UNIVERSITY OF VIRGINIA
BOARD OF VISITORS
MEETING OF THE
MEDICAL CENTER
OPERATING BOARD
FOR THE UNIVERSITY OF
VIRGINIA MEDICAL CENTER
September 13, 2012
UNIVERSITY OF VIRGINIA
MEDICAL CENTER OPERATING BOARD
Thursday, September 13, 2012
8:30 – 11:15 a.m.
Small Auditorium, Harrison Institute
Committee Members:
Edward D. Miller, M.D., Chair
Helen E. Dragas
Victoria D. Harker
Andrew K. Hodson, MB.Ch.B
Patrick D. Hogan
William P. Kanto Jr., M.D.
Constance R. Kincheloe
Stephen P. Long, M.D.
Vincent J. Mastracco Jr.
Charles W. Moorman
The Hon. Lewis F. Payne
Ex Officio
Teresa A.
Steven T.
Dorrie K.
Robert S. Gibson, M.D.
R. Edward Howell
John D. Simon
Members:
Sullivan
DeKosky, M.D, FAAN, FACP
Fontaine
AGENDA
I.
ACTION ITEM

II.
III.
PAGE
1
Albemarle Arthritis Associates, LLC Acquisition
REPORTS BY THE VICE PRESIDENT AND CHIEF EXECUTIVE
OFFICER OF THE MEDICAL CENTER (Mr. Howell)
A.
Vice President’s Remarks
3
B.
Annual Compliance Report
4
C.
Operations and Finance Update, including report
from the Finance Working Group (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)
7
D.
Capital Projects
26
E.
Health System Development
29
EXECUTIVE SESSION
●
To consider proposed personnel actions regarding the
appointment, reappointment, resignation, assignment,
performance, and credentialing of specific medical
staff and health care professionals, as provided for
in Section 2.2-3711(A)(1) 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.
●
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, outreach and other
marketing and growth efforts, review of Health
System Clinical Strategy Performance Dashboard,
and 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;
and
– 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.
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.
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 13, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
I. Albemarle Arthritis Associates, LLP
Acquisition
BACKGROUND: At the May 21, 2012 Medical Center Operating Board
meeting, a resolution was approved to acquire substantially all
of the assets of the Albemarle Arthritis Associates, LLP medical
practice. The Medical Center desires to amend the resolution.
Since the proposal was submitted in May, we have determined that
the space originally planned will not accommodate the program.
Accordingly, a different site has been identified in the same
area that will meet current and projected needs. As a result of
the additional square footage and an increase in the cost per
square foot for renovations plus contingency, the total facility
cost has increased. We have also determined that the projected
returns on a very conservative basis are slightly less than we
originally projected.
DISCUSSION: Albemarle Arthritis Associates, LLP is a threephysician practice located in Charlottesville. The practice
operates a small infusion center that performs 1,400 infusions
annually. The practice will be acquired and converted to a
provider-based clinic, and the infusion center will be enlarged
to perform at least 2,200 and as many as 4,500 infusions
annually. The three physicians will be employed by the
University of Virginia Physicians Group. This acquisition will
improve access for the Medical Center’s infusion patients,
expand the referral base for more complex care, and provide
strong financial performance, with projected operating income
over $1 million and operating margin in excess of 15% by the end
of year four.
The acquisition cost for Albemarle Arthritis Associates,
LLP, is $200,000 plus the appraised value of the equipment,
which is likely to be less than $50,000. We will be required to
build out new space to accommodate the physicians, recruit an
additional rheumatologist, and expand the number of infusion
chairs at cost not to exceed $1,650,000. The all in cost to
acquire Albemarle Arthritis Associates, LLP, including working
capital of $600,000 until they are generating positive cash
flow, is not to exceed $2,500,000.
1
The total cost reflected in the initial pro forma that was
relied on for the May 21, 2012 resolution was $1,200,000. The
increased cost of $2,500,000 reflects a need for additional
space, the identification of a different site in the same area,
an increase in the cost per foot for renovations, and the
addition of a contingency. As a result of the additional square
footage and an increase in the cost per square foot for
renovations plus contingency, the total facility cost has
increased. We have also determined that the projected returns
on a very conservative basis are slightly less than we
originally projected.
ACTION REQUIRED: Approval by the Medical Center Operating
Board, the Finance Committee, and by the Board of Visitors
APPROVAL TO ACQUIRE_ALBEMARLE ARTHRITIS ASSOCIATES, LLP
WHEREAS, the Medical Center Operating Board and the Finance
Committee find it to be in the best interests of the University
of Virginia and its Medical Center for the Medical Center to
purchase substantially all of the assets of Albemarle Arthritis
Associates, LLP;
RESOLVED, the University, on behalf of the Medical Center,
is authorized to acquire substantially all of the assets of
Albemarle Arthritis Associates, LLP on such terms to be
contained in a definitive agreement between the parties at a
total investment not to exceed $2,500,000; and
RESOLVED FURTHER, the President of the University or her
designee in consultation with the Vice President and Chief
Executive Officer of the Medical Center, and with the
concurrence of the Chair of the Medical Center Operating Board
and the Chair of the Finance Committee, is authorized to
negotiate the terms of such acquisition, including execution of
the definitive agreement, contracts, and all other documents
necessary for the closing of the transaction, on such terms as
the President of the University or her designee deems
appropriate, and to take such other action as the President of
the University or her designee deems necessary and appropriate
to consummate the foregoing.
2
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 13, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.A.
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.
3
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 13, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.B.
ACTION REQUIRED:
None
Annual Compliance Report
BACKGROUND: The Corporate Compliance Program was established
for the Medical Center by the Board of Visitors in 1997. The
purpose of the program is to ensure that the Medical Center
operates in full compliance with applicable law primarily
related to Medicare and Medicaid billing and reimbursement
compliance. Today our Corporate Compliance and Privacy Office
also includes oversight of HIPAA (Health Insurance Portability
and Accountability Act) and patient privacy.
