2007: Everyone Needs a Medical Home
Transcription
2007: Everyone Needs a Medical Home
Dear Our Friends: Mission A few years ago, the CEO of a local private hospital, who was also a member of Venice Family Clinic’s Board of Directors, was asked what he would do if the Clinic were to ever close its doors. To provide free, quality health care to people in need. Without hesitating, he replied, “I’d shut down my emergency room.” Although the question was purely hypothetical, the answer illustrates a startling fact: Venice Family Clinic is more than just a safety net for low-income and uninsured people; it is a safety net for the health care system itself on the Westside of Los Angeles. Today, that system—indeed, the entire national health care system—is collapsing. In the midst of this emergency, it is heartening to see health care reform being discussed at every level of government, in every form of media, and among members of every economic class. There is hope. West Los Angeles 405 Culver City Youth Health Center But being on the front lines of this crisis, Venice Family Clinic simply cannot wait for the perfect health care reform model to be agreed upon and implemented. Too much is at stake and absolutely nothing is guaranteed. Simms/Mann Health and Wellness Center 10 That’s why the Clinic is always looking for ways to expand services, reach more people in need, and stretch resources even further. In 2007, for example, the Clinic hired its own dental team, added a “street medicine” component to its homeless health care program, and procured an additional $2.5 million in in-kind donations. Nearly 22,000 patients visited the Clinic almost 117,000 times—an average of 400 appointments per day. Santa Monica High School Mar Vista Gardens Clinic Frederick R. Weisman Family Center 90 Milken Family Foundation Medical Building 405 Irma Colen Administration Building Robert Levine Family Health Center It would all be for naught, however, if Venice Family Clinic’s achievement were measured only in volume, or if it came at the expense of the human touch that makes the Clinic not just a medical facility but a medical home. I consider this to be one of Venice Family Clinic’s biggest contributions to the health care reform debate— that patients want to come here. They come at first, of course, because it is free; but they come back because they trust the Clinic’s providers, they feel safe in its buildings, they receive quality care, and they are treated with dignity. These are the touchstones of Venice Family Clinic’s work. They always will be. Los Angeles International Airport 105 Thank you for your support, North Venice Family Clinic provides a medical home through Elizabeth Benson Forer, MSW/MPH seven sites on the Westside of Los Angeles County. Chief Executive Officer 1 Home Is Home Is A Starting Point A Retreat Alma Hernandez has been a patient of Venice Family Clinic since 1995. She recently moved from Venice to downtown, but as she prepares for the birth of her second child, she still makes the one-hour drive to the Clinic’s Robert Levine Family Health Center because the Clinic earned her trust during her first pregnancy. “This is my doctor,” Alma says, at a recent visit with staff nurse practitioner Mary Smith. “The Clinic has been very helpful.” Venice Family Clinic has been a medical home for thousands of babies in Los Angeles County. Expecting parents visit the Clinic for prenatal care and return after delivery for well-baby care, health education and other medical and support services. In fiscal year 2007 alone, the Clinic provided more than 5,000 prenatal and 13,000 pediatric visits. 2 Venice Family Clinic’s patients are society’s most vulnerable. They can’t afford private health insurance, can’t afford medical bills, and can’t afford to take time off work. Sometimes, they can’t even afford roofs over their heads. Homeless health care is one of the Clinic’s core programs, serving 3,500 adults and 140 children through more than 16,000 visits in fiscal year 2007. Despite whatever indignities they may suffer in the outside world, patients such as Joshua Hall know they will get the care they need, delivered with a smile…like that of volunteer medical assistant Marilyn Lerner. In 2007, the Clinic added a “street medicine” component. Doctors now visit areas where the homeless reside, in hopes of persuading those most in need of medical attention to accept a ride to Venice Family Clinic or visit the new OPCC Access Center for the homeless, where the Clinic recently began operating two exam rooms. 