Browsing by Subject "University Hospital"
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Item Interview with Alfred Michael(University of Minnesota, 2012-04-25) Tobbell, Dominique A.; Michael, Alfred F.Dr. Alfred Michael begins his interview with a reflection on his childhood and education in Philadelphia and his interests in medicine and pediatrics. He describes his decision to move to the University of Minnesota in order to work with Dr. Robert A. Good. He then discusses all of the following in relation to his research: working with Robert Vernier; changes in technology and methodology related to testing the kidney; his graduate work in biochemistry; specialization in medical research; work on transplantation and dialysis with John Najarian and Carl Kjellstrand; kidney research at the University; the expansion of and coverage for dialysis; and his time in Copenhagen. Dr. Michael then describes Dr. John Anderson’s tenure as department chair and his own tenure as dean, during which he made efforts to create a major children’s hospital facility in combination with the University. He also reflects on the larger context of changes in healthcare structures in the period, particularly the emergence of HMOs and Minnesota’s role in the development of HMOs, and town/gown relations in the Twin Cities. Dr. Michael then discusses Robert Howard and David Brown’s tenures as dean of the Medical School and issues with private practice and finances at the University. Turning to administrative matters, Dr. Michael describes his work with Win Wallin; William Brody’s tenure as provost of the AHC; and the growth of the administrative power of the AHC. He then elaborates on the creation of University of Minnesota Clinical Associates and University of Minnesota Physicians; the sale of University Hospital to Fairview; divisions of responsibility and administration within the AHC; relations between different schools in the AHC; and the investigation of John Najarian in connection with Antilymphocyte Globulin (ALG). He concludes with reflections on the balance of research, teaching, and clinical work; his moves into administrative positions; his work on various boards; his work with the Legislature; and the Medical School’s standing.Item Interview with David Brown(University of Minnesota, 2012-05-09) Tobbell, Dominique A.; Brown, David M.David Brown begins by describing his childhood and education in Illinois. He discusses his experience attending medical school in the 1960s and his decision to join the University of Minnesota’s Department of Pediatrics. He describes his experiences with Ellis Benson and others with whom he worked in the Department. He discusses the role of women in laboratory medicine and his work in comparative endocrinology. He explains the differences in the administrations of several different deans of the Medical School and the School’s changing relationship with the University (and later, Fairview) Hospital. He describes some of the issues of town/gown in Minneapolis and in Minnesota at large, especially related to pediatric medicine. He describes his decision to become an administrator and his own tenure as Dean of the Medical School, the development of the Masonic Cancer Center, and the University’s ALG scandal. He concludes with his retirement and his discovery of a passion for art.Item Interview with Dianne Bartels(University of Minnesota, 2013-06-21) Tobbell, Dominique A.; Bartels, DianneDr. Dianne Bartels begins her interview by describing her interest in healthcare and her experiences in nursing school and as a nurse at University of Minnesota Hospital. In relation to her work as a nurse at University Hospital, she reviews medical technologies, relations among different members of the staff, Florence Julian and Marie Manthey’s leadership, the development of primary nursing, and the relations between nursing staff at the Hospital and the School of Nursing. Dr. Bartels then discusses all of the following topics in relation to her career in nursing: her time at Mary Crest College in Davenport, IA and the University of Washington; her return to Minnesota as associate director at Methodist Hospital in St. Louis Park; concerns about nursing shortages; her experiences as associate director at University of Minnesota Hospital; the push for a doctoral program in the School of Nursing; the emergence of Diagnosis-Related Groups; issues around nursing unions; the emergence of HIV-AIDS; abortion services at University Hospital; and the effects of budget constraints on the creation of new programs. In relation to her work at the Center for Bioethics (the Center for Biomedical Ethics at its inception in 1985), Dr. Bartels covers the following topics: the creation and funding of the Center; Dr. Paul Quie’s leadership; the