UNIVERSITY OF VIRGINIA
BOARD OF VISITORS
MEETING OF THE
MEDICAL CENTER
OPERATING BOARD
FOR THE UNIVERSITY OF
VIRGINIA MEDICAL CENTER
September 15, 2011
UNIVERSITY OF VIRGINIA
MEDICAL CENTER OPERATING BOARD
Thursday, September 15, 2011
12:45 – 2:45 p.m.
Small Auditorium, Harrison Institute
Committee Members:
Vincent J. Mastracco, Jr., Chair
Helen E. Dragas
W. Heywood Fralin
Andrew K. Hodson, MB.Ch.B
Patrick D. Hogan
William P. Kanto Jr., M.D.
Constance R. Kincheloe
Mark J. Kington
Ex Officio
Teresa A.
Steven T.
Dorrie K.
Robert S.
Members:
Sullivan
DeKosky, M.D.
Fontaine
Gibson, M.D.
Randolph J. Koporc
Stephen P. Long, M.D.
Edward D. Miller, M.D.
Charles W. Moorman
Jonathan B. Overdevest
The Hon. Lewis F. Payne
E. Darracott Vaughan Jr., M.D.
R. Edward Howell
John D. Simon
Michael Strine
AGENDA
PAGE
I.
II.
ACTION ITEM
A.
Amended and Restated Bylaws of the Clinical Staff
of the Medical Center
1
B.
Delegation of Authority Regarding Credentialing
Actions
REPORTS BY THE VICE PRESIDENT AND CHIEF EXECUTIVE
OFFICER OF THE MEDICAL CENTER (Mr. Howell)
A.
Vice President’s Remarks
2
B.
Annual Buchanan Report and Clinical Presentation
(Mr. Howell to introduce Peter Netland, M.D.; Dr.
Netland to report)
5
C.
Operations, Finance, and Write-offs, Including
Continuum Annual Report and Fiscal Year (FY) 2011
Year-End Results (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 and Write-offs)
7
D.
Capital Projects
26
E.
Health System Development
28
4
III.
EXECUTIVE SESSION
●
ACTION ITEMS - 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 2.23711(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 strategic joint ventures and other
growth efforts, 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; 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 15, 2011
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
I.A. Amended and Restated Bylaws of the
Clinical Staff of the Medical Center
BACKGROUND: The Clinical Staff of the University of Virginia
Medical Center is governed by Bylaws, last adopted September
14, 2010. The Bylaws have been reviewed and updated and the
Medical Center seeks the approval of the Medical Center
Operating Board.
DISCUSSION: In accordance with accreditation and other legal
requirements, the Medical Center Operating Board has provided
for an organized Clinical Staff for the Medical Center and has
delegated to it the appropriate responsibility for the provision
of quality care given by the Clinical Staff throughout the
Medical Center. In addition, the Medical Center Operating Board
has provided for a system of self-governance of the Clinical
Staff, including the requirements for initial membership on the
Clinical Staff, a mechanism for reviewing the qualifications of
applicants for admission to the Clinical Staff, the procedures
for the granting of clinical privileges to practice medicine
within the Medical Center, and a process for continuing review
and evaluation for membership and clinical privileges. The
Amended and Restated Bylaws of the Clinical Staff of the Medical
Center set forth these rights and responsibilities.
The Bylaws Committee of the Clinical Staff Executive
Committee has proposed certain revisions primarily to address
changes required by the Joint Commission. The Clinical Staff
Executive Committee has approved the revisions and submits them
for approval by the Medical Center Operating Board.
ACTION REQUIRED:
Approval by the Medical Center Operating Board
APPROVAL OF AMENDED AND RESTATED BYLAWS OF THE CLINICAL STAFF OF
THE MEDICAL CENTER
RESOLVED, the Medical Center Operating Board approves the
Amended and Restated Bylaws of the Clinical Staff of the Medical
Center. These amendments, which are appended to this resolution
as an Attachment, shall be effective as of September 15, 2011.
1
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 15, 2011
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
I.B. Delegation of Authority Regarding
Credentialing Actions
BACKGROUND: The Medical Center Operating Board, as the
governing body of the Medical Center, is responsible for
appointing and reappointing clinicians to the Clinical Staff of
the Medical Center, as well as for granting clinical privileges
to such clinicians and for granting appropriate clinical
privileges to Allied Health Professionals and certain other
healthcare providers, based upon the recommendations of the
Credentials Committee and the Clinical Staff Executive Committee
of the Medical Center.
DISCUSSION: The Joint Commission, which accredits the Medical
Center, expects the Medical Center to have a process to
regularly issue clinical privileges as patient care needs
require, and the privileges must be approved by the Medical
Center Operating Board. Due to the infrequency of meetings of
the Medical Center Operating Board, the Medical Center has been
issuing “temporary privileges” to clinicians in between meetings
of the governing body. In order to avoid the lapse or delay in
privileges, and to be compliant with Joint Commission standards,
the Medical Center requests the Medical Center Operating Board
to delegate to two members of the Medical Center Operating Board
the authority to appoint and reappoint clinicians to the
Clinical Staff of the Medical Center, to grant appropriate
clinical privileges to such clinicians, and to grant appropriate
clinical privileges to Allied Health Professionals and certain
other health care practitioners who provide patient care in the
Medical Center.
ACTION REQUIRED:
Approval by the Medical Center Operating Board
2
APPROVAL OF DELEGATION OF AUTHORITY REGARDING CREDENTIALING
ACTIONS FOR THE MEDICAL CENTER
WHEREAS, the Medical Center Operating Board has the
authority and responsibility for appointing and reappointing
clinicians to the Clinical Staff of the Medical Center, as well
as for granting appropriate clinical privileges to such
clinicians and for granting appropriate clinical privileges to
Allied Health Professionals and certain other healthcare
practitioners to practice within the Medical Center; and
WHEREAS, the Medical Center Operating Board does not
convene between its officially scheduled meetings;
RESOLVED, the Medical Center Operating Board delegates to
two members, as designated below, the authority to appoint and
reappoint clinicians to the Clinical Staff of the Medical
Center, and to grant appropriate clinical privileges to such
clinicians and to grant appropriate clinical privileges to
Allied Health Professionals and certain other healthcare
practitioners to practice within the Medical Center as
recommended to them by the Credentials Committee and the
Clinical Staff Executive Committee between officially scheduled
meetings of the Medical Center Operating Board; and
RESOLVED, the Medical Center Operating Board designates the
Chair of the Medical Center Operating Board to serve as one
member and authorizes the Chair to designate the second member
from the voting membership of the Medical Center Operating
Board, as the Chair determines from time to time, to serve as
provided by this resolution.
