Year 4. June 2.
Jewish Faculty Celebrate Jewish American Heritage Month
Last week, we celebrated Asian American Native Hawaiian and Pacific Islander Heritage Month. While May has come to a close, we are excited to continue our recognition of the depth and breadth of cultures represented in the UCLA Department of Medicine’s faculty and staff by honoring Jewish American Heritage Month, which also is recognized in May.
Jewish American Heritage Month was established in 2006 as a time to celebrate the many contributions of Jewish Americans have made to the fabric of American history, culture, and society. In the DoM, we mark this observance by highlighting a few of the Jewish LEADERS in our department who we would like you to get to know.
DoM Faculty Share How Tikkun Olam Impacts Their Path in Medicine
On May 23rd, UCLA Health hosted “Tikkun Olam in Practice: Journeys into Medicine and Healing” where three DoM faculty joined Vice Dean of Inclusive Excellence Dave McIntrosh, PhD and medical student Stuart Fine to share how the Jewish concept of tikkun olam, which means “repairing the world” both physically and spiritually, has shaped their careers in medicine.
Arash Naeim, MD, PhD
When reflecting on what it means to repair the world, for Arash Naeim, MD, PhD, professor of medicine in hematology-oncology and geriatric medicine, it means leading with values of compassion, integrity, and service in his clinical work, oncology and aging research, and advocacy for vulnerable populations. These values were instilled in him at an early age through a family legacy of caregiving.
“I come from a Persian Jewish family. My parents left Iran and built a life in Los Angeles, and they lived their values. My dad was a physician and faculty member at UCLA. My mom is a social worker. I learned that helping others was not just what they did – it was who they were,” he shared.
Their legacy shaped the direction of his career in medicine. As a resident, he was drawn to caring for older adults and their families when facing a cancer diagnoses or end of life care. Inspired by mentors such as Neil Wenger, MD and David Reuben, MD, over the course of his career he has helped countless families navigate difficult end of life conversations and ease the suffering of patients who are dying.
“Helping [families] find peace, helping them feel like they made the right decision, even in the hardest moments, that felt meaningful. That is where I learned that healing is not always about curing. Sometimes, it is about presence, clarity, and compassion,” he stated.
In addition to providing support to patients and families, Dr. Naeim aims to make a difference in the world by connecting with people both locally and internationally. He believes in building bridges with colleagues here at UCLA as well as supporting global collaboration in cancer research.
“We are not just Los Angeles, or California, or the United States. If we want to solve big problems in medicine, we have to work together. That starts with shared valued like compassion and dignity.”
Whether in his role as clinician, researcher, or colleague, Dr. Naeim advances tikkun olam by connecting with the healing power of community, mentorship, and human connection.
Jonathan Goldin, MD
Next, Professor of Radiology, Medicine, and Physics and Biology in Medicine Jonathan Goldin, MD, PhD described how tikkun olam calls him to action through social justice, education, and mentorship. He shared that tikkun olam may have originated in rabbinic tradition but has grown into a moral imperative that extends beyond religion.
“Tikkun olam is a call to action. Whether in medicine, in education, in social justice, the principle drives us forward, and at its core, it is a call to humility and responsibility.
Born to Holocaust survivors who found refuge in Africa, Dr. Goldin was raised in a family that was committed to civil rights and the anti-apartheid movement. He has led with compassion and a commitment to listening to each other as we seek to address injustices, particularly in healthcare.
“We all choose medicine for different reasons. For me, it’s always been about democratizing healthcare — being in a public university where you are treating everyone equally is how it should be,” he stated.
A defining moment in his career was when he helped to rebuild Martin Luther King Jr. Community Hospital, in South Los Angeles. As a public hospital with deep ties to the community and a history rooted in health equity, Dr. Goldin feels that helping to re-build MLK Jr. Community hospital was “the best thing I have ever done.” He notes that the doctors working there every day — with limited resources but limitless commitment — was tikkun olam in action.
As he reflects on the future of medicine, mentorship is another area where Dr. Goldin sees the principles of tikkun olam. “You do not need to be visible in everything you do,” he said.“Sometimes it is about standing behind someone and helping them break out and do something, make a difference.”
As graduating medical students prepare to take the next step in their career, Dr. Goldin notes that tikkun olam in their hands. He believes that through education, they will carry these values forward and build a better world.
Stacey Weinstein, MD
As Dr. Goldin shared reflections on compassion and social justice to bring about change, Associate Clinical Professor in Medicine Pediatrics Stacey Weinstein, MD reminded us about where many journeys begin: childhood lessons that shape lifelong values.
