Ambulatory Practice Settings Blueprint for Strategic Action June 23, 2005 Building Steering Committee Strategic Workgroups: Vision Program/Practice Facilities/Space.

Ambulatory Practice SettingsBlueprint for Strategic Action

June 23, 2005

Building Steering CommitteeStrategic Workgroups:

•Vision•Program/Practice•Facilities/Space•Finance/Development

“Strive for national prominence through excellence, professionalism

diversity, timelinessand strategic growth.”

Entrepreneurial Academic Model

National Prominence

True Integration: COM + HSC +

University

Creative Educational Models

Research Really Matters

Excellence Educationally superior Technologically superior Build superior patient

safety, access and outcomes

Put us on the map Unique collaboration

across health disciplines

• Develop practice-ready students who “get it”

• Joint degrees for emerging workforce

• 3rd / 4th year curriculum• Outcomes-based education

and training• Service learning and

community outreach

• Hire world class teams• Big ideas, research cores and

teams: e.g., Cell therapy, homeland defense, biotech

• Measure quality and productivity

• Goal: Top 50 public research universities

• Creative/successful practice and outreach models

• New strategic models for clinical sites, community partners: e.g. TGH, HLM, VA, ACH, outpatient teaching sites

• Interdisciplinary across departments, colleges, university

• Opportunities: Research cores, engineering, technology, international, MD/MBA, bioengineering, bioinformatics

Blueprint for Strategic Action

1. Goals2. Vision 3. Current Concept4. Critical Success factors5. Parallel Processes

• Facility Design/Construction• Program Planning• Technology• Finance

6. Committees & teams

Agenda

Goals of the Discussion

• To review the current CAHC concept and ensure understanding of the vision, and develop some guiding principles to continue planning

• To develop an understanding of the tight timetables in which to develop the CAHCs

• To develop an efficient and defined decision making process that ensures the inclusion of the necessary constituents and achieves the demanding project timetable

• To solicit and discuss all ideas as they relate to the CAHC

USF Center for Advanced Health CareUSF Center for Advanced Health Care

Mission:To provide the most advanced care for our community in a model center for learning.

Vision:To create within three years a national showcase for health care, featuring service and safety for patients, team care supported by advanced technology, demonstrable health improvements for the community, and superior education.

“My vision for this building is simple: It will be the place where quality, technology and service

combine to create a national model of excellence.

When you look at the directory you will notice not a list of specialties but a multidisciplinary level of service that will be patient friendly and allow us to transform the education of our students.”

-Stephen Klasko

Goal: To lead, develop and teach the quality/service revolution • AAMC Institute for Improving Clinical Care:

“Key among those concerns is whether the current health care delivery systems of academic health centers provide learning environments for the clinical education of tomorrow’s doctors that incorporate the highest quality patient care.”

• AAMC Academic Chronic Care Collaborative: Leading health systems have tackled the “transformation of healthcare from a system that is essentially reactive—responding mainly when a patient is sick—to one that is proactive and focused on keeping a person as healthy and functional as possible.”

“Few of these have been academic settings with integral involvement of residents and other health professions students.”

USF Health: Leading the Quality Revolution

Goal: To lead, develop and teach the quality/service revolution • AAMC Institute for Improving Clinical Care:

“Key among those concerns is whether the current health care delivery systems of academic health centers provide learning environments for the clinical education of tomorrow’s doctors that incorporate the highest quality patient care.”

• AAMC Academic Chronic Care Collaborative: Leading health systems have tackled the “transformation of healthcare from a system that is essentially reactive—responding mainly when a patient is sick—to one that is proactive and focused on keeping a person as healthy and functional as possible.”

“Few of these have been academic settings with integral involvement of residents and other health professions students.”

USF Health: Leading the Quality Revolution

TotalTotalCancerCancerCareCare

Women’sWomen’sHealthHealthNeuro-Neuro-ScienceScienceSportsSportsMedicineMedicine

DigestiveDigestive DisordersDisordersCardio-Cardio-vascularvascular

USF Center for Advanced Health Care

• TGH zoning request approved

• MOB approximately 120,000 sq.ft.

