North Shore Health (NSH), the public organization that oversees the hospital, care center, lab, ambulance service, and more in Cook County, is governed by a five-person Board of Directors elected by the citizens.
On its website, NSH describes the role of its board: “Their primary roles are to define North Shore Health’s identity as an organization and to provide public representation and oversight to ensure financial health and sustainability while providing the community with access to the highest quality patient and resident care.”
The board toiled in relative obscurity for several years, and the public or media lightly attended its monthly public meetings. That all changed last year when the firm NSH contracted with for ER doctors terminated its contract with beloved local physician Bruce Dahlman. Its November 2023 board meeting room was overflowing with citizens angered by that decision, the board’s unwillingness to be forthcoming about the reasons for his termination, and reports of diminished employee morale in the ambulance service, hospital, ER, care center, and lab.
Two seats are available in the first election since the Dr. Dahlman issue roiled public sentiment. Districts 2 and 4 both have contested elections.
Incumbent Kathryn (Kay) Olson is seeking reelection in District 4. Local business owner and Mayo Clinic employee Sam Usem stands in opposition.
Doug Sanders is seeking the District 2 seat that his wife, Mary, currently holds. Mary’s term expires at the end of 2024. Dr. Milan Schmidt, a physician recently retired from the Sawtooth Mountain Clinic in Grand Marais, takes the second spot on the District 2 ballot.
We posed some questions to each candidate…
WHO ARE YOU?
Sanders, 2: A healthcare actuary and past corporate owner of two actuarial service companies. My career included being an officer and actuary for two nationwide insurers. I am the past owner and CEO of two actuarial service companies: Benetech Actuaries, Inc. in Michigan, followed by Sanders and Associates, Inc. in Minnesota.
Schmidt, 2: I am a husband, father, grandfather, retired physician, Episcopalian, dog lover, and full-time resident of Cook County for the past 13 years. Carolyn and I purchased property in Hovland in 1992 and erected a cabin there. When my wife Carolyn retired from the ministry (an Episcopal Priest), she said she was moving up north and asked if I was coming. Since I was not ready to retire, it was fortunate that Sawtooth Mountain Clinic (SMC) had an opening, and I was able to join the staff. We currently live on Croftville Road and enjoy the beauty of the lake. I loved the Federally Qualified Community Health Center (FQCHC) concept which allowed for more time with patients and integration with multiple dimensions of health. I had worked in multiple clinics and hospital settings throughout my career but realized I had saved the best for last!
Olson, 4: I was a medical laboratory tech for over 30 years, mainly in the Duluth area. My husband and I had a cabin in Cook County and retired here. We have lived here full-time for 20 years. Our home is on a lake located mostly in the BWCAW. Canoeing, hiking, gardening, and snowmobiling are activities I enjoy. We have one grown daughter.
Usem, 4: I’m originally from Southeastern Minnesota and then St. Paul, starting in middle school. I spent the majority of college years abroad, with a short “semester off” to work as a tow boat driver at Seagull Outfitters. Eventually, I made my way back to the UMN Twin Cities, where I graduated with a degree in Global Studies with a focus on Public Health.
My wife Katie and I visited the North Shore frequently but called the Twin Cities home until 2021, when we moved our young family of 4 and two pups up to Grand Marais so that Katie could open Sisu and Löyly Nordic Sauna in town. I work for the Mayo Clinic as a technology leader. My position is remote, and I work out of a garage stall that I converted into a home office. I travel to Rochester for in-person meetings and workshops at the Mayo Campus several times yearly. Healthcare as a profession is one that I’ve come to love.
WHY ARE YOU RUNNING?
Usem, 4: The presence of a local clinic and hospital was a major positive factor in our decision to live in Grand Marais. Our family has needed to use multiple services at the hospital throughout our time here, and I simply can’t imagine that we would still live here without access to care. Many rural communities are losing their hospitals. Cook County deserves a hospital that confronts these realities but also supports residents with a vision and a plan that ensures that it will be here for all of us and our visitors in times of need.
My involvement in the local healthcare ecosystem began with attending board meetings last year out of professional curiosity. I quickly realized that many of our hospital’s issues align with the challenges we are addressing at the Mayo Clinic. If I volunteer to serve my community in any role, it makes sense that it’s one where I feel uniquely suited to add value and help bring about positive change.
