2020 NOMINEES2020/08/24 · LIVE TRIM BLEED GUTTER SCALE ACTUAL PRINTED...

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2020 NOMINEES

Wednesday, August 26, 2020 | 2:00-3:30pm

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Keck Medicine of USC | Los Angeles Surge Hospital | Parker Brown | UCLA Health

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c u s t o m c o n t e n t

august 24, 2020

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20 LOS ANGELES BUSINESS JOURNAL – CUSTOM CONTENT AUGUST 24, 2020

T he Los Angeles Business Journal will be proudly hosting the annual Health Leadership Awards as a free virtual event on Wednesday, August 26th at 2:00 pm.

Before launching into the virtual awards ceremony, the event will bring together a diverse group of elite health industry insiders for a panel discussion about the state of health care, delivery of care, and the overall impact COVID-19 has had on the healthcare system and businesses in Southern California.

Celebrating the Top Health Leaders of the Region

Serving Los Angeles and Ventura Counties | 818.999.5078 | parkerbrowninc.com

We have professional relationships

with our clients that produce long-term

value, growth and sustainability.

Synergy.

Thomas MoneCEO

OneLegacy

Dr. James KyleMedical Director L.A. Care Health Plan

Dr. Demetria Malloy Plan Performance Medical Director

Anthem, Inc.

Robert StonePresident & CEO

City of Hope

Denise PinesPresident

Medical Board of California


AUGUST 24, 2020 CUSTOM CONTENT – LOS ANGELES BUSINESS JOURNAL 21

FILE NAMEBILL TO JOB#DESCRIPTIONCLIENTLAST MODIFIEDPREVIOUS USER

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CITY OFDISCOVERYCITY OFAt City of Hope, our breakthrough cancer treatments allow patients to lead longer, fuller lives. Our pioneering research was the catalyst for the development of four of the world’s most widely used cancer drugs, and we’ve performed more than 16,000 bone marrow and stem cell transplants with unparalleled survival rates. Hundreds of clinical trials are currently underway to deliver even more innovative, lifesaving treatments directly to those who need them most. Our relentless pursuit of scientific discoveries is driven by our unwavering commitment to help cancer patients everywhere, now and in the future. Discover more at CityofHope.org

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Kavitha Bhatia, MD, MMM, FAAP

Prime Healthcare

Hilda Agajanian

The Oncology Institute of Hope and Innovation, Inc.

Robert Allen

CHA Hollywood Presbyterian Medical Center

John Baackes

L.A. Care Health Plan

Liz Cochran

Adventist Health Glendale

Rob H. Curry

Emanate Health

Jamie Chang


Robert Cherry

UCLA Health

Bruce L. Gewertz, MD

Cedars-Sinai

Armand Dorian, MD

Keck Medicine of USC

Dr. Renee Dua

Heal

Jamiely Gallao, RN, BSN, DPCS

Optima Care Home Health Services, Inc.

Joseph Chan

Beverly Hospital

Sunny Bhatia, MD, MMM, FACC, FSCAI

Prime Healthcare

Sherrill Brown, MD

AltaMed Health Services

Fiona Castillo, RN

Vanura Homehealth Services, Inc.

2020 NOMINEES: INDIVIDUALS

President & Founder Chief Executive Officer Chief Executive OfficerChief Medical Officer of Strategy

Medical Director for Infection Prevention

Director of Patient Care Services

Medical Director - Emergency Department

Chief Clinical Operations Officer

Chief Medical and Quality Officer

Operations Executive President & CEO

Chief Medical Officer at USC Verdugo Hills Hospital

Chief Medical OfficerDirector of Patient Care Services

Surgeon-in-Chief,Vice Dean, Academic AffairsVice President, Interventional Services

CEO, Region I and Chief Medical Officer



Los Angeles Business Journal

L.A. Care Health Plan is proud to support the

lacare.org1.888.4LA-CARE

and this year’s Health Care Panel & Awards

AD249 Los Angeles Business Journal.indd 2AD249 Los Angeles Business Journal.indd 2 8/13/20 3:15 PM8/13/20 3:15 PM



Rod Hanners


Dr. Ying-Ying Goh

City of Pasadena

George Greene

Hospital Association of Southern California

Karen Grimley

UCLA Health

John Mazziotta, MD

UCLA Health

Thomas Means

PCH Benefits

Suzan Konell

CommonSpirit Health / Dignity Health

Joung Lee, MD


Mark Pilon

Susan G. Komen Los Angeles County

Damaris Medina

Buchalter

Neha Nanda, MD


Jinhee Nguyen


Santosh Kesari, MD

Pacific Neuroscience Institute

Alice Issai


Ryan Iwamoto

24 Hour Home Care

Tobias Kennedy

Montage Insurance Solutions


Public Health Officer President & CEO Chief Nurse Executive, UCLA Health, Assistant Dean, UCLA School of Nursing

Interim CEO, Keck Medicine of USC; COO, Keck Medicine of USC; CEO, Keck Medical Center of USC

President President & Co-Founder Executive Vice President Director, Neuro-Oncology; Chair and Professor, Department of Translational Neurosciences and Neurotherapeutics

System Vice President and Associate General Counsel - Legal Compliance and Regulatory Affairs

Chief Administrative Officer CEO, UCLA Health, Vice Chancellor, UCLA Health Sciences

Chief Executive Officer

Shareholder Medical Director of Infection Prevention and Antimicrobial Stewardship

Patient Care Executive Executive Director



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Pearl Silao-Surachutikarn, RN, BSN

Vanura Homehealth Services, Inc.

