UNIVERSITY OF VIRGINIA
BOARD OF VISITORS
MEETING OF THE
MEDICAL CENTER
OPERATING BOARD
FOR THE UNIVERSITY OF
VIRGINIA MEDICAL CENTER
February 21, 2013
UNIVERSITY OF VIRGINIA
MEDICAL CENTER OPERATING BOARD
Thursday, February 21, 2013
8:30 - 11:30 a.m.
Auditorium of The Harrison Institute/
Small Special Collections Library
Committee Members:
Edward D. Miller, M.D., Chair
Helen E. Dragas
Victoria D. Harker
Andrew K. Hodson, MB.Ch.B
William P. Kanto Jr., M.D.
Constance R. Kincheloe
Ex Officio
Teresa A.
Steven T.
Dorrie K.
Robert S.
Members:
Sullivan
DeKosky, M.D.
Fontaine
Gibson, M.D.
Stephen P. Long, M.D.
Vincent J. Mastracco Jr.
Charles W. Moorman
The Hon. Lewis F. Payne
Patrick D. Hogan
R. Edward Howell
John D. Simon
AGENDA
I.
II.
OPENING COMMENTS FROM THE CHAIR
EXECUTIVE SESSION
● Discussion of proprietary, business-related
information pertaining to the operations of the
Medical Center, where disclosure at this time would
adversely affect the competitive position of the
Medical Center, specifically:
– Strategic personnel, financial, and market and
resource considerations and efforts, including
potential joint ventures or affiliations,
outreach, potential sale of a related entity,
Center of Excellence business plan, and other
marketing and growth efforts, long range
financial plan assumptions and operating and
capital budget assumptions, report on the
performance of Culpeper Regional Hospital, review
of Health System Clinical Strategy Performance
Dashboard, and other performance measures and
metrics;
– Confidential information and data related to the
adequacy and quality of professional services,
competency, and qualifications for professional
staff privileges, and patient safety in clinical
care, for the purpose of improving patient care;
– Consultation with legal counsel regarding
compliance with relevant federal and state legal
requirements, licensure, and accreditation
standards, and ongoing litigation and arbitration
matters; all of which will involve proprietary
business information and evaluation of the
performance of specific personnel.
III.
The relevant exemptions to the Virginia Freedom of
Information Act authorizing the discussion and
consultation described above are provided for in
Section 2.2-3711(A)(1), (6), (7), (8) and (22) of the
Code of Virginia. The meeting of the Medical Center
Operating Board is further privileged under Section
8.01-581.17 of the Code of Virginia.
REPORTS BY THE VICE PRESIDENT AND CHIEF EXECUTIVE
OFFICER OF THE MEDICAL CENTER (Mr. Howell)
PAGE
A.
Graduate Medical Education (Mr. Howell to
introduce Susan E. Kirk, M.D.; Dr. Kirk to
report)
1
B.
Vice President’s Remarks
9
C.
Operations and Finance Report (Mr. Howell to
introduce Mr. Robert H. Cofield and Mr. Larry L.
Fitzgerald; Mr. Cofield to report on Operations;
Mr. Fitzgerald to report on Finance)
10
D.
Capital Projects
27
E.
Health System Development (Mr. Howell to
introduce Ms. Karen Rendleman; Ms. Rendleman to
report)
30
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
February 21, 2013
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
III.A.
ACTION REQUIRED:
None
Graduate Medical Education
BACKGROUND: Susan E. Kirk, MD is the Designated Institutional
Official and Associate Dean for Graduate Medical Education (GME)
at the University of Virginia Health System, where she is also
jointly appointed as an Associate Professor in Internal Medicine
and Obstetrics and Gynecology. She is a graduate of Douglass
College and Rutgers Medical School. She completed her
internship and residency, and was chief resident in Internal
Medicine, at the University of North Carolina Chapel Hill. At
the University of Virginia she completed a fellowship, and is
currently board certified in Endocrinology. Her area of
clinical expertise is in diabetes and pregnancy. She is codirector of the High Risk Obstetrical Diabetes Clinic.
The University of Virginia Medical Center continues to
provide one of America’s most highly regarded GME specialty
residency and fellowship training programs. In the past twelve
months, we have experienced the beginning of significant changes
to the evaluation of our trainees’ competence. In addition, an
entirely new infrastructure to assess their involvement in
issues of quality and patient safety has been implemented.
However, our mission remains the same. It is within GME that we
have the opportunity to secure the future of medicine with those
we are training. In the coming year, we will face renewed
challenges of physician workforce needs and healthcare reform.
Therefore, maintaining our excellence in GME at the University
of Virginia and identifying its role in the strategic plan of
the Health System is critical.
The Medical Center has 780 residents and fellows
participating in 105 training programs – 68 programs accredited
by the Accreditation Council for Graduate Medical Education
(ACGME), 31 additional fellowships (non-accredited or accredited
by other than the ACGME), one ADA-accredited dentistry program,
and five paramedical programs in chaplaincy, clinical laboratory
medicine, clinical psychology, pharmacy, and radiation physics.
1
Two significant regulatory changes were mandated by the
ACGME this past year: the Next Accreditation System (NAS) and
the Clinical Learning Environment Review (CLER). With the
implementation of NAS, training programs will begin to evaluate
their residents based on expectations of their developmental
progress (Milestones). Moreover, the ACGME will evolve from
accreditation cycles and site visits to periods of self-study
with annual reporting. The CLER program will center on
evaluation of the Medical Center’s leadership involvement in and
responsiveness to issues of quality and patient safety as they
pertain to GME. Unannounced site visits have begun and will be
performed every 18 months at all academic medical centers. We
expect our visit to occur in the next 12 months. Both the GME
Office and Committee (GMEC) have prepared for these changes, and
we are well positioned to assist in their implementation.
DISCUSSION:
GME Trainee Statistics
The training year for residents and fellows generally runs
July to June, although several programs are slightly off-cycle.
Medical, dental, and clinical psychology residents are appointed
annually and reappointed through the Credentials Committee.
Statistics for fiscal year 2013 are as follows:
Departing Housestaff:
Completed training program*
Transferred to another program
Not reappointed for academic reasons
Resigned for personal or academic reasons
Terminated from program
205
32
0
4
0
* Of the 205 residents completing training, 22 were
appointed to faculty positions.
New Appointments
240
Reappointments
524
Accreditation Status
Accreditation of GME and the institution’s GME program is
provided by the ACGME. Accreditation is accomplished through a
peer review process and is based upon standards and guidelines
2
established by 26 specialty-specific committees known as
Residency Review Committees (RRCs). Accreditation of the
institution is reviewed and granted by the Institutional Review
Committee (IRC). Two new applications for accreditation were
submitted by subspecialty fellowships: Hand Surgery
(Orthopedics), and Emergency Medical Services.
Until July 2013, the current accreditation (or
reaccreditation) process remains in place. The accreditation
status of our programs is as follows:

All 68 programs accredited by the ACGME and the Institution
have full accreditation
– 21 core residency programs
– 47 subspecialty/fellowship programs
Program success can be measured in part by the length of
the accreditation provided by the ACGME and the RRCs. Of the 68
Accredited Programs, 84% of our programs have been transitioned
into the NAS Self Study program or have very favorable cycle
lengths (four to six years). In 2012, there was an 11% increase
in programs receiving this cycle length or being transitioned to
the new program.






