2020-06-09 PAG FinalPARTNERSHIP ADVISORY GROUP
JUNE 9, 2020 MEETING PAGE 1
ASSEMBLY
The Partnership Advisory Group met to hold a virtual meeting on Thursday, June 4, 2020, at 5:30 p.m. in
Wilmington, North Carolina.
Members present via roll call: Co -Chair Barbara Biehner; Co -Chair Spence Broadhurst; Vice Co -Chair Bill
Cameron; Vice Co -Chair Dr. Joseph Pino; Members: Dr. Virginia Adams; Evelyn Bryant; Chris Coudriet; Cedric
Dickerson; Hannah Gage; John Gizdic; Dr. Sandra Hall; Tony McGhee; Dr. Michael Papagikos; Dr. Mary Rudyk; Dr.
Rob Shakar; Jason Thompson; and Meade Van Pelt.
Members absent: Robert Campbell, Brian Eckel, Jack Fuller, and David Williams.
Staff present: County Attorney Wanda Copley; Clerk to the Board Kymberleigh G. Crowell; Assistant County
Manager Tufanna Bradley; Chief Communications Officer Jessica Loeper; Chief Financial Officer Lisa Wurtzbacher;
Budget Officer Sheryl Kelly; Intergovernmental Affairs Coordinator Tim Buckland; New Hanover Regional Medical
Center (NHRMC) Director of Marketing and Public Relations Carolyn Fisher; NHRMC Chief Legal Officer Lynn Gordon;
NHRMC Chief Strategy Officer Kristy Hubard; Joseph Kahn, Shareholder with Hall Render and outside counsel for
NHRMC; Bobby Hamill, Attorney with Hall Render and outside counsel for NHRMC; Bryan Burgett, Director with
Guidehouse; David Burik, Managing Director with Guidehouse; Greg Van Alstyne, Senior Strategy Consultant with
Guidehouse; Eb LeMaster, Managing Director with Ponder & Company; and Robert Jaeger, Vice President with
Ponder & Company.
Duke Health Representatives present via roll call: Rhonda Brandon; Mary Pat Duncan; Dr. Jeffery M.
Ferranti; Dr. William J. Fulkerson, Jr.; Mary Ann Fuchs; Katie Galbraith; William A. Hawkins; Morgan Jones; Dr. Mary
Klotman; Mike Lazar; Paul Lindia; Michelle Lyn; Dr. Thomas A. Owens; Gail Shulby; Carey Unger; Maryanne
Volkringer; Dr. Eugene Washington; Dr. Stelfanie Williams; and Robert N. Willis, Jr.
Co -Chair Broadhurst called the meeting to order and thanked everyone for participating in the virtual
format. This meeting is being held as a permissible virtual meeting with public access to open session components
in accordance with state law. As with all other meetings, the public can hear the open session portion of the
meetings, but is not participating in the meeting discussion, and there will be no questions from the public in this
forum. When PAG moves into closed session, the public access will have a placeholder slide of "Closed Session
Portion" and no audio; this slide will close and audio will be turned back on as the PAG goes back into the open
session portion of the meeting. This will be the public's visual cue to resume listening. It is anticipated the closed
session will last approximately 60 to 90 minutes.
DUKE HEALTH PRESENTATION
Co -Chair Broadhurst stated the PAG is happy to welcome representatives from Duke Health and thanked
them for taking the time to address members of the public and the PAG. Everyone is looking forward to hearing
further about Duke Health's proposed strategic partnership with NHRMC, and the communities NHRMC serves. PAG
members were reminded that they will be put on mute and have been asked to hold any questions. He then asked
Dr. Eugene Washington to begin the presentation.
Dr. Eugene Washington reviewed slides 1— 9, stating that he serves as the Chancellor for Health Affairs for
Duke University and as President and CEO of the Duke University Health System. On behalf of all at Duke Health and
Duke University, he expressed appreciation for the opportunity to present to the New Hanover community. He then
introduced the other presenters: Dr. William J. Fulkerson, Duke University Health System Executive Vice -President,
Katie Galbraith, Duke Regional Hospital President, and Dr. Thomas Owens, Duke University Hospital President and
Duke University Health System Senior Vice -President. He stated that without question, NHRMC has a long history of
many significant achievements and contributions in southeastern North Carolina. It is the trusted healthcare
organization for the region, recognized by its patients and numerous organizations for providing highest quality care.
