Ambulatory Practice Settings
Blueprint for Strategic Action
June 23, 2005
Building Steering Committee
Strategic Workgroups:
•Vision
•Program/Practice
•Facilities/Space
•Finance/Development
Blueprint for Strategic Action
“Strive for national prominence through excellence, professionalism
Creative Educational
Models
• Develop practice-ready
students who “get it”
• Joint degrees for emerging
workforce
• 3rd / 4th year curriculum
• Outcomes-based education
and training
• Service learning and
community outreach
Entrepreneurial
Academic Model
• Creative/successful practice
and outreach models
• New strategic models for
clinical sites, community
partners: e.g. TGH, HLM, VA,
ACH, outpatient teaching sites
diversity, timeliness
and strategic growth.”
National
Prominence
 Excellence
 Educationally superior
 Technologically superior
 Build superior patient
safety, access and
outcomes
 Put us on the map
 Unique collaboration
across health disciplines
Research Really
Matters
• Hire world class teams
• Big ideas, research cores and
teams: e.g., Cell therapy,
homeland defense, biotech
• Measure quality and
productivity
• Goal: Top 50 public research
universities
True Integration:
COM + HSC +
University
• Interdisciplinary across
departments, colleges, university
• Opportunities: Research cores,
engineering, technology,
international, MD/MBA,
bioengineering, bioinformatics
Agenda
1.
2.
3.
4.
5.
Goals
Vision
Current Concept
Critical Success factors
Parallel Processes
•
•
•
•
Facility Design/Construction
Program Planning
Technology
Finance
6. Committees & teams
Goals of the Discussion
• To review the current CAHC concept and ensure
understanding of the vision, and develop some guiding
principles to continue planning
• To develop an understanding of the tight timetables in
which to develop the CAHCs
• To develop an efficient and defined decision making
process that ensures the inclusion of the necessary
constituents and achieves the demanding project
timetable
• To solicit and discuss all ideas as they relate to the
CAHC
USF Center for Advanced Health Care
Mission:
To provide the most advanced care for our community in a model center
for learning.
Vision:
To create within three years a national showcase for health care,
featuring service and safety for patients, team care supported by
advanced technology, demonstrable health improvements for the
community, and superior education.
“My vision for this building is simple: It will be the
place where quality, technology and service
combine to create a national model of
excellence.
When you look at the directory you will notice not
a list of specialties but a multidisciplinary level
of service that will be patient friendly and allow
us to transform the education of our students.”
-Stephen Klasko
USF Health: Leading the Quality Revolution
Goal: To lead, develop and teach the quality/service revolution
• AAMC Institute for Improving Clinical Care:
“Key among those concerns is whether the current health care
delivery systems of academic health centers provide learning
environments for the clinical education of tomorrow’s doctors that
incorporate the highest quality patient care.”
• AAMC Academic Chronic Care Collaborative: Leading health systems
have tackled the “transformation of healthcare from a system that is
essentially reactive—responding mainly when a patient is sick—to one
that is proactive and focused on keeping a person as healthy and
functional as possible.”
“Few of these have been academic settings with integral
involvement of residents and other health professions students.”
USF Health: Leading the Quality Revolution
Goal: To lead, develop and teach the quality/service revolution
• AAMC Institute for Improving Clinical Care:
“Key among those concerns is whether the current health care
delivery systems of academic health centers provide learning
environments for the clinical education of tomorrow’s doctors that
incorporate the highest quality patient care.”
• AAMC Academic Chronic Care Collaborative: Leading health systems
have tackled the “transformation of healthcare from a system that is
essentially reactive—responding mainly when a patient is sick—to one
that is proactive and focused on keeping a person as healthy and
functional as possible.”
“Few of these have been academic settings with integral
involvement of residents and other health professions students.”
USF Center for Advanced Health Care
South Campus Medical Office Building (TGH)
• TGH zoning request approved
• MOB approximately 120,000 sq.ft.
– Currently lease 80,000 sq.ft. on “south” campus
– Proposed to
• Replace current leased space
• Provide for expansion/growth
• Programming/planning in conjunction with CAHC
(and existing “north” campus clinics) to maximize
opportunity and efficiency for clinical faculty and
related educational and research programs
Estimated Resources / CAHC + MOB
USES:
CAHC
MOB
$64.0 M
22.0 M
$86.0 M
PECO
TGH
YIELD FROM $44M TAX EXEMPT BONDS*
DEVELOPMENT
$28.6 M
9.0 M
**40.4 M
8.0 M
$86.0 M
(TECHNOLOGY  $10 M)
SOURCES:
*$44 M Bond based on Business Plan for CAHC
Current south campus leases » 1.3 M/year
**Variable bond debt to be utilized in order to
"repay" as development or match gift funds are
realized.
