2022-05-09T16:30:31-05:00 2021-06-30 990 2020-07-01 363297173 Edward Hospital EDWA 6305273000 801 South Washington Street Naperville IL 60540 Denise Chamberlain EVP Chief Financial Officer 2022-05-09 Denise Chamberlain 999009999 2020 2022-09-23 18:48:47Z MARY L MASTRO 801 South Washington Street Naperville IL 60540 761081000 false X WWW.EEHEALTH.ORG X 1984 IL Edward-Elmhurst Healthcare's mission and vision statement is: "Advancing the health of our communities. Transforming the Healthcare Experience - Safe, Seamless, Personal." Toward this end, it is committed to meeting the needs of its local community, while ensuring the scale and geographic reach to provide quality, efficiency and access to the population served. DURING THE FISCAL YEAR ENDED JUNE 30, 2021, EDWARD HOSPITAL PROVIDED NEARLY $84 MILLION IN COMMUNITY BENEFITS AND $5.0 MILLION IN CHARITY CARE, per state community benefit reporting, the definition of which is different from the federal reporting on Schedule H of the Form 990. 15 13 3498 314 4684822 378959 27230192 42950475 633929374 709759838 -2786174 482931 7460717 8029449 665834109 761222693 643757 620513 0 229918764 231868287 0 0 414034932 410232960 644597453 642721760 21236656 118500933 481805669 472054647 270496599 228831697 211309070 243222950 The mission of Edward Hospital is to advance the health of our communities. false false 489411414 620513 713031034 EDWARD HOSPITAL IS A FULL-SERVICE, REGIONAL HEALTHCARE PROVIDER OFFERING ACCESS TO COMPLEX MEDICAL SPECIALTIES AND INNOVATIVE PROGRAMMING. EDWARD HOSPITAL HAS 371 PRIVATE PATIENT ROOMS AND 5,800 EMPLOYEES ACROSS EDWARD DIVISION AFFILIATES, INCLUDING 1,200 NURSES AND A MEDICAL STAFF OF NEARLY 1,000 PHYSICIANS COMPRISED OF INDEPENDENT MEMBERS OF THE MEDICAL STAFF, EMPLOYED PHYSICIANS AND INDEPENDENT CONTRACTORS. THE PHYSICIANS REPRESENT 82 MEDICAL AND SURGICAL SPECIALTIES AND SUB-SPECIALTIES WITH 98% BOARD CERTIFIED IN THEIR SPECIALTY -- A DESIGNATION AWARDED ONLY TO PHYSICIANS WHO COMPLETE RIGOROUS POST-MEDICAL SCHOOL TRAINING AND PASS AN EXTENSIVE CERTIFICATION TEST. EDWARD SERVES THE RESIDENTS OF CHICAGO'S WEST AND SOUTHWEST SUBURBS, INCLUDING NAPERVILLE, AURORA, BOLINGBROOK, DOWNERS GROVE, HOMER GLEN, JOLIET, LEMONT, LISLE, LOCKPORT, MINOOKA, OSWEGO, PLAINFIELD, ROMEOVILLE, SHOREWOOD, WARRENVILLE, WHEATON, WOODRIDGE AND YORKVILLE. (CONTINUED IN SCHEDULE O) 489411414 true true false true false false false false true true false false true true true false true false false false false false false false false true true true false true false false false false false false true false false false false false false true true true false false true 210 0 true 3498 true true true false false false false false false false false false false false X 15 13 false false false false true true true true true false false true true true true true true true true true true IL X Denise Chamberlain 6305273000 4201 Winfield Road Warrenville IL 60555 Mary L Mastro System CEO/Trustee 1.0 39.0 X X 0 1752910 39239 Rocco Martino Chairperson/Trustee 1.0 3.0 X X 0 0 0 Ron Nyberg Vice Chairperson/Trustee 1.0 3.0 X X 0 0 0 Robert Payton VP, Chief Medical Officer, TRUSTEE THROUGH 1/1/2020 20.0 20.0 X X 518735 0 132292 Dave Atchison Trustee 1.0 3.0 X 0 0 0 Joe DePaulo Trustee 1.0 3.0 X 0 0 0 Linda Anderson Physician EHV/Trustee 1.0 39.0 X 0 343315 45772 Liz Aquino Trustee 1.0 2.0 X 0 0 0 Margaret Harrell Trustee 1.0 2.0 X 0 0 0 Mary Kay Ladone Trustee 1.0 3.0 X 0 0 0 Ram Shivakumar Trustee 1.0 3.0 X 0 0 0 Ravi Nemivant Trustee 1.0 0 X 0 0 0 Robert Platt Trustee 1.0 2.0 X 0 0 0 Ron Schubel Trustee 1.0 