UNIVERSITY OF VIRGINIA
BOARD OF VISITORS
MEETING OF THE
MEDICAL CENTER
OPERATING BOARD
FOR THE UNIVERSITY OF
VIRGINIA MEDICAL CENTER
November 15, 2010
UNIVERSITY OF VIRGINIA
MEDICAL CENTER OPERATING BOARD
Monday, November 15, 2010
8:30 – 11:15 a.m.
Medical Center Board Room
Committee Members:
Vincent J. Mastracco, Jr., Chair
Helen E. Dragas
Sheila C. Johnson
William P. Kanto, Jr., M.D.
Constance R. Kincheloe
Randy J. Koporc
The Hon. Lewis F. Payne
Randl L. Shure
E. Darracott Vaughan, Jr., M.D.
John O. Wynne
Ex Officio Members:
Steven T. DeKosky, M.D.
Robert S. Gibson, M.D.
R. Edward Howell
Leonard W. Sandridge
AGENDA
PAGE
I.
II.
III.
ACTION ITEMS
A.
Addition of a Public Member and Three Advisory
Members to the Medical Center Operating Board
1
B.
3
Endorsement of South Precinct Site Planning (Mr.
Howell to introduce Mr. David J. Neuman; Mr.
Neuman to report)
REPORTS BY THE VICE PRESIDENT AND CHIEF EXECUTIVE
OFFICER OF THE MEDICAL CENTER (Mr. Howell)
A.
Vice-President’s Remarks
5
B.
Operations, Finance, and Write-offs (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)
6
C.
Capital Projects
29
D.
Health System Development
32
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 2.2-
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 regarding the
Medical Center, including potential strategic
joint ventures and other growth efforts, the
proposed dissolution and sale of the Medical
Center’s interest in a joint venture, long range
financial planning, financial sharing with the
School of Medicine, Medical Center reserves, and
Medical Center 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
at the Medical Center; and
– Consultation with legal counsel regarding the
Medical Center’s compliance with relevant federal
and state legal requirements, licensure and
accreditation standards, and ongoing litigation;
all of which will involve proprietary business
information of the Medical Center and evaluation
of the performance of specific Medical Center
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:
November 15, 2010
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
I.A. Addition of a Public Member and Three
Advisory Members to the Medical Center
Operating Board
BACKGROUND: In January 2002, upon the recommendation of a
special committee appointed by the Rector to consider ways in
which the support and governance of the Medical Center might be
strengthened, the Board of Visitors created the Medical Center
Operating Board and delegated certain governance powers and
duties to it.
Originally, the composition of the Medical Center Operating
Board included five Board of Visitors members, four public
members with specialized healthcare or other expertise of value
to the Medical Center, and four ex-officio advisory members,
administrators who have responsibility for various components of
the Health System. The composition of the Medical Center
Operating Board, which is a committee of the Board of Visitors,
is included in the Manual of the Board of Visitors. As a legal
matter, the Board of Visitors is the governing body for the
Medical Center, and therefore public members and ex-officio
advisory members are non-voting members of the Medical Center
Operating Board.
In 2005, the provisions
the Medical Center Operating
of the Board of Visitors, to
the Medical Center Operating
of the Manual on the composition of
Board were amended, by resolution
add an additional public member to
Board.
In June 2010, the Board of Visitors approved the designation
of the Medical Center Operating Board as the governing board of
the University of Virginia Transitional Care Hospital and
delegated certain governance powers and duties to it.
DISCUSSION: In recent years, the operations of the Medical
Center have become increasingly more complex, and the
Transitional Care Hospital commenced operations in August 2010.
Thus, the matters before the Medical Center Operating Board are
ones that affect many constituencies within and outside the
University. In order to further support the governance duties
of the Medical Center Operating Board and to have representation
of various constituencies at the table, it is recommended that
1
additional members be added, specifically, one additional public
member and three additional ex-officio advisory members: the
President, the Executive Vice President and Provost, and the
Dean of the School of Nursing.
ACTION REQUIRED: Approval by the Medical Center Operating Board
and by the Board of Visitors
APPROVAL OF ADDITION OF A PUBLIC MEMBER AND THREE ADVISORY
MEMBERS TO THE MEDICAL CENTER OPERATING BOARD
RESOLVED, the Board approves, but does not mandate, the
appointment, by the Board of Visitors, of an additional nonvoting public member to the Medical Center Operating Board for a
total of no more than six public members; and the Board approves
the appointment of three additional advisory members: the
President of the University, the Executive Vice President and
Provost, and the Dean of the School of Nursing, thereby amending
the resolution entitled Creation of the University of Virginia
Medical Center Operating Board, enacted by the Board of Visitors
on 24 January 2002, and all subsequent amendments thereto; and
RESOLVED FURTHER, the Manual of the Board of Visitors, as
approved on 31 July 2004, Section 3.28, entitled The Medical
Center Operating Board, is revised and restated in its entirety
as follows:
The Medical Center Operating Board shall be the governing board
of the Medical Center and the Transitional Care Hospital for
Joint Commission on Accreditation of Hospital Organization
purposes, responsible to oversee and direct the operations of
the Medical Center and the Transitional Care Hospital as
delegated by the Board of Visitors.
The Rector shall serve as a voting member, and he shall appoint
four other members of the Board of Visitors, including the
chair, to serve as voting members of the Medical Center
Operating Board; one of these members shall be the chair of the
Finance Committee. The Board of Visitors may appoint no more
than six public non-voting members of the Medical Center
Operating Board, to serve for initial terms not to exceed four
years. The President of the University, the Executive Vice
President and Provost of the University, the Executive Vice
President and Chief Operating Officer of the University, the
Vice President and Chief Executive Officer of the Medical
Center, the Vice President and Dean of the School of Medicine,
the Dean of the School of Nursing, and the President of the
Clinical Staff of the Medical Center shall serve as non-voting
advisory members.
