Executive Opportunities

Our Client

Stanford Medicine

Consisting of Stanford University School of Medicine, Stanford Health Care, and Stanford Children's Health, Stanford Medicine is a leader in the biomedical revolution and has a long tradition of leadership in pioneering research, creative teaching protocols and effective clinical therapies. Stanford Medicine’s close proximity to the resources of the university — including the Schools of Business, Earth, Education, Engineering , Humanities and Sciences, and Law; its seamless relationship with their affiliated adult and children’s hospitals; and its ongoing associations with the entrepreneurial endeavors of Silicon Valley make it uniquely positioned to accelerate the pace at which new knowledge is translated into tangible health benefits. As an academic medical center with close ties to Stanford University and Silicon Valley, Stanford Medicine merges research with healthcare expertise to drive creative thinking and innovation.

For more information, please visit: http://med.stanford.edu/

Stanford University School of Medicine

Stanford's faculty has enormous impact. Its School of Medicine is ranked number 3 for research by US News and World Report, and number 1 in NIH dollars per faculty member. Stanford researchers have garnered a substantial portion of NIH Director’s Pioneer Awards, New Innovator Awards and Transformative Research Awards.

Stanford University School of Medicine has 1,085 members of the professoriate faculty and 1,519 clinician educators.

The faculty conduct clinical rotations at several hospital sites. In addition to the Stanford University Medical Center and Lucile Packard Children's Hospital Stanford, Stanford Medicine has formal affiliations with Kaiser Permanente, Santa Clara Valley Medical Center and the VA Palo Alto Health Care System. Stanford medical students also manage two free clinics: Arbor Free Clinic in Menlo Park and Pacific Free Clinic in San Jose.

Stanford University School of Medicine sponsors 111 residency and fellowship programs approved by the Accreditation Council for Graduate Medical Education (ACGME), currently training 1,290 residents and clinical fellows. The School of Medicine and hospitals jointly manage the Office of Graduate Medical Education, which is responsible for the oversight and coordination of the clinical training programs offered at 40 of our affiliated inpatient sites. Stanford Medicine also offers 62 non-ACGME accredited programs in disciplines such as OR Management, Mammography, and Bone Marrow Transplantation— areas of subspecialty that are either too specialized or too novel to fit within the usual framework for ACGME accreditation.

The School of Medicine's programs include 1,645 enrolled students, matriculating in MD, MD/PhD, PhD, and master’s programs, and 2,647 postgraduate clinical and research trainees. Most Stanford medical students elect to extend their training over five or more years in order to pursue more in-depth research. Approximately 16 percent of its MD students graduate with a joint MD/PhD degree while at Stanford, compared with 6 percent nationally.

For more information, please visit: http://med.stanford.edu/school.html

Stanford Health Care and Stanford Children’s Health

Stanford Health Care and Stanford Children’s Health are the clinical delivery arms of Stanford Medicine. Stanford Health Care is internationally recognized for expertise in areas such as cancer treatment, neuroscience, surgery, cardiovascular medicine and organ transplant, as well as for translating important medical breakthroughs into patient care. With premier ratings in quality as determined by a variety of metrics and organizations, it is the only Level-I trauma center between San Francisco and San Jose. Consisting of 613 licensed beds and 49 operating rooms, it sees almost 700,000 ambulatory patient visits in Palo Alto and at its expanding campus in Redwood City. In addition, it provides another 600,000 visits in its University Healthcare Alliance (UHA) network distributed at sites around the entire Bay Area. Its medical staff of more than 2,500 consists of world-renowned physicians and surgeons. With over 1,200 trainees, Stanford Health Care is a leader in training the next generation of medical leaders and innovators. A new 824,000 square foot hospital is set to open in October 2019.