“I remember being introduced to tikkun olam in Hebrew school,” she shared. “I remember this being a sort of revelation for me. Here was a concept that had roots in religious beliefs, but also really resonated for me on this moral and ethical level. I remember knowing that I would carry this with me and come back to it.”
Inspired by her late father, a physician who lived his values in his daily work, Dr. Weinstein was called to the field of medicine-pediatrics, a type of medicine that considers the whole person across their lifespan — a field that she described as both expansive and intimate in its scope.
“In med-peds, you care for individuals at every stage of life. It means being present not just for the clinical moment, but for the broader context of someone’s life and that includes their family, their community, their challenges,” she said. “Sometimes ‘healing the world’ can mean being present with the person in front of you in clinic.”
Her commitment to being present extends beyond the clinic. As an educator and residency program leader, she sees her role as a mentor for future generations who will carry compassion, curiosity and conscience into their careers. She also strives to ensure that trainees and clinicians feel supported through wellness initiatives.
“It’s not just about patients – it’s also about our community of healers,” Dr. Weinstein said. “What does it mean to be present for each other in hard times? What does it mean to support the next generation of educators, researchers, and advocates?”
Whether advocating for her patients, or helping trainees navigate residency, or simply being present during a difficult conversation with a colleague, Dr. Weinstein sees tikkun olam not as a single act but as a way of being where each day we decide to show up, to listen, and to care.
For Jodi L. Friedman, MD, Jewish Identity is Source of Humanism and Care
As vice chair for education in the DoM, Jodi L. Friedman, MD embodies the characteristics of community, education and humanism — three attributes that she credits to her experience growing up in a secular Jewish household, which regularly celebrated Jewish holidays with extended family.
“In my current role as a clinician and educator, it is clear that these core values have contributed to my success and deep gratification as a doctor and a teacher,” Dr. Friedman said. “While these values are certainly not unique to the Jewish faith, they nevertheless were instilled in me growing up Jewish and following Jewish traditions.”
Dr. Friedman was drawn to the field of medicine because it is the perfect confluence of humanism and intellectual curiosity. She has found that being a successful educator is fueled by those same passions.
“To be an effective doctor you need to first care about your patient and be invested in their outcome, and you need to listen to them and understand where they are coming from,” Dr. Friedman said. “Being an effective teacher really requires those same skills with your students – listening, caring, and helping them get to the next level.”
Even as she leads our education mission, Dr. Friedman never stops learning.
“It is also inspirational to work with such talented and brilliant students and housestaff that we have here at UCLA,” she added. “It may sound trite, but there is no doubt I learn more from our trainees and by being a teacher than they do from me.”
DMPG Annual Retreat Highlights Bright Points Amid Challenges
Members of the Department of Medicine Professional Group (DMPG) convene every spring at the weeklong DMPG Annual Retreat to network, learn and brainstorm about the future of our department, and as this year’s event showed, it just keeps getting better and better. From May 5 through 9, faculty took part in a series of virtual events on community engagement and inclusive excellence in patient care, documentation and billing practices, artificial intelligence and much more. The retreat culminated in an in-person gathering on Saturday, May 10 at the Luskin Center, with 446 guests in attendance!
The State of the Department
As is customary, department leaders including DMPG President Michelle R. Hwang, MD; DGSOM Dean Steven M. Dubinett, MD; and me updated our faculty on the state of the DoM, medical school, and health system, including new appointments, progress on our ongoing clinical integration and expansion efforts, current headwinds and much more. I will briefly recap key points below.
As of the end of fiscal year 2024, 1,819 faculty comprise our department, including 223 clinical instructors, 465 assistant professors, 193 associate professors, 231 professors, 79 professor emeriti, and 32 faculty on recall. Over the past year we have gained 184 new faculty and seen 70 depart, bringing us to a net gain of 114 — roughly 30% more than last year. Explanation from Dr. Abel here.
Meanwhile, clinical departments within UCLA Health are in the process of transferring all clinical revenue and expenses to the health system in order to develop an integrated funds flow model. This is being conducted in phases over a two-year period and launched in Sept. 2023. As part of this initiative, the DoM transferred the Hematology/Oncology non-wRVU enterprise. We have made steady progress, and this past February began transferring remaining DoM clinics. There are no changes to administration or staffing levels, and hematology-oncology faculty will remain with the DoM.
The growth and evolution of our department is evidence of our excellence. However, the year so far has challenged us in unexpected ways. The LA wildfires in January took the homes of many in the DoM; this disaster tested our agility and communication skills as we came together to mobilize resources and ensure continuity of care for our patients. The DoM is especially grateful to Chief Wellness Officer Sun M. Yoo, MD, MPH and Director of Physician Wellness Joshua N. Khalili, MD for leading the effort to organize shelter and other necessities to displaced members of our community, as well as to our Division Wellness Champions who have continued to provide much-needed support to faculty as we recover from the fires.
