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Minutes of the first meeting March 20, 1923 The Hospital Managers of Los Angeles and surrounding towns were invited to meet at the Los Angeles County Hospital with the Superintendent, Mr. Martin. The following hospitals were represented: California-Lutheran, Clara Barton, Children’s, French, Golden State, Good Samaritan, Kasper Cohn, Los Angeles County, Methodist, Pacific, Santa Fe, White Memorial, Sawtelle and Sea Side of Long Beach.* The third woman granted a license to practice medicine in the United States, Dr. Jane Spaulding was superintendent of Cottage Hospital for 20 years
Mr. Martin gave a concise introductory talk, as to the need of an organization of Hospital Superintendents. Mr. Reynolds of the Methodist Hospital was made temporary chairman and Mrs. Mitchell of the Pacific Hospital was asked to act as Secretary of the meeting. Mr. Reynolds brought out some good points in regard to the need of an organization. Mr. Olsen of the California-Lutheran Hospital moved such a society be formed. Seconded by Mrs. Mitchell.
Good Samaritan Hospital, original entrance, circa 1927
The name of the organization was discussed. The Southern California Hospital Council was chosen. The following permanent officers were elected: President, Mr. Martin, Secretary, Mrs. Mitchell. There was some discussion on the responsibility of the hospitals in regard to nurses’ fees. Bad checks were also taken up, and discussed at some length.
Los Angeles County General Hospital, south façade
*Many of these hospitals still exist today, some under new names: California-Lutheran (now California Hospital Medical Center); Clara Barton (now Hollywood Presbyterian), Children’s (Children's Hospital of Los Angeles), French (now Pacific Alliance Medical Center), Golden State (closed), Good Samaritan, Kasper Cohn (now Cedars-Sinai Medical Center), Los Angeles County (now LAC-USC Medical Center), Methodist (Methodist Hospital of Southern California), Pacific (closed), Santa Fe (closed), White Memorial (same), Sawtelle (now Veterans Affairs Greater Los Angeles Healthcare System) and Sea Side of Long Beach (now Long Beach Memorial Medical Center).
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
On March 20, 1923, 14 hospital administrators met at the Los Angeles County Hospital and formed the Hospital Association of Southern California (then the Southern California Hospital Council) as the first hospital association west of the Mississippi.
HASC
Physician shortages and new demands on leadership mean discovering better ways to equip executives right at a time when hospital and physician integration is reaching a critical turning point. Our members must implement new, more collaborative approaches to how we care for patients and how we work with each other.
The Hospital Association of Southern California (HASC) has been a steadfast presence in health care for nearly a century. Together with the California Hospital Association (CHA), HASC has helped serve hospitals with determined advocacy, innovative initiatives and thoughtful leadership on issues that matter most. The dramatic shifts we now face are wellknown and present us with great opportunities to improve care quality, increase efficiency, and to better serve the needs of an increasingly diverse population.
These are transformative times in health care. Members—and HASC—have successfully faced these challenges before.
What’s happening in 1923? – Hollywood sign officially dedicated in Hollywood Hills 1
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HASC at 90: Innovation for the Future
HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
Advocating for the Future of Health Care HASC has always been a strong advocate and representative for hospitals and health systems, providing leadership and vision for members and the industry at pivotal moments. With more than 170 members, plus numerous related associate members, HASC gives voice to the one goal we all have: to improve the operating environment for hospitals and the health status of the communities we serve. Commitment to Responsible Reform California is an early adopter of the Affordable Care Act (ACA) and HASC has taken the lead in educating policymakers and the public as hospitals and health systems work to ensure patient access to care. Southern California hospitals have responded to health care reform by assessing service lines, prioritizing the organization’s focus, and developing physician leadership. Hospitals are also making bold moves to evaluate billing and payment reform, form new partnerships, leverage information technology and create a culture of continuous improvement.