2
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
November 15, 2010
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
I.B. Endorsement of South Precinct Site
Planning
BACKGROUND: A study of the Health System chiller plant system
completed in January 2010, reviewed chilled water demand and
system capacity for the next 20 years. The study provided
recommendations for existing chiller replacements as well as
capacity increases. This project as proposed also includes the
realignment of Lee Street to Roosevelt Brown Boulevard in order
to best accommodate the new chiller plant site and streamline
traffic flow to the Health System facilities and parking
structures.
Currently there is a need to replace five 1,200 ton
chillers (6,000 total tons) in the North Chiller Plant that are
at the end of their useful life. An additional 6,000 tons will
be needed to meet Health System projected loads over the next
ten years. The optimum solution to address short term equipment
replacement and long term system capacity requirements is to
build a new 12,000 ton East Chiller Plant with an initial 6,000
tons of chiller capacity.
The Lee Street realignment project was identified as part
of the 11th Street Garage and Battle Building Traffic Study
conducted in 2004 and updated in 2006. The resulting site
realized to the south of the realigned Lee Street creates an
advantageous site for the development of the East Chiller Plant,
thus providing the impetus for executing the road work on a more
accelerated schedule. Additionally, the proposed realignment of
Lee Street responds to increased traffic volumes generated by
the new developments and the need to improve access and
wayfinding to and within the Health System.
DISCUSSION: The Office of the Architect has prepared the
concept, site, and design guidelines. Mr. Neuman will review
the site and guidelines with the Medical Center Operating Board.
ACTION REQUIRED: Endorsement by the Medical Center Operating
Board to proceed with the South Precinct site planning,
including the East Chiller Plant and Lee Street Realignment
Projects, Concept/Site and Design Guidelines.
3
ENDORSEMENT TO PROCEED WITH SOUTH PRECINCT SITE PLANNING
RESOLVED, the Medical Center Operating Board endorses and
recommends to the Buildings and Grounds Committee for further
development and approval the South Precinct site plan, including
the East Chiller Plant and Lee Street Realignment Projects,
Concept/Site and Design Guidelines.
4
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
November 15, 2010
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.
5
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
November 15, 2010
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.B. Finance, Write-offs, and Operations
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
After two months of Fiscal Year 2011, the operating margin
for all business units was 4.3 percent, which was below the
budget of 4.9 percent. Total operating revenue was below budget
by 3.8 percent and total operating expenses were below budget by
3.2 percent. The operating margin for the Medical Center
business unit was 2.6 percent against a budget of 3.5 percent.
The operating margins for University of Virginia Imaging,
University of Virginia Outpatient Surgery Center, Off-Campus
Dialysis, and Outreach were above budget.
For the first two months of Fiscal Year 2011, inpatient
discharges and patient days were very much in line with budget
and prior year. The number of surgeries, births, and emergency
room visits were also very consistent with the budget.
Outpatient clinic visits were 2.2 percent below budget and 4.2
percent above prior year. Average length of stay was 6.10 days,
which was below the prior year, but slightly above budget of
6.05. The case mix index was 1.85 compared to a budget of 1.90.
The combination of a high average length of stay and a low case
mix index explains much of the shortfall in the operating
margin.
Inpatient discharges for Fiscal Year 2011 through August
were 0.4 percent below budget and 0.2 percent above prior year.
General Medicine volumes increased by 109 cases (21.8 percent)
from the prior year. Cardiothoracic Surgery and General Surgery
6
cases increased by 17.3 percent and 17.6 percent, respectively.
Neurosurgery discharges decreased by 74 cases (14.9 percent).
Other services which realized declining inpatient volumes
include Gastroenterology (15.8 percent), and Cardiology (8.6
percent decrease). Higher volumes for the low case mix index
General Medicine service and lower volumes for the high case mix
index Neurosurgery service contributed to the lower overall case
mix index for the institution.
Net patient service revenue for the first two months of
Fiscal Year 2011 was 3.6 percent below budget, primarily due to
the low case mix. Total operating expenses through August were
3.2 percent below the $171.1 million budget. Total labor
expenses (including salaries and wages, fringe benefits and
contract labor) were 1.7 percent below budget. Total supply
cost was 2.8 percent below budget. With the exception of
interest expense, all other expense categories, including
purchased services, depreciation, and bad debt were below
budget.
Total paid employees, including contracted employees, were
101 below budget.
FY 2010
Employee FTEs
Salary, Wage and
Benefit Cost per
FTE
Contract Labor FTEs
Total FTEs
FY 2011
2011 Budget
6,000
5,996
6,140
$69,700
$72,010
$71,772
176
215
172
6,176
6,211
6,312
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 health care industry
over the next decade in a significant manner, probably greater
than any legislation since the repeal of cost based
reimbursement in the early 1980s. The immediate impact to the
Medical Center is that our payment from Medicare will drop
approximately $1.1 million in Fiscal Year 2011. The Medical
Center, like all health care organizations across America, is
7
studying the impact this legislation will have on our business
and strategies over the next decade.
WRITE-OFF OF BAD DEBTS AND INDIGENT CARE
Indigent care charges totaling $36.7 million for the period
July 1, 2010, through August 31, 2010, have been written off.
Recoveries during this period totaled $8.3 million.
Bad debt charges totaling $7.2 million have been written
off in the first two months of Fiscal Year 2011. During this
same period, $3.0 million was recovered through suits,
collection agencies, and Virginia refund set-off.
OPERATIONS REPORT
Clinical Operations
Ambulatory Operations
Employee Connection: This program was launched on January
4, 2010, for Health System faculty, staff, and their families
and extended to University faculty and staff in February 2010.
The program provides a direct connection to the Health System
through a dedicated phone staffed by Ambassadors. These
Ambassadors assist with scheduling appointments, provide
guidance on physician referrals, and answer any questions that
arise. The Health System has committed to providing University
employees and their families primary care appointments within
two business days, non-procedural radiology services within
three business days, and specialty care appointments within five
business days. This service has been very well received by the
University community, and employees and faculty members have
provided positive feedback about the helpfulness and timeliness
of the service.
As of October 1, 2010, Employee Connection has made
appointments for 2,443 patients, including 1,207 (50%) Health
System employees, 518 (21%) University of Virginia employees,
and 718 (29%) family members of University employees.