responsibilities and functions of the Center; the placement of the Center in the AHC rather than the Medical School; major bioethical issues the Center faced; her own leadership within the Center; Art Caplan as director of the Center; Jeffrey Kahn as director of the Center; her doctoral research; and ethical issues in genetics and genetic counseling. She concludes with a reflection on the expansion of the Center for Bioethics.Item Interview with Florence Marks(University of Minnesota, 2010-04-13) Tobbell, Dominique A.; Marks, FlorenceFlorence Marks begins by describing her background, including her education and why she went into nursing. She describes traveling to Denmark to temporarily work as a nurse; her experiences as a staff nurse and then assistant head nurse at the University Hospital; getting her master’s in nursing administration; working as nursing supervisor at Variety Club Hospital; her experiences as an instructor in the School of Nursing; and some of the other work she did after she had children. She discusses in detail her experiences as a nursing student at the University of Minnesota, including the School of Nursing curriculum when she was a student, clinical instruction and her experiences worked at different affiliated hospitals, her rural nursing experience, and living in Powell Hall. She describes working as a woman chemist in the early 1950s; the perceived and real differences between RNs, LPNs, and nursing assistants; the technologies she worked with; curriculum changes in the School of Nursing; and the different ways women physicians were treated from the 1950s through the 1970s. She discusses the different relationship between nurses and physicians in private hospital settings and teaching hospitals; minority nursing students; nursing shortages; nursing students failing the state boards in the 1960s; the reorganization of the health sciences in 1970 and the impact on the School of Nursing. She compares her experiences as a nurse in Denmark and at the University Hospital. She talks about Katherine Densford, Florence Brennan, Ray Amberg, and Edna Fritz.Item Interview with Frank Cerra(University of Minnesota, 2014-07-31) Cerra, Frank B.; Tobbell, DominiqueDr. Frank Cerra begins part one of his interview by describing his undergraduate education at SUNY Binghamton, his medical education at Northwestern University Medical School, and his residency at SUNY Buffalo. He then describes his recruitment to the University of Minnesota, his early goals, and his growing administrative roles. He describes the leadership implications of investigations into Antilymphocyte Globulin (ALG) on the Medical School and the merging of University Hospital with Fairview Health Services. He then discusses the following topics: his interest in surgery; the culture of the University of Minnesota’s Department of Surgery; his work with the pharmaceutical industry and the College of Pharmacy; his work developing a critical care program at the University; and his relationships with the hospital directors, hospital nursing, and the School of Nursing. In part of two his interview, Dr. Cerra intersperses reflections on finances and relations among different levels of administration in the University, the AHC, and University Hospital. He also discusses the following topics: his relationship with Neal Gault; strategic and long-range planning; the goals of the AHC; the formation of University of Minnesota Physicians; the establishment of the Biomedical Ethics Center (later the Center for Bioethics) and the Masonic Cancer Center; the investigations into ALG and Dr. John Najarian; the establishment of the Center for Drug Design; William Brody as Provost of the AHC and issues surrounding faculty tenure; and the establishment of the Institute for Health Informatics. In part three of his interview, Dr. Cerra expands on the decision to merge University Hospital with Fairview Health Services, particularly focusing on logistics, culture, and reception. He also discusses failed attempts to create a unified children’s hospital in the Twin Cities. He then reflects on the following topics: the major challenges and achievements of his tenure as senior vice president; the merging of the positions of Senior Vice President of Health Sciences and Dean of the Medical School; the creation of the Clinical and Translational Science Institute and the Biomedical Discovery District; and the medical device industry in Minnesota. He concludes by describing the University of Minnesota and Mayo Clinic partnership in research.Item Interview with Grace Ederer(University of Minnesota, 2012-07-30) Hagens, Emily; Ederer, Grace M.Grace Ederer begins her interview with a description of her upbringing, her education, and her decision to enter the field of medical technology. She