Dennis R. Roemer, a speaker at the marcus evans National Healthcare CFO Summit Spring 2014, on managing care in the current environment. Interview with: Dennis R. Roemer, Chief Financial Officer, Lancaster General Health

1. “There is a tremendous amount of ambiguity in the healthcare environment today. Providers are trying to figure out how they can
possibly maintain their margins, while trying to reduce utilization of their services and get healthcare to people at the right time
and place,” says Dennis R. Roemer, Chief Financial Officer, Lancaster General Health. “The mindset has to change. We all have to
get more effective at managing care and profiting sufficiently to reinvest back into our business. We do not have a choice but to
get into the game of population health management,” he adds.
Roemer is a speaker at the marcus evans National Healthcare CFO Summit Spring 2014, in Palm Beach, Florida, May 18-20.
Prepare for the future. Do not expect this era will dissipate or dissolve like the last time. Fully engage in identifying all the things
required to be done, invested in or fixed, to prepare for a future where we are paid more for health management than healthcare
delivery. Focus on Information Technology (IT) and electronic health record systems, physician integration, cost reduction,
revenue cycle enhancement and physician leadership development.
Engage with payers. Do rigorous financial modeling – with actuarial assistance – in evaluating prospective gain sharing or shared
savings arrangements, or risk-sharing relationships, with payers or other infrastructure service providers.
Business Intelligence. Work with your IT leadership to ensure there is a robust Business Intelligence team and claims data
analytics to support population health management efforts e.g. identifying high-risk patients, gaps in care, etc.
Change Management. Help build the organizational culture that supports change management and processing of decisions where
there is greater ambiguity about potential effects of decisions and investments.
Take a long-term view. Hard as it is, prepare multiple financial models of potential outcomes over the next four to six years
under varying assumptions about degree of health management, pricing levels, market share/steerage, payer mix shifts, cost
behaviors at increasing or decreasing utilization levels, additional administrative and infrastructure costs, and alternative shared
savings and risk-sharing constructs.
Invest. In IT, people and process redesign associated with improving the patient experience, patient access, containment and
navigation, and information about the populations we will manage - in tiers (high-risk, potential high-risk, etc.)
Develop win-win relationships. Determine the means (mergers, contractual affiliations, etc.) by which the organization can best
achieve the scale necessary to generate greater efficiencies around cost management, and appropriate market leverage for
developing win-win relationships with major payers or employers for shared savings or risk-sharing.
Craft a roadmap. Map out a strategy for working with payers over a time horizon that maintains momentum and also has a
manageable pace. Trying to do too much too quickly in transitioning from fee-for-service to fee-for-value could be chaotic or leave
the organization in a place where deals have been struck but for which the leadership team is ill-prepared to manage and create a
successful result. Work closely with the chief strategy officer, chief operating officer and chief population health management
officer to craft the roadmap.
Healthcare Delivery in the Future:
The 8 Key Areas CFOs Should Focus on Today
Dennis R. Roemer, a speaker at the marcus evans National Healthcare
CFO Summit Spring 2014, on managing care in the current environment.
Interview with: Dennis R. Roemer, Chief Financial Officer, Lancaster General
Health

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