3
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 15, 2011
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.A.
ACTION REQUIRED:
None
Vice President’s Remarks
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.
4
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 15, 2011
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.B. Annual Buchanan Report and Clinical
Presentation
BACKGROUND: Mr. Ward Buchanan, a 1914 graduate of the
University’s Law School, left a $52.6 million bequest to create
an unrestricted endowment fund for the University of Virginia
Medical Center. Interest earnings from the Ward Buchanan Fund
are being used to provide seed funding of unique, “clinically
differentiating” programs at the Medical Center. The annual
interest amounts to approximately $2.3 million and, with
matching funds, up to $5 million will be available. Funding
will be provided for a maximum of three years for each new
clinical program.
DISCUSSION: As in past years, a request was sent to all School
of Medicine clinical department chairs and clinical staff
members to submit Letters of Intent describing proposed
clinically differentiating programs.
In order to receive funding, the programs must demonstrate
that an 11 percent return on investment over a three-year period
and seven percent net operating margin in the third and final
year of funding could be achieved. Programs must be clinically
differentiating and set the University of Virginia Medical
Center apart from other academic medical centers and hospitals
in the area. In addition, up to 25 percent of Buchanan funding
may be used for Clinical Trials Research that is part of a
differentiating clinical program.
Using these criteria, the Buchanan Endowment Programs
Committee recommended that two programs receive funding this
year. The Vice President and Chief Executive Officer of the
Medical Center and the Vice President and Dean of the Medical
School made the final decision and concurred with the
Committee’s recommendations. The two programs are:
Fibroid Treatment Center: Recent advances in the treatment
of uterine fibroids afford patients a variety of treatment
options, including minimally invasive endoscopic surgery,
robotic assisted surgery, and magnetic resonance guided focused
ultrasound. As the only medical center in Virginia that has a
5
magnetic resonance guided focused ultrasound facility, UVA is
uniquely positioned to offer the full array of procedures to
treat uterine fibroids.
The Fibroid Treatment Center will not only offer unique
treatments, it will also enable Gynecologists and Interventional
Radiologists to work side-by-side to evaluate patients and
select the best therapy for each individual. The principal
investigators for this program are Alan H. Matsumoto, M.D., Dana
L. Redick, M.D., and Dale Stovall, M.D.
Diabetic Retinopathy Center: Diabetic retinopathy is
caused by damage to the tiny blood vessels of the retina due to
chronic hyperglycemia. In its early stages, retinopathy is not
symptomatic, and the only way to detect it at the optimum time
for treatment is through regular screening of diabetic patients.
There are several barriers to such screening, however, including
the high cost of retina cameras. With regular screening the
incidence of blindness can be reduced by 80 percent, but less
than half of diabetics receive annual screening. UVA has
developed a patented CAVCAM screening camera that can be
produced for less than five percent of the cost of current
retina cameras, thus substantially reducing the cost of
screening. This program will capitalize on the opportunity
presented by the CAVCAM by establishing the first statewide
network of low cost diabetic retinopathy screening facilities.
The principal investigator for this program is Paul A. Yates,
M.D., Ph.D.
Peter A. Netland, M.D., Professor of Ophthalmology and
Chair of the Department of Ophthalmology, will report on the
Diabetic Retinopathy Center program.
6
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 15, 2011
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.C. Operations, Finance, and Write-offs,
Including Continuum Annual Report and Fiscal
Year (FY) 2011 Year-End Results
ACTION REQUIRED:
None
BACKGROUND: The Medical Center prepares a periodic financial
report, including write-offs of bad debt and indigent care, and
reviews it with the Executive Vice President and Chief Operating
Officer of the University 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.
FINANCE REPORT
On an unaudited basis, the Medical Center ended FY 2011
with operating income of $89.1 million and an operating margin
of 8.3 percent for all business units, which was above the
budget of 4.9 percent. Operating income included $11.1 million
reflecting the resolution of a nationwide dispute between
teaching hospitals and the Internal Revenue Service over payment
of FICA taxes for resident physicians. Teaching hospitals
considered residents to be students, while the IRS considered
them employees. The courts ultimately agreed with the teaching
hospitals. This issue was first brought to the attention of the
Board of Visitors in 1999. FY 2011 represents the highest level
of operating income in the history of the Medical Center. The
operating margin for the hospital without other entities was 6.7
percent against a budget of three percent. The operating
margins for the University of Virginia Outpatient Surgery
Center, Off-Campus Dialysis, Community Medicine and Outreach
were all above budget for the year. The operating margin for
University of Virginia Imaging was 44.5 percent, slightly below
the budget of 44.9 percent.
In FY 2011, inpatient discharges, inpatient and outpatient
surgeries, and outpatient clinic visits were all above budget
and above the prior year. Average length of stay was 5.93 days,
7
which was below the budget of 6.13 days. The case mix index was
equal to the budget of 1.90.
Net patient service revenue for FY 2011 was 0.3 percent
below budget. Total operating expenses were 3.7 percent below
the $1.0 billion budget. Total labor expenses (including
salaries and wages, fringe benefits, and contract labor) were
1.4 percent below budget, and total supply cost was 3.4 percent
below budget. Purchased services, interest expense and bad debt
expense were below budget, while medical center contracts
expense and depreciation were above budget.
Total paid employees, including contracted employees, were
77 above budget.
