The 2025 National Healthcare Finance Conference was more than just another professional event. It was a dynamic forum where finance leaders from across Canada came together to tackle shared challenges, exchange hard-won lessons, and spark new ideas. From informal networking to structured panel debates, the conference offered a rare opportunity for peers, whether from large tertiary hospitals or smaller community health systems, to learn from each other’s successes and setbacks, and leave with actionable strategies.
Two sessions in particular resonated deeply and encapsulate what made the conference so valuable. Together, these sessions reflect the conference’s overarching promise, which is to equip finance leaders with both visionary thinking and pragmatic tools to move their organizations forward in a sustainable, scalable, and fundable way.
“Technology Won’t Save You Without Alignment.”
Ken Clawson drove home a hard truth: the biggest obstacle to transforming healthcare finance isn’t the software, it’s the silos.
Drawing on 27 years in Manitoba’s healthcare system, he shared how outdated Excel templates, disconnected platforms, and siloed data prevent timely, accurate decisions and erode trust between providers and funders.
His talk blended real-world lessons, cautionary examples, and a candid look at the reality of digital transformation when leadership, IT, and government aren’t on the same page.
From regional CFO to provincial systems strategist, Clawson reframed finance not as a back-office burden but as a strategic engine of efficiency, accountability, and innovation.
The Main Takeaways Were:
Fragmented Systems Erode Efficiency
Manitoba still runs six different payroll systems across health authorities. Without standardization, duplication and delays persist.
Savings Don’t Happen Automatically
ERP projects only deliver when benefits are tracked, timelines are realistic, and governance is clear. Premature funding cuts and poor coordination kill results.
Data Without Context Can Backfire
Giving funders instant access to incomplete or inconsistent data undermines trust, risks leadership turnover, and weakens the value of analytics.
ERP Is About People, Not Platforms
Systems only work if stakeholders share the same processes and goals. Collaboration and change management matter more than the software itself.
Ken Klassen, VP, Corporate Services & CFO, Shared Health (MB)
Clawson’s message was clear: before you invest in an ERP or finance transformation, align your people first. Map processes, agree on data ownership, and assign accountability for benefits tracking. Only then will the technology deliver on its promises; otherwise, you’re just buying a more expensive version of the same old problems.
What financing options are making the most sense right now?
John Marshman (Southlake), Nathalie Fauvel (CHEO), and Cliff Harvey (Waterloo Regional Health Network)
In a standout panel session at the National Finance Healthcare Conference, three experienced leaders: John Marshman (Southlake), Nathalie Fauvel (CHEO), and Cliff Harvey (Waterloo Regional Health Network), came together to tackle one of healthcare’s biggest planning challenges: how to prioritize, fund, and future-proof capital redevelopment projects.
The panel explored the complexities of building hospitals that serve not only today’s needs but tomorrow’s realities. From delayed master plans and skyrocketing costs to staff turnover, outdated ORs, and the human cost of underinvestment, the discussion made it clear: successful redevelopment is about strategic alignment, long-term thinking, and human-centered design.
The Main Takeaways Were:
Master Plans Must Be Living Documents
Hospitals can’t afford to treat capital planning as a one-time event. A successful strategy must be reviewed and renewed every 5 years to account for population growth, changing clinical needs, and shifting funding realities.
Redevelopment Isn’t Just About Shiny New Buildings
Too often, we plan for new construction while ignoring critical deferred maintenance and outdated infrastructure in existing facilities. Deferred maintenance is healthcare’s biggest unspoken crisis, and it’s coming due.
Capital Drives Operating Dollars
In Ontario, one of the few ways hospitals can secure new operational funding is through capital redevelopment. This creates a bottleneck where capital plans become the only vehicle for program growth, even when space already exists.
Success Means 20% Better Than the Last Project
Panelists emphasized that hospital builds must go beyond the blueprint. Success is measured by improving patient flow, attracting staff, addressing equity (e.g., Indigenous health and newcomer access), and reducing staff burnout through smarter design.
If your hospital hasn’t updated its master plan in the last 5 years, you’re already behind. Start now, even if funding isn’t confirmed. Early investment in planning reduces long-term costs, avoids costly delays, and strengthens your business case with funders. Don’t wait for perfect timing: planning today protects care tomorrow.
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