3.0 X 0 0 0 Sean Chou Trustee 1.0 3.0 X 0 0 0 Tim Rivelli Trustee 1.0 3.0 X 0 0 0 Ahmed El-Ganzouri Deputy General Counsel/Assistant Secretary 1.0 39.0 X 0 321190 12246 Chris J Mollet Exec VP General Counsel/Corp Secretary 1.0 39.0 X 0 1025935 22756 Denise Chamberlain Exec VP CFO, Corporate Treasurer 1.0 39.0 X 0 718924 129865 Jason Ogden AVP, Corp Control & Treas Mgmt/Assistant Treasurer 1.0 39.0 X 0 328250 37554 Jeffrey D Friant VP, Finance/ Assistant Treasurer 1.0 39.0 X 0 488876 26187 Joseph Dant President & CEO Edward Hospital 1.0 39.0 X 0 653445 157178 Bradley Hlavacek Dir, Patient Care 40.0 0 X 149765 0 32705 Ellen Turnbull Svs Line Dir, Emergency Svs 40.0 0 X 147643 0 19906 Kevin Rehder Dir, Pharmacy 40.0 0 X 189392 0 44956 Laura L Eslick System VP Ops 1.0 39.0 X 0 391015 105564 Marianne Spencer System VP Ops 1.0 39.0 X 0 795757 44160 Michael O'Shea Svc Line Dir, Sys Neurosciences Surg Svs 40.0 0 X 191858 0 8834 Philip C Williams AVP, Pharmacy Svs 13.0 27.0 X 0 308242 43731 Ryan Garland Svs Line Dir, Imaging & Respiratory Svcs 39.0 1.0 X 192416 0 34330 Yvette M Saba System VP Ops/Trustee 1.0 39.0 X 0 429354 111016 Michael Hartmann Physician, EH 40.0 0 X 550642 0 47999 Peter T Schubel MD Med Director 40.0 0 X 577214 0 50059 Thomas A Scaletta MD Med Dir, Emerg Svs 40.0 0 X 534137 0 54297 William G Kottmann President & CEO Edward Hospital through 9/30/2019 37.0 3.0 X 604130 0 5690 Pamela M Davis Former System CEO/Trustee 0.0 0.0 X 0 267467 0 Sanjeeb Khatua EVP, Phys & Amb Ntwk, Chief Phys Exec & Pres EHV 1.0 39.0 X 0 649016 150620 3655931 8473694 1356954 303 true true false TRIMEDX LLC 5451 LAKEVIEW PARKWAY SOUTH DR INDIANAPOLIS IN 46268 EQUIPMENT MAINTENANCE SERVICES 10534165 ADVOCATE MEDICAL GROUP 2311 W 22ND STREET OAK BROOK IL 60523 PHYSICIAN SERVICES 2777805 DUPAGE MEDICAL GROUP LTD 1100 W 31st St Suite 300 Downers Grove IL 60515 PHYSICIAN SERVICES 1834691 PERFORMANCE MECHANICAL CONTRACTORS 9228 Corsair Road Frankfort IL 60423 EQUIPMENT MAINTENANCE SERVICES 1824737 FRESENIUS MEDICAL-HEMODIALYSIS 16343 Collection Center Dr Chicago IL 60693 DIALYSIS SERVICES 1291054 30 989436 41961039 0 42950475 PATIENT SERVICE REVENUE 621300 669821833 669821833 RENTAL INCOME 532000 1100524 1100524 HEALTH SCREEN & AMBULATORY 623990 1725596 1725596 MEDICAID ASSESMENT PROGRAM 900099 31489950 31489950 REFERENCE LAB 621500 4684822 4684822 937113 937113 0 0 709759838 252945 252945 0 0 -229986 0 229986 229986 229986 161724 88293 73431 73431 Cafeteria - Other 722514 1441072 1441072 Pharmacy 446110 5116619 5116619 Employee Leasing-Other 532000 272219 272219 1126108 1126108 0 0 7956018 761222693 713031034 4684822 556362 X 620513 620513 1160136 1160136 577214 577214 187354421 164943119 22411302 6619205 5794081 825124 23126672 20243792 2882880 13030639 11406291 1624348 136579191 23958439 112620752 0 178622 111008 67614 178015436 174519057 3496379 7397983 6825302 572681 56533 48433 8100 125459 93746 31713 33099094 29789185 3309909 8581302 8581302 Medicare Provider Tax 29702382 29702382 Medical Fees/Physician Intregation 8807080 7951134 855946 Reparis & Maintenance 7428295 4452290 2976005 261583 -205874 467457 0 642721760 489411414 153310346 0 -3927431 -11117300 74389401 86143925 0 0 12479357 10941090 2208120 232782 915375845 563752080 374090825 351623765 0 0 22565397 34230385 481805669 472054647 48116855 57285179 0 222379744 171546518 270496599 228831697 X 209382925 241056947 1926145 2166003 211309070 243222950 481805669 472054647 X 118500933 -86587053 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 48105 48105 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY A portion of professional dues paid to Illinois Hospital Association for membership is attributed to lobbying activities. The lobbying expenses reported in Schedule C represent lobbying expenses attributable to professional dues. 1926145 767148 527290 2166003 1861952 623292 559099 1926145 2732319 538815 1409182 0 1861952 2483969 638958 0 390608 0 2732319 3279146 1007179 0 1802356 0 2483969 0.0 0.14 0.86 false true true 10696997 10696997 563131711 317724998 245406713 335803178 246027082 89776096 5743959 5743959 351623765 DEFERRED COMPENSATION 26664626 DEFERRED FINANCING INVESTMENT IN FOUNDATION RESTR ASSETS 2166003 DUE FROM 3RD PARTY PAYORS ARTWORK 33700 DUE FROM AFFILIATE - EMH FNDN 57285 OPERATING LEASE ROU ASSSETS 5308771 34230385 EST THIRD PARTY PAYOR SETTLEMENTS 107878907 PROF & GENERAL LIABILITY 12501414 DEFERRED COMPENSATION 26664626 MEDICARE ADVANCED PAYMENTS 22360000 OPERATING LEASE OBLIGATON 2141571 171546518 X 760227317 -995376 -995376 761222693 0 0 761222693 642810053 0 0 642810053 -88293 -88293 642721760 Schedule D, Part V, Line 4 Intended uses of endowment funds There are three permanent endowment funds and the interest earned on the funds is intended to be used as follows: 1) Cardiovascular - to be used for the Edward Hospital Cardiovascular Program; 2) Animal Assisted Therapy - to be used to support the use of dogs visiting patients to help relieve stress and improve healing times; 3) The Book Scholarship Fund - to help nurses educationally by supplementing their further higher educational expenses. Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote EDWARD-ELMHURST HEALTHCARE, EDWARD HOSPITAL, EDWARD HEALTH VENTURES, EDWARD HEALTH AND FITNESS CENTER, EDWARD FOUNDATION, NAPERVILLE PSYCHIATRIC VENTURES, EDWARD AMBULANCE SERVICES, ELMHURST MEMORIAL HOSPITAL, ELMHURST MEMORIAL FOUNDATION, AND ELMHURST MEMORIAL HEALTHCARE ARE EXEMPT FROM FEDERAL INCOME TAXES UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE ON INCOME RELATED TO THEIR EXEMPT PURPOSES. ACCORDINGLY, THERE IS NO MATERIAL PROVISION FOR INCOME TAX FOR THESE ENTITIES. Certain entities had unrelated business income generated primarily from the sale of certain services that are not directly related to patient care and through limited partnerships within the portfolio. The Corporation and its affiliates apply ASC Topic 740, Income Taxes, which clarifies the accounting for uncertainty in income taxes recognized in a company s financial statements. ASC Topic 740 prescribes a more-likely than-not recognition threshold and measurement attribute for the financial statement recognition and measurement of a tax position taken or expected to be taken. Under ASC Topic 740, tax positions are evaluated for recognition, derecognition, and measurement using consistent criteria and provide more information about the uncertainty in income tax assets and liabilities. As of June 30, 2021 and 2020, the Corporation and its affiliates do not have an asset or liability recorded for unrecognized tax positions. Schedule D, Part XI, Line 2(d) Other revenues in audited financial statements not in form 990 COST OF GOODS SOLD - 88293 MINORITY INTEREST EDWARD AMBULANCE - -621523 EDWARD FOUNDATION NET ASSET TRANSFER - -462146 Schedule D, Part XII, Line 4(b) Other expenses in form 990 not in audited financial statements COST OF GOODS SOLD - -88293 true true X true X true X 600 true true false true true 4998895 4998895 0.0078 82117316 58309355 23807961 0.0370 0 0.0 0 0 87116211 58309355 28806856 0.0448 360795 41615 319180 0.0005 854415 13662 840753 0.0013 2457728 2457728 