Stephen Love, President & CEO, Dallas-Fort Worth Hospital Council (DFWHC)

In an interview with Invest:, Stephen Love, president and CEO of the Dallas-Fort Worth Hospital Council (DFWHC), highlighted significant progress in advancing health equity through a comprehensive regional disparities study and expanding mental health first aid training.

What are the most significant achievements for the DFW Hospital Council over the past year? 

We’ve accomplished a lot this past year. One of our biggest initiatives was driving health equity in North Texas. We engaged an outside firm to conduct a comprehensive study that analyzed disparities down to the street and block level across a 17-county area. Unsurprisingly, our disparity ratio highlighted issues such as cardiovascular disease, diabetes, suicide, and pulmonary conditions. Falls were another key issue identified.

We shared this report with community-based organizations, Fortune 500 companies, and other stakeholders during our monthly North Texas equity meetings. A major focus has been addressing diabetes through efforts in health, wellness, exercise, and food security.

Another major initiative was expanding our mental health first aid training. While it doesn’t make someone a mental health professional in 8-10 hours, it equips coaches, teachers, and community members with the tools to identify symptoms of mental health challenges and guide people to the care they need. We also continued our advocacy at the federal and state levels, focusing on healthcare issues like price transparency and reimbursement to help providers deliver the best care possible.

What new initiatives does the council have planned for the coming year?

Looking ahead to 2025, we plan to continue these efforts while adapting to new challenges. With the new administration in Washington and changes at CMS, we’ll focus on educating policymakers and advocating for providers. In Texas, where we have the highest uninsured rate in the nation, addressing healthcare coverage remains a top priority.

We’re also concerned about women’s health, where Texas ranks 49th in the nation. While extending postpartum care to 12 months was a step in the right direction, there’s still significant work to do. Additionally, we’re commissioning an economic impact study to update our previous findings from three years ago, which showed that our 90 hospitals contributed $38.4 billion annually to the North Texas economy. This helps underscore that while hospitals primarily serve patients, they’re also crucial economic drivers in their communities.

Finally, we’ll continue tracking progress in health equity to ensure we’re moving the needle. Having a report is just the first step; measuring results is critical to achieving meaningful change.

How would you assess the labor pool in North Texas? What challenges are present, and how are you navigating them?

North Texas is fortunate to have a strong healthcare workforce, but there’s always a shortage, especially in clinical roles. To address this, we work closely with local medical and nursing schools to ensure that graduates remain in Texas for their residencies and beyond.

At the council, we routinely meet with chief nursing executives and the deans of nursing schools in North Texas to discuss what’s working, areas for improvement, and how to better support clinical rotations. We also meet with HR professionals to address workforce dynamics, including how to attract and retain younger generations entering healthcare.

Younger workers often seek greater flexibility, such as the ability to schedule shifts via mobile apps and achieve a better work-life balance. While these expectations differ from traditional models, we’re exploring innovative solutions to meet their needs while maintaining high-quality patient care.

Through our foundation, we actively seek grants and collaborate on apprenticeship programs, often in partnership with the Department of Labor, to provide hands-on training and career exposure. We also emphasize the growing opportunities in healthcare beyond bedside roles, particularly in areas like artificial intelligence and virtual care.

Finally, we recognize the importance of early outreach, even as far back as elementary school, to inspire future healthcare professionals. Waiting until high school can sometimes be too late to spark interest in this field. 

What makes North Texas an ideal hub for healthcare, and why is it an attractive region for providers to establish their practices?

One of the strengths of North Texas is that it offers a variety of lifestyles and work environments. For those who love the energy of a big city, we have thriving urban centers like Dallas and Fort Worth, complete with vibrant arts, museums, and cultural attractions.

On the other hand, we also have hospitals in rural and smaller cities for those seeking a more close-knit, community-oriented environment. This diversity allows healthcare professionals to find a setting that fits both their personal and professional needs.

Additionally, North Texas is incredibly diverse in terms of race, gender, and ethnicity, making it a true melting pot. This diversity benefits the healthcare industry, as many patients feel more comfortable being treated by people who share or understand their cultural backgrounds. Overall, North Texas offers an unparalleled combination of opportunity, lifestyle, and community for healthcare professionals.

What trends are you noticing in the healthcare industry in the region? 

There’s no question that biotech and BioMed are rapidly growing industries here. Pegasus Park has been a focal point for BioMed work, but it’s not limited to one area. We’re seeing developments in places like Plano, Irving, and Fort Worth as well.

It’s important to remember that collaboration is key. These efforts shouldn’t happen in silos. Instead, we need to foster a collective “North Texas effect” where different initiatives and communities support each other.

We’re also fortunate to have a strong entrepreneurial spirit here. Smaller biotech startups have room to grow and eventually become mainstream players in the healthcare industry. This spirit of innovation gives me a lot of confidence in the future of the region’s healthcare sector.

At the same time, we must remain flexible as we integrate new technologies like artificial intelligence. For example, some facilities have successfully adopted AI for tasks like patient scheduling and business operations. However, when it comes to clinical applications, it’s critical to test, validate, and verify its use before scaling up. The last thing we want is to introduce changes that result in unintended consequences.

By embracing innovation while staying thoughtful and measured, North Texas can continue to grow as a leader in healthcare innovation.

What are your thoughts on the rising costs of care, and what is the Council doing to address affordability and maintaining quality?

Managing healthcare costs is a complex issue, and we’re approaching it on several fronts. Within our foundation, we maintain a robust database with detailed information from all hospitals. This data allows hospitals to analyze costs and procedures internally, helping them identify areas for efficiency and improvement.

However, the high uninsured rate in Texas remains a significant challenge. When people forgo preventive care, they often end up in emergency rooms with acute conditions. Not only is this more expensive, but it’s also not the ideal setting for treatment. These costs can snowball, as uninsured patients are unable to pay, driving up expenses for others.

Another area we’re monitoring is the influx of new biotech and technical products. While innovation is important, we need to make selective, strategic decisions about adopting new technologies to avoid unnecessary expenses.

Finally, external factors, like tariffs on medical supplies from other countries, could also impact costs. We need to remain vigilant and thoughtful about these broader economic influences.

What is your outlook for North Texas’ healthcare sector and what are the Council’s top priorities for the next two to three years?

Over the next two to three years, I believe driving health equity will remain a critical priority. Addressing health disparities has significant socio-economic implications, and it’s an area where we can make meaningful progress.

Second, education will be key—educating not only state and federal legislators but also the general public. We need to increase awareness around issues like price transparency, cost reimbursement, and the broader challenges healthcare providers face. Misinformation, especially on social media, can create misunderstandings, so I want the Council to be a trusted source of clear, accurate information.

Finally, innovation is essential. We’re looking at ways to collaborate with member hospitals and the community to enhance the patient experience. Whether it’s leveraging technology or improving processes, we want to focus on making healthcare more accessible and effective for everyone.