3 Home Is Home Is Safe Committed Domestic violence is a problem that cuts across all ethnicities, affecting at least 500,000 women each year in America and claiming the lives of more than three per day. And while living in a violent household is dangerous, attempting to leave it can be even more so. Venice Family Clinic pays close attention to its patients’ health needs— through electronic registries, patient surveys, and community needs assessments—and constantly looks for ways to better meet them. In fiscal year 2007, more than 250 battered women visited Venice Family Clinic —often under cover of a doctor’s appointment— to at least momentarily escape the terror of an abusive relationship. Mimi Lind, the Clinic’s Director of Mental Health Services, and her staff in the Safe Families Domestic Violence Intervention Program provide mental health services, referrals for urgent medical care, transportation to shelters, safety planning, and even cell phones that victims can use to dial 911 in an emergency. Dental care has long been one of those needs. For years, Clinic physicians referred patients to UCLA Venice Dental Center for preventive and restorative work at greatly reduced rates. Still, many patients had trouble covering the cost, so some would continue to go without care. That changed in late 2006, when the Clinic received a grant from UniHealth Foundation. Now, in addition to its partnership with UCLA, the Clinic has a staff dentist, Dr. Nicole Thompson-Marvel, whose team provides exams, x-rays, cleanings, fillings and root canals free of charge to patients in need. “They’re definitely keeping me out of pain,” says Phillip Wilson, a self-employed appliance repairman. “Without them, I would probably lose my teeth.” 4 5 Home Is Familiar Home Is Confidential Venice Family Clinic is a stable place in an unstable environment, evidenced not just by its 37 years of steady growth but also by the tenure of its staff and volunteers. “Getting sick is scary,” explains Blanca Andres, MD, Venice Family Clinic’s Associate Medical Director. “It’s even scarier when you’re not sure who you can talk to.” Todd Lechtick has been a medical assistant with Venice Family Clinic for 24 years—six as a volunteer and the last 18 as a staff member. He has helped thousands of children grow up healthy and has received dozens of mementos along the way. That’s why Venice Family Clinic operates teen clinics at the Culver City Youth Health Center, Santa Monica High School, and the Robert Levine Family Health Center—to help uninsured teens get the medical care they need to remain healthy and stay in school. In fiscal year 2007, the Clinic provided more than 3,600 consultations to nearly 2,000 teen patients. “When I first heard a patient say, ‘You guys saved my life,’ that had a profound impact on me,” Todd says. “I realized I was part of a team effort to improve the quality of health care for so many people. It’s more than just a paycheck.” Whether injured, ill, stressed, depressed, or just confused, teens know they can confide in Dr. Andres and the other medical staff. “Sometimes listening is the best medicine,” she says. 6 7 Home Is Home Is Healing Where the Heart Is Millions of Americans struggle with chronic pain, frequently with dire consequences, such as loss of work, increased stress, and depression. And of all those affected, the poor and uninsured have had the fewest treatment options—surgery is difficult to access and medications are often unaffordable. Venice Family Clinic is changing that. Thanks to generous funding from The Simms/Mann Family Foundation, Venice Family Clinic recently launched the Simms/Mann Health and Wellness Center— the nation's first health, wellness, and integrative medicine program offered at a free clinic. In addition to programs to help patients manage stress and maintain healthy weights, the Clinic offers an array of evidence-based services to treat chronic pain. In fiscal year 2007, 246 patients received acupuncture, chiropractic or osteopathy, or a combination of these treatments. 8 Seventeen years ago, at the age of 67, pediatrician Earl Rubell, MD, had a discovery. “I found my medical home,” he says. After retiring from his private practice of 27 years, he had spent eight years sailing his boat around the world. He then went looking for volunteer opportunities, and a retired colleague suggested Venice Family Clinic. “Once I toured the Clinic, I was hooked,” Dr. Rubell says. “I found such a sense of purpose and so enjoyed the people that pretty soon I was volunteering every day.” Dr. Rubell recently had to scale back his hours, but he can still be found three days a week at the Clinic’s Milken Family Foundation Medical Building. When he isn’t seeing patients, like toddler Gael Rivera, he is mentoring a new generation of pediatric residents whose rotations take them through Venice Family Clinic. 