On top of the wildfires, the DoM faces new challenges in the form of wide-ranging cuts to federal funding for research programs. Our research faculty are navigating a rapidly changing field of grant terminations, involuntarily pulled applications, cancelled study sections and award delays. To navigate this uncertain time, we have collected information from all divisions on terminated, at-risk and delayed grants along with faculty and staff compensation. We have estimated the potential loss of federal funding across all divisions and developed bridge funding principles to help us plan for the future. For the remaining fiscal year, faculty with grants terminated will have salary support continued at its current level; for fiscal year 2026, unfunded research efforts will be prorated to X+X’ at a percentage of impacted effort. The department continues to actively monitor this situation and will provide updates as the situation evolves.
Now let us turn our attention to the ongoing expansion of our ambulatory clinics, a major strategic effort under the patient care pillar of the DoM Strategic Plan. We are opening clinics in three geographic markets that are brand new to UCLA Health. First, in West Adams, we have signed a new lease for an approximately 3,000 square-foot building that previously housed an EXER Urgent Care location. It will house four family medicine physicians and will open in 18 to 24 months.
The next 18 to 24 months will also see the opening of a primary care and oncology clinic in Long Beach. It will be housed in a two-story, freestanding building with 17,000 square feet of space dedicated entirely to UCLA Health.
Third, we are making progress towards the execution of a lease in Inglewood’s new Hollywood Park campus. This clinic will be a multi-specialty community hub that will offer a wide range of services, including primary care, medicine and surgical services. It will also provide imaging, laboratory, behavioral health, group health rooms and more. Full planning will begin after the lease is completed, and we expect it to open within 24 months.
Expansions to our inpatient services are underway as well. We are collaborating with UCLA Health for the UCLA West Valley Medical Center expansion, which launched this year with eight specialties.
We are working with all divisions to understand what staffing needs will be in the next year and have gathered data to plan a phased approach to creating services. We are also working with the health system on future increased capacity at Ronald Reagan UCLA Medical Center after the Resnick Neuropsychiatric Hospital relocates to mid-Wilshire in 2026.
Another goal under the Strategic Plan’s patient care pillar is to strengthen our clinical infrastructure and operational efficiencies. That entails several projects, each of which I will detail below.
- Standardize patient referral protocols: This will reduce unnecessary referrals to specialists for diagnoses that fall under the scope of primary care providers (PCPs). This will include utilizing e-consults and decision support to inform referrals, as well as the education for PCPs on when to refer common symptoms and diagnoses for specialty care.
- Ambulatory operational standards around rooming and after-visit activities: We will establish operational workflows across all DoM outpatient sites to improve efficiency, consistency and quality of care in rooming and after-visit activities. This project is expected to be completed in September 2025.
- Expanded access to ambulatory procedures and tests: This will expand the availability of procedures and tests in the ambulatory setting to improve patient access and reduce the need to admit patients for imaging, studies and workups. Estimated completion of this project is estimated to be December 2025.
- Shifting care from inpatient to outpatient: This project will improve inpatient capacity by identifying new clinical pathways for complex treatments that can effectively be conducted in the outpatient setting.
- Expand access to inpatient procedures and tests: To improve access to procedures and tests after hours and on weekends, we will determine testing and procedure barriers to patient throughput and disposition. Estimated completion of this project is December 2025.
- Ambulatory operational standards around in-basket management: This project will standardize operational workflows across all DoM outpatient sites to improve efficiency, consistency and quality of care in in-basket management. The project is expected to be completed in June 2026.
A separate set of projects is underway that aims to cultivate a culture and environment in the clinical setting that supports provider and staff well-being and retention, another objective under the patient care pillar of the department’s Strategic Plan. This includes an expansion of our popular professional coaching program, which entails six one-hour sessions held via Zoom over a three-month period. The first cohort launched in April 2025 and included waitlisted faculty from the pilot, while the second launched in May 2025 with a group of physician-scientists. Further expansion to other groups will begin in August and September based on availability.
We are also participating in the health system’s pilot of AI scribes. The project has selected a tool, Nabla, and is the process of integrating new modifications that will translate languages, suggest diagnoses and run billing processes. Those who are interested in being included in the project’s expansion can reach out to DoMWellness@mednet.ucla.edu to be added to the waitlist. Note that only those who directly obtain history from a patient can be part of the pilot.
