STANFORD, Calif.(BUSINESS WIRE)Lorry I. Lokey, the Business Wire founder and philanthropist, is giving $75 million to the Stanford University School of Medicine to help build what is expected to be the nation’s largest center for stem cell research, the medical school announced Oct. 6.
Lokey’s gift will help give rise to a 200,000-square-foot facility that will be known as the Lorry I. Lokey Stem Cell Research Building. The modern, four-story building along Campus Drive will house 350 scientists working together to capture the power of these cells in treating diseases as diverse as cancer, diabetes and heart disease. The school plans to break ground on the new laboratories at ceremonies on Oct. 27 and complete the building by the summer of 2010.
“Stem cells are going to be as significant as the silicon chip that created Silicon Valley,” said Lokey, who made an initial commitment to the new building in February 2007. “Stem cells are going to introduce an entirely new field of medicine for extending lives and improving the quality of life.”
His gift is the largest to the medical school from a private individual and one of the largest capital gifts to Stanford University.
His contribution will help build a new home for the Stem Cell Biology and Regenerative Medicine Institute, one of five major research institutes based in the medical school. Institute scientists are involved in the full array of stem cell research, including studies in both embryonic and adult cells, as well as work in cancer stem cells and in the development of disease-specific stem cell lines.
“Without question Lorry Lokey is one of the most remarkable people I have met in my life,” said medical school Dean Philip Pizzo, MD. “He is deeply committed to institutions and causes that will transform the world — by educating students or by promoting science and medicine.
“Over the years he has conveyed his deep interest in stem cell biology and his belief that this area of research will impact science and ultimately improve the human condition,” Pizzo added. “Thanks to his generosity, we will have the opportunity to move his vision and dream closer to reality — and to do so with deep gratitude and respect for him.”
With the stem cell gift, Lokey will have committed more than half a billion dollars of his personal fortune to philanthropic ventures, much of it for education and science. He previously contributed $20 million to Stanford for the Lorry I. Lokey Laboratory Building, which houses research labs for the departments of Chemistry and Biological Sciences. Lokey said he was motivated to support stem cell research after the Bush administration set severe restrictions on federal funding in this promising new field in 2001.
“I’m terribly disappointed in the current administration’s outlook. It’s very narrow-minded,” he said. “This is about lives being saved.”
A native of Oregon, Lokey graduated from Stanford in 1949 with a degree in journalism and got his start in the reporting field as editor of the Stanford Daily. He founded Business Wire, the international public relations wire service, in 1961 with $2,000 of his own money. In four months, it was already turning a profit. Today, the San Francisco-based company annually distributes hundreds of thousands of news releases around the globe, and it bills more than $130 million a year.
Lokey sold Business Wire to Berkshire Hathaway, Warren Buffett’s conglomerate, in 2006, when the wire service was valued at $500 million. He officially retired from the company this year.
Lokey, 81, said he learned the value of money as a child growing up in the Depression. He’s devoted much of his time in recent years to philanthropy, donating the bulk of his money to educational institutions. “I looked back and said to myself, what is it that has created all this wealth? I realized it’s education,” said Lokey, a resident of Atherton, Calif.
He is also bullish on biotech, believing that it represents the next revolution in technological innovation. He views stem cells as being at the heart of the biotech field.
“At 81 — I expect to go well past 90 — I might see the benefits (of stem cell research). There’s a chance,” he said. “But the real application will be for the 38-year-old person who survives a heart attack and has heart damage. Stem cells may be able to repair the damage. To me, that’s worth the money I put in.”
The total estimated cost of the building is $200 million, $43.6 million of which is being provided by a grant from the California Institute for Regenerative Medicine, the state stem cell agency. The balance will be financed with other private contributions and university resources.
The building will house scientists and clinicians in 33 laboratories and from multiple disciplines. They will work side by side in the research center, which has an open, innovative design to encourage collaboration. The ultimate goal of the work is to make discoveries that can be turned into therapies to improve and extend the lives of patients.
“Scientists in the fields of stem cell and cancer research are on the brink of new discoveries that may soon affect the understanding and treatment of disease,” said Irving Weissman, MD, the Virginia and D.K. Ludwig Professor for Clinical Investigation in Cancer Research and director of Stanford’s stem cell institute. “With this magnificent lead gift from Lorry Lokey, Stanford will have the facilities to lead those efforts.”
Weissman, who was the first to isolate stem cells in both mice and humans, said the availability of new space will attract key faculty to Stanford and spur collaborations with scientists from the around the world. The new center will include 60 laboratory benches for scientists who will visit Stanford for a month or a year at a time. Lokey said the prospect of bringing top research talent to Stanford is far more meaningful to him than any worldly goods his money could buy.
“I don’t want airplanes and boats and country club memberships,” he said. “I believe that if you fall into a lot of money like I did, you put it into the soil — you replenish the soil for next year’s crop.”