Moved into the NAS Self-Study – 30 programs with self-study
cycles ranging up to twelve years
Five-year accreditation -- 19 programs
Four-year accreditation –- eight programs
Three-year accreditation -- nine programs
2.5-year accreditation – one program
Two-year accreditation -- one program
Of the 13 programs that received an official Letter
Notification from the ACGME in 2012, two were moved into
self-study program, four received five-year cycles, four
received four-year cycles, and three received three-year
Our average cycle length for programs increased again to
highest ever, to 4.4 years.
of
the
cycles.
its
All programs that received citations were required to
submit corrective action plans to the Medical Center GMEC.
The institution remains on a rigorous mid-cycle review of
its GME programs. There were nine internal reviews completed
for ACGME programs in 2012, and an additional 10 are scheduled
through June 2013. We instituted internal audits of our nonACGME accredited programs during the past year as well, to
3
ensure that they are compliant with institutional standards.
After July 2013, the institution will transition to annual
reporting of the status of its programs.
National Match
The Medical Center participates in the National Residency
Matching Program. Participation is required for programs
offering Post Graduate Year One positions and available to
programs offering Post Graduation Year Two positions. Thirty
programs, offering 150 positions, participated in the 2012 Match
(18 categorical programs, three preliminary programs, one
primary program, and eight advanced programs). Five positions in
three programs were unfilled at the time of the match, but they
were successfully filled within one day. Of special note, 21
programs obtained 1-2 of their top 20 ranked applicants.
Additionally, 20% of the matched applicants were from
Commonwealth of Virginia medical schools and 19 were graduates
of the University of Virginia.
Finance
The total direct budget for GME programs for fiscal year
2013 is $48,749,181. Funds to support this program come from
Medicare, Medicaid, other government or industry sources, and
the Medical Center.
In addition to continuing to fund innovative programs to
support education, such as the Master Educators Award, the GME
Innovative Grant Program, and the Certificate Program, the
Medical Center increased salaries and benefits for all graduate
medical trainees in July 2012 to remain competitive with GME
programs nationally.
4
University of Virginia Housestaff Salaries
Effective July 1, 2012 - June 30, 2013
50th
Percentile Weighted Mean
All Regions* South Region*
Program
Level
UVA
Annual
Salary
Medical/Dental
PGY 1
$50,500
$49,651
$47,549
PGY 2
$51,500
$51,428
$49,057
PGY 3
$53,700
$53,454
$50,672
PGY 4
$57,450
$55,750
$52,466
PGY 5
$58,000
$57,873
$54,613
PGY 6
$59,400
$59,991
$56,819
PGY 7
$61,100
$62,007
$58,543
PGY 8
$63,000
$64,872
$59,810
PGY 1
$30,900
PGY 2
$31,880
PGY 3
$32,850
PGY 4
$33,775
PGY 1
$45,670
PGY 2
$48,250
PGY 1
$34,400
PGY 2
$36,275
Chaplain
Pharmacy
Clinical
Psychology
*2012 AAMC Survey on Stipends, Benefits and Funding
GME in Quality and Patient Safety
Clinical Learning Environment
In 2012, the Designated Institutional Official (DIO) and
GMEC assumed a more active role in reviewing issues related to
quality and patient safety within the training environment.
This was not only to remain compliant with the new CLER program
initiated by the ACGME, but also to have a more robust system
5
for investigation of incidents involving GME trainees and
implementation of corrective action plans within our own
institution. The CLER subcommittee of the GMEC was formed with
representation from GME Leadership, School of Medicine faculty,
GME trainees, and Nursing. Where issues have been identified,
the program director has been instructed to evaluate the
learning environment of his or her trainees, and, if corrective
action plans are needed to improve patient safety, to implement
them and report back to the GMEC.
Resident Supervision and Evaluation
The Supervision Policy of the GMEC was strengthened to remain
compliant with ACGME requirements, as well as to better define
the expectation of attending physicians. The policy mirrors
changes to Medical Center Policy 304: ―Responsibilities of
Attending Physicians on Inpatient Services.‖
The evaluation of GME trainees will undergo significant
change in 2013, as seven specialty programs (Emergency Medicine,
Medicine, Neurosurgery, Orthopedic Surgery, Pediatrics,
Diagnostic Radiology, and Urology) move to the implementation of
Milestones. These markers measure the progress of trainees in
all areas of competency (Medical Knowledge, Patient Care,
Professionalism, Interpersonal and Communication Skills,
Practice-based Learning and Improvement, and Systems-Based
Learning) and have been developed by the national certifying
organizations in partnership with the ACGME. The GMEC has
developed a task force to oversee and assist programs during the
transition. All remaining specialties will convert to Milestone
evaluations in 2014, with subspecialty fellowships transitioning
thereafter.
Resident Participation in Quality Initiatives
At the institutional level, both mandatory and voluntary
educational initiatives involving Quality and Patient Safety are
offered. All incoming residents are required to take part in
the following educational activities: Abuse or Neglect,
Prevention and Investigation; Advanced Care Planning; Blood Gas
Sample Identification; Blood-borne Pathogen and Infection
Control; Pain Management; Acute Care Insulin Administration;
Fatigue Management; and Procedural Sedation. They also must
complete mandatory computer-based learning modules on Basic
Quality and Patient Safety issues. The Medical Center also
offers elective education in our Institutional Lecture Series
that covers such important topics as Physician Wellness, Metrics
and Process Improvement, Sentinel Events, and Ensuring Patient
Safety.
6
Each individual residency or fellowship program must offer
training in Quality and Patient Safety as part of their standard
curricula. For some, it is offered in traditional settings such
as Morbidity and Mortality conferences. Others have developed
highly sophisticated systems to meet the competencies of
Practice Based Learning and Improvement and Systems Based
Practice.
Trainees are encouraged to develop their own individual
learning portfolios, and to include such items as self-initiated
Practice Based Learning and Improvement projects or chart
reviews, thereby documenting their own involvement in Quality
and Patient Safety issues. In addition, the Housestaff Council,
with broad membership from many of the core residencies and
subspecialty fellowships, participates in these areas. The
Housestaff Council ensures participation by trainees on key
Medical Center and School of Medicine Committees, including both
the standing committees of Quality and Patient Safety. The
Housestaff Council Co-Presidents also represent the trainees in
key leadership committees, such as the Clinical Staff Executive
Committee, where Quality and Patient Safety issues are discussed
monthly.
Innovations in GME
GME Innovative Grant Program
The GME Innovative Grant Program continues to recognize
projects designed by School of Medicine faculty who attempt to
improve resident education. The 2011-12 Grant Program Award was
given to Dr. Patrick Northup in Gastroenterology for a proposal
designed to evaluate the competency of trainees in procedurebased specialties - ―Development, Implementation, and Validation
of an Electronic, Milestone-Based Procedure Evaluation System
for the Procedural Medical Subspecialties‖ (Pat Northup, MD,
MHS, Principle Investigator, and Curtis Argo, MD, MHS, Bryan
Sauer, MD, MHS, and Andrew Wang, MD, Sub-investigators). The
GME Grant Review Committee continues to place high value on
those projects that not only demonstrate practices which can be
shared with or utilized by other GME programs within the
institution, but also address the ACGME competencies in a novel
manner.
Sixth Annual GME Research Day
The Sixth Annual GME Research Day was held in November
