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Dogwood Health Trust Names Susan Mims Interim CEO

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Mims to drive forward strategic initiatives, ensure continuity in grantmaking

Asheville, N.C. –  The Board of Directors for Dogwood Health Trust has named Susan Mims, MD, MPH, the Interim Chief Executive Officer of the region’s largest foundation focused on the health and well-being of all people and communities of Western North Carolina. Mims will join Dogwood Health Trust in December, partnering with the board and staff to ensure continuity in grantmaking and drive forward strategic initiatives.

“Our goal was to identify an interim who had a strong knowledge of the region, strong leadership and management experience, and existing relationships with partner organizations, allowing the board to be deliberate in considering its needs for a long-term CEO,” said Janice Brumit, chair of the board. “Susan Mims meets those needs, offering a unique perspective on the impact of social determinants of health on individuals and communities throughout Western North Carolina. We appreciate her willingness to step away from her current role and tackle this important work.” 

Mims is currently employed with the Mountain Area Health Education Center (MAHEC) where she chairs the newly established Department of Community and Public Health at UNC Health Sciences at MAHEC. In that role, she built a team of clinical and public health experts in support of MAHEC initiatives that focus on educating future public health advocates, eliminating health inequities, and addressing social determinants of health in collaboration with regional and state partners. These efforts include coordinating a regional community response to COVID-19 prevention, treatment and recovery with the expansion of community health workers across Western North Carolina. These community-led initiatives bring prevention education to the region and connect those in need with care and services through the NCCARE360 program.

“We are excited to see Dr. Mims step into this new leadership role guiding the future direction of the Dogwood Health Trust as it pursues its mission through strategic partnerships with regional health organizations like MAHEC,” said Jeff Heck, MD, CEO of MAHEC. “She has been a tremendous asset during her time with us. She clearly understands and is dedicated to the needs of our community, and I am confident she will help Dogwood Health Trust build an even stronger foundation for maximum impact on our region.”

“There is no doubt that Dogwood Health Trust is a transformational health and wellness resource for our region; the opportunity to guide the organization during this critical period is consistent with my own goals for improving access to the social and economic opportunities that influence health in a systemic way,” said Mims. “I’m looking forward to partnering with the existing team to continue building relationships across the region, understanding and addressing the substantive issues that impact health and well-being of all people in WNC, and maximizing the positive impact of Dogwood Health Trust’s grantmaking.”

With more than 20 years of clinical and healthcare leadership experience in North Carolina, Mims has a deep understanding of the region’s healthcare landscape. Prior to joining MAHEC, Mims served on Mission Hospital’s leadership team working to meet the healthcare needs of the people and families of WNC and to promote health throughout the region.  She was the Vice President for Children’s Services and Clinical Genetics and Personalized Medicine at Mission Health, Chief of Pediatrics for Mission Children’s Hospital, and Vice Chief of Staff for Mission Hospital. Dr. Mims also served as the chief executive for Mission Children’s Hospital for over a decade where she oversaw growth in specialty care and services for children, improved financial performance, and developed outreach programs to serve the health and dental care needs of children in rural WNC. 

Dr. Mims was the medical director at the Buncombe County Health Department, where she was responsible for clinical services in the county’s largest indigent care clinic, school-based health centers, and comprehensive public health. Prior to her work as medical director at the health department, Dr. Mims was a physician in a private practice in Durham, NC.  Dr. Mims attended college at the University of Georgia and earned a Master of Public Health degree from UNC while completing her medical degree. Dr. Mims continued her medical training at UNC Hospitals in pediatrics, internal medicine, preventive medicine and public health. 

“In many respects, the COVID-19 pandemic has brought to the surface a number of underlying social challenges to the overall health and well-being of the people of North Carolina.  Dogwood Health Trust’s focus on addressing these issues in partnership with the many non-profit and health organizations in the region is critically important and offers boundless opportunity to change lives,” said Mims.

In seeking a permanent CEO, the board will focus its initial efforts on evaluating organization needs, CEO skills, and priorities for the next phase of leadership before setting a timeline for an official search process. 

“In choosing someone as experienced as Susan for this role, we are creating an opportunity for the board to reflect on Dogwood Health Trust’s long-term needs, while ensuring that the organization continues to grow in strength and impact during these formative years,” said Brumit. “Susan has no learning curve in terms of understanding the region, and we are confident that she is the right person for this position.”
Dogwood Health Trust is a North Carolina nonprofit corporation with the sole purpose of dramatically improving the health and well-being of all people and communities of Western North Carolina. Dogwood Health Trust was created from the net proceeds of the sale of Mission Hospital and focuses on innovative ways to address the many factors that contribute to overall health and wellness. To learn more, please visit www.dht.org.

