From the VP: Exciting news for cancer care and research

Earlier this week UW Medicine, Fred Hutchinson Cancer Research Center (Fred Hutch), Seattle Cancer Care Alliance (SCCA) and Seattle Children’s announced a new approach to providing world-class cancer care and cancer research in the Pacific Northwest.

Under this new plan, Fred Hutch and SCCA would merge, forming the Fred Hutchinson Cancer Center (FHCC), an independent, private, not-for-profit organization. The FHCC would be a comprehensive cancer center that is clinically integrated with UW Medicine and focused on treating adult cancer patients. FHCC would be UW Medicine’s cancer program and have programmatic oversight of the adult oncology clinical programs at UW Medical Center. The new Fred Hutchinson Cancer Center will unite the strengths of Fred Hutch’s research and science with SCCA’s outstanding clinical care and UW Medicine’s nationally recognized research and adult cancer care programs. In parallel to this change, Seattle Children’s would continue operating independently and be the central site for pediatric cancer care among the organizations. This new approach would create a seamless and consistent experience for patients and providers.

Since forming the SCCA in 1998, Fred Hutch, Seattle Children’s and UW Medicine have been leaders in helping prevent, diagnose and treat cancer, and ultimately discover cures. However, the world of cancer care and research has changed significantly since the SCCA was created 20 years ago. The SCCA and its members have regularly reviewed and discussed approaches to strengthening collaboration since its inception. It has become increasingly clear that this is a natural next step in the evolution of this partnership. Creating Fred Hutchinson Cancer Center and moving forward under this new structure, would further strengthen our contributions to Washington state in health care delivery, economic growth and a robust life sciences industry.

In the coming weeks and months, leaders from the four organizations will be discussing the restructure with governing boards, faculty, staff, labor partners, government officials and other stakeholders with the goal of securing all necessary board and governmental approvals by early 2022. My office will support these effort and the formation of the FHCC will be a key component of our 2022 legislative agenda. The partnership between UW Medicine, Fred Hutch and Seattle Children’s has been a boon for our region for the past two decades and I am excited to see how this new structure will accelerate the prevention, diagnosis and treatment of cancer in the future.

From the VP: When the pandemic separated us, KUOW and KEXP kept their communities connected, informed and entertained

*Photo credit:* Photo: KEXP- Renata Steiner, KUOW

Fifteen months ago, the world dramatically changed when the first COVID-19 case in the U.S. was discovered right here in the state of Washington. Nearly every industry was disrupted as our nation struggled to contain the virus. In this unimaginable year of a public health crisis, upheaval in society and assaults on our democracy, I have renewed my appreciation for those who provide us with news, information and entertainment. As a former co-host of a one-hour show on KAOS-FM who has picked up podcasting during lockdown, I am particularly interested in how the pandemic has shaped and challenged the broadcasting industry.

Longtime Huskies will know there are two local stations with strong ties to the University – KUOW and KEXP. KUOW is one of the nation’s founding NPR member stations, broadcasting from the Puget Sound region continually since 1952. Initially, the station served as a training ground for UW students interested in careers in broadcasting and programming consisted of classical music, classroom lectures, local news and Huskies sports. Over the years, programming shifted to be more news oriented. In 1999, KUOW moved off campus and became operated by Puget Sound Public Radio although the FCC license is held by the UW Board of Regents and I serve as the license officer.

KEXP also began its life as a student run radio station, KCMU, in 1972 in the basement of the Communications building. Due to budget cuts, the station moved to a listener support model in the 80s and in the mid-2000s after a transformational gift from the late Paul Allen, the station was renamed KEXP-FM. Friends of KEXP, the nonprofit arts organization that operates the station, now also holds the FCC license although the station remains a self-sustaining affiliate of the UW. I serve as the station’s designated University contact.

Like businesses in nearly every industry, KUOW and KEXP had to pivot and innovate to continue to fulfill their missions during the pandemic. With far fewer people making their usual daily commute, radio drive-time listening was replaced in large part by digital listening and both stations had to adapt to this increased demand. At KEXP, they found listeners were tuning in nearly all day as the average with time spent listening increasing from 4 hours to 7.5 hours. Listeners were looking for ways to connect with others and found music to be a grounding force in a very uncertain time. At the same time, bands were canceling tours and staying home. Recognizing the artistic community was hurting, KEXP DJs got creative. Since they couldn’t have local bands in the building, KEXP created “Bands on the Lawn” and “KEXP at Home” to showcase local talent.

