Leadership for a Pandemic
Bill Griffin
Executive Vice President and Chief Financial Officer
Baptist Memorial Health Care Corporation
2020 TN HFMA Virtual Fall Institute
BAPTIST MEMORIAL HEALTH CARE CORPORATION
NorthMississippi
Golden Triangle
UnionCounty
Booneville
Calhoun
Huntington
Union City
Tipton
NEA Baptist
Attala
Leake
Jackson
Yazoo
Mississippi
Arkansas
Tennessee
Collierville
Desoto
Crittenden
Memphis Hospitals:
MemphisWomen’sChildren’sRehabilitationCrestwyn BehavioralRestorative
22 Hospital800+ Employed physicians18,500 employees
POLLING QUESTION #1
• Who is your favorite Star Trek Captain?
1. Captain James T. Kirk (William Shatner)
2. Captain James T. Kirk (Chris Pines)
3. Captain Jean Luc Picard
4. Captain Benjamin Sisco
5. Captain Catherine Janeway
6. Captain Jonathan Archer
7. Captain Christopher Pike
IN THE BEGINNING……………..
• As early as December/January, we were collectively discussing the threat being seen in China and Italy and what it could mean to us.
• How do we address a “scorched earth” financial scenario if we were to experience long-term shut down like those in other countries?
• The immediate challenge we concluded was to act quickly and decisively to prepare for the worst possible scenario.
• Collectively, the finance and operations leadership developed responsive strategies.
FINANCE STRATEGIES
Finance Strategies
“URGENCY IS NOT HASTE, IT IS PURPOSEFUL ACTION.”
“UNDERSTANDING WHAT MUST BE DONE AND ACTING WITH A SENSE OF URGENCY
ACHIEVES THE BEST RESULT”
Three immediate finance priorities were identified:
1. Ensure ongoing liquidity by protecting cash flow
2. Manage the potential loss of revenues from reduced services
3. Restore pre-COVID financial performance
Finance Strategies
Anticipation of a mandatory cease in elective procedures could result in 40% to 60% reductions in net revenues.
Three month 40% impact = $290,000,000 NPR loss and cash flow disruption
Average bi-weekly payroll = $40,000,000; Average bi-weekly AP = $40,000,000
Avoid liquidating the corporate investment portfolio
Cash Flow CHALLENGE???? YES!
Government Stimulus Relief to the Rescue - with lot’s of unknowns:▪ Stimulus payments from the government and expense recovery from the Federal Emergency
Management Agency (FEMA)
▪ Little guidance initially available as to how to get the funding and criteria to utilize the monies.
▪ Complexities in the process included:
▪ How to Apply
▪ How to Attest
▪ Internal management of fund flow / inventory of the relief monies received
▪ How to account for the funds in the general ledger
▪ Bank/investment management
▪ Ongoing reconciliation of the monies received
▪ Concern over being able to provide a clear & concise accounting of all the various funding's and usage when it came time to report to the governments.
▪ And…consultants emphasizing the complexities and offering to aid for $$$$$$’s
Finance Strategies
• Realizing that managing all the relief funding was going to be an organizational challenge different than anything we had faced before I quickly decided I needed an internal Finance Super Team…………….
I needed The Avengers
Finance Strategies
From the book “Leadership in the Era of Economic Uncertainty” By Ram Charan
Six essential Leadership Traits for Hard Times
1. Honesty & Credibility
2. Ability to inspire (resolve, fearlessness and optimism)
3. Real-time connection with Reality• Reality is a moving target• Continuous monitoring of change with ground-level intelligence• Constantly updating your reactions and responses
4. Realism tempered with Optimism• Understand and accept the magnitude of the challenge• Few problems are unsolvable• Focus the Team on vision• Leadership is a Performing Art
5. Manage with Intensity• Hands=on participation• In the Foxhole
6. Boldness in Building the Future
Finance Strategies
My Avenger’s Super Powers
Competency:
➢ Extreme organizational skills
➢ Adaptability
➢ Detail obsession
➢ Rules focused
➢ Fearless in challenging and questioning
➢ Humble Professional
➢ Team Player
Personal Integrity (in word, deed, idea and principle)
Intellectual Honesty
Great Communicator
Finance Strategies
“One who is routinely true to their self and
others is one who can be trusted and relied
upon in a crisis situation”
“Success in a difficult mission is often due to
those who acted when action was required
and when others might not recognize reason
to take action”
“The cooperative, collaborative and
corroborative efforts of an entire team will
most likely result in mission success”
Where did I find the Super Heroes that became my Avengers
??????????????