For more information, please visit: https://stanfordhealthcare.org/

Stanford Children’s Health is the only health care system in the Bay Area—and one of the few in the country—exclusively dedicated to pediatric and obstetric care. Stanford Children’s Health provides care in more than 150 medical specialties and is ranked in all 10 pediatric specialties by US News & World Report. Its physicians and health care teams offer comprehensive clinical services, from treatment for rare and complex conditions to well-child care at more than 60 locations, including Lucile Packard Children’s Hospital Stanford. In December 2017, Lucile Packard Children’s Hospital Stanford opened a new 521,000-square-foot building that more than doubled the size of the existing pediatric and obstetric campus and increased patient beds to a total of 361 on the Palo Alto campus.

For more information, please visit: https://www.stanfordchildrens.org/

The Role

The Senior Associate Dean (SrAD) for Clinical Affairs of the Stanford School of Medicine and Chief Medical Officer (CMO) of Stanford Health Care is the chief medical leader for adult clinical care in both entities. The position has primary responsibility for the patient care activities provided by the physician faculty who are employees of Stanford University and care provided by physicians across the Stanford Health Care system, including physicians in the University Healthcare Alliance foundation (UHA). The SrAD/CMO reports dually to the Dean of Medicine and the CEO of Stanford Health Care. The organizational and governance relationships of Stanford Medicine are described in the Principles of Stanford Medicine (see Appendix).

This position represents the perspectives and priorities of faculty and the School of Medicine (SOM), as well as those of Stanford Health Care (SHC), helping to ensure that the entire Stanford Medicine organization delivers outstanding patient care and educates the next generation of physician leaders in a preeminent academic medical center. The SrAD/CMO jointly supports and integrates all three mission areas of Stanford Medicine – patient care, education, and research.

In recent history, Stanford Medicine has significantly advanced the clinical enterprise through an increased focus on clinical care delivery. In fact, Stanford’s Vizient ranking improved from number 71 in Fiscal Year 2017 to number 4 currently, resulting from targeted organizational efforts in quality and safety. Through successful partnership with Department Chairs, faculty, operations leaders, and nursing leaders in this matrixed organization, the SrAD/CMO will ensure clinical excellence is sustained in this complex academic environment. The SrAD/CMO will lead and engage teams in the SOM and SHC, while setting the tone and culture for physicians at all levels of Stanford Medicine. In addition, the SrAD/CMO will lead Stanford Medicine to achieve new clinical advancements through technology innovation, digital health, and value-based care strategies.

The SrAD/CMO has executive responsibility and is accountable for multiple domains, reflected in both the direct reports and key relationships (see below). The specific functions and related responsibilities are enumerated below.

1. Quality and Safety: A large (~50 FTE) department within SHC is responsible for promoting and improving quality and safety. This includes monitoring and lowering hospital acquired infections and conditions, lowering acuity-adjusted mortality rates, preventing harmful events, credentialing and privileging services and coordination of care within both inpatient and outpatient sites.
   
   Regulatory and compliance monitoring and reporting for The Joint Commission, the California Department of Public Health, and the Centers for Medicare and Medicaid Services (CMS) is also part of the function of the Quality Dept. Data reporting for multiple registries and public ranking systems is also part of the function of the department. This section also supports data acquisition for site visits and accreditation visits from specialty societies, including stroke services, trauma, cystic fibrosis, device implantations, transplantation and the like. A ready and timely knowledge of our metric performance in all of these areas allows the SArD/CMO to address any ‘hot spots’ early to prevent more serious problems.
   
   The Quality Department also provides project management and clinical analytic services for performance improvement initiatives that are widespread throughout all clinical departments. In addition, it staffs peer review meetings, root cause analyses, FMEAS, and monthly quality and patient safety report-out meetings.
   
   The SrAD/CMO is responsible for these functions and the public rankings derivative from them. Operational aspects of this are supported by a Chief Quality Officer, and under her, a VP for Quality, and a Chief Safety Officer.
   
