rEdEFInIng - Stanford Hospital & Clinics

YEAR IN REVIEW
redefining possible
WHAT’S

Polly Weinheimer
Oncology Patient P2»
Michael Moore
Transplant and Cardiology Patient P4»
Eugene Lee
Cardiovascular Patient P6»
TABLE
contents
OF
We are very grateful to these patients and
their families for allowing us to share their
personal stories with you.
Dr. Rachael Callcut
Trauma/Critical Care Surgeon P 12»
Sandi Wearing
Neurology Patient P8»
Melanie Murphy
Sports Medicine Patient P 10»
Advancing Technology & Innovation
Room 9: Hybrid Healthcare P 15»
The New Stanford Hospital
Atrium View P 18»
The Corporate Partners Program
Six Silicon Valley Companies P 20»
Letter from Mariann Byerwalter
Chair, Board of Directors P1»
Letter from Amir Dan Rubin
President & CEO P1»
Buzz and Peg Gitelson
Stanford Hospital Partners P 16»
The Byers Eye Institute at Stanford
Opened September 2010 P 21»
Chuck Horngren
Horngren Family Vitreoretinal Center P 21»

Mariann Byerwalter
Chair, Board of Directors
Stanford Hospital & Clinics
HEALIng P
humanity
science
oNE PATIENT AT A TImE
rEdEFInIng WHAT Is POssIBLE
On behalf of the Stanford Hospital & Clinics Board of Directors, I am pleased
to share this overview of an exciting year.
First, we welcomed our new CEO, Amir Dan Rubin, who is the leader we
envisioned for this historic moment in our history—a 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 patientcentered
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 Stanford’s 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 this
vision, 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 Hospital’s long and distinguished history. Your support benefits
patients worldwide while ensuring that each patient here continues to receive the
full benefit of Stanford’s 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.
Return to TOC
THrOUgH
ImPrOvIng HEALTH And HEALTH cArE
Since arriving at Stanford, I’ve often been asked what should be the strategy for our
hospital and clinics. At some level, the answer is simple—to 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 who entrusts us with his or her care—whether a family
member, friend, neighbor or international visitor—is our most important patient and
has our full commitment.
This report highlights major initiatives under way that promise a future of limitless
opportunity—from building the most patient-centered and technologically advanced
new 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
ways—all 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.
Amir Dan Rubin
President & CEO
Stanford Hospital & Clinics
1

oNCoLoGY
STANfoRd WomEN’S CANCER CENTER
In the summer of 2011, the Stanford Women’s Cancer Center will open
its doors. The Center will considerably enlarge the current clinical space
dedicated to the treatment of women with breast and gynecologic cancers,
providing individualized and compassionate care for the whole patient.
The Women’s Cancer Center will begin each woman’s journey toward
survivorship with concierge services to help her navigate and manage her
treatment. Support groups for patients and family members will be part of
a care package that includes counseling, palliative care, survivorship
services and more. In an atmosphere with warmth and welcome at its core,
founded upon the advanced clinical trials and ground-breaking translational
research for which Stanford is known, the Women’s Cancer Center programs
will feature an integrative healing approach to strengthen the body, educate
the mind and nurture the spirit.
2
better
JuST STEPS FROM THE STANFORD CANCER
CENTER, THE NEW STANFORD WOMEN’S CANCER
CENTER WIll PROVIDE RESOuRCES, SuPPORT
AND ExPERTISE TO WOMEN WITH BREAST AND
gYNECOlOgIC CANCERS.
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options FOr mOrE PATIEnTs
“Thanks to innovations and new treatment
methods, we can really offer a more positive
experience to nearly every person we treat.”
Dr. Frederick Dirbas
Breast Cancer Surgeon
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 was 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.
3