The Corporate Compliance and Privacy Office prepares an
annual project schedule to coincide with potential risks of
noncompliance with Federal or State law or other regulations in
the areas of billing, reimbursement, and privacy. The Office
reports quarterly to the Corporate Compliance Steering Committee
and to the Audit and Compliance Committee of the Board of
Visitors and seeks approval of its annual project plan, provides
updates on the status of completed projects, and informs those
groups of any significant compliance or privacy risks.
DISCUSSION: An important component of the Corporate Compliance
Program is the Compliance Code of Conduct that defines the basic
principles that the Medical Center, its clinical staff,
employees, and agents must follow. The Compliance Code of
Conduct is based on the mission and values of the Medical Center
and was revised this year to incorporate elements such as the
Health System’s strategic plan quality initiatives.
The annual Corporate Compliance and Privacy project
schedule is developed after review of the Office of Inspector
General (OIG) Work Plan, review of industry publications, and
feedback from members of Medical Center management to identify
potential risk areas for the Medical Center. In addition to
auditing and monitoring, the Office provides guidance on
regulatory issues, offers education on compliance and privacy
topics, and performs documentation, hospital billing, and
privacy audits to assess the Medical Center’s compliance with
Federal and State statutes, regulations, policies, and
4
procedures. The project schedule is based upon the risk
analysis of the institution, regulatory publications and fraud
alerts, management requests, and required follow-up to
government settlements or audit review action plans.
Scheduled compliance projects focus on reviewing the
accuracy of the Medical Center’s inpatient claims, outpatient
claims, and procedure area claims by assessing whether
documentation in the medical record supports the services that
were billed, confirming that the services were medically
necessary, and determining that all provided services were
correctly submitted on the claim.
Privacy auditing and monitoring is another scheduled
project and includes monthly site audits of clinical and
operational areas to assess the effectiveness of physical,
administrative, and technical safeguards for protected health
information. In conjunction with the site audits, random
electronic medical record accesses are reviewed to determine
whether access to patient information is for work-related
reasons or for other legally recognized purposes. The Office
also reviews electronic medical record access for specific
patients. Such a review will occur, for example, when a patient
requests a review of access to their record or when the Office
determines that the record of a high-profile patient could
invite unauthorized access. Since June, 2012, the Office has
enhanced its auditing and monitoring capabilities with the
FairWarning® software. With FairWarning®, the Office receives
daily alert reports that identify potentially inappropriate
electronic medical record access, such as “family snooping”
(staff or employees accessing the record of a family member).
The Office investigates all suspected and reported protected
health information privacy violations, completes a risk
assessment to determine if a breach occurred, and reports all
breaches of protected health information to the Department of
Health and Human Services as required by law.
The Office additionally completes special projects and
provides consultation and education. Special projects include
billing compliance and privacy inquiries from governmental and
regulatory agencies such as the Department of Justice, the
Office of the Inspector General, the Centers for Medicare and
Medicaid Services, and the Office of Civil Rights, or from new
enforcement actions announced through fraud alerts and other
communication sources.
The Office prepares and delivers the mandatory compliance
and privacy training programs for all Medical Center employees,
5
submits bimonthly privacy reminders for Medical Center
management, and provides departmental and area specific
presentations as requested.
The Office provides management and staff guidance on
regulatory and contractual issues, clinical research, billing
rules, new ventures, policy and procedure development, the
electronic medical record, and interpretation of regulations and
laws. The Office is represented on several committees to offer
guidance related to compliance and privacy issues, including
Grievance, Ethics, Health Information Management, Laboratory
Compliance, Joint Commission Steering, and Operations
Leadership.
Connolly, the Recovery Audit Contractor assigned to
Virginia to reduce improper Medicare payments, began limited
activity with the University of Virginia earlier this year and
in June, 2012, the Medical Center received its first complex
review for 400 medical records. The Office serves on the Payer
Audit Review group that reviews Connolly medical record and
claim requests as well as other payer audits for correct claims
and payments.
Educating our workforce, developing trusting relationships,
following the law, and reporting suspected noncompliance
continue to be critical elements to enhance the culture of
compliance for the Medical Center’s Corporate Compliance
Program.
6
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 13, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.C.
ACTION REQUIRED:
None
Operations, Finance, and Write-offs,
BACKGROUND: 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 Medical Center Operating Board. In addition, the
Medical Center provides an update of significant operations of
the Medical Center occurring since the last Medical Center
Operating Board meeting.
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.
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.
FINANCE REPORT
After 11 months of operations in fiscal year 2012, the
operating margin for all business units was 5.0%, which was
above the budget of 4.9%. The operating margin for the hospital
and the Outpatient Surgery Center was 3.7% against a budget of
3.8%. The operating margins for UVA Imaging and Off-Campus
Dialysis were above budget for fiscal year to date through May.
The operating income for UVA Hope Cancer Care is slightly (0.1%)
above the budget.
The Medical Center participated in a class action lawsuit
against CMS alleging that CMS had incorrectly computed changes
in payments to hospitals for 2004 through 2011. The lawsuit was
7
settled in favor of the hospitals, and the net benefit to the
Medical Center is $8,205,826. Through May, the Medical Center
has already recorded 67% of the gain, and the final 33% will be
recorded in June.
During the first 11 months of the fiscal year, inpatient
discharges were 1.4% above budget and 2.7% above the prior year.
Average length of stay was 5.98 days, which was above the budget
of 5.83 days, but below the prior year’s 6.00 average length of
stay. The longer than expected length of stay can be partially
explained by a Medical Center case mix index of 1.94, which was
above the budget of 1.90. Observation patients, outpatient
clinic visits, emergency room visits, and surgeries performed in
the main hospital operating rooms were above budget and above
the prior year.