then recalls the early stages of her career and her work at the University of Minnesota from 1952 to 1982. Ederer describes the role of women in medical technology, the building of the new medical sciences building, and Dr. Gerald T. Evans’ efforts to reorganize the clinical laboratories and medical technology to integrate them into the Medical School. Ederer also discusses her decision to adopt a dog that had been used in experiments conducted C. Walton Lillehei on hypothermia in open-heart surgery. She goes on to describe her changing positions at the University, her teaching, her research, and her pursuit of a master’s in public health. She also talks about her interactions with Dr. Evans, Dr. Ellis Benson, and Dr. Lillehei. She then discusses the Medical Technology Program, her work with Barbara Tucker on laboratory safety and ethics, her work with Ruth Hovde and Verna Rausch, the changing curriculum, dealing with the high volume of lab work, working with graduate students, her experiences with Robert Howard, and efforts to establish a school of Allied Health Sciences.Item Interview with Gregory W. Hart(University of Minnesota, 2012-02-09) Tobbell, Dominique A.; Hart, Gregory W.Gregory Hart begins his interview with a brief overview of his early life and education, with a particular emphasis on his time in the MHA program and his residency at University Hospitals and Clinics. He discusses the competition around the patient care dollar and the renewed emphasis on patients in the 1960s and 1970s as well as the creation of the Hospital’s Board of Governors at the University. He then reflects on the emergence of Health Maintenance Organizations (HMOs), his work on InterStudy, the organization that developed the HMO concept, and changes the University experienced as a result of HMOs. He then discusses the following: technological change in the Hospital; cost controls; prospective payment and diagnosis-related groups (DRGs); regional health planning; University Hospital’s relationship with area hospitals; town/gown relations; long range planning for Academic Health Center (AHC) renewal; labor issues and nursing shortages; comparative work for hospitals and gender equity; the organization of the University of Minnesota Clinical Associates; the emergence of HIV/AIDS; the leadership styles of General Directors of the Hospital and work with the legislature; Lyle French as the Senior Vice President for the AHC; the impact of the ALG scandal; the creation of the University of Minnesota Health System; the Hospital’s mission; and the Hospital’s sale to Fairview. He concludes by reflecting on the collaborative environment at the University and the relationships between the different schools within the AHC and the Hospital.Item Interview with Henry Buchwald(University of Minnesota, 2012-09-28) Klaffke, Lauren E.; Buchwald, HenryDr. Henry Buchwald begins his interview talking about his early life: fleeing Austria in the midst of the Holocaust, growing up in New York, and his baccalaureate and medical education at Columbia. He discusses how he arrived at an interest in medicine, his time in the Air Force, and his reasons for choosing to pursue a residency at the University of Minnesota. As part of his time at Minnesota, Dr. Buchwald compares the University’s research program with those of other medical schools, relates the profound influence of Owen Wangensteen on the Surgery Department, and discusses his early lab work and his studies of biochemistry, particularly lipids, with Ivan Frantz. In reviewing his changing research interests, Dr. Buchwald cites major diseases afflicting society at various times during his career: the increasing association of cholesterol with heart disease prompted his early interest in lipid uptake and spurred his work on the Program on Surgical Control of Hyperlipidemias (POSCH); the need for treatments for diabetes prompted his research into Infusaid, the first implantable infusion pump, a collaborative effort that led to the development of several other devices and eventually the establishment of a bioengineering program at the University; and finally, the ongoing obesity epidemic spurred Dr. Buchwald’s current research into the jejunoileal bypass for the treatment of obesity. In his reflections on obesity research, Dr. Buchwald discusses the high level of stigmatism associated with the disease and the difficulty of funding research into its treatment.Item Interview with John Diehl(University of Minnesota, 2012-02-09) Tobbell, Dominique A.; Diehl, JohnJohn Diehl begins his interview with a brief reflection on where he was born and raised, his education, and his first job as special assistant to the attorney general of Minnesota. He then discusses changes in health plans and his work as the chief of