Stanford Health Care, located at 300 Pasteur Drive, Stanford, CA, is an academic health system dedicated to healing humanity through science and compassion, one patient at a time. As part of Stanford Medicine, we combine clinical care, research, and education to provide personalized, coordinated, and leading-edge care. Our vision is to deliver the most advanced hospital in the world, making our bold vision for compassionate care a reality for more people. We are committed to pioneering innovative therapies and providing clear, accurate information about the quality of our care. Experience the future of health care at Stanford Health Care.
| Hospital Name | Stanford Health Care |
|---|---|
| Facility ID | 050441 |
| Address | 300 PASTEUR DRIVE |
|---|---|
| City/Town | Stanford |
| State | CA |
| ZIP Code | 94305 |
| County/Parish | SANTA CLARA |
| Health System | Stanford Medicine |
|---|---|
| Health System Website Domain | stanfordhealthcare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1119 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Stanford Health Care |
| Emergency Services | Yes |
Rick Shumway is the executive vice president and chief operating officer of Stanford Health Care, bringing extensive leadership experience in health system operations, strategy, and financial management. [5] With a career spanning top academic medical centers (AMCs), Shumway has a track record of driving operational excellence, enhancing patient experience, driving high-quality outcomes, and leading large-scale network development and management. [5] As COO, Shumway oversees the daily operations of Stanford Health Care's vast and complex enterprise, ensuring the seamless integration of clinical, administrative, and strategic functions across the system. [5] He leads a diverse portfolio that includes all inpatient and ambulatory services, facilities management, patient experience, digital health, and enterprise-wide operational performance. [5] His role is instrumental in advancing Stanford's growth strategy, optimizing efficiency, and supporting innovation in patient care, while fostering a culture of collaboration across teams and departments. [5] Before joining Stanford Health Care as COO, Shumway held key executive roles in major health systems—most recently as the president and CEO of Stanford Health Care Tri-Valley and Stanford Medicine Partners—where he led efforts in expanding access, optimizing clinical operations, and strengthening partnerships across communities. [5] Prior to his time at Stanford, Shumway served in senior executive roles at a number of large AMCs across the United States. [5] Shumway holds a deep appreciation for Stanford's culture of innovation and excellence, and he is passionate about ensuring that the health system continues to lead the way in patient-centered care. [5] Shumway earned a Bachelor of Science in Public Health from Brigham Young University and a Master of Health Services Administration from the University of Washington. [5] When he's not in the hospital, Shumway enjoys spending time with his family, coaching youth sports, cheering on his Pittsburgh ...
Stanford Internal Medicine – Clinical Associate Professor, Stanford University Hospital Medicine
He is a cancer surgeon and associate professor of Urology at the Stanford University School of Medicine. [10] His clinical focus is on bladder cancer, and he is well known for his expertise in robotic surgery. [10] His academic interests center on optimizing outcomes after bladder removal surgery. [10] He is very active in leadership development, team building, and quality improvement work and he lectures nationally and internationally on these topics. [10] He is also certified by the International Coaching Federation as an executive coach. [10]
Additional roles include Clinical Professor of Medicine and of Anesthesiology, Co-Director of the Clinical Effectiveness Leadership Training (CELT) program and Senior Advisor to the WellMD Center. [10] Bryan trained at Stanford in internal medicine and anesthesiology. [10] He served as SHC's first elected Chief of Staff from 2008-2011, its first associate CMO, and as Stanford Medicine Partners' first CMO, before taking his current role as the first Assoc. [10] CMO for Workforce Health and Wellness in 2020. [10] Dr. Bohman's primary area of focus is at the nexus between the occupational wellbeing of healthcare personnel, quality improvement, and healthcare system performance. [10]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 613 |
|---|
| FTE Employees on Payroll | 15243.88 |
|---|---|
| FTE Interns & Residents | 744.45 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 78203 |
| Inpatient Days (Title XIX) | 9577 |
| Total Inpatient Days | 232821 |
| Bed Count | 657 |
| Available Bed Days | 239805 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 11690 |
| Discharges (Title XIX) | 1241 |
| Total Discharges | 32997 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 68607 |
| Inpatient Days (Title XIX; Adults & Peds) | 7849 |
| Total Inpatient Days (Adults & Peds) | 192664 |
| Bed Count (Adults & Peds) | 538 |
| Available Bed Days (Adults & Peds) | 196370 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 11690 |
| Discharges (Title XIX; Adults & Peds) | 1241 |
| Total Discharges (Adults & Peds) | 32997 |
| Care Quality Stengths | High overall patient satisfaction. |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 84% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | Better Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | Better Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | Better Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | Worse Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | Worse Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 260 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -6.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 13.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 14.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.5 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 2.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Worse Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Better than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Better Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $14,469 |
|---|---|
| Bad Debt Expense | $38,786 |
| Uncompensated Care Cost | $21,732 |
| Total Uncompensated Care | $254,354 |
| Total Salaries | $2,186,201 |
|---|---|
| Overhead Expenses (Non-Salary) | $4,326,732 |
| Depreciation Expense | $51,000 |
| Total Operating Costs | $4,524,701 |
| Inpatient Charges | $14,915,036 |
|---|---|
| Outpatient Charges | $17,346,456 |
| Total Patient Charges | $32,261,492 |
| Core Wage Costs | $623,798 |
|---|---|
| Wage Costs (RHC/FQHC) | $23,542 |
| Adjusted Salaries | $2,186,051 |
| Contract Labor (Patient Care) | $170,698 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $544,329 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $2,746,300 |
| Allowance for Doubtful Accounts | $-1,787,106 |
| Inventory | $97,265 |
| Prepaid Expenses | $114,469 |
| Other Current Assets | |
| Total Current Assets | $2,007,398 |
| Land Value | $81,330 |
|---|---|
| Land Improvements Value | $18,539 |
| Building Value | $3,625,309 |
| Leasehold Improvements | $245,057 |
| Fixed Equipment Value | $96,726 |
| Major Movable Equipment | $1,627,327 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $3,124,596 |
| Long-Term Investments | $4,429,965 |
|---|---|
| Other Assets | $1,776,186 |
| Total Other Assets | $6,206,151 |
| Total Assets | $11,338,145 |
| Accounts Payable | $507,103 |
|---|---|
| Salaries & Wages Payable | $398,530 |
| Payroll Taxes Payable | $7,529 |
| Short-Term Debt | $13,475 |
| Deferred Revenue | $53,338 |
| Other Current Liabilities | $377,444 |
| Total Current Liabilities | $1,600,639 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $2,088,770 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $579,176 |
| Total Long-Term Liabilities | $2,667,946 |
| Total Liabilities | $4,268,585 |
| General Fund Balance | $7,069,560 |
|---|---|
| Total Fund Balances | $7,069,560 |
| Total Liabilities & Equity | $11,338,145 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $22,924 |
| DRG (Post-Oct 1) | $276,298 |
| Outlier Payments | |
| DSH Adjustment | $10,256 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $116,751 |
| Total IME Payments | $96,862 |
| Inpatient Revenue | $15,524,647 |
|---|---|
| Outpatient Revenue | $18,278,320 |
| Total Patient Revenue | $33,802,967 |
| Contractual Allowances & Discounts | $27,041,721 |
| Net Patient Revenue | $6,761,246 |
| Total Operating Expenses | $6,512,933 |
| Net Service Income | $248,313 |
| Other Income | $544,026 |
| Total Income | $792,339 |
| Other Expenses | $-16,113 |
| Net Income | $808,452 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $446,493 |
| Medicaid Charges | $4,842,140 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |