Voters to narrow four WinnMed board candidates down to three

A quartet of candidates are running for the three available seats on the WinnMed Board of Trustees. The race is nonpartisan, and voters will choose among incumbents Clark Goltz, Jan Heikes, Karen McLean and challenger Christopher Miculinich. Goltz, Heikes and McLean are each seeking to remain on the board, and Miculinich, the current Ward 2 Decorah City Council member, is hoping to join the board.

What inspired you to run for the WinnMed’s Board of Trustees, and what experiences do you feel have prepared you for a seat on the board?

Goltz: Choosing to run again for the WinnMed Board of Trustees has been inspired through a value of personal integrity and a belief in the important difference that an individual can make by giving back to their community through public service. My decision to run has been inspired by a desire to help others and a personal goal to assist WinnMed meet its own vision to provide an “unparalleled experience as the most trusted partner for health care.” My background as a resident of southern Winneshiek County for over four decades has allowed me to connect with residents who value and want to maintain quality health care in the area where they live and raise their families. My experiences as a teacher, educational consultant and a recognized leader in education have allowed me to model additional leadership qualities which support my position as a WinnMed Board Member. Those leadership qualities include being open-minded, modeling an attentive nature and embracing a desire for change and innovation. These backgrounds, experiences and leadership qualities place me in a position to support WinnMed now and into the future. 

Heikes: Before retiring, my work was in mental health/disability services planning and administration at both the county and state levels. While working for the county, I had a fair amount of contact with local hospitals in coordinating services for persons with unique situations. I wanted to continue advocating for individuals who may not always be heard and making sure that all residents could access services locally.

McLean: I believe all individuals, whether they live in an urban or a rural area, deserve access to high-quality health care. I sought a position on WinnMed’s Board of Trustees to promote accessible, affordable and high-quality health care for all citizens of Winneshiek County. My background as a health care provider, a health care educator and an administrator at a health sciences university has given me not only knowledge of the US health care system but an awareness of the challenges faced by rural hospitals, such as WinnMed. My many years as a higher education administrator have provided me with the collaborative and teamwork skills necessary to be a contributing member of an effective board. Currently, I have completed extensive continuing education in board governance and am a certified hospital trustee under the Iowa Hospital Association’s Trustee Certification Program and serve as vice chair of the board.

Miculinich: What inspired me to run for WinnMed’s Board of Trustees is my deep commitment to serving the local community and improving the health care landscape in Decorah. I’ve always believed that quality health care is foundational to a thriving community. I want to contribute to ensuring that WinnMed continues to meet the needs of our residents who call Winneshiek County and surrounding areas home. My experiences, both in a professional and personal capacity, have given me a unique perspective on governance and health care services. These roles have taught me how to navigate complex regulatory environments, collaborate with diverse stakeholders and manage resources effectively — all skills that would benefit the board of trustees. Additionally, I’m a relentless advocate and am passionate about enhancing the quality and reach of services at WinnMed. I want to help ensure that WinnMed is prepared to meet future challenges and continue offering exceptional care to our community as the health care space consistently changes and adapts to new regulatory standards.

What is the board’s function, and how do the board members fulfill that role?

Goltz: According to the bylaws of the Winneshiek Medical Center, the board’s function is to “make all rules and regulations governing its meetings and the operation of the organization to comply with applicable state and federal regulations.” A board member’s most important function is to listen closely to the residents of the areas served by WinnMed and reflect their voices in the decisions that you make. Other critical functions for a board member are to ensure quality control, approve key financial decisions and hire and evaluate the senior administrative leaders at WinnMed. As a WinnMed board member, I work closely with the other members of the board and the administrative team to ensure WinnMed meets its vision “to provide an unparalleled experience as the most trusted partner for health care.”

Heikes: The board has a responsibility for fiduciary, financial, quality and safety oversight. Board members fulfill that role by doing their homework before meetings, being part of committees, engaging in community education and communicating with other board members and leadership.

McLean: The board’s major responsibility is to govern — not manage — WinnMed. The board’s role will be much broader with the sunsetting of the institution’s Management Services Agreement with Mayo Clinic Health System. As part of its governance role, the board guides the strategic direction of WinnMed, assures long-term fiscal health of the organization, monitors both the quality and safety of the care provided to patients and assures the medical center meets all accreditation standards and compliance requirements of a critical access hospital. Board members fulfill this role by first assuring the board is comprised of individual members who bring a diverse skill set to the table. Secondly, the board meets with WinnMed leadership, reviews reports and briefings, establishes goals and benchmarks, asks probing questions and monitors any areas of concern.  