Total operating revenue for fiscal year 2012 through May
was 2.5% above budget. Total operating expenses were 2.5% above
the $1.015 billion budget. The majority of the operating
expenses in excess of budget continue to relate to UVA Hope
Cancer Care (“Hope”). The budget for Hope was prepared six
months before the date of purchase. While Hope’s operating
income was budgeted properly, revenue and expenses were not
budgeted accurately.
Total paid employees, including contracted employees, were
14 below budget.
FY 2011
Employee FTEs
Salary, Wage and
Benefit Cost per
FTE
Contract Labor FTEs
Total FTEs
FY 2012
6,147
6,511
$72,917
$74,594
2012 Budget
6,578
$73,761
250
230
177
6,397
6,741
6,755
OTHER FINANCIAL ISSUES
The Anthem provider contract terminates for both the
Medical Center and the University Physicians Group on December
8
31, 2014. Over 18% of the Medical Center’s net revenue is
received through the Anthem contract. Anthem has taken an
aggressive stance with providers 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 for their provider contract. The
emergency medicine physicians at Augusta Health are currently
non-participating providers with Anthem. The Virginia
Commonwealth University Medical Center recently agreed to
provider contract terms with Anthem but only after a lengthy and
difficult negotiation. In anticipation of a difficult
negotiation with Anthem, we are planning a negotiation strategy
now. Our first step was to consult with the University Health
System Consortium in May. The negotiations with Anthem will
begin in earnest in the fall. We anticipate that the Anthem
negotiations will become a subject for the Medical Center
Operating Board over the next year.
WRITE-OFF OF BAD DEBTS AND INDIGENT CARE
Indigent care charges totaling $230.6 million for the
period July 1, 2011 through May 31, 2012, have been written off.
Recoveries during this period totaled $58.0 million.
Bad debt charges totaling $45.7 million have been written
off during the period from July 1, 2011 through May 31, 2012.
During this same period, $18.5 million was recovered through
suits, collection agencies, and Virginia refund set-off.
OPERATIONS REPORT
Clinical Operations
Ambulatory Operations
Care Connection, our concierge services program offered to
Health System and University employees and their families and to
selected companies within our community, has successfully
reached a new milestone. Over 15,000 appointments with Health
System providers have been made since the program’s inception in
January 2010, with 5,000 having been made in the last six
months. Seventy-three percent of the appointments were for
Health System and University employees while 27% were from
outside the University. Primary care appointments were 19%
while specialty appointments made up 78% of the visits and
Radiology made up the remaining 4%.
9
The University of Virginia Health System recently entered
into a collaborative agreement with MedExpress Urgent Care.
MedExpress is a national urgent care provider with over 75
locations that recently opened a location in Charlottesville on
Pantops. Patients seen at MedExpress who need follow-up care
will be referred to Care Connection to make an appointment.
Referrals have been limited as MedExpress builds its business,
but we anticipate they will grow over the next several months.
The University of Virginia Health System went live with
HealthGrades’ Patient Direct Connect Program in July. Patient
Direct Connect is an online marketing tool that enhances
searches of physicians. The Health System anticipates that this
program will increase exposure of our physicians and result in
additional volume growth of several thousand outpatient visits
per year.
Patient Care Services
University of Virginia Children’s Hospital
Consistent with our long range plan, the first phase of the
transition of inpatient and outpatient services at Kluge
Children’s Rehabilitation Center (KCRC) to University Hospital,
the new Children’s Hospital Battle Building, and other Medical
Center locations began in late August. The first phase includes
moving KCRC acute care inpatients to the pediatric inpatient
unit at University Hospital. Once the first phase is complete,
the Medical Center will no longer provide inpatient
rehabilitation care for patients younger than 15. After
exploring local options and evaluating the specific needs of
these patients, it was determined that this population would
best be served at larger rehabilitation centers outside the
Charlottesville area. The Medical Center will work with
families who may need this care in the future to help them find
an appropriate facility. An internal committee will work in the
coming months to develop a new model of care that will enable
most patients to bypass inpatient rehabilitation and move
directly to outpatient rehabilitation. Other services at KCRC
will continue to be provided at that facility while planning
continues for the eventual move to the other locations in the
spring of 2014. The transition from KCRC will address the
challenges of the aging facility at KCRC, the low census, and
the need to provide the most up-to-date practice to our
patients. Our goal is to provide our dedicated staff with
improved access to services and specialists to better and more
efficiently serve our patients.
10
Emergency Services
The Medical Center’s Emergency Services department
participated with other regional emergency services to create
and enhance transmission of 12-lead electrocardiograms from the
field to the University of Virginia Emergency Department and to
other emergency rooms surrounding the Charlottesville community.
These efforts have included purchasing and installing the
required modems and software applications, with much of this
effort having been put into operation within the last six
months. This effort has required significant coordination and
collaboration among pre-hospital organizations and Medical
Center experts. The impact of this effort is significant and
enhances our emergency readiness as a Medical Center and
ultimately saves lives.
Nursing
The Medical Center’s Magnet redesignation journey is well
under way. A multi-disciplinary team has been working on issues
identified in a gap analysis. Focused groups have been formed
to work specifically on nurse - physician relationships,
community outreach, and nurse sensitive indicators. The nurse
sensitive indicators reported by the Medical Center include
blood stream infections; urinary tract infections; restraint
use; falls; ventilator-assistive pneumonia; hospital-acquired
pressure ulcers; and four nurse specific patient satisfaction
questions (managing pain, careful listening, education for
medications and discharge, and courtesy/respect). Actions taken
to improve processes that impact these nurse sensitive
indicators have already resulted in drastic improvements in our
monitoring metrics. Improvement has been achieved on every
indicator, with seven out of the 10 indicators performing above
benchmark.
Clinical Ancillary Services
Endoscopy
The Endoscopic Retrograde Cholangiopancreatography (ERCP)
laboratory suite in Digestive Health was recently renovated.
The improved lab now offers a larger space to accommodate the
increased complexity and acuity of this patient population. The
fluoroscopy equipment used in this technique was also replaced
to provide state of the art digital imaging.