2012. Oral presentations were made by winners of GME Innovative
Grant Awards and included a resident who had helped design a new
device to improve percutaneous delivery of nutrition.
7
Additionally, a poster session featured 15 presentations from
GME Trainees who used pay-for-performance funds received for the
Discharge-By-Noon program to support research projects.
Master Educator Awards
The 2011 Master Educator Award winners were John Gazewood,
MD, Family Medicine and Andy Wolf, MD, Internal Medicine. Among
a historically robust group of qualified applicants, Drs.
Gazewood and Wolf both embodied the impressive commitment to
teaching GME trainees in multiple environments with demonstrated
success.
GME Certificate Program
Enhancements to the GME Certificate Program in 2011-12
contributed to the continued popularity and success of this
unique offering. This past year saw a record 14 trainees
achieving completion of the four course series. Each semester’s
offerings continue to achieve capacity. This program has become
an embedded requirement in a number of our training programs,
the added value thereof being recognized by both trainees and
programs.
Support of Program Directors and Coordinators
●
●
●
●
Partial salary support is provided to Program Directors
based on number of trainees per program.
The GME Office continues to support two junior program
directors per year to travel to national GME conferences.
The GME Office has instituted a monthly training schedule
for the Program Coordinators in areas such as scheduling,
duty hour tracking, Electronic Residency Application
Service, and reporting to Medicare and Medicaid services.
The GME Office provides additional support through its
continued participation in the robust monthly GME
Coordinator Council meetings, GME Committee meetings, and
Housestaff Council meetings. The GME Office staff
continues to collaborate with the GME community in the
following areas: program coordinator professional
development, program scheduling process simplification, and
increased access for all GME trainees to resources from
mental health and stress management to spouse and partner
employment assistance.
8
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
February 21, 2013
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
III.B.
ACTION REQUIRED:
None
Vice President’s Remarks
BACKGROUND: R. Edward Howell has been the Vice President and
Chief Executive Officer of the University of Virginia Medical
Center since February 2002. Prior to joining the University of
Virginia, he served for eight years as Director and CEO of the
University of Iowa Hospitals and Clinics. He has over 30 years
of experience in administration and leadership of academic
medical centers.
DISCUSSION: The Vice President and Chief Executive Officer of
the Medical Center will inform the Medical Center Operating
Board of recent events that do not require formal action.
9
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
February 21, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
III.C.
ACTION REQUIRED:
None
Operations and Finance Report
BACKGROUND: The Medical Center provides an update of
significant operations of the Medical Center occurring since the
last MCOB meeting. The Medical Center prepares a periodic
financial report, including write-offs of bad debt and indigent
care, and reviews it with University leadership before
submitting the report to the MCOB.
Robert H. (Bo) Cofield has served as the Medical Center’s
Associate Vice President for Hospital and Clinics Operations
since February 2010. In this position, he is responsible for
the effective daily operations of the Medical Center’s inpatient
and outpatient clinical services. Before coming to the
University of Virginia he served for 10 years in a variety of
leadership roles at the University of Alabama at Birmingham
Health System.
Larry L. Fitzgerald is the Medical Center’s Associate Vice
President for Business Development and Finance. He has held
similar positions with the University of Pittsburgh Medical
Center and American Medical International. He has extensive
experience with health care mergers and acquisitions, the
Medicare and Medicaid programs, and strategic planning.
OPERATIONS REPORT
Clinical Operations
Ambulatory Operations
UVA Care Connection celebrated its third anniversary on
January 3, 2013. Since inception, it has made over 21,200
appointments and has expanded services to UVA Student Health,
University Physicians Group, Culpeper Regional Hospital,
selected community businesses, HealthGrades, and MedExpress.
During the second quarter of fiscal year 2013, Care Connection
further expanded operations to include making follow-up
appointments for discharged inpatients and patients seen in the
10
Emergency Room. Of the 6,435 appointments made to date during
fiscal year 2013, 10.3% (665) resulted from searches made
through the HealthGrades Patient Direct Connect Program site and
3.8% (246) were referrals from MedExpress Urgent Care
facilities.
Patient Care Services
The UVA Heart Health at Home program was initiated in early
December with the goal of reducing readmissions. The program
focuses on follow-up home visits after discharge to better
assess and proactively address the patient’s status and to
ensure the patient’s understanding of and compliance with
discharge instructions. To date, 14 patients have enrolled in
this program.
Clinical Ancillary Services
Endoscopy/Bronchoscopy
Bronchoscopy implemented a navigational bronchoscopy which
allows for a more targeted, image based approach to collecting
biopsy tissue. Endoscopy acquired a holmium laser device for
the treatment of complicated biliary stones.
Medical Laboratories
In response to an October backorder notification from its
source of primary influenza testing reagents, the Medical
Laboratories proactively acquired new technology and implemented
an alternative on-demand, rapid testing methodology for
influenza. As of December 30, 2012, approximately 650 patient
samples have been tested for influenza with 18% positive for
influenza A and 2.6% positive for influenza B.
Imaging Services
Imaging Services completed implementation of several new
technology enhancements. Replacement of one of the Medical
Center’s two Interventional Neuro-Radiology suites was completed
to enhance diagnostic imaging and therapeutic treatment of
neurologic conditions including stroke. Breast tomosynthesis
technology was incorporated into mammography screening protocols
for more effective imaging of patients with dense breast tissue.
The 3-D technology significantly reduces or often eliminates the
tissue overlap effect commonly seen on routine mammograms. The
multi-year renovation of the Radiology Department in University
Hospital East was completed with the renovations of the waiting
11
room, reading rooms, diagnostic radiology suite, ultrasound
suite, nursing/patient preparation space, film management,
corridors, and offices.
Pharmacy Services
The Barringer Outpatient Pharmacy launched a new ―Central
Fill Pharmacy Service‖ which utilizes the existing Barringer
Pharmacy space and inventory to fill all non-waiting, to be
mailed, and specialty drug items during off-hours. The project
goal is to provide more timely services during regular business
hours and to reduce overall wait times for both outpatients and
soon to be discharged inpatients. The Barringer Pharmacy also
improved its mail delivery service capabilities to enable a
larger number of prescriptions to be delivered directly to
patients’ homes.
The Barringer and Emily Couric Comprehensive Cancer Center
retail pharmacies were identified as the specialty pharmacy
providers of choice for the University of Virginia Health Plan.
The pharmacies are able to leverage better pricing to provide
University of Virginia employees and patients with the best
possible value on specialty medications.
Community Outreach
In the final quarter of calendar year 2012, the Medical
Center participated in a number of community events through
sponsorship, committee organization, or as recipients of awards
announced by the non-profit agency. These events included:

The American Cancer Society Gala for which the Health
System provided volunteer staff and financial support.
This annual event was attended by 300 local guests and
raised over $140,000 for the local chapter. The Health
System is a major benefactor of awards of research funds
from the Society.

This year’s annual March of Dimes Chef's Auction, which was
led by Medical Center senior management, hosted 275
participants and contributed over $60,000 to support the
mission of assuring all babies are born healthy. This
event, with the regional Baby Walks, provides the majority
of local funding for the Piedmont-Shenandoah Valley
Division. In 2011, Dr. Sara Kucenas was awarded $150,000
from the March of Dimes for her work in genetic analysis of
the human nervous system and birth defects.
12

Ryan Zimmerman's ―Strike Down Multiple Sclerosis‖ event was
held this past October and raised over $75,000 to support
MS research. This annual event has provided over $757,000
to the Department of Neurology MS Program for clinical and
research activities.

Each year the Virginia Arthritis Foundation recognizes an
individual for his or her educational efforts, research,
and clinical work with arthritis. In October, Dr. James
Browne, Assistant Professor, Orthopedic Surgery, and Dr.
Robert Wilder, Department Chair, Physical Medicine and
Rehabilitation, were honored.
Environment of Care
Facilities
Three of the six planned Intensive Care Unit refurbishments
have been completed.
Arts Committee
The University of Virginia Health System Arts Committee
presented an exhibition entitled ―Contemporary Realism in
Watercolor‖ by Christopher Wynn in the University Hospital lobby
from November 2, 2012 to January 11, 2013.
Patient & Guest Services
The Lights of Love Tree Lighting and Caroling event was
held in the Emily Couric Clinical Cancer Center lobby on
Wednesday, December 5. Music was provided by the St. Anne'sBelfield School's Element of Sound and TrebleMakers. Handmade
ornaments were purchased for the tree in recognition of those
who had added a special light to the givers' life. All proceeds
supported the mission of the UVA Hospital Auxiliary.
National Patient Transport Week took place in November, and
the dedication of hospital-based patient transporters and
greeters, as well as other Patient and Guest Services staff
throughout the Health System, were recognized.
Parking
In an effort to enhance the patient and visitor way finding
experience, floor levels in the Lee Street Garage were changed
13
to provide consistency when traveling from the 11th Street Garage
across the link into the Lee Street Garage. Information was
provided to patients and visitors to explain the changes.
Signage in both garages is now color coded by garage.
Environmental Services
Environmental Services team leaders and housekeepers
created and produced a motivational video on the importance of
bed turn times to improving patient progression. The video has
been featured nationally by Crothall Healthcare.
Human Resources
Compensation
Market assessment reviews were completed and adjustments
are planned, effective February 3, 2013, for select Medical
Center positions based on a comprehensive analysis of the
market. The annual cost of these market adjustments is over $2
million. This cycle will include adjustments to those positions
that are impacted by the new hiring rate minimum of $11.30 per
hour to stay in alignment with the University. The annual cost
of this adjustment is over $397,000. As a result of this
review, 52.6% of employees will be eligible for a market
adjustment and 14.2% of employees will receive a new hiring rate
adjustment.
Recruitment
A new approach to recruitment was implemented with the
primary focus on mission critical positions. This enables the
Medical Center to focus on strategic hiring and give the most
attention to those areas which use contract labor (e.g.,
traveling nurses) or have high vacancy rates. Hiring managers
were trained on a new Fit for Hire interviewing tool from
TestSource. This is a behavioral testing instrument designed to
assess how well a candidate aligns with the values of an
organization.
Employee Wellness
As part of the University of Virginia’s investment in
comprehensive wellness programs to improve the health and wellbeing of the 13,000 employees enrolled in the UVA Health Plan,
the University of Virginia WorkMed program conducted its second
biometric screening event. The screening encouraged a
significant number of participants to pursue other health and
14
wellness services offered by Medical Center entities such as
Care Connection, Faculty Employee Assistance Program, and Club
Red. Highlights of the biometric screening event include:




4,298 participants, a 17% increase from fiscal year 2012
Of the 4,298 participants, 1,926 were UVA Health System
employees or spouses
Expanded biometric screening included health and wellness
coaching for all participants
2,656 flu shots were provided during the event
Employee Engagement
The annual employee engagement pulse survey will be
conducted February 4 through February 18. Managers have been
encouraged to personally engage with their employees and to
ensure we are addressing their needs as an organization. The
Health System also selected a new employee engagement vendor to
assist in administering the survey and provide consulting on
employee engagement initiatives.
Organizational Development
A new onboarding tool was implemented with the goal of
welcoming new hires to the organization in a more engaging
format. New hires are ―invited‖ to complete all required
paperwork online and to access important orientation
information, including information about their benefits package
and our organization, online. The onboarding tool is fully
integrated with PeopleSoft, and users never need to fill out
information already submitted through the application process
(name, address, etc.). Reductions in errors and paper use have
been achieved by the direct interface between the vendor and
PeopleSoft. The tool also facilitates delivery of consistent
messages to all new hires and provides a mechanism for new hires
to refer back to the information at their convenience. The
system also automates multiple workflows and emails sent to
managers and departments involved with orientation (e.g.,
Parking, ID Badge, and Employee Health).
The Uteam Leadership Academy Informal Leader program
graduated another 40 employees. This three month program is
intended to help employees who do not currently hold formal
leadership roles but lead others informally or play a
significant part in facilitating the success of their area.
Participants have reported a change in their own behavior up to
95% of the time. The fourth cycle of the New Leader Orientation
15
program is also under way. Medical Center executive leaders act
as facilitators for this program, which provides an opportunity
for attendees to learn how to be a successful manager at the
Medical Center in an intimate educational setting with
meaningful dialogue. Three separate classes on Best Practices
in Management were completed in December. The topics presented
were based on issues identified in past employee engagement
surveys. Participants obtain tools that they can immediately
implement on topics such as trust, engagement, managing change,
accountability, and developing and recognizing employees.
Uteam Meetings
In December 2012, 14 Uteam meetings were held across the
Health System to share clinical strategy and accomplishments to
date. Health System leadership shared their collective vision
of our recent successes and future expectations as a Health
System. Presentations were made by Ed Howell, Robert Cofield,
Brad Haws, Jonathon Truwit, and Lorna Facteau.
Numerous activities recognizing the contributions of Health
System employees occurred over the past several months. Some of
these events included:

Employee holiday celebrations were held throughout the
first three weeks of December and included employees from
the Medical Center, School of Medicine, University
Physicians Group, School of Nursing, and Health Sciences
Library. Celebrations included senior leaders from across
the Health System serving employees a traditional holiday
luncheon and recognition activities which encouraged peer
to peer recognition on recognition trees and trivia
raffles.