Naama O. Pozniak

Paz Holding Inc., dba A + Insurance Service

Andrew Selesnick

Buchalter

Kimberly Shriner, MD

Huntington Hospital

Daron Tooch

King & Spalding

Joanne Weidhaas

MiraKind, MiraDx

Robert Stone

City of Hope

Vasu Sunkara

Parktree Community Health Centers

John Zabasky

WorXsiteHR Insurance Solutions, Inc.

James Stein, MD, MSc, FACS, FAAP

Children's Hospital Los Angeles

Danone Simpson

Montage Insurance Solutions

Dr. Miatta Snetter

U.S. VETS Outside The Wire

Johnese Spisso

UCLA Health


Chief Executive Officer Shareholder Infectious Disease Specialist

Clinical Executive Director

CEO & President Director of Clinical Services President, UCLA Health, CEO, UCLA Hospital System, Associate Vice Chancellor, UCLA Health Sciences

Senior Vice President and Chief Medical Officer

President & CEO Chief Medical Officer Partner Founder

Chief Executive Officer



Helping Medi-Cal families since 1994.

Anthem Blue Cross is the trade name for Blue Cross of California. Anthem Blue Cross and Blue Cross of California Partnership Plan, Inc. are independent licensees of the Blue Cross Association. Anthem is a registered trademark of Anthem Insurance Companies, Inc. Blue Cross of California is contracted with L.A. Care Health Plan to provide Medi-Cal Managed Care services in Los Angeles County.ACAMKT-0404-20

At Anthem, we’re committed to being a valued health care partner and working together to transform health care with trusted and caring solutions. We’re developing the technology, solutions and programs that give members greater access to care and working with providers to ensure a quality health care experience for members.

www.anthem.com/ca/medi-cal



AltaMed Health Services

24/7 Orthopedic Urgent Care Center


Airport Marina Counseling Service

Dermavant Sciences, Inc. Eisner HealthCity of Pasadena CompletePT Pool & Land Physical Therapy, Inc.

Home Guardian Angels

Emanate Health Exer Urgent Care Heal One World

Children's Hospital Los Angeles

Boys & Girls Club of the West Valley

Cedars-Sinai CHA Hollywood Presbyterian Medical Center

2020 NOMINEES: ORGANIZATIONS



Brought to you by

We all play for #TeamLA

JohneseSpisso

Hospital CEO or President of the Year

JohnMazziotta,

MD, PhD

Health System Executive of the Year

RobertCherry,

MD

Hospital Executive of the Year

KarenGrimley,

PhD, RN

HospitalExecutive of the Year

Ronald Reagan UCLA Medical Center/UCLA Medical Center, Santa Monica

Top Hospital or Medical Center

UCLA Offices of Clinical Research Educational or

Institutional Program of the Year

UCLA Jonsson Comprehensive Cancer Center

Top Research Organization

congratulates all of its nominees for the Los Angeles Business Journal

Health Care Leadership Awards:



Los Angeles Surge Hospital (LASH) (Partnership of State of California, Los Angeles County, Dignity Health, and Kaiser Permanente)

Keck Medicine of USC’s Care for the Caregiver Program

Keck Medicine of USC – Environmental Services

Kheir Clinic

Pacific Neuroscience Institute

Physical TherapyworksMiraKind OneLegacy

Scanwell HealthPIH Health Good Samaritan Hospital

Right at Home SCAN Health Plan

MiraDxThe Lundquist Institute Mental Health America of Los Angeles

Milken Institute




Keck Medicine of USC is proud to honor its nominees for the Los Angeles Business Journal’s Health Care Leadership Awards. The outstanding efforts of these individuals and teams work together to advance one goal — providing exceptional care for patients.

Armand Dorian, MDChief Medical Officer, USC Verdugo Hills Hospital

Rod HannersInterim CEO, Keck Medicine of USCCOO, Keck Medicine of USCCEO, Keck Medical Center of USC

Neha Nanda, MDHospital Epidemiologist, Keck Medicine of USC

© 2020 Keck Medicine of USC

Exceptional.In a crisis or in calmer times, our health care leaders are

USC Care for the Caregiver ProgramKeck Medicine of USC

COVID Response Teams: USC Verdugo Hills Hospital and Keck Medicine of USC Environmental Services

(800) USC-CARE • KeckMedicine.org

20-08-544270427-HOSP-TRIBUTE AD-LA Business Journal Health Care Panel Award.indd 120-08-544270427-HOSP-TRIBUTE AD-LA Business Journal Health Care Panel Award.indd 1 8/18/20 12:30 PM8/18/20 12:30 PM006-52_labj20200824_fullpages.indd 31006-52_labj20200824_fullpages.indd 31 8/18/20 1:44 PM8/18/20 1:44 PM


UCLA Health - Ronald Reagan UCLA Medical Center/UCLA Medical Center, Santa Monica

SimplePractice St. Francis Medical Center Susan G. Komen's California Response Fund

Westside Family Health Center (WFHC)

WorXsiteHR Insurance Solutions, Inc.

