 Consider a request for reconsideration from Brattleboro Memorial Hospital. And I'm going to turn to the team from Brattleboro Memorial first so that they can do a presentation to us on why they believe their request might be warranted. So, Andre, Steve? Yeah, well, first let me lead off by really sharing my appreciation for the board for this reconsideration. I think it presents an opportunity to have some good dialogue between us, the board, and staff to really get a better sense as to how the board came up with their assessment on NPR. And in particular, we worked really hard over the last year through COVID to reduce our expenses, to increase access to hospital services. And as you know, we had a horrendous first six months here. We racked up losses of how much Andre, four? Yeah, almost four million. Almost four million dollars the first six months. The volumes were nowhere near what we had budgeted. But what we did see is a significant increase in starting in March. And we worked with the, all of our medical practices to make sure that there was an increase in access for our patients. And I think what you've seen from March, and Andre is going to talk about this, from March and through August, a much better story for BMH's volumes, which are reflected in gross revenue increases as well as net patient revenue and FPP. And I think for me, and for our board, the question is, we have the experience of the last six months, or at least the last five months, we haven't closed out August, but it showed a pretty dramatic increase from where we were prior here, thank goodness. And it was a lot of hard work by the staff here with reductions in expenses, as well as opening up access to the practices. And I think the question is, why not look at those six months or five months and project forward? Because we feel that we've worked through early on all of any pent up demand and we feel fairly confident that we're going to continue to see the gross revenues, the volumes at the same level that we've seen over the last several months here at BMH. All that being said, we don't know what's gonna come around the corner. I just got off a call with Cheshire, our partner in Dartmouth, and they're having significant COVID related inpatient admissions. Vaccination rate in New Hampshire is nowhere near where we are in Vermont, and it's putting substantial stress on the state of New Hampshire. We're not seeing that necessarily here, but it does affect us because we can move patients out of the ED that need that tertiary care as quickly as we can. But don't know if we're gonna see that a bigger rebound of COVID in hospitalizations that New Hampshire has seen. So if we see that, it changes obviously a lot of our projections. And I think Kevin, you know that, the board knows that we're in uncharted territory. This last year and a half has been uncharted territory. So again, going back to my question is, what's the right number? What's the right projection? And looking at what we've projected for the rest of the last six months of this fiscal year, and what the coming year would look like in kind of a normal state, which that's the big question, which no one really knows right now. But I do appreciate at the end of the day that the opportunity to share that with you and have this dialogue with you. One of my requests is, because, you know, hearing from the board from the last discussion that you've had about BMH, I don't think you're in a position necessarily to change your recommendation. It'd be great if you did. But on the other hand, to continue the dialogue, especially with our staff and your staff on the finance side to monitor our progress and our NPR as we roll into the next fiscal year. So with that, I'm gonna turn it over to Andre. We did send you, or Andre sent you and the staff a document that covers kind of our position and how we assessed our budget for the coming year. I don't know. Is Patrick on the line? He is. I don't know if he can pull that up. We don't have control of the screen. Give me one moment, please. Thank you. So while he's doing that, so that's my one question to the Green Mountain Care Board from our board is, you know, what projections, the rationale for the projections, the request, I have a request that we continue to work with the staff at Green Mountain Care Board to really look at our methodology, your methodology, but also more importantly, monitoring our progress as we move into the next fiscal year. And then I just wanna close kind of our discussion with some general observations. So, Patrick, are you... Yeah, yeah. Can you make it a little bit bigger, Patrick, for my old eyes? You have young eyes, I have old eyes. So what this document is, is looking at March through July actuals and just do a straight annualization. These are numbers that have been submitted to Patrick and his team through July. August isn't closed yet, so they don't have those numbers. But when you annualize the gross revenues, it comes out to 205 million based on those five months, just under 206. And what we did was we put in a 4.6% fee increase based on your last discussion as to reducing our requested fee increase to 5.1 to 4.6 to see what that would look like. So that brings the total gross to $215 million. The submitted budget with the 5.1 was 213. So just looking at that, looking March through July from a volume slash gross revenue standpoint, it's been consistent, it's been back on track. When you flow it down through to NPR, the two columns on the right, actually for net patient care revenue, we use the same percentages that we budgeted which is very close to our annualized and March through July overall NPR rate. So based on those months, very different than the first five months of FY 21, which when we initially submitted our budget had a projection, actually it was $4 million loss on