Integrated Space Planning for the Academic Health CenterTOWN HALLS

JUNE 16-17, 2016

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AgendaProcess summary (10 min)◦ Integrated space planning purpose ◦ Process and schedule◦ Committee structure

Findings: space across the health enterprise (30 min)◦ Space need ◦ Functional and Technical report summary◦ Clinical Summary current and future ◦ Research Summary current and future◦ Education/Offices summary current and future ◦ Master plan priorities◦ Next steps

Question and Answer (20 min)

Purpose

Integrated Space Planning will provide a guide for capital investment in the health system by

aligning clinical/academic/research strategies with financial and physical resources.

Process, Schedule & Status

• January – March•Analytics, metrics and benchmarks•Outcome: Future space demand

•April – June•Vision, opportunities, alternatives•Outcome: Preferred scenario 

• July – September•Resources, priorities, documentation and communication

•Outcome: ten‐year investment strategy

Clinical

EducationResearch

Integrated Missions Approach

Planning Participation1. Executive Committee: Dr. Shannon, Dean Wilkes, Pam Sutton-Wallace, Provost,

others

2. Steering Committee/Planning Team: Dean Wilkes, Pam Sutton-Wallace, health system leaders

3. Task Forces – 13 drawing on 120 experts from each domain

4. Working Group and Consultant Team

5. Transparent Communication: Town Halls, Dean’s blog, etc.

Key Findings1. The University of Virginia Health System is undergoing significant change led by

growth in research and a transition to population-oriented medicine. This must be accomplished while maintaining top-tier status in educational programs.

2. One-third of the space inventory has exceeded its useful life and must be removed/replaced/renovated.

3. Effective space utilization can be achieved through an inclusive and transparent space governance structure.

4. Future growth can be accommodated and fit in a more efficient footprint with the right investments.

WITH TARGETED INVESTMENT, UVA HEALTH SYSTEM CAN MIGRATE TO A LEANER, HIGHLY EFFICIENT PLATFORM (PRELIMINARY FINDINGS, TOTALS BEING VERIFIED)

Key Finding: Future Space Need

Key Finding:Space Performance Summary

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A

B

C

3 2 1

Tech

nica

l Gra

de

Functional Grade

190k4%

390k9%

690k15%

600k13%

150k3%

1.6M35%

570k13%

370k8%

0k0%

1. There are 135 addresses in the UVaHS building portfolio, 60 of which were graded in the above methodology because they were considered key to this engagement (4.5M NSF of total 6.5M NSF)  

Key Finding:Space Performance Summary

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ONE-THIRD OF THE HEALTH SYSTEM’S SPACE IS AT THE END OF ITS USEFUL LIFE, RESEARCH SPACE IS DISPROPORTIONATELY POOR

Research:

Green: 10%

Yellow: 22%

Red: 68%

Total Health System:

Clinical System Planning Context

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We’re planning for an era of population-based health. The

hospital, as a system hub, will see much higher acuity. On the

ambulatory side, patients will come to Charlottesville once a year

to see all the specialists they need to see and get all the tests they

need to get in a single, coordinated visit. The rest of the year

they’ll receive care in the community where they live.

Health System Covered Lives & Geography• UVaHS is looking to expand

traditional service areas to provide care to 2M lives

• Partnerships and network expansions will be required to do so

• UVaHS will be the leader in higher-risk Tertiary and Quaternary services

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Shifting Clinical Focus

With a system goal of covering 2M lives and being the leading provider of Tertiary/Quaternary care, UVaHS will need to reallocate clinical capacities to better serve a patient cohort with higher aggregate acuity

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5 Minute drive time

ECCCC40k Visits

Fontaine180k Visits

Northridge85k Visits

Pantops25k Visits

PCC/Hospital140k Visits

West Complex135k Visits

Ambulatory CareAMBULATORY CARE IS FRACTURED AND LACKS FOCUS

Battle60k Visits

Jefferson Park MOB65k Visits

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Destination Ambulatory Center Examples

Massachusetts General Hospital – Yawkey Center

Yawkey Center for Outpatient Care

Photos courtesy Perkins+Will

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Destination Ambulatory Center Examples

Barnes‐Jewish Hospital – Center for Advanced Medicine

Findings:Research

The combination of planned growth and better support for current faculty are creating the urgency to address research capacity as soon as possible.

No significant vacancy exists and the current inventory of research space is mostly of poor quality. In fact, two-thirds must be replaced as we vacate buildings at the end of their useful lives.

Addressing space governance through an inclusive and transparent process will be required -especially in the interim until new space can be brought online.

Example: University of Pennsylvania

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Research Examples

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Research Examples

Findings:Office, Education & Community

5,104 Offices 75 Buildings

Office space represents over 25% of the inventory, and must change with the changing nature of work:- Collaborative- Mobile- Technology-enabled

Educational programs require investment to sustain position relative to peers- Distinctive space for programs- Collaborative team space

The entire health system suffers from a lack of community resources:- Green and respite space- Amenities

Large OfficeFuture Space Opportunities

Integrated Future Planning Priorities & Direction1. Redistribute and provide specialty focus for ambulatory care and clinical

research

2. Anticipate growth and adopt space performance criteria for experimental research/cores

3. Plan office space around the changing nature of work

4. Provide for distinctiveness in educational resources

Next StepsTask Forces have two meetings remaining:◦ June – preliminary findings◦ July – draft all-group findings – plenary session(s).

Next Executive Committee meeting will occur in July◦ Agenda: alternatives/priorities/cost

Final report in early September