BS, Univ. North Carolina, Ashville, NC, 1979
J.D., Drake Univ. Law School, Des Moines, IA, 1982
MHA, Baylor Univ., Waco, TX, 1994
Chief, Officer Force Development, AF Strategic Plans and Future Systems Office, Pentagon,
Washington, DC, 2004 to present
Deputy Group Commander, 314th Med. Group, Little Rock AFB, AR, 2001-04
Commander, 314th Med. Spt. Squadron, Little Rock AFB, AR, 2001-04
Commander, Med. Spt. Squadron, 56th Med. Grp., Luke AFB, AZ, 1999-2001
Chief, Res. Mgmt. Br, HQ Air Education & Training Cmd., Randolph AFB, TX, 1997-99
Flight Commander, Med. Res. Mgmt., 3rd Med. Spt. Squadron, Elmendorf AFB, AK, 1994-97
Resident, Wilford Hall, Lackland AFB, TX, 1993-94
Lieutenant Colonel Lane T. Rogers is assigned to the Pentagon as Chief, Officer Force Development in the Air Force Strategic Plans and Future Systems Office. He is the lead representative for all Air Force Officer personnel analysis, establishing plans, policy, programs, and practices for total force leadership development. He acts as AF/DP’s Executive Agent to all Air Staff-level Deputy Chiefs of Staff for all officer total force development issues at the Secretary of the Air Force (SAF) level ensuring implementation of total force leadership development policy.
He was born September 4, 1957, in Springfield, Illinois. In May 1975, he graduated from Asheville High School in Asheville, NC. He attended the University of North Carolina at Asheville and graduated with honors and departmental distinction in May 1979 with a Bachelors of Science degree in Management, with a minor in finance. In 1982, he was awarded his Doctorate degree from Drake University Law School in Des Moines, Iowa. In 1994, he obtained his Masters Degree in Health Care Administration from Baylor University in Waco, Texas.
In March 1983, he received a direct appointment as an Air Force Judge Advocate and was assigned to Moody Air Force Base, Georgia. During his four-year tour as an assistant staff judge advocate, he advised 19 squadron commanders and first sergeants, including three combat-ready and frequently deployed F-4E squadrons of the US Central Command (CENTCOM). He enjoyed every aspect of a complex military law practice. He served as trial counsel in special and general courts-martial, legal advisor and recorder in administrative discharge boards, labor lawyer before the Merit Systems Protection Board, chief of military justice, chief of claims and tort litigation, chief of preventive law, legal advisor to the base contracting officer and the hospital’s Quality Assurance and Risk Management Committee, instructor at the NCO Leadership School, and risk decision officer for all off-base explosive ordinance disposal (EOD) missions. Realizing administrative duties would soon take priority over his courtroom responsibilities, he selected a career path in health care administration.
In February 1987, he cross trained into the Medical Service Corps and was assigned to USAF Hospital Chanute, a 35-bed acute care inpatient facility staffed with 337 personnel supporting 8,000 active duty personnel and 15,000 dependents and retirees. He served as the Director, Patient Administration, Personnel and Administration, Medical Readiness, Resource Management, Squadron Section Commander, and acting hospital administrator. In February 1989, the Air Force Medical Service’s Corps Chief, Colonel Jack Murphy, awarded him the Medical Service Corps’ “What If...Award” for “management innovations resulting in a more efficient and responsive health care system.”
In November 1989, Capt Rogers transferred to Randolph AFB, Texas, where he served as Deputy Chief, Medical Financial Plans Division, Headquarters Air Training Command (ATC). He assisted with the management of a $300 million annual operating budget supporting 16 medical treatment facilities, including Brooke Army Medical Center, Wilford Hall Medical Center, and 3 other facilities attached to the Joint Military Medical Command (JMMC).
In May 1992, he was competitively selected to attend a graduate program in Health Care Administration at Baylor University. His professors selected his research paper to represent Baylor University in national competition for the American College of Healthcare Executive’s “Hill-Rom” award. During the spring term of the didactic phase, ATC’s Command Surgeon contacted Capt Rogers requesting his assistance on a special project tasked by the Air Force Surgeon General. Capt Rogers invented the “Medical Rightsizing” methodology for properly sizing AF medical treatment facilities. His methodology was adopted several months later by AF/SG and designated as one of four strategic pillars for the Air Force Medical Service. “Medical Rightsizing” remained a strategic pillar from 1992 until 1999, when it was re-designated “Force Tailoring.”
In July 1994, he was appointed Flight Commander, Medical Resource Management, 3rd Medical Support Squadron, Elmendorf AFB, Alaska. His responsibilities included a $62 million catchment area budget consisting of $16 million in O&M funding, $37 million in military salary expense supporting 903 staff members, and $9 million in CHAMPUS expenditures. His staff won the 1995 HQ PACAF Medical Resource Management Team of the Year award.
In July 1997, he transferred to Randolph AFB, TX as Chief, Medical Resource Management Branch, Headquarters Air Education and Training Command. His responsibilities included the planning, programming, budgeting, and execution of a $1.0 billion annual program that included $579 million in military salaries (12,000 personnel), $370 million in O&M funding, and $76 million in CHAMPUS supporting 245,000 TRICARE enrollees and 255,000 space available users, 2 tertiary care medical centers with 458 clinical residency students participating in 52-in-house residency programs, 11 medical treatment facilities, and the 882d Training Group (17,767 graduates).
In 1999, Lt Col Rogers was selected to serve as Medical Support Squadron Commander, 56th Medical Group, Luke AFB, Arizona. Just prior to his scheduled change of command ceremony, AF/SG operationally deferred him to work several priority projects affecting “Force Tailoring” requirements. AF/SG tasked him to work with AF/SG’s Manpower Division to develop new manpower standards for the Air Force Medical Service, partner with the Air Force Medical Operations Agency (AFMOA) and its Population Health Support Office to develop cost-effective alternatives to the then current Air Force metric requiring 25 outpatient visits per day per primary care manager, and deploy a cost-effectiveness model to defeat future A-76 outsourcing attacks against the Air Force Medical Service. Lt Col Rogers completed the taskings ahead of schedule allowing him to compete for squadron command.
On 15 Jun 01, he took command of the 314th Medical Support Squadron, Little Rock AFB, Arkansas. His 81-member squadron consisted of 7 flights and was responsible for supporting an outpatient clinic with 18,500 TRICARE Prime enrollees utilizing 256 manpower authorizations, 12 primary care managers, and 5 resource sharing physicians occupying 164,500 square feet of office space in 5 geographically separated buildings. Serving also as the Medical Group Administrator, Lt Col Rogers’ decisive leadership earned an Outstanding rating of 97% on the Joint Commission Accreditation of Healthcare Organizations and an overall “Excellent” medical rating from the 2002 Operational Readiness Inspection. In Jul 02, he was appointed to also serve as the Deputy Group Commander for the 314th Medical Group, Little Rock AFB, Arkansas.
His awards include the Meritorious Service Medal, Air Force Commendation Medal, Air Force Achievement Award, and the National Defense Service Medal.