The Fulton-DeKalb Hospital Authority Announces New CEO While Embarking On 80th Year of Serving the Atlanta Metro Area

Atlanta, GA – January 25, 2021 -The Fulton-DeKalb Hospital Authority (The FDHA), owner of Grady Health System (GHS), named a new chief executive officer on December 17, 2020. As the healthcare safety net for both Fulton and DeKalb County, GHS and The FDHA’s oversight are critical components to the care of indigent citizens in metro Atlanta. The FDHA Board of Trustees unanimously selected Jevon Gibson as its new CEO, and head of the operations team. Gibson assumed leadership of The FDHA on January 4, 2021, and work is underway to expand the virtual delivery of education and empowerment events the organization pivoted to last year, due to the global pandemic.

“The board is pleased to appoint Jevon Gibson, a seasoned professional, to serve in this key leadership position,” stated Dr. Sharon Bent-Harley, Chair, The FDHA Board of Trustees. “Mr. Gibson brings a proven history of leadership experience, business development, and stakeholder engagement to help us continue our mission and achieve our vision of becoming the premier resource for meeting the unmet needs of the communities that we serve.”

Mr. Gibson recently served as CEO of Community Health Solutions (CHS), a public health and social innovation consulting firm committed to addressing the complex health and social needs of marginalized communities. Gibson previously served as the Director of the Office of Coordinated Youth Services with the Clayton County Board of Health, leading countywide teen pregnancy prevention (TPP), Adolescent Health, and Men’s Health efforts. Among his many accomplishments, Gibson also led statewide HIV, STD, TB, and Refugee Health Programs as the Director of the Office of Infectious Diseases with the Georgia Department of Health (DPH). While at Georgia DPH he also served as the Director of the Screening and Treatment Section, with oversight of Georgia’s Breast and Cervical Cancer Program (BCCP), Stroke and Heart Attack Prevention Program (SHAPP), and Cancer State Aid.

“I am excited to join the team and deliver on what is not just work but a calling,” stated Gibson. The FDHA was established 80 years ago and has continuously served Grady Health System, the public health, and underserved citizens who deserve quality healthcare with dignity. I am committed to building on that amazing history.”

Metro Atlanta’s community health needs are vast and growing. In response to local data assessments, The FDHA focuses on education and outreach in very specific areas of care. Strategic partnerships, community grants, an internship and fellowship program, monthly education sessions, and annual community engagement events are helping to move the counties towards health equity. View The FDHA Fact Sheet to learn more about the organization’s community efforts. For free health resources, access to the CHAP Network of Care, a calendar of events, partners, and much more visit


About The Fulton-DeKalb Hospital Authority

The Fulton-DeKalb Hospital Authority has served the indigent residents in the counties of Fulton and DeKalb, dating back to World War II. Governed by a ten-member Board of Trustees, appointed by the commissioners of Fulton and DeKalb Counties, the Fulton-DeKalb Hospital Authority (“FDHA”) takes its statutory responsibility very seriously under the Hospital Authorities Law, to address the unmet healthcare needs of Fulton and DeKalb Counties.

The FDHA has established innovative and educational research, networking, financial support, and preventive health programs to augment the healthcare services provided by Grady Health System (GHS) to fulfill the healthcare needs, including mental health, of various populations within Fulton and DeKalb Counties. The FDHA addresses the unmet health needs of those we serve and has collaborated with over 100 organizations in furtherance of The FDHA Mission.

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Telain Ware
Marketing Consultants of Atlanta, Inc.

Asset Management

The Lease Transfer Agreement clearly states The FDHA’s responsibility for ensuring that all facilities currently operated by Grady are properly maintained and operated. This mandate goes beyond functioning as a landlord, but rather speaks to an expected standard of care for all. The FDHA and Grady must work collaboratively to ensure that all Grady facilities go beyond the minimum standard of “fit for use” so that the quality of Grady facilities is consistent with that of any other high-functioning hospitals.

Innovative Strategies and Initiatives

The most recent pandemic brought gaping healthcare disparities to light. As Georgia’s larg- est safety net hospital (and only safety net hospital in Metro Atlanta due to the closure of Wellstar Atlanta Medical Center), Grady continues to see increased service demands. Often, the medically indigent and underserved use the emergency room for primary care services. Issues like housing insecurity and poverty place additional strain on the Grady Health System, particularly when other factors (outside of the hospital walls) inform one’s overall wellbeing. As Grady continues to seek ways to improve health outcomes in the community, The FDHA is tasked with identifying innovative ways to support Grady’s efforts and broaden its reach into targeted sectors of the community. This pillar also speaks to The FDHA’s efforts to work collaboratively through grantmaking with organizations whose mission, vision, and work align with The FDHA’s priorities and goals. Through structured strategic partnerships, focused and aligned grant making, and ongoing community engagement, The FDHA will assume a leadership role in the health ecosystem.

Stakeholder Engagement

There are many stakeholders within the Fulton/DeKalb health ecosystem. Stakeholders can be characterizedas individuals, groups, or organizations whose efforts either inform healthcare outcomes or are impacted by healthcare outcomes. Grady remains The FDHA’s most important partner in this effort and a key stakeholder in the health ecosystem. As the daily operators of all of Grady’s health facilities, hundreds of thousands of patients per year (more than 700,000) are impacted. Maintaining consistent communication and collaboration with Grady’s Executive Leadership Team and staff is central to the success of The FDHA.


Similarly, The FDHA’s alignment and support of Grady’s population health and community engagement efforts are invaluable. As a grantor, The FDHA has an extensive network of community-based partners that work daily to provide direct services and/or support various health priorities. Many of these organizations provide services directly related to social determinants of health (i.e., housing, education, transportation, etc.) thereby adding value to the continuum of care. As The FDHA seeks to embrace a more prominent role as a convener, organizer, and facilitator in the health ecosystem, engaging stakeholders with purpose and intentionality becomes increasingly important.

Organizational Capacity & Accountability

The FDHA’s obligations, relative to its role as owners of the facilities operated by Grady and stewards of county resources entrusted to Grady, require the requisite skills of staff to execute key administrative and regulatory functions. Establishing and maintaining a staffing model that adequately responds to the needs of the agency is vital. Of equal importance is the establishment and maintenance of high-functioning financial management systems and general operations controls. Critical front and back-office functions should be insulated from staff turnover or shifts in organizational priorities. The provision of ongoing staff development opportunities will ensure that team members stay abreast of industry standards, best practices, and leading-edge opportunities. In addition, the curation and maintenance of financial management best practices ensure organizational accountability and responsiveness.

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