Miculinich: The board’s primary function is to provide oversight, strategic direction and governance for WinnMed, ensuring that the organization remains financially sustainable, operationally efficient and true to its mission of providing quality health care to the community. The board helps set long-term goals, approves budgets, monitors performance and ensures compliance with health care regulations. Board members fulfill this role by participating in regular meetings, reviewing financial and operational reports and offering input on significant decisions such as new initiatives, expansions or policy changes. They collaborate with the hospital’s leadership team, offering guidance, insight and accountability. Board members also advocate for the hospital, connecting the organization to the broader community and ensuring community needs and concerns are heard and addressed within the strategic planning process. Their role is critical in balancing the hospital’s mission with its financial health and steering WinnMed toward continued success.

If elected, which aspects of the position are you most prepared for, and which will you need to learn about?

Goltz: As an incumbent member of the WinnMed Board of Trustees, it’s not a matter of what I am most prepared for, but rather, how am I continuing to bring the hospital into the future of the ever changing world of health care. WinnMed board members believe in life-long learning. Education and learning are part of the fabric woven throughout WinnMed, which includes thorough board orientations, department presentations at monthly board meetings, attendance at medical staff meetings and participating in Iowa Hospital Association seminars and the annual conference. The board also aligns specific educational opportunities with state and national leaders in the health care field as we expand our understanding of topics that are relevant to WinnMed’s path towards achieving our mission of “improving the health and well-being of those we serve.”

Heikes: Having been on the board for two years, I have learned a lot about the federal and state regulations applicable to the operation and financing of hospitals. While I had some background in Medicaid, the insurance world was mostly new. Social determinants of health play a big part of a person’s healthy lifestyle. I continue to learn about what are better measurements for quality of care and patient satisfaction.

McLean: As a health care provider and educator of future providers, I have a broad understanding of the health care system and how it currently functions. Health care is rapidly evolving with AI playing a larger role in terms of how care is delivered. I pledge to continue to learn about changes in care delivery models, new regulations from Medicare/Medicaid, changing standards for critical access hospitals, trends of those that pay for health care  — Medicare, Medicaid, and private insurance companies — cybersecurity threats and other factors impacting health care delivery.  

Miculinich: If elected, I acknowledge that I need to prepare for the position’s governance and strategic planning aspects. My experience as a city council member and operations manager has equipped me with skills in organizational oversight, budgeting and navigating complex regulatory frameworks — critical responsibilities for any board member. I’m also well-versed in engaging with stakeholders and making decisions that balance community needs with operational realities. Additionally, my background in health care services within health and human services, direct care and long-term care settings has given me insights into the challenges and opportunities within health care delivery, which I can bring to the board’s work. I also understand that I will need to learn more about WinnMed’s inner workings, including its unique financial structures, operational workflows and current strategic priorities. Additionally, gaining a deeper understanding of the hospital’s regulatory environment and the main components of hospital governance will be critical to ensuring I can contribute effectively. I’m eager to dive into these areas, working closely with fellow board members and hospital leadership to better understand the organization’s landscape.

What is the most important issue the hospital is currently facing, and what actions can the board to take to address it?

Goltz: Like any rural hospital, WinnMed has its share of challenges. The most important issues we face are staffing shortages and the rising costs for staff, supplies and medications, which are further exacerbated by complex insurance billing and reimbursement challenges. However, WinnMed has strengths that other hospitals may not possess; a caring, dedicated and patient-centered staff, strong and competent leadership and an incredible community that supports WinnMed. We will continue to meet any challenges that arise. The board is cognizant of the need to maintain fair market salaries, create an environment where dedication and patient safety are paramount, and where the leadership communicates with the entire staff and seeks their input to address the issues that challenge us. 

Heikes: Health care is an ever changing environment, and the challenge is to provide services locally while remaining financially viable. The Transforming Tomorrow project is under way and will provide more space for current and expanded services. In addition, WinnMed is
transitioning to employing its own leadership team and physician staff rather than contracting with Mayo. The board will need to continue to monitor these changes as growth continues with a strong financial base.