Pasadena Hospital, Fairmount Avenue and Congress Street, circa 1903; this two-story wood and stucco building housing 26-beds and surgical facilities was constructed for $21,000 by funds raised from the community
Jim Barber, President/CEO, HASC Choose three defining moments in health care? That's really difficult but I'd say:
2. The original 2001 IOM report, “Crossing the Quality Chasm,” sparked the quality improvement/patient safety movement like nothing had before it. The challenge to measure and report complex quality indicators was taken up by hospitals and the result in terms of saved lives, fewer complications and standardization of clinical protocols has greatly improved patient outcomes.
1. The delegated-capitated physician organization of the ‘90s provided the foundation – or the laboratory if you will – for many of the health care reform/Affordable Care Act (ACA) goals of today: coordinated care, incentives for wellness/prevention, utilization management, hospitalists, value vs. volume payment, physician employment/team care structures and hospitalphysician integration.
3. The ACA is the capstone – at least to date – in terms of a single initiative that transforms the financing, organization and delivery of health care for everyone involved. We can’t even comprehend where the ACA will ultimately lead us, whether it will be a blessing or a curse, but it has stimulated thought, debate and grassroots change that I trust will be good for hospitals and individuals alike.
What’s happening in 1923? – First brain tumor operation under local anesthetic performed in New York City 2
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA Advocacy (cont’d) As the industry stands on the verge of payment reform, HASC has been an effective part of the discussion since 1983. HASC's support for moving from cost-based reimbursement to selective provider contracting (SPC) helped optimize hospital inpatient services. Though soon to be replaced by new discharge-based diagnosis-related groups, SPC was the first step in much needed industry change. With an idea ahead of its time, HASC took the initiative to form new partnerships in 1995 by bringing together hospitals, physicians and integrated systems in what would ultimately lay the foundation for accountable care organizations in California. The unprecedented collaboration, called the Physicians Groups Council, now California Association of Physician Groups (CAPG), was formed at HASC under the leadership of Terry Hartshorn and Dr. David Hartenbower. Independent since 2002, CAPG is now led by Donald Crane and is viewed as the leading advocate for physician groups in the state.
Children’s Hospital Los Angeles, circa 1936
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Children’s Hospital Los Angeles, Anderson Pavilion, 2011
Patient care at Children’s Hospital Los Angeles, circa 1948
What’s happening in 1923? – Time Magazine debuts 3
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HASC at 90: Innovation for the Future
HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
Doug Bagley, CEO, Riverside County Regional Medical Center & 2013 HASC Chair
Today, we are experiencing the greatest magnitude shift in contemporary health care since the inception of Medicare and Medicaid. The confluence of reform, a new economy, and the emphasis on quality patient experience are driving transformation in our hospitals and health delivery systems.
There will be many complex challenges ahead as we chart this perfect storm together. But, the future of health care is bright and ultimately promises to deliver a system that promotes wellness, rewards excellence and inspires innovation in all facets of medicine.
Advocacy (cont’d) Similar out-of-the-box collaborations helped bring an health information exchange (HIE) to the Inland Empire. In 2009, HASC and regional hospitals, medical centers, medical groups, clinics, IPAs, physician practices, health plans, public health and medical societies established the Inland Empire Health Information Technology Collaborative to secure funding for the project. In 2012, the region successfully launched a pilot program to improve access and information sharing for the 5 million residents of Riverside and San Bernardino. At the heart of health care reform is expanding access to health care while reducing costs. In the 1990s, HASC was instrumental in designing and implementing Medi-Cal managed care for California’s low-income and medically indigent populations, helping to iron out the process for transferring millions of Medi-Cal consumers from fee-for-service Medi-Cal into a managed care system.
A sign from Seaside Hospital (now Long Beach Memorial Medical Center), circa 1920s
What’s happening in 1923? – Lou Gehrig hits first of 493 homeruns 4
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA Advocacy (cont’d) And in another move supporting responsible change in managed care, HASC and CHA fought to defeat the 1996 ballot initiatives, Propositions 214 and 216. The measures not only would have created new taxes on HMO practices, but they also would have hiked insurance fees and added unnecessary administrative burdens for hospitals.