Approximately 75% of the appointments made for University of
Virginia employees or family members have been for specialty
care and 22% for primary care. The most requested services have
been Family Medicine, Dermatology, Ophthalmology, and
Orthopedics.
8
Employee Same Day Clinic: On July 28, 2010, an Employee
Same Day Clinic was opened for all Health System employees. The
clinic is a part of the employee benefits package and offers
same day appointments with nurse practitioners for minor
illnesses. As of October 1, the clinic has seen a total of 275
employees, 18 of whom asked for a referral to a University of
Virginia primary care physician. Planning is under way to
expand access to all University of Virginia employees by late
fall 2010.
Inpatient and Emergency Department Operations
On September 20, 2010, the Medical Center’s first hybrid
lab, or multimodality room, came on line within the Cardiac
Catheterization Laboratory. This lab combines the traditional
imaging functions of a cardiac catheterization laboratory with
the surgical functions of an operating room. It is located off
a sterile hallway between the catheterization lab and an
operating room, permitting easy access by the physicians who
will perform procedures in combination, such as percutaneous
valve repair. Having this new lab will permit many patients
with complex diseases to benefit from combination approaches in
one treatment setting, and avoid the staging of procedures
across multiple areas. The hybrid lab will be used primarily by
Adult and Pediatric Cardiology, Cardiac Surgery, Vascular
Surgery, and Anesthesiology, with staff support from cardiac
catheterization, electrophysiology, echocardiography and the
operating room. Within the first two weeks of operation, 17
patient cases were performed in the hybrid lab.
Perioperative Services took possession of a second DaVinci
Robot, a model SI dual console. This new model can be used by
two physicians simultaneously for training purposes. In
addition to current use by the departments of Urology and
Obstetrics and Gynecology, two Otolaryngology physicians are
being trained to use the robot, and a thoracic surgeon is
considering using it in the future.
The World Health Organization’s safe surgery checklist was
implemented in Perioperative Services on August 30, 2010, and
represents an important step forward in the area of patient
safety. In addition to the use of the universal protocol,
surgical site-marking, and a procedure “time-out”, the new
checklist includes an additional time out when the patient comes
into the procedure area. The checklist also incorporates team
introductions and the opportunity for all team members to
express their safety concerns.
9
On October 24, 2010, The Charles O. Strickler Transplant
Center at the University of Virginia performed its 1000th liver
transplant. Approximately 85-90 liver transplants are performed
annually at the Medical Center, which compares favorably with
the largest programs in the country. The success of this
program reflects the dedication and hard work of the many
individuals within the Medical Center who come together in
multidisciplinary teams to provide exceptional service.
The First Annual Manning Diabetes Symposium was held
September 30 through October 1, at the Jordan Hall Conference
Center. The event was organized by the Diabetes Leadership
Council and Diabetes Research Programs at the University of
Virginia to bridge the diverse areas of research activity in
diabetes at the University and ultimately seek a cure for the
disease. Program topics included key focus areas in type 1
diabetes research. Over 150 attendees registered for the event,
and 12 guest lecturers from the United States and Canada
participated in the symposium.
Clinical Ancillary Services
Pharmacy Services
The outpatient pharmacy’s management software was upgraded
in order to be able to accept e-prescription orders from
providers within EpicCare. This is a significant workflow
enhancement for both the provider and the pharmacy. Pharmacy is
also installing a new robotic system that includes four
inventory management carousels, in conjunction with one oral
solid repackager that repackages up to 240 different
medications. These technologies, in conjunction with an
expanded Pyxis model, will be managed with a new perpetual
inventory software program (AutoPharm), which will also provide
a bar code medication solution. This bar coding solution will
facilitate the use of bar code medication administration with
the EpicCare Inpatient implementation in March 2011.
Radiology Services
The Master Radiology Department renovation in the
University Hospital is continuing to progress as planned with
minimal operational disruption. Planning has been initiated to
replace a Magnetic Resonance Imaging scanner and Computed
Tomography scanner in University Hospital East Radiology. A
certificate of public need has been submitted for a new Computed
10
Tomography scanner to be placed at the Emily Couric Clinical
Cancer Center.
Therapy Services
Effective September 1, 2010, Roberts Home Medical, Inc.,
replaced Praxair as the Medical Center’s Durable Medical
Equipment Preferred Provider. Roberts Home Medical is well
known in the Charlottesville community and has business
relationships with health care companies throughout the region.
Roberts provides the Medical Center with an onsite hospital
liaison to assist with provision of hospital to home medical
equipment.
Culpeper Regional Hospital
In a continued effort to improve quality and patient safety
within the Health System, Culpeper Regional Hospital has
requested the services of the University of Virginia Department
of Pathology to oversee a mock College of American Pathologists
Laboratory Accreditation Program survey. The mock survey is to
ensure Culpeper Regional Hospital is meeting all compliance
measures and is ready for the College of American Pathologists
survey, which helps laboratories achieve the highest standards
of excellence to positively impact patient care.
The University of Virginia Specialty Clinic at Culpeper,
which includes divisions of the Department of Medicine
practicing at Culpeper Regional Hospital, has been open for less
than a year and is providing needed services, such as
Endocrinology and Pediatric Cardiology, to the Culpeper
community and surrounding areas. To complement the Specialty
Clinic, the Health System and Culpeper Regional Hospital are
currently discussing a new surgical clinic at Culpeper Regional
Hospital that would provide additional surgical services in the
area.
Culpeper Regional Hospital is applying for an additional
Computed Tomography scanner through the Commonwealth’s
Certificate of Public Need process. Culpeper’s existing scanner
has very high utilization and an additional scanner would
support the growing number of physicians in the area.
Culpeper Regional Hospital is collaborating with Medical
Center Patient and Guest Services to develop a patient
representative program for Culpeper patterned after the Medical
Center’s program.
11
Community Relations, Outreach, and Service
On Wednesday, September 22, 2010, 616 employees from
University of Health System donated their time, skills, and
talents to various projects throughout the community during the
2010 Laurence E. Richardson United Way Day of Caring. Health
System employees participated in over 50 projects, including
landscaping, painting, and working with children.