It is critical to the local economy, providing thousands of jobs and is a beloved member of the community, making
investments that extend far beyond NHRMC's walls. When Duke Health thinks about being NHRMC's partner, it is
particularly excited by the opportunity to build on this rich history and legacy together to make an even greater
impact across local communities and the region. During this presentation, he and his colleagues will share
information with the PAG in three areas: 1) commitment to the communities served. In particular, it will be
highlighted how these commitments might extend to a partnership with NHRMC, 2) the additional opportunities
that will be achieved together related to expansion of clinical services and access, education and research, and local
economic development and sustainability, and 3) the three strategic partnership principles that will guide everything
Duke Health and NHRMC do together.
Duke Health is a not-for-profit organization. As such, it is mission driven, and its mission is advancing health
together. In fact, improving health is their driving force and is why in 2016, the name was changed from Duke
Medicine to Duke Health. The name change clearly reflects the intention to explore more comprehensive approaches
to health that extend beyond medical care and into other determinants of population health improvement. The
mission to a fully integrated approach brings together four critical aspects of Duke Health: patient care, education,
research, and community health. Duke Health derives its strength in patient care from its world class commissions
and care teams. It is a trusted health system with more than 70,000 in-patient stays each year, and it has had
approximately 2.5 million outpatient visits this past year. Educating the next generation of physicians, nurses,
physician assistants, physical therapists, and other health professionals is central to Duke Health's mission to
improve health and healthcare for patients and communities. In a given year, Duke Health will have in training
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JUNE 9, 2020 MEETING PAGE 2
approximately 3,700 health professional students and 1,500 residents and fellows. It seeks breakthroughs and
knowledge driven by its distinguished community of researchers conducting projects across the full continuum from
laboratory based clinical investigations to population health research. Duke encompasses one of the largest
biomedical research enterprises in the country, with about $800 million annually in sponsored research support,
which produces hundreds of new inventions and treatments that improve healthcare and lives. Duke Health is
dedicated to improving the health of the communities it serves, working to ensure that people who are uninsured
or cannot get care due to financial hardships receive the care they need. It reflects Dukes values and awareness that
healthcare means more than service in a hospital, but is also invested in ways to increase access to healthcare,
alleviating health disparities, and improving communities' overall wellness by identifying and addressing broader
health related needs.
A purposeful focus on the culture, people, and the environment in which they work is foundational to
advancing health together. Duke Health is committed to providing a place where everyone thrives and feels value.
Their culture is strengthened by the philosophy of caring for their patients, their loved ones, and each other. The
core values listed on slide eight were selected by their people and have been embedded in the very fabric of their
health system for years. Duke Health's commitment to diversity propels innovation. Excellence is what they always
strive to achieve and it's who they are. With integrity, Duke Health holds itself to the highest ethical standards. They
know they cannot be successful together without the work of teams. Safety is Duke Health's hallmark, a promise to
delivering extraordinary care and offering its communities hope and healing. Examples of how Duke Health
demonstrates its care for its people, it was one of the largest and first employers in the state that increased minimum
wage to $15 an hour for all employees back in 2019. That is more than twice the current federal and state minimum
wage of $7.25 and in this current distressing economic environment, Duke Health has kept everyone in paid status
and preserved jobs for all, requiring no furloughs or layoffs, affording stability to tens of thousands of households
and livelihoods. It is felt that their values align tightly with NHRMC's and drive the respective organizational cultures.
While the values align, it is understood NHRMC wants to preserve its identity. Duke Health and NHRMC will learn
from each other and customize approaches to coming together, will grow together, and will advance health together.
