1. < Message from the Chair

From my perch as an administrator, the work of our physicians across the health system sometimes comes down to metrics, numbers and statistics. As useful as these are from a management perspective, each of the UCLA Department of Medicine's (DoM) clinical faculty are critical members of our team, and the accomplishments of the department and health system reflect your unflinching commitment to serving the thousands of patients within our region and beyond who trust their health and well-being to us. There are many challenges that exist as we go about our daily work, and our job in leadership is to identify these and work to address them in constructive and sustainable ways. In the meantime, we do not lose sight of the individual commitments of our faculty to our core mission to Lead in Innovation, Transform Care and Advance Health for All. This week, I salute and celebrate the work of some of our many clinical LEADERS, recognizing that there will never be enough space to celebrate everything that you do.

Jatin Chhabra, MD Shines in New Patient Review

Patient care is about much more than a correct diagnosis — communication and compassion are also integral to helping our patients get well and stay well. I would like to exemplify the impact of this, through positive feedback that we received about UCLA West Valley Medical Center hospitalist Jatin Chhabra, MD:

“Dr. Chhabra treated my father at UCLA West Valley. He is an extremely thorough, patient, and caring doctor. He listens to his patients and family members, had great suggestions, and, very importantly, is very accessible to any questions or concerns. We feel very fortunate to have been treated by Dr. Chhabra as our hospitalist during my father's stay.” 

“I appreciate being at the center of coordinating care — working closely with specialists, nurses, case managers, ancillary hospital staff and families to ensure patients receive the best quality of care that they deserve,” he said.

Dr. Chhabra noted that hospital medicine’s fast-paced, unpredictable nature can make it a challenging environment to work in, especially given that so many patients are medically complex and balancing multiple acute issues at once. Hospitalists also play a role in helping patient families navigate emotionally challenging situations.

“I manage this by staying organized, being efficient and focused, prioritizing clear and frequent communication, and relying on our multidisciplinary team because in the end it is a collaborative team effort to provide quality care to our patients,” he said. “Taking a moment to sit down with patients and families — even briefly — helps build trust and prevent any miscommunications.” 

Yet Dr. Chhabra also feels that working with patients’ families is one of the best parts of the job. 

“I truly value and appreciate the opportunity to guide patients and their families through very testing times in the hospital which generates a lot of anxiety for patients and their loved ones in general. Helping them understand what’s happening, and ensuring they feel supported in the decision-making process is of utmost importance,” Dr. Chhabra said. “Even though the time together may be brief, the impact can be lasting, and I enjoy building that trust with patients and families, helping them navigate their hospital stay while providing high quality care.” 

For those who wish to provide equally outstanding patient care, Dr. Chhabra reminds them to stay humble and kind — and to never underestimate the power of listening.

“Patients and families may not remember much of their hospital stay due to the stressful environment, but they will remember how you made them feel and how much you supported them,” Dr. Chhabra said. “Taking the time to sit at the bedside, making eye contact, and staying well connected during their hospital stay can transform the hospital experience. Clinical excellence is essential, but empathy and accessibility are what truly define outstanding care.” 

Dr. Chhabra joined us just last year. He feels privileged to be part of UCLA Health and to care for the local community.

“I’m grateful to work alongside such dedicated colleagues at UCLA West Valley,” he said. “High-quality patient care is always a team effort, and I share this recognition with the ancillary staff, nurses and specialists who contribute every day.” 

LABJ Honors Three DoM Faculty as Top Docs

Our faculty are LEADERS not only their fields, but are making a significant impact on the lives of many in our LA community. In late January, the Los Angeles Business Journal (LABJ) recognized Antoni Ribas, MD, PhD, Sarah Larson, MD and Dennis J. Slamon, MD, PhD as 2026 LABJ Top Doctors for their impact on the profession and their local community. All three are oncologists who practice at the UCLA Health Jonsson Comprehensive Cancer Center (JCCC).

Dr. Larson said she felt humbled and honored to receive the award.

 “I want to thank the incredible patient care, research and administrative teams whose hard work and dedication allow me to be part of this exceptional group of physicians,” she said.

Dr. Larson investigates the impact of CAR T-cell therapies on B cell lymphomas and multiple myeloma and is working to make this treatment safer and more effective. She is the PI on a first-in-human clinical trial for a bispecific CAR T-cell therapy that targets CD19 and CD20 in patients with relapsed or non-responsive non-Hodgkin’s lymphoma.

When asked what part of working in the DoM she loves most, Dr. Larson said she has a hard time picking just one aspect of her job.

“I am so grateful for the opportunity to learn from my colleagues, collaborate on cutting edge research and patient care, and train the next generation of academic leaders,” she said.

For Dr. Ribas, the award shows that it is possible for physician-scientists to balance excellence in research and patient care.

“It is a recognition that a physician-scientist can aspire to be the best possible clinician, at the same time practice medicine and advance new treatments based on applying biology and scientific knowledge,” he said.

Dr. Ribas, a global leader in melanoma and cancer immunology, has been widely recognized nationally and internationally for his research on melanoma and adoptive T cell transfer cancer therapies. In 2017 he ranked No. 12 of the most highly-cited scientists in the world.