9 Who The People We Serve We Are 21,538 patients 10 74% 1,894 have no health insurance volunteers 68% 25% 121 18 live below poverty are children Board members Patient Advisory Council members 16% 251 are homeless staff members 11 Our Philosophy Services We Provide • • • • • • 12 Primary health care, including medications, diagnosis, treatment, follow-up care and laboratory tests • Pediatric care, such as well-child, developmental screenings, immunizations, parenting classes, chronic care and teen services • Health and wellness, including health education and disease prevention, weight management, fitness and nutrition counseling • Integrative medicine, including acupuncture and chiropractic care for chronic pain management Teen care at Robert Levine Family Health Center in Venice, Culver City Youth Health Center and Santa Monica High School Women’s health services, including family planning, prenatal care, breast and cervical cancer screening, obstetrics and gynecology • • Venice Family Clinic is guided by specific principles that are the foundation of its day-to-day decision making and future planning. These include: 1. Venice Family Clinic's highest priority is to provide primary health care1 to those without access to care. Prevention, treatment, care management and health promotion are integral components of the primary care that we provide. Venice Family Clinic strives to deliver comprehensive medical, mental health, educational and supportive services, as well as appropriate specialty care. Chronic disease management for such illnesses as asthma, cardio-vascular disease, depression and diabetes Homeless health care, including clinic-based, shelter-based and mobile services, as well as case management 2. Our service model reflects our commitment to improving the health of individuals and communities. We continuously strive to deliver the highest quality health care. Vision care, including eyeglasses Dental care, including exams, x-rays, cleanings, root canals and fillings • Lab and diagnostic services • Medications and medication management HIV/AIDS prevention, testing and treatment • • • Specialty care provided by volunteer physicians in such areas as cardiology, dermatology, ear/nose/throat, endocrinology, neurology, gastroenterology, optometry, ophthalmology and podiatry Public health insurance enrollment, including Medi-Cal, Healthy Families and Healthy Kids Short-term individual, family and group counseling, as well as psychiatric services • Domestic violence intervention • Child development services, including “Children First Program”— a comprehensive home-based program for infants and their families 3. We demonstrate cultural competence in all aspects of our organizational culture and service delivery. Patients are partners in their health care relationship with providers at Venice Family Clinic. Providers and staff demonstrate respect for and understanding of cultural differences. We believe that health problems and solutions are best approached by an understanding of the whole person in the context of physical, emotional, social, cultural and economic needs. 4. Venice Family Clinic values its dedicated staff. We endeavor to maintain a culture of collaboration, service, mutual respect and appreciation for all contributions. 5. Volunteer services are the cornerstone of Venice Family Clinic's organization since its inception. Volunteers and staff work in partnership to accomplish our mission. Community involvement and institutional collaborations secure vital resources for the Clinic. 6. Our enduring commitment to medical training enables the Clinic to have a broad and sustained impact on community health through the formation of dedicated, knowledgeable health professionals. 7. The Clinic demonstrates leadership through its strategic advocacy efforts on behalf of the uninsured. 8. Venice Family Clinic embraces research that contributes to its mission and benefits the individuals or communities that we serve. 9. Venice Family Clinic promotes community development. We strive to optimize quality of life by strengthening individuals, families and communities. We facilitate leadership training and patient involvement in program design, delivery and evaluation. 1 The Institutes of Medicine and Primary Care describe primary care as “the provision of integrated, accessible health services by clinicians who are accountable for addressing a large majority of personal health care needs, developing a sustained partnership with patients, and practicing in the context of family and community.” WHO (World Health Organization) describes health as “a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.” 13 Progress on 2007–2010 Strategic Plan 3 Progress: The Clinic’s Mental Health program continues to provide high-risk patients with needed treatment using safety assessments, individual and group psychotherapy and same-day crisis intervention. All female patients over 13 years old are screened for domestic violence and all patients are screened for depression. Strategy 1 In Fiscal Year Use community need to determine new programs and program expansion, locate programs in settings that are convenient to Venice Family Clinic patients, and partner with similar and/or complementary organizations. 2006–07 Venice Family Clinic provided care to 21,538 people in 116,574 patient visits as follows: 1 clients in a specialized and dedicated environment. • 26,172 auxiliary visits— including case management clinic, medication refill visits, health education visits, lab only visits, glasses only visits, pharmacy education visits, prenatal case coordination visits, AIDS education and HIV case coordination, and other visits. 