Venice Family ClinicUCLA Jonsson Comprehensive Cancer Center

UCLA Office for Clinical Research

USC Verdugo Hills Hospital




We’re all in this together.We would like to thank the brave doctors, nurses and staff who treated patients

with COVID-19 at the Los Angeles Surge Hospital, as well as Los Angeles County

and the State of California which made it possible. These are unprecedented

times, and this team worked tirelessly to protect our city and keep Angelenos safe.

Together, we will continue fighting to keep our communities healthy and strong.



The COVID-19 pandemic has changed life as we know it in so many ways. We have had to adapt to social distancing and wearing

masks. Those are the minor changes. Many families have been forced to live without loved ones who succumbed to the virus. Others are facing another kind of loss. Millions have lost their jobs. Many of those people are now rely-ing on food banks to have food on the table, and other social services for basic needs.

Through all of these changes, we keep hearing the mantra “we’re all in this together.” It’s absolutely true. Realizing that, L.A. Care Health Plan, the largest publicly operated health plan in the country, has taken many steps to help its members, providers and the community at large get through this crisis.

Initially, the health plan realized it was critical to support providers to ensure they could continue to provide high quality care to members. Hospitals that serve L.A. Care were under tremendous financial strain as COVID-19 shut down elective procedures early on in the pandemic. L.A. Care was quick to offer hospital partners up to $85 million in acceler-ated claims payments.

“L.A. Care is helping to lead our hospitals and communities down a more prosperous path,” said George W. Greene, Esq., president/CEO of the Hospital Association of Southern California (HASC). “It’s HASC’s hope that this model will be emulated by other health plans in support of their provider partners.”

The health plan also provided more than $21 million in advance incentive payments to individual primary care physicians and Feder-ally Qualified Health Centers that treat L.A. Care members.

Provider support was critical, but it was also important to address the needs of health plan members and community members who sud-denly found themselves with no income due to COVID-19 job losses. That’s why L.A. Care committed more than $1 million toward efforts that address food insecurity.

Project Angel Food, which provides medi-cally tailored food for low-income individuals with chronic illnesses like HIV, diabetes, con-gestive heart failure, cancer and more, received $550,000 to reduce its waiting list.

“L.A. Care has just delivered Project Angel Food the largest health care grant in our histo-ry,” said Richard Ayoub, Executive Director of

Project Angel Food. “This grant not only will impact the lives of 151 people, but every family member and every caregiver around them.”

More than $404,000 was provided to a Meals to You meal delivery pilot program that offers two meals per day for 30 days to members and will connect them to sustainable food sources. In addition, L.A. Care has committed more than $150,000 to about two dozen food pantries run by community partners. That funding has helped provide meals to more than 8,000 families, to date.

Homelessness was at a crisis level in Los Angeles County prior to the pandemic, and COVID-19 is only exacerbating the problem. L.A. Care committed nearly $1 million in two grants to the United Way of Greater Los Ange-les that involved efforts to support individual experiencing homelessness. One grant provided

personal protective equipment for up to 5,000 frontline workers, and provided the funding to procure supplies for as many as 10,000 individ-uals living on the streets of L.A. County. The second grant supports United Way’s Health Pathways Expansion program, which ultimately expands health services to people experiencing homelessness across the county.

Of course, there is also a concern about those who might fall into homelessness due to a job loss. The county has issued a moratorium on evictions until September 30, but legal aid agencies will tell you that efforts to evict rent-ers have not stopped. L.A. Care just recently committed $750,000 to six legal aid agencies in Los Angeles. One of them is the Inner City Law Center.

“The pandemic has the potential to dis-place tens of thousands of poor and low-in-come families in Los Angeles County in the months after the courts re-open,” said Adam Murray, Executive Director at Inner City Law Center. “We know the best way to prevent homelessness is to stop it from happening in the first place. With L.A. Care’s support, our attorneys stand ready to defend tenants who could soon face eviction.”

The COVID-19 pandemic has also shone a spotlight on the health disparities that have long existed within communities of color, and in fact, the National Institutes of Health recently released a report showing the virus has widened the gap of inequities. L.A. Care host-ed a COVID-19 Disparities Leadership Summit that brought together 170 health care leaders to discuss strategies to address racial disparities in COVID-19 illnesses and deaths, especially in the Black community.

“Eleven percent of L.A. Care members are Black Americans, and we want to ensure that

we are doing all we can to keep our members healthy,” said James Kyle, MD, L.A. Care Medical Director for Quality Improvement. “By bringing together leaders from all facets of health care in the county, we can begin to develop strategies to prevent further COVID-19 spread in this population.”

A second summit is in the planning. In the meantime, L.A. Care issued a Statement of Principles on Social Justice and Systemic Racism saying the health plan does not toler-ate racism or discrimination in any form, and denounces anti-Blackness and the systemic oppression of people of color in America. L.A. Care also committed $1.5 million in grants to 10 clinics to conduct projects that will primar-ily help communities of color. The projects involve combatting diabetes, hypertension, periodontal disease and more.