Katie Galbraith, President of Duke Regional Hospital, reviewed slides 9 through 14 stating she has been with
Duke Health for 23 years with the last 19 years at Duke Regional Hospital. At Duke Health, consistent with its non-
profit mission and with its values, it has a deeply held commitment to North Carolina and to the communities that
it serves. This includes ensuring access to the highest quality of care regardless of one's ability to pay. As seen on
slide 9, in the last fiscal year Duke Health provided close to $600 million in community benefit and investment, that
includes $118 million in financial assistance to eligible uninsured low income patients. It also includes contributions
to community organizations. It includes costs for training tomorrow's healthcare professionals, and Medicare and
Medicaid losses, which are the costs that are absorbed by a health system when government payments do not fully
meet the cost of care provided. Combined, this represents 20% of Duke Health's total net patient services revenue.
The COVID-19 pandemic actually provides a real time example of how at Duke Health, they do really believe in
putting their values into action. Various patient initiatives have been undertaken to provide more financial support
and flexibility, such as temporarily suspending bad debt placements, enhancing financial assistance screening, and
deferring payments on existing no interest payment plans.
The commitment to their communities also includes addressing those healthcare needs of traditionally
underserved communities. Slide 10 highlights an initiative that is the Behavioral Health Center at Duke Regional
Hospital. Currently, the behavioral health services are geographically fragmented, with two separate inpatient units
located five miles apart. Outside Ms. Galbraith's office, construction is underway on a $100 million project that
expands the current emergency department, which has been much needed at Duke Regional Hospital, and then
creates this behavioral health center on the campus. It brings together inpatient, outpatient, emergency, and
electroconvulsive therapy (ECT) services in one location. It will have 42 inpatient beds, two outdoor courtyards, one
for more meditative pursuits, one for more active pursuits, a wonderful community space, an 18 -bed behavioral
health emergency department with its own dedicated activity space and secure outdoor space, 30 outpatient offices,
and an ECT suite. All of it is state of the art and designed in a patient centered way, really advised by members of
the Patient Family Advisory Committee. The building itself provides flexibility over time to be able to develop
programs around transition periods of care. Of course, while it is recognized that a building is not a program, Duke
Health is committed not only to having a central hub for behavioral health services within the health system, but
also really to meet the needs of their behavioral health patients where they are. To that end, a strategic planning
process is underway for behavioral health to really develop a sustained model for integrative care and population
health. It is recognized that they have had a very high no show rate among outpatient behavioral health, so they are
pivoting to mobilize care where their patients are, whether that's embedded in primary care or through telehealth.
At Duke Health, as with NHRMC, their reach extends beyond the four walls of their hospitals. Building
healthy communities really requires purposeful collaboration at the grassroots level with diverse partners and
keeping the community at the center of what they are doing. Collaboration in the community has been the hallmark
of how Duke Health has approached this work for the last two plus decades. They have worked very closely with
community partners, including the local health department, to undertake every three years the community health
needs assessment process. They recognize that their communities, both rural and urban, face complex issues that
require multi -sector approaches. Through the years they have served as a partner, as a catalyst, as an advocate, or
as a leader, depending on what the community says they need from Duke Health. Slide 11 illustrates some of the
many projects that Duke Health has been engaged in over the years in the neighborhoods, schools, and faith
communities. Health does not begin in the doctor's office or in the hospital, it really starts in the communities, in
homes, neighborhoods, schools, and in workplaces. Duke Health is committed to address the social determinants of
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JUNE 9, 2020 MEETING PAGE 3
health. Those factors such as poverty, food insecurity, adverse childhood experiences, race, equity, access to
transportation, etc. altogether impact healthy outcomes. Slide 12 highlights four of the many programs Duke Health
has collaborated on over the years: co-op grocery store, Willard Street apartments, City of Medicine Academy, and
Durham Crisis Collaborative. Ms. Galbraith provided an overview of each program.
Duke Health is unique in that as a community hospital it has the ability to really focus on and have access
to all of the resources of an academic health system and a university, which includes significant research and data
analytics making it a leader in the research into health disparities. It received one of the first Clinical and Translational
Science awards in the nation in 2006. Duke Health has a clear focus on community health improvement and back in
2006 it set in motion an ambitious path to really speed the translation of research to improve population health and
reduce disparities. It has used data science to develop actionable insights and improve health outcomes. Ms.