Listeners were also hungry for information. The progress of the virus and tactics to combat it changed rapidly, especially early on. Three days before Governor Inslee’s “Stay Home, Stay Healthy” order took effect, KUOW started the “Seattle Now” podcast, a 10 minute wrap-up of the news of the day. To meet the public’s desire to stay abreast of the latest information about COVID-19, this program quickly pivoted to be all about the pandemic. KUOW was able to provide a quick recap of what public health officials and researchers knew that morning and deliver it quickly and accurately to their audience.

As they kept listeners informed and connected, DJs, reporters and staff faced isolation, anxiety and overwhelming uncertainty. While both organizations sought to provide stability and flexibility for staff in several ways, KUOW was particularly innovative in this space. In addition to ensuring flexible work schedules and encouraging the use of mental health days, KUOW organized guided wellness sessions and group counseling for staff members.

Staying afloat financially was another hurdle for both stations. In March 2020, even after cutting $1.2M from their operating budget, KUOW was still facing the prospect of a 10% reduction in force. However, due to an overwhelming outpouring of support from listeners in the community last spring, they avoided any staff layoffs or furloughs. KEXP also faced financial hardship, primarily from a $1.2M reduction in expected revenue, which was mitigated through budget cuts, modest layoffs and executive furloughs. Like KUOW, KEXP benefitted from generous support from the community which helped cushion the immediate impact and strengthens their long-term stability.

Along with the pandemic, 2020 brought a long overdue reckoning with systemic racism in the U.S. KUOW journalists elevated the voices of citizens calling for change here in Seattle and across the nation, while KEXP’s programing provided space to help listeners process and make sense of this moment in history. The upheaval of last summer also shined a spotlight on inequities within public media and KUOW and KEXP are committed to transforming into anti-racist organizations. Living out this commitment is an essential and ongoing work in progress. So far both stations have taken thoughtful, initial steps to better serve our community.

KUOW and KEXP are two of the most listened to stations in the Puget Sound radio market. Their association with the University of Washington is a point of pride for the campus and I continue to be amazed and proud of their broadcasting accomplishments. As more and more Washingtonians get their COVID vaccines, a post-pandemic future begins to feel reachable and I can’t wait to see what these two radio stations do next.

From the VP: Better days ahead for the U District

Like every urban business and cultural center, Seattle’s U District neighborhood continues to face the ramifications and economic hardship of the COVID-19 pandemic. Without the bustle of students, faculty, staff and visitors for the past twelve months, some of the great progress the District made in the last few years around livability and public safety has been set back. This is concerning for those who live and work in the District as well as for families of students who make the District their home during the academic year.

As more vaccines get into arms each day, we are finally beginning to see some light at the end of this pandemic tunnel. While there is still a long road ahead, several exciting developments are brewing in the U District that cause me to remain very optimistic about the neighborhood’s future. They include:

Light rail arriving fall 2021– One of three stations coming online this year, the University District light rail stop will connect the U District to downtown Seattle and Northgate, significantly expanding access to the area. While it may be hard to imagine crowding onto public transportation right now, Sound Transit projects that the light rail extension will eventually serve over 41,000 riders a day.
New leadership heading the U District Partnership – After a nationwide search, the UDP welcomed Don Blakeney as their new executive director. Blakeney has held leadership roles in neighborhoods across Seattle and New York City, including his recent position as the VP of Policy and Advocacy with the Downtown Seattle Association. I look forward to seeing how his new energy and fresh ideas help foster a vibrant, diverse and healthy neighborhood for all who live, work and visit the district.
West Campus expanding – As part of the UW Campus Master Plan, Site W27 will be the first new public-private building in the UW’s West Campus. Located on Brooklyn Avenue Northeast at Northeast Pacific Street, Site W27 will house researchers and entities focused on clean energy and other innovations that promote a sustainable future. Within the approximately 340,000 square foot space, Site W27 will also consolidate the UW Clean Energy Institute (CEI), CEI’s Washington Clean Energy Testbeds and the Northwest Institute for Material Physics, Chemistry and Technology under one roof. Funding for this consolidation and the establishment of a world-class center for advanced materials and clean energy technologies (CAMCET) was provided by the state legislature. There will also be an opportunity for mission-aligned civic, nonprofit or private institutions to lease space.
Affordable housing options increasing – The Campus Master Plan also includes a commitment to add affordable housing units in the District. In a joint effort between the University of Washington and Seattle Housing Authority, the Filer Project will build affordable housing units on University-owned land located at Roosevelt and 42nd. The complex will include approximately 150 apartments affordable to people making 60% of area median income as well as a childcare center on the ground floor. An RFQ will be issued in summer 2021 and the building is anticipated to open in 2025.
Plans for additional housing and office buildings – The holes on 12th Avenue Northeast are just the beginning of new developments coming to the U District over the next several years. The Hub U District, Brooklyn — a 25-story residential tower and pocket park that would replace the parking lot behind The Graduate Hotel — and a 13-story office building with retail space to be built on top of the new light rail station are just two examples of nearly a dozen proposed projects. As these towers change the skyline, they will also dramatically increase the number of housing units in the U District and provide additional retail space. For those who want to keep tabs on development plans, I recommend bookmarking Seattle in Progress, an interactive map that highlights new projects.

