2010 Year in Review - Redefining Whats Possible

8/10/2019 2010 Year in Review - Redefining Whats Possible

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YEARINREVIEW

redefining possib

le

WHATS


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The Corporate Partners Program

Six Silicon Valley Companies P20

TABLE OF

contents

Lee

ascular Patient P6

l Moore

ant and Cardiology Patient P4

Melanie Murphy

Sports Medicine Patient P10

Buzz and Peg Gitelson

Stanford Hospital Partners P

einheimer

gy Patient P2

We are very grateful to these patients and

their families for allowing us to share theirpersonal stories with you.

Sandi Wearing

Neurology Patient P8

Dr. Rachael Callcut

Trauma/Critical Care Surgeon P12 Chuck Horngren

Horngren Family Vitreoretinal Center

The Byers Eye Institute at Stanford

Opened September 2010 P21

Letter from Mariann Byerwalter

Chair, Board of Directors

Letter from Amir Dan Rubin

President & CEO

The New Stanford Hospital

Atrium View P18

Advancing Technology & Innovation

Room 9: Hybrid Healthcare P15


3/16

1

Amir Dan RubinPresident & CEOStanford Hospital & Clinics

IMPROVING HEALTH AND HEALTH CARE

Since arriving at Stanford, Ive often been asked what should be the strategy for our

hospital and clinics. At some level, the answer is simpleto ensure that the next

patient who walks in the door receives the absolute best in care, incorporating the

latest innovations, at the highest level of quality, delivered with genuine compassion

and an outstanding patient experience.

Our goal is to achieve this for every patient, every time, and we are actively working

to make this possible. The moving stories featured in these pages are examples of

the difference Stanford Hospital & Clinics makes in the lives of thousands every year.

We are very grateful to these six patients and their families for allowing us to share

their personal stories with you.

Stanford Hospital & Clinics is uniquely positioned to improve health and health

care, both around the globe and for our local community. As we continue to lead

in developing breakthrough treatments that will benefit patients everywhere, we take

great pride in being able to offer them first to patients here. We are reminded every

day that the next person wh o entrusts us with his or her carewhether a family

member, friend, neighbor or international visitoris our most important patient and

has our full commitment.

This report highlights major initiatives under way that promise a future of limitless

opportunityfrom building the most patient-centered and technologically advancednew hospital in the world, to ensuring that every patient encounter is exemplary,

to partnering with some of the most innovative Silicon Valley companies in new

waysall with the goal of healing humanity through science, one patient at a time.

Stanford has the people, expertise, commitment and vision to fully achieve this

transformative potential in the years ahead. It is a privilege for me to join such

a talented and dedicated group of physicians, nurses, clinicians, staff and

administrators to serve this remarkable community.

HEALING

humanityTHROUGH

science ONE PATIENTAT A TIME

ariann Byerwalterair, Board of Directorsnford Hospital & Clinics

REDEFINING WHAT IS POSSIBLE

On behalf of the Stanford Hospital & Clinics Board of Directors, I am pleased

to share this overview of an exciting y ear.

First, we welcomed our new CEO, Amir Dan Rubin, who is theleader we

envisioned for this historic moment in our historya proven healthcare executive

with a deep personal commitment to innovation in all aspects of health care,

extensive knowledge of academic medical centers, and dedication to patient-

centered clinical environments.

Second, we launched an unprecedented new collaboration with leading Silicon

Valley companies that are generously supporting development of the New Stanford

Hospital, as described on page 20. The need to replace our 1950s-era building

with modern, seismically safe, technologically advanced facilities commensurate

with Stanfords outstanding medical care is critical. Even more important, it has

presented us with a transformative opportunity that comes only once in a generation.

Our Board of Directors, executive team and Stanford faculty physician leaders are

united in our commitment to realize a dream that even a decade ago would have

seemed impossible. The New Stanford Hospital will enable us to harness the power

of technology to improve outcomes for patients and control costs; find previously

unimagined methods of prevention, diagnosis and treatment; and achieve

breakthroughs in patient experience. Our new hospital facility is key to fulfilling thisvision, and it is attracting exceptional leadership and generosity at every level.