0.0038 1165242 1165242 0.0018 383581 383581 0.0006 0 0 5221761 55277 5166484 0.0080 0 0 92337972 58364632 33973340 0.0529 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 1117 1117 0.0000 1066 1066 0.0000 0 0.0 0 0.0 0 0 2183 0 2183 0.0000 true 16675100 234793928 283725893 -48931965 X true true 2 1 EDWARD HOSPITAL 801 S WASHINGTON ST NAPERVILLE IL 60540 www.EEHealth.org/locations/naperville/edward-hospital-main-campus 0003905 X X X A 2 PLAINFIELD FREE-STANDING EMERGENCY CTR 24600 W 127TH STREET PLAINFIELD IL 60585 www.eehealth.org/locations/plainfield/edward-emergency-department-plainfield 22003 X A A false false true X X X X X X X X X 18 true true true true X https://www.eehealth.org/about-us/community-benefit/ X true 18 true https://www.eehealth.org/about-us/community-benefit/ false true X 200.0 600.0 X X X X X X true true X X X true X https://www.eehealth.org/patients-visitors/manage-my-costs-and-billing/billing/financial-assistance/ X https://www.eehealth.org/patients-visitors/manage-my-costs-and-billing/billing/financial-assistance/ X https://www.eehealth.org/patients-visitors/manage-my-costs-and-billing/billing/financial-assistance/ X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 3E The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA. Schedule H, Part V, Section B, Line 5 Facility A, 1 Facility A, 1 - Edward Hospital. Beginning in the Spring of 2016 (Will County) and Winter 2018 (DuPage County), EEH collaborated with Will and DuPage Counties in the development of their most recent CHNAs and implementation strategies; ultimately EEH incorporated these CHNAs into its FY20-FY22 joint CHNA report. County-specific CHNAs for Will and DuPage counties were developed through "Mobilizing for Action through Planning and Partnerships" (MAPP) collaborative forums, which allowed for each county, along with community leaders, to identify and prioritize the most pressing health issues within the region. This approach included comprehensive, cross-sector input to ensure creation of county plans that are relevant and responsive to community need, incorporating defined goals and initiatives. The framework incorporated the following qualitative and quantitative collection methods: * Community Themes and Strengths Assessment: a community survey distributed to residents in which feedback is requested about the health of the county. The survey is often used by public health systems to evaluate community health by answering questions such as: What is important to our community? How is quality of life perceived in our community? What assets do we have that can be used to improve community health? * Local Public Health Assessment: focused on community stakeholder input to assess how well the system works together to provide the 10 Essential Public Health Services . The Assessment is designed to answer two key questions, "What are the components, activities, competencies, and capacities of our local service provider system?" and "How are the 10 Essential Services being provided to our community?" * Community Health Status Assessment: presents quantitative data about each respective county. The information is designed to give a thorough snapshot of the current health status. * Forces of Change Assessment: aims to solicit wide-ranging input from community leaders to identify forces such as trends, factors or events that influence the health of the community. The goal is to better understand the current state in an effort to influence the outcomes of the future. The DuPage County CHNA was conducted from January - June 2018 and finalized in