Galbraith serves on the stakeholder advisory group for one of these initiatives, shown on slide 13, which is the Duke
Center for Research to Advance Health Equity, otherwise known as Reach Equity. The theme of Reach Equity is to
develop and test interventions that reduce racial and ethnic disparities in health by improving quality of patient
centered care in the clinical encounters across settings, across diagnoses, and across stages of illness. The center
received a $7.2 million grant from the National Institute on Minority Health and Health Disparities, which is a subunit
of the National Institutes of Health. The center has three primary studies seeking to address disparities through
improved provider patient centered communication, working to improve assessment and communication of
patients' needs, and training providers to understand and guard against implicit biases. As to what this means for a
partnership with NHRMC, it is Duke Health's commitment to be a strong corporate citizen to improving health equity
to serving our most vulnerable and underserved which will no doubt extend to southeastern North Carolina. Duke
Health will learn from what NHRMC is already doing and learn from each other, and be better together by combining
Duke Health's leadership and health equity research, data science, and analytics with NHRMC's already existing, well
respected strong programs and capabilities to improve the health together of residents in the communities NHRMC
serves.
Dr. William Fulkerson, Jr., Duke University Health System Executive Vice President, reviewed slides 15-20,
stating he is a pulmonary physician at Duke Health and has been in practice there for approximately three decades.
He will be reviewing some key aspects of the proposal and the partnership with NHRMC. The first critical piece is the
importance of maintaining local control, that principle and accountability for NHRMC. In review of slide 17, he noted
some aspects of what that local control would look like in the proposal. The first important thing is a local governance
board that will have responsibility for quality for safety, for operations, and for strategy as well as other matters.
The local board will be a majority of local people, local residents, local physicians, local providers, and the senior
staff of NHRMC, which is an important principle for Duke Health. Duke Health hopes and plans to retain John Gizdic
and his team to be the senior staff going forward and they will continue to be accountable to that local board for
the performance of the NHRMC system. The next aspect is patient safety and quality, which are the highest priorities
for the Duke University Health System. It is what patients expect when they come to a place called Duke Health.
Slide 19 reflects examples of how Duke Health has been recognized for the kind of quality that it delivers. Duke
Health has also held the Magnet Recognized designation since 2014, which is received in recognition for nursing
excellence, nursing empowerment, and nursing engagement. Nursing is absolutely critical to Duke Health in being
able to deliver the quality that is so important to them and only nine percent of all U.S. hospitals have magnet status.
Dr. Thomas Owens, Duke University Hospital President and Duke University Health System Senior Vice -
President, reviewed slides 21-32, and expressed appreciation for the opportunity to make this presentation. A key
to Duke Health's quality of success is a culture of continuous improvement and care transformation. To deliver on
its commitment to zero harm and its commitment to deliver tomorrow's healthcare today, Duke Health has engaged
and empowered its entire team to think about how they can improve health and health outcomes. In the Care
Transformation Program, which is call Clinic Care Redesign, there are over 40 teams involving over 1,000 health
professionals at Duke Health in total, who focus their time, energy, and talent on developing innovative solutions to
tackle key healthcare challenges. Slide 21 shows two of many of Duke Health's recent activities in this area, mobility,
and delirium. The mobility program, which is now implemented across Duke Health, identifies ways to engage each
and every team member to recognize opportunities to enhance activity for patients struggling with illness in the
hospital and in chronic care settings, and find ways to engage and activate patients to maintain their mobility status
in a safe way, avoiding falls, and avoiding injury. The results have been truly remarkable, not only has Duke Health
trained and developed a whole cadre of team members with new skills and recognizing and advancing care for
patients, it has seen an over 40% improvement in patient mobility after hospitalization, and a nine percent reduction
in patients being discharged to care facilities like skilled nursing centers. The second project again connects with its
goal of delivering perfect care. In looking at drivers for death or bad outcomes in the hospital, patients who again
require admission to skilled nursing or subsequent care after hospitalization, it was identified that Duke Health was
doing very well, a national leader in many ways. However, in looking at opportunities for continued improvement,
although its rates of delirium, which is a confusional state that can happen when patients are in the hospital
especially patients that are critically ill, were very good it was thought Duke Health could do better. As such, a broad
program was launched using analytics and tools to recognize risk factors for delirium, and work was done with the
team and national experts to change the ways care is delivered to prevent delirium, or when it starts to recognize it
early and implement strategies to diminish its impact on patients. Duke Health has seen a 19% reduction in hospital
deaths associated with delirium, which has a profound impact and means better outcomes for these patients than
expected, substantially better than national expectations. In addition to the impact on patients, these activities to
transform care and improve quality is actually a critical way to increase Duke Health's team engagement and
empowerment to build the professional rewards associated with care. These activities have been really essential as
a part of the journey towards value based payment models that reward quality, not quantity.
