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

2. “Strive for national prominence through excellence, professionalism diversity, timeliness and strategic growth.” Entrepreneurial Academic Model National Prominence True Integration: COM + HSC + University Creative Educational Models Research Really Matters  Excellence  Educationally superior  Technologically superior  Build superior patient safety, access and outcomes  Put us on the map  Unique collaboration across health disciplines Develop practice-ready students who “get it” Joint degrees for emerging workforce 3 rd / 4 th 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 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 Blueprint for Strategic Action

3. 1.Goals 2.Vision 3.Current Concept 4.Critical Success factors 5.Parallel Processes Facility Design/Construction Program Planning Technology Finance 6.Committees & teams Agenda

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. 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

8. 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

10. TotalCancerCare Women’sHealthNeuro-ScienceSportsMedicine Digestive Disorders DisordersCardio-vascular USF Center for Advanced Health Care

16. 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 South Campus Medical Office Building (TGH)

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

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

19. 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 to Date

20.  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 Approval Process – Next Steps

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