The DoM is also making progress on establishing and growing partnerships with community organizations and Federally Qualified Health Centers (FQHCs), one of our objectives under the community engagement pillar of the Strategic Plan. These partnerships are as follows:
- California Hospital Medical Center: Cardiology inpatient coverage
- Chinatown Service Center: Care from UCLA Health Center for East-West Medicine faculty; we plan to expand by adding supervising fellows from the East-West Center.
- Homebody Industries: We currently offer tattoo removal services; expansion plans include addiction medicine and primary care.
- Homeless Healthcare Collaborative, UCLA Health: Our faculty care for patients through our street medicine program, with an expanded leadership role for our faculty.
- LA LGBT Center: We currently have one general internal medicine med-peds physician present for 16 hours per week, and are exploring adding an endocrinologist for six hours per month
- Martin Luther King Jr. Community Healthcare: Our partnership currently includes one hospitalist who oversees IM residency wards training and six cardiologists, each of whom practices at the facility one to two days per month. A primary care physician practices there one day per week, and an infectious disease specialist offers call coverage five days per month. We plan to add one to three full-time primary care physicians, one full-time geriatrician and one part-time primary care physician in the future.
- Olive View-UCLA Medical Center: Residents in 22 specialties train here; we also offer population health management and value-based care.
- To Help Everyone Health & Wellness Center: We currently have two infectious diseases faculty providing HIV care one day per week. Expansion plans include a primary care physician one day per week, a cardiologist one day per month, three endocrinology faculty one day per month each, and dermatology faculty and psychology post-doc trainees.
- Venice Family Clinic: Our existing partnership includes many part-time or volunteer internal medicine and meds-peds resident clinic preceptors as well as one full-time equivalent of primary care service. We plan to add an additional 1.5 full-time equivalent of primary care and street medicine; cardiology two days per month; pulmonary and sleep medicine an additional two half-days per month; endocrinology two half days per month; and rheumatology two half-days per month.
- UCLA-Saban/Silver Lake Community Church Clinic: Our partnership includes primary care and street medicine services through the IM Residency Health Equity and Advocacy Pathway.
We also have some exciting updates to initiatives under the education pillar of the strategic plan. As many of you know, last November we launched Proceedings of the UCLA Department of Medicine on the Cureus platform as a way to expand our efforts to document faculty creativity. So far, the journal has seen 36 articles published, with 28 in review and another 30 in unsubmitted drafts. In 2025 we will continue to make progress on its optimization and adoption as well as establish a second venue to showcase faculty scholarship.
In addition, we have some exciting developments within the DMPG Affinity Groups, which showcased their programs during a networking and dessert session at the in-person conference. A few highlights:
- The Faculty Development Program for Physicians Caring for LGBTQ+ Populations has just finished up its first year and is now in the process of reviewing applications for its second cycle. Program leader Emery H. Chang, MD shared that this year’s applicants come from a diverse range of specialty areas, a trend that is a testament to how greatly our faculty are invested in providing outstanding care to LGBTQ+ populations beyond primary care. A cardiologist, palliative care specialist and pediatric neurologist were among those to apply, he said.
“Everyone, in every specialty, sees LGBTQ+ patients, and I think physicians across the board are seeing a need for educational experiences on caring for this population,” Dr. Chang said.
- Now approaching its 10th year, First-Gen @ DGSOM continues to grow. The organization, which offers programs aimed at uplifting first-generation college graduates who are now medical students, is expecting its biggest crowd ever expected for its annual community dinner on Aug. 14.
“I think now more than ever, people need to find the communities where they feel supported. First-gen college graduates are one identity where that support really resonates,” Alejandra Casillas, MD, MSHS, founder and faculty co-advisor for the organization, said. “We're happy that we continue on and are providing a space for people who may feel disenfranchised. It’s important to find your home community and hold on tight to them.”
- As the homelessness crisis continues to grow in Los Angeles, so do our efforts to provide healthcare services to those experiencing it. Hijab Zubairi, MD, MPH, who has been providing medical services to homeless individuals since launching the UCLA-Saban/Silver Lake Community Church Clinic, is in the process of building out the clinic’s preventative medicine services and increasing the presence of faculty from twice a month to once a week.“
"As a primary care physician, I’m trying to expand our services from band-aid solutions to preventative healthcare for diseases that we know people are at increased risk for as they age,” Dr. Zubairi said.
Thank you to all those who made this year’s DMPG retreat such a success, including the DMPG education team, the DMPG executive board and the DoM administrative staff. I look forward to sharing new progress on all that we discussed in the coming months!
Dale
P.S.
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