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JUNE 9, 2020 MEETING PAGE 4
As to what it means to put together the discussion being held tonight about delivering the highest quality
of care and what does it mean to employers, patients, and specific leaders, it means an environment where
continuous improvement in health and healthcare improve the patient experience and leads to better health
outcomes for you and your loved ones. This is a journey both of the teams are already on, but Duke Health believes
both can do it better together. As Duke Health was accelerating its own improvement efforts focusing on lean and
continuous improvement, its leadership team came to visit NHRMC to learn from the journey it is on, which is very
similar in many ways, and its experience was found to be extremely valuable. It also means that together the rising
healthcare costs can be addressed and the highest quality care is very cost effective care. This would lead to the
lowering of insurance premiums, out of pocket expenses, and continuing together to reduce hospital readmissions
and other unnecessary and costly healthcare. Duke Health's ultimate goal in value based care is a model where
healthcare incentives for hospitals and providers are fully aligned with quality and the goals of its patients. Again,
not related to quantity or volume of care. This allows the chance to also engage employers to improve workforce
health and well-being and make our communities a destination for employers to bring their workforce and new
business. Lastly, in addition to increasing care coordination across the continuum and working closely with all
community providers, this environment that can be created together creates a strong work environment for
NHRMC's team members, again to engage and empower each and every team member to improve the way they
work, improve their professional experience, and well-being.
At Duke Health, it is believed that the best healthcare is locally managed and it is local care that brings care
close to where people live and work. This has been a part of Duke Health's strategic focus now for the last six to
seven years. It worked in concert with its community to understand the needs of the patients in its community, and
developed a plan across its primary service area to bring remarkable care close to where people live and work. What
has been envisioned across their service area is local care with primary care, urgent care therapy services that are
within a five-minute drive time of 90% of its population by adding over 23 sites with 19 more in development, to
meet that standard of access and convenience for Duke Health patients. The community model of care as shown on
slide 24, represents a larger physical infrastructure and services that include community specialty services and access
to care that still needs to be close to home but where a 10 to 15 -minute drive time is still convenient for those
patients that require a higher level of care. Duke Health is also opening regional care centers to move care that
previously might have been offered in the hospital now, not only closer to home but also in lower cost and more
convenient environments. In the regional models, Duke Health is delivering more highly specialized care in
procedural care with advanced diagnostics, ambulatory surgery, and other procedures, again, close to home with
the highest quality. This brings benefit to the communities, brings benefit to Duke Health's patients that may struggle
the most with transportation issues and social support, such as their elderly patients, rural populations, and other
community members. This model has again demonstrated great success so far. Duke Health has also been investing
and exploring optimal ways to deliver virtual care through telephone and virtual interactions now for several years.
Obviously, the COVID-19 healthcare crisis has caused all at NHRMC, Duke Health, and others to more rapidly
embrace new approaches to improve access to care. Duke Health has found virtual care to be just vital, to where it
is doing 3,000 to 4,000 virtual encounters per day. While fully understanding that virtual care cannot and should not
replace in-person visits and that always needs to be available, in situations as all find themselves today, or for
patients that have transportation or mobility challenges, or just those that prefer the convenience of not having to
go to the doctor's office, Duke Health's capabilities provide a solution, whether by telephone, video, or other home
options. Duke Health sees this as a critical way to continue to deliver tomorrow's healthcare, improved quality and
access, and meet the needs of different members of its community.