14 4 5 2 Goal: Increase dental services to meet the dental needs of Venice Family Clinic patients. Progress: In December 2006, the Clinic began its adult dental program funded by the UniHealth Foundation; 628 dental visits were provided. Goal: Increase health insurance enrollment program services to insure enrollment into public health insurance programs of all eligible patients. Progress: In fiscal year 2006–07, the Clinic enrolled 1,044 clients and reenrolled 621 clients for a total of 1,665 enrollments in public health insurance programs. 6 • 5,413 specialty care visits; • 8,215 mental health care visits; High-risk populations are served in ways that address their unique obstacles: the homeless are evaluated during their medical appointments; domestic violence victims are offered support and safety planning after they screen positive during their medical appointments; and families are offered therapy and crisis intervention as soon as possible. The Clinic provided 8,215 mental health visits this past year. Through its domestic violence program, it provided assistance to 250 women and their children in 583 visits. Through partnerships with agencies like Saint Joseph's, OPCC, CLARE Foundation, and Edelman Westside Community Mental Health Center, the Mental Health staff is able to help meet the needs of the Clinic’s patients. Goal: Provide high quality, non-judgmental health care to homeless Progress: The Clinic’s homeless program added a street outreach component working with an OPCC outreach team on Thursday mornings. Two exam rooms were constructed at OPCC’s new Access Center and opened for service in September 2007 to allow the Clinic’s physicians to provide health services with full health facilities available instead of the makeshift exam room that was previously available. • 76,774 primary health care visits; Goal: Provide comprehensive mental health services to all patients who meet the clinical criteria in the areas of depression, domestic violence, children and families, and homelessness. Goal: Explore new opportunities in applications of telemedicine technology to improve access to and quality of care. Progress: The Clinic is part of a collaborative effort with UCLA that is part of a state-funded telemedicine grant. Goal: Continue to develop and improve programs related to health, wellness, integrative medicine and prevention. Progress: The Clinic’s Simms/Mann health, wellness, and integrative medicine pilot projects are on target as follows: 246 people received acupuncture, chiropractic, osteopathic, or internal medicine or a combination of these approaches through the Chronic Pain Clinic; 112 families attended nutrition parenting program; 124 children and their families participated in the KP Kids weight management program; 120 clinic pediatric patients received jump ropes and 500 children at Stoner Elementary School received jump ropes and education about physical activity; 18,067 people interacted with community health educators as part of waiting room education programs; 3,156 children participated in play area activities; and 2,538 adults participated in one-on-one health education sessions. 7 Goal: Increase the public’s awareness and understanding of policy issues which affect the health of low-income and uninsured individuals and their access to health care. Progress: The Clinic increased public awareness around issues that affect underserved and uninsured people by educating elected and appointed officials on the need for the re-authorization of the federal State Children’s Health Insurance Program; Medicare Prescription Drug Act outcomes; universal health care for all Californians; and the loss of care experienced with the King-Drew Hospital closure. In the community, the Clinic continues to work with People Organized for Westside Renewal (POWER) in the creation of a 25-cent bus line for patients. 15 1 2 Strategy 2 Strategy 3 Continuously improve all Venice Family Clinic programs and services. Invest in infrastructure. Goal: Create a pediatric medical home for families in an environment that is family-friendly, interactive and creates parent/child learning opportunities. 