During the first weekend of October, approximately 30
University of Virginia Health System faculty and staff traveled
to Grundy, Virginia for the 2010 Remote Area Medical Clinic at
Riverview Elementary School.
2010 Community Service Awards
David Simmons, Jr., and Scott Syverud, M.D., have been
named the 2010 Community Service Award Winners. Agnes Kanyanya
and Vickie Marsh were selected as the 2010 Community Builders.
These individuals were recognized at the 2010 Community Service
Award Ceremony held on November 1, 2010.
EpicCare - The Electronic Medical Record
On September 28, 2010, the Medical Center went live with
EpicCare Ambulatory in all of its outpatient clinics and also
went live with Kaleidoscope in Ophthalmology.
As a result, the
Medical Center achieved the largest single ambulatory
implementation of Epic ever attempted by any healthcare
organization. This achievement did not come by accident, but
through tens of thousands of hours of hard work on the part of
numerous faculty and staff from across the entire Health System
community. Numerous individuals were involved in assisting
clinic staff during the implementation, including 214 nurses and
clinical support staff, 128 physicians and licensed independent
practitioners, 20 Emergency Department scribes, 35 residents, 72
front desk staff, and 73 consultants (28 from Epic and 45 from
ten other health care organizations that use Epic). The Epic
Command Center received 1,339 calls on day one of go live, and
by day three, the call volume was down to 697. By the end of
the first week, there were approximately 300 Epic MyChart
activations and 1,804 medication orders e-prescribed. The
launch of EpicCare has been extremely successful primarily due
to hard work, positive attitudes, and incredible teamwork.
Planning continues for go-live implementation of the EpicCare
Beacon (cancer infusion) module on December 1, 2010, and for the
following Epic modules on March 5, 2011: EpicCare Inpatient,
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Radiant (radiology), Stork (labor/delivery), ASAP (emergency
department), and Willow (pharmacy).
Human Resources
Leadership Performance Evaluation
A new online tool, Halogen eAppraisal, was implemented in
August to enhance the performance management and evaluation
process. The new tool offers many improvements including
greater alignment with organization goals, shared
responsibilities between leader and direct reports with goal
setting for accountabilities/key results, improved self
assessment component, and, less time required to complete the
evaluation (automated and paperless). Medical Center Human
Resources offered instructor led and computer-based education on
navigating the new system and inputting goals. The new tool has
been well received. Medical Center Human Resources also
conducted eight education sessions for management on effective
goal setting as part of the rollout of a new leadership
performance evaluation process. The main objective of these
sessions was to educate leaders on alignment of accountabilities
with organizational goals, understanding the relationship of
workforce alignment to goal management and the performance
review system, and recognizing the short and long term business
benefits o clear goals and organizational alignment.
Recruitment, Diversity, and Inclusion Initiatives
Medical Center Human Resources has focused on establishing
a greater framework for diversity and inclusion through numerous
initiatives. These include recruitment targeted to minority
populations, advertising in areas with diverse populations,
diverse search committees and interview panels for all
management positions, hiring human resource consultants with
diverse backgrounds, educational program offerings for all staff
in cultural diversity training, cultural awareness training,
anti-discrimination, harassment and retaliation training, and
workplace English classes.
Compensation Redesign
An external compensation consultant met with all Medical
Center Administrators to gain insight and understanding of
Medical Center positions and market concerns. Fresh market data
was received and is being analyzed. Preliminary salary ranges
will be available in November for review at the Compensation
13
Committee meeting. A comprehensive communication plan is also
being developed.
Recognition Activities
A Medical Center Recognition Committee was formed and
charged with building and enhancing individual and team
recognition for performance excellence. The Committee meets
monthly and is currently focused on making significant
improvements to the “Employee of the Month” award and individual
employee recognition activities.
Uteam Employee Meetings
Uteam employee meetings were held in October for all
Medical Center employees. Mr. Howell and Robert (Bo) Cofield
shared information and insights on the state of the Medical
Center and focused on critical strategic and operational
initiatives. Six sessions were held at the Medical Center and
four off site sessions will be held in November.
Quality and Performance Improvement
Steven T. DeKosky, M.D., and Mr. Howell were appointed CoChairs of the Quality Subcommittee of the Medical Center
Operating Board. The Subcommittee will continue to include
members of the medical staff, hospital administration, and the
community. Dr. DeKosky and Mr. Howell will lead the effort to
develop and advance a clinical environment with greater focus on
patient care, safety, and quality outcomes.
The Medical Center has fully complied with the data
submission requirements for full Medicare payment under the
Deficit Reduction Act of 2005. The Act requires that hospitals
make available certain quality measures for public reporting on
Hospital Compare, including core measures (heart failure, acute
myocardial infarction, pneumonia, and surgical care
improvement); Hospital Consumer Assessment of Healthcare
Providers and Systems (HCAHPS) data; 30 day mortality and
readmission rates for the core measures of heart failure, acute
myocardial infarction, and pneumonia; and, participation in
systemic databases for cardiac surgery, stroke, and nursing
sensitive care measures.
Patient Safety
The new Patient Safety Committee was formally implemented
in September. The Patient Safety Committee reports directly to
14
the Clinical Staff Executive Committee and is charged with
oversight to improve the health outcomes of patients through
assessing and improving high-risk processes and creating an
environment that encourages reporting and learning from errors
and adverse events. The Patient Safety Committee meets weekly
and is chaired by Dr. Jeffrey Young. Membership includes senior
leadership and patient care staff, who participate in the review
of all adverse events and in analysis to determine the root
cause of events and facilitate the implementation of
recommendations.
Planning for 2010-2011 influenza vaccination of Health
System faculty, employees, and students was conducted in
October. As a major patient safety initiative, the Health
System is implementing mandatory vaccination of all employees,
with provisions for medical and religious exemptions.
Unvaccinated employees will be required to wear facemasks during
face-to-face contact (within 3 feet for 60 seconds) with a
patient through flu season. Influenza vaccination clinics
started during the 3rd week of October.