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Health & Wellness | Goal 4

Increase Access to Behavioral Health and Substance Use Prevention and Treatment

Support programs and networks that reduce deaths, treat addiction, and prevent first use

Objective 4.1: Reduce opioid overdose mortality throughout the region

Objective 4.2: Reduce untreated behavioral health and substance use disorder in disproportionately affected communities

Objective 4.3: Prevent and reduce behavioral health issues and substance use (tobacco, alcohol, illicit and prescription drugs) in youth

Health & Wellness | Goal 3

Address Health Disparities

Help reduce disparities based on race, location, education and income factors

Objective 3.1: Improve health outcomes for women and infants in rural and low-income communities and communities of color

Objective 3.2: Reduce the prevalence of common chronic health diseases in disproportionately affected communities

Objective 3.3: Increase effectiveness of health care through delivery of culturally aligned services

Health & Wellness | Goal 2

Increase Access to Whole-Person Health Care

Invest in integrated heath care with seamless connections to supportive services

Objective 2.1: Increase the number of people with affordable health insurance coverage

Objective 2.2: Increase the available workforce for primary and allied health care services

Objective 2.3: Increase access to comprehensive and integrated care

Objective 2.4: Increase access to community-based services in low-income, elderly and rural communities

Health & Wellness | Goal 1

Support and Build Healthy Communities

Support communities that promote healthy living and resiliency and help mitigate the impact of trauma, isolation and stress on individuals and families, especially those experiencing poverty

Objective 1.1: Decrease adverse experiences (ACEs and traumatic violence) and improve individual and family resiliency

Objective 1.2: Increase access to community environments that promote healthy living and social connectedness across the age continuum

Economic Opportunity | Goal 4

Foster Entrepreneurship

Support a well-funded, sustainable, competitive entrepreneur and small business ecosystem throughout the region

Objective 4.1: Increase the number of Person of Color (POC)-led small businesses throughout the region

Objective 4.2: Increase the number of rural small businesses throughout the region

Economic Opportunity | Goal 3

Build Economic Ecosystems

Help build a regional economic ecosystem that supports increased creation/retention of jobs and business ownership

Objective 3.1: Improve access to higher-paying jobs throughout the region, targeting the lowest income populations

Objective 3.2: Increase and retain quality jobs

Objective 3.3: Stimulate economic growth, catalyzing businesses and revenue

Economic Opportunity | Goal 2

Promote Work Readiness

Help build a skilled workforce with the knowledge and technical abilities to excel in a wide range of industry employment opportunities that provide a competitive, sustainable wage

Objective 2.1: Close the educational attainment gap in WNC, staying on pace with regional and county-specific projections (myFutureNC 2030).

Economic Opportunity | Goal 1

Develop a Comprehensive Data Resource

Source, analyze and share a comprehensive, county-by-county data set that paints a full picture of work readiness, economic development and entrepreneurial needs and opportunities specific to Western North Carolina

Education | Goal 3

Support Higher Education Career Readiness

Work in tandem with Economic Opportunity Strategic Priority to invest in career readiness at the community college and university levels

Objective 4.1: Close the educational attainment gap in WNC, staying on pace with regional and county-specific projections (myFutureNC 2030).

Education | Goal 2

Improve K-12 Education

Support K-12 learning experiences with the resources and sustainability to provide an excellent academic and social-emotional education, so that all students graduate ready for college or career

Objective 2.1: Address teacher workforce challenges

Objective 2.2: Equip families of students to support academic growth and social-emotional health

Objective 2.3: Increase capacity of partners to provide supports and services, particularly for children facing challenges related to poverty, systemic racism, being differently abled or English language learners

Education | Goal 1

Improve Early Childhood Education Ecosystem

Invest in an improved early childhood education ecosystem with the resources and sustainability to provide developmentally appropriate, affordable and accessible education and care to support ages birth to five, so that all children in WNC enter kindergarten ready to learn

Objective: Address early childhood educator workforce challenges

Education | Goal 4

Develop a Comprehensive Landscape Study

Source, analyze and share a comprehensive set of publicly available data that provides a regularly updated, county-by-county picture of access, workforce and student outcomes in early childhood education and K-12 education specific to Western North Carolina

Housing | Goal 5

Use Impact Investments to Create Affordable and Workforce Housing

Loans, guarantees, and other financial tools to leverage funding opportunities

Housing | Goal 4

Create and Preserve Housing Units for Persons Below 50% of the Median Income

Increase affordable housing for lowest-income individuals and families

Objective 4.1: Create rental units for households below 50% of the median income

Objective 4.2: Help families pay no more than 30% of their income on housing

Objective 4.3: Create and preserve communities in a way that is representative of the WNC natural landscape

Housing | Goal 3

Create and Preserve Senior Housing

Support age-appropriate resources in affordable and workforce units, rental and owned

Objective 3.1: Create needed rental and homeownership opportunities for seniors

Objective 3.2: Incorporate supportive services in rental housing developments

Objective 3.3: Increase use of universal design in development

Housing | Goal 2

Create and Preserve Supportive Housing Rental Units

Invest in housing with sustainable supports for physical and mental health and wellbeing

Objective 2.1: Create new supportive housing

Objective 2.2: Preserve existing supportive housing

Objective 2.3: Leverage state and federal funds

Single story home in the midst of being build with 3 volunteers helping.

Housing | Goal 1

Support Healthy and Safe Revitalization Opportunities

Support healthy and safe revitalizations that work against displacement and gentrification, preserve home ownership and create generational wealth.

Objective 1.1: Revitalize Neighborhoods

Objective 1.2: Repurpose existing structures to minimize environmental impact

Objective 1.3: Support home ownership