TRANSPLANT ANd CARdIoLoGY
In 2007, Michael Moore found himself balanced precariously
between a rock and a hard place. While undergoing a
comprehensive screening for the liver transplant he needed,
he learned that he also had a hole in his aortic valve. The
news was devastating. With a failing heart, he couldn’t get
a liver transplant. And his liver condition meant that heart
repair would be too dangerous. Michael’s medical team
didn’t shrink from the challenge. “Stanford has the drive
to provide excellent care for everyone,” says Dr. Tami
Daugherty, Michael’s transplant hepatologist. “There’s
no ‘We can’t do it’ here.”
Michael’s treatment brought together a multidisciplinary
team of physicians to perform a rare combined procedure.
Once a liver became available, the Stanford transplant and
cardiothoracic teams worked for 17 hours to repair Michael’s
heart and replace his liver. While recovering from his surgery,
Michael was visited by the large team of professionals
who had made his operation a success. He was excited
to meet not just his surgeons, but also the extended group
of physicians who were able to learn from his unusual case.
“Not only did I have a fleet of the best doctors,” says Michael,
“but the next generation was there, also learning from the
best.” Now more than three years later, Michael’s eyes twinkle
with fun, and he’s learning how to play the guitar, something
he’s always wanted to do.
expanding
the TEAM
overcome
TO
cHALLEngEs
4 Return to TOC
5
EVERY lIVER TRANSPlANT PATIENT IS uNIquE.
DR. TAMI DAugHERTY REVIEWS EACH
PERSON’S NEEDS WITH AN INTERDISCIPlINARY
TEAM OF STANFORD PHYSICIANS, NuRSES
AND TRANSPlANT COORDINATORS.
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 donor
liver 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 fleet
of the best doctors, but the
next generation was there,
also learning from the best.”
Michael Moore
Transplant and Cardiology Patient

CARdIoVASCULAR
CREATINg A PlAN
to
exceed
6
ESSENTIAl FOR lIFE, THE CIRCulATORY
SYSTEM IS A POWERFul NETWORk OF
BlOOD VESSElS THAT DElIVERS OxYgEN
AND NuTRIENTS, FIgHTS INFECTION AND
REMOVES WASTE FROM THE BODY.
expectations
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mEETING 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. Vascular
patients 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 Eugene’s circulatory system showed Stanford’s
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 wasn’t
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
Eugene’s transfer. “When you have four or five problems,
it’s about setting priorities and figuring out the best sequence
of treatment. What you need is a coherent plan.” Repairing
Eugene’s aortic aneurysm became the first priority for
Dr. Dalman and his team. Initial surgery stabilized Eugene’s
abdominal aorta, and subsequent revascularization
procedures restored blood flow to Eugene’s legs and repaired
his carotid artery. Eugene’s leg—and his life—were saved.
“I was lucky,” says Eugene. “I was at the right hospital with
the right doctor.”
“I was lucky. I was at the right
hospital with the right doctor.”
Eugene Lee
Cardiovascular Patient
7

NEURoLoGY
A BETTER WAY To do IT
Surgery of any kind near the brain stem carries precipitous risks of damage
with catastrophic consequences. Traditionally, neurosurgeons have taken
their instruments to that area only through the mouth or the side of the neck,
although both approaches risk adverse effects on swallowing, breathing and
speech, and require a long recovery. Surgeries that go through the nasal
passages to the eye and the brain have been possible only in the last decade
or so. New imaging technologies and new, extended surgical tools are more
flexible, optically sharper and much, much smaller. At Stanford Hospital,
endonasal surgery is thriving, with vibrant collaborations between the
Neurosurgery and Otolaryngology Departments.
8
forging
DR. STEFAN MINDEA HAS PIONEERED NEW
TECHNIquES TO DECREASE RISk DuRINg
BRAIN AND SPINAl SuRgERY WHIlE INCREASINg
PATIENT COMFORT THROugHOuT RECOVERY.
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nEW
pathsTO
SuCCESS
“This surgery meant going home sooner
and with much less pain and fewer risks
of complications.”
Dr. Stefan Mindea
Director of the Neurosurgery Department’s
Minimally Invasive Spinal Surgery Program
Sandi Wearing’s 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
Sandi’s surgeons—Dr. Mindea, Director of the Neurosurgery
Department’s Minimally Invasive Spinal Surgery Program, and
Dr. Nayak, Co-director of the Otolaryngology Department’s
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 patient’s 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 successful surgery safely removed the mass.
Sandi has been speaking confidently and using her arms
freely ever since.
9