the Department of Health HMO, focusing on the development of a regulatory framework for health plans. He details the process of introducing the Health Maintenance Organization (HMO) Act of 1973 and developing a grant-making function to develop and regulate HMOs. As part of this discussion, Mr. Diehl reflects on federal legislation regarding HMOs and the influence of professional organizations. Because of his work on HMO legislation, Diehl developed a close relationship with John Westerman and was invited to be general counsel to University Hospital. Mr. Diehl discusses all of the following in relation to his time as general counsel: changes in the governance of University Hospital with the establishment of the Board of Governors; the mentorship of John Westerman; Joel Tierney as University Attorney; the medical-legal protocol for minor donors in kidney donation; his responsibilities as the University Hospital general counsel; the end of sovereign immunity; the Hospital’s abortion policy; labor and student employment issues; the medical school’s private practice arrangement and patient rights; the hospital marketplace; certificate of need law; the University’s designation as a basic center for emergency services; and hospital consortium and regional health systems. He then reviews his experiences with Medicare and Medicaid over the course of his career and the rising costs of healthcare. Mr. Diehl also discusses Hospital’s expansion, the Hospital bonding bill and the deal’s failure, poor University publicity, and the set-up and dismantling of Regional Co-ops. He concluded with the development of the Committee on Thanatology and various legal matters concerning death and dying.Item Interview with John P. Delaney(University of Minnesota, 2012-03-27) Tobbell, Dominique A.; Delaney, John P.Dr. John Delaney begins by describing his education at Notre Dame and the University of Minnesota. He discusses his perception Harold S. Diehl as Dean of the Medical School, C. Walton Lillehei’s surgical innovations, and Dr. Owen Wangensteen’s tenure as chief of surgery during Delaney’s time in the medical school. He also describes University Hospital administrator Ray Amberg and his assistant Gertrude Gilman. He discusses the changing fee system in hospitals in the mid 1960s. Delaney describes the cardiac program at the University of Minnesota in the 1950s and 1960s. He discusses his early research interest in bleeding from the stomach and his clinical specialization in gastrointestinal surgery. He describes changes in the Department of Surgery when John Najarian took over for Owen Wangensteen as chief. He recounts his experiences with Robert Howard as dean of the medical colleges, particularly his role in the faculty practice plan. He also discusses surgical nurses and the increasing emphasis on patient satisfaction with hospital care to receive full reimbursement for services. Delaney discusses the reorganization of the health sciences at the University of Minnesota, town/gown issues with Twin Cities practitioners, and competing medical school plans in Saint Paul and at Saint Thomas. He also discusses his later focus on surgical oncology and working with B.J. Kennedy and Seymour Levitt. Finally, he describes the ALG scandal.Item Interview with John S. Najarian(University of Minnesota, 2011-09-27) Tobbell, Dominique A.; Najarian, John S.Dr. John Najarian begins part one of his interview with a reflection on where he was born and raised and how he became interested in medicine. He then discusses his time in the U.S. Air Force, his interest in transplantation, the research he conducted under the mentorship of Frank Dixon and Joe Feldman, his decision to return to surgical work, his time at UCSF, and his move to the University of Minnesota. Dr. Najarian then reviews his time at the University of Minnesota, covering all of the following topics: his efforts to increase the number of surgical patients and work with surgeons in the community; relations with administrators at University Hospital; the continued training of academic surgeons; relations between different departments within the Medical School; cultural differences across the United States; the organ transplantation program at the University; ethical issues in transplantation; Robert Good’s work on bone marrow transplantation; transsexual surgery at the University; the faculty practice plan and income in the Medical School; the impact of Medicare and Medicaid; the health manpower shortage and problems with manpower distribution; and efforts to recruit minority and female surgeons. Dr. Najarian begins part two of his interview by reviewing collaborations with different schools and departments across the University and the differences between the University of Minnesota and the University