FY 2010
Employee FTEs
Salary, Wage and
Benefit Cost per
FTE
Contract Labor FTEs
Total FTEs
FY 2011
2011 Budget
6,035
6,159
6,153
$70,791
$70,178
$72,764
184
243
172
6,219
6,402
6,325
OTHER FINANCIAL ISSUES
The recently enacted Patient Protection and Affordable Care
Act and the Health Care and Education Affordability
Reconciliation Act of 2010 will impact the healthcare industry
over the next decade in a significant manner, probably more so
than any legislation since the repeal of cost based
reimbursement in the early 1980’s. The Medical Center, like all
healthcare organizations across America, is studying the impact
this legislation will have on our business and strategies over
the next decade. One aspect of the legislation is an emphasis
on innovative delivery systems, such as the Accountable Care
Organization (ACO). On March 31, 2011, The Centers for Medicare
and Medicaid Services (CMS) issued proposed new payment
regulations allowing physicians, hospitals, and other health
care professionals to form special networks to coordinate
patient care and share in any savings they generate by keeping
Medicare patients healthy. The comment period on the proposed
regulations ended on June 6, and final regulations from CMS are
8
pending. It is likely that over the next two years the Medical
Center will have an opportunity to join an ACO as a provider or
possibly as an owner.
The Patient Protection and Affordable Care Act of 2010
requires the Secretary of Health and Human Services to establish
a Value-Based Purchasing program to pay hospitals for their
actual performance on quality measures beginning in FY 2013.
The final regulation for this program was published on May 6,
2011. The Medical Center is developing strategies to take
advantage of the Value-Based Purchasing rules.
The acquisition of the HOPE group closed on July 15, 2011.
One of the risk factors inherent in the acquisition was the
response from Augusta Health. Augusta Health has not yet taken
any action, so the HOPE practice at Augusta Health has continued
without interruption. The HOPE contract at Augusta Health
expires September 30, 2012, which will necessitate a change in
the HOPE contractual relationship with Augusta Health.
In July the State of Virginia granted approval for a
Program for All-Inclusive Care for the Elderly (PACE) to a joint
venture among Riverside Hospital, Jefferson Area Board on Aging,
and the University of Virginia Medical Center. Our application
was selected over a competing application from Sentara. The
joint venture is planned to become operational in January 2013.
WRITE-OFF OF BAD DEBTS AND INDIGENT CARE
Indigent care charges totaling $235.9 million for the
period July 1, 2010, through June 30, 2011, have been written
off. Recoveries during this period totaled $57.6 million.
Bad debt charges totaling $44.5 million have been written
off during FY 2011. During this same period, $20.0 million was
recovered through suits, collection agencies, and Virginia
refund set-off.
OPERATIONS REPORT
Clinical Operations
Ambulatory Operations
Employee Connection, the concierge services program which
was implemented to provide one-stop assistance in scheduling
9
primary and specialty clinic appointments, is in its second year
of operation and continues to be well utilized and received by
Health System and University employees and their families.
Services have been extended to University of Virginia Student
Health and to employers in the community, including KlocknerPentaplast and Century Link. A total of 4,470 appointments have
been assisted to date.
The Employee Same Day Clinic, which was established as a
component of the employee benefits package to offer same-day
appointments with nurse practitioners for minor illnesses, also
continues to be well utilized. To date the clinic has had 1,671
visits which generated 369 referrals to other Medical Center
services.
Ambulatory Operations has focused efforts over the past
several months to better understanding specific clinic workflows
to enhance efficiencies and maximize utilization of EpicCare
Ambulatory. Additional quality initiatives include improving
timely access for clinic appointments, implementing standards
for scheduled appointment times for new and established patient
visits, customer service initiatives, and a proactive
immunization initiative to provide pneumovax to the adult
population.
Patient Care Services and Nursing
On June 20, 2011, the Psychiatry Inpatient Unit on Rucker 3
at Martha Jefferson Hospital relocated to the renovated and
expanded University Hospital 5 East Unit, which now consists of
23 patient beds and two research beds. As part of the project,
the Rucker 3 Unit was decommissioned and the lease was
terminated.
Transplant Services
Kidney transplant volumes in Calendar Year (CY) 2011 are 13
percent higher than CY 2010, but the Medical Center performed 12
percent fewer organ transplants in the first six months of 2011
compared to the first six months of 2010. Total volume for 2011
is projected to be eight percent less than in CY 2011, with 170
transplants in 2011 as compared to 185 in 2010. The two primary
reasons for the decrease are:

LifeNet Health, the Organ Procurement Organization for the
Commonwealth of Virginia, has experienced an unusual
downturn in quality and volume of transplantable organs.
The Medical Center is working closely with LifeNet Health
10
to encourage all Virginia hospitals to heighten their
awareness of the need for early recognition of appropriate
donors.

During the past several years the Medical Center
supplemented the volume of organs offered by importing
organs from Carolina Donor Services, North Carolina's Organ
Procurement Organization. The importation of organs from
Carolina Donor Services has declined dramatically since the
strong reinvestment by Duke and Carolinas Medical Center in
their Transplant Centers. In an attempt to offset the
effects of this situation the Medical Center is focusing on
growing its living kidney and liver donor programs.
Patient Progression
Huron Healthcare was engaged to manage implementation of
recommended actions identified in their initial assessment of
Medical Center patient progression processes and systems. This
engagement is estimated to last 11 months and includes an “at
risk” component for meeting defined action milestones in the
work plan. Huron’s recommendations will require changes in
processes, systems, tools, communications, and culture that
impact emergency, inpatient, and surgical services. Huron
Healthcare consultants have been working at the Medical Center
since June. The first phase of implementation is focused on
care coordination, case management, and the bed/transfer center.
Clinical Ancillary Services
Pharmacy Services
The Pharmacy received the Virginia Governor's Award for
Innovation this summer for their re-engineering efforts over the
last two years. Improved metrics included fewer dispensing
errors, improved medication order review, decreased inventory
costs, and a $7 million reduction in drug expenditures.
Pharmacy is working to open an infusion pharmacy by midAugust at the HOPE Pantops location. This facility will provide
chemotherapy infusion services for oncology patients and will
facilitate a $3-4 million reduction in the cost of drugs through
access to the Medical Center’s 340B eligible contracts.