11
Imaging Services
The Nuclear Medicine Department introduced new, highly
sensitive biomarkers that provide enhanced imaging for the
detection of Alzheimer’s disease, earlier detection of skeletal
metastasis in order to monitor response to therapy, and better
evaluation of patients with suspected Parkinsonian syndromes.
Phase 3 of the Radiology Department master plan renovation
is complete, and all of the new reading rooms are now
operational. Replacement projects for CT and MRI have also been
completed. Phase 4 of the project is well under way with
completion expected before the end of 2012. The next major
department project will be the replacement of one of the two
Neuro-Interventional suites.
Medical Laboratories
The Blood Bank has achieved improvements in blood product
wastage and appropriate product utilization. Four years ago,
annual platelet wastage was over $100,000. This year total
wastage was $28,000, a 72% reduction. Enhanced monitoring of
fresh frozen plasma transfusion resulted in a 28% decrease in
usage this past year, yielding a savings of $156,520. Plans to
evaluate a new coagulation technology to be located near the
Operating Room are underway with the goal of providing real time
values to guide evidenced based transfusion practice.
The Molecular Laboratory launched a new testing methodology
for Chlamydia trachomatis and Neisseria gonorrhea which has
increased specificity, is fully automated and has greatly
reduced the need for repeat testing. This new instrument has an
open platform, which means that lab-developed molecular tests
can be adapted for use on this device.
Pharmacy Services
The Virginia Commonwealth University School of Pharmacy –
University of Virginia Division opened on August 20, 2012.
Rooms being used for the program have been outfitted with state
of the art distance learning technologies. Twelve new pharmacy
residents began post graduate training at the Medical Center in
July.
The Barringer Outpatient Pharmacy has implemented automation
technology to improve the patient experience by decreasing
overall turnaround time for prescriptions. The Medical Center
is the first in the nation to employ this solution for an
12
outpatient pharmacy. Technology was also recently upgraded to
make it easier for waiting patients to be identified and “cued”
for more prompt service. Plans are in development to use the
Barringer Pharmacy after-hours to fill all non-waiting and mail
order prescriptions.
A new web based ordering tool for specialty Pharmacy areas
is now in use. The tool streamlines the ordering process for
clinics and decreases the need for last minute inventory
procurement. The tool will also enhance Pharmacy’s ability to
search for drug requisitions for recalls of medications. A new
software program is also being used for tracking protocol
documentation in investigational drug trials.
Therapy Services
The Sleep Disorders Center successfully completed separate
site accreditation surveys by the American Association for Sleep
Medicine at the 1222 JPA and Pantops locations. Full
accreditation was recommended for both locations.
University of Virginia-WorkMed relocated from the Fontaine
Research Park to 1910 Arlington Blvd in August. The new
location will provide significantly more space, which will allow
for growth in services. UVA-WorkMed provides occupational
health and wellness services for University of Virginia and
Medical Center faculty and staff and to 61 companies located
within our surrounding community.
Community Outreach
The annual Remote Area Medical (RAM) Clinic was held on
July 27-29, 2012 at the Virginia-Kentucky Fairgrounds in Wise,
Virginia. This was the 14th year that the University of Virginia
has participated. During the two and a half day clinic, over
250 volunteers from the University of Virginia Health System
registered, treated, and provided lab work, education, and
prescriptions to an underserved population. An extended array
of medical services and diagnostic services was provided.
The Medical Center sponsored and participated with the
following community organizations: Westminster Canterbury
Resident and Staff Health Fair; Boys and Girls Clubs of
Charlottesville; Blue Ridge Medical Center, Nelson County; Bike
Safety Program, Nelson and Greene County Schools; UVA Medical
Center National Volunteer Week; Pink Polo Breast Cancer
Awareness; Monticello Area Community Action Agency (Men Who
Cook); Alzheimer’s Association of Central Virginia; University
13
of Virginia Skin Cancer Screening; Ronald McDonald House at the
University of Virginia; and the Hearing Foundation at the
University of Virginia.
Electronic Medical Record
The Medical Center successfully met the Stage 1 hospital
requirements for Meaningful Use, the CMS Medicare and Medicaid
Electronic Health Record (EHR) Incentive Program. Stage 1
requirements include data capture and reporting of core
objectives and clinical quality measures from the electronic
medical record (Epic) during a 90-day period that met specific
goals, as well as attestation of our demonstration to the
requirements. The Medical Center submitted attestation to CMS
for the Medicare EHR Incentive Program, enrolled in the Medicaid
EHR program, and also has sent a letter to Anthem attesting to
the progress of the Medicare submission for its Quality Hospital
Incentive Program (QHIP).
Environment of Care
Arts Committee
An exhibition of the works of Virginia artist, Julia
Kindred, was on display in the University Hospital Lobby from
May 4 to June 28, 2012. The exhibition entitled “Paths of the
Piedmont” featured paintings done by Ms. Kindred at locations
throughout the area. Lee Nixon, Jr., also a Virginia native,
displayed his works at the hospital in an exhibition entitled
“Luminous Rural Paintings” from June 29 to August 31, 2012.
Environmental Services
A Real Time Locating System for tracking equipment has been
installed at University Hospital. The system allows for
tracking of “tagged” equipment located within the hospital.
Once equipment is tagged, it can be tracked quickly to provide
better response times for needed equipment. The system is being
piloted in University Hospital and may be expanded to other
areas of the Health System.
Facilities
Intensive Care Unit renovations continue at University
Hospital. In July, the Medical Surgical Intensive Care Unit
(MSICU) returned to its newly refurbished location on 3 East and
Medical ICU patients were moved into the newly refurbished MICU
14
on 3 West. Renovation of the Thoracic Cardiovascular PostOperative Unit (TCVPO) is currently under way.
Parking and Transportation
In celebration of National Bike Week, University of
Virginia Parking and Transportation offered classes to Medical
Center employees to help them learn the basics of bike
commuting. Other programs to help employees save energy and be
more sustainable, including ride sharing and the use of public
transportation, are also available.
