affairs. https://www.healthaffairs.org/content/forefront/national-strategy-end-health-care-workforce-pipeline-crisis Walia, P., & Rawal, R. (2026, July 8). Three federal streams, one governance problem: building unified AI oversight in health systems. Health Affairs .https://www.healthaffairs.org/content/forefront/three-federal-streams-one-governance-problembuilding-unified-ai-oversight-health October 2026 Quarter 3 | Page 17
Credits Creative Directors
Contributing Writers
Christian Bergevin, UNC Health Dolapo Busuyi, ECU Health Holly Harris, UNC Health Babar Iqbal, Health Career Connection Ashley Mahan, UNC Health Isabelle Murphy, UNC Chapel Hill Lynn Norwood, A.T. Still University Trent Beach, FACHE, UNC Health Ana-Elis Perry, FACHE, UNC Health Melissa Westburg, Actalent Brett Moran, FACHE, Duke Health Integrated Practice/Kernodle Clinic
President President-Elect Immediate Past President Treasurer Secretary
Trent Beach, FACHE, UNC Health Paul Marini, FACHE, UNC Orthopaedics Matt Gitzinger, FACHE, UNC Health Alliance Savannah Stallings, Duke Health Jessica McGee, FACHE, UNC Health
President Advisory Council
Tom Hughes, FACHE, UNC Health Rex Ana-Elis Perry, FACHE, UNC Health Swati Bhardwaj, FACHE, Southern Atlantic Healthcare Alliance Emily Greene, FACHE, Duke Health
2026 Committee Chairs
Ashley Mahan, UNC Health Holly Harris, UNC Health Margarita Khosh, MK Medical Solutions LLC Jan Lee Santos, Methodist University Cape Fear Valley Health School of Medicine Susan Gueiss, FACHE, Duke Health Integrated Practice Sheila Kelty, FACHE, IMH Healthcare Kishan Shah, Duke Health Sarah Vorhees, Harris Teeter Pharmacy Euniqua Bullock, Duke Health Integrated Practice Amina Dixon, Duke Health System Allen Stephens, Duke Health Integrated Practice Jennifer Woody, UNC Health Jessica Teague, Hillrom/Baxter Inc Brian Cocks, Baxter International Inc. David Long, FACHE, ECU Health THRIVE www.ache-tenc.org
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SPONSORS
SPONSOR HIGHLIGHT: How Healthcare Leaders Can Recruit and Retain Talent in a Competitive Market Healthcare leaders across North Carolina are facing a defining challenge: how to recruit and retain the talent needed to support patient care while operating within intense financial and workforce constraints. The heart of the matter is that workforce stability is inseparable from quality care delivery. Talent shortages, burnout, rising competition for skilled professionals, and persistent budget pressure are all making it harder for health systems to staff appropriately. When critical roles remain unfilled, the impact is felt across the organization — from strained teams and turnover to delayed care and operational disruption. The pressure is especially acute in nursing, pharmacy, and entry-level clinical support roles. Today’s healthcare employers are competing for talent on multiple fronts. Pharmacy technicians are in especially high demand, with hospitals, specialty pharmacies, retail pharmacies, and large healthcare companies all drawing from the same pool. Nursing remains another area of strain, as burnout from bedside care continues to affect retention and longterm workforce participation. At the same time, shortages in lab and phlebotomy roles reflect broader pipeline challenges that continue to affect the market. Additional pressures like cost of living, transportation and childcare barriers, flat wages, and reimbursement limitations have made retention just as urgent as recruitment.
In many organizations, compensation is the strongest driver of employee movement, but healthcare leaders are also confronting the reality that support, onboarding, and management quality play a meaningful role in whether employees stay. Through her work with healthcare organizations across eastern North Carolina, as well as her involvement with the Triangle and Eastern North Carolina chapter of the American College of Healthcare Executives (ACHE), Melissa Westberg sees these issues surface repeatedly in conversations among healthcare leaders. The challenge is shared across the industry: how to build a workforce strategy that is responsive, sustainable, and realistic in a highly competitive environment. In response, forward-looking healthcare leaders are recognizing that staffing strategy cannot be reactive. Specialized recruiting support, thoughtful candidate vetting, and a stronger focus on long-term fit can help organizations compete more effectively for talent while reducing avoidable turnover. Just as importantly, leaders who listen to employees, strengthen onboarding, and support teams already carrying the load may be better positioned to sustain care delivery over time. This is a call to action. Healthcare leaders are uniquely positioned to strengthen workforce resilience, but only if they act with intentionality and a clear understanding of what today’s talent market demands. Westberg’s perspective reinforces a simple truth: when organizations invest in the right hiring strategies and take care of the teams they already have, they are better equipped to support both their workforce and the patients who depend on them.
Melissa Westberg October 2026 Quarter 3 | Page 19
Melissa Westberg is a Healthcare Account Manager with Actalent and an active member of ACHE of Triangle and Eastern North Carolina. She works with healthcare organizations across the region on workforce development and talent acquisition strategies.
Thank you to our Sponsors PLATINUM
GOLD
SILVER
BRONZE Click Here for more Information on becoming a 2026 Sponsor! Sponsors play a critical role in facilitating the professional development of healthcare leaders in the region. For additional information, contact our Sponsorship Chairs. 2026 Sponsorship Chairs: Brian Cocks and Jessica Teague October 2026 Quarter 3 | Page 20
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October 2026 Quarter 3 | Page 21
OCTOBER 2026
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QUARTER 3