CEO FORUM | Executive Attendees

On transitioning organizational focus:

“Everyone must work on changing their culture as we move from fee-for-service to value-based payment models. It’s like moving from our success on the first curve to where we land on the second curve. The key question is, how do you retain focus on core competencies for success while stimulating progress?”

On redesigning care delivery and structures:

“We are now in the process of changing our culture. Our vision is very simple—to advance health. To manage population health, all parts of our organization have to be integrated and incented and be aligned and work together. Instead of the hospitals being their own little silos and getting incentivized and accounted for on their own, we’re now going to just one accounting statement. We’re trying to change the culture. We want employees focused on safe and efficient patient care.”

On clinical quality and efficiency:

“We have gone beyond driving patient safety—we want to be a high-reliability organization. We want to move our culture to be like the commercial aviation industry, where the only acceptable number of serious safety incidents is zero.”

About Dan Wolterman

Dan Wolterman joined Memorial Hermann Healthcare System in 1999 and was named president and chief executive officer in 2002. Before joining Memorial Hermann, he was senior vice president of the Sisters of Charity of the Incarnate Word Health Care System. In addition to his role as president and chief executive officer of Memorial Hermann and serving on numerous local and national healthcare related board and committees, Mr. Wolterman is also an adjunct professor at The University of Texas School of Public Health and serves on the University of Houston – Clear Lake Healthcare Administration Program Advisory Council.