Technology Services
The Health Information Technology Standards Advisory
Committee (HITSAC), chaired by Chief Technology Officer Marshall
Ruffin, M.D., completed its work on the technical architecture
for the Commonwealth of Virginia Health Information Exchange
(COV-HIE). The committee’s work helped to secure $12M in
funding from the Office of the National Coordinator for Health
Information Technology to build the COV-HIE. The Secretary of
Technology, James Duffey, and Secretary of Health and Human
Resources, Dr. William Hazel, have asked the Health Information
Technology Standards Advisory Committee to define the standards
necessary to implement a modern health information exchange
architecture for all the agencies of Health and Human Resources
based on the Commonwealth of Virginia Health Information
Exchange.
Health System Computing Services
Health System Computing Services implemented an upgrade to
the VPN software that will generate several benefits. VPNs allow
secure remote access to the Medical Center. Among other
benefits, new customers will be given software tokens via e-mail
so it will no longer be necessary to go to Stacey Hall to obtain
or return a token. In October, Computing Services will begin
the process for replacing existing customers’ hardware tokens.
15
Software tokens are more cost effective and will enable
Computing Services to expand VPN remote access with no increase
in budget. Computing Services also supported the upgrade of the
GE Perioperative system to the new 7.5 version, including the
life cycle replacement of twelve (12) servers.
Environment of Care
Environment of Care Rounds
Environment of Care rounds continue bi-weekly on inpatient
units, garages, and public spaces in University Hospital.
Issues related to safety, hallway clutter and signage are
reported so that corrective action can be taken. Approximately
2,215 maintenance items that were identified during rounds since
January have been resolved, improving work environments and
patient safety.
Nutrition Services
The Medical Center’s Food and Nutrition Services department
was recognized in September by the Compass Group (parent company
of Morrison Management Specialists) for its commitment to
diversity. The “Be-A-Star” program recognizes a unit or team
who clearly demonstrates teamwork, creativity, and community
outreach. Compass seeks associates who have diverse
backgrounds, viewpoints, and styles that contribute to a
positive work environment.
The Dietetic Internship Program began its 35th class in
September with ten new interns.
Nutrition Services began managing clinical diets for
patients at the Transitional Care Hospital in August and in
September opened the Outtakes Kiosk to provide food for visitors
and employees of Northridge Medical Park.
Environmental Services
A week-long celebration in honor of Medical Center
housekeepers began on September 12, as part of National
Housekeeping Week. Each day there were events to thank
housekeeping staff for their hard work and dedication in support
of patient care. The week’s events culminated in a barbecue for
all staff on both shifts and included Medical Center senior
leadership, who were hand to give their thanks and appreciation
for the hard work provided by these important employees.
16
Sustainability
Nurses from the Mountain State Health Alliance in Tennessee
met with the Medical Center’s Sustainability Committee to learn
more about the Medical Center’s sustainability efforts.
Mountain State is an alliance of 13 hospitals with 9,000
employees that is just beginning the process of going green.
The guests were given a tour of the operating rooms and other
areas, as well as our recycling program and warehouse.
The
Sustainability Committee is finalizing a rollout plan to place
more recycling containers strategically throughout the Medical
Center and is investigating the possibility of recycling office
supplies to reduce waste and save money.
Parking
Ten additional handicapped spaces were added to the Lee
Street Parking Garage in September.
Smoke-Free Campaign
The Medical Center continues to reach out to visitors,
patients and employees to provide information on available
smoking cessation programs. All employees have been encouraged
to assist in the smoke-free campaign.
Arts Committee
In September the Medical Center's Arts Committee met to
review work submitted by artists for our rotating art exhibit.
The Committee currently has exhibits booked into 2012. Exhibits
are displayed in the hospital lobby for 6-8 weeks for the
enjoyment of patients, visitors and employees. The current
exhibit in the lobby, which runs through November, features the
photography of Brian Vass, who is employed in Health Information
Systems.
Continuum Home Health Fiscal Year 2010 Annual Report
Department Overview
Continuum Home Health Care, structured as a department of
the Medical Center, 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.
17
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, Orange, Louisa, Fluvanna,
Buckingham, Nelson, Augusta, and Rockingham. Additionally
Continuum offers specialty care through its Psychiatric Service,
Pediatric Service, and an interdisciplinary Wound Care Team.
Continuum Home Health recently expanded its coverage to
include Culpeper County as a result of Culpeper Regional
Hospital closing their home health operation in July 2010.
Patients who had received services from Culpeper Regional
Hospital’s home health agency were given a choice of provider,
and the majority chose Continuum.
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 for patients residing in Maryland, North
Carolina, and West Virginia. For home infusion patients
residing outside of Continuum’s direct service area, Continuum
works with another Medicare certified home health agency to
provide the direct services required.
Continuum manages its own patient registration, insurance
pre-authorization, and coding. It has a stand-alone electronic
medical record utilizing laptop computers for patient
documentation in the home and telehome monitoring; has a patient
specific supply ordering system developed in concert with the
Medical Center’s leading medical supply vendor; and, with the
exception of several hours of centrally provided general
orientation, internally manages all the orientation needs for
its new employees.
18
Activity Levels – I HEAL
FY06
Unduplicated
Admissions
Total
UOS(visits)
3,400
3,676
3,876
3,748
FY10
4004
49,575 47,981 49,748 48,740 51,881
FY06
Unduplicated
Admissions
Total UOS
(therapy days)
Home Health
FY07 FY08
FY09
873
Home Infusion
FY07
FY08
FY09
951
1,168
947
FY10
1152
56,802 61,499 69,168 72,402 76,352
Both the home health and home infusion product lines
continue to demonstrate steady growth. (Including repeat
patients in the admissions count would increase volume growth by
2-3%.) Gaining new patients while delivering fewer visits
overall is supportive of a more positive reimbursement picture
for home health. Continuum grew its home health business 6.8%
in Fiscal Year 2010 and was able to maintain its average number
of visits per patient, despite having a case weight (acuity)
higher than both state and national norms.