The steps detailed here represent a partial list of actions the health plan has taken to respond to the impact COVID-19 is having on members and the wider community. Health plan leadership and staff are constantly looking for more ways to help. That’s because, while we might getting tired of hearing it, we really are all in this together.

For more information on L.A. Care Health Plan, go to lacare.org.

A Health Plan’s Multi-Million Dollar Response to COVID-19 Goes Well Beyond Traditional Health Care

“L.A. Care is helping to lead our hospitals and communities down

a more prosperous path."



46 Hospitals Saved

14 States

600 Communities Served

2.5 Million+ Patients Served Annually

40,000 Staff

15,000 Physicians

312 Quality Awards in 2020 for Patient Safety & Excellence

9 Billion in Charity Care since 2010

Thelegacy lives on.

Building a stronger and brighter future.

Prime Healthcare completed the acquisition ofSt. Francis Medical Center in Lynwood - becoming

Prime’s 46th hospital nationally and its 16th in California.

Prime Healthcare is honored to continuethe legacy of St. Francis Medical Center.

Kavitha Bhatia, MD, MMM, FAAP

Chief Medical Officer of Strategy,Prime Healthcare

President and Chair,Prime Healthcare Foundation

Los Angeles Business Journal2020 Health Care Panel & Awards Nominations:

Prime Healthcare Congratulates

St. Francis Medical Center’s nomination for“Exceptional COVID-19 Response & Care”

&Dr. Kavitha Bhatia and Dr. Sunny Bhatia

on receiving the nomination forHealth System Executive of the Year

Sunny Bhatia, MD, MMM, FACC, FSCAI

Chief Executive Officer, Region ICorporate Chief Medical Officer, Prime Healthcare

Chief Medical Officer, Sherman Oaks Hospital and Encino Hospital Medical Center

St. Francis Medical CenterLynwood, CA



By TOM MONE

The current climate in America has upended our nation as few years have in the past. The coronavirus healthcare (and subsequent

economic) crisis, coupled with the national awakening and unrest demanding equality for all of our citizens, has rocked the very foun-dation of our county. Most importantly it has challenged each of us to rise to new levels of awareness, social responsibility, commitment and justice.

OneLegacy is one of the many who has answered that call.

Dedicated to saving lives through organ, eye and tissue donation, OneLegacy serves 20 million people and more than 200 hospitals throughout seven Southern California counties, as well as transplant centers and patients in need across the country. In 2019 our not-for-profit organization recovered a record number of 557 organ donors that resulted in the trans-plant of 1,619 organs, doubling the number of organ collections we were performing in 2000. We also helped more than 200,000 people with tissue grafts while sight-saving corneas trans-planted increased a remarkable 25% from the prior year to 1,616.

And then the pandemic hit.Recognizing the lifesaving and essential

purpose of donation and transplantation, in March we modified many parts of our practices to ensure the health and safety of recipients, family members and healthcare staff so as to allow the “gift of life” to continue uninterrupt-ed. These included testing all potential organ donors for the virus, evaluating the travel history of all potential donors to identify those who may be at higher risk of exposure and insti-tuting a number of appropriate precautions at OneLegacy itself.

Central among our actions is working with transplant centers and donor hospitals to free up ICU beds, ventilators and staff for COVID-19 patients, all of which normally support organ donors. Toward this end, OneLegacy made arrangements to transport organ donors to our Redlands Recovery Center, transfer donors to less-impacted facilities, and work with hospitals to recover organs more rapidly than usual.

By following these precautions and taking these actions, we have been able to continue our lifesaving mission and our ongoing steward-ship of the gift of donation, allowing the wishes of donors and their families to be fulfilled. In fact, we are currently on pace for a significant

increase in organ donations over last year’s record-setting numbers. To donor hospitals and staff, donors and their families, recipients, and transplant colleagues, we owe a world of grati-tude for their continued caring about our com-munity and our world. Americans rally together in times of crisis, and the same generosity and caring that we see from organ donors will help us successfully confront the challenges posed by COVID-19.

But that is not the only challenge that we as a nation or OneLegacy as an organization face.

Like the rest of America, we watched in horror and saddened disbelief at the killing of George Floyd – an act which stained our coun-try and every one of our lives. That chilling atrocity was but the latest in a too-long history of racism and prejudice in our country. We must all do all that we can to end this suffering

and heal these wounds. This is particularly per-sonal to all of us in the healthcare field, for we know that inequities and disparities continue exist when it comes to both access to and deliv-ery of care.

At OneLegacy, we take this call personally as our service area includes the most diverse community in the nation, comprised of 69% Hispanic, Asian and Black, as compared to 31% white. We are also a region that boasts 185 distinct languages and cultures. Consid-ering that chronic disease and organ failure disproportionately affect people of color, it is incumbent upon us to lead the effort in education so as to address health disparities and encourage communities of color to seek appropriate healthcare; to say “YES” to organ, eye and tissue donation; and to get listed for transplants, whenever necessary.

Health disparities are the result of many things, including issues of trust in the medical system, traditional beliefs around death and dying, and the presumption that the organ transplant system discriminates. While the data shows that organs go to those in greatest need regardless of race, the fact remains that social and healthcare barriers still exist that prevent people from being offered the opportunity of choosing to receive a transplant. This must end.