projection. So we were a little over $2 million loss through February. If this trend continues, which I don't see why it would not, that would actually put us right back in the wheelhouse of what we submitted for our budget. Patrick, can you pull up the other one that I sent you for the gross revenues? Yes. Let me know if that's big enough, Andre. Yeah. Probably a little bit bigger if you can. So if you scroll in the right. So what this highlights is, March through August, these are actual gross revenues. March is 17 and a half million and it drops to just under 17 for April, May. Oops, is that all right? Got it. June bumps up over 17 million, right around 17 for July, a little over 17 for August. Pretty consistent through those five, six months. When you annualize that out, you're at 206 million. We were just under 206 on the through July. So annualized with the rate increase is pretty close to the same run rate that we had with the March through July numbers. So in your prior discussion, there was a lot of discussion about our volumes, have they come back? I think March through August signifies that they have come back. These are probably actually a little bit higher than our 2019 actual numbers. So I just put that going forward to say, looking at NPR, looking at volumes and gross revenues, I think this puts us way closer to what we budgeted than if you're looking at the first five months of our year. And this is a turnaround that we've seen. We don't see any reason at this point other than the COVID issue that's out there, why this would change. There any questions on that? I think also, we're well aware of the concern the board has expressed in the past about aspirational volumes. But what we're looking at here isn't really aspirational. It's historical perspective for the last several months here and basing a budget on our actuals as opposed to volume that we think we might have. I will say this that, part of some of our growth coming back is due to additional orthopedic surgeons joining us, continue to growth on the primary care practices and new clinicians. So there are rationales that we can point to that represent this growth in gross as well as net patient revenue. Patrick, before I turn it over to you for staff's thoughts, do you, Kate and Lori have any questions of Steven Andre? We don't have any questions. We do have some thoughts around this reconsideration. Okay, why don't you go ahead and share those thoughts and then I'll open it up for the board to ask questions of both you and Steven Andre. So. Okay, very good. So thank you, Steven Andre for coming in today. We share the necessity to continue to monitor BMHs and every other hospitals finances throughout this year. It's probably gonna be more important this year than it was last year in a vaccinated world that if there are challenges or opportunities that you are encountering, that we communicate effectively to help assist you in any way that we can. And while the staff still support the board's decision on the 22 budget, we do welcome the dialogue that if things have materially changed for you and you feel that that is no longer attainable, you are going to surpass it, that please open that line of communication to us and we'll do whatever we can to get you in front of the board to make your case for an increased revenue growth ceiling. So I wanna extend that to you today that as we move into the next fiscal year, that is on the table from the staff to you and your staff. As far as what's just been presented, so I've said the staff still support the board's decision. We recognize that Brattleboro has seen in the last several months, some improvement compared to prior year. But our issue with the annualization approach is that with the pandemic still writing its own history here, we live in an environment where instability is the rule, not the exception. And we've heard from hospital after hospital that we simply don't know or you've exercised that narrative today that we just don't know what's coming. And because of that, the selective five month look that you've had has covered post pandemic world in the early months of summer in which you have probably recaptured a lot of that backlog. So I guess our issue with the annualization is annualizations assume a large amount of stability. And because that's not the case, we have a hard time getting our mind around that the idea that you're gonna have from those five months, a continued trend just doesn't meet the reasonability in this environment, even though that's difficult to make a connection to, that logic does not quite apply for the staff at this time because there are months that proceeded that that as you've acknowledged were really off. And so the selective five month look trending forward in an environment that continues to be unstable is not the logic that we would prescribe or subscribe to. So that's where we sit right now in support of the board's decision. But I think that goes back to how you began your discussion that it's gonna be important to monitor this and it's gonna be important that we communicate. So when we look at those individual months, March was definitely the outlier. It was $1.6 million in growth over February. March also has three more days in which to generate revenue, but then fell off $1.1 million going into April. And we've seen those net patient revenue numbers kind of slowly ticked down going through July. That is not to say that August and September cannot be a meaningful rebound for the hospital, but we can only work with the materials that we've been given. So we respect the case you've made today. We still support the board's decision, Mr. Chair and board members, but we are more than happy to work with leadership at Rattleboro. If the forecast that they had originally set forward begins to materialize going into the next fiscal