Pharmacy is also scheduled to open a small retail pharmacy at
this location within six months as space becomes available.
Pharmacy is also working with the Transitional Care Hospital to
open an infusion pharmacy in the fall to service the
Transitional Care Hospital exclusively. The services offered
11
will include both medication distribution services and clinical
support services. Planning is also underway to locate a small
retail pharmacy in the lobby of the future Battle Building.
Pharmacy is initiating two specialty residency programs in
Oncology and Informatics with the support of the Graduate
Medical Education Program.
Medical Laboratories
The Medical Center renewed a five–year contract with
Virginia Blood Services to be the sole provider of blood
products. Virginia Blood Services is a not for profit blood
center that is in good standing with all of the regulating
agencies. They have not had any significant blood shortages in
the last five years.
Radiology Services
Computed Tomography services are now available at the Emily
Couric Clinical Cancer Center. The availability of this service
allows patients to be scanned just prior to their clinic visits.
New technology was introduced which significantly reduces the
radiation dose to our patients.
The Breast Center staff provided mobile mammography
services to over 100 patients at the recent Remote Area Medical
Clinic event. The cost of this care was covered by funds
donated by the Women’s Four-Miler walk/run.
Culpeper Regional Hospital
The Culpeper Regional Hospital Board of Trustees approved a
plan to expand the Emergency Department as well as the
infrastructure plant. Planning and design are currently under
way, with construction expected to begin in 2012 and completion
expected in early 2013.
EpicCare - The Electronic Medical Record
An Epic Ambulatory refresh project to provide additional
on-site education to clinic faculty and staff and address
specific clinic issues related to Epic usage began on July 5,
2011. A team of Epic builders and trainers is scheduled to
visit each provider clinic over the course of the next several
months to review workflow and usage of Epic and to provide
training to users. The initial feedback from this process has
12
been positive and is providing the Epic team with valuable
information to improve the electronic medical record.
Human Resources
Employee Engagement
The Medical Center recently completed its employee
engagement survey with over 81 percent of the employees
responding, some 20 percent higher than the previous survey.
The survey is designed to review improvements in employee
engagement as it relates to their jobs, their managers, senior
leadership, and the Medical Center. Studies show that more
engaged employees are more likely to go out of their way to
provide high quality service to patients and their families.
Survey results are being compiled and will be shared with all
employees.
Leadership Development
The new Uteam Leadership Academy is a virtual umbrella for
all leadership development education and consists of three
pathways: 1) Informal Leader, 2) New/Established Leader, and 3)
Senior/Executive Leader. The 2011-2012 rollout schedule
specifies the programs that will be offered each quarter. This
deliberate learning strategy will ensure leaders have the
necessary skills to execute our business strategy.
Compensation
The planning for compensation redesign continues. Earlier
this year, the General Assembly and the Governor approved a
budget that included a five percent pre-tax employee
contribution for participants in the Virginia Retirement System
(VRS), offset by a five percent increase in base pay. This
mandate affects approximately 1,000 Medical Center employees
hired before January 1, 2010 (those hired after that date
already contribute five percent to the VRS and are not
impacted). To comply with this legislation, the Medical Center
implemented the pay increase and the contribution to the VRS for
the affected employees.
Uteam Town Hall Sessions
Another round of Uteam town hall sessions was held in
August 2011. Feedback regarding the information presented by Ed
Howell and Bo Cofield is currently being gathered.
13
Electronic Performance Appraisals
New electronic performance evaluations for managers were
rolled out in July 2011. The evaluations, called E-Performance,
will bring a higher level of consistency and ease to the
performance management process. Managers will be able to better
set goals, track performance, gather input, and document
developmental needs using the new electronic process. The
electronic performance evaluation tool for staff will be rolled
out in September.
Quality and Performance Improvement
Accreditations and Surveys
In preparation of an upcoming survey by The Joint
Commission a three day “mock survey” was conducted by two nurses
and a physician. The team reviewed the Medical Center’s
inpatient and outpatient care processes. The survey was
successful in assisting our staff in understanding new
requirements to meet national patient safety goals and other
standards. The team left recommendations for actions to support
a successful survey.
The accreditation of point of care testing programs is
being transferred from The Joint Commission to the College of
American Pathologists. The College of American Pathologists has
indicated that our point of care testing sites will be inspected
within three to four months after receipt of our application,
which would be November or December 2011.
Quality Initiatives and Performance
The Quality and Performance Improvement Department
collaborated with Health System Computing Services and Patient
Care Services to design and produce four electronic dashboards
displaying key quality information. The new dashboards provide
managers and staff the ability to look at unit-level clinical
indicator data against applicable benchmarks. The tool also
allows for communicating action plans to improve and sustain
performance. The dashboards can be accessed and viewed by all
Medical Center employees and the Clinical Staff.
Patient Safety
The third Quality and Patient Safety Grand Rounds focused
on the importance of hand-off of care and fall prevention. The
program was well attended.
14
Environment of Care
Major Construction Projects
Operating Rooms 27 and 28 are scheduled to open in
September 2011 with intra-operative magnetic resonance imaging
capacity.
Completion of construction of the Hospital Bed Expansion is
scheduled for the fourth quarter of 2011.
Completion of the Lee Street Connective Elements Project is
scheduled for the second quarter of 2012.
Completion of construction of the Battle Building is
scheduled for 2014.
On June 8, the former McKim Auditorium was renamed in honor
of Leonard Sandridge, in recognition of his dedication and many
contributions to the Medical Center.
Nutrition Services
Three members of the Medical Center clinical nutrition
staff were recently honored with awards from the Virginia
Dietetic Association. On July 1, graduation ceremonies were
held for the Dietetic Internship Class of 2011. The 10 graduates
who completed the program obtained over 1,200 hours of
supervised practice experience and over 250 hours of didactic
training.
Patient & Guest Services
During the past year, the Hospital Auxiliary donated more
than 75,000 volunteer hours to the Medical Center. This
represents approximately $1.5 million of in-kind services. In
addition, they raised more than $176,000 in support of
“Flourish”, the positive image boutique at the Emily Couric
Clinical Cancer Center, and more than $181,000 for other
programs that support the Health System.