of California-San Francisco. He comments on his experiences as the College of Medical Sciences reorganized as the Academic Health Center and relations with the state legislature. Dr. Najarian then discusses the following topics: changes to the hospital’s Board of Governors; space and staffing issues; the expansion of the hospital in the late 1970s and 1980s; and the sale of University Hospital to Fairview. Dr. Najarian spends a considerable portion of the interview reflecting on the development of Minnesota antilymphocyte globulin (ALG) and the legal problems he faced with the FDA and the University surrounding its sale. In the remainder of the interview, Dr. Najarian discusses the following topics: the leadership of Lyle French and Neal Vanselow; the impact of the National Organ Transplant Act of 1984; transplants conducted in pediatric patients and Jamie Fisk’s successful liver transplant at eleven months old; and changes in surgical technologies. He concludes his interview with reflections on the legacy of Dr. Owen Wangensteen and other figures important to the history of the AHC.Item Interview with John Westerman(University of Minnesota, 2012-04-20) Tobbell, Dominique A.; Westerman, JohnWesterman begins by discussing his childhood and youth in Minneapolis. He describes his time in the US Air Force and in Tachikawa, Japan. He discusses his time as a student in the Masters in Hospital Administration program and his interactions with James Hamilton and James Stephan. He describes Ray Amberg and other University Hospital administrators. He discusses being CEO of Strong Memorial Hospital and working at the University of Minnesota Hospitals. He describes the physical reorganization of the Health Sciences and the reputation of the PhD programs in other parts of the country. He discusses collaborations between the Mayo Clinic and the University of Minnesota. He describes the Hospital’s referral system. Westerman discusses the atmosphere of the Hospital and its relationship with the Mayo Clinic in Rochester, MN. He discusses nursing at the Hospital and the influence of Marie Manthey and Florence Julian. He also discusses the role of Pharmacy and having pharmacy students in the Hospital. Westerman discusses abortions at the University Hospital. He also describes the increasingly competitive hospital marketplace in the 1970s. Finally, he discusses the Consortium of University Hospitals.Item Interview with Marie Manthey(University of Minnesota, 2010-10-12) Tobbell, Dominique A.; Manthey, MarieIn the first interview, Manthey begins by discussing her childhood and her decision to become a nurse. She describes her initial nursing training and work at Saint Elizabeth’s Hospital and the University of Chicago Hospital in Chicago, Illinois. She discusses her decision to come to the University of Minnesota to continue her education in the early 1960s, and describes her experiences with individuals such as Katherine Densford, Edna Fritz, and John Westerman. She describes working on Station 32 with Dr. Owen Wangensteen, the shifting roles of Registered Nurses [RN] and Licensed Practical Nurses [LPN], and relationships between nurses with different levels of education. She discusses her time as Associate Director of Nursing at the University Hospital and the work that led to the establishment of primary nursing. Manthey describes the changes in accounting systems in the hospital as well as the restructuring of the University’s Academic Health Center. In the second interview, Manthey continues to discuss her time at the University Hospital. She also describes her experiences serving as assistant administrator and director of nursing at Miller Hospital in St. Paul (later renamed United Hospital). She discusses her experiences with Ray Amberg, various hospital administrations, and nursing unions. She discusses the culture of the University of Minnesota’s School of Nursing, and the relationships between the faculty and the Hospital’s nursing service during the 1960s and 1970s. Manthey also discusses the changes in undergraduate and graduate nursing education introduced at the University of Minnesota during these decades. She discusses her tenure on the Hospital Board of Governors and explains her decision to leave Minnesota and move to Yale New Haven Hospital in the late 1970s. She describes the differences she sees between nursing and medical care in Minnesota compared to other locations in the United States and abroad. She discusses her company, Creative Health Care Management and developing the Leadership for Empowered Organizations (LEO) program.Item Interview with Michael Till(University of Minnesota, 2012-12-19) Klaffke, Lauren E.; Till, MichaelDr. Michael Till begins his interview by describing the trajectory of his education and early