   Scorecard metrics, current performance details and targets are important to the SOM and SHC; these are reported quarterly to the SHC Board of Directors in its Quality and Service Committee. In the last 8 months, SHC has been ranked number 4 out of 101 AMC’s in the overall Quality and Accountability score of Vizient. The organization is intent on remaining in the top 5 in this ranking.
2. Performance Improvement Education and Training: The SOM and SHC developed last year an Integrated Strategic Plan (ISP) that included work done by the SrAD/CMO calling for broad faculty and staff education and training in performance improvement, so that Stanford could become the “best at getting better”. The Office of the CMO sponsors training programs (CELT and RITE) in performance improvement, based on specific projects but teaching generalizable methodology. It also sponsors programs in leadership training, using nationwide speakers. Over 700 providers have been trained and supported with data and project management in these programs. As part of this effort, the Office of the CMO (OCMO) staffs and supports an Improvement Capability Development Program that designates physician improvement leaders (PILS) in every clinical depart, with annually approved projects. For inpatients, unit-based medical directors (UBMD’s) also have been designated and have specific goals with metrics. The UBMD’s and their dyadic administrative partners report out results monthly at a UBMD Committee Meeting.
   
   Achieving the desired results is incentivized by payments to the departments through the funds flow mechanism (see below).
   
   A new initiative, currently underway under the guidance of the SrAD/CMO, is the creation of a Stanford Center for Performance Improvement. This is intended to provide an umbrella for all of these efforts, and will promote academic publications on the science of performance improvement to further develop the field and the career of physicians at Stanford interested in making it the “best at getting better.”
3. Funds Flow for Physician Services: The SrAD/CMO position provides critical leadership of the payment methodology (“funds flow”) from the SHC health system to the School of Medicine for physician services. SHC is responsible for all contracting, billing/collections, and operations of physician services, and passes to the school and its clinical departments the funds necessary to pay for physician efforts and other department activities that support the clinical enterprise -- approximately $800 – 900M annually. Stanford’s funds flow methodology is wRVU/performance based and derived from national benchmarks.
   
   The SrAD/CMO is one of the chief architects of the funds flow and serves as Co-Chair of the Funds Flow Working Group (FFWG) with a SHC VP. The FFWG, comprised of clinical departments chairs, SHC finance executives, and dean’s office executives appointed by the Dean and the CEO, is the principal governance body balancing the financial requirements of physician compensation with the financial sustainability of departments, school and clinical enterprise. The funds flow methodology is one of the key levers for alignment around strategic initiatives and change management in the practice. It also includes large incentives for quality and efficiency of patient care, with metrics annually developed by the FFWG to advance operational imperatives.
   
   As Co-Chair of the FFWG, the SrAD/CMO is responsible for ensuring that the funds flow is serving all the missions of the enterprise, and collaborates with department chairs, physician leaders, and hospital executives to develop enhancements to the methodology that address changes in practice, such as the expansion of Advanced Practice Providers and digital delivery of health care. The SrAD/CMO also leads the renewal of the funds flow agreement once every five years.
4. Graduate Medical Education (GME): With the Designated Institutional Officer (DIO) and the Associate Dean for GME, the SrAD/CMO ensures that the system promotes the highest quality of educational experience for over 1300 residents and clinical fellows. This includes accreditation, documentation, evaluation of individual programs, and development of new programs. Issues such as high housing costs, quality of pedagogy and partition of service and education, and appeals from individual residents within GME, including complaints about performance reviews, are also arbitrated formally by the CMO. A working knowledge of GME requirements and practices is essential. In the SrAD role, translating requirements and needs of trainees into practical work flows is an important function. As one of the SOM’s key missions, education and training need continual representation in all of SHC’s operational forums.
5. Perioperative Services: Perioperative services and OR medical direction are managed by the VP for Perioperative Services, who reports jointly to the CMO and COO. Management of OR block time, turnaround time, adjudication of limited capacity and resourcing of individual areas fall within this purview.
6. Network Development and Management: Stanford’s network, Stanford Medical Partners (SMP), is composed of 343 physicians providing 940,000 outpatient visits and is a vital part of our community outreach and referral base. The SrAD/CMO is currently the Chair of the SMP Board. In addition, the CMO of SMP reports directly to the SrAD/CMO, so that full alignment around strategy and operations is optimized. SMP’s financials are included in the consolidated operating budget of SHC as well. Important issues for the SrAD/CMO involve faculty-community physician relationships in jointly offered insurance plans, deliberations around how faculty outreach interdigitates with SMP physician practices, branding issues, community referral practices, and how to achieve full “systemness”.
7. Professionalism: At Stanford, the Office of the CMO (OCMO) promotes professionalism and team building as foundational attributes of successful care providers. In the last year, 60 faculty and staff have been trained as trainers, and are rolling out selected aspects of it through the TEAMSTEPS methodology. The intent is to begin largely in the OR and procedural areas, but to extend it more broadly.
   
