For Dai Chung, MD, chief medical executive at Children’s Health, clinical excellence derives from following what he calls the hospital’s North Star — “putting patients first.”
And the results could not be more clear: Children’s Medical Center Dallas, the flagship campus of Children’s Health, has once again been named among the nation’s best pediatric hospitals by U.S. News & World Report, It earned recognition in all 11 pediatric specialties for the eighth consecutive year — the only children’s hospital in the Dallas-Fort Worth region to achieve this distinction.
The hospital is also ranked No. 2 in Texas, with its orthopedic program earning the No. 1 spot nationally — an achievement shared with Scottish Rite for Children, which U.S. News includes in its evaluation of that specialty.
Yet, Dr. Chung is quick to emphasize that the work isn’t about a ranking, but about improvement.
“I’m really excited and proud of every team member in our system who has worked so hard to earn this recognition,” said Dr. Chung. “It’s the result of hard work — not necessarily because we were fixated on the ranking, but because we’re always looking to improve what we do, whether it’s delivering high-quality care or standardizing access to make things easier for patients and families.”
U.S. News & World Report published Oct. 7 the 2025-26 edition of “Best Children’s Hospitals,” an annual evaluation of pediatric hospitals by specialty and by location.
For the 19th edition, the media company, alongside RTI International, a North Carolina-based research and consulting firm, collected and examined data from 118 children’s hospitals and surveyed thousands of pediatric specialists. Hospitals are evaluated across 11 pediatric specialties.
This year’s edition names 86 top pediatric hospitals, and it includes 10 “Honor Roll” hospitals with the highest rankings across all specialties.
Dr. Chung told Becker’s that he’s proud of all team members and providers who contributed to the recent rankings for Children’s Medical Center Dallas. Here, he discusses the efforts that led to the achievement.
Editor’s note: Responses were lightly edited for length and clarity.
Question: Children’s Medical Center Dallas has earned recognition across all pediatric specialties for eight consecutive years. From a clinical leadership perspective, what operational or cultural factors have been most critical in sustaining that level of excellence?
Dr. Dai Chung: There are many things, but I’d say one of our top priorities has always been putting patients first — doing everything we can to ensure they receive the best possible care. That’s our North Star. Rallying teams from not just the 11 ranked specialties — but across all specialties in our tertiary and quaternary care hospital — around that mission has been key.
We ask, “How can we be better every day?” It’s about delivering the highest quality care in a consistent, accessible way. That mindset is embedded in our mission: making life better for children. We truly believe in that, and we work toward it. It’s a true team effort built on interdisciplinary collaboration — and I think that’s what makes our organization so special.
Q: With orthopedics ranked No. 1 and several other specialties in the top 15, what role has medical leadership played in fostering integration and innovation across departments to support consistently high-quality outcomes?
DC: As medical leadership and administration, we’re here to provide resources, encouragement and help shape the culture that supports these teams. Within orthopedics, there are multiple teams, and we help them work together.
As a chief medical officer and trained surgeon — although not in orthopedics — I understand what they do. It includes supporting our existing physicians, recruiting additional expertise, and retaining key team members, from advanced practice providers to nurses. Together, they’ve built a culture of team-based care that ensures patients with orthopedic conditions receive the best possible experience — and they truly do get the best care.
That kind of approach is consistent across all our programs.
Q: Being the only hospital in the region ranked in all 11 pediatric specialties is a rare achievement. How do you, as chief medical executive, ensure that such recognition translates into meaningful improvements in care delivery and access for children across North Texas?
DC: It’s important not to get too focused on external recognition. Internally, we constantly ask, “What can we do better today?” That ranges from small details to large strategic initiatives and program development.
It’s not just about having advanced medical and surgical capabilities — it’s about making the experience easier and better for every family, no matter where they’re coming from. Whether it’s the ED or a highly specialized clinic, we all stay focused on our mission.
Yes, we have lots of meetings and huddles, but at the end of the day, it’s about having each other’s backs. That might be someone from a completely different department, but we’re all contributing to a shared mission. I think that’s what makes a hospital like ours very special. If you asked any random employee or provider, they’d tell you they love working here and feel privileged to care for our patients.
Q: How are you thinking about maintaining and improving quality outcomes amid today’s industry pressures?
DC: There’s no doubt it’s a difficult time. The pressures — political, financial, operational — are real. And yet, our enterprise continues to grow. That’s a testament not only to our providers and care teams, but also to the support and vision of administrative and clinical leadership.
Running a hospital is complex, and we have to balance day-to-day operations with long-term strategic planning. We can’t do everything at once, so we need to set priorities, which involves coordination and tough decisions.
As someone who started as a practicing physician and now serves in administration, I can say firsthand that this work takes collaboration. Whether it’s anticipating changes to federal funding or preparing for future workforce needs, we have to think ahead — five, even 10 years out.
We won’t always get it exactly right, but that kind of vision and foresight is essential.