Continuum home infusion experienced a 5% increase in
therapy days in Fiscal Year 2010. Many home infusion patients
are repeat patients or on service for life (i.e., chemotherapy,
tube feeding, and total parenteral nutrition patients), so this
growth is significant.
Continuum continues to demonstrate positive movement in all
measured patient outcomes as reported by CMS Home Health
Compare. In Fiscal Year 2010, Continuum surpassed all local
area home health agencies (both proprietary and hospital based)
in all state and national clinical outcomes categories. The
agency also implemented a new admission, transfer, and discharge
assessment process on January 1, 2010, as required by CMS
regulations.
Continuum received a $2,500 Venture Award from the Medical
Center Auxiliary to cover adaptive equipment (bed rails, patient
reachers, and similar items) for patients not covered by
insurance.
19
Operations – I BUILD
Significant differences in payer mix continue to exist
between home health and home infusion business lines, adding to
the complexity of intake and pre-authorization requirements.
Traditionally Medicare Parts A and B cover very few home
infusion therapies, but the advent of Medicare Part D
prescription drug plans has significantly shifted patients to
Medicare D coverage from secondary coverage or self pay. While
Medicare continues to be the primary payer for home health
services, commercial insurers are the predominant payer for home
infusion.
Despite ongoing payer cuts, both home health and home
infusion continue to demonstrate significant operating margins,
30.33% for home health and 23.31% for home infusion, while also
providing services critical to the institutional priority of
timely and effective patient discharge. This is in part a
direct reflection of the increasing level of acuity of Medical
Center patients and in part a result of proprietary agencies
moving into the local market to focus on lower acuity patients,
leaving the more acute and resource intensive patients for
Continuum. Agency responsiveness and the skill level of staff
allow Continuum to support the discharge of hospitalized
patients that many home health agencies cannot or will not
service at home. Achieving these operating margins was
especially significant in light of ownership or management
changes impacting several other hospital-based home health
agencies (Martha Jefferson, Augusta Health, and Rockingham
Memorial).
In an effort to improve patient delivery services, the
infusion pharmacy warehouse was redesigned and an improved
inventory management system was implemented.
Continuum pharmacy supported practicum experiences for
three PharmD students from Shenandoah University, and home
health supported field experiences for well over 100 interns,
residents, medical, and nursing students.
Quality/Outcomes – I CARE
Continuum continues to incrementally increase its Press
Ganey patient satisfaction scores ending Fiscal Year 2010
with an overall mean score of 91.4 and ending Calendar Year
2009 at 90.5. Continuum obtained the 70th percentile in
“overall” patient satisfaction scores in two quarters in
Fiscal Year 2010.
20
Home health obtained and maintained a Tier 1 leader status
in its employee engagement scores.
Continuum successfully kept its patient readmission rates
at 25%, well below the national average of 29%. Continuum
is especially proud of its continued progress in this area
because the national average has not been reduced despite
concentrated efforts throughout the home health industry.
Continuum’s fall rate was 0.8%, well below the 1.4%
national average for home health patients.
In an effort to improve field staff access to patient
information, Continuum implemented an electronic referral
dissemination process which allows staff to instantly view
information provided upon hospital discharge.
21
University of Virginia Medical Center
Income Statement
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
Net patient revenue
Aug-09
Aug-10
Aug-11
Budget/Target
Aug-11
$162.1
$166.5
$168.8
$175.1
3.5
4.8
4.4
4.8
$165.6
$171.3
$173.2
$179.9
148.4
152.0
154.9
159.3
Depreciation
8.7
8.7
9.4
10.5
Interest expense
1.3
1.0
1.4
1.3
$158.4
$161.7
$165.7
$171.1
$7.2
$9.6
$7.5
$8.8
Other revenue
Total operating revenue
Operating expenses
Total operating expenses
Operating income (loss)
Non-operating income (loss)
($2.1)
$8.8
$9.5
$1.6
Net income (loss)
$5.1
$18.4
$17.0
$10.4
Principal payment
$2.1
$2.4
$2.9
$2.3
22
University of Virginia Medical Center
Balance Sheet
(Dollars in Millions)
Most Recent Three Fiscal Years
Description
Aug-09
Aug-10
Aug-11
Assets
Operating cash and investments
$32.2
$110.3
$155.5
Patient accounts receivables
55.2
53.7
62.6
Property, plant and equipment
426.5
479.6
581.8
Depreciation reserve and other investments
347.6
306.4
255.3
Endowment Funds
322.7
257.1
341.8
Other assets
113.7
154.0
174.6
$1,297.9
$1,361.1
$1,571.6
Current portion long-term debt
$15.9
$20.2
$20.0
Accounts payable & other liab
80.1
88.5
110.2
221.7
277.0
331.2
92.7
117.5
141.9
$410.4
$503.2
$603.3
$887.5
$857.9
$968.3
$1,297.9
$1,361.1
$1,571.6
Total Assets
Liabilities
Long-term debt
Accrued leave and other LT liab
Total Liabilities
Fund Balance
Total Liabilities & Fund Balance
23
University of Virginia Medical Center
Financial Ratios
Most Recent Three Fiscal Years
Description
