College's medical campus across the street stepped in as patients, creating a realistic environment for our teams to practice. Through this hands-on experience, our staff gained valuable insight, identified opportunities for improvement, and strengthened their readiness. All of this is part of our commitment to ensuring that when opening day arrives, it is as seamless and smooth as possible for both our patients and our care team members. Our teams are working around the clock, loading in equipment, marking off items on the punch list, and finalizing regulatory inspections. This project touches every single department at Jackson Memorial, not just facilities design and construction, but operations, engineering, nutrition services, information technology, public safety, human resources, and many more. I cannot underscore how just many people have worked tirelessly to bring this vision to life with precision, dedication, and pride. They deserve tremendous recognition for delivering a facility that will serve our community for generations to come. We are especially excited to welcome this board and many of our generous donors into the new emergency room on April 16th for an event hosted by the Jackson Health Foundation. There, we will be announcing a historic philanthropic gift or gifts to benefit this facility, and we look forward to celebrating this incredible milestone with each and every one of you. That day also happens to be one day for Jackson, our annual day of giving, and we know it will be our most successful yet. As I close out this report, I am overcome with pride and optimism for all that we have accomplished and for the many opportunities that lie ahead. Every new building has been erected, every renovation completed, every new piece of furniture purchased has been delivered a step forward. An investment in Jackson's future and a reflection of our unwavering commitment to excellence. Our North Star always are our patients, our team members, and the community we are privileged to care. And that white dove still flies over Jackson every day. On that note, Mr. Chairman, I conclude my report.
Thank you, Ms. Migoya. I'd like to turn over the microphone now to the chairman of the audit and compliance committee who presented to us earlier this morning.
Thank you, Mr. Chairman. The audit and compliance subcommittee presented its quarterly report earlier this morning, and I'm proud to report that with respect to audit as well as compliance, we have incredible robust programs moving forward with good results and continued monitoring and commitment to the highest standards of professionalism and ethics. With respect to audit, the plan includes 34 audits, one added mid-year to address emerging needs. Our teams are flexible and responsive, and most of the audits thankfully fall into the satisfactory range, so no major system-wide issues impacting operations, finance, or compliance. We are keeping a close eye on several open observations with focused attention on high-risk areas such as cybersecurity and IT systems. We pursue this balanced approach to maintain strong oversights throughout the system. The compliance report also continues to focus on patients, team members, and the organization as a whole. The 26 work plan is actively underway with clear priorities for regulatory requirements and organizational risk areas at hand. The team tracks progress closely to make sure that key compliance activities are completed on time and with impact throughout the organization, and they are working to strengthen coordination between compliance, audits, audit, and operations, and operations to reduce risk throughout the system, and that concludes my report. Thank you.
Thank you, Mo. So, continuing with our agenda, the committee of the whole met earlier today, and we had an extremely powerful quality report presented from our nursing home division. Susan Payton, our associate vice president over the Jackson's nursing home, made the presentation. It showed Jackson Memorial's long-term care center and Purdue Medical Center are continuing to deliver the high-quality care with both facilities earning five-star. That is the highest rating possible in the CMS ratings for 2025. These centers care for some of our most complex patients, including those needing ventilators, dialysis, rehabilitation, and specialized therapies. Quality indicators are trending in the right direction in the right direction, including improvements in areas like healing pressure ulcers, and directly impact patient comfort and recovery. The division has expanded initiatives like palliative care, helping ensure patients receive compassionate, supportive care at every stage. I want to thank all of the members of that team and of those facilities for the care that they provide to our citizens, especially the ones that do not have the financial ability to go somewhere else. This is the only, I think, facility of its kind in our county. We then were presented by the financial report. Would you like me to do it, Carmen, or would you like to do it today? I'll continue then just to go forward. So the financial report was presented by Adriana Herrera, our vice president of finance, and she walked us through the numbers through February. While overall patient volumes came in a bit lower than budget, we are continuing to see higher patient acuity. Meaning patients need more complex care, and that's helping drive strong revenues. On the expense side, we're slightly over budget, mostly due to higher supply costs. But our workforce productivity continues to trend in a positive direction. In total, we generated $2.5 million net income for the month of February, and $16.9 million year-to-date, both ahead of where we expect it to be. We're also keeping a close eye on the expiration of the ACA subsidies, but so far, we haven't seen any meaningful impact. Our day's cash on hand is at 31 days, largely due to the timing of supplemental payments, and collections remain strong at $152.5 million. We then received a report from our strategy report, presented by Matthew Pinzer, our chief marketing and growth officer. He shared several exciting naming announcements. New spaces in Jackson Memorial's emergency room, the hospital's healing garden, and Jackson's West main lobby will honor generous donors. These recognitions reflect the strong support we continue to see from our community. We are incredibly grateful to these donors for investing in our mission and our patients. And this is just the beginning. More naming opportunities are expected in the months ahead. A special thanks to Jackson's CEO, Carlos Migoya, and Jackson's Health Foundation CEO, Flavia Liso, for bringing these partnerships together. The leadership and generosity of our community helps ensure Jackson continues to grow and thrive. Lastly, we heard from Esther Caravia, our vice president of government affairs. This year's legislative session was unusual. The legislature adjourned on March 12th without passing a balanced budget. That means we're expecting a special session after Easter to finish the job. Several health care bills did pass, but a few key issues remain for Jackson. One major concern is the proposed increase in sovereign immunity caps. We're also closely watching the property tax proposals that could impact our funding. Both issues could have a meaningful financial impact on the health system. We expect these topics to continue in the upcoming special sessions. That concludes my report regarding the Committee of the Whole. I think at this moment, then, we're ready for resolutions. If Legal could just run through the different resolutions before us today.
Sure. You have before you at 10A the credentialing report, at 10B the purchasing report, at 10C is the leasing agreement with Q Holdings West Kendall LLC, at 10D is the resolution naming certain interior spaces at Jackson Memorial Hospital Emergency Department as follows. The Trish and Dan Bell Lobby, the Cadre Family Pharmacy, Harold Marzuka Jr. and Francois Marzuka Family Trust Imaging Suite, the Gubrete Family Behavioral Health Entrance, the Jose Milton Foundation Triage, the Lenar Foundation Fast Track. Then at 10E, you have the resolution naming the Healing Garden at Jackson Memorial Hospital, the Cadena Family Healing Garden. At 10F, you have the resolution naming the main lobby at Jackson West Medical Center, the Cadre Family Lobby. And at 10D, you have the resolution regarding the new business entity and authorizing the CEO or his designee to take all necessary actions to create such entity. Retain a motion to approve all of them as a slate, should you like.
If I may.
I'll move it. Second.
Moved and second. All those in favor. Aye. Against. Hearing none. The unanimously passes. I believe that brings us then to an adjournment. A motion to adjourn.
So moved.
Moved and second. All those in favor. We are adjourned. Thank you all for being here this afternoon.
We are adjourned.