SPoRTS mEdICINE
Basketball player Melanie Murphy came blazing out of
Brooklyn as a point guard with the kinds of steals, assists,
blocks and grade-point average that made her a natural for
the Stanford university women’s team. In her freshman year,
Melanie played in 31 games as the Cardinal took on its
tough Pac-10 Conference competitors. The next year was
not so good.
During her second season, Melanie tore her left knee’s
anterior cruciate ligament (ACl), a common injury for athletes
of her caliber. The season-ending injury sent her to see
Dr. Marc Safran, a physician for many collegiate teams and
the Associate Chief of Sports Medicine at Stanford Hospital &
Clinics. Repairing Melanie’s left ACl was a straightforward
surgery, and after several months of rehab she was playing
again. But just as her athletic life was getting back on track,
a new injury threatened her right knee the very next year.
Coincidentally, Dr. Safran was studying articular cartilage
damage in basketball players at that time, using an MRI with
a special cartilage sequencing image function to examine for
both structural damage and more subtle cartilage changes
that could cause problems later. Based on a scan of her new
injury, Dr. Safran recommended a second surgery.
While some players might have abandoned their sports
dreams in the face of yet another surgery, Melanie was
confident that Dr. Safran and his team would provide excellent
care. “They are very in tune with what athletes need. They
have a lot of experience,” she says. Melanie had the second
surgery and returned to play, helping bring the Cardinal
one more Pac-10 championship. Her care gave her not only
another season, but the chance for a life without knee
restrictions or pain.
“They are very in tune with what
athletes need. They have a lot
of experience.”
Melanie Murphy
Orthopaedic Surgery Patient
THE ACl IS ONE OF THE MOST COMMON
lIgAMENTS TO BE INJuRED. IT CAN BE
STRETCHED AND/OR TORN DuRINg A
SuDDEN TWISTINg MOTION WHEN THE
FEET STAY PlANTED ONE WAY, BuT THE
kNEES TuRN THE OTHER WAY.
renewed
CONFIDENCE
THAT gIvEs ATHLETEs
experience
10 Return to TOC
11

GENERAL SURGERY
ExPERIENCE THAT mAkES THE dIffERENCE
In the emergency room, patients’ chances of survival come down to the
extent of their injuries, the timeliness of their treatment and the degree of
technical expertise their trauma surgeon brings. Stanford Hospital is the
only level 1 Trauma Center between San Francisco and San Jose—and
one of the few in the country to receive a flawless report from the American
College of Surgeons’ Committee on Trauma. Patients taken to a trauma
center after serious injury have a 20–25 percent greater chance of survival,
and for more than 40 years, the ED at Stanford Hospital has served all
South Peninsula residents.
12
WITH MORE THAN 50,000 VISITS EACH YEAR, THE
STANFORD HOSPITAl EMERgENCY DEPARTMENT’S
PATIENT ADMITTINg REPRESENTATIVES, uNIT
SECRETARIES AND VOluNTEERS ARE AlWAYS
ON HAND TO MEET THE COMMuNITY’S NEEDS.
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steady hands
WHEn
minute
EvErY
cOUnTs
“You have to be calm and level-headed in
what by nature is chaos, and time is never
on our side.”
Dr. Rachael Callcut
Surgeon
Trauma/Critical Care
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 Hospital’s
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 problem—about a third of Jose’s blood had poured
out into his abdomen.
“Time was running out quickly,” says Dr. Callcut. “In another
15 minutes, Jose would have bled to 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.
13

Dr. Kevin Tabb
Chief Medical Officer
Stanford Hospital & Clinics
AdvAncIng
RECOGNITION FOR STANFORD HOSPITAL & CLINICS
U.S. News & World Report
U.S. News & World Report has ranked us the #1 hospital
in San Jose, California, in its first-ever Best Hospitals Metro
Area rankings.
leapfrog group
Our top hospital designation from the leapfrog group recognizes
our accomplishments in preventing medication errors, exceeding
standards for high-risk procedures and increasing patient safety.
A nEW ErA In mEdIcInE
technology
and
innov
As our nation’s 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 patient’s electronic medical record is a treasure trove of information. When
combined 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 level—as 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 Report and many others. Today we are poised to reach
even higher goals on behalf of our patients and to achieve the full potential of electronic
medical records for patients here and around the world.
American Nurses Credentialing Center
We are among only 6 percent of all healthcare organizations in
the u.S. to achieve the ANCC Magnet Recognition ® status based
on quality patient care, nursing excellence and innovations in
professional 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.”
ation
TO AcHIEvE THE
HIgHEsT-QUALITY cArE
YOUr mEdIcAL InFOrmATIOn
AT 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 patient’s 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.
Room 9: A nEW sTAgE FOr
HYBrId 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-squarefoot
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 Hospital’s Vice President of Clinical Services.
14 Return to TOC
15