Stanford University Medical Center integrates research, medical education and patient care at its three institutions — Stanford University School of Medicine, Stanford Hospital Clinics and Lucile Packard Children’s Hospital at Stanford. For more information, please visit the Web site of the medical center’s Office of Communication Public Affairs at http://mednews.stanford.edu.

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STANFORD, Calif.(BUSINESS WIRE)“Mr. Overton? Mr. Overton?!”
Nurse Rusty DeGuzman’s patient in the intensive care unit at Stanford Hospital Clinics was vomiting blood and responding erratically at 10:01 p.m. DeGuzman ordered six units of blood, and one minute later pulmonary critical-care fellow Doan Luu, MD, arrived. Luu ordered a “massive transfusion protocol” from the blood bank, and added, “We need to intubate.”
Within minutes, an anesthesiologist came in with the anesthesia airway box, as Luu prepared to put in a central line, or IV, to deliver medication. By 10:12 p.m. a respiratory therapist was hand-bagging Mr. Overton, and eight other professionals were gathered around his bed, monitoring his pulse, blood pressure and breathing.
“Okay, that’s it,” Geoff Lighthall, MD, PhD, announced at 10:14 p.m. To his colleagues running the event with him, he remarked, “That was a high-performing crew.”
On a typically busy night, ICU nurses and physicians had interrupted whatever they were doing to care for Mr. Overton. They knew right away that he wasn’t a typical patient—his plastic torso was a giveaway—but no one cracked a grin or whispered the words “mock” or “mannequin.” As far as they were concerned, it was the real deal.
In the pilot year of a program designed to test Stanford Hospital’s response to critical, life-threatening events, the recent mobile simulation exercise was the seventh of 12 planned exercises. Directed by Lighthall, associate professor of anesthesia at the School of Medicine, the unannounced drills are designed to “stress test” the hospital’s emergency response systems, according to Jeff Driver, the hospital’s chief risk management officer.
“Getting blood to a patient’s bedside sounds so simple, but there’s actually a series of steps that must take place, and at any point things can go wrong,” Driver said. “So we stress our system to understand where the vulnerabilities are, to expose them and clean them up. The idea is to allow ourselves to make errors in a lab environment, so that we’re not making them when we’re caring for patients.”
Driver and Lighthall will present initial findings from Stanford’s simulation exercises on Oct. 3 at the annual conference of the American Society for Healthcare Risk Management meeting in Boston. In the past, simulation mannequins primarily have been used in hospital training centers to teach physicians new procedures. But by hoisting mannequins onto gurneys and sending them into patient rooms, Stanford is taking simulation in an innovative direction. “This is new ground,” Lighthall said.
Lighthall and a team of four professionals from Stanford’s Center for Immersive and Simulation-based Learning spend at least two hours preparing for each simulation exercise. They program a mannequin, which has a breathing apparatus and can generate electronic wave forms on an ECG machine, for the kind of critical event being tested—hemorrhage, allergic reaction, respiratory distress. The team then gives the nurse manager a clinical history of the patient and, in a case involving hemorrhaging, will drape bloody towels and blankets around the bed. “We say, ‘The mannequin is going to experience some problems—we can’t tell you just what, but take it seriously,’” Lighthall explained.
The critical-care specialist said initial findings from this year’s simulation exercises suggest that there is great variability in how well high-risk events are managed. The goal is to find ways of ensuring that the highest levels of performance are the rule, rather than the exception, and he thinks some improvements can be made in the availability of key sets of information.
Physicians already carry printed cards in their pockets that spell out the protocols for cardiac arrests, and similar cognitive aids could be prepared for other life-threatening events, such as how to obtain blood and manage a massive transfusion for a hemorrhaging patient. And because administering a massive transfusion requires particular skill and experience, Lighthall said, his team also envisions more focused training of designated physicians and nurses to create so-called “pockets of expertise” that could be sent to emergencies throughout the hospital.
Finally, Lighthall said, the simulation exercises show that precise communication is fundamental. For example, if a nurse calls the transfusion service and says, “We need two units of blood,” that may not sound like an emergency to a blood bank technician who is trained to listen for, “This guy is bleeding to death.” Communication in both directions, he added, “needs to be very precise and accurate, and in tune with the gravity of the situation.”
As Lighthall and his colleagues debriefed the medical team that had cared for “Mr. Overton,” nurse DeGuzman had one final question: “Did he survive?”
Thumbs up. Mr.Overton would be back to bleed another day.
About Stanford Hospital Clinics
Stanford Hospital Clinics is known worldwide for advanced treatment of complex disorders in areas such as cardiac care, cancer treatment, neurosciences, surgery, and organ transplants. Ranked #16 on the U.S. News and World Report annual list of “America’s Best Hospitals,” Stanford Hospital Clinics is internationally recognized for translating medical breakthroughs into the care of patients. The Hospital is part of the Stanford University Medical Center, along with the Stanford University School of Medicine and Lucile Packard Children’s Hospital at Stanford. For more information, visit www.stanfordhospital.com.