In response, OneLegacy announced in June an expansion of our programs serving commu-nities of color, aimed at addressing the dispari-ties that currently exist in organ donation and transplantation. Our renewed effort include a virtual “Connect the Dots” Town Hall series featuring hosts and guests of diverse back-grounds, panel discussions about organ dona-

tion and transplantation among communities of color, social media outreach to share facts and figures about healthcare access among diverse communities, and the sharing of personal sto-ries from local donor families and OneLegacy Ambassadors with communities and organiza-tions across the counties we serve.

We know with certainty that the opportu-nity to donate and to receive a lifesaving trans-plant knows no color or sexual orientation and carries with it no national, ethnic or religious boundaries. And we know too, with equal certainty and sustained optimism, that no pan-demic can deter good people from continuing to care about our community and our world through their desire to donate life; either upon their passing or, as a living donor, to a friend, family member, or even a complete stranger.

Despite the fact that a growing number of people are saying “YES” to donation, the need for transplants outpaces potential donors. Cur-rently, there are more than 110,000 Americans waiting to receive a lifesaving heart, liver, lung, liver and/or pancreas and tragically 22 Ameri-can die needlessly each day while waiting for a second chance at life. These realities drive us to help every Southern Californian who choose to do so register at the DMV or at donatelife-california.org to be a donor and to explore the

option to be a living donor. Please join us in that effort.

Tom Mone is chief executive officer of OneLegacy. Learn more by visiting onelegacy.org.

Answering the Call and Saving Lives Through Organ Donation



Blue Shield of California Promise Health Plan is proud to sponsor the Los AngelesBusiness Journal Health Care Roundtable.

focusing on thefuture together.

blueshieldca.com/promise

© 2020 Blue Shield of California Promise Health Plan is an independent licensee of the Blue Shield Association A51926-A1 (2/20)



The role of clinical laboratories in patient care often has taken a back seat to glossier areas of medicine. But in the

fight against COVID-19, their efforts are at the forefront as they work to implement and develop new diagnostic tests that ultimately may determine the future course of treatment for this disease.

Omai B. Garner, PhD, associate professor of pathology & laboratory medicine and director of UCLA Health’s clinical microbiology laboratory, and Lee H. Hilborne, MD, professor of pathology & laboratory medicine and medical director of care coordination for UCLA Health, are used to being behind the scenes. The work that they and their laboratory colleagues do rarely is seen by the public, but it is essential to diagnose disease and deliver the appropriate treatment for patients. In today’s fight against COVID-19, these once-unsung heroes are on the frontline of the battle.

Drs. Garner and Hilborne talk about the growing importance of testing in this ever-evolving situation and how UCLA Health is leading the charge.

What follows is their responses to some of today's most pressing questions.

What efforts have been taking place in the UCLA Health clinical laboratory since this outbreak began?

DR. GARNER: We were one of the early labs to think about having a test in-house. Early in this outbreak, when it was decided that people flying directly to Los Angeles from Wuhan, China, would be screened for the novel coronavirus at LAX, you had to send the sample to the Centers for Disease Control and Prevention (CDC) in Atlanta and get the result back from them, which took five or six days. Then it was approved that these tests could be performed by the Los Angeles County Department of Public Health, and so samples would be sent there, with a one- or two-day turnaround. At the end of February, the Food and Drug Administration (FDA) made it possible for clinical hospital laboratories to do their own testing and to perform either the CDC test or to develop their own laboratory-developed test. That’s when our lab moved as quickly as we could to begin with the CDC test, and we went live on that test 11 days later, on March 10, offering about 30 tests per day.

How was your lab able to get up and running so quickly?

DR. GARNER: A challenge of the CDC test was that it had to be run on a very specific viral-extraction platform. If a laboratory didn’t have this specific piece of equipment, it could not perform the test. We actually had two of these platforms that were used primarily for clinical research. Because our hospital system has supported our Department of Pathology to do clinical research, we had them, and we were able to pivot very quickly to using those platforms for testing. That is why we were one of the first hospital laboratories in the country to be able to perform the CDC test in-house. Then a new test for COVID-19 from a company that we use for a lot of other viral diagnostics received FDA approval, and we were able to use that test to supplement the CDC test.

What will be the future direction of testing for this disease?

DR. HILBORNE: Clearly, there currently is not enough testing, not enough supply to

meet the demand. We need there to be sufficient testing, in the long term, to be able to understand where this disease is in the population, who has it and at what point someone is no longer at risk for transmitting it and can safely reengage in the community. We don’t completely understand all those issues right now, but they're being worked on with new blood-based antibody tests.

Going forward, we will be doing more of that kind of serology testing to determine if someone has developed antibodies to the virus.

We don’t yet know for sure, but my sense is that it will convey immunity. We don’t know how long that immunity will last, but there is reason to believe that, in fact, those individuals who have developed antibodies should be resistant to reinfection, at least for the foreseeable future. And I think we’ll see more population-based testing, and that information will give us a better handle on the strength of the community’s immunity to the disease.

For more information on UCLA Health, go to uclahealth.org.