Like so many things about this pandemic, we must remember that now is not forever. Although we do not know when, students, visitors and university employees will return to the U District in their pre-pandemic numbers. New developments have the potential to increase opportunities for all who live, work, learn and play in the district. In the meantime, let’s continue to support our local U District favorites to ensure they will still be here when the world opens up more broadly again.

From the VP: 2021 Washington state legislative session preview

You may recall at the onset of the pandemic last spring, the Washington State Economic and Revenue Council estimated a shocking $9 billion state budget deficit. This forecast was particularly troubling to those of us in higher education. State appropriations to the University of Washington were cut in half during the Great Recession and the UW has only now, more than a decade later, reached pre-recession levels of funding. Another significant reduction in appropriations from the state now would be devastating. Thankfully, subsequent revenue estimates have been less bleak. In fact, the November 2020 forecast adjusted the state’s projected revenue shortfall down to $2.4 billion. Although the deficit is not as large as initially anticipated, the legislature will still have their work cut out for them when they convene virtually on January 11.

In response to the state fiscal environment, our operating budget requests are modest and primarily focus on the significant COVID-19 related needs of our hospital system. On the other hand, we are proposing several major capital budget requests including funding for construction of an Interdisciplinary Engineering Building in Seattle, the new Milgard Hall in Tacoma and the new Behavioral Health teaching hospital at UW Medical Center Northwest. To read the full list of the UW’s capital and operating budget requests, click here. Last week we received the good news that Governor Inslee’s 2021-23 budget proposal included funding for nearly all of our operating and capital budget requests. While not a guarantee, this is an encouraging first step forward.

As we prepare for the start of the legislative session, it is important to note that the upcoming session will primarily be conducted remotely. This presents a unique challenge for us—much of our work happens when we catch a member or staffer in the hallway between meetings or in line for a cup of coffee. These serendipitous encounters simply don’t happen in a virtual environment. It is comforting, however, to know that everyone is in the same boat. No one has figured out how to navigate virtual session yet, but I know the State Relations team will find new ways to make the University’s voices heard.

As 2020 comes to a close and vaccine distribution begins, it might be tempting to think the pandemic is finally moving behind us. As President Cauce often says however, while there is a light at the end of the tunnel, it’s still a very long tunnel that will take many more months to navigate through. As we enter this new year full of renewed hope, all of us in the Office of External Affairs will continue to be vigilant and advocate for continued investments in the important work of our great University.

Huskies fighting COVID-19: Lisa Chew, Martine Pierre-Louis and Paula Houston

This week we connected with Dr. Lisa Chew, Associate Medical Director of Ambulatory Services at Harborview Medical Center and associate professor at the UW School of Medicine; Martine Pierre-Louis, Director of Equity, Diversity and Inclusion for Harborview Medical Center; and Paula Houston, Chief Equity Officer for UW Medicine and Associate Vice President for Medical Affairs at the UW. Together, they spearheaded the creation of multiple mobile vans to provide COVID-19 testing in underserved communities.

Q: Could you tell me a little bit about each of your roles and how you three know each other? Had you worked together before this project?

