FOR IMMEDIATE RELEASE July 12, 2011

Contact:

April Foran 214.590.8054 April.Foran@phhs.org

Parkland reaches settlement

DALLAS - Parkland Health & Hospital System entered into a settlement agreement with the Office of Inspector General of the United States Department of Health and Human Services regarding allegations related to the Emergency Medical Treatment and Labor Act (EMTALA). What happened with Michael Herrera was a tragedy. We are always saddened by the loss of a patient, said Ron J. Anderson, MD, President and CEO of Parkland. Although we reached a settlement, in no way does this end our ongoing effort to improve the overall quality of care at Parkland. At the time, we promised to investigate and consequently we took significant action to further improve care and reduce wait times in the emergency room. After studying the operations and processes as well as best practices of other hospitals around the country, Parkland staff implemented several changes, including: Patients are triaged by a nurse or paramedic upon arrival and reassessed throughout their wait. An electronic medical records system was launched, improving efficiency and patient monitoring. Staffing was increased. The nursing staff was increased by 20. In partnership with UT Southwestern, physician staffing was increased in the ER from 67 hours per day to 96 hours per day, equivalent to several more physicians per shift per day. A new hybrid model of care called the pod system was created, improving patient flow through the department. Each pod includes 12 beds to better distribute patients evenly throughout the department and among staff. A 16-bed observation unit was opened for patients who do not need to be admitted but need close medical observation for several hours. This frees up precious space in the ER for incoming patients in need of medical care. As a result of those changes, dwell times dropped and patient satisfaction dramatically improved. Most significant is that patients are cared for in a more timely manner. However, this also means we can also care for more patients than ever before, added Anderson. Results of implemented changes include: In 2008, patient satisfaction was in the 16th percentile. Today, ER patient satisfaction is in the 98th percentile. In June, the average time for an entire ER visit was down to nearly five hours, from when a patient walks into the ER until discharge. For ER patients admitted to the hospital, the average wait time is down to about seven hours. At one time, 17 percent of patients left before being seen by a doctor. Today, thats less than 3 percent. Results of these changes are posted monthly on Parklands website. http://www.parklandhospital.com/whoweare/at_a_glance/performance_goals.html

Parkland implemented these changes while also overcoming several challenges. Patient volumes continue to climb. In early 2009, the number of patients treated each month was about 6,000. In June of this year, we cared for 9,885 patients. That means on an average day, Parklands ER cares for about 330 patients, some 50 ambulances arrive and more than 75 patients will be admitted to the hospital. Although Parkland is one of the busiest ERs in the country, we are not unique. Public hospitals around the nation have historically been overwhelmed for many reasons due to lack of resources, inadequate funding and increasing numbers of uninsured patient, among other challenges. At the same time, more change looms on the horizon with health care reform, Anderson added. Parkland Health & Hospital System is dedicated to the health and well-being of individuals and communities entrusted to its care. It has been named one of Americas Best Hospitals by U.S. News & World Report for 17 consecutive years. For more information, please visit www.parklandhospital.com. ###

Parkland Health & Hospital System, Department of Corporate Communications 5201 Harry Hines Blvd., Dallas TX 75235, 214.590.8054 www.parklandhospital.com.