1 Progress: The pediatric waiting rooms have doubled in size with renovations completed in Progress: The Clinic’s network routing system was improved; servers have been upgraded; May 2007. A designated pediatric corridor was established at the Clinic’s Milken Family Foundation Medical Building on Rose Avenue. Specific work in pediatrics has resulted in a decrease in wait times for appointments from 19 days to an average of 3.4 days. The wait time decrease is a direct result of implementation of the advanced access model which has addressed types of appointments, call center flow, pediatric patient flow, assignment of the pediatric panel of patients to specific physicians, and ratios of support staff to provider staff. Touchpoints child development training has been provided to designated staff, and a monthly Touchpoints group meets to help create an approach to families that involves more listening and clearer messages. a functioning Information Technology (IT) response system is in place for requests for assistance; and all staff emails have been migrated to UCLA mednet systems. Through a grant from the Max Factor Family Foundation, medical providers and management staff have Blackberries, allowing for email and cell phone capability at all times, which has enhanced their productivity. Goal: Increase access to Venice Family Clinic programs and services by improving operational efficiencies. 2 responsibilities were restructured and the Human Resources staff now has time to adequately address staff training and benefit issues as a result. from 20% to 12%. Changes have been made to the call center as a result of a planning grant from the UniHealth Foundation. Goal: Continue to develop and improve programs that concern the management of patients with chronic disease. Progress: The Clinic has 1,900 diabetics enrolled in its Diabetes Management registry, 3 4 16 Goal: Develop and maintain an inclusive and effective system for Board, staff, and volunteer communication and decision making. Progress: Volunteer Naomi Goldman, Vice President of The Rogers Group, is working with compared to 1,797 in June 2006. It has 671 asthmatic patients enrolled in the Asthma registry, compared to 561 in June 2006. For the 1,900 diabetic patients, all clinical indicators remain stable (blood pressure control, retinal exams, average Hgb A1c 8.2%, LDL levels), and there is improvement in some areas such as use of ACE/ARBs, statins, Hgb A1c frequency and Microalbumin screening. For the 671 asthmatic patients, all clinical indicators remain stable (severity assessments) and there is improvement in appropriate medication use, use of asthma action plans, established best peak flow, and use of spirometry. Goal: Explore a variety of avenues for patients to be more involved in Clinic activities. Goal: Improve the training and morale of staff by restructuring the Human Resources Department. Progress: Human Resources staffing was increased from two to three people. Duties and Progress: As a result of advanced access work, the no-show rate in pediatrics decreased 3 Goal: Focus on health information technologies and telecommunications to improve quality and efficiency of care. staff and the Public Relations Committee to develop an agency-wide communications plan. 4 Goal: Update existing facilities master plan to reflect program needs and needs identified in new strategic plan. Progress: An advocacy program that more directly involves patients is being researched Progress: Capital needs related to the strategic plan were identified. Work at 604 Rose and developed. Early Head Start passed a recent review and the Parent Policy Council met all requirements as part of this review. Avenue, including painting of the interior and exterior and renovation of the first floor and children’s play area, is complete. 17 Strategy 4 Manage and grow resources through enhanced development, sound budgeting strategies and fiscal policies that maintain financial stability and assets. 1 Goal: Explore alternative budgeting and financial strategies. Progress: Venice Family Clinic completed the 2006–07 fiscal year with an operating surplus of $76,059 and a change in net assets of negative $1,501,423. This change in net assets consists of $76,059 operating surplus; ($390,842) in infrastructure costs taken from reserve; ($559,899) in depreciation expense; $416,050 in gain on investments; ($269,832) net expense on in-kind contribution; $120,585 in donations received towards permanently restricted endowment funds; and ($893,544) in net released temporarily restricted donations. All infrastructure funds were allocated from Clinic reserve funds by the Board of Directors as part of the Clinic’s budgeting process to pay for infrastructure projects in information technology, human resources, and facilities. Venice Family Clinic’s Board of Directors has been working to resolve a structural deficit that is a result of reduced and flat governmental funding. 