Health System Integrated Space Planning StudyHEADER image

With the goal of becoming one of the nation’s top-20 health and research institutions within ten years, the Health System’s integrated space planning effort anticipates growth in the core mission areas as defined by the University’s Cornerstone Plan and recent Health System strategic planning processes. This process will identify institutional priorities regarding allocation of faculty and capital resources for facilities development. The study will reach across the three major Health System platforms of patient care, education, and research to promote cross- and inter-disciplinary approaches to uncovering broader opportunities for innovation, synergy and efficiency.

The proposed planning process will ensure that adequate consultations with constituent groups and stakeholders occur and that appropriate standards for the use of Health System and University resources are developed and applied.

Guiding Principles and Success Metrics

With the intent to transform care, lead in discovery, and become the workplace and educator of choice, the University of Virginia will serve as a national model for the integration of clinical, research, and teaching missions of academic medicine. The plan will also actively leverage opportunities to build programs across the University, notably with engineering and the basic sciences. With a wellness focus, ideal encounter scenarios, and personalized medicine, patients are and will remain at the center of all planning.


While producing a roadmap to guide UVA’s strategic investments is this Study’s ultimate intention, we also will identify the highest and best use of Health System facilities through a functional conditions assessment of the existing building inventory. We will provide a framework for capital improvement planning for the Health System by aligning clinical, academic, and research strategies and initiatives with capital and physical resources.


Our initial understanding of current-state will allow us to benchmark and envision opportunities for the health system. We will then begin to set priorities and create an investment strategy for the future.

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