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STANFORD, Calif.(BUSINESS WIRE)“Mr. Overton? Mr. Overton?!”
Nurse Rusty DeGuzman’s patient in the intensive care unit at Stanford Hospital Clinics was vomiting blood and responding erratically at 10:01 p.m. DeGuzman ordered six units of blood, and one minute later pulmonary critical-care fellow Doan Luu, MD, arrived. Luu ordered a “massive transfusion protocol” from the blood bank, and added, “We need to intubate.”
Within minutes, an anesthesiologist came in with the anesthesia airway box, as Luu prepared to put in a central line, or IV, to deliver medication. By 10:12 p.m. a respiratory therapist was hand-bagging Mr. Overton, and eight other professionals were gathered around his bed, monitoring his pulse, blood pressure and breathing.
“Okay, that’s it,” Geoff Lighthall, MD, PhD, announced at 10:14 p.m. To his colleagues running the event with him, he remarked, “That was a high-performing crew.”
On a typically busy night, ICU nurses and physicians had interrupted whatever they were doing to care for Mr. Overton. They knew right away that he wasn’t a typical patient—his plastic torso was a giveaway—but no one cracked a grin or whispered the words “mock” or “mannequin.” As far as they were concerned, it was the real deal.
In the pilot year of a program designed to test Stanford Hospital’s response to critical, life-threatening events, the recent mobile simulation exercise was the seventh of 12 planned exercises. Directed by Lighthall, associate professor of anesthesia at the School of Medicine, the unannounced drills are designed to “stress test” the hospital’s emergency response systems, according to Jeff Driver, the hospital’s chief risk management officer.
“Getting blood to a patient’s bedside sounds so simple, but there’s actually a series of steps that must take place, and at any point things can go wrong,” Driver said. “So we stress our system to understand where the vulnerabilities are, to expose them and clean them up. The idea is to allow ourselves to make errors in a lab environment, so that we’re not making them when we’re caring for patients.”
Driver and Lighthall will present initial findings from Stanford’s simulation exercises on Oct. 3 at the annual conference of the American Society for Healthcare Risk Management meeting in Boston. In the past, simulation mannequins primarily have been used in hospital training centers to teach physicians new procedures. But by hoisting mannequins onto gurneys and sending them into patient rooms, Stanford is taking simulation in an innovative direction. “This is new ground,” Lighthall said.
Lighthall and a team of four professionals from Stanford’s Center for Immersive and Simulation-based Learning spend at least two hours preparing for each simulation exercise. They program a mannequin, which has a breathing apparatus and can generate electronic wave forms on an ECG machine, for the kind of critical event being tested—hemorrhage, allergic reaction, respiratory distress. The team then gives the nurse manager a clinical history of the patient and, in a case involving hemorrhaging, will drape bloody towels and blankets around the bed. “We say, ‘The mannequin is going to experience some problems—we can’t tell you just what, but take it seriously,’” Lighthall explained.
The critical-care specialist said initial findings from this year’s simulation exercises suggest that there is great variability in how well high-risk events are managed. The goal is to find ways of ensuring that the highest levels of performance are the rule, rather than the exception, and he thinks some improvements can be made in the availability of key sets of information.
Physicians already carry printed cards in their pockets that spell out the protocols for cardiac arrests, and similar cognitive aids could be prepared for other life-threatening events, such as how to obtain blood and manage a massive transfusion for a hemorrhaging patient. And because administering a massive transfusion requires particular skill and experience, Lighthall said, his team also envisions more focused training of designated physicians and nurses to create so-called “pockets of expertise” that could be sent to emergencies throughout the hospital.
Finally, Lighthall said, the simulation exercises show that precise communication is fundamental. For example, if a nurse calls the transfusion service and says, “We need two units of blood,” that may not sound like an emergency to a blood bank technician who is trained to listen for, “This guy is bleeding to death.” Communication in both directions, he added, “needs to be very precise and accurate, and in tune with the gravity of the situation.”
As Lighthall and his colleagues debriefed the medical team that had cared for “Mr. Overton,” nurse DeGuzman had one final question: “Did he survive?”
Thumbs up. Mr.Overton would be back to bleed another day.
About Stanford Hospital Clinics
Stanford Hospital Clinics is known worldwide for advanced treatment of complex disorders in areas such as cardiac care, cancer treatment, neurosciences, surgery, and organ transplants. Ranked #16 on the U.S. News and World Report annual list of “America’s Best Hospitals,” Stanford Hospital Clinics is internationally recognized for translating medical breakthroughs into the care of patients. The Hospital is part of the Stanford University Medical Center, along with the Stanford University School of Medicine and Lucile Packard Children’s Hospital at Stanford. For more information, visit www.stanfordhospital.com.

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