Sanders, 2: My family is fortunate to live in a resilient climate. However, for us and our community to thrive, I wish to apply my experience and skills to meeting North Shore Hospital’s (NSH) health care needs.
Schmidt, 2: This was not an easy decision or one I took lightly. I have been committed to promoting health since I entered medical school over 50 years ago. I happily retired in 2022 and thought I’d spend time perfecting my pie crust, traveling, and playing with the dogs. I thought that my years of work as medical director and liaison between Sawtooth Mountain Clinic (SMC) and North Shore Health (NSH) had helped improve communication and resolve problems.
The triggering event for me was the failure to renew Dr. Dahlman’s contract. Systems seemed to have failed. I feel that there is more work to be done, and perhaps I can help. There have been many changes in Medicine in the past few years, which have affected us here in Grand Marais. There are many more coming. I believe a physician’s input may be helpful.
Olson, 4: Making sure North Shore Health (NSH) continues to provide care to this community is very important to me. Even though my family lives 45 minutes away, we use the facility and know how important it is to those who are sick or injured. I have received advanced certification from the Minnesota Hospital Association (MHA) and was recently certified by the National Rural Health Association (NRHA) to be knowledgeable not only about what is happening locally but also nationally, especially regarding reimbursement and the many challenges facing rural health care. I currently serve on the MHA Trustee Council.
EXPLAIN THE ROLES OF THE HOSPITAL BOARD AND INDIVIDUAL DIRECTORS.
Olson, 4: The role of the hospital board is to put this whole facility, not just the hospital, first and foremost. Our duty and obligation is to do what is in the best interest of this facility. A board member cannot act as an individual. The board works collaboratively with the leadership Team.
Usem, 4: The board is ultimately responsible for the hospital’s successes and failures. They approve the budget and lead strategic decisions. As community advocates, the board should engage with residents and push for policies that support rural healthcare. They should also seek partnerships, grants, and donations to help the hospital provide compassionate care.
The hospital administration oversees daily operations, ensuring the hospital runs smoothly and delivers quality care. Their duties include managing staff, finances, and compliance with regulations. They should work to improve patient services and align the hospital’s goals with its mission while keeping open communication with staff and the board.
Sanders, 2: Hiring and setting compensation for the CEO and department heads. Adopting policies to enhance the hospital’s effectiveness. Establish strategies to ensure the hospital’s survival.
Schmidt, 2: The board’s primary role is to envision the hospital’s mission and secure its future. It is responsible for running the hospital, ensuring compliance with various laws and regulations, financial responsibility, and how the hospital fulfills its mission. Much of this is delegated to the CEO, but the board remains responsible. It is essential that the board provide adequate oversight. It should also set the tone and culture of the organization. Each board member brings different areas of expertise and life experience. Through openness, transparency, and collaboration these can then be utilized to maximize the benefits to the health of the county. The individuality of the members serves the general good of the board, but once decisions are made, each board member is obliged to support the decisions made by the group.
WHY SHOULD PEOPLE VOTE FOR YOU?
Schmidt, 2: At this point in my life, I have no need to control people or outcomes. If I can be of service, however, I feel a duty to help. Years of medical practice have given me extensive experience in non-judgmental listening. This is a skill that I also attempted to translate into my administrative duties. Trust is built on truth and transparency. I believe there is considerable work to be done on this front. Board work always involves some confidentiality, which must be maintained. Nevertheless, for maximum transparency, we need to ask ourselves “How much can we share?” rather than “What is the minimum we can get by with sharing?”.
I have a unique perspective as a retired physician and experience in a wide range of settings. I have dedicated my life to the health of the communities in which I live and work. I have worked in solo practice, small medical groups, a large corporate practice, and finally, in a Federally Qualified Community Health Center. I have practiced a full spectrum of medicine including obstetrics, assisting at surgery, clinic medicine, inpatient and ICU care, worked as a hospitalist, and in many rural ER’s as well. I even started and ran a Weight loss and Wellness clinic for four years. During my career I have served in administrative roles as well.
I have been chief of staff at three hospitals and served as medical director and ER director at NSH. In that capacity, I assisted in communication and problem-solving between SMC and NSH. I have demonstrated some effectiveness in improving Clinic/Hospital processes and relationships.