Revised 6/29/05
COM Practice Plan Site Flow Chart
TGH
Property
Donation
USF
FOUNDATION
DONATION
$9 Million
$10 Million Estimate
Technology
New
South
Clinic
STATE $$
PECO Appropriations
$28 Million
Operating PO&M
$4-6 Million Estimate
New
North
Clinic
DSO
FINANCIAL
CORP
$15-20 Million
Net Profits
$61 Million
Net Profits
UMSA
Legend
= Direct Transfer
= Possible
Funding
Sources
Debt Service
$40-45 Million
$15-20 Million – South
$25 Million - North
(Old)
Rental Fees
(New)
Facility Fees ($___)
($___)
Other Revenue
Approval Process to Date
May 17
– Building Steering Committee
• Patient volume projections
• Proposed building
• Business Plan
May 24
– Combined EMC/USFPG and Finance/USFPG
***CAHC/MOB@TGH combined financing plan***
June 2
– USFPG Board
• Rick Green named as COO for CAHC
June 6
– EMC approved Financial Advisor for combined project
Approval Process – Next Steps
 Review/final Business Plan (for bonding)
 “Advise” Trustees
July 7
– BOT Health Sciences Workgroup
August 2
– BOT Academic and Campus Environment Workgroup
TBA
– DSO Financing, Inc.
September 8
– Full USF Board of Trustees
2007
– Planned occupancy – both CAHC and MOB @ TGH
Bond Timeline
Business Plan Development
for Bond Underwriter:
March 15, 2005 thru May 15, 2005
University Approvals:
May 15, 2005 thru August 15, 2005
USFPG Finance:
5/24/05
6/21/05
7/19/05
8/23/05
9/20/05
10/18/05
11/22/05
USFPG EMC:
5/2/05
5/16/05
6/6/05
6/20/05
7/11/05
8/8/05
8/22/05
9/12/05
9/26/05
10/10/05
11/7/05
11/21/05
12/5/05
12/19/05
5/20/05
5/27/05
6/3/05
6/10/05
6/17/05
6/24/05
7/1/05
7/8/05
7/15/05
7/22/05
7/29/05
8/5/05
8/12/05
10/10/05
11/7/05
11/21/05
12/5/05
12/19/05
USF CFO Finance:
USF Health Sciences
Center BOT:
DSO Financing,
USF Financial Advisor
& Bond Counsel
Campus Development
Council
USF Academic &
Campus Environment
BOT:
7/26/05
July ‘05
7/15/05
8/2/05
USF BOT Fiscal Affairs & Executive Committee
USF BOT Full Board:
late July or early September ’05??
9/8/05
Bond Insurees, Rating Agency Visit, Underwriter Negotiations
Issuance of COPs
December ‘05
Sept – Oct ‘05
12/20/05
Center for
Advanced Medical Learning and
Simulation
Project Overview
• One-of-a-Kind, World-Class Education and
Research Center
70,000 SF Research and Training Center
350 Room, 3-Star Hotel
• $65 Million Project – Private Funding
• HSC CPE to Manage Research and
Training Center
• Projected Occupancy – August 2007
Components
• Surgical Skills Lab – 12,000 SF
40 Workstations
• Simulation Center/Virtual Hospital – 4,000
SF
Emergency Room (ER)
Operating Room (OR)
Intensive Care Unit (ICU)
Standard Patient Room
Components (continued)
• Auditoria
Two fixed, tiered auditoria
 2,500 SF / 100 Persons
 1,500 SF / 50 Persons
• Concept Development Laboratory – 2,500
SF
Prototype development for:




Robotics
Minimally Invasive Surgery
Image-Guided Surgery
Computer-Assisted Surgery
Components (continued)
• Center for Research in Healthcare
Education
2,500 SF
Interdisciplinary Research




Proposal Preparation
Designing Studies
Data Collection
Manuscript Preparation
Project Benefits
• Create National and International
Prominence for USF
• Create New Revenue Sources to
Support the HSC Research and
Education Missions
• Expand Scope of Continuing Education
Programs
Project Benefits (continued)
• Increase Clinical Research
Opportunities
Robotics
Biomedical Technology
Image-Guided Surgery
• Contribute to Economic Development
Initiatives of the City of Tampa