Aug-09
Aug-10
Aug-11
Budget/Target
Aug-11
Operating margin (%)
4.3%
5.6%
4.3%
4.9%
Total margin (%)
3.1%
10.2%
9.3%
5.7%
Current ratio (x)
0.9
1.5
1.7
2.4
193.1
170.0
184.0
190.0
Gross accounts receivable (days)
49.3
47.2
43.7
45.0
Annual debt service coverage (x)
4.4
8.2
6.5
5.2
28.2%
31.6%
34.6%
31.8%
6.3%
6.0%
6.5%
6.9%
Days cash on hand (days)
Debt-to-capitalization (%)
Capital expense (%)
24
University of Virginia Medical Center
Operating Statistics
Most Recent Three Fiscal Years
Description
Acute Discharges
Patient days
SS/PP Patients
Average length of stay
Clinic visits
ER visits
Medicare case mix index
Occupancy %
FTE's (including contract labor)
Aug-09
Aug-10
Aug-11
Budget/Target
Aug-11
4,951
4,684
4,694
4,712
30,350
28,653
28,572
28,494
1,415
1,449
1,537
1,468
5.92
6.28
6.10
6.05
104,014
110,234
114,896
117,430
10,365
10,127
9,789
9,739
1.96
76.1%
6,334
25
1.96
76.0%
6,176
2.02
72.1%
6,211
2.04
72.6%
6,312
University of Virginia Medical Center
SUMMARY OF OPERATING STATISTICS AND FINANCIAL PERFORMANCE MEASURES
Fiscal Year to Date with Comparative Figures for Prior Year to Date - August FY 2011
OPERATING STATISTICAL MEASURES - August FY 2011
DISCHARGES and CASE MIX - Year to Date
OTHER INSTITUTIONAL MEASURES - Year to Date
Actual
Budget
% Variance
Prior Year
DISCHARGES:
Adult
Pediatrics
Psychiatric
Transitional Care
Subtotal Acute
3,951
485
258
0
4,694
3,936
576
189
11
4,712
Short Stay/Post Procedure
1,537
1,468
4.7%
1,449
Total Discharges
6,231
6,180
0.8%
6,133
Adjusted Discharges
8,406
8,337
0.8%
8,305
CASE MIX INDEX:
All Acute Inpatients
Medicare Inpatients
1.85
2.02
1.90
2.04
26
REVENUES and EXPENSES - Year to Date
($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
Actual
$
168,774
4,398
173,172
Budget
$
175,078
4,857
179,935
$
$
76,044
36,940
36,080
5,796
9,444
1,376
165,680
7,492
4.3%
9,523
$
77,340
37,998
37,153
6,850
10,453
1,307
171,101
8,834
4.9%
1,598
$
17,015
$
10,432
$
$
$
$
0.4%
(15.8%)
36.5%
(100.0%)
(0.4%)
3,941
474
269
4,684
Actual
Budget
% Variance
28,572
6.10
461
281
28,494
6.05
460
282
0.3%
(0.8%)
0.2%
(0.4%)
28,653
6.28
462
283
OUTPATIENTS:
Clinic Visits
Average Daily Visits
Emergency Room Visits
114,896
2,900
9,789
117,430
2,957
9,739
(2.2%)
(1.9%)
0.5%
110,234
2,798
10,127
(0.2%)
1.0%
0.2%
3,163
1,344
4,507
SURGICAL CASES
Main Operating Room (IP and OP)
3,238
3,244
(2.6%)
1.85
UVA Outpatient Surgery Center
1,427
1,413
(1.0%)
1.96
Total
4,665
4,657
OPERATING FINANCIAL MEASURES - August FY 2011
OTHER INSTITUTIONAL MEASURES - Year to Date
% Variance
Prior Year
(3.6%)
166,496
(9.5%)
4,755
(3.8%) $ 171,251
1.7%
73,262
2.8%
37,232
2.9%
34,304
15.4%
7,161
9.7%
8,674
(5.3%)
1,020
3.2% $ 161,653
(15.2%) $
9,598
5.6%
495.9% $
8,753
63.1%
$
18,351
Prior Year
ACUTE INPATIENTS:
Inpatient Days
Average Length of Stay
Average Daily Census
Births
($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
$
$
$
57,716
16,561
21,889
31,290
9,474
31,845
168,774
Budget
$
$
36.74%
43.7
10,262 $
6,211
24.71
52,655
18,397
30,120
30,057
9,505
34,345
175,078
36.35%
45.0
10,370
6,312
24.71
% Variance
Prior Year
9.6%
(10.0%)
(27.3%)
4.1%
(0.3%)
(7.3%)
(3.6%)
1.1%
2.9%
1.0%
1.6%
0.0%
50,981
18,040
28,044
28,007
8,844
32,579
166,496
$
38.81%
47.2
10,060
6,176
24.93
SUMMARY OF OPERATING STATISTICS AND FINANCIAL PERFORMANCE MEASURES
Fiscal Year to Date with Comparative Figures for Prior Year to Date - August 31, 2010
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
27
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
Aug
2010-11
INDIGENT CARE (IC)
Net Charge Write-Off
32,113
Percentage of Net Write-Offs to Revenue
6.81%
Annual Activity
2009-10
2008-09
172,917
152,552
6.60%
6.49%
Total Reimbursable Indigent Care Cost
12,139
53,095
52,910
State and Federal Funding
11,644
52,053
52,751
Total Indigent Care Cost Funding As a Percent
of Total Indigent Care Cost
96%
Unfunded Indigent Cost
494.71
98%
100%
1,042.00
159.00
Annual Activity
Aug
2010-11
BAD DEBT
Net Charge Write-Offs
5,796
Percentage of Net Write-Offs to Revenue
1.23%
2009-10
30,948
1.18%
2008-09
30,811
1.31%
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
ind
28
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
November 15, 2010
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.C. Capital Projects
ACTION REQUIRED:
None
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:
29
University of Virginia Medical Center
Capital Projects Report
November 2010
Scope
Funding
Source
Budget
BOV
Approval
Date
Projected
Completion
Date
TBD
2013
1. Pre-Construction
Barry and Bill Battle Building:
$117 M
Bonds and
Outside
Fundraising
$7.6 M
Bonds
Feb 2008
2011
$21.2 M
Bonds
Feb 2008
2012
General Fund
Appropriation ( @
$25 M) , Bonds
and Outside
Fundraising
Oct 2004
2011
Design started on December 12,
2008. Schematic design approved
by Building and Grounds
Committee November 2009
2. Under Construction
University Hospital:
Add elevators. Construction is
underway on new elevator pit and
structural reinforcement throughout
the floors.
University Hospital:
Renovate Radiology Department.
Phased construction underway
(52,000 GSF)
Emily Couric Clinical Cancer
Center :
$74 M
(including
added shelled
floor)
Construction nearing completion.
Interior finishes are on-going.
Hardscaping around the building is
underway. Commissioning of major
building systems commenced on
October 6, 2010.