I want to thank everyone whose contributions helped make this another outstanding

year in Stanford Hospitals long and distinguished history. Your support benefits

patients worldwide while ensuring that each patient here continues to receive the

full benefit of Stanfords unmatched excellence in teaching, research and clinical

care. We are truly grateful and hope that the stories in these pages will inspire you,

just as they have inspired us to reach even higher and redefine what is possible.

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3

better

ANFORD WOMENS CANCER CENTER

he summer of 2011, the Stanford Womens Cancer Center will open

doors. The Center will considerably enlarge the current clinical space

dicated to the treatment of women with breast and gynecologic cancers,

oviding individualized and compassionate care for the whole patient.e Womens Cancer Center will begin each womans journey toward

rvivorship with concierge services to help her navigate and manage her

atment. Support groups for patients and family members will be part of

are package that includes counseling, palliative care, survivorship

rvices and more. In an atmosphere with warmth and welcome at its core,

nded upon the advanced clinical trials and ground-breaking translational

earch for which Stanford is known, the Womens Cancer Center programs

feature an integrative healing approach to strengthen the body, educate

e mind and nurture the spirit.

JUSTSTEPSFROMTHESTANFORDCAN

CER

CENTER

,THENEW

STANFORDWOMENSCANCER

CENTERWILLPROVIDERESOURCES

,SUPPORT

ANDEXPERTISETOWOMENWITHBREA

STAND

GYNECOLOGICCANCERS

.

options

With no family history of cancer, Polly Weinheimer was

surprised when, after a routine check-up in 2002, her

doctor advised her to contact Stanford cancer surgeon

Dr. Frederick Dirbas for a breast cancer consultation.

Many patients fear the worst when they receive a cancer

diagnosis, says Dr. Dirbas. But thanks to innovations and

new treatment methods, we can really offer a more positive

message and experience to nearly every person we treat.

Cancer therapies that were once brutally invasive have

evolved. Depending on the size and location of a tumor,

lumpectomies, improved chemotherapy and more targeted

radiation have all eased the treatment burden for patients.

Dr. Dirbas told Polly she w as a prime candidate for

intraoperative radiation therapy (IORT), a new protocol

to treat the size of tumor she had. When her tumor was

removed, radiation treatment was sent directly into the

tissue surrounding the tumor at the time of the surgery.

The single treatment replaced six weeks of daily radiation

after surgery. Dr. Dirbas was one of just a handful of

physicians, and Stanford Hospital one of a similarly

small group of hospitals, to offer IORT for breast cancer

at that time.

Instead of enduring the exhaustion and discomfort that are

common side effects of multiple radiation sessions, Polly

went home and got back to her life. Today, nearly a decade

after her treatment, she is 70 years old and still enjoying her

favorite hiking trails.

Thanks to innovations and new treatmentmethods, we can really offer a more positiveexperience to nearly every person we treat.

Dr. Frederick Dirbas Breast Cancer Surgeon

FOR MORE PATIENTS

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5/16

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EVERYLIVERTRANSPLANTPATIENTISUNIQUE

.

DR

.TAMIDAUGHERTYREVIEWSEACH

PERSONSNEEDSWITHANINTERDISCIPLINARY

TEAM

OFSTANFORDPHYSICIANS

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.

55

GIVING THE GIFT OF LIFE

Waiting lists for liver donations are notoriously long in the

Bay Area, and many patients in need cannot survive the

wait time for a deceased-donor liver. Today, more patients

and their families are exploring the option of living donorliver transplantation (LDLT), a promising alternative for liver

transplant patients. With LDLT, living donors give a portion

of their healthy liver to needy recipients, decreasing the

wait time to transplantation and improving patient survival

rates. Organ donation is an altruistic gift, and each living

donor candidate is evaluated by an independent living donor

advocate to ensure donor safety, informed consent and lack

of coercion. At Stanford Hospital & Clinics, people who choose

to donate through LDLT undergo a thorough evaluation and

screening process and are treated with the same high caliber

of care as transplant recipients.

Not only did I have a feet

of the best doctors, but thenext generation was there,also learning from the best.

