MARTIN I. BRONK
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A Departing Vision - Tempus fugit !
It
is amazing to me that two years already have passed since Ted Harris handed
me his megaphone and bid the presidency farewell. As he departed, Ted described
his sense that the medical staff at Stanford had lost its focus, having been
understandably distracted by issues related to the merger. Not long after
I assumed the presidency, we were informed that the merger would be dissolved,
allowing all of us to re-direct our energies and attention to Stanford. What
has happened as a result? Are we any more cohesive, more functional, more
content?
Economic concerns certainly did not disappear with the de-merger. Indeed, the financial impact of the merger underscored the ongoing challenges of our fiscal situation. Adding to an already difficult scenario, the subsequent nurses' strike placed further strain on the institution, both from a financial as well as a morale standpoint. Meanwhile, the remarkable expansion of the broader Silicon Valley economy magnified our dilemma as the cost of living for ourselves and our hospital co-workers continued to skyrocket.
Fortunately, over the last six months, the outlook has changed significantly. The Internet bubble has burst, allowing some of the recent distortions in the economy to re-equilibrate. Public awareness of the inadequacies of managed care has increased, encouraging Stanford to negotiate more aggressively with insurers and even withdraw from unfavorable contracts. Overall, hospital leadership has demonstrated its commitment and capacity to produce the combination of cost savings and revenue enhancements that will be required to return us to financial stability.
Supporting these positive directions, University President John Hennessy and Dean Philip Pizzo have reaffirmed their understanding of the fundamental relationship of the hospital to the mission of the medical school and the university as a whole. While acknowledging the importance of re-establishing a financially sound institution, they emphasize that the intimate link between the medical school and the hospital is critical both for maintaining first-class educational programs and for translating basic laboratory advances into clinically relevant applications. Recognizing the need to fully support the hospital, Dean Pizzo has directly encouraged faculty members to increase their participation in a wide range of organizational activities at the hospital.
As president of the entire medical staff, I want to extend the dean's call to action to all physicians who practice at Stanford Hospital. It is not sufficient for us simply to admit our patients to Stanford. We must commit ourselves to creating an environment of collegiality and common purpose. We must be willing to provide feedback and insights to each other as well as to management, administration and the Stanford Hospital and Clinics Board of Directors. While acknowledging frustration with some of the decisions of the past, we have to stay involved if we are to have any impact on the future.
Furthermore, we need to work vigorously to eliminate the factionalism and parochialism that have characterized our institution in recent years. Community and faculty physicians must engage each other more fully and more respectfully; departments must act more cooperatively; and physician leaders must act as unifiers, not dividers. No edict can move us in this direction, but a universal commitment to honesty and open communication would provide the necessary foundation.
In spite of the formidable obstacles we face, I remain optimistic for the future of Stanford Hospital. As we see evidence of our American health care system responding to pressures from patients and physicians alike, we should realize improved opportunities for the hospital. A new dean is in place at the medical school, a new CEO soon will arrive at the hospital, our financial outlook is improving. As members of the medical staff, we can re-establish a positive vision of the future, based on a re-invigorated sense of community and shaped by our active engagement.
Before closing, I want to extend my heartfelt appreciation to all of you for your support over the past two years. As you might imagine, the role of president has provided a mixture of challenges, rewards and frustrations. Through it all, I have benefited from your input and have felt privileged to work with many committed and talented individuals. Thank you for the honor of serving on your behalf.
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As a final addendum, I thought it would be fitting to announce a decision made at the most recent medical board meeting. I believe it provides a timely example of our collective ability to enhance the character of the hospital. Having discovered that there were considerable uncommitted funds from medical staff dues, which had accumulated over a number of years, the medical board approved the creation of an Endowment Fund. (The endowment may grow over time if additional funds become available.) I am pleased to report that the medical board has chosen to earmark a portion of the proceeds from the Endowment Fund to support a Director of Volunteer Services for the Office of Patient and Community Relations. We all recognize the wide-ranging activities of our volunteers, and this gift should enhance their role in the hospital.
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