10 0 I N F L U E N T I A L H E A LT H C A R E L E A D E R S part of medical homes and accountable care organizations. Biggest challenges: Creating and managing a national knowledge center for rural hospitals and clinics that effectively identifies and communicates relevant rural health innovation and reform models taking place around the country. We are also funded to be the go-to resource for rural technical assistance, as well as to be rural health policy advisors to the federal government.
heart failure, refractory angina, and peripheral arterial disease. The development of percutaneous valve therapy has been a major game changer. The Heart of New Ulm project is an attempt to eliminate MI using primary prevention and community intervention. Biggest challenges: As an interventional cardiologist: understanding the implications of health care reform to continue to provide state-of-the-art cardiovascular care in a cost-efficient manner. As director of research: finding cost-efficient ways to retain clinical research and innovation in the U.S.
Ronald L. Holmgren, MD Affiliated Community Medical Centers Title: President and CEO Interesting projects: Collaboration with rural community hospitals, many of which are critical access hospitals, with an organizational goal to be on the leading edge of HITECH compliance. In Willmar, we are expanding joint ventures with Rice Memorial Hospital that have included a new Regional Cancer Center affiliated with Virginia Piper Cancer Institute.
Terry J. Hill, MPA National Rural Health Resource Center, Duluth Title: CEO Interesting projects: Helping the nation’s 1,327 critical access hospitals prepare for and become part of the new health reform models. This includes helping them reach HIT meaningful use, develop information exchanges, partner with physicians, and form or become
Biggest challenges: Addressing health care needs of our communities with the reality of our 50+ percent government-payer mix. We also face the significant challenge of recruiting physicians to a rural multispecialty group with six unique locations. Impacting the total cost of care through coordinating care and focused medical home implementation will be our future.
involved with development of relevant and useful quality measures and cost efficiencies; and welcome the increase in insured patients as the mandates of the Affordable Care Act are realized. Biggest challenges: Our belief is that to best serve our patients, we need to remain an independent clinic. That is our goal and challenge for the years ahead.
Charles Horowitz, MD Minneapolis Clinic of Neurology
Minnesota Department of Human Services
Title: President Interesting projects: Preparing for the medical world ahead. In an environment of anticipated change in organization of health care, we have focused on providing neurological care to patients in our clinics, hospitals, and outreach communities. We are in our third year of EHR implementation, successfully achieving meaningful use, but as physicians we remain skeptical of the benefit to patient care. We are preparing to be willing partners in accountable care organizations as they develop; be
Title: Commissioner of Human Services Interesting projects: We are advancing an agenda that will improve health care quality and access for all Minnesotans while controlling costs. This includes requiring health plans to compete for state business, which has already reaped hundreds of millions of dollars in savings; and projects that encourage providers to ntegrate health care and other services to improve outcomes. Biggest challenges: How to redesign home- and community-
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