UCLA Health Pathologists Lead the Way in COVID-19 Testing

LOS ANGELES | NAPA VALLEY | ORANGE COUNTY | PORTLAND | SACRAMENTO | SAN DIEGO | SCOTTSDALE | SEATTLE

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Even in the midst of a pandemic, plans for a cancer campus of the future are speeding ahead at City of Hope. The biomedical insti-

tution is in a time of tremendous growth, build-ing more facilities and hiring more clinical and research staff — all to support the increasing number of cancer patients seeking high-quality care.

Two years after receiving approval from the City of Duarte to begin construction on the approximately $1 billion project, City of Hope’s new, state-of-the-art, 100,000-square foot Med-ical and Administrative Leadership Pavilion (or “the Pavilion”) is complete, and teams are settling into their new surroundings. The Pavil-ion houses the departments of Surgery, Medical Oncology & Therapeutics Research, Hematol-ogy & Hematopoietic Cell Transplantation and Pediatrics.

The Pavilion’s curved shape was designed to provide a larger scale “statement” to the east, creating an impressive view from the 605 free-way, while presenting a more textural scale on the west side.

The building design is a contemporary approach focused on efficiency and flexibility, intended to allow staff to work comfortably indi-

vidually and collaborate safely as needed. The modern design supports both the heads-down work that is critical to clinical and research staff and facilitates the teamwork essential to addressing cancer prevention, treatment and care issues for patients.

The opening of the Pavilion marks the first milestone in realizing City of Hope’s vision for a patient-friendly, environmentally conscious, technologically advanced campus. Moving staff out of several existing buildings into the Pavil-ion will facilitate the next phase, which is dem-olition of structures that enable construction of the new Duarte Outpatient Center (DOC), an eight-story, 350,000-square-foot facility that will double the number of exam rooms and infusion capacity.

The DOC will house the latest, most advanced equipment, specialty clinics, new radiation oncology and laboratory services, and dedicated clinical trial infusion and mon-itoring. It will create enclosed walkways and bridges between buildings to provide a very safe and more comfortable experience for patient transport, especially for immuno-compromised patients. The DOC is planned to be completed in 2024.

In addition, a new 10,000-square-foot Out-patient Imaging Center slated for completion in September 2020 will nearly double imaging technologies and capacity, including new MRI, CT and PET scanners. It will house a PET/MRI machine, a hybrid that produces the most highly detailed images of the body.

Construction is well underway on the new Hope Village, targeted to open in 2021, a five-story, 147-room hospitality and wellness building for patients recuperating or those requiring extended treatment. This will allow patients who need easy access to City of Hope outpatient facilities to stay nearby and receive care in a comfortable, private, home-like setting.

Supporting the expansion plan is a new parking structure consisting of approximately 1,000 spaces for patients and visitors.

In addition to the new, leading-edge facil-ities, the renovated campus will have a strong focus on sustainability and environmental friendliness, and will maintain the features of landscaped walkways and green spaces that have long characterized City of Hope, said Jeff Walk-er, M.B.A., chief operations officer. “One of the guiding principles of the expansion is that the design of our new buildings and open spaces will

contribute to the healing of patients by creating strong relationships with nature.”

“We are incredibly excited to celebrate the opening of the Pavilion,” said Walker. “This marks the beginning of an exciting transforma-tion of the Duarte campus that will allow us to help more patients and their loved ones who turn to us at a time of great need for our unique care and capabilities.”

For more information about City of Hope, go to CityofHope.org.


BUCHALTER.COM


BUCHALTER.COM

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RightCareCOMPASSIONATE & PROFESSIONAL CAREGIVERS

Right at Home is honored to have been selected as a

� nalist for the LA Business Journal’s 2020 Health Care

Panel & Awards. We would like to thank our dedicated

team of in-home caregivers and staff for making this

possible.

Right at Home continues to serve the LA region by

providing families with compassionate and dependable

home care for their loved ones in need. During these

times we understand the Covid-19 risks remain lowest

by staying at home and our greatest priority is the health,

safety, and well-being of our clients and caregivers.

Call or email us to find out more:

[email protected]

www.rightathome.net/beverly-hills


City of Hope’s Vision for the Campus of the Future is Becoming a Reality

City of Hope’s $1 billion main campus expansion continues during the pandemic. Pictured is the new four-story Medical and Administrative Leadership Pavilion designed by Gensler.



The Hospital Association of Southern California proudly supports our hospitals, the health care community and our health care heroes on the front lines.

HASC.org

By SHAWN SHEFFIELD, MBA, MHSA

The forced rapid adoption of digital health technology is among the many ways hospi-tals have been significantly impacted by the

pandemic. From the quick pivot to telehealth visits, to virtual check-ins and remote patient monitoring, these capabilities are still necessary in this extended period of social distancing; and as a result, patient care looks drastically different than it did a few months ago. It leaves us to wonder — what is the future of care delivery? And what must health care leaders do to adapt to that future?

Of the many emerging technological innova-tions, telehealth is likely the most prevalent and will be part of care delivery long term. A Keck Medicine of USC study published in the Journal of General Internal Medicine found that among 470 patients who benefitted from the health system’s rapidly expanded telehealth services at the beginning of the pandemic, 83% would rec-ommend virtual visits to others and 77% would use virtual visits for other types of clinical care. Our physicians also appreciate the efficiency of telehealth, and 89% would continue offering virtual visits after social distancing recommen-

dations are lifted.Currently, 33% of our care provided outside

of the hospital is conducted through virtual visits, echoing a pattern at other hospitals nationwide. Digital health startups also are capturing patients with virtual care services. We anticipate telehealth volumes to remain high in the years to come. For a tertiary and quaternary center like Keck Medical Center that treats people who travel hours in search of specialized care, telehealth will greatly enhance access to care and the patient experience.