year, because we wanna make sure we get the right net patient revenue growth for the hospital going through what continues to be just a challenging time for hospital leadership and their staff. Kevin, can I respond a little bit? So Patrick, I really appreciate your comments. I would love to see us after the first quarter come between BMH and the staff to present to the board kind of where we're at from a standpoint of net revenue. Because what I'd hate to have if all of this materializes and we do feel our numbers are correct, we go in and have to dialogue about an amendment to our budget and the board's surprise. So I think what I'd like to do is work with you and the staff and our staff here and maybe target after the first quarter results and have a dialogue also during with the next couple of months to see where we're at. Because I'd like to make this certainly as you acknowledged a collaborative approach between the staff and BMH to monitor this and then come together to the board with a consensus as to what our budget should look like moving forward. And I guess that's my request as well to the board. Steve, we could have those mid-year conversations and as I've said previously in many respects it would be a very good thing if your projections were accurate but just based on the past history of a number of hospitals in the state we don't want aspirational budgets and that's where the board was coming from when it made its decision. And I just, again, just speaking as one board member I could not see a punitive action being taken for you if these numbers continue as they're currently going. So more than willing to have you come back in after the first quarter but I'd like to hear from the other board members on their thoughts. Sure, I'll go ahead and I appreciate you coming back in and putting the requests forward. Actually starting from this page when you look at the commercial charge increase of $2 million, that was your annual number you were expecting to get from rate and not getting any for Medicaid and Medicare. Patrick, if you can go back and put up the chart that was showing the calculation from NPR because if I were doing it in a kind of simplistic way I would take your annualized number of 91, 369 and add that $2 million to it and that gets you 93, 369. You don't get rate on Medicare and Medicaid per your submission. So you wouldn't annualize the 4.6% across everything. You would get about half of that which would bring you to 93, 400. So the number that we had. And even if you're doing it the way you are when you annualize the rate you can't do that with all of your deductions because if you have a rate of 100 and we raise it to 105 and you used to take 50 off for Medicaid and get to 55, you'd now have to put 55 in there. So I don't think you're doing it consistently. So again, looking at all the materials you've given before you weren't expecting to get $4 million from our rate increase. So it doesn't jive with me that with the rate increase which you projected at 2 million per the chart we just looked at that would get you to the 93, 369. So I still think you're at that number even with the trend line that you're showing March through July. Okay, other board members? Yeah, I can add my thoughts here. And I do think that this nothing is cast in stone here and if the hospital's projections do unfold as they presented then that's a good thing. For me, rather than being aspirationally generous in this situation, my tendency is to be a little bit of aspirationally conservative because I look at the hospital's operating margins going back to 2019 and not in any one of those years has it has it been greater than 1% even for the projection year for 2022. So there's a four year trend there versus trying to redirect the direction of the ship based on five months worth of revenues in a very volatile environment. And so if the history hadn't been there I might feel differently about it but there is an underlying trend here of playing things close and so my feeling is that if these revenues do come in well that will be the reality on the ground and provide the basis to kind of maybe change direction but at this point in time I don't think there's enough information to move away from the slightly conservative approach that the staff is recommended and the board has chosen. And again, I would point to Maureen's analysis in terms of the change in charge doesn't apply to Medicaid. And I note that in your payer mix your Medicaid projection is up 16%. Your Medicare is down 1% budget to budget and commercial was up 3%. So you're kind of relying more on the weaker hand in terms of the budget to budget payer mix. So I feel comfortable where we are now but I also feel this is a good conversation to have and could set the stage for another conversation down the road based on the realities as they unfold. Other board members? Sure, I'm happy to chime in. Thank you, Steven Andre for the explanation. I liked your idea about having you and the staff get together and talk through where things are after the first quarter. I think that's a good way to move forward given all the uncertainty. And so I think that's a great idea and I'm supportive of that. Yeah, I mean, I'm in support of everything that my colleagues on the board have said. So I think coming in at the end of the first quarter for a revisit to see how things are going makes sense. I think you're hearing from the board that we are taking a conservative approach, particularly given the losses in prior years and historical margins. So ensuring sustainability of our hospitals. But again, I also agree with Kevin as to the point of one board member's opinion. If NPR is starting to exceed what the board has allowed, I don't think enforcement, at least in my mind, is on the table for me. So I think it's more about making sure that this hospital is