Michael MooreTransplant and Cardiology Patient

2007, Michael Moore found himself balanced precariously

ween a rock and a hard place. While undergoing a

mprehensive screening for the liver transplant he needed,

learned that he also had a hole in his aortic valve. The

ws was devastating. With a failing heart, he couldnt get

ver transplant. And his liver condition meant that heart

air would be too dangerous. Michaels medical team

nt shrink from the challenge. Stanford has the drive

provide excellent care for everyone, says Dr. Tami

ugherty, Michaels transplant hepatologist. Theres

We cant do it here.

chaels treatment brought together a multidisciplinary

m of physicians to perform a rare combined procedure.

ce a liver became available, the Stanford transplant and

diothoracic teams worked for 17 hours to repair Michaels

art and replace his liver. While recovering from his surgery,

chael was visited by the large team of professionals

o had made his operation a success. He was excited

meet not just his s urgeons, but also the extended group

physicians who were able to learn from his unusual case.

ot only did I have a fleet of the best doctors, says Michael,

ut the next generation was there, also learning from the

st. Now more than three years later, Michaels eyes twinkle

h fun, and hes learning how to play the guitar, something

s always wanted to do.

ove

rcome

TO

CHALLENGES


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7

exceedto

REATING A PLA N

ESSENTIALFORLIFE

,THECIRCULATORY

SYSTEM

ISAPOWERFULNETWORKOF

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REMOVESWASTEFROM

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.

expectationsMEETING COMPLEX CHALLENGES

At Stanford Hospital & Clinics, vascular surgeons receive

the most difficult cases from around the Bay Area because

they have the experience, equipment and expertise to

give people better odds for a positive outcome. Vascularpatients like Eugene benefit significantly from recent

technological breakthroughs, many pioneered at Stanford,

including high-speed CT and MRI angiography and 3D image

reconstruction technologies that give surgeons detailed

information about what is happening in the vascular

system. Another Stanford strength is minimally invasive,

or endovascular, techniques to repair aortic aneurysms.

These techniques employ a catheter threaded into the body

through a small incision and have reduced the risk of death

during surgical repair by more than 50 percent.

When 60-year-old Eugene Lee arrived at his local hospital

after his right leg buckled beneath him, he was given

some disturbing news. They wanted to amputate my leg,

says Eugene, recalling the verdict that left him and his wife

shaken. Eugene needed a higher degree of care, so he

was transferred to Stanford Hospital.

A survey of Eugenes circulatory system showed Stanfords

vascular specialists that in addition to the aneurysm

threatening his right leg, he also had an aneurysm in his left

leg and blockage in his carotid artery. And Eugene wasnt

just at risk of losing a limb. Another aneurysm in his abdomen

had swollen his aorta, and it looked ready to rupture. When an

aneurysm ruptures in the aorta, the main vessel routing blood

from the heart to the rest of the body, fatal effects can be just

minutes away.

Multiple aneurysms are not uncommon, says Dr. Ronald

Dalman, the Stanford vascular surgeon who received

Eugenes transfer. When you have four or five problems,

its about setting priorities and figuring out the best sequence

of treatment. What you need is a coherent plan. Repairing

Eugenes aortic aneurysm became the first priority for

Dr. Dalman and his team. Initial surgery stabilized Eugenes

abdominal aorta, and subsequent revascularization

procedures restored blood flow to Eugenes legs and repaired

his carotid artery. Eugenes legand his lifewere saved.

I was lucky, says Eugene. I was at the right hospital with

the right doctor.

I was lucky. I was at the righthospital with the right doctor.

Eugene Lee Cardiovascular Patien

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9

BETTER WAY TO DO IT

rgery of any kind near the brain stem carries precipitous risks of damage

h catastrophic consequences. Traditionally, neurosurgeons have taken

ir instruments to that area only through the mouth or the side of the neck,

hough both approaches risk adverse effects on swallowing, breathing andeech, and require a long recovery. Surgeries that go through the nasal

ssages to the eye and the brain have been possible only in the last decade

so. New imaging technologies and new, extended surgical tools are more

xible, optically sharper and much, much smaller. At Stanford Hospital,

donasal surgery is thriving, with vibrant collaborations between the

urosurgery and Otolaryngology Departments.

forging

DR

.STEFANMINDEAHASPIONEERED

NEW

TECHNIQUESTODECREASERISKDURING

BRAINANDSPINALSURGERYWHILEINCREASING

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.