2 Goal: Increase resources to help underwrite Venice Family Clinic’s annual operating budget. Financial Highlights Income Total $29,119,753 26% Private & Community Support (Cash) $7,479,774 35% Private & Community Support (In-Kind) $10,162,727 2% Other $692,707 24% Third-Party Reimbursements for Services $6,989,769 13% Government Contracts & Grants $3,794,776 Progress: Private and community support decreased by $71,408 from $7,512,408 in fiscal year 2005–06 to $7,479,774 in 2006–07. In October 2006, the Clinic received a $1,000,000 gift from an anonymous donor, which helped to inspire our ongoing work. Silver Circle 2007 raised more than ever before, netting $1,193,205, thanks to Humanitarian Award recipient Hutch Parker. Venice Art Walk & Auctions met its goal by raising $549,697. Expenses Total $30,621,176 3 4 Goal: Raise new program funds to support targeted quality improvements in clinical programs. Progress: The following entities provided funding to improve the quality of the Clinic’s programs: The Broad Reach Foundation—$30,000 to pilot group diabetes visits and diabetes education; LA Care—$10,000 for salary support for a medical assistant in pediatrics to reduce backlog as part of advanced access; The Skirball Foundation—$250,000 for the diabetes chronic disease management program for a five-year period; The UniHealth Foundation— $65,000 provided a planning grant to help the Clinic explore additional options for improving its telephone call center; California Attorney General Mylan Settlement Fund—$197,584 for group cognitive behavioral therapy pilot; Kaiser Permanente—$20,000 for Diabetes Registry data entry; Wilbur May Foundation—$50,000 to pilot peer education and outreach at the Culver City Youth Health Center; California Department of Health Services—$69,791 for asthma quality improvement activities. Goal: Raise funds to support Venice Family Clinic’s capital and infrastructure needs, including information technology. Progress: Funds were raised from the following entities to support capital, infrastructure and technology needs: Kaiser Permanente—$500,000 to finish construction projects at all of the Clinic’s facilities; LA Care—$10,000 for a QSI scanner. 18 4% Health Education & Outreach $1,196,400 5% Fund Raising $1,444,202 7% Children First Program $2,028,365 73% Health Care* $22,431,841 11% Management/General $3,520,368 *Health care includes emergency and lab services, medical salaries, clinical volunteers, donated drugs and pharmacy supplies. 19 Statement of Activities and Changes in Net Assets For the Year Ending June 30, 2007 Unrestricted Temporarily restricted Permanently Total restricted $6,569,669 $3,794,776 $6,989,769 $284,407 $416,050 $(7,750) $1,683,064 $789,520 $(1,683,064) $120,585 - $7,479,774 $3,794,776 $6,989,769 $284,407 $416,050 $(7,750) - $19,729,985 $(893,544) $120,585 $18,957,026 $12,428,416 $1,601,006 $1,196,400 - - $12,428,416 $1,601,006 $1,196,400 $15,225,822 - - $15,225,822 $3,518,593 $1,444,202 - - $3,518,593 $1,444,202 Total supporting services $4,962,795 - - $4,962,795 Total expenses $20,188,617 - - $20,188,617 $8,534,809 $1,897,750 $10,432,559 $1,627,918 $(1,897,750) $(269,832) - $10,162,727 $10,162,727 $466,423 $904,654 $47,350 $8,495,325 $402,233 $116,574 - - $466,423 $904,654 $47,350 $8,495,325 $402,233 $116,574 Revenues, gain and other support Private and community support Government support Third-party reimbursement for services Interest income Realized and unrealized gain on long-term investments Net loss on disposal of assets Net assets released from restriction Total revenue, gains and other support Statement of Financial Position Expenses Program services Health care Children First Program Education and outreach For the Year Ending June 30, 2007 Assets Total program services Current assets Cash and cash equivalents Accounts receivable, net of allowance Grants receivable Pharmaceutical inventories Prepaids and other $400,144 $402,242 $1,138,651 $1,675,216 $175,584 Total current assets $3,791,837 Long-term investments Beneficial interest Property and equipment, net $7,887,089 $333,190 $6,017,305 Total assets $18,029,421 Liabilities and Net Assets Current liabilities Accounts payable and accrued expenses $487,767 Support services Management and general Fund raising In-kind contributions Revenue Net assets released from restrictions Total revenues and other support Expenses Emergency and laboratory services Physician volunteers Other clinical volunteers Donated drugs and pharmacy supplies Other donated supplies and services Insurances Total current liabilities $487,767 Pledge liabilities $557,646 Total expenses $10,432,559 - - $10,432,559 Total liabilities $1,045,413 Net contributions in-kind $- $(269,832) - $(269,832) Change in net assets $(458,632) $(1,163,376) $120,585 $(1,501,423) Net assets Unrestricted Temporarily restricted Permanently restricted 20 $8,883,268 $4,657,498 $3,443,242 Total net assets $16,984,008 Net assets at beginning of year $9,341,900 $5,820,874 $3,322,657 $18,485,431 Total liabilities and net assets $18,029,421 Net assets at end of year $8,883,268 $4,657,498 $3,443,242 $16,984,008 Note: A copy of our full audited report is available upon request. 