“The UCLA DoM provides an environment where we can have real confluence of science and medicine applied to patients,” he said.

Dr. Slamon is chief of the UCLA Division of Hematology-Oncology and is director of clinical/translational research and of the Revlon/UCLA Women’s Cancer Research Program at JCCC. He also serves as medical director of the National Colorectal Cancer Research Alliance. He is world-renowned for his development of the drug Herceptin, which has saved the lives of millions of women with breast cancer. He will be inducted into the National Academy of Inventors in June and was recently named No. 52 among Forbes’ list of America’s 250 greatest innovators.

Congratulations to all of this year’s Top Docs! We are proud to be your friends and colleagues.

Highlights from the DMPG Annual Retreat

All clinicians in the DoM are members of the Department of Medicine Professional Group (DMPG). The leadership of the DMPG represents the interests of all clinically active faculty in the DoM. The DMPG advocates for and represents the voice of our faculty to department executive leadership, ensuring that administrative and operational decisions consider faculty input. Moreover, the DMPG works to ensure that our faculty have all the tools necessary to succeed and thrive in our large and complex health system.

Last Saturday, Feb. 21, members of the DMPG gathered in Westwood for the 10^th Annual DMPG Retreat, where we met to discuss the department’s progress toward DoM Strategic Plan goals. We also held multiple sessions that covered multiple aspects of relevance to our members. I am grateful to everyone who made this year’s event such a success, including the rockstars on the DPMG board and professional education committee. Your hard work paid off!

I look forward each year to addressing the DMPG membership during our retreat. This year, I shared many important updates. Here I will summarize some of the information we covered, including information on faculty retention, Medicare billing compliance audits, career planning conferences and updates to our missions within the research, education, community engagement and patient care pillars of our strategic plan.

Faculty Retention

Our people are the lifeblood of our mission, and we strive to recruit and retain the world’s top physicians, researchers and educators. Faculty asked me to address faculty retention in the DoM. I therefore shared information during my presentation to address this question.

As you can see, our faculty retention rates are very high. The greatest turnover is among our hospitalists. However, the reasons for hospitalist departure are consistent with the career trajectory of many early-stage physicians who serve as hospitalists after residency training as a bridge to additional training or career opportunities. With that said, the DMPG with department support is expanding the collection of data from exit surveys to track and understand the reasons why faculty may depart. This will help us ensure that we understand addressable concerns that could impact the decision of our colleagues to remain in or leave our department.

Research Pillar 

I have spoken in the past about the need to diversify our research portfolio in light of cuts to federal funding and about how clinical trials will be a priority for us moving forward. I am pleased that several of you have expressed interest in helping lead this effort by exploring clinical trials opportunities. The DoM Clinical Trials Program Services, led by Raphael J. Landovitz, MD, offers the infrastructure to help you do that.

Additionally, Dr. Landovitz on Feb. 19 held the first meeting of the DoM Clinical Trials Interest Group. Future meetings will include study activation timelines, trainings for new principal investigators, challenges with VA-UCLA research and the research use of electronic medical records. The Q2 meeting is slated for May 2026 and will be in person, with the option to tune in over Zoom.

Education Pillar

We continue to excel in our education mission. At its heart are our trainees, more of whom we will meet in just a few weeks when Residency Match Day arrives on March 21! I have no doubt that our new class will knock the ball out of the park.

I am pleased to share that we are also ramping up efforts to help you grow in your careers with the creation of the DoM Office of Faculty Advancement, Development, and Mentorship (FAME). The goal of the FAME office is to enhance faculty development in the areas of educational excellence and in mentorship across the career arc. The leadership structure of this office will include two new academic vice chairs, one focused on building faculty education skills and another on mentorship of research faculty and trainees. Each of these leaders will spearhead the efforts of several faculty educator development champions and mentorship trainers/champions.

For those of you who are interested in academic publishing, please note that we are currently seeking peer reviewers for the UCLA Department of Medicine Clinical Insights (DoMCI), the companion publication to Proceedings of the UCLA Department of Medicine that was launched this past fall. This is an additional excellent opportunity to document faculty creativity to advance scholarship within our department. Each submission to DoMCI typically undergoes review by two faculty members who are selected by the editorial team based on their expertise, availability and willingness to review. We encourage you to sign up to be peer reviewers for DoMCI, and note that this activity will qualify for department service, which is considered in promotion dossiers.

If you are interested in becoming a reviewer, scan the QR code below to learn more.

Community Engagement and Investment

Our community engagement and investment efforts help not only patients, but physicians too. Our most recent wellness survey shows that faculty who work in safety net institutions feel that their work there has increased their job satisfaction. There is a symbiotic relationship between the healer and the healed.

Many of our faculty are in service with other organizations in the wider community, which offers them very valuable experience. Last month I shared that Kaitlyn Michelle Fruin, MD and Daniel M. Kozman, MD, MPH received a $500,000 “Grow Grant” from the to advance medical education projects under our partnership with Homeboy Industries. This important work is an inspiring example of our community engagement efforts.