Arts Committee
The University of Virginia Health System Arts Committee
sponsored two recent exhibitions. “Virginia Journeys: Scenic
Photographs of the Commonwealth” by Michael Payne was on display
in the University Hospital Lobby from May 6 to July 8, 2011.
The exhibition “Honoring Gloria Catazone Casey” by mixed media
15
artist Jeff Cutruzzula will be on display from July 8 to
September 2, 2011.
Awards and Recognition
Five medical specialties received national ranking in the
U.S. News & World Report 2011-12 annual survey of “Best
Hospitals”. The ranked specialties were Diabetes and
Endocrinology (ranked 13); Neurology and Neurosurgery (35); Ear,
Nose, and Throat (39); Gynecology (44); and Cancer (48).
According to the report, only 140 medical centers of more than
5,000 nationwide are ranked in one or more of the 16
specialties.
Community Outreach
The eleventh annual Remote Area Medical (RAM) Clinic was
held on July 22-24, 2011 at the Virginia-Kentucky Fairgrounds in
Wise, Virginia. During the two and a half day clinic 240
volunteers from the University of Virginia Health System
registered, treated, and provided lab work, education, and
prescriptions to over 1,000 patients. An extensive array of
medical services and diagnostic procedures was provided.
Continuum Home Health FY 2011 Annual Report
Continuum Home Health Care is structured as a department of
the Medical Center and provides two primary lines of business:
home health and home infusion services. Continuum is accredited
by The Joint Commission and separately Medicare/Medicaid
certified from the Medical Center.
Home health services include the direct provision of
skilled nursing, physical, occupational and speech therapies,
home health aides and medical social work to patients residing
within an 11 county area - which includes the counties of
Albemarle, Greene, Madison, Culpeper, Orange, Louisa, Fluvanna,
Buckingham, Nelson, and across the mountain, the counties of
Augusta and Rockingham. Additionally Continuum offers specialty
care through its Psychiatric Service, Pediatric Service, and an
interdisciplinary Wound Care Team. Home infusion provides
services in these same 11 counties (with Continuum also
providing any needed direct services), and provides
pharmaceutical services on a statewide basis and out-of-state as
needed to patients residing in Maryland, North Carolina, and
West Virginia. For home infusion patients residing outside of
Continuum’s direct 11 county service area, Continuum works with
16
another Medicare certified home health agency to provide any
direct nursing services required.
Activity Levels – I HEAL
Admissions
FY06
FY07
3,400
3,676
Home Health
FY08
FY09
3,876
3,748
FY10
4,004
FY11
4,711
Total UOS(visits) 49,575 47,981 49,748 48,740 51,881 59,352
Admissions
Total UOS
(therapy days)
FY06
FY07
873
951
Home Infusion
FY08
FY09
1,168
947
FY10
1,152
FY11
1,317
56,802 61,499 69,168 72,402 76,352 83,748
Both home health and home infusion product lines continue
to demonstrate steady growth as many patients become repeat
patients. Gaining new home health patients while delivering
fewer visits overall is supportive of a more positive
reimbursement picture for home health. Continuum grew its home
health business 18 percent in FY 2011 and was able to maintain
its average number of visits per patient at 13.1 while still
achieving reported patient outcomes which exceed both state and
national levels.
Continuum home infusion experienced a 14 percent increase
in its admissions in FY 2011 and an 11 percent increase in
therapy days. Many home infusion patients may be repeat
patients or may remain on service for life (i.e. cycles of
chemotherapy, tube feeding, and total parenteral nutrition (TPN)
patients), so the growth in admissions is significant.
Continuum continues to demonstrate positive movement in all
measured patient outcomes as reported by Centers for Medicare
and Medicaid Services Home Health Compare and for FY 2011
outperformed all local area home health agencies, both
proprietary and hospital based. Continuum exceeded clinical
outcome results in 21 of 22 categories in state and national
comparatives, with a variation from standard of only one to two
percent in the single remaining category.
Extensive staff training was required to bring the nurses,
therapists, aides, social workers, and office staff from
Culpeper Regional Hospital’s Family Care Home Health Agency on
17
board as team members when the Culpeper agency closed. This
collaborative effort preserved jobs and was viewed as an
effective, positive transition for both Culpeper Regional
Hospital and Continuum.
Continuum was recognized by Outcome Concept Systems as a
top performing home health agency (Home Care Elite status) for
the fourth consecutive year. Only 11 home health agencies of
the 9,375 agencies in the United States have matched this
achievement.
Continuum supported the building of the two UVA-Habitat
“Health Houses” in Charlottesville by providing a team of
workers. Continuum also installed the tele-home health
monitoring devices and provides ongoing clinical nursing support
to the residents in these two homes, both University of Virginia
employees, communicating vital sign reports to the patients’
physicians to facilitate effective home patient management.
Operations – I BUILD
Significant differences in payer mix continue to exist
between the home health and home infusion business lines, adding
to the complexity of intake and pre-authorization. Medicare
Part A & B coverage is limited in its support of home infusion
therapy. Medicare Part D prescription drug plans have shifted
patients to Medicare D coverage, helping to eliminate secondary
coverage or self pay needs. Medicare continues to be the
primary payer for home health services, while commercial payers
continue to be the primary payer for home infusion.
Despite ongoing payer cuts, both home health and home
infusion continue to produce significant operating margins,
24.68 percent for home health and 12.50 percent for home
infusion, while continuing to provide services critical to the
institutional priority of timely and effective patient discharge
and supporting the post-hospital needs of indigent patients.
Agency responsiveness and the skill level of staff allow
Continuum to support the discharge to home of patients that many
home health agencies cannot or will not service at home.
Achieving these operating margins this year is especially
significant in light of the proliferation of for-profit entities
creating a highly competitive local market. These competitors
include Sentara, which purchased Martha Jefferson Hospital’s
home care agency several years ago, and six new home health or
home therapy agencies.