LC: I provide clinical leadership, direction and oversight of ambulatory care services at Harborview Medical Center. My focus is on the design, implementation and operations of programs that promote high quality, safe, equitable and cost-effective medical care. I am dedicated to improving the delivery of care for underserved populations and currently chair the Harborview’s Equity, Diversity, and Inclusion Council — with Martine Pierre-Louis — to integrate efforts to address disparities and advance equity at Harborview Medical Center.

MPL: As Director of Equity, Diversity and Inclusion, my role is to identify, define, assess and make recommendations on the implementation of policies, practices and processes that promote health equity and workforce diversity and inclusion at Harborview. As part of this role, I connect with community partners in order to make their experiences and voices an integral part of the planning, designing, delivery and evaluation of our services.

PH: In my role, I am leading the work to advance equity, diversity and inclusion across the UW Medicine system as we strive to become an anti-racist organization. Our work is focused on policies, practices, education and training within three objectives set forth in our Healthcare Equity Blueprint – Workforce and students, community engagement and clinical improvements.

LC: Paula, Martine and I have worked together on issues related to equity, diversity, and inclusion at UW Medicine.

Q: How did the idea for the mobile testing vans come about?

LC: Early in the pandemic, we noticed that the majority of the patients hospitalized for COVID-19 at Harborview Medical Center were limited English proficient. We wondered if this finding held true more broadly. When we looked at data across UW Medicine during the month of March, we found that limited English proficient individuals and persons of color had much higher positive rates of COVID-19 than the rest of the population.

We also observed that there were very high COVID-19 rates in South King County which coincided with where communities of color live who had limited access to testing. This was a health inequity that we needed to address. We were also aware that people who are homeless are at high risk for contracting and developing complications from COVID-19 infections. We had to figure out a way to develop a testing program that would be easily accessible for these populations and communities and we needed to do it quickly. Mobile testing vans would allow us to be nimble.

Q: How did you identify the populations you wanted to serve with this approach?

LC: We looked at the data from UW Medicine, analyzing COVID-19 positive rates disaggregated by race, ethnicity, language and geography. This allowed us to identify communities in King County most at risk. In addition, we engaged with the Community Health Boards who represent many of the racial/ethnic groups that were disproportionately affected by COVID-19 to hear their stories of the challenges within their communities.

PH: Along with using the data and information from public health — Martine and I having worked in south Seattle specifically — knew there were communities there (Black, people of color, limited English proficient, immigrants) who historically have been marginalized and have had less access to healthcare. Given this, we wanted to prioritize south Seattle as a location for our first mobile van.

Q: What are some of the challenges you’ve faced getting these vans up and running? How did you overcome these challenges?

LC: One big challenge was to find funding for the program. Philanthropic support allowed us to jumpstart this effort and mobilize resources. Although we needed to work quickly, we wanted to ensure that our testing effort was safe and effective. We sought the input from Community Health Boards to better understand the facilitators and barriers to testing. This information provided valuable guidance as to how we would develop a testing program that would be meaningful, impactful and culturally sensitive.

Working out the logistics of a mobile testing program was no easy task. For example, we needed to find locations, ensure adequate staffing, figure out the traffic flow, outreach to the community, follow infection prevention protocols, provide interpretation support, and notify patients of their results. The teamwork, creativity and tireless effort by many of my Harborview and UW Medicine colleagues and the partnerships with multisector organizations such as community health centers, schools, colleges, faith-based organizations, local government, businesses and Seattle King County Public Health were essential in helping us overcome these barriers. It was amazing to witness the shared sense of responsibility and collaboration across Harborview, UW Medicine and the community.

Q: What is one thing you wish more policy makers understood about COVID-19 and its impact on underserved communities?

LC: The COVID-19 pandemic highlights the longstanding inequities that exist in our nation. We need to prioritize the health of individuals without privilege. In addition to providing access to high quality health services, we need to address the social determinants of health and environmental and community conditions that impact health to be successful. This requires collaboration among health care systems, communities and multisector organizations to identify health priorities, unite around shared goals, develop culturally tailored solutions and ultimately improve the health and well-being of the community during and long after the pandemic.

From the beginning, the University of Washington and UW Medicine have supported our state’s efforts to mitigate the effects of COVID-19. “Huskies fighting COVID-19” is a feature series highlighting individuals whose work is making an impact from Public Health and Computer Science & Engineering to the Virology Lab and the emergency room.