career, including his experiences in: the Navy; at the University of Iowa; at Eastman Dental Center in Stockholm, Sweden; at the Royal Dental College in Aarhus, Denmark; at the Arabian America Oil Company (ARAMCO); with Operation Crossroads in Dahomey, West Africa; and at the University of Pittsburgh. He then discusses his recruitment to the University of Minnesota and the building of the new Dental School facilities in 1969 and 1970. He describes his responsibilities as chairman of Pediatric Dentistry, his work to initiate the International Exchange Program, and his time as a Robert Wood Johnson Health Policy Fellow. Focusing on the Dental School, he covers the following topics: the culture of the dental school; student unrest in the 1960s; the relationship between dentistry and dental hygiene within the school; debates regarding manpower within dentistry; the Mobile Dental Clinic and the Hibbing Dental Program; the relationship between the School of Dentistry and University Hospital; the role of Pediatric Dentistry in the bone marrow transplant program; state and federal support for the School; the School’s efforts around water fluoridation; and the creation of the Academic Health Center (AHC) and the inclusion of the Dental School within the AHC. Dr. Till also describes Dr. Lyle French’s tenure as vice president of the AHC; the tenures of Drs. Erwin Schaeffer, Richard Oliver as deans of the School; retrenchment, strategic planning, and the reorganization of the school; the No Cavity Clinic; the changing demographics of dentistry; the potential for a two-track tenure system; his work in the creation of the Ectoderma Dysplasia Center; the pediatric dental program at Hennepin County Medical Center; the tenure of Dr. Richard Elzay as dean; and the threatened closure of the Dental School. He concludes with a discussion of his relationships with the vice presidents of the AHC, his time as dean, and his work with Project HOPE.Item Interview with Neal A. Vanselow(University of Minnesota, 2013-07-10) Tobbell, Dominique A.; Vanselow, Neal A.Dr. Neal Vanselow begins his interview by reflecting on his education and training at the University of Michigan and his internship at Minneapolis General Hospital (now Hennepin County Medical Center). He then discusses his tenure as dean at the University of Arizona College of Medicine and his move to the University of Nebraska Medical Center in Omaha. He relates the reasons for his move to the University of Minnesota Academic Health Center (AHC). Concerning the University’s AHC, Dr. Vanselow describes all of the following: the culture of the AHC particularly town/gown relationships; the relationship between the AHC and the rest of the University; the relationship between the AHC and Central Administration; relations among units in the health sciences; the incorporation of the College of Veterinary Medicine into the AHC; and Ken Keller’s Commitment to Focus and the threatened closure of the Dental School and the College of Veterinary Medicine. Reflecting on larger trends in healthcare and health education, he discusses: efforts to admit more minority students; issues regarding the rising costs of hospital care and the impact on University Hospital; faculty practice; retrenchments; the creation of the Biomedical Ethics Center; and the issues surrounding the University’s production and sale of Antilymphocyte Globulin (ALG). Dr. Vanselow also describes the tenures of the presidents of the University and the regents with which he worked; his work with the Legislature; the differences between a private and public academic health center; and his time on the board of the Association of Academic Health Centers. He concludes his interview with a reflection on his experiences as part of the Institute of Medicine’s Committee on the Future of Primary Care and the Continuing Evaluation Panel of the American International Health Alliance.Item Interview with Paul Quie(University of Minnesota, 2011-03-21) Tobbell, Dominique A.; Quie, PaulPaul Quie begins by discussing his background, including his childhood, why he went into medicine, his education, and being drafted into the Navy. He discusses his experiences as a student at Yale Medical School, as an intern at the Minneapolis General Hospital, as a pediatrician in the Navy, and doing research at the Rockefeller Institute in New York in the early 1960s. He describes medical developments in the 1950s; the environment in the UMN Medical School in the 1950s; the American Legion professorship; his research; collaboration between Pediatrics, Medicine, and Surgery in the 1960s; the UMN Pediatrics Department; the College of Medical Sciences deans; the faculty practice issue and Robert Howard; leadership at the UMN health sciences; the strict full-time model in