18
Some operational accomplishments this year include:






Successful completion of a full Medicare survey in July
2011 with no deficiencies.
Implementation of a paperless scanning process that
enables patient referral information to be electronically
transmitted to clinicians in the field.
Implementation of an E-Procurement interface to
streamline the ordering of products by home infusion
warehouse employees.
25 nurses completed a full year of monthly gerontology
education sessions to prepare for a national
certification exam. Another nurse completed a Masters of
Science in Nursing, with a Certificate in Wound, Ostomy,
and Continence, and is now working as a Nurse
Practitioner.
Implemented EpicCare process for home health discharge
with no decrease in referrals.
Implemented the new Centers for Medicare and Medicaid
Services “face to face” physician certification
requirements in April 2011. While this new certification
must be completed before billing and has required
substantial effort to track and manage, Continuum has
avoided the billing issues experienced by many other
agencies.
Quality/Outcomes – I CARE
The Centers for Medicare and Medicaid Services required
home health agencies to report patient satisfaction scores in FY
2011. Continuum continues to incrementally increase its Press
Ganey scores, ending FY 2011 with an overall mean score of 92
percent compared with 91.4 percent in FY 2010. In FY 2011,
Continuum patients reported a 95 percent likelihood of
recommending Continuum to others.
Continuum has successfully maintained its patient
readmission rate at 25 percent, well below the national average
of 29 percent. Given the high acuity level of its patients,
Continuum is especially proud of its performance in this area.
The national average has not improved despite concentrated
efforts throughout the home health industry.
Continuum’s fall rate was 1.2 percent in FY 2011, below the
national average for home health patients of 1.3 percent.
19
University of Virginia Medical Center
Income Statement
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
Jun-10
Jun-11
$964.8
$1,008.9
$1,042.1
$1,044.9
27.6
30.1
29.6
28.6
$992.4
$1,039.0
$1,071.7
$1,073.5
891.1
917.7
911.4
949.8
52.3
54.5
63.5
62.9
7.6
7.3
7.7
7.9
Total operating expenses
$951.0
$979.5
$982.6
$1,020.6
Operating income (loss)
$41.4
$59.5
$89.1
$52.9
Net patient revenue
Other revenue
Total operating revenue
Operating expenses
Depreciation
Jun-09
Budget/Target
Interest expense
Jun-11
Non-operating income (loss)
($82.9)
$58.8
$91.3
$9.2
Net income (loss)
($41.5)
$118.3
$180.4
$62.1
Principal payment
$14.5
$17.3
$20.9
20
$14.0
University of Virginia Medical Center
Balance Sheet
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
Jun-09
Jun-10
Jun-11
Assets
Operating cash and investments
$16.9
$135.5
$117.3
Patient accounts receivables
60.0
66.0
97.0
Property, plant and equipment
474.6
549.1
667.5
Depreciation reserve and other investments
389.5
264.9
212.0
Endowment Funds
250.0
333.6
404.8
Other assets
148.0
171.5
202.0
$1,339.0
$1,520.6
$1,700.6
Current portion long-term debt
$16.7
$22.8
$22.3
Accounts payable & other liab
98.4
103.8
97.5
Long-term debt
269.9
329.0
316.0
Accrued leave and other LT liab
113.3
107.1
131.8
$498.3
$562.7
$567.6
$840.7
$957.9
$1,133.0
$1,339.0
$1,520.6
$1,700.6
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
Jun-09
Operating margin (%)
Jun-10
Budget/Target
Jun-11
Jun-11
4.2%
5.7%
8.3%
4.9%
Total margin (%)
-4.6%
10.8%
15.5%
5.7%
Current ratio (x)
0.7
1.6
1.8
2.4
166.6
182.0
183.3
190.0
Gross accounts receivable (days)
50.3
44.9
45.7
45.0
Annual debt service coverage (x)
0.8
7.3
8.8
5.2
31.4%
34.5%
30.3%
31.8%
6.3%
6.3%
7.2%
6.9%
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
SS/PP Patients
Jun-09
ER visits
Medicare case mix index
Occupancy %
FTE's (including contract labor)
Jun-11
Jun-11
28,561
27,054
27,984
27,623
174,799
167,123
167,866
169,255
7,949
9,023
8,922
8,665
6.14
6.19
5.93
6.13
650,777
684,418
696,822
689,754
60,756
58,209
58,595
60,274
Average length of stay
Clinic visits
Jun-10
Budget/Target
1.98
6,363
22
2.04
76.0%
6,219
2.01
72.1%
6,402
2.04
72.6%
6,325
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 - June FY 2011 (UNAUDITED)
OPERATING STATISTICAL MEASURES - June FY 2011
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
23,640
2,986
1,307
51
27,984
22,993
3,359
1,099
172
27,623
2.8%
(11.1%)
18.9%
(70.3%)
1.3%
22,889
2,802
1,363
27,054
8,922
8,665
3.0%
9,023
Total Discharges
36,906
36,288
1.7%
36,077
Adjusted Discharges
50,017
49,122
1.8%
48,620
Short Stay/Post Procedure
CASE MIX INDEX:
All Acute Inpatients
Medicare Inpatients
1.90
2.01
1.90
2.04
0.0%
(1.5%)
1.88
2.04
Actual
Budget
% Variance
Prior Year
ACUTE INPATIENTS:
Inpatient Days
Average Length of Stay
Average Daily Census
Births
167,866
5.93
460
1,662
169,255
6.13
464
1,649
(0.8%)
3.3%
(0.9%)
0.8%
167,123
6.19
458
1,662
OUTPATIENTS:
Clinic Visits
Average Daily Visits
Emergency Room Visits
696,822
2,974
58,595
689,754
2,953
60,274
1.0%
0.7%
(2.8%)
684,418
2,949
58,209
19,249
8,380
27,629
18,991
8,360
27,351
1.4%
0.2%
1.0%
18,890
8,153
27,043
SURGICAL CASES
Main Operating Room (IP and OP)
UVA Outpatient Surgery Center
Total
OPERATING FINANCIAL MEASURES - June FY 2011
23
23
REVENUES and EXPENSES - Year to Date
($s in thousands)
NET REVENUES:
Net Patient Service Revenue
Other Operating Revenue
Total
EXPENSES:
Salaries, Wages & Contract Labor
Supplies
Contracts & Purchased Services
Bad Debts
Depreciation
Interest Expense
Total
Operating Income
Operating Margin %