Patient & Guest Services
In late May, the University of Virginia Hospital Auxiliary
hosted their annual Spring Luncheon at Alumni Hall. Medical
Center leadership joined in the celebration to recognize the
Auxiliary Volunteers for their service, commitment, and
contributions to the UVA Health System. In 2011, the Auxiliary
provided $28,140 in funding for Venture awards, $33,600 in
scholarship funding to train health professionals, and $85,000
in fixed contributions to support services that directly benefit
patients and their families. One thousand and eighty-eight
Auxiliary Volunteers donated 88,731 hours of service in 2011.
Sustainability
To help celebrate Earth Week, the Sustainability Workgroup
had informational exhibits about the Medical Center’s
sustainability efforts on display in the Dining Conference
Rooms. They shared information on the ROSE (Reusable Office
Supply Exchange) program, recycling, LEED buildings, and more.
Workgroup members were available to talk with employees about
the programs and give them information on how they can help
create a more sustainable work environment.
Human Resources
Compensation
The Medical Center developed a new timeline of its
compensation actions for the year. Performance based increases
will be moved from January/February to September/October in
order to synchronize with the performance review period, which
now corresponds to goals associated with the Medical Center’s
fiscal year. Market adjustments will occur in January 2013.
15
In addition, a mid-year Paid Time Off (PTO) cash-out was
initiated in June. Employees with over 40 hours of accrued PTO
were eligible for the cash-out opportunity.
Employee Recognition, Rewards, and Uteam
Numerous opportunities to recognize the contributions of
Medical Center employees and Uteam education sessions occurred
during the past several months. Some of the events held
included:

Hospital Week Celebrations took place in early May 2012
across the Health System with over 4,300 meals served in
one day by the Medical Center’s executive leadership team
as a “thank you” to employees for their attention to the
quality of care delivered each and every day to patients.
At 52 offsite locations, over 2,200 employees were also
served fresh, locally grown/homemade treats accompanied by
signage and letters of appreciation from the executive
leadership team. Human Resources partnered with the
Professional Nursing Staff Organization in coordinating
efforts to celebrate “Week of the Nurse”, which occurred
the same week. A resource fair was held during Hospital
Week with over 1,000 employees visiting 15 vendors to learn
more about benefits and perks offered at the Medical
Center.

Uteam Perks launched a summer discount ticket program
giving all Health System employees deep discounts on
admission to popular theme parks and local movie theatre
tickets.

Employees were offered free financial awareness and
planning courses on-Grounds. Professionals from the UVA
Credit Union offered employees assistance with tasks from
basic budgeting to complex retirement planning.

“Employee of the Month” celebrations were held to recognize
individuals nominated by their peers. In addition, 34
retirement celebrations were planned for employees with
over 20 years of service with the Medical Center.

A series of Uteam meetings was held during the last three
weeks in August at the Medical Center complex and at offsite locations. The meetings focused on the Medical
Center’s clinical strategy and accomplishments achieved to
date, the potential impact of health care reform, and
Medical Center operational updates. Ed Howell, Bo Cofield,
Brad Haws, Dean DeKosky, and Jonathon Truwit participated
16
and shared their collective vision of our recent successes
as a Health System.
Employee Engagement
The Medical Center administered a census engagement survey
to over 7,000 employees June 4 through June 18. A total of
5,775 (82%) employees, including Graduate Medical Education
(GME) Trainees, participated in the 51 question survey. The
Medical Center achieved an overall engagement index score of
70.31 which exceeded both our target goal of 69.1 and our
stretch goal of 69.8. Communication of the engagement results
occurred throughout the Medical Center in August.
Recruitment
A new recruitment manager was hired with specific focus on
sourcing. Efforts to be more aggressive in hiring have been
effective, and in the past fiscal year new hires increased by
19.4%. The Medical Center is in the process of enhancing its
selection process with an expansion of the TestSource tool which
focuses on organizational fit and position. Efforts to better
retain current employees are also under way.
Organizational Development
The Uteam Leadership Academy continues to offer programs
that enable new and experienced managers to successfully meet
the challenges of leadership. The second cycle of the New
Leader Orientation program is in progress. Facilitated by
Medical Center executive leaders this program helps attendees to
be successful managers at the Medical Center. Forty-eight
employees have completed the Informal Leader program, which is
intended to help employees who do not hold formal leadership
roles but lead others informally or play a significant part in
the success of their area. Thirty-one employees have graduated
from Best Practices in Management, a six-month program focused
on areas identified in past employee engagement surveys.
Quality and Performance Improvement
The Quality Committee and the Clinical Staff Executive
Committee approved a recommendation that the Quality Improvement
Plan be based on the fiscal year rather than calendar year. A
recommended Quality Plan with associated priority projects was
submitted to the Quality Subcommittee of the Medical Center
Operating Board for consideration and approval at the August
17
2012 meeting. All quality metrics will now be reported based on
the fiscal year as opposed to calendar year.
Supply Chain
Implementation of the Low Unit of Measure distribution
program commenced the first of September. This program enables
the Medical Center to achieve many efficiencies including:

Closure of the Ivy Road Warehouse and realization of
efficiencies in inventory management, par unit order
generation, par unit restocking, receiving, accounts
payable exception management, and end user satisfaction.
These improvements and efficiencies will be realized in
inventory, worked FTEs, and associated expense reductions;
major reduction of internal fleet operations; reduction of
response time to end users; and improved accuracy in charge
capture and financial transactions with suppliers.

Provides a platform for full utilization of efficient
Electronic Data Interchange (EDI) functionality that
resides in People Soft and in partnership with our EDI
vendor.

Provides a platform for implementation of Point of Use
Materials Information System that will provide capability
to automatically generate orders from end users.