   The OCMO also monitors complaints about physician behavior from patients or other staff, and maintains a database compared to normative national standards. With the Chief of Staff and an Associate CMO for Professionalism, the SrAD/CMO provides counseling, training and formal mental health screening to provide assistance and set standards for Stanford Medicine. For faculty exhibiting behavior outside of acceptable standards, quantitative benchmarked data are shared with clinical chairs so that individualized plans can be developed and monitored for improvement.
   
   The SrAD/CMO also meets weekly with the Vice Dean for Faculty Affairs to discuss issues surrounding faculty relationships, organizational approaches to optimizing faculty performance, and to address any problems identified through that office.
8. Wellness: The OCMO supports the WellMD Center, and its Chief Wellness Officer, Dr. Tait Shanafelt. An annual cultural and wellness survey provides the basis for targeted interventions in departments or divisions where faculty “burnout” is troublesome, or where professional development and fulfillment can be improved. Assistance from the OCMO to the WellMD Center recently has been focusing on improving operational details in daily practice (after hour call answering, earlier OR block time for elective cases, additional APP’s in overwhelmed clinical areas, etc).
9. Informatics and Digital Health: The CMIO reports directly to the SrAD/CMO. Epic optimization, training and version refreshes are major tasks for the CMIO, but Stanford also develops software for novel uses of the EMR built onto the Epic platform, including inpatient patient journey applications, and the portal for outpatient use. The SrAD/CMO works with the CMIO in designing, vetting, and introducing all new developments into clinical practice.
   
   Stanford Medicine recently has put in place a virtual second opinion offering and is scaling it now. Virtual visits, built into the Epic platform, are also currently scaling out, but major issues around faculty compensation for them, how they fit into daily workflow, and whether they should be synchronous or asynchronous, will need attention by the SrAD/CMO. As population health and managed care become a larger part of Stanford’s practice, digital offerings will require much more refinement and expansion.
   
   The SrAD/CMO, with the COO, also participates in the IT Management Guiding Committee, which prioritizes and vets the large number of proposals and requests for IT resources for operational and clinical analytic purposes. Within the SOM, the SrAD/CMO works with SrAD peers to advance digital repositories of research data and the availability of clinical data for clinical research.
10. Efficiency and Cost Containment
11. Predominantly SrAD Roles: Independently of the health care delivery system, the SrAD/CMO serves on the Dean’s leadership team, where strategic and tactical issues for maintaining and advancing our preeminent role in American medicine are formulated and vetted. A fundamental role in SHC forums is making sure all three missions of the SOM receive equal focus when priorities are established there. The SrAD/CMO also works with chairs and other SrAD’s to ensure priorities like diversity, equity, and discovery have thoughtful representation in SHC operational working groups.
    