NEW

TO SUCCESS

paths

Sandi Wearings MRI showed a mass at the very top

of her spinal column, providing one possible explanation

for what was making her speech difficult and her arms

weak. At Stanford, Sandi found two physician-scientists,

Dr. Stefan Mindea and Dr. Jayakar Nayak, who would

save her speech with an advanced surgical procedure that

reached her spine through her nose and sinuses. Never

before done at Stanford, the endonasal odontoidectomy

is a rarely performed procedure. There are just a handful

of medical centers anywhere that can accomplish this level

of endonasal surgery.

A chance meeting in the faculty lounge brought together

Sandis surgeonsDr. Mindea, Director of the Neurosurgery

Departments Minimally Invasive Spinal Surgery Program, and

Dr. Nayak, Co-director of the Otolaryngology Departments

Stanford Sinus Center. Dr. Mindea was frustrated with the

surgical routes typically used to reach the spine through the

mouth or neck. Dr. Nayak, who regularly performs transnasal

sinus and skullbase surgery, knew how to reach the spine

through the nasal cavity. For the right patient, you can

get to a site of interest with much less pain and dissection

through normal tissues, says Dr. Nayak.

With a new path identified, Dr. Mindea was confident he

could cut down his patients recovery time and increase

her comfort. This surgery meant going home sooner and

with much less pain and fewer risks of complications,

he says. The s uccessful surgery safely removed the mass.

Sandi has been speaking confidently and using her arms

freely ever since.

This surgery meant going home soonerand with much less pain and fewer risksof complications.

Dr. Stefan Mindea Director of the Neurosurgery Departments

Minimally Invasive Spinal Surgery Program

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8/16

11

sketball player Melanie Murphy came blazing out of

ooklyn as a point guard with the kinds of steals, assists,

cks and grade-point average that made her a natural for

Stanford University womens team. In her freshman year,

lanie played in 31 games as the Cardinal took on its

gh Pac-10 Conference competitors. The next year was

so good.

ring her second season, Melanie tore her left knees

erior cruciate ligament (ACL), a common injury for athletes

her caliber. The season-ending injury sent her to see

Marc Safran, a physician for many collegiate teams and

Associate Chief of Sports Medicine at Stanford Hospital &

nics. Repairing Melanies left ACL was a straightforward

gery, and after several months of rehab she was playing

ain. But just as her athletic life was getting back on track,

ew injury threatened her right knee the very next year.

ncidentally, Dr. Safran was studying articular cartilage

mage in basketball players at that time, using an MRI with

pecial cartilage sequencing image function to examine for

th structural damage and more s ubtle cartilage changes

t could cause problems later. Based on a scan of her new

ry, Dr. Safran recommended a second surgery.

ile some players might have abandoned their sports

eams in the face of yet another surgery, Melanie was

nfident that Dr. Safran and his team would provide excellent

e. They are very in tune with what athletes need. They

ve a lot of experience, she says. Melanie had the second

gery and returned to play, helping bring the Cardinal

e more Pac-10 championship. Her care gave her not only

other season, but the chance for a life without knee

trictions or pain.

They are very in tune with whatathletes need. They have a lotof experience.

Melanie Murphy Orthopaedic Surgery Patient

THEACLISONEOFTHEMOSTCOMMON

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STRETCHEDAND/ORTORNDURINGA

SUDDENTWISTINGMOTIONWHENTHE

FEETSTAYPLANTEDONEWAY

,BUTTHE

KNEESTURNTHEOTHERWAY

.

renewed

THAT GIVES ATHLETES

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9/16

13

PERIENCE THAT MAKES THE DIFFERENCE

he emergency room, patients chances of su rvival come down to the

ent of their injuries, the timeliness of their treatment and the degree of

hnical expertise their trauma surgeon brings. Stanford Hospital is the

y Level 1 Trauma Center between San Francisco and San Joseande of the few in the country to receive a flawless report from the American

llege of Surgeons Committee on Trauma. Patients taken to a trauma

nter after serious injury have a 2025 percent greater chance of survival,

d for more than 40 years, the ED at Stanford Hospital has served all

uth Peninsula residents.

WITHMORETHAN50

,000VISITSEACHYEAR

,THE

STANFORDHOSPITALEMERGENCYDEPARTMENTS

PATIENTADMITTINGREPRESENTATIVES

,UNIT

SECRETARIESANDVOLUNTEERSAREALWAYS

ONHANDTOMEETTHECOMMUNITYS

NEEDS

.

minutesteady hands

COUNTS

What is it like to work as a general surgeon in the Emergency

Department? You have to be calm and level-headed in what

by nature is chaos, and time is never on our side, answers

Dr. Rachael Callcut, trauma surgeon at Stanford Hospital &

Clinics. Jose Hernandez learned just how important taming

that chaos is when he was rushed to Stanford Hospitals

Emergency Department after a head-on collision on the

Dumbarton Bridge.