Health System Recognitions and Awards
The Medical Center’s partnership with the School of
Medicine and the School of Nursing, more than any other factor,
defines its character. This is especially important as both
schools are highly regarded. The School of Medicine placed 19th
in primary care and 25th in research in the 2013 U.S. News &
World Report rankings. The School of Nursing ranked 15th in the
most recent U.S. News rankings for nursing schools, which were
issued in 2012.
Because of its reputation, the School of Medicine has been
able to attract some of the best physicians in the nation to
practice at the Medical Center. Fifty-three physicians from the
University of Virginia School of Medicine were included in the
latest edition of America's Top DoctorsTM, which recognizes
physicians considered among the top one percent in the country
in their medical specialties and sub-specialties. Best Doctors
in America® 2011-12 by Best Doctors, Inc. named 195 University
18
of Virginia physicians. This is the highest number of
physicians that UVA has ever placed on this list.
The Medical Center recently received a safety rating score
of 39 by Consumer Reports. However, we did receive aboveaverage ratings in patient experience and high marks for our use
of the Epic electronic medical record and for the appropriate
use of radiology scans.
19
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
Interest expense
Total operating expenses
Operating income (loss)
Non-operating income (loss)
May-10
May-11
May-12
Budget/Target
May-12
$923.4
$949.6
$1,054.4
$1,040.4
26.0
26.7
40.6
27.5
$949.4
$976.3
$1,095.0
$1,067.9
840.9
844.0
968.3
936.8
49.9
57.3
65.9
65.9
6.2
7.1
6.5
12.6
$897.0
$908.4
$1,040.7
$1,015.3
$52.4
$67.9
$54.3
$52.6
$71.7
$74.3
$10.1
$6.5
Net income (loss)
$124.1
$142.2
$64.4
$59.1
Principal payment
$15.9
$19.2
$19.3
20
$19.3
University of Virginia Medical Center
Balance Sheet
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
May-10
May-11
May-12
Assets
Operating cash and investments
$119.7
$94.8
$99.6
Patient accounts receivables
67.6
102.2
135.0
Property, plant and equipment
554.7
659.7
722.5
Depreciation reserve and other investments
268.7
217.2
248.0
Endowment Funds
342.3
393.6
411.6
Other assets
167.2
177.9
232.4
$1,520.2
$1,645.4
$1,849.1
Current portion long-term debt
$23.0
$24.6
$28.7
Accounts payable & other liab
97.3
76.6
111.0
Long-term debt
329.9
315.8
398.7
Accrued leave and other LT liab
106.2
133.6
132.1
$556.4
$550.6
$670.5
$963.8
$1,094.8
$1,178.6
$1,520.2
$1,645.4
$1,849.1
Total Assets
Liabilities
Total Liabilities
Fund Balance
Total Liabilities & Fund Balance
21
University of Virginia Medical Center
Financial Ratios
Most Recent Three Fiscal Years
Description
May-10
Operating margin (%)
May-11
May-12
Budget/Target
May-12
5.5%
7.0%
5.0%
4.9%
Total margin (%)
12.2%
13.5%
5.8%
5.5%
Current ratio (x)
1.6
1.9
1.7
2.4
174.0
168.8
159.4
190.0
Gross accounts receivable (days)
45.2
47.1
47.9
45.0
Annual debt service coverage (x)
8.2
7.9
5.3
5.2
34.7%
31.1%
34.2%
31.8%
6.3%
7.1%
7.0%
7.7%
Days cash on hand (days)
Debt-to-capitalization (%)
Capital expense (%)
University of Virginia Medical Center
Operating Statistics
Most Recent Three Fiscal Years
Description
Acute Discharges
Patient days
May-10
May-12
25,593
26,281
25,917
153,058
153,648
157,218
151,145
8,181
8,130
9,442
8,131
6.20
6.00
5.98
5.83
624,161
636,495
694,306
657,837
53,333
53,696
56,452
54,880
Average length of stay
ER visits
May-12
24,765
SS/PP Patients
Clinic visits
May-11
Budget/Target
Medicare
mix index
Occupancycase
%
2.05
FTE's (including contract labor)
6,219
22
2.02
76.0%
6,397
2.08
72.1%
6,741
2.04
72.6%
6,755
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 - May FY12
OPERATING STATISTICAL MEASURES - May FY12
DISCHARGES and CASE MIX - Year to Date
Actual
DISCHARGES:
Adult
Pediatrics
Psychiatric
Transitional Care
Subtotal Acute
Budget
OTHER INSTITUTIONAL MEASURES - Year to Date
% Variance
Prior Year
22,119
2,838
1,138
186
26,281
21,630
2,765
1,274
248
25,917
2.3%
2.6%
(10.7%)
(25.0%)
1.4%
21,640
2,670
1,241
42
25,593
9,442
8,131
16.1%
8,130
Total Discharges
35,723
34,048
4.9%
33,723
Adjusted Discharges
48,431
46,830
3.4%
45,703
Short Stay/Post Procedure
CASE MIX INDEX:
All Acute Inpatients
Medicare Inpatients
1.94
2.08
1.90
2.04
1.9%
2.2%
1.90
2.02
Actual
Budget
% Variance
Prior Year
ACUTE INPATIENTS:
Inpatient Days
Average Length of Stay
Average Daily Census
Births
157,218
5.98
468
1,431
151,145
5.83
450
1,523
4.0%
(2.6%)
4.0%
(6.0%)
153,648
6.00
459
1,540
OUTPATIENTS:
Clinic Visits
Average Daily Visits
Emergency Room Visits
694,306
3,243
56,452
657,837
3,073
54,480
5.5%
5.5%
3.6%
636,495
2,975
53,696
18,612
7,530
26,142
17,764
7,997
25,761
4.8%
(5.8%)
1.5%
17,509
7,649
25,158
SURGICAL CASES
Main Operating Room (IP and OP)
UVA Outpatient Surgery Center
Total
OPERATING FINANCIAL MEASURES - May FY12
23
REVENUES and EXPENSES - Year to Date
OTHER INSTITUTIONAL MEASURES - Year to Date
($s in thousands)
NET REVENUES:
Net Patient Service Revenue
Other Operating Revenue
Total
Actual
Budget
1,054,447
40,645
$ 1,095,092
1,040,398
27,495
$ 1,067,893
1.4%
47.8%
2.5%
EXPENSES:
Salaries, Wages & Contract Labor
Supplies