In partnership with the Charlottesville Downtown Mall
Association, employees enjoyed discounts at participating
retailers on the Downtown Mall as well as hot chocolate and
horse drawn carriage rides. Also, the Belk department
stores provided employees a night of shopping with extended
discounts, prizes, and food. Employees and their family
members collectively saved over $40,000 in one day of
holiday shopping. Additional Uteam employee discounts were
announced, giving employees additional opportunities to
save money for being an employee of the Health System.

The launch of the updated Uteam Recognition and Rewards
Program was conducted on December 4. Medical Center
leaders were provided a new Uteam celebration toolkit,
16
which offers leaders a variety of tools to effectively and
consistently recognize and reward their employees. The
leaders engaged in discussions and learned from industry
experts simple strategies to effectively move their
units/departments forward with recognition and rewards.

In conjunction with the Malcolm Cole Child Care Center,
employees enjoyed a December Date Night. Employees
registered their children at the Child Care Center for a
Friday evening from 6:30 to 10:00 p.m. Certified child
care providers organized programs for all age groups so
parents could have an evening to enjoy shopping or relaxing
as they prepared for the holidays.

The Health System Hoos program was launched to provide
Health System employees an opportunity to purchase season
tickets for UVA Women’s Basketball. The initial goal of
200 participants was significantly exceeded, with over 500
employees attending the opening game. The games have been
used to recognize and reward employees of the month,
nursing award winners, and Outstanding Contributor award
winners. In the first quarter of calendar year 2013, focus
will be on recognition of Health System faculty and staff
from the Club Red program and the Emily Couric Clinical
Cancer Center.

Employee of the Month celebrations were held and 11 ―You
Make A Difference‖ certificates were distributed to
recognize individuals nominated by their peers.

