Parkland by xiaopangnv


									One Community,
One Community, One Commitment:
Taking Parkland
into the Future
into the Future

                                         Parkland Health & Hospital System
                                                     September 18th, 2008
                Presented by Ron J. Anderson, MD, MACP, President & CEO
                                                       Parkland Remains Area’s
                                                        Busiest Hospital System

                       1980           1990           2000          2004          2005          2006            2007
Discharges 31,645 39,180 41,679 41,425                                          40,005        42,682          42,788
Births      8,572 13,585 15,419 15,726                                          15,811        16,489          16,252
Outpatient 218,283 462,909 401,669 427,606                                     413,366       442,716         500,526
COPC          --- 288,909 380,409 455,927                                      452,953       433,839         413,516
OR Cases 10,879 12,817 13,569 15,387                                            14,846        15,208          13,524
ER         174,213 145,633 144,510 148,215                                     143,601       146,210         142,723

 *Observation days increased due to chest pain and abdominal trauma protocols, reducing admissions by over 2,000.

  Source: PHHS Annual Reports
                                                              Parkland Fills the Gaps
                                                                    for Dallas County

                                                                         4 of 10 HIV/AIDS
                                                                         patients treated here

    1 in 4 trauma cases go here
    4 in 10 for major trauma

                                                                              More than half the
                                                                              county’s doctors
                                                                              train here
                                   More than 1 in 4
                                   residents lack insurance
                                   and are likely to seek
                                   care here
                                                                         More than 3 of 10
                                                                         babies born here
Source: Parkland Health & Hospital System, 8/2008
                                              Parkland Is An
                                          Essential Resource

•Named one of “America’s Best
Hospitals” by U.S. News & World
Report for 15 consecutive years
•1st and busiest Level I Trauma Center
in the region
•Second largest civilian burn center in
the U.S., regarded as among the best
•Major regional resource for disaster
preparedness, developing plans that
have been adopted around the world
•On call for U.S. President while in
North Texas
                                Parkland Desperately Needs
                                             a New Facility

•The Dallas area population is booming, and the region’s population is
projected to double by 2025.
•Parkland currently operates at full capacity with no flexibility for meeting
greater demand. We have now more than 1 million total patient visits a year.
•Built in 1954, the hospital building is 54% undersized for current patient
volumes; renovating the current space would result in a 40% loss of beds and
would be more costly than building a new hospital.
•Patient rooms are not up to current standards.
•We cannot take advantage of all modern medical technology.
•We’re forced to implement a rationing system for certain ailments.
•In some departments, patients’ beds are in hallways while waiting for
•In 1954, care was delivered on wards. Today AIA guidelines, which are
hospital codes followed in 47 of the 50 states, calls for use of private rooms.
                            Why Not Renovate?

•Renovating the current
building would:
 •Result in a 40% loss of
 •Be more costly than
 building a new hospital
                                                  Master Facility Plan:
                                                 Revised Total Project
On March 14, 2008, the Blue Ribbon Panel recommended that Parkland pursue completion
of the total master facility plan project (hospitals, clinics and office buildings and parking)
with estimated total project costs of $1,371 million.

On June 24, 2008, the DCHD Board of Managers approved a revised project—which meets
the requirements of the Blue Ribbon Panel recommendation—calling for new campus on
the north side of Harry Hines Blvd. by using a single efficient hospital, moving space to
lowest cost facilities, maximizing surface parking, which reduced estimated total project
costs by $100 million to $1,271 million.

               Offices                 Parking          Clinics

              Parking     Parking-               Hospital

                                        Harry Hines Blvd.

    ER              Present Hospital                                                Amelia Ct.
                                                                   Motor St.
 Parking-                                 Present Clinics
                                                                    Parking          Parking
                                                     Revised Total Project
                                                         Scope and Costs
New Replacement Hospital
  862 adult beds, 1.68 million square feet, open April 2014                    $ 1,053 million (83%)

     Adult bed complement:       Completed            Shelled        Total
            Current                    675                 0          675
            Proposed                   816               46           862*
            Capacity Increase          141 (21%)         46           187 (28%)

Clinic Buildings
   387,000 square feet, open April 2014                                             105 million ( 8%)
Office Buildings
   269,000 square feet, open January 2011                                            50 million ( 4%)
Parking (2,035 new garage spaces, 2,800 new surface spaces)                          42 million ( 3%)
Net Land Purchases, Sales, Demolition, etc.                                          21 million ( 2%)

                         Total Project Costs                                   $ 1,271 million

    * - 862 beds, plus 60 beds for an expanded PMR service and 46 beds for enhanced inpatient services,
    equals the 968 beds per the PwC/Blue Ribbon Panel study—location which is yet determined. The new
    replacement hospital also includes 117 newborn and 96 NNICU beds and is included in the project’s cost.

                                         Proposed Project Financing

                        G. O. Bond Proceeds:
                         Series 2009                                $   534 million
                         Series 2011 or 2012                           163 million
                        Revenue Bond Proceeds                            42 million
                        Philanthropy                                    150 million
                        Interest on Bond Proceeds                        32 million
                        Future Cash (Note 1)                            100 million
                        Cash Reserves                                   250 million
                        Total Project Costs                         $ 1,271 million

                        G. O. Bond Size                              $ 705 million
                        Revenue Bond Size                               42 million
                        Total Bonds                                  $ 747 million
                        G. O. Bond Tax Support                         2.5 cents

                        Tax on Median Homeowner (Note 2) $ 46.24

Note 1 - Future cash of $100 million in excess of operating cash reserves would be required to be transferred
  to the project fund prior to beginning construction on the $105 million clinic buildings.

Note 2- Includes operations tax support of 1 cent beginning in 2014; median home value = $132,000.              9
          Capital Campaign
            Well Underway

  “We are firm believers in Parkland, and in the power of
   public-private partnerships to transform communities.
   I can’t imagine anybody in this city who has not been
touched by Parkland personally. They may not even know
    it, but they have. From its Level I trauma center to
     immunization programs that prevent illnesses from
 spreading across the region, Parkland affects us all. For
 us, this was a wise investment, a way to have the greatest
          impact on the greatest number of people.”
                  Serena Simmons Connelly
         Director of the Harold Simmons Foundation.
                                        Master Facility Plan Option

•   The Board has endorsed the project with a total cost not to exceed $1,271
    million. The maximum amount of bonds ($747 million) was based on the
    assumptions below:
     1. The maximum amount that could be serviced by ad valorem tax rate for
         Parkland will not exceed 2.5 cents per one-hundred dollars of assessed
         valuation of taxable property after all the authorized bonds are issued.
     2. The estimated $105 million for the clinic will not be paid for from bond
         proceeds, but will be constructed using available cash reserves when and
         as available.
     3. Annual hospital system revenues of the District will be set aside and
         applied to pay the debt service on at least $42 million of bonds issued for
         the purposes of providing parking facilities.
     4. $250 million of existing cash reserves will be applied to fund a portion of
         the planned improvements.
     5. $150 million of estimated philanthropic gifts for the purpose of paying a
         portion of the project costs.
•   The Board of Managers will approve necessary resolutions at its July
    Board meeting.
      •You cannot escape
        You cannot escape
•the responsibility of tomorrow
  the responsibility of tomorrow
      •by evading it today.
        by evading it today.
         •Abraham Lincoln
           Abraham Lincoln

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