New department…. “Department of Special Reimbursement”
Established daily meeting with the Director of Special Reimbursement to review status
After Assembling the Avengers, we tackled the earlier mentioned challenge of cash liquidity
Finance Strategies
LIQUIDITY: How did we ensure that we could meet the potential short-term cash demands without dissolving the investment portfolio?
Answer:
❖New Bank Line of Credit
❖Medicare Accelerated Advance Payments
❖Deferred Employer Payroll Tax
• All are basically loans and must be repaid at some point
Finance Strategies
POLLING QUESTION #2
• A recent poll ranked the songs shown below as the top 5 Beatles songs of all time. Which of these 5 would you rank as #1?
1. Please, Please Me
2. Penny Lane
3. A Day in the Life
4. She Loves You
5. Strawberry Fields
Finance Strategies
What is the Provider Relief Fund?
The Provider Relief Fund supports healthcare providers in the battle against the COVID-19
pandemic. Through the Coronavirus Aid, Relief, and Economic Security (CARES) Act and the
Paycheck Protection Program and Health Care Enhancement Act (PPPCHE), the federal government
has allocated $175 billion in payments to be distributed through the Provider Relief Fund (PRF).
Qualified providers of health care, services, and support may receive Provider Relief Fund payments
for healthcare-related expenses or lost revenue due to COVID-19. Separately, the COVID-19
Uninsured Program reimburses providers for testing and treating uninsured individuals with COVID-
19.
These distributions do not need to be repaid to the US government, assuming providers comply with
the terms and conditions.
Finance Strategies
Phase 1 General Distribution
•$30 Billion General Distribution
•$20 Billion General Distribution
Select Targeted Distributions
•COVID-19 High-Impact Area Distribution ($22 Billion)
•Rural Distribution ($11.3 Billion)
•Allocation for Skilled Nursing Facilities (SNFs) ($7.4 Billion)
•Allocation for Indian Health Services (IHS) ($500 million)
•Allocation for Safety Net Hospitals ($14.7 Billion)
•FEMA Expense Reimbursement
Managing and Tracking the Stimulus Relief Payments
▪ Multiple payments received for multiple entities over multiple months
▪ Early desire to:▪ Thoroughly understanding each funding opportunity and its application to the organization
❖Resulted in a 50+ page log documenting descriptions, process (including attestation method and dates), reporting requirement and decisions for every funding opportunity
▪ Track every fund payment in detail….amount, entity, date, method of calculation, recalculation, reporting, usage.
❖ Resulted in a very detailed financial report that is a living document
▪ Account for every fund payment separately in the Balance Sheets as Deferred Revenue until utilized/recognized in the Income Statement
▪ Maintain separation by fund type in the bank account (utilized our investment portfolio)
▪ RECONCILE ALL THESE COMPONENTS CONSTANTLY!!!!!!!
Finance Strategies
Utilized as
Available Revenue or Funds
Descriptions of Funds Amount Received Expense Offset Available Qualifying Expenses
Advanced Funds For Liquidity
Medicare Advanced/Accelerated Payments
Hospital Payments Offset against future Medicare payments beginning in August 2020
Professional Payments Offset against future Medicare payments beginning in August 2020
Deferral Of Employer Payroll Taxes We must re-pay in 2021 and 2022
Arkansas BCBS Advance Payments - NEA & Crittenden Offset against future ARBCBS payments beginning in late fall of 2020
Bank Line Of Credit Revolving line available through end of May, 2021
Totals Loans -$ -$
Stimulus and Grants
CARES Stimulus General Relief Programs 1 and II Lost revenues that are attributable to coronavirus.
CARES Stimulus Targeted: Rural Hospitals Lost revenues that are attributable to coronavirus.
CARES Stimulus Targeted: Rural Referral Center: Lost revenues that are attributable to coronavirus.
