Administration– Dean's Office

Advocacy, Public Policy and Philanthrophy

Mission and Goals

The mission of the Stanford University School of Medicine's programs in advocacy, public policy, and philanthropy is to promote the School's academic mission and generate public discussion and support for academic medicine at Stanford.

We envision a medical school committed to active involvement in its communities both as a direct contributor to the well being of the community and as a respected and effective thought-leader. We believe Stanford School of Medicine should contribute positively to the public dialogue on issues of health and medicine and should enlist the support of its constituents in accomplishing its missions.

We support our mission and the fulfillment of this vision through the following goals:

Strategic Assessment

The long-standing commitments of Stanford University and Stanford School of Medicine to the recruitment and education of extraordinary students and future leaders enables Stanford to have access to a large network of alumni in influential leadership positions in society, industry, and government. The remarkable personal successes of many Stanford alumni, combined with the professional accomplishments of its faculty, have provided the institution with a well-deserved reputation for excellence. This distinction represents the institution's defining strength, from which flows its many successes.

However, as a consequence of our reputation for excellence there is a tendency by some to perceive us as elitist and to draw excessive attention to our failings and flaws. These negative perceptions constitute our most critical weaknesses in the establishment of positive public opinion and institutional credibility. To succeed in the areas of advocacy, public policy, and philanthropy, the medical school must address issues that have been perceived as weaknesses. We must build stronger relations between the medical school, its alumni, and the local and national community, refine the School's clinical care and education, and take a stand on issues related to national biomedical and health policies.

The medical school's most compelling strategic opportunities are associated with its unique location and established reputation for quality and excellence. The School's proximity and close ties to established and emerging programs of excellence across the University campus, in the Stanford Research Park, and throughout the biotechnology and information technology industries in Silicon Valley afford many opportunities to reinforce and enhance the medical school's standing in local and academic communities. Stanford's reputation for quality and excellence provide the medical school with an ability to develop unique partnerships and associations with various communities that can be mutually beneficial. The School can bring its unique expertise to the resolution of social and scientific issues, and partnerships can provide the School with goodwill and a solid foundation upon which to build an advocacy position.

While strengthening our positions in advocacy and public policy is not without risk to the medical school, a successful strategy in this arena can also serve to mitigate other risks. Perhaps the most significant risks currently facing the medical school involve the lack of support for the school by the local community. Without a strong and sincere base of local community support, the School's ability to pursue new ventures and promote new sciences will be severely hampered. Local leaders are currently seen as ambivalent toward the medical school. Strengthening our connection to the local community will be important to future success in new ventures.

The Office of Communication and Public Affairs currently works to increase the medical center's profile in the media through news releases, placement of op-ed pieces, and stories pitched to reporters. Through this interaction, the achievements of faculty receive wide exposure, and the medical school's positions on health issues can be highlighted. By arranging interviews and responding to calls, the office promotes good relationships between the University and the media. These relationships heighten the visibility of Stanford's accomplishments and influence the general public as well as community leaders, elected officials, and potential donors.

Strategic Initiatives

The key elements of the medical school's strategic plan for its advocacy, public policy and philanthropy programs include the clear and compelling articulation of the medical school's vision, the development and implementation of constructive and on-going relationships with civic and government leaders, and the assumption of a - thought leader" role through the formulation and thoughtful communication of key policy positions.

Our mission and vision for the advocacy, public policy, and philanthropy programs will be pursued primarily through coordinated efforts in communication, education and policy formulation, and fundraising.

To achieve our goals of communicating the medical school expertise and engaging the public in an appreciation of the value we bring to the community, we will address the following initiatives:

To achieve our goals of education and policy formulation, we will address the following initiatives:

To achieve our philanthropic goals, we will address the following initiatives:

Prioritization and Implementation

The further development, prioritization, and implementation of these initiatives will be pursued through the Dean of the Medical School.

Of the 11 initiatives proposed for the Medical School's advocacy, public policy and philanthropy programs, eight have been prioritized for development and implementation in FY2001-2002 and FY2002-2003. These priority initiatives reinforce the importance of the focused and articulate communication of the Medical School's mission and activities to its community.

Communication Projects:

Communicate a bold vision for Stanford as a global model of research-intensive medical schools for the 21st Century.

The Chief of the Medical Center's Office of Communication and Public Affairs, in conjunction with the Associate Vice President for Medical Development, will develop a message and a coordinated and comprehensive communications strategy based on the vision of the medical school articulated in this strategic plan.

The message and strategy will be developed during FY2001-02 and be ready for rollout in FY2002-03.

Develop Medical School Offices of Community Relations and Government Relations within the Dean's Office.

The Dean of the Medical School will develop organizational plans, responsibilities, and budgets for Offices of Community Relations and Government Relations, reporting to the Dean.

A budget for an Office of Government Relations will be developed and reviewed as part of the Medical School's FY2002-03 budget process, for implementation in the fall of 2002.

Develop a Medical School Community Service program.

The Dean of the Medical School, in conjunction with the Senior Associate Deans for Medical Education will develop recommendations for a comprehensive and coordinated institutional community service program.

A program and agenda for a half-day medical school community service retreat in the winter of 2002-03.

Pending the outcome of the retreat, plans anticipate the initiation of a medical school community service program in the fall of 2003.

Develop an on-going and broadly based education and advocacy program targeted to local, state and national government leaders.

The Director of the planned Medical School Office of Government Relations, under the direction of the Dean, will develop a program and implementation strategy for an advocacy program.

The initial elements of this program are expected to be available for implementation in the fall of 2003.

Education and Public Policy Projects:

Create a Dean's Advisory Group on Public Policy and Advocacy to provide analyses and updates about current or emerging healthcare and biomedical research policy issues and to help set the priorities for the Dean's Office of Community and Government Relations.

The Dean will develop an updated charge and operations plan for a revised Dean's Advisory group on Health Policy and Advocacy. This group may include the functions and individuals previously involved in the Dean's Health Policy Advisory Committee.

This function will be in place by fall 2003.

Philanthropy Projects:

Develop a comprehensive and exciting campaign (The Campaign for Stanford Medicine) to support the realization of the school's vision.

Develop the Stanford Medicine Leadership Council to engage local business and community leaders in the realization of the medical school's vision.

The Dean of the Medical School and the CEOs of Packard and Stanford hospitals, in conjunction with the University President, Provost and Vice-President for Development, will undertake the planning and definition of the Campaign for Stanford Medicine to be pursued under the direction of the Office of Medical Development and the Stanford Medicine Leadership Council.

The Stanford Medicine Leadership Council will be identified and charged by winter 2002-03.

The Campaign for Stanford Medicine will be publicly announced by the fall of 2004.

Develop an internal program to engage School of Medicine faculty as active fundraisers.

The Dean of the Medical School and the Stanford Medicine Leadership Council will develop a volunteer fundraiser program, which will include medical school faculty as key active fundraisers.

Faculty fundraisers will be trained and activated by the fall of 2004.

Projects To Be Scheduled

The remaining Advocacy, Public Policy and Philanthropy Programs strategic initiatives will be pursued, following the activation of the priority initiatives, as resources and opportunities permit. These strategic initiatives include:

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