Though the healthy 22-year-old never lost consciousness,

Dr. Callcut knew he was in serious danger. His vital signs

were initially not out of the ordinary, but his complaints

of abdominal pain and his pallor suggested that he was

bleeding. As soon as Dr. Callcut moved the wand of a

portable ultrasound across his body, she could pinpoint

the problemabout a third of Joses blood had pouredout into his abdomen.

Time was running out quickly, says Dr. Callcut. In another

15 minutes, Jose would have bled t o death. Within five

minutes of arriving at the hospital, Jose was on his way to

surgery, where Dr. Callcut and others quickly sewed up

his most crucial wounds, keeping Jose alive long enough

to treat his less serious injuries.

When Jose came to several days after his surgeries, he took

stock of his life. Laying in bed there, he says, I started

appreciating what had happened to me, and believing that

God exists. Jose has since made a full recovery, and enjoys

spending time with his wife and baby daughter.

WHEN EVERY

You have to be calm and level-headed inwhat by nature is chaos, and time is neveron our side.

Dr. Rachael Callcut Surgeon

Trauma/Critical Care

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10/16

Return to TOC 15

A NEW ERA IN MEDICINE

As our nations focus on the exciting potential for electronic medical records to advance

health care continues, Stanford Hospital & Clinics is proud to be at the forefront of this

new era in medicine. Last year, we became one of a handful of institutions nationwide

to receive the highest-level designation for our electronic medical record system. This

year we began to explore how having this capability will improve patient outcomes,

increase safety and help manage costs.

We now have the tools to actually do what in the past could only have been imagined.

Within each patients electronic medical record is a treasure trove of information. Whencombined with similar information about thousands of other individuals, it will provide

us with insights about how to deliver better care and ensure that resources are being

used effectively and efficiently.

Our challenge is to turn this invaluable data into meaningful information. Until now,

patient data was in millions of pages of paper files, inaccessible on an aggregate

basis to researchers. Stanford is uniquely positioned to lead the new era of discovery

made possible by electronic data, drawing upon the expertise of our physician faculty

at the Stanford School of Medicine, our innovation partners in Silicon Valley and the

unmatched interdisciplinary resources of Stanford University.

We know, for example, that it is important to follow clinical guidelines in health care,

yet it is a challenge for hospitals everywhere to take national guidelines and use them

consistently to improve care. By analyzing the extensive data in electronic medical

records, we will be able to determine with much greater clarity where we are doing

well, where we need to do better and where to make necessary changes rapidly.

Never before in the history of medicine has this been possible, and Stanford Hospital

is one of only a few institutions that will be doing this soon.

The quality of care we provide to our patients is already at the highest levelas evident

in the awards and recognition that Stanford Hospital & Clinics continues to receive

from the Leapfrog Hospital Survey, the American Nurses Credentialing Center Magnet

designation,U.S. News & World Reportand many others. Today we are poised to reach

even higher goals on behalf of our patients and to achieve the full potential of electronicmedical records for patients here and around the world.

r. Kevin Tabbief Medical Officernford Hospital & Clinics

RECOGNITION FOR STANFORD HOSPITAL & CLINICS

U.S. News & World Report

U.S. News & World Reporthas ranked us the #1 hospital

in San Jose, California, in its first-ever Best Hospitals Metro

Area rankings.

Leapfrog GroupOur top hospital designation from the Leapfrog Group recognizesour accomplishments in preventing medication errors, exceedingstandards for high-risk procedures and increasing patient safety.

American Nurses Credentialing CenterWe are among only 6 percent of all healthcare organizations inthe U.S. to achieve the ANCC Magnet Recognition status basedon quality patient care, nursing excellence and innovations inprofessional nursing practice.

Healthcare Information and Management Systems Society

We received the highest level designation for our electronic medical

record system from the leading healthcare IT industry group, HIMSS.

Stanford Hospital was the fourth healthcare organization in the nation

to achieve top-level designation, known as Stage 7.

ADVANCING

technology

andinnov

ROOM 9:A NEW STAGE FORHYBRID HEALTH CARE

It used to be standard operating procedure for a neurosurgery patient to

travel quite a distance inside the hospital. Diagnostic imaging, microscopic

monitoring and surgical interventions were not in one place, requiring full

operating teams, as well as their patients, to move from room to room.

That was before Room 9.

Designed specifically to allow on-scene collaboration between specialists

in neurosurgery and neuroradiology, Room 9 is 800 square feet of hybrid

capability. It is large enough to house state-of-the-art imaging equipment,

space for surgery and room to accommodate any extra medical professionals

who might be needed in an unanticipated turn of events. In Room 9, daylong

neurological procedures have been reduced to only four hours, and patients

face fewer risks from movement and less exposure to radiation for imaging.

Building on the success of Room 9, the New Stanford Hospital will include

one entire floor of this kind of multipurpose space, with several 1,000-square-

foot units large enough to accommodate larger-scale equipment and more

people. We are convinced that new hybrid rooms are what is needed at

Stanford, so it makes sense to invest the effort and funds to make it happen,

says Jerry Maki, the Hospitals Vice President of Clinical Services.

YOUR MEDICAL INFORMATIONAT YOUR FINGERTIPS

In December 2010, Stanford Hospital & Clinics launched

MyHealth, a tool that helps patients and their physicians

make digital health records a more useful part of everyday

care. We were looking for a tool that would help patients

interact with us in a meaningful way, says Dr. Christopher

Sharp, an internist and lead physician advocate for the

MyHealth system.

The Web-based system enhances the doctor-patient

relationship by increasing access to clinics and providing

timely, secure information about a patients medical care.

Using MyHealth, Stanford patients can see health information

such as test results, keep track of upcoming appointments

and send secure messages to their clinics if they have

questions or concerns. In its first month, more than 2,300

messages were sent to clinics, and more than 16,000 patients

have taken advantage of the program so far.

TO ACHIEVE THE

HIGHEST-QUALITY CAREation


11/16

17

From its earliest days, Stanford Hospital has been empowered

by generous, visionary people who share its mission. Today,

this is more true than ever. In fiscal year 2010, 4,550 donors

from our local community and around the world gave more

than $18 million to improve patient care; upgrade our physical

plant; buy equipment; invest in technology; add art, music and

gardens to the hospital; and make sure that patients, families,

visitors and staff have the support and services they need.

A listing of our generous friends can be found on page 22.

As we look to the future, and what the 21st century demands,

private giving remains essential to our core mission.

POWER

philanthroof STANFORD HOSPITAL PARTNERSHospital Partners help keep Stanford at the leading edgeof medical care. These flexible, unrestricted funds allow theHospital to pursue innovations, meet unanticipated needsand quickly take advantage of any possibility that promises

to improve patient care. To acknowledge and honor their

contributions, we invite our Hospital Partners to attend regular

events, lectures and other programs designed to keep them

informed about Stanford Medicine. Last year, 2,045 Stanford

Hospital Partners donors made gifts totaling $1,225,461.

LEGACY PARTNERS

The Legacy Partners Program honors those who servefuture generations of Stanford Hospital patients with gifts

made through their estate or trust plan. A gift to Legacy

Partners combines philanthropic impact with financial

planning benefits and automatically qualifies the donor for

membership in Stanford Universitys Founding Grant Society.

Legacy Partners are welcomed each year to informative

events and programs about Stanford Medicine.

py

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We are so thankful to havethis kind of care available

literally across the street.Whatever we can do to help,were going to do.

Buzz Gitelson Stanford Cancer Center Patient

BUZZ AND PEG GITELSON:GETTING IT RIGHT

Staring down what he calls the business end of the Stanford

linear accelerator, cancer patient Buzz Gitelson dealt with hisdisquiet by focusing on all the little things that the Stanford

Cancer Center does right: the caring, compassionate staff;

the speed and convenience of his appointments; the piped-in

oldies he listened to during his treatments.

Stanford is a place that is really committed to doing it right,

says Buzz, who with his wife, Peg, became a member of

Stanford Hospital Partners at the first possible opportunity.

We asked during one of our first appointments what we

could do to support the program.