McLean: Workforce is one of the most important issues facing WinnMed. Prior to the pandemic, recruiting enough qualified health care personnel was a major hurdle – particularly for rural hospitals. The pandemic exacerbated this challenge when many practitioners decided to retire or leave their professions. WinnMed is not alone; this is a concern shared by many medical systems. We find ourselves in a hyper-competitive environment. The board must assure that our salary and fringe benefit packages are competitive in order to recruit and retain great employees and providers. Assuring that the WinnMed leadership team is maintaining a positive work environment is also key to the retention of our current employees.

Miculinich: The most essential issue WinnMed is currently facing is ensuring financial sustainability while maintaining high-quality, accessible care in an ever-evolving health care landscape. Like many hospitals, WinnMed is likely contending with rising health care costs, reimbursement challenges, staffing shortages and increased service demand. These challenges can strain resources and impact both patient care and hospital operations. The board can address this by taking a proactive role in strategic financial planning, ensuring the hospital remains financially viable without compromising the quality of care. This includes exploring new revenue streams, advocating for fair reimbursement rates and ensuring operational efficiencies. The board can also help the hospital attract and retain skilled health care professionals by working on competitive compensation packages and fostering a positive, supportive work environment. Additionally, the board can focus on expanding community outreach and partnerships, which would strengthen relationships with stakeholders and position WinnMed as a central resource in regional health care efforts. By fostering collaboration with local organizations, the board can help expand the scope of services and ensure that WinnMed continues to meet the community’s needs.

How do you plan to stay informed of the public’s health care needs, and why is that important when making decisions as a board member?

Goltz: As I alluded to in a previous response, education and learning are part of the fabric woven throughout WinnMed, which includes thorough board orientations, department presentations at monthly board meetings, attendance at medical staff meetings and participating in Iowa Hospital Association educational opportunities. Two recent seminars, presented by state and national leaders in health care, included Governance Best Practice and Effective Board Governance of Quality. By expanding our background of knowledge in these critical topics, we continue the path forward, assuring that WinnMed achieves its mission of “improving the health and well-being of those we serve.” Our future decisions will also be based on next year’s more thorough and robust Community Health Needs Assessment. We consider and value the information we receive through that assessment. Staying informed about the public’s health care needs is a critical tenet of our board members’ responsibilities as we continue to serve in a decision-making role for the communities we represent. As the WinnMed board chair, I know the commitment that our current board members demonstrate at every meeting. Their valuable experience and dedication are key qualities that the WinnMed Board of Trustee needs as we move through our incredible facility project, Transforming Tomorrow, and navigate successful relationships with both Mayo and Emplify now and in the future. 

Heikes: Continuing education opportunities are provided to the local WinnMed board and at Iowa Hospital Association events. This is a chance to learn about national and state trends and how they are applicable to the decisions that board members make. I will continue to participate in these training opportunities.

McLean: In order to advance the health status of Winneshiek County, the board needs to consider the diverse perspectives of all area citizens – not just the perspectives of the seven people comprising the board. Every three years, WinnMed conducts a community health needs assessment, which is designed to help guide/direct health planning activities. The results of this assessment have provided an excellent overview of the needs of citizens in Winneshiek county. I also serve as volunteer senior health insurance information counselor — aka Medicare counselor — at WinnMed, which brings me into contact with several hundred community members each year to discuss their health care needs. Finally, I obtain information from informal discussions with friends, neighbors and church groups regarding their various health care needs.  

Miculinich: I plan to consistently dialogue with community members, local organizations and health care professionals to stay informed of the public’s health care needs. This includes attending community forums, holding listening sessions and actively soliciting feedback from patients and staff. I also intend to collaborate with local government and civic leaders to stay current on the region’s broader health care access challenges and trends. Engaging with various stakeholders will allow me to understand better the needs and concerns of diverse populations within the community. This approach is crucial when making decisions as a board member because it ensures that the board remains connected to the very people it serves. By having a clear and informed understanding of the community’s health care needs, the board can make decisions that are not only financially sound but also responsive to the well-being of patients. It allows the board to align its strategic priorities with the community’s most pressing concerns, ensuring that WinnMed continues providing relevant, high-quality care that addresses current and future health challenges.