First expansion to the original Barstow Community Hospital, circa 1962
“What people are left with are proposals that will force health care costs skyward, which, in turn, will leave more people unable to afford health insurance and not improve access or coverage,” said C. Duane Dauner, president of the California Hospital Association, in 1996. Improving Patient Outcomes When a 1966 report indicated a troubling rate of patient mortalities in the field, Los Angeles County Board of Supervisors’ Kenneth Hahn and the medical community looked for solutions. To reduce patient transport times and potential treatment delays, Hahn proposed a system of emergency medical services where trauma victims would be directed to designated facilities and personnel during emergencies.
Exterior photo of the new Barstow Community Hospital, 2012
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Michael Hunn, SVP/Regional Chief Executive, Providence Health & Services - Southern California Amazingly, not everyone believed there was a case to be made. Some thought it would hurt the bottom line and others felt that it was too complex to change the behaviors of physicians. If only Don Berwick were in the room at that time. Here we are in 2013 and indeed there is a business case and a call to the Triple Aim. In my view, the defining moment in the last 20 years was putting the patient first. Is there is business case for quality and safety – you bet there is!
I had occasion to attend a forum hosted by Dr. O’Leary from the Joint Commission in the mid-90s. There were key health care executives from prominent health systems, Veterans Affairs, AHRQ and CMS. The panel, of which I was a member in one of the breakout sessions, was asked to answer the following question: Is there a business case for quality and safety?
What’s happening in 1923? – Insulin becomes generally available for diabetes 5
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HASC at 90: Innovation for the Future
Pediatric ward, Pasadena Hospital, circa early 1900s
1923 HASC forms as the first hospital association west of the Mississippi.
1937 California hospital leaders organize the first statewide hospital trade association, California Hospital Association. HASC convinces the Legislature to authorize the creation of hospital service plans, or Blue Cross Plans.
HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
Inside a surgery room of Seaside Hospital (now Long Beach Memorial Medical Center), circa 1930s
The original Cottage Hospital, circa 1891
1980
1958 Develops The Guiding Principles for Hospitals, setting the first standards in the country for a rational system of hospital charges.
1963 HASC issues the first annual Wage and Salary Report.
1969 HASC pioneers Hospital Emergency Administrative Radio (HEAR).
The Medical Injury Compensation Reform Act is approved, renaming the Board of Medical Examiners as the Board of Medical Quality Assurance. This becomes the national prototype for medical malpractice tort reform.
HASC advocates to bring the streamlined financial assistance eligibility process then only available at county facilities, to private hospitals. The program, Eligibility On Site, becomes one of HASC’s most enduring services, processing thousands of applications saving billions in uncompensated care costs.
1976
1984
Assembly Bill 4001 establishes a comprehensive certificate of need process for construction or conversion of health facilities.
HASC helps organize an emergency health care and first-aid system for athletes and spectators during the 1984 Olympics.
1975
A LOOK BACK 1947 HASC and CHA successfully lobby to amend the state constitution to permit the use of state funds to build and expand nonprofit hospitals.
1971 HASC works with CHA to approve the Hospital Disclosure Act, providing the basis for the entire information data base for health care in California.
1974 Legislation establishes federally approved health maintenance organizations (HMOs).
1977
1996
State implements Hill-Burton provisions related to required uncompensated care and community service.
HASC/CHA help defeat the potentially devastating single-payer ballot measures Propositions 214 and 216.
1979 Senate Bill 480 establishes the Confidentiality of Medical Information Act, which states that no medical information shall be disclosed without patient authorization.
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1999
By initiating action on behalf of members during MedPartners bankruptcy, HASC ensures minimal disruptions of patient care and health plan coverage while working toward an equitable settlement for members.
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2010 2004 Eisenhower Medical Center in Rancho Mirage broke ground in 1969
2000 Establishes Health Care Facility Emergency Codes: A Guide for Code Standardization, a handbook listing various codes and guidelines hospitals can implement to ensure the consistent and timely response in emergency situations. The codes are now standard at 95 percent of California hospitals and have been adopted by many states and the Joint Commission.