Another opportunity to improve care is to keep care local for highly specialized care. Slide 26 reflects Duke
Health's representation in each of the five largest metropolitan areas and the percent of patients who leave the area
for highly specialized care. In the lower right of the slide in NHRMC's region, only 20% of patients leave the area for
specialized care, which is remarkable. Duke Health believes that through the models of care that it delivers in its
region where it has the lowest number of patients leaving, that a great deal has been learned that would translate
well into the NHRMC market. It highlights Duke Health's ability to not only grow very specialized service lines, to
provide patients care close to home, but also its ability to partner with community providers to develop these local
services and capabilities. It is believed that each of these patients who stay close to home not only drives more
convenient care, but based on evidence drives better clinical outcomes.
In putting this all together and what this increased focus on increased access means for the people of New
Hanover County and for NHRMC, Duke Health believes together, choices can be expanded close to home and
increase access points, both face to face traditional healthcare and also innovative virtual care offerings to meet the
community's needs together. Together, the two can address rising healthcare costs, focus on value, the highest
quality of outcomes, the right care in the right location at the right cost. And together, the two can advance health
and improve the community's health overall. This not only drives local economic development through reducing
healthcare costs and allowing additional investment of previous business investment in healthcare into other
business development. It is also known that leading health systems and leading healthcare draws new businesses,
new employers, and new families to the area who are seeking optimal care.
In regard to advancing health education and the impact of research, Duke Health is very proud of its legacy
of education and developing not only leaders in healthcare, but those who serve patients around North Carolina and
the country. As shown on slide 29, Duke Health has a number of recognized programs regionally and nationally. It
has the country's first Physician Assistant Program, and has leading programs in nursing practice, including geriatrics,
acute care, family, pediatric, primary care, and nurse administration. Across the medical education program
specialties, Duke Health has many programs that are widely recognized in the top 10 rankings and have helped
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JUNE 9, 2020 MEETING PAGE 5
develop the team needed at Duke Health as well as the kinds of providers that are needed across North Carolina and
across the country to improve health and health outcomes. There's a real opportunity together to build on the
excellent training programs that are in place in New Hanover, to innovate together and expand access to these
programs and others to develop health professionals in the local community to meet the needs of the health system
together, meet the needs of the community by offering the opportunity for people to advance their economic
opportunities, and see new job opportunities in their community. It is believed that together, the opportunity to
develop medical education and research will create a destination for academics for education and research in
southeastern North Carolina. Duke Health is very excited to work with NHRMC in developing these medical
education opportunities, and also to think about opportunities for research. At Duke Health and in its market, as
mentioned earlier, investment in research, not just to Duke Health but in the region, brings in just over a billion
dollars into the economy and has led to the development of many new businesses with economic benefit and
development from interaction with Duke Health and its health professionals and researchers and educators.
In summary, what does this mean for NHRMC and Duke Health to work together? It means that there is
opportunity to expand training programs and opportunities to build on a wonderful foundation at NHRMC. The two
will be better together in developing innovative training programs and defining the future of health education in
southeastern North Carolina. It is believed a destination center can be created in New Hanover County that can have
national and international draw for learners and for healthcare professionals. The two together can create an
enhanced pipeline of NHRMC healthcare team members sharing best practices in education and clinical care. Duke
Health believes again, this will not only drive local development, but it will improve healthcare and health outcomes
in the local community. What this means and what this has meant recently is that with the COVID-19 pandemic and
the rising rates of infection in its community, Duke Health was fortunate to be the first center in North Carolina to
have access to emerging therapies like remdesivir, which was proven in early trials that Duke Health actively
participated in to be a really valuable therapy for the sickest patients with coronavirus. Duke Health has been able
to extend that not just at its university hospital but across its community hospitals and make a difference in the lives
of its patients. It is believed that together, NHRMC and Duke Health cannot only extend those early life saving
therapies and research to patients in southeastern North Carolina, but that the ability to do that will drive investment
in additional businesses, additional opportunities to expand research and treatment together in North Carolina.