TN Rural Hospital Grants - Specific allowable expenses
CARES Stimulus Targeted: Safety Net Hospitals Lost revenues that are attributable to coronavirus.
CARES Stimulus Targeted: Hot Spot Hospitals Lost revenues that are attributable to coronavirus.
CARES Stimulus Rural Health Clinic Testing Payments COVID 19 Testing Expenses
Small Rural Hospital Improvement Program (SHIP) -
MS - Patient & hospital personnel safety, testing, lab services, staffing levels, infrastructure, equipment, supplies
TN - Patient & hospital personnel safety, testing, lab services, staffing levels, infrastructure, equipment, supplies
ASPR - (DHHS) Secretary for Preparedness Response
AHA Supplies & equipment including PPE, staff training infrastructure, telemedicine,
MHA COVID-related expenses or lost revenues
THA PPE, supplies for lab testing, supplies & equipment for decontamination & reprocessing of N-95 masks
Medicare Sequestration Suspension Effective May 1 - Dec 31, 2020
Uninsured Testing/Treatment Reimbursement
Hospital
Professional -
Baptist Health Sciences University HEERF PBI Grant
Baptist Health Sciences University HEERA Students Pass through to students
Baptist Health Sciences University HEERA Institution
Arkansas Ready Business Grant COVID-related expenses
Blue and You Foundation Grant
Arkansas Coronavirus Relief Funds - Specific allowable expenses
Mississippi CARES Act Funding - Hospital Specific Specific COVID-related expenses
Nursing Home Communicative Technology Technology ( 9 ipads)
Baptist Mobil Outreach Operations Safety Net Provider Grant COVID-related expenses
Ms Dept of Health CARES Funding -Rural Hospitals COVID-related expenses
TN Community CARES - Baptist Grief Center Specific to Baptist Grief Center needs
MS IM Residency Program -
TN COVID 19 Hospital Staffing Grant -
Total Stimulus and Grants -$ -$ -$ -$
Total Loans, Grants and Stimulus Money -$ -$ -$ -$
SUMMARY OF COVID-19 RELIEF FUNDS
Finance Strategies
Managing and Tracking the Stimulus Relief Payments (Continued)
The various funds have requirements to receive and utilize the funds:
➢ Attestations (various portals and dates to attest)
➢ General or specific uses
❖ Shortfalls in net revenue (general guidance on that definition)
❖ COVID specific expenses (very defined to generally defined)
❖ Combination of net revenues and expenses
❖ General operating expenses (grants concerned with going concerns)
❖ Specific services
❖ Hospital System versus Entity Specific as to usage of the funds (lends to the need to track closely if a System)
➢ Reporting requirements
❖ Reporting mechanisms and structure vary in definition (specific to not yet released; paper vs electronic)
❖ Various dates to comply
ORGANIZE ORGANIZE ORGANIZE ORGANIZE
Managing the Loss of Revenues and COVID Expenses
❑ Initial decision to use CARES funding to primarily restore lost revenues and focus
on FEMA reimbursement to cover COVID specific expenses
➢ HHS Guidance on rev shortfall: actual to budget; actual to comparable PY period
❑ Developed an allocations model to support consistent monthly recognition of relief funds
in the income statement for net revenue shortages caused by COVID 19.
➢ Provides standardized method for fund utilization across multiple entities
➢ Will be used to “defend” the utilization of funds when HHS requires a reporting
➢ Allows for accounting of ongoing balances by fund, by entities (general/specific)
Finance Strategies
Managing the Loss of Revenues and COVID Expenses (cont.)
Began recognizing stimulus funds in April to cover net revenue shortfalls and have continued through September. Largest
amount recognized in April and need has reduced in line with recovered volumes beginning in May.
We focus heavily on which relief funds are used to cover entity NPR shortfalls since we have multiple entities and both general
use and specific use fund.
We also have received some CARES relief funding that can only be used for specific COVID expenses. We are reimbursing all the
COVID expenses we can first with these kind of funds before applying to FEMA as a payer of last choice for COVID expenses that
qualify. FEMA will only cover specific expenses and only at 75%.