poised for success in terms of an operating margin given the great uncertainty that we're in. So I think a revisit at the end of the first quarter makes a lot of sense, so I support that. Any other comments from the board? Before I open it up for public comment, Steve or Andre, is there anything else you wish to say? I had none of you. I really do appreciate the board's flexibility in this matter, and totally, both Andre and I and the board here understand the concerns of the board, your board, we have a care board. You know, on the issue of margin, you know, I've been here 10, 11 years. We've had some good years, we've had some challenging years. I don't think, to be very honest with you, that we're gonna see a hospital like Brattleboro to have a significant margin, whether that's a three or 5%. And the reasons are, you know, as I've shared with the board throughout the years, is we're financially the most challenged hospital in the state. We're not a critical access hospital, so we don't have the benefit of reimbursement from Medicare for cost plus. We're not a sole community provider. We don't need that designation. We're certainly not an academic medical center. We're the only MDH hospital in the state. And yes, we do get additional revenues for being that designation, but those revenues are in question for, as I mentioned in our presentation, are to expire in September of 2020. So where I'm coming from is, if your expectation is to see a three or 5% margin at BMH, we're not gonna really get there. And the challenge we have is, our board has focused on serving the most vulnerable populations in terms of a dental program, in terms of treating and working with the homeless shelter in our community. And what I've said in the past, of maintaining an obstetrical service here, our birthing center here, which you know, as I've shared with you, is a $4 million loss. So it's the commitment that the board here has made and has tasked us as the administration to ensure that those programs will continue because that is baked into our culture and baked into our mission. So I just wanna make sure, and I know I go through this every year, but I just wanna make sure that for the record, it's I don't see us ever getting to the kind of margin that you might see in some of the other hospitals. Thankfully, we have a substantial endowment at this hospital that can support those more difficult years as long as the stock market obviously continues to grow. And 75% of our expenses are related to staffing. And this is not the time to start looking at cutting staff. We are all the hospitals are having staffing challenges. We're seeing a little bit of an uptick in terms of using contract labor, which obviously is incredibly expensive. And our focus right now is on retention of our existing staff through a very, very difficult year where we're focused on resiliency and helping our staff deal with the challenges that we've come through. So, you know, as we taught, and as you've talked about in the past about reducing expenses, it's really a difficult thing for us to reduce expenses because those reductions would have an impact on some of the programs that are core to us, our essential services to us and to our community. And we've gotta find a way to continue to support that in one of those services. And that's one of our discussions. I think Kevin, you and I chatted about this that we need to have with you as the Green Mountain Care Board, how can you help us in ensuring that those programs that this community depends upon will exist for our community and the most vulnerable members of our community because that is core to this hospital. So whether it's working with us and looking at potentially an enhanced Medicaid payment for OB, things of that nature. And I think that's for our discussions as we go through sustainability planning. That's what I would like to also put on the table because we got to work as a team. We can't just cut expenses based upon what our board is saying. We've got to continue these services for our most vulnerable population in Brownabarrow. So with that, I'm going to close and I do appreciate the time you all have spent with us today. I appreciate the staff's willingness to work with us and your openness as we go down this road in the pandemic. So thank you, Kevin and thank you to the board. Thank you, Steve, we appreciate that. Members of the public, I'm now opening it up for public comment on Browder Memorial and I do see a hand raised and it is Ham Davis and then Dale Hackett. Ham. Thank you, Kevin. This is a very difficult question. It's the, so I have some of a comment and then a question. I think it's just totally impossible. One of the things I think has happened here and I think it's a huge factor for every one of the players in the whole healthcare space is that there is no chance, I mean, zero. And this is something I know more about really than anybody else. There's no way to explain to the public what you're talking about. They're just not gonna get it. Do you think if you think there is... I'm gonna seek air it. Oh my God, let me turn this off, Kevin. Sorry about that. So what the reality it seems to me is that every single hospital in this state, every single hospital, including UVM is gonna get, is gonna put through every piece of, they're gonna take every patient that comes along and they're gonna take care of them. They're not gonna turn any patients away. So the question really is, what is the value? What is the point of having an argument about what the actual volume is gonna be in the future? Nobody really knows that. I mean, Steve says we can keep going. They can keep going and you can run and this trend that they're in now can run right out to say the end of the year, near the second quarter. But nobody really knows that. If the Delta variant turns out to be as