– Currently lease 80,000 sq.ft. on “south” campus

– Proposed to

• Replace current leased space

• Provide for expansion/growth

• Programming/planning in conjunction with CAHC (and existing “north” campus clinics) to maximize opportunity and efficiency for clinical faculty and related educational and research programs

South Campus Medical Office Building (TGH)

Estimated Resources / CAHC + MOB

USES:CAHC $64.0 M (TECHNOLOGY $10 M)MOB 22.0 M

$86.0 MSOURCES:

PECO $28.6 MTGH 9.0 MYIELD FROM $44M TAX EXEMPT BONDS* **40.4 MDEVELOPMENT 8.0 M

$86.0 M

*$44 M Bond based on Business Plan for CAHC Current south campus leases » 1.3 M/year

**Variable bond debt to be utilized in order to "repay" as development or match gift funds arerealized.

Revised 6/29/05

COM Practice Plan Site Flow Chart

Net ProfitsNet Profits

USFFOUNDATION

DONATION

$10 Million EstimateTechnology

DSOFINANCIAL

CORP

Debt Service$40-45 Million

$15-20 Million – South$25 Million - North

NewSouthClinic

$15-20 Million

NewNorthClinic

$61 Million

(Old) Rental Fees ($___)

(New) Facility Fees ($___)

Other Revenue

UMSA

Legend

= Direct Transfer

= Possible Funding Sources

PECO Appropriations$28 Million

Operating PO&M$4-6 Million Estimate

STATE $$TGHPropertyDonation

$9 Million

May 17 – Building Steering Committee

• Patient volume projections• Proposed building• Business Plan

May 24 – Combined EMC/USFPG and Finance/USFPG

***CAHC/MOB@TGH combined financing plan***

June 2 – USFPG Board

• Rick Green named as COO for CAHC

June 6 – EMC approved Financial Advisor for combined project

Approval Process to Date

Review/final Business Plan (for bonding) “Advise” Trustees

July 7– BOT Health Sciences Workgroup

August 2– BOT Academic and Campus Environment Workgroup

TBA– DSO Financing, Inc.

September 8– Full USF Board of Trustees

2007– Planned occupancy – both CAHC and MOB @ TGH

Approval Process – Next Steps

Bond Timeline Business Plan Development for Bond Underwriter: March 15, 2005 thru May 15, 2005 University Approvals: May 15, 2005 thru August 15, 2005

USFPG Finance:

USFPG EMC:

USF CFO Finance: USF Health Sciences Center BOT: DSO Financing, USF Financial Advisor July ‘05 & Bond Counsel Campus Development Council USF Academic & Campus Environment BOT:

USF BOT Fiscal Affairs & Executive Committee late July or early September ’05?? USF BOT Full Board: Bond Insurees, Rating Agency Visit, Underwriter Negotiations Sept – Oct ‘05 Issuance of COPs December ‘05

5/24/05 6/21/05 7/19/05 8/23/05 9/20/05 10/18/05 11/22/05 12/20/05

9/12/05 9/26/05 10/10/05 11/7/05 11/21/05 12/5/05 12/19/05

5/2/05 5/16/05 6/6/05 6/20/05 7/11/05 8/8/05 8/22/05

8/2/05

9/8/05

5/20/05 5/27/05 6/10/05 6/17/05 6/24/05 7/1/05 7/8/05 7/15/05

7/22/05 7/29/05

6/3/05

8/5/05 8/12/05 10/10/05 11/7/05 11/21/05 12/5/05 12/19/05

7/26/05

7/15/05

Center for Advanced Medical Learning and

Simulation

Project Overview

• One-of-a-Kind, World-Class Education and Research Center70,000 SF Research and Training Center350 Room, 3-Star Hotel

• $65 Million Project – Private Funding

• HSC CPE to Manage Research and Training Center

• Projected Occupancy – August 2007

ComponentsComponents

• Surgical Skills Lab – 12,000 SF40 Workstations

• Simulation Center/Virtual Hospital – 4,000 SFEmergency Room (ER)Operating Room (OR)Intensive Care Unit (ICU)Standard Patient Room

Components (continued)Components (continued)

• AuditoriaTwo fixed, tiered auditoria

2,500 SF / 100 Persons 1,500 SF / 50 Persons

• Concept Development Laboratory – 2,500 SFPrototype development for:

Robotics Minimally Invasive Surgery Image-Guided Surgery Computer-Assisted Surgery

Components (continued)Components (continued)

• Center for Research in Healthcare Education2,500 SF Interdisciplinary Research

Proposal Preparation Designing Studies Data Collection Manuscript Preparation

Project BenefitsProject Benefits

• Create National and International Prominence for USF

• Create New Revenue Sources to Support the HSC Research and Education Missions

• Expand Scope of Continuing Education Programs

Project Benefits (continued)Project Benefits (continued)

• Increase Clinical Research OpportunitiesRoboticsBiomedical TechnologyImage-Guided Surgery

• Contribute to Economic Development Initiatives of the City of Tampa