    These functions are currently the dominant functions of the SrAD/CMO position, but others will emerge. These priorities will be guided by the changing health care economy, the strategic direction of Stanford Medicine as contained in the Integrated Strategic Plan, and by needs of our faculty and staff. A collaborative, highly interactive relationship with faculty, clinical chairs, and staff, reaching down daily to the front line of clinical care at Stanford, is essential for understanding the needs of the delivery system and for the success of the SrAD/CMO role.
Reporting Structure and Key Relationships: Reports To:
• Lloyd Minor, MD, Dean, Stanford University School of Medicine
• David Entwistle, President and CEO, Stanford Health Care
Direct Reports:
• Chief Quality Officer
• Associate CMO, Quality & Professionalism
• Associate CMO, Clinical Affairs
• Associate CMO, Clinical Affairs-Medicine
• Associate CMO & Vice President, Perioperative and Interventional Services
• Chief Medical Information Officer
• Chief Medical Officer, University Healthcare Alliance (UHA)
• Designated Institutional Official (DIO), Graduate Medical Education (GME)
• Executive Director, Strategic Initiatives
• Chief Wellness Officer
• Associate Dean, Graduate Medical Education (GME)
• Associate Dean, Market Development
• Associate Dean for Clinical Affairs, Primary Care
• Senior Advisor, Clinical Affairs, School of Medicine
Relates to Internally:
• Department Chairs (18)
• Chief of the Medical Staff
• Senior Associate Deans, School of Medicine
• SHC Board of Directors
• Chief Operating Officer, SHC
• Chief Nursing Officer, SHC
• Chief Financial Officer, SHC
• Chief Human Resources Officer, SHC
• Vice President Patient Experience, SHC
• Chief Medical Officer, Stanford Children’s Health and Lucile Packard Children’s Hospital Stanford
• Medical staff, nursing staff, technicians, and other care providers
• Residents, fellows, and trainees
Relates to Externally:
• Patients, families, and visitors
• The Joint Commission
• California Department of Public Health
• Centers for Medicare and Medicaid Services (CMS)
• Strategic partners and affiliated hospital partners
• Donors
• The community

Location:

Stanford Medicine is based in Silicon Valley. Relocation to the Stanford, California area is required for this role.

Candidate Profile

The Senior Associate Dean (SrAD) for Clinical Affairs of the Stanford School of Medicine and Chief Medical Officer (CMO) of Stanford Health Care will be an outstanding clinical leader, with a deep understanding of the complexity of academic medicine. The successful candidate will have experience building followership and trust, while engaging teams and diverse stakeholder groups across the School of Medicine and the health system. The SrAD/CMO will be an experienced senior physician leader, with a proven track record of delivering high quality, cost-effective care. The leader will possess experience developing and implementing value-based care strategies and successfully leveraging data and technology to drive clinical improvements.

In terms of the performance and personal competencies required for this position, we would highlight the following:

Qualifications and Experience

• An accomplished, Board Certified physician executive (MD) with a deep passion for, commitment to, and track record of accomplishment in clinical care delivery.
• 10 – 15 years of senior administrative and leadership experience at an academic medical center or academic health system, having served as a Chief Medical Officer, Physician-In-Chief, Chief Quality Officer, or senior clinical leader.
• An outstanding leader who inspires, builds, motivates, and holds accountable teams; a demonstrated ability to identify and recruit high-performing and diverse teams.
• Collaborative relationship-building skills in a matrixed environment, with an ability to successfully partner and build consensus with key internal and external stakeholders.
• A dedicated clinician with an outstanding reputation for clinical excellence; an actively practicing physician is preferred.
• Experience in research, training, and clinical achievement, commensurate with appointment to the faculty at the rank of Full Professor on one of the faculty tracks [Clinician Educator (CE), Medical Center Line (MCL), or University Tenure Line (UTL)].
• Experience overseeing clinical care deliver, quality performance, and clinical operations, ideally in both the inpatient and outpatient care settings.
• Experience building clinical programs, in alignment with organizational priorities and patient needs.
• Excellent communication and listening skills.
• Financial acumen and a deep understanding of payment methodology, physician incentives, and cost control techniques.
• Experience developing and implementing value-based care and population health strategies is preferred.
• Ability to respond effectively to elements that drive competitive advantage under dynamic conditions, such as healthcare industry changes, competitor actions, legal/regulatory changes and technological trends.
• Capable of representing Stanford Medicine’s clinical enterprise on the local and national stage.
• Candidate must meet requirements for licensure in California State.