nasty as the last one, then you could return, which is sort of what the board is assuming. You could return to a trend driven by a huge COVID factor. So my question is this. I think one way to get at this, and I would ask, so this is a question and it's directed to Patrick Rooney. Patrick, could you say, is it possible for you to say if there's two numbers on volume, your number and Steve's number? What's the difference in money between those two? Can you, is it possible to answer that question? I think you need to see that because otherwise it doesn't matter whether nobody knows what the right answer is. Your board's guess is as good as Steve's guess. What's the difference in money if you just take the volume anticipated that's built into Steve's estimate and the volume, the differing volume that's built into the staff estimate. Is that possible to do? I'm sure it's possible to do, but I don't believe we have all the information by which to do it. And I think it also proves out the points that have been made here today that it's unpredictable. And if your point is, why are we arguing about MPR? Well, MPR is driven in part by volume. Thereby, if we're arguing about the difference between volumes of their numbers versus what was submitted to us, then it's getting right back to that point about the instability that's occurring. So I think it would probably be a futile exercise to try to push through that because nobody knows on either side of this relationship what is potentially going to happen. Right, but can I ask another, can I keep talking here? I don't want to argue with Patrick. Is that, can I say one more thing, Kevin? Go ahead, Ham. I understand that, but the fact of the matter is, the fact of the matter is, is if it makes any sense to even talk about volume, okay? Then that conversation has to have some fallout in the area of money. Otherwise, why talk about it? If the, so if you just take, if you take Steve's budget, okay? Steve's budget would get him X amount of money. If you take the budget that he's, that the board has just passed, that's going to give them Y amount of money. And right on the face of it, it would seem that somebody has got to have some idea of what that difference in money is. Two million dollars. Well, there you go. Okay, so who was that? Was that Steve? No, that was Maury. Okay, so, okay, so, right. So, okay, so we're now really talking about, we're really talking about two million dollars, okay? Now, does the two million dollars, the two, if the, if the, so just to follow that out, if so, if the, if the, if it turns out to be, if the volume turns out to be what, it's going to turn out to be what it is. And if the difference is two million dollars, okay? Then, then the, then the, does the, does that difference, does that delta drive any kind of change in the pricing structure that is in place during the first quarter? It will not, not in the pricing structure in the first quarter. The first quarter is really last year's rate. Founding on- I think the challenge is, we need to come up with a two million dollar reduction in expenses to maintain the slim margin we've projected. So that's what we need to do here at PMH. So that's the impact of the reduction in, in the NPR. And we'll do our best to make sure that occurs. So that, that gets to the bottom line, if you will, of the results of this discussion. But as I said, we're committed to maintain all these programs that are focused in our community, whether it's OB, whether it's the dental program, things of that nature. So we've got to look at the, you know, the non-labor programmatic opportunities, if you will. So, which we will. Just one final comment that I promise I'll stop, Kevin. The question is, if Steve has to cut his, if he has to cut expenses, but he's forced to cut expenses by two million, by an annualized, whatever it is for the, for the pot of a year, if he has to do that, does that mean that he's gonna not be able to take care of the patients who come in his door, yes or no? I would say no. I totally agree with that. We will take care of every patient that comes in the door. We will have to find other alternatives to, and not to reduce our services. I'm done, Kevin. Okay, thanks, Sam. Dale. That was an interesting conversation. And I'm just gonna comment based on that conversation. You're gonna have to reduce your services if you don't have the workforce. And I mean that more as just a, no, you're gonna do everything you can not to, but there are factors that are still gonna reduce it that you don't have control over. But you can do your best. I wanna compliment everybody on doing that, your best, the board, the board's representing the hospitals. You're all doing everything you can to manage this, but it's really complicated and frustrating. So mine is simply a comment of, I do get concerned as I watch these dynamics play out. And it's such a volatile situation. I mean, $2 million to me, looking at these kind of dynamics, that's small change. It's not small change, but it is with the dynamics being what they are, depending on what my surge may be, I can get a extreme depth in volume, and then a surge in volume if the capacity is there to deliver services needed, which it may not be. So I've got some real complicated factors here moving forward as far as what's really gonna happen between Delta, Mu, if I said it right, and other variants that they don't even have a name for yet, but they know they're there. They just aren't sure what they're going to do. I'm worried about what the kids are gonna do. I still think you're gonna see a surge with kids. Or never, I think you're gonna see a surge with kids. So it's certain services that support the community. I don't wanna see cut. And that, I think it would be any consumer's concern when you talk about a birthing center, somebody that's gonna be