21 Donors 5,000–9,999 Gifts from July 1, 2006, to June 30, 2007 The Simms/Mann Family Foundation Dr. Victoria & Ronald Simms State of California Attorney General Cynthia & Sheldon Stone Tides Foundation Broad Reach Foundation Twentieth Century Fox United Way of Greater Los Angeles $100,000–499,999 $10,000–24,999 Anonymous (2) California Community Foundation Kaiser Permanente of Southern California The Larry King Cardiac Foundation Shawn & Larry King Wilbur May Foundation Anita May Rosenstein & Arnold Rosenstein Sisters of Charity of Leavenworth Health System Mission Fund Saint John's Health Center UniHealth Foundation 1492 Pictures Michael Barnathan Lucy & Isadore B. Adelman Foundation Susan Adelman & Claudio Llanos Anonymous (3) Anschutz Film Group/Walden Media Group/Bristol Bay Productions David Weil Judd Apatow Kathy K. & Matthew Scott Barrett The Cecile & Fred Bartman Foundation Blue Cross of California The David Bohnett Foundation David Bohnett California HealthCare Foundation Monica Lozano The Capital Group Companies Charitable Foundation The Carol & James Collins Foundation Comerica Bank Ted Hildreth Creative Artists Agency David O’Connor Roy E. Crummer Foundation Dr. Mayer B. Davidson & Roseann Herman, Esq. Davis Entertainment Company John Davis Carrie Estelle Doheny Foundation The Richard F. & Eleanor W. Dwyer Fund Roland Emmerich Centropolis Entertainment The Endeavor Agency Ariel & Sarah Emanuel Robert Newman Everyman Pictures Jay Roach The Fineshriber Family Foundation The Firm Rick Yorn The David Geffen Foundation Gelson's Markets/Arden Group Bernard & Judy Briskin The William H. Hannon Foundation Kathleen Hannon Aikenhead, President Hilton Hotels Louise & Herb Horvitz Foundation Hydraulx & Lola Visual Effects $1,000,000+ Anonymous $500,000–999,999 $50,000–99,999 The Dharma Grace Foundation Chuck Lorre Joseph Drown Foundation Peter Francis & Marianna C. Einik Revocable Trust Dolores & William Detrixhe International Creative Management Henry Kamberg & Maria Engarcia Hernandez The Barry & Wendy Meyer Foundation The Skirball Foundation The Vollmer Family Foundation The Westside Children's Center Westside Infant Family Network $25,000–49,999 Anonymous Archstone Foundation The Fred H. Bixby Foundation Blue Shield of California Foundation Bernard & Judy Briskin Louis Colen Crail-Johnson Foundation The Eisner Foundation Ella Fitzgerald Charitable Foundation The Karsten Family Foundation Marilyn H. Karsten Karinna & Timothy D. Karsten Karl Kirchgessner Foundation Mary L. Naff Paradyme Trust Michael Crichton The Resnick Family Foundation Lynda & Stewart Resnick RGK Foundation 22 Hilary & Robert Nelson Jacobs Tatiana & Todd James Paul & Susanne Kester Toni & David Klein Susan G. Komen for the Cure L.A. Care Health Plan The Abe & Frances Lastfogel Foundation William Morris Agency, Inc. Remy Levy & Catherine Kehr Serena & Shawn Levy Walter Parkes & Laurie MacDonald Charitable Foundation Suzanne & Wally Marks The Harold McAlister Charitable Foundation L. & S. Milken Family Foundation Lowell Milken New Regency Productions David Matalon Kenneth T. & Eileen L. Norris Foundation Peter Norton Family Foundation Rebecca Pollack Parker & Hutch Parker Pfaffinger Foundation Marc Platt Productions Julie & Marc Platt QueensCare Quest Diagnostics Foundation Rhythm & Hues Lon V. Smith Foundation Sony Pictures Entertainment Inc. Richard & Harriet Squire Union Bank of California Harold R. Swanton & Winifred R. Swanton Foundation United Talent Agency Jim Berkus J.B. & Emily Van Nuys Charities Gail & Irving Weintraub Frederick R. Weisman Philanthropic & Art Foundation Billie Milam Weisman Richard L. Weisman David & Sylvia Weisz Family Philanthropic Fund Inc Sylvia Weisz John & Marilyn Wells Family Foundation Weta Digital Ltd Witherbee Foundation Ruth Ziegler Ziering Family Foundation Marilyn Ziering Diane & Michael L. Ziering Ziffren, Brittenham, Branca, Fischer, Gilbert-Lurie, Stiffelman, Cook, Johnson, Lande & Wolf, LLP Heather Thomas & Skip Brittenham Aidlin Foundation Joseph Aidlin American Dental Association Foundation Ashok Amritraj Anonymous (7) Avi Arad Atlas Family Foundation Lezlie & Richard Atlas Dr. Neal Baer & Gerrie Smith Andrew Bare M.R. Bauer Foundation Frances & Sherman Teller Melissa & Rick Bradley The Saul Brandman Foundation The Bravewell Collaborative Change a Life Foundation Christine Cronin & Mark Hurst D.W. Frankel Foundation Inc Diane Sherman Randee & Ken Devlin Family Foundation Rose & David Dortort The Edelstein Family Charitable Foundation Bobby Farrelly Peter Farrelly Marjorie Fasman Ruth Flinkman William & Patricia Flumenbaum Foley & Lardner Lowell C. Brown, Esq. Harrison Ford Gendler & Kelly Michael Gendler, Esq. Kevin Goetz Hansen, Jacobson, Teller, Hoberman Craig Jacobson Tom Hoberman Goldyne Hearsh David Hockney Bentley Hodge Elizabeth Bixby Janeway Foundation Shari Leinwand Barry Josephson Christine & Jordan Kaplan The Marilyn & Jeffrey Katzenberg Foundation Susan Mann Kendall Angela & Robert Kent L.A. Louver Gallery Deborah Laub Thomas & Dorothy Leavey Foundation The Norman & Sadie Lee Foundation Dr. Nell Levy Liker Consulting Inc, A Medical Corporation Dr. Harley & Julie Liker June & Don Little Eileen & Erik Ludwick Viren & Amita Mehta Lorena & Mark Merritt Cynthia Miscikowski & Douglas Ring Jonathan E. Mitchell Morley Builders Foundation Santa Monica Rotary Club Foundation Roth Family Foundation Cheryl & Haim Saban Shane Salerno Gloria & Dr. Bernard Salick Salter Family Charitable Foundation Janet & the Honorable Maxwell