Contracts & Purchased Services
Bad Debts
Depreciation
Interest Expense
Total
Operating Income
Operating Margin %
Non-Operating Revenue
462,465
247,032
228,294
30,477
65,995
6,461
$ 1,040,724
$
54,368
5.0%
$
10,076
$
(1.3%)
(9.1%)
(3.9%)
9.8%
(0.1%)
48.8%
(2.5%) $
3.3% $
Net Income
$
$
64,444
456,631
226,506
219,818
33,788
65,922
12,622
$ 1,015,287
$
52,606
4.9%
$
6,453
59,059
% Variance
Prior Year
$
949,567
26,716
976,283
56.1%
$
432,188
200,704
187,261
23,832
57,303
7,092
908,380
67,903
7.0%
74,263
9.1%
$
142,166
($s in thousands)
NET REVENUE BY PAYOR:
Medicare
Medicaid
Commercial Insurance
Anthem
Southern Health
Other
Total Paying Patient Revenue
OTHER:
Collection % of Gross Billings
Days of Revenue in Receivables (Gross)
Cost per CMI Adjusted Discharge
Total F.T.E.'s (including Contract Labor)
F.T.E.'s Per CMI Adjusted Discharge
Actual
$
$
$
353,671
124,030
213,757
188,253
31,118
143,618
1,054,447
Budget
$
$
35.91%
47.9
10,797 $
6,741
24.21
333,960
143,006
180,263
193,510
44,146
145,513
1,040,398
35.31%
45.0
11,053
6,755
25.56
% Variance
5.9% $
(13.3%)
18.6%
(2.7%)
(29.5%)
(1.3%)
1.4% $
1.7%
(6.4%)
2.3% $
0.2%
5.3%
Prior Year
304,804
130,521
164,525
176,616
40,291
132,810
949,567
36.59%
47.1
10,179
6,397
24.66
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 - May 31, 2012
Assumptions - Operating Statistical Measures
Discharges and Case Mix Assumptions
Discharges 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 or Rucker 3
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
24
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, and excludes bad debt
MEDICAL CENTER
ACCOUNTS COMMITTEE REPORT
(Includes All Business Units)
(Dollars in Thousands)
Year to Date
May
2011-12
INDIGENT CARE (IC)
Net Charge Write-Off
188,856
Percentage of Net Write-Offs to Revenue
6.43%
Annual Activity
2010-11
2009-10
195,645
172,917
6.89%
6.60%
Total Reimbursable Indigent Care Cost
71,388
73,954
53,095
State and Federal Funding
68,475
70,936
52,053
Total Indigent Care Cost Funding As a Percent
of Total Indigent Care Cost
96%
Unfunded Indigent Cost
2,912.62
96%
98%
3,017.31
1,042.00
Annual Activity
May
2011-12
BAD DEBT
Net Charge Write-Offs
30,477
Percentage of Net Write-Offs to Revenue
1.04%
2010-11
2009-10
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 bad debts and
indigent care which occur at the time an individual account is written off.
25
30,948
1.18%
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 13, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.D.
ACTION REQUIRED:
None
Capital Projects
BACKGROUND: The Medical Center is constantly improving and
renovating its facilities. A status report of these capital
projects will be provided at each Medical Center Operating Board
meeting.
DISCUSSION: The current Medical Center capital projects report
is set forth in the following table:
26
The University of Virginia Medical Center
Capital Projects Report
September 2012
Scope
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
1. Under Construction
Battle Building:
Fundraising
The Groundbreaking Ceremony was
held on June 9, 2011. Structural
concrete work is nearing completion
on the Penthouse slab. Interior
framing and mechanical rough-ins are
progressing.
University Hospital:
Renovate Radiology Department –
$21.2 M
(52,000 GSF)
construction of final phase under way
*Health System Precinct:
$36.5M
Realignment of Lee St. and
construction of new chiller plant.
Realignment of Lee St. to be
complete this summer. Steel erection
for the new chiller plant is under way.
27
The University of Virginia Medical Center
Capital Projects Report
September 2012
Scope
Budget
BOV
Projected
Approval
Completion
Date
Date
Bonds
Feb 2008
2012
Bonds and Health
Sept 2005
Funding Source
2. Construction Complete
University Hospital:
$7.6M
Add elevators – The new elevators
are in place and in use.
University Hospital Bed Expansion:
$80.2 M
System Operating
Project to increase inpatient bed
Revenue
capacity in University Hospital by
June 2007
2012
adding 72 private, ICU-level rooms.
All patient units are complete with
Floors 3, 4, and 5 occupied. Only
commissioning activities remain.
*University Hospital:
$6.7M
Bonds
Relocation of helipad to roof of
University Hospital. Helipad and
associated elevator work is
substantially complete. Helicopter
flights began in early July with ramp
up to full usage in late July.
28
Nov. 2010
2012
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 13, 2012
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.E.
ACTION REQUIRED:
None
Health System Development
BACKGROUND: Health System Development will provide reports of
recent activity to the Medical Center Operating Board from time
to time.
DISCUSSION:
SIGNIFICANT GIFTS
March 1, 2012 – June 30, 2012
The Schools of Medicine and Nursing each received a $3
million gift credit as part of a larger $15 million University
commitment to establish a new, interdisciplinary Contemplative
Sciences Center.
A $2.2 million bequest was documented to establish the Orr
Professorship in Women’s Oncology in honor of Dr. Peyton T.
Taylor, Jr.
A $1 million bequest was made in support of the Chairman’s
Discretionary Fund for Otolaryngology – Head and Neck Surgery.