WORD OF CAUTION: Go to great lengths to be sure you don’t double dip on the expenses you use to justify relief fund
usage and then also use again for other funds or with FEMA.
STAY ORGANIZED IN THE DETAIL
Finance Strategies
Finance Strategies
An Example of Reporting
• $7,500,000 in funding received from State of Mississippi for 1o hospitals.
• Requires monthly reporting of expenses that the funds are covering.
• Requires completion of specific reports and inclusion of detailed invoices/support. Hardcopy only…..no email.
OPERATIONAL STRATEGIES
In January, strategies began to be developed to deal with the operational impact from the looming pandemic
Initial step was formation of a Corporate Pandemic Steering Committee
Met seven days a week from late February through April
Twice weekly May to current
Operational Strategies
Communications PlanCommunications update
Surge Preparedness and Response Plan
Current condition and System Stats
Bed capacity updates (PPC) Supplies Update/Data tracking
Epidemiology Surge Prevention PlanOutbreak tracking
Visitation Memphis testing
HR/employee health policiesTherapy and vaccination updates
Business response, expense capture and revenue restoration
Reporting/registries/business registries
Financial Business needs
Example Agenda
LaboratoryEm. PreparednessVP-CIOSupply Chain
Pres Baptist universityVP-HRVP-Physician
Practices VP-Market Ops
(3)
Epidemiology : Surge Prevention Clinical Ops Oversight Team
VP-CMOVP- NursingSVP-
Communications
Infection PreventionMarket Leaders
CNO’s CMO’s Communications
Supply Chain
Emergency Preparedness Finance BMG IT/BOC
HR/Employee Health
Regulatory/Risk
Lab/Resp. Therapy Pharmacy/Radiology
Executive Oversight Team COO Lead
CEO, ChairSenior Team
BMHCCCovid-19
Response-Planning and Oversight
PPC
Priority Ambulance
SVP-CLO
LHC/Home Health
Baptist College
Surge Preparedness and Response
Supply Chain
EVP-CFO
CEO’sSystem Services
Finance
Communications
OLGProviders Nurses
Public
Patients
• Avoid individuals with an Influenza like illness (ILI)• Don’t travel unnecessarily• Practice Hand Hygiene• Don’t touch your face, nose and eyes• Don’t Expose Others if you have upper respiratory symptoms
Communication Plan
SIPP*(Standard Infection Prevention Protocol)
*see BMHCC Pandemic Flu Plan for greater detail
Customers(and visitors)
Team Members
Professional Providers
• Screen employees for fever ILI symptoms • Isolate patients with suspicious symptoms or positive screen• Use PPE appropriately!!
• Don’t expose others if you suspect you have an influenza like illness (ILI)• Travel restrictions
• Encourage concerned patients to stay at home if symptoms are mild• Screen patients with ILI symptoms• Test “screen positive” or patients with suspicious symptoms per algorithm (crucial)• Isolate patients who test positive, screen positive or who have suspicious symptoms• Use PPE appropriately• Offer homecare for individuals with mild-moderate symptoms• Utilize PPC for patient movement and bed/facility assignment
Homecare(LHC)
• Home evaluation for ongoing surveillance• Home testing for selected individuals• Homecare for coronavirus positive patients in stable condition
Lab Partners• Deploy testing algorithm• Health Departments, CDC• AEL, Quest, LabCor
Ambulance Transport(Priority)
• Priority• Home evaluation and possible testing/screening mobile unit(s)• Transport
SEP(scorched Earth Plan)
• Emergency plan to protect vulnerable employees?
• Extended hours plan• Access to PRN staff
Critical Professional Provider Plan• Infectious Disease: Telemedicine Expansion?• Critical Care: eICU expansion and offerings?• Acute Care Surgery• Hospitalists• Primary Care: Telemedicine expansion?
Executive Oversite and Operational Oversight
Teams
Facilities• Activate/Update Pandemic Preparedness plan• Covid-19 response drill• Activate Entity Communication Plan• Limit entrances, fever screen employees and visitors• Plan outdoor screening/testing sites• Visitor Limitation policy
Supply Chain• Sequester critical supplies and equipment• Prepare supplies and equipment for “need-based” distribution and rationing• Move to gain approval to use outdated items
• Activate pandemic plan• Designate Elective, Non-Covid-19 care• Designate Emergent, Covid-19 care• Set up screening outside of ED’s • Mobile Van, Modular clinic, Tent, etc
HR • Conduct daily staffing reviews and facility support• Oversee attendance, furlough, sick leave, and travel policy
adjustments
• Stand up staffing incident command ctr.