Having worked with both NSH and SMC, I have knowledge of all the players here and also experience in other hospitals and clinics. I have maintained contact at both organizations through former colleagues at SMC and frequent attendance at NSH board meetings and medical staff meetings. Carolyn and I have also experienced our emergency department from the patient’s side and continue to be patients of the SMC.
Olson, 4: There are many regulatory standards that must be adhered to. It takes a while to understand what HAS to be done. I feel I have the background to help guide this facility in an everchanging healthcare world. I have received calls and emails from many constituents, not just those in my district, and I will continue to be available. I am dedicated to this facility.
Usem, 4: I’m a local taxpayer, parent, and hospital patient. My professional background in healthcare is relevant to current challenges facing the hospital. I care deeply about our community, and I believe that a renewed effort and new ideas are needed from the Hospital Board to influence positive change at North Shore Health. I have enough flexibility in my job to attend monthly board meetings as well as to educate myself through conversations with community members to better understand evolving needs.
NSH is going to have to make some very important decisions in the next year regarding its technology investments to ensure delivering continuity of care when people come to visit here as well as when we go visit other communities. After attending board meetings for the past year and researching the needs facing our hospital, I feel that I am equipped to hit the ground running on the board. I will help reduce the administrative burden of the care team as they deliver compassionate, patient-centered care.
Sanders, 2: Over the last four years I sat in NSH’s board meetings. Over the next four years I wish to use my experience and skills to assure NSH’s effectiveness and survival.
WHAT ARE THE TOP THREE PRIORITIES FOR YOU IF YOU’RE ELECTED?
Sanders, 2: Housing for employees. Enhancing relationship and performance with Sawtooth Mountain Clinic. Use of new tech: e.g. Tele-health, Virtual Care, Cyber-security.
Schmidt, 2: It is important to fully develop a “Just Culture” where employees feel valued and empowered. Other issues will be more difficult to resolve if this is not addressed. To provide “Compassionate Care for All,” we must include employees and physicians in that compassion.
Collaboration with SMC and other institutions is imperative for us all to function for the benefit of the community. There are quite a few areas where collaboration can be improved. We need systems to address problems when they develop.
Maximizing the financial security of the institution is a must. Fortunately, we are not yet in the group of rural hospitals in danger of closing, but we must keep abreast of changes and be proactive in looking at future systems and models of payment.
Olson, 4: To continue to work to provide services in this community within the challenges of regulatory and reimbursement issues, trying to be flexible with options. To be fiscally responsible to our constituents and strategically positioning NSH for the future. The electronic medical records (EMR) transition is going to be a big issue over the next year. To continue to work with our legislators on reimbursement issues, we can’t just raise our rates.
Usem, 4: Positive Community Engagement. Supporting a Strong and Healthy Workforce. Ensuring Financial and Strategic Viability.
IS THERE ANYTHING ELSE YOU WANT VOTERS TO KNOW?
Usem, 4: I’m running for the hospital board to ensure that all of us who spend time in this community get the compassionate care we need and deserve. I promise to strive for transparency in decision making, honesty in conversations and work to gain your trust. Thank you.
Sanders, 2: I’m a caretaker for NSH’s all-volunteer Serenity Garden. I play piano music for NSH’s Care Center’s birthday parties.
Schmidt, 2: There are no easy answers and indeed no correct answers to maximizing the health of Cook County. No one person or organization can do it all. We are blessed with a creative community. We need to listen to each other, ask probing questions, entertain ideas that may seem impossible, and always keep the goal in mind of the healthiest community possible.
Olson, 4: This board has spent countless hours going over options, bringing in specialists in their fields, looking at what we can do to continue to provide care for this community. We are working on implementing suggestions and following through on items from our strategic planning session. I am looking forward to getting the responses to our focus groups of what the community feels are its needs. Then using all of this information to implement ideas to best support North Shore Health and those we serve.
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Candidate email addresses are:
Kay Olson: northernmagnet@yahoo.com
Sam Usem: sam.usem@gmail.com
Milan Schmidt: milanschmidtmd@gmail.com
Doug Sanders: douglasosandersjr@mail.com.