Setting Strategy

• The ability to articulate a clear strategy for a clinical organization, accounting for industry trends and regulatory changes in today’s complex field of academic medicine.
• An entrepreneurial and data-driven approach to developing new ideas, technology innovations, and clinical programs that will stretch the organization and push boundaries.
• Experience developing population health strategies, in support of Stanford’s transition to valuebased care.

Executing for Results

• The ability to set clear and challenging goals while committing the organization to improved performance; tenacious and accountable in driving results in clinical and financial metrics.
• Comfortable with ambiguity and uncertainty; the ability to adapt nimbly and lead others through complex situations.
• A leader who is viewed by others as having a high degree of integrity and forethought in his/her approach to making decisions; the ability to act in a transparent and consistent manner.

Leading Teams

• The ability to attract and recruit top talent, motivate the team, delegate effectively, celebrate diversity within the team, and manage performance; viewed as a strong developer of others.
• The ability to persevere in the face of challenges and to exhibit a steadfast resolve and relentless commitment to higher standards, which commands respect from followers; leads by example.
• Has the ability to provide leadership that will challenge, inspire, and motivate a broad range of physicians, care providers, and staff members.

Relationships and Influence

• Naturally connects and builds strong relationships with others, demonstrating strong emotional intelligence and an ability to communicate clearly and persuasively.
• An ability to inspire trust, productivity, and collaborative success in others through compelling influence, powerful charisma, data, passion in his/her beliefs, and active drive.
• Experience working in a complex academic setting, while building relationships, influencing through indirect authority, and aligning diverse stakeholders to achieve a common vision.

Application Procedure

Russell Reynolds Associates welcomes inquiries and applications. To receive full consideration, interested individuals should electronically submit a Curriculum Vitae, a biography or biosketch, and a letter of interest to Russell Reynolds Associates by no later than Wednesday, July 31, 2019. The letter of interest is a two-page cover letter, detailing your experience and key achievements related to this position specification and expressing your interest in this role. Letters can be addressed to the Stanford Medicine Search Committee. All inquiries should be sent to Stanford.Physician@russellreynolds.com.

Stanford Medicine is an equal opportunity and affirmative action employer committed to diversity and inclusion in all aspects of recruiting and employment. All qualified individuals are encouraged to apply and will receive consideration without regard to race, color, gender, gender identity or expression, sexual orientation, national origin, age, religion, creed, disability, veteran status or any other factor which cannot lawfully be used as a basis for an employment decision.

Contact

Sarah Schumacher
Russell Reynolds Associates
277 Park Avenue, Suite 3800
New York, NY 10172
Tel: +1-212-351-2000
Direct: +1-212-351-2560
sarah.schumacher@russellreynolds.com

Sarah Eames
Russell Reynolds Associates
277 Park Avenue, Suite 3800
New York, NY 10172
Tel: +1-212-351-2000
Direct: +1-212-351-2261
sarah.eames@russellreynolds.com

Appendix

Stanford Medicine Leaders

Lloyd B. Minor, MD, Dean, Stanford School of Medicine

Lloyd B. Minor, MD, is a scientist, surgeon and academic leader. As dean, Dr. Minor plays an integral role in setting strategy for the clinical enterprise of Stanford Medicine, an academic medical center that includes the Stanford University School of Medicine, Stanford Health Care, and Stanford Children’s Health and Lucile Packard Children’s Hospital Stanford. He also oversees the quality of Stanford Medicine’s physician practices and growing clinical networks.

With Dr. Minor’s leadership, Stanford Medicine has established a strategic vision to lead the biomedical revolution in Precision Health. The next generation of health care, Precision Health is focused on keeping people healthy and providing care that is tailored to individual variations. It’s predictive, proactive, preemptive, personalized and patient-centered.

Among other accomplishments, Dr. Minor has led the development and implementation of an innovative model for cancer research and patient care delivery at Stanford Medicine and has launched an initiative in biomedical data science to harness the power of big data and create a learning health care system. Committed to diversity, he has increased student financial aid and expanded faculty leadership opportunities.