Salter Savannah Cinda & Stephen Schrader Helen & Dr. Raymond Schultze Mace Siegel Cynthia L. & William E. Jr. Simon Foundation The Lucille Ellis Simon Foundation Jeffrey Sinaiko Laura & Jack Sommer Rachel & Eric Stern Sidney Stern Memorial Trust Marsha Temple & Warren Olney Courtney Thorne-Smith The Three Sisters Foundation Alexis Deutsch Adler & Dr. Robert Adler Victoria Sutherland Gina Zakarin Magda & Frederick Waingrow Wellpoint Associate Giving Campaign Dr. Susan Fleischman & Paul Katz The West Family Foundation Howard West Dr. C. Victor Wylie & Jory Faermark Beatrice & Irving Zeiger Foundation Zolla Family Foundation $2,500–4,999 Drs. Carol Archie & Edward Keenan Attias Family Foundation Diana & Daniel Attias Modestus Bauer Foundation Marc Lawrence Baxter International Foundation The Frances & Benjamin Benenson Foundation Inc Laurie & Bill Benenson Christopher Benzoni Bloom Hergott Diemer Rosenthal & LaViolette, LLP Ruth & Jake Bloom Bloomingdale's Eli & Edythe L. Broad Foundation Norah & Bruce Broillet Dr. Sarah E. Carpenter & Robert Newman Cedars-Sinai Medical Center Centinela Freeman HealthSystem Michael Rembis Dwell Helen C. Engelbert First Federal Bank of California Karen & Dann Florek Donald Foster Adleen & Richard Gibbs The Giff-Som Back Foundation Amy Sommer Elaine Hutton & Seymour S. Goldberg The Samuel Goldwyn Foundation Diedre & Lawrence Gordon Robin & Jonathan Greene Harman Family Foundation Congresswoman Jane & Dr. Sidney Harman Mary & Bryan Jensen Dr. Joanne Jubelier & James Zidell Lillian & Leon Katz Patricia & Michael Klowden Sandra Krause & William Fitzgerald Lady's Secret Foundation Joyce F. Klein L'Ermitage Foundation Renee & Dr. Earl Cherniak Tracey Loeb & Kent Beyer Lowe Family Foundation Christy & Michael Lowe Dee May 1982 Charitable Trust Amanda M. Stefan Judith & Louis Miller Ann & Jerry Moss J. Benjamin Noll Employees Charity Organization of Northrop Grumman The Edmund C. Olson Family Foundation Harriet & Richard Orkand Family Educational & Charitable Foundation Sid Ostrow Paradigm Idy Parker Patricia & Dr. Thomas Paulsen Joan Payden Jay & Rose Phillips Family Foundation Jeanne Phillips Debra & Richard Powell The Edward Raphael Foundation Revolution Studios Edith Matthai & James Robie Ronald McDonald House Charities Dr. Monica Salinas Dr. Jeanne & Robert Segal Sensorex Abby Sher Alan Sieroty & Michelle Rakoff Patti & Richard Sinaiko Debra & Bruce H. Spector Burton & Charlene Sperber Foundation Shirley & Leonard Stone Tim K. Story Tamkin Foundation, Inc. Judith & Dr. S. 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Wienke Nancy Wilding Pamela A. Wilkes Helene Winkler Kimberly K. Wolfe Matthew Wu William F. Wynne Robin Wyshak Kimberly F. Yang Bokhyun Yoo Casey Zeiler Sarah Zeitlin Elie Zev Ruth Zev Sheryl Ziff Kristen A. Zukley 31 Management Boards and Management Elizabeth Benson Forer, MSW/MPH, Chief Executive Officer Karen Lamp, MD, Medical Director, Ziegler Chair in Family Medicine Blanca Andres, MD, Assistant Medical Director Loreto Melo, Chief Financial Officer Ana Zeledón Friendly, MPH, Associate Director Mimi Lind, LCSW, Director of Mental Health Services Fred Hornbeck, Chief Information Officer Mary Ballou Richert, Director of General Operations Therese Hughes, Government Relations & Legislative Analyst Tim Smith, Director of Communications Carmen Ibarra, Director of Clinic Operations Marcela Tetta, MPH, Director of Health Education, Promotion and Community Outreach Eleni Manousogiannakis, MPH, Director of Program Development and Quality Improvement William D. 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Sinaiko, Treasurer Susan Fleischman, MD William Flumenbaum Chester F. Griffiths, MD, FACS Ashley Johnson Joanne Jubelier, PhD Board Emeritus Ruth Bloom Daniel Hillman, MD Karl A. Keener, Esq. Ruth Moss Brian D. Kan, MD 32 Deborah Laub Philanthropy Board Lou Lazatin Kathleen Aikenhead Barbara A. Levey, MD, FACP Lou Colen Remy Levy Marjorie Fasman Harley Liker, MD, MBA Ruth Flinkman Tracey Loeb Hilary & Robert Nelson Jacobs Laurie MacDonald Glorya Kaufman Gail Margolis, Esq. Susanne & Paul Kester Luz Medina Shawn & Larry King Viren Mehta Deborah Laub Wendy Smith Meyer, PhD, LCSW Susan Adelman & Claudio Llanos Charlotte Neumann, MD, MPH Advisory Board Harvey Newman, PharmD Martin Anderson, MD, MPH Kenneth Ramberg Neal Axelrod Helen Reid, LCSW Bernard Briskin Joyce Rey Saul Brown, MD Andrea Rich, PhD David Buell Monica Salinas, PhD Henry G. Cisneros Miguel Sandoval Lou Colen Jeffrey A. Seymour Hon. Kathleen Connell Arthur Stickgold Lucia Diaz Leonard Stone Laddie John Dill Kate Summers Raymond Eden Rebecca Tafoya, CSAC Sylvia Firestone, MSW Jill E. Thomas Suzanne Futterman Matthew A. Toledo Luis Galvez Carl Weissburg Lila Garrett Naomi Goldman Design: Courtney Gero • Photography: Margaret Molloy 604 Rose Avenue Venice, CA 90291-2767 General Information: 310.392.8630 Development: 310.664.7910 Patient Appointments: 310.392.8636 vfcinfo@mednet.ucla.edu www.venicefamilyclinic.org