Ms. Galbraith, in review of slides 33 and 34, stated that she feels Duke Health is really uniquely positioned
to support and drive local economic development and sustainability as a partner for NHRMC. She feels there are
data points that really speak to the combined strength of the clinical academic and research enterprise. For example,
she was part of one of the first teams from Duke Health to actually move to downtown Durham in the late 1990s. At
the start of 2004, the entirety of the Duke enterprise had 150 people working in downtown Durham. 10 years later,
that increased 18 times to 2,700 people working in downtown Durham. Today, 16 years later, that has increased 27
times to 4,000 people working in downtown Durham. That's really just the beginning as they think about Duke's
impact on the Raleigh-Durham region and the triangle region more broadly. By marrying the NHRMC and the Duke
Health brands together, it is believed the opportunities are really endless, that the economics conveyed upon closing
the partnership and over time through capital commitments or otherwise, are really just a drop in the bucket. She
then provided an overview of what could be achieved through the partnership. A partnership in terms of what it
would mean, it means increasing economic development and investment, a more diversified economic base, and an
increase in regional growth. In going to the next level, it also means stable wage growth for workers, expanded
opportunities for employers, more capacity for investment in public services like education and emergency services,
infrastructure like roads and bridges, more employment opportunities, and resulting in reduced poverty rates. What
it really comes back to is it means healthier communities where everyone thrives.
Dr. Washington concluded the presentation in reviewing slides 35 through 37, stating he would like to share
the three strategic partnership principles that would guide everything Duke Health does as it looks forward to
partnering with NHRMC. First, for Duke Health this partnership is a mission driven opportunity. Since its founding 90
years ago, Duke University Hospital, now Duke Health, has been dedicated to knowledge, education, and patient
care in service to society. To this day, it has remained steadfast in advancing its values and impact through
partnerships that facilitates achievement of it mission of advancing health together. Second, all team members are
valued, whether it's NHRMC's frontline team members, back office staff, support staff, contract workers, or
otherwise, the goal is to give every team member the best possible professional experience and the tools and
resources needed to succeed as the two organizations advance health together. Third, like NHRMC, Duke Health
through this partnership, will embrace the role of a strong corporate citizen and civic leader as it is understood it is
a member of a larger social fabric. At all times, the two will strive to positively impact individuals, organizations and
emerging issues, and contribute to the common good of the community. Taken together, both mission statements
are quite similar. Beyond delivering tomorrow's healthcare today, both want to build healthy communities. Please
know that Duke Health appreciates that this is indeed a once in a generation transformative opportunity and wants
to provide assurance that it will work with NHRMC to achieve the ultimate goal of improving the lives of the people
who live in the communities both serve.
Co -Chair Broadhurst thanked Dr. Washington and his team for public presentation and commitment to
official partnership with NHRMC.
CLOSED SESSION
Co -Chair Broadhurst announced that the meeting would move into closed session for confidential
discussion and review of confidential information, pursuant to North Carolina General Statute (NCGS) 143-
318.11(x)(1), NCGS 143-318.11(a)(3), and NCGS 131E-97.3. These protect competitive healthcare activities and
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JUNE 9, 2020 MEETING PAGE 6
attorney-client matters. He asked for a motion to move into Closed Session.
Motion: Fuller MOVED, SECONDED by Bill Cameron to enter into a Closed Session pursuant to NCGS 143-
318.11(x)(1), NCGS 143-318.11(a)(3), and NCGS 131E-97.3. These protect competitive healthcare activities and
attorney-client matters. Upon vote the MOTION CARRIED UNANIMOUSLY.
Co -Chair Broadhurst excused the public participants and convened to Closed Session at 6:31 p.m.
CONVENE TO OPEN SESSION AND ADJOURNMENT
Co -Chair Broadhurst called the meeting back to order at 7:35 p.m., thanked the members for their
discussion and work during the closed session, and expressed appreciation to the public who remained on the line
during that time. There being no further business, Co -Chair Broadhurst adjourned the meeting at 7:36 p.m.
Respectfully submitted,
/Kymberleigh G. Crowell/
Kymberleigh G. Crowell
Clerk to the Board
Please note the above minutes are not a verbatim record of the Partnership Advisory Group meeting. Meeting
materials associated with this meeting are included as attachments to these minutes for reference.
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