A first-in-the-nation experiment initiated by HASC, Hospital Council of Northern and Central California and their members, the nonprofit Master Medical Foundation helps facilitate physician/hospital integration, enhance care coordination and control health care costs in alignment with the goals of health care reform.
California Hospitals Assessment & Reporting Task Force (CHART), the HASC-initiated statewide report card on hospital performance and quality, is the first of its kind bringing together hospitals, insurers, consumer advocates, researchers and others.
ReddiNet becomes the first emergency communication system to integrate satellite technology to improve system reliability and redundancy.
2005 HASC and CHA launch a long-term Public Advocacy Program effort to educate and engage local elected officials and policymakers, key stakeholder groups, the media, opinion leaders and hospital advocates on the critical issues impacting hospitals and health care delivery.
Growing to a statewide collaborative working to improve clinical outcomes, Patient Safety First (PSF), formerly Southern California Patient Safety First, demonstrates saving nearly 1,000 lives and cost savings of $19 million to date.
White Memorial Medical Center’s physicians and nurses
2011 Launched as a wholly owned subsidiary of HASC, Institute for Performance Excellence (IPE) helps hospitals improve performance and efficiency with Lean program development, performance management tools and professional designation for performance improvement experts.
1923 – 2013 2002
2008
2011
2013
HASC spearheads the ballot proposition Measure B to help raise funds for trauma care at public hospitals and clinics, as well as private hospitals serving the community.
HASC and National Health Foundation develop a recuperative care program to provide cost-effective housing and medical care for homeless patients discharged from hospitals.
The next step in health care career search, training and development, Health Care Workforce Initiative gets underway with new online portal linking members and the public with community training resources.
HASC convenes hospital members, law enforcement and risk analysis experts for one of the largest and most comprehensive health care-specific active shooter drills and emergency planning sessions in the state.
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
Advocacy (cont’d) With HASC’s support, a commission was formed, and a plan for implementing a trauma system in Los Angeles was adopted January 25, 1983. The number of trauma centers has varied over the years. HASC’s tireless advocacy for funding alternatives, like Measure B: Trauma, Emergency and Bioterrorism Response Assessment passed in 2002, has helped stabilize the network and ensure countless lives are saved. Trauma centers were not the only development contributing to better patient outcomes in the field. The Los Angeles medical community re-envisioned emergency care delivery by expanding the scope of practice for ambulance drivers responding to emergency calls. With specialized training, the agreement of local hospitals to provide necessary medical direction, and the passage of The WedworthTownsend Paramedic Act in 1970, California firefighters designated as paramedics became the first in the country to provide advanced medical life support without the presence of a physician or nurse.
The entrance to UC Irvine Medical Center’s Douglas Hospital
VA Greater Los Angeles Healthcare System, 1990s
VA Hospital, circa 1930, on tree-lined Wilshire Boulevard
What’s happening in 1923? – Willa Cather wins Pulitzer Prize for the novel, One of Ours 8
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA Gary Wilde, CEO, Community Memorial Health System
To be successful in the future, leadership needs to integrate disparate groups of hospitals and physicians and pre-/postacute providers to accomplish a common goal of managing the health of a defined population with fewer resources than we have had historically. It’s a tall order and we need strong and effective associations like HASC and CHA to lead these
efforts … There’s a lot to accomplish … It’s imperative that we manage costs within the tighter construct of reimbursement, remain indispensible in the minds of patients, physicians and payers, and integrate vertically and horizontally with other partners to succeed. Leaders need to develop and hone different skills—the game has evolved into a contact sport.
Advocacy (cont’d) Connecting these elements was a new communications system, HEAR (Hospital Emergency Administrative Radio). The two-way voice radio was developed by HASC in 1969 to provide ambulance-to-hospital and hospital-to-hospital communications on VHF. Having evolved into ReddiNet Medical Communications, the system now uses satellite technology and remains a valuable component of Southern California’s emergency response network. Continuous Quality and Patient Safety Improvement In 2004, HASC spearheaded the California Hospital Assessment and Reporting Taskforce (CHART). This effort brought together hospitals, insurers, consumer advocates, researchers and others to produce a statewide report card on hospital performance and quality. Supported by hospitals and regulatory agencies like the California Office of Statewide Health Planning and Development and the Joint Commission, the taskforce adopted 50 hospital performance measures that they agreed were indicative of quality and aligned with national initiatives like the Agency for Health Quality and Research and the National Quality Forum.