Pediatrics in the 1960s; the relationship between the UMN and private practitioners in Minneapolis and St. Paul; the effort to establish a second medical school in the Twin Cities; and the establishment of the Department of Family Practice at UMN. He also discusses medical specialization in the US; the establishment of the Children’s Hospital; the medical school curriculum revisions in the 1960s; the reorganization of the health sciences in the 1960s; the Korea Project; the Program in Human Sexuality; the pediatric infectious diseases program at Red Lake at the Indian Reservation; the transsexuality program in the late 1960s and early 1970s; the appointment of Konald Prem as chair of the Department of Obstetrics and Genecology in 1976; retrenchments in the early 1980s; the NIH; the early history of HIV/AIDS; the Center for Bioethics; and the Rural Physician Associate Program. He talks about Lewis Thomas; Irvine McQuarrie; John Anderson; Harold Diehl; Robert Howard; Neal Gault; Lyle French; John Westerman; Richard Chilgren; his brother, Al Quie; and Jack Verby.Item Interview with Robert B. Howard(University of Minnesota, 2009-03-05) Tobbell, Dominique A.; Howard, Robert B.Howard begins by briefly discussing his childhood, his schooling, and his experience in the Army Medical Corps. He then reflects on teaching and working in the Department of Medicine at the University of Minnesota in the 1940s and 1950s, including the changes that he observed in medical care providing after World War II. He discusses his administrative roles at UMN, including director of the Department of Continuation Medical Education, associate dean of the Medical School, and then dean of the College of Medical Sciences. He discusses the faculty private practice controversy in the 1960s, including the option of a strict full-time system. He describes his role in the reorganization of the Pharmacology Department, the establishment of the Ophthalmology Department, and appointing John Najarian as head of surgery after Owen Wangensteen retired. He discusses the increase in the Medical School class size in the 1960s, the attempted establishment of a medical school in St. Paul, the establishment of a medical school in Duluth, and the establishment of the Academic Health Center. He discusses the Nursing and Pharmacy Schools and some of his department head appointments while he was dean. He describes what he did after leaving the UMN, including working as director of Medical Education at Northwestern Hospital in Minneapolis and as editor in chief of Postgraduate Medicine Magazine. He reflects on the state of the funding of medical education in Minnesota while he was dean, the influence of the introduction of Medicare and Medicaid, the influence of federal legislation on the Medical School in the 1950s and 1960s, the perceived shortage of healthcare workers in the 1960s, issues of space in the Medical School, the role of external committees and reports in Medical School decisions, the relationships between the Medical School and local physicians, the state legislature, the Regents, and the Mayo Clinic.Item Interview with Robert J. Cipolle(University of Minnesota, 2012-06-12) Tobbell, Dominique A.; Cipolle, Robert J.Dr. Robert Cipolle begins his interview by briefly discusses his early life and education. He describes his time in the relatively new Pharm.D. at the University of Minnesota, his residency in Twin Cities area hospitals, and how the atmosphere of acceptance of the clinical pharmacy in Minnesota differed from areas. Dr. Cipolle then discusses the following topics regarding the changing culture surrounding pharmacy and pharmaceuticals: his move to University Hospital to support the growth of the clinical pharmacy program there; running the hospital pharmacy at Saint Paul-Ramsey; conflicts within the pharmacy therapeutics committee; equivalence, substitution, and prescriptive power issues in the 1970s, 1980s, and 1990s; the creation of the Peters Institute of Pharmaceutical Care; the practice of medication therapy management (MTM); the development of a billing system for clinical pharmacy; the training of clinical pharmacists as opposed to pharmacists working in dispensaries; and the introduction of the patient package insert. Following this discussion of larger trends, Dr. Cipolle reflects on his time in administration in the College of Pharmacy, including his time as associate dean under Gilbert Banker, changing the curriculum within the College, and his time as interim dean. He then describes the following: the relationship between the College and the Department of Pharmacology in the Medical School; the conversion to an all Pharm.D. program; the creation of the pharmacy program in Duluth; relations between the College and the basic sciences; failed