Over 40 retirement celebrations were held for employees,
all of whom had over 20 years of service with the Medical
Center.
Quality and Performance Improvement
Quality and Patient Safety Initiatives
The College of American Pathologists (CAP) accreditation
inspections of the Medical Laboratories and the University
Hospital Point of Care Testing Program were conducted in
November by 19 inspectors from the Henry Ford Hospital. They
were joined by two inspectors representing the American
Association of Blood Banks to perform a combined inspection of
the Medical Center’s Transfusion Services. Although some minor
deficiencies were noted, the Inspector’s Summation Report found
the attention to quality and detail to be excellent and that the
laboratories are well-run, efficient operations. In December,
the first College of American Pathologist inspection of the
17
Cytotherapy Laboratory occurred. This laboratory, which
supports the Stem Cell Transplant Program, also was praised by
the inspectors.
The UVA Pediatric Catheter-Associated Blood Stream
Infection (CA-BSI) team recently received the Charles L. Brown
Award for their work to reduce the rate of catheter associated
blood stream infections in the pediatric units.
Continuum Home Health completed an unannounced, four-day
Medicare home health survey in November and did not receive any
recommendations. This is the third consecutive year that
Continuum has had an unannounced Medicare survey with a perfect
result.
The Joint Commission notified the Medical Center in January
that it has successfully demonstrated compliance to all heart
failure certification requirements and has awarded the Medical
Center with The Joint Commission Heart Failure Disease Specific
Certification.
Recognition and Awards
To address the unique challenges faced by cancer patients
in rural areas, communities and organizations throughout
Appalachia and Southwest Virginia are partnering with the UVA
Cancer Center to create a virtual hospital — The Cancer Center
Without Walls. This effort is designed to better provide
patients with advanced cancer care and clinical trials close to
home. Funding for the center comes from an 18-month, $965,000
grant awarded by the Virginia Tobacco Indemnification and
Community Revitalization Commission.
FINANCE REPORT
After five months of operations in fiscal year 2013, the
operating margin for all business units was 5.2%, which was
above the budget of 5.0%. However, the fiscal year 2013
operating margin was impacted favorably by a net credit of $7.7
million, a non-recurring expense adjustment resulting from a
litigation settlement with a vendor. The operating margin for
all business units would have been 3.7% without this adjustment.
The Transitional Care Hospital was profitable for the first five
months of the fiscal year.
During the first five months of the fiscal year, inpatient
admissions were 2.4% below budget and 1.4% above the prior year.
18
Average length of stay was 5.72 days, which was above the budget
of 5.50 days but below the prior year’s 5.82 day average length
of stay. Observation patients, outpatient clinic visits, and
surgeries performed at the Outpatient Surgery Center were above
budget and above the prior year. Capacity at the Outpatient
Surgery Center increased with the addition of two modular
operating rooms in June 2012.
Total operating revenue for fiscal year 2013 through
November was 1.7% below budget and total operating expenses were
2.0% below the budget. Excluding the impact of the litigation
settlement, expenses would have been slightly above budget.
Total paid employees, including contracted employees, were
101 below budget.
FY 2012
Employee FTEs
Salary, Wage and
Benefit Cost per
FTE
Contract Labor FTEs
Total FTEs
FY 2013
6,386
6,641
$73,972
$76,283
2013 Budget
6,823
$76,584
223
250
171
6,609
6,892
6,993
OTHER FINANCIAL
The Financial Accounting Standards Board has made a change
in the reporting requirements for bad debt expense. Rather than
report bad debt as an expense item, the estimate of amounts that
a hospital does not expect to collect must be deducted from
gross patient revenue as part of the calculation of net patient
revenue. In accordance with generally accepted accounting
principles, in fiscal year 2013 we have begun recording bad debt
as a reduction to gross revenue rather than as an expense.
The Anthem provider contract terminates for both the
Medical Center and the University Physicians Group on December
31, 2014. Over 18% of the Medical Center’s net revenue is
received through the Anthem contract. Anthem has taken an
aggressive stance against increases to payments with providers
19
in Virginia over the last year. In January, Mary Washington
Hospital went through a period of being a non-participating
provider with Anthem before the two organizations came to terms.
The Virginia Commonwealth University Medical Center recently
agreed to provider contract terms with Anthem but only after a
lengthy and difficult negotiation. We made a rate proposal to
Anthem which will meet our financial requirements. At this
time, Anthem has not responded to our proposal.
The American Taxpayer Relief Act of 2012 (ATRA) was signed
into law on January 2, 2013. It has a number of provisions that
impact the financing of health care. If sequestration should
result, Medicare payments to the Medical Center will be reduced
by $8 million over the next 12 months. ATRA halted the 26.5%
cut to Medicare physician payments, but the money to pay for the
increased payment to physicians is funded largely by new
reductions in hospital payments. We do not have enough detailed
information at this time to calculate the impact to the Medical
Center.
WRITE-OFF OF BAD DEBTS AND INDIGENT CARE
Indigent care charges totaling $115.0 million for the
period July 1, 2012 through November 30, 2012, have been written
off. Recoveries during this period totaled $22.3 million.
Bad debt charges totaling $22.2 million have been written
off during the period from July 1, 2012 through November 30,
2012. During this same period, $7.1 million was recovered
through suits, collection agencies, and Virginia refund set-off.
20
University of Virginia Medical Center
Income Statement
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
Net patient revenue
Other revenue
Total operating revenue
Operating expenses
Depreciation
Nov-11
Operating income (loss)
Nov-13
Nov-13
$410.5
$443.7
$472.8
$481.3
12.5
16.9
20.2
20.5
$423.0
$460.6
$493.0
$501.8
370.7
406.0
428.7
438.3
23.8
28.9
32.6
32.5
3.3
2.9
5.9
5.8
Interest expense
Total operating expenses
Nov-12
Budget/Target
$397.8
$437.8
$467.2
$476.6
$25.2
$22.8
$25.8
$25.2
Non-operating income (loss)
$36.7
($5.3)
$12.3
$6.7
Net income (loss)
$61.9
$17.5
$38.1
$31.9
Principal payment
$8.7
$8.8
$9.6
21
$9.6
University of Virginia Medical Center
Balance Sheet
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
Nov-11
Nov-12
Nov-13
Assets
Operating cash and investments
$115.8
$58.2
$156.5
97.5
125.9
128.2
Property, plant and equipment
610.9
686.1
741.4
Depreciation reserve and other investments
233.1
198.2
227.0
Endowment Funds
362.0
396.2
428.3
Other assets
183.2
228.9
219.1
$1,602.5
$1,693.5
$1,900.5
$14.3
$17.7
$22.1
93.9
90.3
101.3
Long-term debt
330.6
315.6
400.5
Accrued leave and other LT liab
149.2
138.3
138.9
$588.0
$561.9
$662.8
$1,014.5
$1,131.6
$1,237.7
$1,602.5
$1,693.5
$1,900.5
Patient accounts receivables
Total Assets
Liabilities
Current portion long-term debt
Accounts payable & other liab
Total Liabilities
Fund Balance
Total Liabilities & Fund Balance
22
University of Virginia Medical Center
Financial Ratios
Most Recent Three Fiscal Years
Description
Nov-11
Operating margin (%)
Nov-12
Nov-13
Budget/Target
Nov-13
6.0%
4.9%
5.2%
5.0%
13.5%
3.8%
7.5%
6.3%
2.0
1.7
2.3
2.4
177.6
144.0
178.3
190.0
Gross accounts receivable (days)
46.1
49.0
50.6
45.0
Annual debt service coverage (x)
7.4
4.2
4.9
5.2
33.6%
30.0%
33.1%
31.8%
6.8%
7.3%
8.2%
8.0%
Total margin (%)
Current ratio (x)
Days cash on hand (days)
Debt-to-capitalization (%)
Capital expense (%)
University of Virginia Medical Center
Operating Statistics
Most Recent Three Fiscal Years
Description
Nov-11
Nov-12
Nov-13
Budget/Target
Nov-13
Acute Admissions
11,571
11,772
11,941
12,231
Patient days
69,932
70,160
70,469
70,655
3,733
4,239
4,520
4,163
6.05
5.82
5.72
5.50
283,769
318,985
320,782
315,356
24,373
25,903
25,888
25,948
2.04
2.14
2.05
2.08
6,282
6,609
6,892
6,993
SS/PP Patients
Average length of stay
Clinic visits
ER visits
Medicare case mix index
FTE's (including contract labor)
23
University of Virginia Medical Center
SUMMARY OF OPERATING STATISTICS AND FINANCIAL PERFORMANCE MEASURES
Fiscal Year to Date with Comparative Figures for Prior Year to Date - November FY13
OPERATING STATISTICAL MEASURES - November FY13
ADMISSIONS and CASE MIX - Year to Date
Actual
Budget
% Variance
ADMISSIONS:
Adult
Pediatrics
Psychiatric
Transitional Care
Subtotal Acute
10,186
1,159
477
119
11,941
10,262
1,319
506
144
12,231
(0.7%)
(12.1%)
(5.7%)
(17.4%)
(2.4%)
9,937
1,286
488
61
11,772
4,520
4,163
8.6%
4,239
Total Admissions
16,461
16,394
0.4%
16,011
Adjusted Admissions
22,229
22,714
(2.1%)
21,585
Short Stay/Post Procedure
CASE MIX INDEX:
All Acute Inpatients
Medicare Inpatients
1.92
2.05
1.95
2.08
OTHER INSTITUTIONAL MEASURES - Year to Date
Actual
Budget
% Variance
Prior Year
(1.5%)
(1.4%)
1.95
2.14
Prior Year
ACUTE INPATIENTS:
Inpatient Days
Average Length of Stay
Average Daily Census
Births
70,469
5.72
460
690
70,655