Catalina Island Medical Center has been serving local residents and visitors since 1960
A nurse helps a young visitor at Catalina Island Medical Center
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What’s happening in 1923? – Frank Silver and Irving Conn's song, “Yes! We Have No Bananas,” tops the music charts 9
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
James Lester, Former CEO, Little Company of Mary Health Services The association has been instrumental in so many things over the years. I think back to the ‘70s when all the physicians went on strike due to the medical malpractice crisis. And how the association facilitated the coordination of an emergency communications network after the Sylmar earthquake. HASC has always been responsive to legislation that came along, for example when they were talking about single payer systems. CHA and the
associations were important in getting them to take a closer look at the potential outcomes. I think back to the Jim Ludlum days of representing the association, along with Steve Gamble and Jim Barber–whom I worked with. Ludlum was an outstanding defender of things the association needed to protect on behalf of the health care system. Today, it’s about keeping track of all the new affiliations taking place, maintaining the relation between for-profit and nonprofit hospitals, and physician integration … those continue to be important issues.
Advocacy (cont’d) Implementing these performance measures was only one aspect of HASC's quality and patient safety initiative. Through a partnership with Blue Cross in 2010, HASC and National Health Foundation formed Patient Safety First…a California Partnership for Health, helping hospitals to improve medical care, reduce costs and establish a best practice model across the state. To date, more than 170 Southern California hospitals have participated in the collaborative focusing on Sepsis Mortality, Perinatal Safety, HAI – C. Difficile and Surgical Safety, saving nearly 1,000 lives and more than $19 million.
Mt. Sinai outpatient building, circa 1941
Taking patient safety and quality to the next level, CHA, HASC and the other regional associations created the Hospital Quality Institute (HQI) in 2013. Building on the foundation of California Hospital Patient Safety Organization, Patient Safety First, and the California Hospital Engagement Network, HQI will consolidate the efforts of these programs to become the leading organization for continuous quality and patient safety improvement in the state.
Cedars-Sinai Medical Center’s new Advanced Health Sciences Pavilion, scheduled to open in 2013
What’s happening in 1923? – Yankee Stadium, aka “the house that Babe Ruth built,” opens 10
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HASC at 90: Innovation for the Future
HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
Added Value HASC’s intrepid spirit is likewise demonstrated in the development of products and services that sought to meet the challenge of the Triple Aim—better care, better health and lower costs—before the idea became so prominently voiced in the industry. Anticipating what members would need in this new environment has helped the association become the go-to resource for data, education and solutions in labor, revenue benchmarking, and quality and patient safety.
Kaiser Permanente Los Angeles Medical Center Operating Room featuring the state of art electronic health record system, KP HealthConnect
Through the years, HASC’s members and staff have developed a number of industry-leading innovations. Among these are the wristband patient identification system; an Eligibility On Site program that helps private hospitals reduce the amount of uncompensated care; and the hospital emergency codes, developed by HASC and safety, security and nurse leaders, now the standard throughout California.
Visitors at White Memorial Medical Center
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Diana Hendel, CEO, Community Hospital of Long Beach; Long Beach Memorial Medical Center; and Miller Children’s Hospital Without a doubt, we have entered into the most challenging and, yet, extraordinarily exciting period of transformation. We have an opportunity to completely reshape our health care delivery system in a way that increases access, improves quality and does so with greater value. Our ability to continue to advocate for patients, create stronger care delivery networks and implement programs and services that measurably
improve the health of our population will be hallmarks of our generation as health care leaders. Impactful and meaningful leadership, in this transformative era, will need to have a razor-sharp focus on quality while maintaining a steadfast focus on stewardship. Can we do it? Yes we can! It's the work HASC has done to shape health care in the last 90 years.