A $1 million estate distribution was received for
unrestricted use in the School of Medicine.
A $1 million expectancy was documented to endow two
fellowships in the School of Medicine, one in general medicine
and the other in neurology.
The contributions of several Health Foundation trustees and
Nursing Advisory board members enabled the School of Nursing to
conclude its campaign for the renovation of McLeod Hall, raising
more than $1 million to finish Phase II of the renovation
campaign, and surpassing the overall $12 million renovation
campaign goal with a total of more than $15 million raised.
A $798,000 realized bequest was received in support of the
W. T. Moore, MD Professorship in Obstetrics and Gynecology.
29
An agreement was reached between the Department of
Pediatrics and the Charlottesville Area Community Foundation
(CACF) for annual disbursements from a $617,000 CACF endowment
to support the Karen Jargowsky Professorship in Pediatric
Hematology and Oncology at UVA Children’s Hospital.
A Health Foundation trustee and his spouse added to their
existing unitrust, bringing the total benefit to the School of
Medicine to almost $1 million, and committed an additional
$25,000 in support of the McLeod Hall Nursing Renovation
project.
The Nursing Annual Fund exceeded its FY ’12 goal, raising a
total of $357,544 in unrestricted funds for the School of
Nursing.
Various corporate partners contributed $125,000 in support
of the UVA Children’s Hospital through the Children’s Miracle
Network.
On May 12, the 28th Annual Klöckner Pentaplast Walk for Kids
took place to benefit the Battle Building at UVA Children’s
Hospital. Donations from the walk, including additional support
from Klöckner, totaled $125,000.
A $122,169 realized bequest was received in support of the
Class of 1957 gift for the Claude Moore Medical Education
Building.
A Health Foundation trustee made a $100,000 gift in support
of the UVA Children’s Hospital, as well as an additional $50,000
gift to the Pancreatic Cancer Research Program in support of the
research of Todd Bauer, M.D., and Kimberly Kelly, PhD.
A $100,000 estate distribution was received in support of
scholarships for undergraduate nursing students.
A $100,000 gift was received in support of parapsychology
research in the Department of Psychiatry and Neurobehavioral
Sciences.
A $100,000 gift was received in support of the Orthopaedic
Research Fund in the School of Medicine.
Other gifts and pledges received include:

$90,000 raised from the 37th Annual Charlottesville 10-Miler
in support of lung cancer research;
30








A $75,000 commitment to fund the Jack M. Gwaltney, Jr.,
Eminent Scholars Professorship in Infectious Diseases in
the School of Medicine;
A $71,000 bequest in support of the pediatric orthopedics
clinic in the Battle Building;
A $50,000 commitment to the School of Medicine Class of
1966 scholarship fund;
A $50,000 pledge in support of the School of Nursing McLeod
Hall Renovation project;
A $50,000 bequest to the School of Nursing in support of
the Lucie Kelly Faculty Leadership Award, the Center for
Nursing Historical Inquiry, and the Beta Kappa chapter of
Sigma Theta Tau, the nursing honor society;
A $50,000 realized bequest in support of the Paul H. Wornam
Scholarship in the School of Medicine;
A $50,000 gift in support of the Grand Aides initiative in
the School of Medicine; and
A $50,000 charitable gift annuity to benefit the School of
Medicine.
OTHER DEVELOPMENT INITIATIVES
On March 29, the Patients & Friends Steering Committee
hosted a “Hot Topics in Cancer” Forum for more than 120
community members featuring innovations in pancreatic care and
research.
On March 30, Mr. R. Edward Howell and Steven T. DeKosky,
M.D, FAAN, FACP, participated in a meeting with Medical Center
volunteer board leaders regarding the Health System’s strategic
planning process.
The School of Nursing sent its first ever solicitation
mailing to parents of second through fourth-year students in
March. In May, a targeted email solicitation during National
Nurses Week generated more than $23,000 in gifts.
On April 5, the School of Nursing, School of Medicine, and
Health System hosted a joint reception in Richmond for alumni,
friends, and donors featuring Mr. R. Edward Howell, Steven T.
DeKosky M.D, FAAN, FACP, and Dean Dorrie Fontaine.
In April, a School of Nursing alumna hosted an event in her
home to introduce UVA President Sullivan to select alumni,
parents, and friends and to showcase UVA’s cross-disciplinary
research. Later that month, parents of a current nursing
31
student hosted an event featuring Dean Dorrie Fontaine for
alumni, parents, donors, and prospects.
An event was held on April 18 to celebrate the artists,
donors, and volunteers who contributed to the art in the Emily
Couric Clinical Cancer Center.
The School of Nursing held various events on June 1-2 to
celebrate its annual Reunions weekend, including lunch on the
McLeod Hall Patio, a tour of the newly renovated McLeod Hall and
the Claude Moore Nursing Education Building, a talk by Dean
Dorrie Fontaine and Jonathon Truwit, M.D., Senior Associate Dean
for Clinical Affairs, and an Open House at Pavilion IX for
alumni and friends.
The Health System Development Communications team produced
spring issues of Virginia Legacy, Investing in Hope, and Pulse,
and collaborated on various solicitations and other
communications for the Cancer Center and Children’s Hospital
teams.
As of June 30, Development officers made 1,727 face-to-face
visits with donors and prospects.
CAMPAIGN PROGRESS THROUGH June 30, 2012
Through the end of June, the Health System Campaign for
Health total was $608,402,152. This represents 122% of the
original $500 million campaign goal. The following table shows
the fiscal year 2012 totals as of June 30 for new commitments,
including gifts and pledges, as compared with this same time in
fiscal year 2011.
FY 12 to date
(through 6/30/12)
New Gifts
New Pledges
Total New Commitments
32
Compare FY 11
(through 6/30/11)
$35,044,386
$41,050,953
$3,192,139
$4,967,146
$38,236,525
$46,018,098