For patients with chronic conditions or who may need more complex care, remote moni-toring can help fill in the gaps between visits, whether virtual or in person. This practice dove-tails with another health care trend to focus care delivery on prevention and comprehensive wellness, even among patients who require com-plex care. Ultimately, the result is better care, more positive outcomes and increased value for patients. Wearable devices offer providers the opportunity to monitor at-risk or frail patients who may need an intervention or different treatment regimen.

One Keck Medicine study published in the American Journal of Transplantation showed

that using Bluetooth-enabled devices for remote, real time monitoring of patients who received a lung transplant decreased readmis-sions by almost 50% and decreased hospital costs by 48% per patient. Our lung transplant team now monitors all lung transplant patients in this way.

To structure ourselves for the widespread use of digital health, industry leaders must work now to address the regulatory, logistical and security challenges that would hamper growth. We also need to address legislation that will allow for sustainable reimbursement for telehealth ser-vices after the state of emergency ends.

We must ensure that the shift to digital

health does not leave patients behind. The challenge of meeting patient economic needs must be addressed for successful implementa-tion. Not all patients have equal access to devic-es and internet services to use virtual visits at home or provide real time health information to their remote care team.

If the pandemic taught us anything, it is that the world can change dramatically and quickly. It also showed us how health care leaders can rise to the challenge and highlighted the dedication of health care workers to their patients in even the most uncertain circumstances. We still have so much to do before we establish industry-wide standards for digital health. Success is contingent on being innovative and leveraging emerging technologies to provide convenient, high-quality care for patients with new expectations.

Shawn Sheffield, MBA, MHSA, is chief strategy officer for Keck Medicine of USC. For more infor-mation on Keck Medicine of USC, please visit the Telehealth site at keckmedicine.org/telecare.

The Future of Health Care is Digital — and Closer than You Think


Currently, 33% of our care provided outside of the hospital is conducted through virtual visits,

echoing a pattern at other hospitals nationwide.



By JOHN PARKER

Many people have been saying that every-thing will change after the COVID-19 pandemic passes and one of those

industries that will be deeply affected is health care. The way we practice medicine and keep ourselves healthy is already different and will continue to change.

About half of our work as a general contrac-tor is in the health care industry. We build a lot of urgent care centers, out-patient surgery cen-ters and doctors’ offices. These smaller facilities are better for patients in many cases than going to the hospital. They are easier to get to, easier to navigate. And there aren’t nearly as many seriously ill people in small facilities.

These centers have been vital to the growth in medical centers as they help patients avoid long drives in traffic to hospitals downtown or on the West Side. Instead, patients are treated in these centers in their own neighborhood. We also recently completed a satisfying tenant improvement for the Free Clinic of Simi Valley, which offers medical, dental, and psychological counseling to those unable to pay for these services. One thing we have learned in the pandemic is that the old adage is true: We are in this together. Completing a project that will help others in need is good for the soul and all businesses must do their part.

But there will be changes in a post-pandemic world. The patient might not want to leave the house. Tele-medicine, where patient and doctor meet by phone of video call, will play a more important role. Apps and online tools will likely involve the patient more in their own care. Med-ical care and staying healthy and safe will be even more important in a post-pandemic population where, hopefully, we are all more aware of how a disease can spread and make many people ill.

Rather than be the death of medical clinics and hospitals, this could actually lead to a boom in medical care. Consider how many things can change:

• Imagine a world where a patient can skip the visit to the primary care provider. Where the patient can enter a lot of data, take some diagnostic tests online and be sent right to a spe-cialist for care. Devices like digital stethoscopes, portable ECG monitors and digital otoscopes can be used at home and the results shared remotely with doctors. The doctor, with a lot of data that used to be gathered only after the patient made an office visit and had laboratory work done, would instead be given a cache of objective data and could refer the patient right to a specialist. This would save the system and the patient time and money.

• When the coronavirus first appeared, there was so much misinformation and advice offered. Imagine a post-pandemic society where health

protocols were quickly given to the public along with information about where to go to get masks, sanitizers, medicines and other tools nec-essary. This would create the need now to build more and smaller health facilities so that hospi-tals and current facilities are not overwhelmed as we saw this time.

• These same facilities could provide peo-ple with devices to help them track their vital statistics and their travel and whom they come in contact with. Imagine the difference in this pandemic if all those who spread the disease could have provided a comprehensive list of whom they contacted.

• There will be medical facilities in places where they did not exist before. In a post-COVID-19 world, there will be small medical centers in transportation hubs, schools, grocery stores and (if there are any) shopping malls. The public will demand access to primary and simple medical testing and treatment

• Speaking of airports, travel will become even a little more cumbersome than it is now. If you thought going through airport security was a hassle, wait until you are asked to provide an immunity passport, and overseas travel requires you to complete a document listing all the plac-es where you contacted others. But these could become part of our medical protocols to stop the spread of deadly illnesses. There is no question that airports are going to feature a lot more

space for medical facilities in our future.