What’s happening in 1923? – Great Kanto Earthquake devastates Tokyo and Yokohama 11
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HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA
John Calderone, PhD, CEO, Olympia Medical Center In order for change to occur, there needs to be a mindset change for everyone involved in the health care system. Standardization, elimination of antiquated regulations and, most importantly, Tort Reform are necessary elements to drive the industry. Population management, too, is necessary, as many of the health issues seen and treated today are the result of lifestyle choices. The role we as individuals, companies and society play in getting people healthy must be determined …
The great challenges inherent with the implementation of the ACA include provisions for hospitals and physicians who will be struggling with cost, operations and clinical hurdles as they attempt to implement ambitious reforms and mandates–all while maintaining financial viability in an era of evolving payment models with lower reimbursements. The greatest question and concern remains this: Will we be able to put behind the comfortable status quo and meet the challenges of an ever changing society? Revisions and changes are needed for the delivery system to realize the goal of the Triple Aim and the many ACA goals.
Advocacy (cont’d) HASC also contributed to the creation of PDS, an online database of paid claims. Launched in 2004, PDS was developed to level the playing field for hospitals by providing the same market information that the payers have, and more. This market revenue data help hospitals support business development and long-term strategic planning with sophisticated analytics and benchmarking. Whether supporting our hospitals at the local, state and federal levels, or spearheading groundbreaking collaborations, or launching innovative initiatives to reduce operational costs, HASC has always placed the quality and safety of patient care at the forefront. It’s not just innovation, but a dedication to a greater ideal—the best care for patients and their families, improved population health and lower overall costs.
Electrocardiogram, Huntington Memorial Hospital, circa 1940s
Smart phone used for an EKG in 2013
What’s happening in 1923? – First portable radio developed 12
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HASC Chairs through the Years 1923, N. R. Martin, Los Angeles County General Hospital 1923-25, L. G. Reynolds, Methodist Hospital of Southern California 1925-26, G. H. Curtis, White Memorial Hospital 1926-27, W. F. Vail, Huntington Memorial Hospital 1927-29, G.W. Curtis, Santa Barbara Cottage Hospital 1929-30, W. C. Crandall, Scripps Memorial Hospital 1930-32, G.W. Olson, California Hospital 1932-33, K. Meitzler, Cedars of Lebanon Hospital 1933-34, Dr. L. B. Rogers, Hollywood Presbyterian Hospital 1934-35, James Howarth, Glendale Sanitarium & Hospital 1935-36, Dr. W. S. Mortensen, The Santa Monica Hospital 1936-37, Alice G. Henninger, Huntington Memorial Hospital 1937-39, Rev. Thomas C. Marshall, The Hospital of the Good Samaritan 1939-40, Dale L. Smith, Santa Fe Coast Lines Hospital 1940-41, Mary K. West, Methodist Hospital of Southern California 1941-42, D. L. Braskamp, Alhambra Hospital 1942-43, Mildred Riese, Orthopaedic Hospital 1943-44, Dr. A. A. Aita, San Antonio Community Hospital 1944-45, R. E. Heerman, California Hospital 1945-46, Margaret J. Wherry, The Hospital of the Good Samaritan 1946-47, H. B. Thomas, Glendale Sanitarium & Hospital 1947-48, George J. Badenhausen, Harriman Jones Clinic & Hospital 1948-49, Paul C. Elliott, Hollywood Presbyterian Hospital 1949-50, W. Weisberger, Cedars of Lebanon Hospital 1950-51, E. L. Jury, Redlands Community Hospital 1951-52, Howard B. Hatfield, Long Beach