5.50
462
696
(0.3%)
(4.0%)
(0.4%)
(0.9%)
70,160
5.82
459
687
OUTPATIENTS:
Clinic Visits
Average Daily Visits
Emergency Room Visits
320,782
3,270
25,888
315,356
3,220
25,948
1.7%
1.6%
(0.2%)
318,985
3,285
25,903
8,295
4,161
12,456
8,492
3,899
12,391
(2.3%)
6.7%
0.5%
8,404
3,371
11,775
SURGICAL CASES
Main Operating Room (IP and OP)
UVA Outpatient Surgery Center
Total
OPERATING FINANCIAL MEASURES - November FY13
24
REVENUES and EXPENSES - Year to Date
% Variance
($s in thousands)
Actual
Budget
Prior Year
NET REVENUES:
Net Patient Service Revenue
472,780
481,265
(1.8%)
443,667
Other Operating Revenue
20,260
20,490
(1.1%)
16,960
Total
$ 493,040 $
501,755
(1.7%) $ 460,627
EXPENSES:
Salaries, Wages & Contract Labor
Supplies
Contracts & Purchased Services
Depreciation
Interest Expense
Total
Operating Income
Operating Margin %
Non-Operating Revenue
Net Income
$
$
221,932
114,727
92,005
32,563
5,974
467,201
25,839
5.2%
12,274
$
223,461
108,993
105,838
32,548
5,761
476,601
25,154
5.0%
6,746
$
38,113
$
31,900
$
$
$
$
0.7%
(5.3%)
13.1%
(0.0%)
(3.7%)
2.0% $
2.7% $
81.9%
$
204,921
102,854
98,251
28,858
2,991
437,875
22,752
4.9%
(5,284)
19.5%
$
17,468
OTHER INSTITUTIONAL MEASURES - Year to Date
($s in thousands)
Actual
Budget
% Variance
Prior Year
NET REVENUE BY PAYOR:
Medicare
$ 149,487 $ 155,915
(4.1%) $ 140,140
Medicaid
50,217
49,838
0.8%
44,796
Commercial Insurance
104,010
102,791
1.2%
92,391
Anthem
87,624
87,197
0.5%
78,375
Southern Health
12,712
13,518
(6.0%)
12,150
Other
68,731
72,007
(4.5%)
75,815
Total Paying Patient Revenue
$ 472,780 $ 481,265
(1.8%) $ 443,667
OTHER:
Collection % of Gross Billings
Days of Revenue in Receivables (Gross)
Cost per CMI Adjusted Admission
Total F.T.E.'s (including Contract Labor)
F.T.E.'s Per CMI Adjusted Admission
$
32.43%
50.6
11,013 $
6,892
24.85
32.66%
45.0
10,806
6,993
24.26
(0.7%)
(12.4%)
(1.9%) $
1.4%
(2.4%)
34.39%
49.0
10,431
6,609
24.09
Assumptions - Operating Statistical Measures
Admissions and Case Mix Assumptions
Admissions include all admissions except normal newborns
Pediatric cases are those discharged from 7 West, 7 Central, NICU, PICU and KCRC
Psychiatric cases are those discharged from 5 East
TCH cases are those discharged from the TCH, excluding any Medicare interrupted stays
All other cases are reported as Adult
Short Stay Admissions include both short stay and post procedure patients
Case Mix Index for All Acute Inpatients is All Payor Case Mix Index from Stat Report
Other Institutional Measures Assumptions
Patient Days, ALOS and ADC figures include all patients except normal newborns
Surgical Cases are the number of patients/cases, regardless of the number of procedures performed on that patient
25
Assumptions - Operating Financial Measures
Revenues and Expenses Assumptions:
Medicaid out of state is included in Medicaid
Medicaid HMOs are included in Medicaid
Physician portion of DSH is included in Other
Non-recurring revenue is included
Other Institutional Measures Assumptions
Collection % of Gross Billings includes appropriations
Days of Revenue in Receivables (Gross) is the BOV definition
Cost per CMI Adjusted Discharge uses All Payor CMI to adjust
MEDICAL CENTER
ACCOUNTS COMMITTEE REPORT
(Includes All Business Units)
(Dollars in Thousands)
Year to Date
November
2012-13
INDIGENT CARE (IC)
Net Charge Write-Off
101,730
Percentage of Net Write-Offs to Revenue
6.98%
Annual Activity
2011-12
207,515
2010-11
195,645
6.46%
6.89%
Total Reimbursable Indigent Care Cost
36,022
73,481
69,513
State and Federal Funding
34,553
70,483
66,677
Total Indigent Care Cost Funding As a Percent
of Total Indigent Care Cost
96%
Unfunded Indigent Cost
1,469.72
96%
2,998.03
96%
2,836.12
Annual Activity
November
2012-13
BAD DEBT
Net Charge Write-Offs
7,959
Percentage of Net Write-Offs to Revenue
0.55%
2011-12
30,942
0.96%
2010-11
25,838
0.91%
Note:
Provisions for bad debt write-offs and indigent care write-offs are recorded for financial statement purposes
based on the overall collectibility of the patient accounts receivable. These provisions differ from the actual
write-offs of indigent care which occur at the time an individual account is written off.
26
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
February 21, 2013
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
III.D.
ACTION REQUIRED:
None
Capital Projects
BACKGROUND: The Medical Center is constantly improving and
renovating its facilities. We will provide a status report of
these capital projects at each MCOB meeting.
DISCUSSION: The current Medical Center capital projects report
is set forth in the following table:
27
The University of Virginia Medical Center
Capital Projects Report
February 2013
Scope
BOV
Projected
Approval
Completion
Date
Date
Budget
Funding Source
$25.4 M
Bonds & Other
Pending
2016
$20 M
Operating
Pending
2016
1. Planning
Education Resource Center
A contract was awarded in December
2012 for planning services for the
Education Resource Center (ERC) to
be located between the Emily Couric
Clinical Cancer Center and the Lee
Street Parking Garage. The ERC will
house Ambulatory Imaging, an
Outpatient Pharmacy, and GME
support and teaching functions.
University Hospital 7th & 8th Floor
Master Planning
A contract was awarded to Perkins &
Will in November 2012 to provide
planning services for the Master plan
of University Hospital 7th & 8th floors
to better align with the current
services provided for Women and
Children’s in-patient programs.
28
The University of Virginia Medical Center
Capital Projects Report
February 2013
Scope
2. Under Construction
Battle Building:
BOV
Projected
Approval
Completion
Date
Date
N/A
2014
Bonds
Feb 2008
2013
Bonds & Other
June 2010
2013
Budget
Funding Source
$117 M
Bonds and Outside
The Groundbreaking Ceremony was
Fundraising
held on June 9, 2011. Structural
concrete work is complete. Structural
steel work is complete. Interior
framing and mechanical rough-ins are
on-going. Glazing and masonry
operations are on-going.
University Hospital:
Renovate Radiology Department –
$21.2 M
(52,000 GSF)
construction of final phase is
complete. Punch list and final
balancing
to be Precinct:
completed by early
Health System
March.
Realignment of Lee St. and
$36.5M
construction of new chiller plant.
Realignment of Lee St. to be
complete summer of 2013. Steel
erection for the new chiller plant is
complete. Cooling towers have been
set and the mechanical piping is ongoing. Façade work is on-going.
29
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
February 21, 2013
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
III.E.
ACTION REQUIRED:
None
Health System Development
BACKGROUND: Health System Development will provide reports of
recent activity to the MCOB from time to time.
DISCUSSION:
SIGNIFICANT GIFTS
October 1, 2012 – November 30, 2012
The Juvenile Diabetes Research Foundation (JDRF) awarded a
grant of $3,335,282 to Genotyping and Support for the JDRF
Genetics for the Nephropathy Collaborative Project.
The School of Nursing is the beneficiary of a $3.2 million
unrestricted endowment bequest from a former Nursing alumnus.
Nearly $1.8 million has been received to date, with proceeds
from a real estate sale expected to be realized in 2013.
A UVA Health Foundation trustee has committed to a $375,000
planned gift to benefit the Department of Otolaryngology.
Friends of the Health System documented a $325,000
expectancy to the Medical School Foundation, which will support
an area of medical research yet to be determined.
A realized bequest of $250,000 was received for the Paul H.
Wornam Scholarship in the School of Medicine.
A School of Nursing alumnus and her husband committed
$250,000 to create a named scholarship in the School of Nursing.
Of the total, $100,000 will be pledged outright over five years
and $150,000 will be a planned gift.
A $200,000 realized bequest was received for the School of
Medicine.
A $200,000 pledge was received in support of the Wang
Resident Education Fund in the School of Medicine.
30
A realized bequest of $200,000 was received for
unrestricted use in the Department of Neurology.
The ziMS Foundation and its associated donors made a gift
of $150,000 in support of Multiple Sclerosis research.
In October and November, $150,000 in additional
sponsorships for the Main Event was received, which will support
construction of the Battle Building at UVA Children’s Hospital.
Sponsors include two current UVA Health Foundation trustees and
one former trustee.
Food Lion has increased its fundraising support through the
Children’s Miracle Network (CMN) campaign by 35% this year,
contributing $120,000 toward their construction commitment to
the Battle Building at UVA Children’s Hospital.
A School of Medicine faculty member and his wife made a
gift of $105,263 for the Chester Research Fund in the Department
of Neuroscience.
Friends of the Health System made an initial gift of
$50,057 toward their total commitment of $125,000 in support of
the Miller Family Fund for Surgical Residents Education in the
Department of Surgery.
A former Housestaff member and his wife committed a
$100,000 planned gift to benefit UVA Children’s Hospital.
A School of Nursing alumnus and her husband, who is a
Health Foundation trustee, have pledged an additional $100,000
in support for the Rodriguez Student Research & Leadership Fund
at the School of Nursing, which provides funding on a
competitive basis for student research projects and unique
leadership experiences.
Other gifts and pledges received include:




A $79,000 commitment from WalMart Corporation through CMN
balloon icon sales to benefit the UVA Children’s Hospital
unrestricted fund;
A $75,000 commitment from Edwards Life Sciences in support of
the Lim Dominican Project in the Heart Center;
A $60,000 commitment in support of the Human Immune Therapy
Program;
A $57,158 final estate distribution for the Robert Bradley
Moses Research Fund;
31



A $50,000 planned gift for scholarship support in the School
of Medicine;
A $50,000 commitment for Dr. David Jones’ lung cancer
research; and
$44,000 in in-kind equipment for the Focused Ultrasound
Surgery facility.
OTHER DEVELOPMENT INITIATIVES
Dean Steven T. DeKosky and Health System Development staff
attended the Ivy Foundation board meeting to update the
Foundation on the 2011 Ivy Biomedical Innovation Fund grant
recipients and to discuss plans to purchase and renovate
existing property owned by UVA to house the Ivy Translational
Research Building.
A site visit was held for trustees of the Joan Grossman
Fegely Foundation, which has supported ovarian cancer research
at UVA.
The School of Nursing Advisory Board welcomed new members
Harvard Birdsong (past parent) and Denise Geolot Sherer (SON
’70, ENP ’75) at their fall meeting.
UVA Health Foundation trustees Dr. Jim Dunnington (Medicine
’80) and Dr. Timothy Coleman (Medicine ’72) hosted a medical
alumni reception in Lexington, Kentucky, at which Dean DeKosky
was the featured speaker.
Dean Dorrie Fontaine joined several Health System
colleagues in a panel discussion on ―Compassion in 21st Century
Medicine‖ with His Holiness the Dalai Lama.
Health System
and site visit for
Kincaid Charitable
Todd Bauer for his
Development staff facilitated a board meeting
the Virginia Kincaid Foundation and Virginia
Trust, resulting in a $25,000 grant to Dr.
High Risk Pancreatic Cancer Clinic.
The School of Nursing held a variety of events during the
Homecomings and Family Weekends to engage faculty, staff, and
alumni as well as prospective students and their families.
The Health Foundation board elected Rebecca Ruegger to
succeed outgoing Chair Dr. George Hurt, and welcomed new
trustees Syd Dorsey and Hal Rodriguez at its fall meeting.
32
Health Foundation trustees joined members of the Compass
Rose Society for an event honoring those who have made
cumulative gifts of $250,000 or more to any area of the Health
System. The day’s events included panels on Alzheimer’s
disease, Cancer, research at UVA Children’s Hospital, and the
future of health care at UVA. Dean Steven T. DeKosky, Dean
Dorrie Fontaine, and Mr. Howell were among the panel
participants. The event concluded with a dinner at Carr’s Hill
hosted by Provost John Simon.
The 31st Annual Boar’s Head Turkey Trot to benefit UVA
Children’s Hospital was held on Thanksgiving Day, with over
1,400 runners and walkers participating.
More than 200 medical and nursing students, faculty
members, and local alumni attended the annual Zula Mae Baber
Bice lecture given by Teresa Brown, New York Times columnist and
oncology nurse, sponsored in conjunction with the Medical Center
Hour.
The Health System Communications team produced a fall issue
of the School of Nursing Virginia Legacy publication, and
created various supporting materials for a variety of Health
System Development events and activities, including a Medical
Center direct mail solicitation that was sent to 25,000 patients
and former patients.
To date in fiscal year 2013, development officers have made
584 face-to-face visits with donors and prospects.
CAMPAIGN PROGRESS THROUGH NOVEMBER 30, 2012
New gifts
FY 13
(through 11/30/12)
$12,434,632
FY 12
(through 11/30/11)
$19,073,482
$276,085
$905,625
$12,710,717
$19,979,107
$8,702,066
$2,050,000
$21,412,782
$22,029,107
New pledges
Total New Commitments
New Expectancies
Total new gifts, new
pledges, and expectancies
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The Campaign for Health total through November 30, 2012, is
$630,085,848 or 126% of our original $500 million goal.
Following the achievement of our original $500 million goal
in March of 2010, Health System Development worked with Dean
DeKosky, Dean Fontaine, and Mr. Howell to identify funding
opportunities for bridge initiatives that would cover existing,
underfunded goals while identifying specific new priorities to
carry the Health System through the end of the University’s
campaign. With the conclusion of the overall campaign expected
in April 2013, our attention has turned to supporting the Health
System’s strategic plan.
In spring of 2013, Health System Development will reach out
to donors with messaging that will bring the current Campaign
for Health to closure. In the meantime, we are preparing to
support the strategic plan by thoroughly reviewing our current
prospect base and working to identify new potential donors,
strengthening our Grateful Patient Program through the addition
of new hires and through continued faculty training and
development, and seeking to build up our Medical Center annual
giving efforts.
Development officers are meeting with leadership of the
Centers of Excellence in Cancer, Cardiovascular Medicine, and
the Neurosciences to identify initiatives in furtherance of the
strategic plan that may be fundable through philanthropy. At
the same time we are continuing to raise funds for other areas
that play a key role in the vitality of the Health System, such
as Nursing, Medical Education, the Children’s Hospital, and
other departments and areas with promising donors and prospects.
Our Health Foundation board will be helping to hone our
philanthropic messaging for a broader audience later this year
through focus groups and in one-on-one meetings with Health
System development staff and leadership, and our Communications
team is already working on materials that will support our
development officers as they raise funds to strengthen the
Health System’s capabilities.
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