Finally, let’s stop and give a long and loud cheer for our healthcare workers, and then talk about their future.

Our nurses, doctors and all health care work-ers deserve our gratitude for their dedication and long hours. So many of them faced this battle while distancing themselves from spouses, children and other loved ones. They practiced medicine on our behalf and then could not even be comforted when off-duty.

We are going to have to take better care of our health care workers. Hospitals are going to need more warehouse facilities where they can keep an adequate supply of personal protection equipment and ventilators. They are going to need mental health facilities to treat the trau-matic stress that these workers endured.

This was all so new for everyone from equip-ment and massive demands all at once. From test kits and labs for performing this. There are many lessons we can get from this so we are all better prepared for the next one.

At Parker Brown we believe that medical facilities will continue to be a major component of our business. We are ready to partner with our health care leaders to face the future.

John Parker is co-founder of Parker Brown Inc. Learn more at parkerbrowninc.com.

Providing the Foundation for a Bright Future in Medical Care

Two Phase 3, randomized, placebo-controlled, double-blind clinical trials testing wheth-er experimental monoclonal antibodies

(mAbs) can prevent infection by SARS-CoV-2 coronavirus are now enrolling healthy adults at clinical trial sites in the United States. Many of the trial sites and study investigators are part of the COVID-19 Prevention Network(link is external) (CoVPN), recently established by the National Institute of Allergy and Infectious Diseases (NIAID), one of the National Insti-tutes of Health. SARS-CoV-2 is the virus that causes coronavirus disease 2019 (COVID-19). The trials are enrolling adults who are at risk of infection due to close contact at work or home to persons with SARS-CoV-2 infection.

“The COVID-19 Prevention Network is designed to conduct large-scale trials rapidly and efficiently,” said NIAID Director Anthony S. Fauci, M.D. “This network will allow us to test the safety and efficacy of monoclonal antibodies and other preventive measures to help identify how best to reduce the level of SARS-CoV-2 infection and ultimately end the COVID-19 pandemic.”

Monoclonal antibodies are laboratory-made versions of proteins naturally produced by the immune system in response to invading viruses or other pathogens. Neutralizing antibodies, whether natural or monoclonal, can bind directly to portions of viruses that they use

to attach to and enter cells, preventing them from initiating the infection cycle. Monoclonal antibodies may provide short-term protection from SARS-CoV-2 and could serve as import-ant components of the COVID-19 pandemic response until vaccines become available.

One trial is being conducted jointly by NIAID and trial sponsor Regeneron Pharma-ceuticals of Tarrytown, New York. It will eval-uate Regeneron’s investigational double mAb combination, REGN-COV-2, which is designed to bind to two points on the SARS-CoV-2 spike protein and prevent it from entering healthy cells. The trial will enroll approximate-ly 2,000 asymptomatic adults who are house-hold contacts of persons with SARS-CoV-2 infection. Participants must have been in close contact (typically due to residing at the same address) with the infected person in a 96-hour window preceding administration of either

REGN-CoV-2 or placebo. In addition to assess-ing safety, the trial will seek to define whether REGN-COV-2 can prevent infection or disease symptoms in those already infected. The effi-cacy assessment will be a one-month period following administration of REGN-COV-2 or placebo. All trial participants will be followed for safety for seven months after efficacy assess-ment period ends.

A second trial, sponsored by Eli Lilly and Company of Indianapolis, Indiana, and imple-mented in collaboration with NIAID, will evaluate LY-CoV555, a mAb isolated from a recovered COVID-19 patient by scientists at AbCellera (Vancouver, British Columbia, Canada) and the NIAID Vaccine Research Center, and developed by Eli Lilly and Com-pany. This trial will assess whether LY-CoV555 can prevent SARS-CoV-2 infection among people at high risk of exposure due to residing

or working in skilled nursing or assisted living facilities. Within one week of identification of a case of SARS-CoV-2 infection at a facility, study investigators will enroll trial volunteers and evaluate the prevention efficacy and safety of LY-CoV555, compared to placebo, over an 8-week period. The trial will also evaluate effi-cacy in preventing symptoms of a given severity in those already infected. Participants will con-tinue to be followed for safety for an additional 16 weeks. Up to 2,400 participants will be randomized to receive intravenous infusion of either LY-CoV555 or placebo.

NIAID conducts and supports research—at NIH, throughout the United States, and worldwide—to study the causes of infectious and immune-mediated diseases, and to develop better means of preventing, diagnosing and treating these illnesses.NIH, the nation’s medical research agency, includes 27 Institutes and Centers and is a component of the U.S. Department of Health and Human Services. NIH is the primary federal agency conducting and supporting basic, clinical, and translational medical research, and is investigating the causes, treatments, and cures for both common and rare diseases. For more information about NIH and its programs, visit nih.gov. People 18 years of age and older who are interested in participating in these trials should visit coronaviruspreventionnetwork.org.

Clinical Trials of Monoclonal Antibodies to Prevent COVID-19 are on the Horizon

“The COVID-19 Prevention Network is designed to conduct large-scale trials rapidly and efficiently."


2020 NOMINEES2020/08/24 · LIVE TRIM BLEED GUTTER SCALE ACTUAL PRINTED...

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