Community Hospital 1952-53, George B. Nelson, Glendale Sanitarium & Hospital 1953-54, Ralph J. Hromadka, Santa Monica Hospital 1954-55, Sister John Joseph, St. Luke Hospital 1955-56, B. J. Caldwell, Pomona Valley Community Hospital 1956-57, John E. Paplow, Santa Barbara Cottage Hospital 1957-58, George E. Peale, California Hospital 1958-59, J. E. Smits, Children’s Hospital of Los Angeles 1959-60, John P. Preston, Inter-Community Hospital 1960-61, Walter R. Hoefflin, Jr., Methodist Hospital of Southern California 1961-62, Samuel J. Tibbitts, California Hospital 1962-63, Robert J. Thomas, Los Angeles County General Hospital 1963-64, Henry X. Jackson, Valley Presbyterian Hospital 1964-65, Sister Jane Frances, St. Jude Hospital 1965-66, Henry B. Dunlap, Children’s Hospital of Los Angeles 1966-67, Kenneth M. Eastman, UCLA Hospital 1967-68, David Odell, Los Angeles County/USC Medical Center 1968-69, Paul M. O’Neill, Garden Park General Hospital 1969-70, Rodney J. Lamb, Santa Barbara Cottage Hospital 1970-71, James C. Heidenreich, Centinela Valley Community Hospital
1971-72, Russell B. Williams, Huntington Memorial Hospital 1972-73, W. Kevin Hegarty, California Hospital Medical Center 1973-74, Leslie R. Smith, Los Angeles County/USC Medical Center 1974-75, Isadore Weinstein, Rio Hondo Memorial Hospital 1975-76, Stuart J. Marylander, Cedars-Sinai Medical Center 1976-77, Lowell W. Smith, Presbyterian Intercommunity Hospital 1977-78, Robert E. Ernst, Antelope Valley Hospital Medical Center 1978-79, Geneva A. Clymer, The Hospital of the Good Samaritan 1979-80, James E. Sauer, Jr., Saint Joseph Medical Center 1980-81, Sister Marie Madeleine, SCL, Saint John’s Hospital and Health Center 1981-82, Stephen Bowles, Medical Center of Tarzana 1982-83, Paul Teslow, HealthWest Foundation 1983, Gerald Smith, National Medical Enterprises 1984, Michael Stephens, Hoag Memorial Hospital Presbyterian 1985, Robert Sloane, Orthopaedic Hospital 1986, Richard Norling, California Medical Center – Los Angeles 1987, Jeffrey Kirschner, Orthopaedic Hospital 1988, Jane Hurd, Children’s Hospital of Los Angeles 1989, Walter W. Noce, Jr., Saint Joseph Hospital, Orange 1990, Terry A. Belmont, UniHealth America 1991, Frederick C. Meyer, Methodist Hospital of Southern California 1992, William D. Parente, Glendale Memorial Hospital & Health Center 1993, Thomas M. Priselec, Cedars-Sinai Medical Center 1994, Daniel R. Herlinger, St. John’s Regional Medical Center 1995, Reynold Welch, Mission Hospital Regional Medical Center 1996, William F. Haug, Motion Picture and Television Fund Hospital 1997, Patricia Cunningham, Catholic Healthcare West 1997, Geoffrey Lang, Valley Health System 1998, John Cochran, UniHealth 1999, Gerald McCall, Kaiser Permanente-Inland Empire 2000, Michael Madden, Providence Health System – Southern California Region 2001, Mark Costa, Providence Health System – Little Company of Mary Service Area 2002, Melinda Beswick, Anaheim Memorial Medical Center 2003, Robert Shaw, Los Robles Regional Medical Center 2004, Peter Bastone, Mission Hospital Regional Medical Center 2005, Arnold Schaffer, Providence Health System 2006, Tim Smith, UCI Medical Center 2007, James Holmes, Redlands Community Hospital 2008, Ronald Werft, Cottage Health System 2009, Roger Seaver, Henry Mayo Newhall Memorial Hospital 2010, Larry Ainsworth, St. Joseph Hospital – Orange 2011, Richard Yochum, Pomona Valley Hospital Medical Center 2012, Michael Hunn, Providence Health & Services – Southern California 2013, Douglas Bagley, Riverside County Regional Medical Center
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Leadership in Health Affairs
Hospital Association of Southern California 515 South Figueroa Street, Suite 1300 • Los Angeles, CA 90071-3300 Phone: (213) 538-0700 • Fax: (213) 629-4272 hasc.org