University Hospital Bed
Expansion:
July 2006
(B&G
Committee)
June 2007
$80.2 M
Bonds and Health
System Operating
Revenue
Project to increase inpatient bed
capacity in University Hospital by
adding 72 private, ICU-level rooms.
All of the existing hospital space
required for the new patient units
has been captured. Demolition
activities are taking place on all
floors. MEP rough-ins are ongoing.
Drywall installation is in progress on
all floors.
30
Sept 2005
June 2007
2011
University of Virginia Medical Center
Capital Projects Report
November 2010
Scope
Budget
Funding
Source
BOV
Approval
Date
Projected
Completion
Date
$8 M
Bonds
Jan 2003
2010
2. Under Construction
Clinical Office Building:
Board of Visitors approved project
to complete the 3rd floor fit out for
the Spine Center, Hand Center,
and Radiological Services.
Construction is on going.
Hand Center opened on January
11, 2010. Spine Center opened on
July 19, 2010.
*University Hospital:
Add two Operating Rooms and
Magnetic Resonance Imaging
Room with equipment. Shielding
system is complete and interior fitout has commenced.
*University Hospital:
Renovate Heart Center invasive
procedure areas. Design is
complete for several phases.
Construction is complete for the
first phase with occupancy in
August 2010. Phase 2 was
completed at the end of October
2010. Phase 3 is scheduled for
completion by the end of 2010.
Feb 2008
$14.3 M
Bonds
Feb 2008
2010
Bonds
Feb 2008
2010
(2,330 GSF)
$15.6 M
(21,600 GSF)
31
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
November 15, 2010
COMMITTEE:
Medical Center Operating Board
AGENDA ITEM:
II.D. Health System Development
ACTION REQUIRED:
None
BACKGROUND: Health System Development will provide reports of
recent activity to the Medical Center Operating Board from time
to time.
DISCUSSION:
SIGNIFICANT GIFTS
July 1 – September 30, 2010
Friends of the Health System pledged $500,000 to the Barry
and Bill Battle Building at the University of Virginia
Children’s Hospital.
A School of Medicine alumnus pledged $110,000 to establish
an endowed scholarship in global health.
A couple pledged $100,000 to the Barry and Bill Battle
Building.
A couple committed $100,000 through a gift annuity in
support of the Hematologic Malignancies Program.
Other gifts and pledges received include:
A $70,000 commitment from the Dr. R. Pryor Baird III
Charitable Foundation for the Clinical Performance Education
Center;
A $50,000 pledge to the Barry and Bill Battle Building;
A $50,000 pledge to the Barry and Bill Battle Building
through the Thanksgiving Foundation;
A $40,000 pledge for scholarships in the School of Medicine;
A $25,000 commitment to the Barry and Bill Battle Building;
and
A $25,000 commitment in support of the Hematologic
Malignancies Program.
32
OTHER DEVELOPMENT INITIATIVES
The 5th Annual Lou Beeler Foundation Golf Tournament was held
on July 27 at the Old Trail Golf Course. The event supports
the Neuro-Oncology Program at the Cancer Center.
On August 29 School of Nursing alumnus Jackie Rodriguez and
her husband, Hal, hosted an event in their Connecticut home
for donors and volunteers to meet Dean Fontaine.
The 28th Annual Charlottesville Women’s Four-Miler was held on
September 4. More than 3,500 women and children participated
in the race, which is expected to raise $330,000 for the
Cancer Center Breast Care Program and breast cancer research.
The School of Nursing Advisory Board met on September 11,
preceded by a dinner with the Nursing Alumni Council at Dean
Fontaine’s home. At the meeting, the board welcomed new
members Elizabeth Dunning, Gerald Montoya, and Martha Coupe
Schneider.
The Third Annual Doug Ellet Memorial 5K for Melanoma
Awareness was held on September 12 in Cohoes, New York. Over
the past three years, the event has raised nearly $30,000 to
support the Human Immune Therapy Center.
The Health Foundation Board of Trustees has elected Louis
Blair to a three-year term beginning in October 2010.
On September 15, several Medical Center volunteer board
chairs and representatives met for an update on the Campaign
for Health and the Medical Center. Participants included
representatives from the Children’s Hospital Committee; the
Cancer Center Board; the Patients & Friends Cancer Research
Committee; the Heart and Vascular Center Board; and the
University of Virginia Health Foundation. Trish Cluff,
Associate Vice President for Strategic Relations and
Marketing, and Karen Rendleman, Associate Vice President for
Health System Development and Executive Director, University
of Virginia Health Foundation, facilitated the meeting.
On September 23, Children’s Hospital donors Sally and David
Carroll and Molly and Robert Hardie co-hosted a Children’s
Hospital Battle Building cultivation event for more than 50
major gift prospects at the Carrolls’ home. Mr. Howell and
other Health System administrators attended the event, which
33
featured Josh Sundquist, a former Children’s Hospital cancer
patient and best-selling author and motivational speaker.
In July and August, the Communications team completed and
mailed several fundraising publications to Health System
volunteers, donors, and friends, including the Investing in
Hope Cancer Center newsletter, the Volunteer Exchange enewsletter, and the summer issue of Pulse. The team also
created Closing in on the Cure, an eight-page case statement
highlighting world-class diabetes research at the University
of Virginia. They also designed a revised version of the
highly successful Patients & Friends Research Fund brochure,
which supports research in the Cancer Center, and created
brochures to promote the Emily Couric Clinical Cancer Center
“brick campaign.”
CAMPAIGN PROGRESS THROUGH AUGUST 31, 2010
Through the end of August, the Health System campaign total
is $513,251,330. This represents 103% of the campaign goal
achieved, with 83% of the campaign period elapsed. The
following table shows the Fiscal Year 2011 totals as of August
31 for new commitments, including gifts and pledges, as compared
with this same time frame in Fiscal Year 2010.
Fiscal Year to Date
(7/1/10 through 8/31/10)
FY 2011
New gifts
New pledges
Total new commitments
(excludes pledge payments on
previously booked pledges)
34
FY 2010
$8,239,489
$13,621,600
$18,805
$1,025,962
$8,258,294
$14,647,562