THE
16
POWEr
of
philanthropy
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.
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“We are so thankful to have
this kind of care available
literally across the street.
Whatever we can do to help,
we’re going to do.”
Buzz Gitelson
Stanford Cancer Center Patient
sTAnFOrd HOsPITAL PArTnErs
Hospital Partners help keep Stanford at the leading edge
of medical care. These flexible, unrestricted funds allow the
Hospital to pursue innovations, meet unanticipated needs
and 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 serve
future 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 university’s Founding grant Society.
legacy Partners are welcomed each year to informative
events and programs about Stanford Medicine.
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 his
disquiet 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.”
17

THE nEW sTAnFOrd HOsPITAL
To be built over the next eight years, the New Stanford
Hospital will deliver the most advanced treatments and
technologies available in medicine—in an environment that
redefines what a hospital experience can be. Designed with
privacy, comfort and patient convenience at its core, the
facility triples the size of the existing Andreessen Emergency
Department, doubles Stanford’s ICu capacity and increases
inpatient capacity to 600 beds.
The New Stanford Hospital will be financed primarily through
operating revenues and bond financing, but philanthropy
must play an essential role in making it a reality.
PATIENT ComfoRT ANd CoNVENIENCE
Private rooms in new pavilions
overnight family stays
Bedside treatments and diagnostics
Extensive amenities and services
WoRLd-LEAdING TECHNoLoGY
Combines innovations of Stanford University
and Silicon Valley
features hybrid interventional platforms
Expands capabilities and capacity of the
Andreessen Emergency department
HEALING-SUPPoRTIVE ENVIRoNmENT
distinctive atrium and garden floor
Expansive views from the foothills to the bay
Light, art, music, gardens
18
a clear
VISION
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OF THE
future
Design by Rafael Viñoly Architects 19

foUNdING mEmBERS
APPLE
eBAY
HP
INTEL
INTUIT
oRACLE
THE cOrPOrATE PArTnErs PrOgrAm
In an unprecedented philanthropic collaboration, six Silicon 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 of
health care than now, and no better place than
here at Stanford, in the heart of Silicon Valley.
By joining with us at this moment, these
companies have demonstrated great leadership
that reflects their ongoing commitment to
improve the quality of life on a global scale.”
John Hennessy
Stanford University President
PEDESTRIAN PROMENADE, THE NEW STANFORD HOSPITAl
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,
it’s 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 struck—naturally—by the numbers. “We sat in
the waiting room of Stanford’s Ophthalmology Department
and watched all these people seeking help 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.
THE BYErs EYE InsTITUTE
AT 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 sight—close
to home and around the world—the Byers Eye Institute
is already attracting patients from across the globe.
20 Return to TOC
21

Stanford Hospital & Clinics is a nonprofit healthcare provider known worldwide for advanced treatment of complex
disorders in areas such as cardiology, oncology, neurology, surgery and organ transplantation. Stanford Hospital &
Clinics is internationally recognized for translating medical breakthroughs into innovative and compassionate care
for patients, and was recently named the best hospital in the San Jose, California, metropolitan area in U.S. News &
World Report’s first-ever Best Hospitals Metro Area rankings.
NET OPERATINg REVENuE (Dollars in millions)
Total Net Operating Revenue and Expense: $1.967 billion
F Y2010
highlights cOmmUnITY
In fiscal year 2010, Stanford Hospital & Clinics continued to achieve strong financial performance, despite the continuing
challenges in the economic environment. Its bond ratings are among the highest for healthcare organizations in
California. At a time of national focus on health care, Stanford Hospital & Clinics’ significant progress of recent years will
help make the upcoming major investment to build the New Stanford Hospital possible.
Inpatient Care $978 49.7%
Outpatient Care $913 46.4%
Other $76 3.9%
NET OPERATINg ExPENSES (Dollars in millions)
22
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%
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BEnEFITs sUmmArY
In 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 Hospital’s significant investment in community benefit programs.
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 (FY’10)
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
23

24
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 o’LEARY
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 mAnAgEmEnT
Stanford Hospital & Clinics 2010 Year in Review
is a publication of the Office of Communications
and Public Affairs at Stanford Hospital & Clinics.
Shelley Hébert
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
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