Before coming to Stanford, Dr. Minor was provost and senior vice president for academic affairs of The Johns Hopkins University. During his time as provost, Dr. Minor launched many university-wide initiatives such as the Gateway Sciences Initiative to support pedagogical innovation, and the Doctor of Philosophy Board to promote excellence in PhD education. He worked with others around the university and health system to coordinate the Individualized Health Initiative, which aimed to use genetic information to transform health care.

Dr. Minor received his bachelor’s and medical degrees from Brown University. He trained at Duke University Medical Center and the University of Chicago Medical Center and completed a research fellowship at the University of Chicago and a clinical fellowship at The Otology Group and The EAR Foundation in Nashville, Tennessee. In 2012, Dr. Minor was elected to the National Academy of Medicine, formerly the Institute of Medicine.

David Entwistle, President and CEO, Stanford Health Care

David Entwistle is president and CEO of Stanford Health Care. Prior to joining Stanford Health Care, Entwistle served as chief executive officer of the University of Utah Hospitals and Clinics (UUHC) in Salt Lake City, a post he held since 2007. Entwistle also held leadership roles at health care institutions across the country, including senior vice president and chief operating officer of the University of Wisconsin Hospital and Clinics in Madison, Wisconsin; and vice president of professional services and joint venture operations at City of Hope National Medical Center in Duarte, California. He earned a bachelor's degree in health sciences from Brigham Young University and a master’s degree in health services administration from Arizona State University. Entwistle also completed a postgraduate administrative fellowship at University of Texas MD Anderson Cancer Center.

Paul A. King, President and CEO, Lucile Packard Children’s Hospital Stanford and Stanford Children’s Health

Paul A. King joined Stanford Children’s Health in January 2019 bringing with him a distinguished career of more than 30 years as a health care executive, including leadership positions at several nationally recognized academic medical centers. Prior to joining Stanford Children’s Health, King led the University of Michigan’s C.S. Mott Children’s Hospital and Von Voigtlander Women’s Hospital as Executive Director. During his tenure, his strong leadership skills guided the strategic growth of the University of Michigan’s children’s and women’s programs and services. Prior to joining C.S. Mott Children's Hospital, King served as president and CEO for the Pediatric Management Group, a 550-physician academic pediatric subspecialty group practice affiliated with Children's Hospital Los Angeles (CHLA). His strong leadership record also includes senior management roles at the Mayo Clinic and the Samaritan Physicians Center. As Stanford Children’s Health plans for continued growth and the expansion of innovation across the entire continuum of care, King’s distinguished record of accomplishment and dedication to the critically important role of pediatric and obstetric care will undoubtedly help Stanford Medicine achieve its Precision Health vision. King is currently on the Board of Trustees for the Children’s Hospital Association and holds a bachelor's degree in Business Administration and Economics from the University of Nebraska, at Lincoln; and a master's degree in Health care Administration from the University of Iowa, Iowa City. King also is a Certified Medical Practice Executive.

Organizational Overview

Principles of Stanford Medicine

The Stanford Medicine brand broadcasts the unity in identity and purpose of the medical center components, and their joint commitment to excellence.

The Principles of Stanford Medicine describe how the School of Medicine, Stanford Health Care and Stanford Children’s Health work together.

Principle 1

We are an academic medical center with a three-part mission: research, teaching, and clinical care. While the academic portion (research and teaching) is core to the university’s mission, excellence in the clinical practice of medicine is inextricably intertwined with and essential for success in the other parts in the mission of an academic medical center. Without that academic component, there is no reason for us to have a clinical enterprise.

Principle 2

Stanford Medicine aspires to the same level of excellence as the rest of the university, and whenever possible, follows the university tradition of avoiding activities and programs where the institution will not be world-class. The dean and senior leaders in the School of Medicine, in consultation with the CEOs, have primary responsibility for articulating and prioritizing strategies for preeminence that cut across all Stanford Medicine entities.