Patient Care

A core strength of our patient care missions lies in our ambulatory practices, a critical source of our growth and sustainability. However, we believe that there are opportunities to grow and expand, as in some areas we care for only 6% of the population, and we know that many members of these communities are motivated to obtain their care at UCLA Health. We are committed to continue to this momentum but must ensure that it is aligned with other departments and the greater healthcare system, so we continue to actively participate in strategic collaboration with leaders throughout UCLA Health to achieve these goals.

One area of improvement identified by our clinical faculty are procedures around InBasket messages. Members of the DoM Quality team are working to establish ambulatory operational standards that will create a shared, departmentwide culture for InBasket management to ensure that each message is managed appropriately by all members of the care team prior to physician input. To facilitate this process, I encourage you to take a survey that seeks to obtain your direct feedback on ambulatory InBasket procedures. Scan the QR code below to do so.

Operational Initiatives

In an effort to ensure that we remain in compliance with Medicare billing laws, the DoM is partnering with UCLA Health Compliance for a program to strengthen billing and documentation practices. Enrolled faculty will meet with compliance experts to review documentation and billing practices, collaborate with billing champions from their division to learn strategies that support accurate, efficient and Medicare-compliant documentation and billing, and engage in peer coaching that is focused on integrating sustainable documentation habits into their clinical practice. After these activities are concluded, a pre-audit will be conducted to assess progress and identify areas where additional support may be helpful, followed by a second audit to confirm that compliance standards are being met. Additional audits may be conducted as needed.

Career Planning Conferences

Every year the DoM holds career planning conferences (CPC) that serves as structured opportunities for faculty to engage in career-focused discussions and receive academic progress guidance from division leadership. Beginning this fall, we have partnered with DGIT to develop a web application that streamlines the CPC process, removes manual administrative work and enhances the value of the career planning conversations while reducing the administrative burden for all DoM stakeholders. Stay tuned for more information coming in the next few months.

I would like to again thank the LEADERS who were instrumental in making this year’s DMPG retreat a success. There is much to look forward to!

Personal Reflections on Department of Medicine Leadership

Last week I traveled to Scottsdale, Ariz. to attend the 2026 Association of Professors of Medicine (APM) winter meeting. There I was privileged to receive the Robert H. Williams, MD, Distinguished Chair of Medicine Award from the APM and the Alliance for Academic Internal Medicine (AAIM).

In my remarks to medicine leaders from across the country, I shared that these accomplishments are not earned without help and support of many. I am grateful to the APM, AAIM and those who nominated me for this honor, as well as the many colleagues whose advice and collegiality over the years have been instrumental to my ability to lead effectively. Just as important was the support from my wife and family, who have been critical for every success and accolade that I have received in my career, including this one. Having served as a department chair of more than 10 years at two institutions, I have witnessed dramatic changes during this period, including societal upheavals that followed George Floyd’s murder, controversies regarding diversity and equity, the COVID-19 pandemic, accelerating health system consolidation and increasing pressures on academic health system margins that put support for educational and academic missions at risk.

As chairs we spend a significant amount of our time in reactive mode, focusing our efforts on immediate concerns such as finances and operations. As important as these efforts are to departments of medicines’ successes, they should not represent the totality of our professional roles. I reminded the audience that we cannot lose sight of our core missions in education, education, patient care and community engagement. The next generation of leaders in internal medicine will come from our institutions. Research breakthroughs in departments of medicine across the country have driven much of the dramatic transformation and innovations that have reshaped healthcare over the past three decades. Many departments of medicine work within institutions that provide significant care to populations that have been historically underserved. We should not preside over erosion of this important duty to the communities that we serve. Our work underpins the clinical success of all academic centers. Imagine what would happen if departments of medicine went away, or if the contributions of internal medicine to health systems vanished?

Dynamic leadership teams are integral to the department’s mission and its core strategic vision. In my address to the APM/AAIM audience, I shared the UCLA DoM’s process for developing its strategic plan and act upon our vision to Lead In Innovation, Transform Care and Advance Health for All. I explained that this framework has provided a motivational foundation that drives all of our missions, resource allocation decisions, and the broad-based faculty buy-in of our strategic goals. I discussed why it is important that chairs have a perspective that is focused on department trajectory, not only where we are now but where we should be in two, three and five years.

Finally, I emphasized that storytelling and strategic communication are also essential components of our strategy. Our department's communications strategy has helped build community and alignment around our shared goals and values. For department of medicine leaders, it is essential that you build community among your faculty and staff — people need to know who you are, your core values and your commitment to them and the department. Storytelling has been critical to helping us lead advocacy, training and mentorship, and team building. It has also been incredibly valuable to helping us understand the challenges that we face individually and collectively during times of crisis — and how we can help each other. Again, I am grateful to all of you for your support, kindness and inspiring dedication to your work. This award is as much for me as it is for you — my work would be impossible without an outstanding team beside me. Thank you!

Dale

P.S.

I saw this interesting sign down the hill from my grandparent’s home in the village square.

Little did I know that I was always connected to California.

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