a new parent, they want to know that they have a safe place to have a child. If you need your blood drawn, I mean, I got this from what Dartmouth just went through. They had to close a, I'm gonna call it a clinic that was drawing blood or a lab. That was a workforce issue. It wasn't a cost issue. It was a workforce issue. And that put a squeeze on the one that was left that everybody was trying to get to, to draw, have their blood drawn half our weight at the very least. These are all issues going forward. They're all part of the picture. So just a shout out, I'm not sure. Shout's the right word either. Please keep in mind the effect on the community. If you have to make cuts, we have to keep the community supported. And I'm saying that to the Green Mountain care port and the hospitals. This is really complicated. I know it, but try to think beyond the numbers of the effect on the people and the qualitative effect. I'm worried we're gonna lose that because we just keep talking about the numbers. Hope I didn't take too long. Thank you for letting me comment. And good work everyone. It's really complicated. Thank you, Dale. The nice thing about Vermont is we don't have any private hospitals. These are community-based hospitals with community-based leadership that are making decisions for their community. So I'm more optimistic than you are that they're gonna do the right thing. That's good to hear. Thanks. Is there any other member of the public who wishes to offer comment at this time? Is there any other member of the public who wishes to offer comment at this time? If not, is there a board member prepared to make a motion? Kevin, can I just ask for a very short recess to check in with legal because I need to just go back and check on the motion that we used to originally approve the budget to make sure that anything in the discussion that we had today needs to be reflected. And how many minutes would you like us to be in recess for? I would say if I, probably 15 is fine if that works for Mike and Russ. I just wanted to hop on the phone with them to make sure I'm 100% kosher. Okay, I'll place this meeting in recess until 11 o'clock and then we will come back. See everybody at 11. Welcome back everyone. I'm gonna do a quick roll call of the board and make sure we have everyone, member Holmes. Yes. Member Lunge. Yes. Member Pelham. Yes. And member Yusfer. Yes. Okay, so I'm gonna reconvene the meeting of the board and we're left at a point where a board member was about to make a motion on the request for reconsideration for Brattleboro Memorial Hospital. And Robin, are you ready at this time? I am. Thank you for the recess. I did meet with legal. We did review the transcript and the motion for approval of the initial budget, which allowed for flexibility in managing the operating expenses as we had provided for a number of other hospitals and also in the standard conditions allows for the flexibility related to the first quarter check-in. So I don't think that any of the discussion today related to those topics require a change in the initial motion. So with that, I would move to deny the request for reconsideration from Brattleboro Memorial Hospital. Is there a second? Second. Is there further board discussion? I just wanted to reiterate thanks to Stephen Andre for coming forward with their suggestions and look forward to hearing about how it's going. Okay. Any further discussion? If not, all those in favor of the motion, please signify by saying aye. Aye. Any opposed, please signify by saying nay. So Stephen Andre, we look forward to working closely with you and watching the next few months and see how things progress. And at this time, Steve, is it okay to say something publicly or not? Sure. So we received news that Steve is going to be retiring next spring and he's going to be missed. He's been the current chair for Vaas for their board in addition to everything that he's done for the Brattleboro community. And it's exciting that he's looking forward for the opportunity to spend more time with his family, especially his grandchildren. And just want to thank you, Steve, for your service to everyone in the area of Brattleboro. Thank you. I appreciate that, Kevin. And thank you for the relationships we've developed and I personally have developed with you and members of the board over the last many years. It's been, as I said, in my resignation or my retirement communication, it's been a privilege to be a CEO at Brattleboro and to be a CEO in Vermont. I feel very lucky to end my healthcare career over 45 years here in Vermont. So thank you. Thanks. Is there any old business to come before the board? Kevin, can I make a quick comment? This is Jeff. Certainly, Jeff. Thank you. I just wanted to underline your appreciation for Steve Gordon. Steve serves as the chair of Vaas and he did so at a time when leadership was really, really critical. And one thing that Steve did early and often was make sure that the hospitals had a voice at the table, a voice with Mike Smith, a voice with the governor, a voice in all of the various surge planning efforts and PPE coordination responses and everything else we did. Steve made sure that we were at the table. He's also been a leader on a workforce. And to your point, Kevin, he'll be missed in Brattleboro, but really by the entire hospital community. So just a thank you to Steve and also on a personal note, someone who's been a mentor to me. So thank you, Steve. And thanks, Kevin, for your kind remarks. Thank you, Jeff. Is there any old business to come before the board? Is there any new business to come before the board? Is there a motion to adjourn? Some moved. Seconded. It's been moved and seconded to adjourn. All those in favor, please signify by saying aye. Aye. Those opposed, signify by saying nay. Thank you, everyone. Have a great rest of the day.