Ambulatory Practice Settings Blueprint for Strategic Action June 23, 2005

1. Ambulatory Practice Settings • Blueprint for Strategic Action • June 23, 2005 • Building Steering Committee • Strategic Workgroups: • Vision • Program/Practice • Facilities/Space • Finance/Development

2. Blueprint for Strategic Action “Strive for national prominence through excellence, professionalism diversity, timeliness Creative Educational and strategic growth.” Research Really Models Matters • 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 • 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 National Prominence • Excellence • Educationally superior • Technologically superior • Build superior patient safety, access and outcomes • Put us on the map • Unique collaboration across health disciplines True Integration: Entrepreneurial Academic Model COM + HSC + University • Creative/successful practice and outreach models • New strategic models for clinical sites, community partners: e.g. TGH, HLM, VA, ACH, outpatient teaching sites • Interdisciplinary across departments, colleges, university • Opportunities: Research cores, engineering, technology, international, MD/MBA, bioengineering, bioinformatics

3. Agenda • Goals • Vision • Current Concept • Critical Success factors • Parallel Processes • Facility Design/Construction • Program Planning • Technology • Finance • Committees & teams

4. 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

5. 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.

6. “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

7. 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.”

8. 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.”

10. USF Center for Advanced Health Care Total Cancer Care Women’s Health Neuro- Science Sports Medicine Digestive Disorders Cardio- vascular

16. 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

17. Estimated Resources / CAHC + MOB Revised 6/29/05

18. COM Practice Plan Site Flow Chart Legend = Direct Transfer = Possible Funding Sources USF FOUNDATION DONATION $10 Million Estimate Technology STATE $$ TGH Property Donation $9 Million PECO Appropriations $28 Million Operating PO&M $4-6 Million Estimate DSO FINANCIAL CORP New North Clinic $61 Million New South Clinic $15-20 Million Net Profits Net Profits UMSA (Old)Rental Fees($___) Debt Service $40-45 Million $15-20 Million – South $25 Million - North (New)Facility Fees($___) Other Revenue

19. 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

20. 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

22. Center for Advanced Medical Learning and Simulation

23. 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

24. 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

25. 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

26. Components (continued) • Center for Research in Healthcare Education • 2,500 SF • Interdisciplinary Research • Proposal Preparation • Designing Studies • Data Collection • Manuscript Preparation

29. 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

30. Project Benefits (continued) • Increase Clinical Research Opportunities • Robotics • Biomedical Technology • Image-Guided Surgery • Contribute to Economic Development Initiatives of the City of Tampa