Principle 3

Excellence in an academic institution flows first and foremost from the faculty (whose excellence in all aspects of their activities is the primary concern of the dean), but must be accompanied in clinical settings by broad excellence among hospital staff (a chief responsibility of the CEOs). Because of these responsibilities and the imperative that excellence in all facets of Stanford Medicine is of paramount importance, it follows that the dean and those faculty designated by the dean must have the primary responsibility for oversight of selection and quality of all physicians employed by medical groups contracted with University HealthCare Alliance (UHA) or Packard Children’s Health Alliance (PCHA), as well as physicians employed by the School of Medicine. To effect this oversight, the dean and department chairs will be fully consulted at an early stage concerning medical groups that UHA or PCHA are seriously considering for an affiliation and will be involved in an ongoing fashion in ensuring quality.

Principle 4

Stanford Medicine is comprised of entities that are strategically, operationally, and financially interdependent. The dean and the two hospital CEOs lead this partnership and it must work well for us to be successful. The CEOs of the hospitals have primary responsibility for the operations of the hospitals and clinics. The dean has primary responsibility for the faculty and physicians (including their selection and compensation) as well as the research and teaching that the faculty members undertake (including the training of residents and clinical fellows).

Principle 5

A high degree of coordination and transparency is required among the dean and CEOs. In accord with the nature of this partnership, the dean and senior leaders in the School of Medicine will be fully consulted early in the development of significant strategic initiatives that involve any component of Stanford Medicine, and they must concur with the decision to embark on any major initiative. At the same time, with a rapidly changing health care market, decision-making and execution cannot be inhibited by the often slow and cumbersome decision cycles of the academy. To ensure that this does not happen, the school will need to designate small groups of representative leaders who are fully prepared to commit their time to reviewing any new initiatives.

Principle 6

Communications regarding strategic decisions and opportunities should come from Stanford Medicine (statements from the dean as well as from the CEO of the relevant hospital).

Principle 7

We recognize that the health care market is changing and evolving rapidly and that consolidation may pose significant threats to the viability of the clinical mission. Addressing these challenges will likely require bold and creative approaches, but should not force us to diverge from our core academic mission.

Principle 8

The revenue flows between the hospitals and the School of Medicine are critical to the survival of the School and to the engagement of the departments and faculty. These revenue flows need to be negotiated in good will with a strong appreciation of the goals of the dean and other leaders in the School of Medicine.

Branding and Name Usage

• The main objective of creating the Stanford Medicine brand is to provide a name for the entities that encompass the medical center — Stanford University School of Medicine, Stanford Health Care, University HealthCare Alliance (UHA), Lucile Packard Children’s Hospital Stanford, Packard Children’s Health Alliance (PCHA), and Stanford Children’s Health. Stanford Medicine’s strategic components include inpatient care, local and regional outpatient health centers, physician offices, virtual care, navigation services, benefits advocacy services, accountable care and health plan offerings, research, and medical education. Stanford Medicine is the master brand that broadcasts the unity in identity and purpose of the medical center components and their joint commitment to excellence.
• All branding — including but not limited to signage and logos, marketing communications, and marketing messaging involving Stanford Health Care, Stanford Children’s Health, Lucile Packard Children’s Hospital Stanford, UHA, and PCHA — will use those names in conjunction with the broader enterprise master brand of Stanford Medicine. Emphasis should be placed on the master brand. Retirement, replacement, or reprioritization of Stanford Health Care or UHA must be jointly agreed upon by the dean and the CEO of Stanford Health Care.
Retirement, replacement, or reprioritization of Lucile Packard Children’s Hospital Stanford, Stanford Children’s Health, or PCHA must be jointly agreed upon by the dean and the CEO of Lucile Packard Children’s Hospital Stanford.
• As consistent with university policy, any use of the Stanford name and brand must be approved by the dean. Should the use of the name represent a different type of use, the provost or president should concur that it is appropriate.