Jay Briley

Jay Briley has more than 20 years of leadership experience in rural health care. He is the president of ECU Health Medical Center. As a former president of a community hospital, Jay understands the complex realities of delivering health care in traditionally underserved rural communities.

As an eastern North Carolina native, Jay is a proud advocate for the rural communities that make up the region. His leadership has enabled the community hospitals to bring advanced levels of care to the communities they serve, where high burdens of disease, limited access to care and challenging socioeconomic factors are a reality.

Despite these challenges, Jay leads a vast network of health care professionals that deliver quality care to the 1.4 million people across the East.

Jay Briley, ECU Health Community Hospitals president, stands outside of the ECU Health administration building and smiles into a camera.

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Quotables

ECU Health’s Rural Vision:

“Our vision statement speaks to me in a very deep way: to be a national model, and not just a national model compared to every other health system in the country, but to be a national model for rural health. We recognize the individual distinction that eastern North Carolina is and that we must perform in a way that is specifically designed for our region.”

Adaptability of Providing Rural Health Care:

“In health care, it’s rare that you have any two days that are ever the same. Adaptability is the name of the game, and our system of care is what gives us the ability to collaborate on a day-to-day or hour-to-hour basis to ensure we’re able to meet the needs of the patients who are seeking our care in that very moment or in the future.”

Complex Realities of Rural Health Care Delivery:

“ECU Health is deeply invested in eastern North Carolina and rural health care for the state of North Carolina more broadly. We have a responsibility to make sure all that we represent, and those who represent us, understand what our challenges are, and the risks associated with not addressing these challenges, many of which have nothing to do with actual patient care. Challenges like infrastructure, workforce and complex payor contracts. Because of these challenges, we are incredibly burdened in a way that takes our time and energy away from the bedside. We want to focus on quality of care and the experiences of our patients and team members.”