• Screen for fever, ILI travel prior to visiting hospital• No children under age 17 allowed to visit
Surge Preparedness
and Response
Epidemiologic Surge
Prevention
SURGE PREPARATION
27
Operational Strategies
Covid-19 Information Sharing and
Communication Plan• Internet landing site
• FAQ’s
• Updated content daily
• MyChart Messages
• Marketing plan with vendor
• Covid Care Kit (CCK)
• Screening language and work flow
External
Customers
Team Members• Intranet landing site
• FAQ’s
• Updated content daily
• Leader articles
• CEO weekly letter
• Entity town hall meetings
• Daily Nursing bulletinProfessional
Providers
• BOC-411
• APP-COM Plan
• Medical Staff meetings
• Medical Group COM plan
• CEO communications
• CMO/CEO BMG
communications
• Physician and APP daily
bulletinExecutive Team • Daily Executive Oversight Mtg
• Daily Operations Oversight Mtg
• Daily CEO Roundtable
• Senior Leader Team Mtg
• OLG Mtg
Media • Marketing and Communications
• Marketing plan with vendor
Operational Strategies
Epidemiologic Plan to Blunt the Covid-19 Surge
• Communicate with the public, our patients, our providers and our employees extensively.
• Support social distancing, careful hand hygiene, and government lock-downs to prevent community spread.
• Utilize barrier precautions as much as possible in the form of masking (patients, providers, staff, visitors, the public)
• Communicate the need for symptomatic individuals to stay at home in quarantine.
• Symptomatic patients can and should be tested (Test,test,test).
• Quarantine and contact trace positives.
• Follow-up with all positive results via telemed
• Establish COVID 19 Resource Center to answer questions and follow-up on negative results
Covid-19 Resource Center Call
Operational Strategies
Dr. Stephen Threlkeld, Infection
Disease Physician at Baptist becomes
the voice of all things COVID in The
Mid-South.
COVID 19 Testing
With multiple testing sites available in all three state we serve, Baptist has been the leader in the Mid-South for COVID 19 testing since the beginning of March.
Through September 17th we have provided the following:
Nasal swab (PCR) test count: 256,665 | Positive: 10.27%
Antibody test count: 7,808 | Positive: 12.55%
Operational Strategies
Other Operational Considerations:
Capital Expenditure – all halted unless emergent in nature
Human Resources –
o Decision not to have layoffs
o Limited furloughs, as necessary
o Compensation issues driven by COVID
✓ Clinical salaries vs rising contract labor
✓ Migration of nurses to other states
✓ Clinical retention programs
o Work From Home Program (at its peak we had over 1,100 employees working from home)
Supply Chain Logistics / Inventory Management – PPE demands; bulk orders from China; unique shipping arrangements; price gouging
Daily Governmental Reporting requirements
Community & State Health Department coordination
Operational Strategies
POLLING QUESTION #3
• Which of the following Disney World treats is your favorite?
• Mickey Mouse Premium Ice Cream Bar
• Dole Whip
• Churro
• Mickey Mouse Waffles
• Disney Themed Cupcakes
Exude honest conviction that the company will come through the pandemic successfully.
Present facts and details of the company’s financial health under different scenarios and reporting.
Be constructive and specific in directing how resources should be reallocated and manage cash “as KING”.
AVENGERS, ASSEMBLE!!!!!
PARTING CFO WORDS OF WISDOM
PARTING CFO WORDS OF WISDOM
• What has sustained my drive so far during these difficult time ?
• Knowing I can be a part of ensuring that the organization has the resources to care for our patients & families;
• Knowing I can be a part of ensuring that our employee heroes have the resources to be safe and that they have a paycheck when they get home;
• Knowing that I had a part in ensuring that our organization maintained its financial health during the pandemic and will continue to do so when we come out on the other side.