12/16

OFTHE

Design by Rafael Violy Architects 19

HE NEW STANFORD HOSPITAL

be built over the next eight years, the New Stanford

spital will deliver the most advanced treatments and

chnologies available in medicinein an environment that

defines what a hospital experience can be. Designed with

vacy, comfort and patient convenience at its core, the

ility triples the size of the existing Andreessen Emergency

partment, doubles Stanfords ICU capacity and increases

atient capacity to 600 beds.

e New Stanford Hospital will be financed primarily through

erating revenues and bond financing, but philanthropy

ust play an essential role in making it a reality.

TIENT COMFORT AND CONVENIENCE

Private rooms in new pavilions

Overnight family stays

Bedside treatments and diagnostics

Extensive amenities and services

ORLD-LEADING TECHNOLOGY

Combines innovations of Stanford University

and Silicon Valley

Features hybrid interventional platforms

Expands capabilities and capacity of the

Andreessen Emergency Department

ALING-SUPPORTIVE ENVIRONMENT

Distinctive atrium and garden floor

Expansive views from the foothills to the bay

Light, art, music, gardens

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13/16

21

THE CORPORATE PARTNERS PROGRAM

In an unprecedented philanthropic collaboration, six S ilicon Valley companies have

joined forces to help build the New Stanford Hospital and create a global model for

patient-centered, technologically advanced health care. Formally launched in January

2011, the Corporate Partners Program is projected to contribute up to $150 million

over the next decade.

There is no better time to invest in the future ofhealth care than now, and no better place thanhere at Stanford, in the heart of Silicon Valley.

By joining with us at this moment, thesecompanies have demonstrated great leadershipthat refects their ongoing commitment toimprove the quality of life on a global scale.

John Hennessy Stanford University President

PEDESTRIANPROMENADE

,THENEW

ST

ANFORDHOSPITAL

FOUNDING MEMBERS

APPLE

eBAY

HP

INTEL

INTUIT

ORACLE

THE BYERS EYE INSTITUTEAT STANFORD

The Byers Eye Institute at Stanford, which integrates

all Stanford vision care services into one state-of-the-art

facility, opened to patients in September 2010 and was

dedicated in January 2011. Named for its lead donors,

Brook and Shawn Byers, the $26.3 million Institute was

made possible through private giving. With its mission

of combating blindness and preserving sightclose

to home and around the worldthe Byers Eye Institute

is already attracting patients from across the globe.

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CHUCK HORNGREN:BY THE NUMBERS

I have to be on my best behavior in airports, says Chuck

Horngren, professor emeritus of the Stanford Graduate

School of Business. Someone is always coming up to me

and saying, I had you for cost accounting. By the numbers,its bound to happen. Over his 54-year teaching career,

Horngren taught more than 16,000 business students.

When his daughter needed treatment for diabetic retinopathy,

Horngren was strucknaturallyby the numbers. We sat in

the waiting room of Stanfords Ophthalmology Department

and watched all these people seeking h elp for the same

thing, he said. I decided to do something that involved

the whole family in philanthropy. The Horngren Family

Vitreoretinal Center, located in the new Byers Eye Institute,

is named for Horngren and his late wife, Joan, as well as

their four children.


14/16

al Net Operating Revenue and Expense: $1.967 billion

Inpatient Care $978 49.7%

Outpatient Care $913 46.4%

Other $76 3.9%

T OPERATING REVENUE (Dollars in millions)

anford Hospital & Clinics is a nonprofit healthcare provider known worldwide for advanced treatment of complex

orders in areas such as cardiology, oncology, neurology, surgery and organ transplantation. Stanford Hospital &

nics is internationally recognized for translating medical breakthroughs into innovative and compassionate care

patients, and was recently named the best hospital in the San Jose, California, metropolitan area in U.S. News &

orld Reportsfirst-ever Best Hospitals Metro Area rankings.

fiscal year 2010, Stanford Hospital & Clinics continued to achieve strong financial performance, despite the continuing

allenges in the economic environment. Its bond ratings are among the highest for healthcare organizations in

lifornia. At a time of national focus on health care, Stanford Hospital & Clinics significant progress of recent years will

p make the upcoming major investment to build the New Stanford Hospital possible.

