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Community Care Hospice Logo

Community Care Hospice

1669 Rombach Ave.
Wilmington, OH 45177
Phone: 937.382.5400
Fax: 937.383.3898

Ohio's Community Mercy Hospice Logo

Ohio's Community Mercy Hospice

1830 N. Limestone St.
Springfield, OH 45503
937.390.9665

Ohio's Hospice at United Church Homes Logo

Ohio's Hospice at United Church Homes

Chapel Hill
12200 Strausser St. NW
Canal Fulton, OH 44614
330.264.4899

Ohio's Hospice at United Church Homes Logo

Ohio's Hospice at United Church Homes

200 Timberline Dr. #1212
Marietta, OH 45750
740.629.9990

Ohio's Hospice LifeCare Logo

Ohio's Hospice LifeCare

1900 Akron Rd.
Wooster, OH 44691
330.264.4899

Ohio's Hospice Loving Care Logo

Ohio's Hospice Loving Care

779 London Ave.
Marysville, OH 43040
937.644.1928

Ohio's Hospice of Butler & Warren Counties

Ohio's Hospice of Butler & Warren Counties

5940 Long Meadow Dr.
Middletown, OH 45005
513.422.0300

Ohio's Hospice of Dayton Logo

Ohio's Hospice of Dayton

324 Wilmington Ave.
Dayton, OH 45420
937.256.4490
1.800.653.4490

Ohio's Hospice of Central Ohio

Newark

2269 Cherry Valley Rd.
Newark, OH 43055
740.788.1400

Inpatient Care Center

1320 West Main St.
Newark, OH 43055
740.344.0379

Ohio's Hospice of Central Ohio at
The Ohio State University
Wexner Medical Center

410 W 10th Ave - 7th Floor
Columbus, OH 43210
614.685.0001

Ohio's Hospice of Fayette County Logo

Ohio's Hospice of Fayette County

222 N. Oakland Ave.
Washington Court House, OH 43160
740.335.0149

Ohio's Hospice of Miami County Logo

Ohio's Hospice of Miami County

3230 N. Co. Rd. 25A
Troy, OH 45373
937.335.5191

Ohio's Hospice of Fayette County Logo

Ohio's Hospice of Morrow County

228 South St.
Mount Gilead, OH 43338
419.946.9822

Ohio's Hospice

Ohio's Hospice

Dayton

7575 Paragon Rd.
Dayton, OH 45459
937.256.4490
1.800.653.4490

Cincinnati

11013 Montgomery Rd.
Cincinnati, OH 45249
1.800.653.4490

CARES Act Funding | Ohio's Hospice, COVID-19 and the CARES Act

Ohio’s Hospice, COVID-19 and the CARES Act

“We had not planned on the CARES Act (Coronavirus Aid, Relief, and Economic Security Act) funding. It just showed up in our bank account,” states Ohio’s Hospice CEO Kent Anderson.

The amount in question? $7.2 million.

The challenge — and opportunity — for Ohio’s Hospice as a not-for-profit organization governed by a community-based Board of Directors drawn from each of the communities it serves was how to be a responsible steward of the funds entrusted to it and how to be fully transparent about how it administered those funds in the midst of a national healthcare emergency.

Adding to the challenge was the fact that the funds arrived without specifics on how recipients were to spend the money.

Like all healthcare providers, Ohio’s Hospice saw an immediate drop in revenues — more than $2 million — as the first wave of the pandemic rolled through Ohio in the spring of 2020. At the same time, expenses for items like personal protective equipment (PPE) were skyrocketing amidst unprecedented demand and severe supply chain disruptions.

Ohio’s Hospice immediately engaged its law firm and auditing firm to guide how the CARES Act funding was spent and tracked for reporting purposes. “We pledged this would remain an agenda item for the Finance Committee and the Board of Directors as a whole until such time as the government told us the disposition of these funds is complete,” Anderson explains.

Where did the money go? Much of it went to front-line staff.

Every front-line worker, from nurses and nurses’ aides at the bedside to housekeeping and culinary workers in the inpatient units, received up to $1,325 in “extra pay.” “It was the right thing to do,” Anderson says. “We didn’t want to create a pay category called hazardous pay. We just called it ‘extra pay.’”

That was just one of many ways Ohio’s Hospice put staff members first in responding to COVID-19.

“We did that to protect our patients, their families, our staff,” states Ohio’s Hospice President Amy Wagner. “If we were going to start losing staff to the pandemic, it would be difficult to keep serving patients, keep fulfilling our mission. So we chose to be very aggressive in handling this.”

“The money did what it was supposed to do,” observes Wagner. “It provided stability and security to an essential provider. That security allowed us some perspective in real-time decision-making. It allowed us to ask in the middle of a crisis: ‘What more can we do to meet community need, to support staff, to support patients and families?’”

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