discussions regarding the creation of a two-year pharmacy technician program; poison control and collaborations with the Medical and Nursing Schools; budget issues and long-range planning; funding from pharmaceutical companies; his time chairing the Conflict of Interest Committee; litigation surrounding the sale of Antilymphocyte Globulin (ALG); the creation of Medication Management Systems, Inc. Dr. Cipolle concludes with a reflection on changing demographics within pharmacy, the changing culture of pharmacy, and the naming of Unit F.Item Interview with Robert L. Kane(University of Minnesota, 2013-12-11) Klaffke, Lauren E.; Kane, Robert L.Dr. Robert Kane begins his interview with a description of his early life and education. He reflects on his medical training, his time with the Indian Health Service, and his efforts to establish a Department of Family and Community Medicine at the University of Utah. Dr. Kane then discusses his move to RAND in Santa Monica, CA, his work on what would become Value-Based Purchasing, his work on the needs for geriatric manpower, his work establishing the Division of Geriatrics at UCLA, and various lines of research that connected to his work at RAND and UCLA. The conversation turns toward Dr. Kane’s time at the University of Minnesota. He describes the following topics: his goals in becoming dean of the School of Public Health; his reorganization of the School, including moving and eliminating departments and divisions; funding for the School; his work with the Legislature; shifts in public health research; methods of evaluation he tried to establish in the School; division loyalty within the School; and his reasons for stepping down as dean. Reflecting on the larger contexts of the AHC and the University, Dr. Kane discusses all of the following: financial problems in the AHC; the sale of University Hospital to Fairview; Neal Vanselow and Cherie Perlmutter’s leadership in the AHC; and problems with collaboration in the AHC. He describes efforts to admit minority students; the regional importance of the School; deans of the School after he stepped down; Ken Keller’s Commitment to Focus plan; William Brody and Frank Cerra’s tenures as vice president of the AHC; and the joining of the positions of medical school dean and vice president for the AHC. He concludes with the need for more healthcare delivery research at the University and John Finnegan’s tenure as dean of the School.Item Interview with Robert M. Dickler(University of Minnesota, 2012-06-10) Tobbell, Dominique A.; Dickler, Robert M.Robert Dickler begins his interview with a brief timeline of his education and career. He relates how he decided to attend the University of Minnesota and his experiences as a graduate student during a period of social change. He discusses his interactions with Gaylord Anderson and Lee Stauffer, the influence of the Alumni Foundation, and working with Vernon Weckwerth. He describes completing his residency at University Hospital as a student of John Westerman, the “virgin territory” of hospital administration education, the changes in financial support for hospital administration, and, on a related note, the changes in hospital technology. He discusses the key issues the Hospital confronted in the 1970s, including the information explosion and new levels of bureaucratic accountability. He then discusses the importance of focused governance in a university hospital and the building of the Ambulatory Care Clinic. He reviews the relationships between the hospital and schools within the Academic Health Center, with siginicant detail on nursing. Mr. Dickler also discusses unionization within the Hospital and the health sciences, the changing patient experience, the effects of abortion legislation on hospital policies, University Hospital’s relationship with community hospitals, growing competition within the healthcare industry, University Hospital’s mission, and the growth of the clinical care dollar. The interview turns toward the following topics: the 1970s (and continuing) nursing shortage, Mr. Dickler’s move to the University of Colorado, the differences in hospital administration at Colorado and Minnesota, the outbreak of AIDS, structural change at Colorado, his return to Minnesota, pay equity, the tax exempt status of nonprofit hospitals, town/gown tensions, and his move to the American Association of Medical Colleges (AAMC). He describes his time at the AAMC with attention to health reform under the Clinton administration, the relationship between the AAMC and the American Medical Association. He concludes with a discussion of the relationship between Minnesota’s University Hospital and the Veteran’s Administration Hospital and his relationships with Lyle French, David Preston, and Cherie Perlmutter.