FY2010

highlights COMMUNITY BENEFITS SUMMARYIn addition to delivering outstanding patient care, Stanford Hospital & Clinics provides an extensive range of community

benefit programs. All free of charge or largely subsidized, these include health and education programs such as the Stanford

Health Library, the Stanford Cancer Supportive Care Program, the Strong for Life senior adult exercise program and Lifeline

services. The Hospital also provides financial contributions and services to several community-based clinics, and programs

that offer culturally appropriate cancer education and outreach.

Over the past year, key initiatives have focused on improving the health and well-being of older adults, as well as improving

access to care and reducing cancer-related health disparities.

The table below summarizes Stanford Hospitals significant investment in community benefit programs.

Return to TOC

T OPERATING EXPENSES (Dollars in millions)

Salaries and Benefits $840 42.7%

Supplies $271 13.8%

Purchased Services $454 23.1%

Depreciation $96 4.9%

Interest Expense $40 2.0%

Transfers and Other $166 8.4%

Reinvestment, Net $100 5.1%

23

COMMUNITY BENEFIT (Dollars in millions)

Benefits for Vulnerable Populations $106.9

Medicare (Uncompensated Expense) $94.8

Benefits for the Larger Community $4.5

Health Research, Education and Training $42.4

Total Excluding Medicare $153.8

Total Including Medicare $248.6

HOSPITAL STATISTICS (FY10)

Licensed Beds 613

(465 operating)

Licensed ICU Beds 67

(66 operating)

Operating Rooms 49

(21 Main Campus ORs, 4 Redwood City Outpatient Center ORs, 12 Ambulatory Surgery Operating Suites,

9 Interventional Services Procedure Rooms, 3 IR Procedure Rooms)

Staff

Medical 1,907

Interns and Residents 1,044

RNs 1,937

LVNs 17

Nursing Assistants 154 Nonmedical Employees 2,244

Total Staff 7,303

Volunteers 1,040

Volunteer Hours of Service 83,000

Admissions Per Year

Inpatient 24,111

Outpatient Visits 558,025

ER Visits 50,561

Stanford Hospital Health Library Visits 14,000 walk-in/year; 30,000 online/month


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Stanford Hospital & Clinics 2010 Year in Review

is a publication of the Office of Communications

and Public Affairs at Stanford Hospital & Clinics.

Shelley Hbert

Executive Director for Public Affairs

Gary Migdol

Director of Communications

Josie Wulsin

Managing Editor

Contributing Writers:Elizabeth Sloan, Sara Wykes

Photography:Mark Tuschman, Norbert von der Groeben,

Bill Zemanek

Design: 1185 Design, Palo Alto, CA

Return to TOC 25

BOARD OF DIRECTORS

MARIANN BYERWALTER

CHAIR

JOHN LEVIN

VICE CHAIR

MARC ANDREESSEN

BRYAN BOHMAN, MD

SUE BOSTROM

BRUCE COZADD

CHRISTOPHER DAWES

JOHN FREIDENRICH

STEPHEN HEARST

JOEL HYATT

RON JOHNSON

CHARLES KOOB

JOHN LILLIE

TED LOVE, MD

JOHN MORGRIDGE

WOODROW MYERS, MD

DENISE OLEARY

PHILIP PIZZO, MD

CHRISTOPHER REDLICH

NORMAN RIZK, MD

AMIR DAN RUBIN

CASEY SAFRENO

SCOTT WOOD, MD

STEVE YOUNG

WILLIAM YOUNGER

EXECUTIVE TEAM

AMIR DAN RUBIN

PRESIDENT & CEO

CAROLYN BYERLY

CHIEF INFORMATION OFFICER

NANCY LEE

VICE PRESIDENT

PATIENT CARE & CHIEF NURSING OFFICER

JERROLD MAKI

VICE PRESIDENT

CLINICAL SERVICES

DANIEL MORISSETTE

CHIEF FINANCIAL OFFICER

BARBARA RALSTON

VICE PRESIDENT

INTERNATIONAL & GUEST SERVICES

SRIDHAR SESHADRI

VICE PRESIDENT

CANCER CENTER & HEART CENTER

KEVIN TABB, MD

CHIEF MEDICAL OFFICER

JENNI VARGAS

VICE PRESIDENT

BUSINESS DEVELOPMENT

HELEN WILMOT

VICE PRESIDENT

TRANSITION PLANNING & STRATEGIC SPACE MANAG EMENT


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Documents

2010 Year in Review - Redefining Whats Possible