Non-Operating Revenue
Net Income
OTHER INSTITUTIONAL MEASURES - Year to Date
Actual
Budget
1,042,100
29,634
$ 1,071,734
1,044,907
28,611
$ 1,073,518
(0.3%)
3.6%
(0.2%) $
1,008,858
30,133
1,038,991
$
460,874
230,416
218,264
40,256
62,917
7,901
$ 1,020,628
$
52,890
4.9%
$
9,201
1.4%
3.4%
4.5%
35.8%
(1.0%)
2.6%
3.7% $
68.4% $
$
454,536
222,608
208,434
25,838
63,538
7,697
982,651
89,083
8.3%
91,291
892.2%
$
442,327
223,741
220,647
30,948
54,528
7,307
979,498
59,493
5.7%
58,841
$
180,374
$
190.5%
$
118,334
$
$
62,091
% Variance
Prior Year
($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
334,115
142,443
183,215
193,090
42,613
146,624
$ 1,042,100
Budget
$
$
334,568
144,309
167,346
180,527
56,382
161,776
$ 1,044,907
$
36.69%
45.7
10,074 $
6,402
24.60
35.83%
45.0
10,504
6,325
24.74
% Variance
Prior Year
(0.1%) $ 323,025
(1.3%)
139,330
9.5%
161,573
7.0%
174,298
(24.4%)
54,437
(9.4%)
156,195
(0.3%) $ 1,008,858
2.4%
(1.6%)
4.1% $
(1.2%)
0.6%
38.52%
44.9
10,405
6,219
24.90
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 - June 30, 2011
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
June
2010-11
INDIGENT CARE (IC)
Net Charge Write-Off
195,645
Percentage of Net Write-Offs to Revenue
6.89%
Annual Activity
2009-10
2008-09
172,917
152,552
6.60%
6.49%
Total Reimbursable Indigent Care Cost
73,954
53,095
52,910
State and Federal Funding
70,936
52,053
52,751
Total Indigent Care Cost Funding As a Percent
of Total Indigent Care Cost
96%
Unfunded Indigent Cost
3,017.31
98%
100%
1,042.00
159.00
Annual Activity
June
2010-11
BAD DEBT
Net Charge Write-Offs
25,838
Percentage of Net Write-Offs to Revenue
0.91%
2009-10
30,948
1.18%
2008-09
30,811
1.31%
Provisions for bad debt write-offs and indigent care write-offs are recorded for financial statement purposes based
on the overall collectability of the patient accounts receivable. These provisions differ from the actual write-offs of
bad debt and indigent care which occur at the time an individual account is written off.
25
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 15, 2011
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:
Capital Projects Report
September 2011
Scope
Budget
Funding
Source
BOV
Projected
Approval Completion
Date
Date
Under Construction
Battle Building:
$117 M
Bonds and
Outside
Fundraising
N/A
2014
$7.6M
Bonds
Feb 2008
2011
University Hospital:
$21.2 M
Bonds
Feb 2008
2012
Renovate Radiology
Department. Phased
construction is under way.
(52,000
GSF)
Groundbreaking ceremony was
held on June 9, 2011. Site
excavation is complete.
Installation of the drilled
pier foundation system is
nearing completion.
University Hospital:
Add elevators. New
elevators are in place but
are not in use pending
completion of the new
elevator lobbies as a part
of the Hospital Bed
Expansion project.
26
Scope
University Hospital Bed
Expansion:
Budget
$80.2 M
Project to increase
inpatient bed capacity in
University Hospital by
adding 72 private, ICUlevel rooms. Finishes and
casework installation are
in progress.
*University Hospital:
Add two Operating Rooms and
Magnetic Resonance Imaging
Room with equipment.
Interior fit-out is
complete. Magnet was
delivered on April 30,
2011. Testing and training
are under way with the
first patient anticipated
mid-September 2011.
$14.3 M
Funding
Source
BOV
Projected
Approval Completion
Date
Date
Bonds and
Health
System
Operating
Revenue
Sept 2005
Bonds
Feb 2008
2011
Bonds
Feb 2008
2011
2011
June 2007
(2,330
GSF)
*University Hospital:
$15.6 M
Renovate Heart Center
invasive procedure areas.
Design is complete for
several phases.
Construction is complete
for Phase 1 with occupancy
in August 2010. Phase 2
was completed at the end of
October 2010. To
facilitate more efficient
patient flow, Phase 3 was
broken into 3a and 3b.
Phase 3a was completed in
May 2011, and Phase 3b is
scheduled for completion in
November 2011.
(21,600
GSF)
*Project modifies original HEP project
27
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 15, 2011
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.E.
ACTION REQUIRED:
None
Health System Development
BACKGROUND: Health System Development provides reports of
recent activity to the Medical Center Operating Board from time
to time.
DISCUSSION:
SIGNIFICANT GIFTS
April 1, 2011 – June 30, 2011
A donor pledged $2.5
research across Grounds.
support of the College of
PET imaging probes in the
attract a top Alzheimer’s
million to support Alzheimer’s disease
The gift is divided into thirds for
Arts & Sciences, the development of
School of Medicine, and funds to
disease researcher to the University.
The Juvenile Diabetes Research Foundation has awarded
nearly $2.5 million to support the work of the artificial
pancreas program at the University of Virginia.
A grateful patient and Health Foundation trustee made a
bequest of $1.6 million in support of the Department of
Otolaryngology. His wife made an additional $650,000 bequest in
support of the Children’s Hospital.
A School of Medicine alumnus and his wife made a $1 million
planned gift in support of a medical scholarship fund to be
named in their honor.
The Schools of Medicine and Nursing received a $746,000
grant from the Josiah Macy, Jr. Foundation. The grant will
enable both schools to develop best practices in collaborative
care by expanding the range of workshops that train third-year
nursing and medical students to work together in simulated
clinical settings, implementing new faculty training programs,
and creating new assessment tools for evaluating
interprofessional behaviors and competencies.
A School of Medicine alumnus and former University of
Virginia faculty member has committed $500,000 in support of the
28
cardiology clinic in the new Battle Building at UVA Children’s
Hospital.
Anonymous donors have committed $250,000 in support of
pediatric palliative care.
A School of Medicine alumnus made a $300,000 commitment to
benefit the Dean’s Discretionary Fund in the School of Medicine.
Other gifts and pledges received include:






A $100,000 commitment to create an endowment in support
of hematologic malignancy research.
A $100,000 commitment for the Claude Moore Medical
Education Building.
An $85,000 gift towards the purchase of art for the
Emily Couric Clinical Cancer Center.
An $82,000 gift from the ziMS Foundation in support of
research and clinical programs for the University of
Virginia’s JQ Miller Multiple Sclerosis Clinic.
A $50,000 challenge grant from the Perry Foundation for
the School of Nursing McLeod Hall Renovation Project.
A $50,000 gift to establish a named Clinical Excellence
in Residency Fund in Emergency Medicine.
OTHER DEVELOPMENT INITIATIVES
In April, the School of Nursing organized 10 “Hoos Coming
to Dinner” regional alumni events throughout Virginia and
several other states.
On April 13, the School of Nursing hosted the annual
Catherine Strader McGehee Memorial Lecture for an audience of
approximately 225 nursing students, faculty, staff, alumni, and
guests.
On April 30, the School of Nursing Alumni Council noted the
retirement of Patricia Booth Woodard as president and elected
Sharon Cumby Fay as its new president. The Council also pledged
$25,000 from its discretionary fund in support of the McLeod
Hall Renovation Challenge.
Health System faculty, staff, and volunteers assisted with
the annual UVA Children’s Hospital Well Bear Clinic on April 1822, which was attended by more than 1,400 local school children
and attracted significant media coverage.
29
In May, the Children’s Hospital annual fund kicked off its
new “Champions of UVA Children’s Hospital” annual giving program
which recognizes leadership annual fund gifts and donors.
On May 6, the University of Virginia Health Foundation
elected School of Nursing alumnus Rebecca Ruegger as vice chair
of the Health Foundation and recognized Paul Manning upon his
retirement from the board. Following the meeting, President
Teresa Sullivan hosted the trustees and guests for dinner at
Carr’s Hill.
On May 18, Dean Dorrie Fontaine welcomed alumni from the
Classes of 1961 and prior along with nursing faculty and special
guests at the School of Nursing’s Thomas Jefferson Society
Reunion Luncheon.
On May 24, a Health Foundation emeritus trustee and his
wife hosted a cocktail reception at their home in Richmond for
approximately 70 donors and prospects for the Health System and
University. President Teresa Sullivan was the featured speaker,
and Dean Steven DeKosky, Dean Dorrie Fontaine, and Medical
Center Chief Executive Officer Ed Howell also attended.
Hundreds of families turned out on June 4 for the 27th
Annual Walk for Kids, sponsored by Klöckner Pentaplast of
America. The event was attended by many Children’s Hospital
faculty, leadership, committee members, and patients.
The Virginia Oil Corporation hosted the Everyday Café Mac
McDonald Children’s Golf Classic to benefit UVA Children’s
Hospital on June 6. Medical Center Chief Executive Officer Ed
Howell participated, along with several other individuals from
the Health System. The event raised more than $46,000.
Major gift donors and prospects attended the Battle
Building groundbreaking ceremony at the building site on June 9.
Speakers included President Teresa Sullivan, Rector John “Dubby”
Wynne, Medical Center Chief Executive Officer Ed Howell,
Pediatrics Department Chair James P. Nataro, M.D., and Ivy
Foundation Chair Robert W. Battle, M.D. Following the event,
Mrs. Barry Battle hosted a dinner for select donors and Medical
Center leadership.
The School of Nursing hosted alumni, guests, faculty, and
students at the annual June Reunions luncheon. The Class of
1966 was recognized for surpassing its $50,000 fundraising goal
in support of an endowment to benefit nursing student
organizations and their community outreach activities, thus
prompting a $50,000 matching gift from a Health Foundation
emeritus trustee.
30
On June 16, volunteers from the UVA Children’s Hospital
Committee greeted shoppers, bagged groceries, and shared
information about the Battle Building fundraising initiative at
the Whole Foods market, which donated a percentage of the day’s
proceeds to the Children’s Hospital.
On June 26, a Health Foundation trustee and his wife hosted
a dinner at their home for grateful patient donors and prospects
in honor of Dr. Paul Levine.
The Health System Communications team completed a number of
publicity and promotional pieces in support of the Emily Couric
Clinical Cancer Center, the School of Nursing, the Children’s
Hospital, and other Health System initiatives, including spring
issues of Investing in Hope and Virginia Legacy, materials
supporting the Insight into Medical Philanthropy program,
materials for Children’s Hospital events, an article on the
faculty-staff campaign for Beyond Measure, and several e-blasts.
Former University of Virginia women’s basketball coach
Debbie Ryan has assumed a volunteer role with Health System
Development and will assist in raising funds for a variety of
projects, including pancreatic cancer research. Former Provost
Tim Garson, M.D. has also taken on selected fundraising
initiatives on behalf of the Health System.
Development staff made 1,839 face-to-face visits with
donors and prospects in FY 2011, an increase of more than 30
percent over the previous year.
CAMPAIGN PROGRESS THROUGH JUNE 30, 2011
The Health System campaign total for FY 2011 is
$557,683,031. This represents 111 percent of the campaign goal
achieved with 94 percent of the campaign period elapsed. The
following table shows the FY 2011 totals for new commitments,
including gifts and pledges, as compared with FY 2010.
New gifts
New pledges
Total new commitments
(excludes payments on previously booked
pledges)
31
FY 2011
$41,050,953
$4,967,146
FY 2010
$33,572,123
$8,509,189
$46,018,098
$42,081,312