December of 2018. The process was led by the DuPage County Department of Community Services, a designated Community Action Agency that works to empower people with needs in DuPage County to become self-sufficient and lead enriched, productive lives, and Impact DuPage, a collective impact partnership, primarily comprised of community leaders from health and human service sectors throughout DuPage County. EEH participated in the conduct of the DuPage County CHNA, along with the DuPage County Health Department and numerous organizations serving and representing the interests of medically underserved, low-income and minority populations. The process and methods used to conduct this CHNA and a description of how input into the CHNA was solicited and taken into account is contained in the DuPage County CHNA report, including key stakeholder participants. Following a similar process, the Will County CHNA was conducted from May 2016 - May 2017 and finalized in August, 2017. Participants for each County can be made available upon request to the Will County MAPP Collaborative. EEH and EH participated in the conduct of the Will County CHNA, along with the Will County Health Department and numerous organizations serving and representing the interests of medically underserved, low-income and minority populations. The process and methods used to conduct this CHNA and a description of the participants and input provided is contained in the Will County CHNA report. After collaborating with DuPage and Will Counties in the development of the counties' three year CHNAs and Implementation Strategies (with involvement ranging from participation on executive steering committees to local public health assessments) and identifying the areas of overlap between the areas of opportunity identified in the DuPage and Will County CHNAs, EEH engaged in a process to further inform prioritization of its strategic priorities for the FY20-22 implementation strategy. This process involved internal and external (community) stakeholders participating in a series of forums. FORUM PARTICIPANTS INCLUDED REPRESENTATION FROM COUNTY HEALTH DEPARTMENTS AND MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. These forums were designed to review area demographics and Will and DuPage County CHNA findings and implementation strategies, finalize the selection of significant health needs for this FY 2019 joint CHNA report, prioritize these health needs, and identify resources potentially available to address those health needs. IN THE SPRING OF 2019, EEH SPONSORED A SERIES OF INTERNAL AND COMMUNITY STAKEHOLDER FORUMS, KNOWN AS HEALTHY DRIVEN COMMUNITIES, TO REVIEW COUNTY-SPECIFIC CHNA INFORMATION AND ESTABLISH RECOMMENDATIONS FOR THE JOINT CHNA AND IMPLEMENTATION STRATEGY FOR EEH. For more information regarding the dates these meetings were held and the participants, please see the CHNA. Schedule H, Part V, Section B, Line 6a Facility A, 1 Facility A, 1 - Edward Hospital. DuPage County: Advocate Good Samaritan Hospital AMITA Health Edward Elmhurst Health Northwestern Medicine Loyola University - Chicago Will County: AMITA Health Edward Elmhurst Health Presence St Joes Medical Center Silver Cross Hospital Schedule H, Part V, Section B, Line 6b Facility A, 1 Facility A, 1 - Edward Hospital. DuPage County DuPage County Health Department Metropolitan Family Services DuPage County Office of Homeland Security and Emergency Management WeGo Together for Kids DuPage Foundation SCARCE Catholic Charities Teen Parent Connection DuPage Senior Citizens Council United Way of Metro Chicago Fry Family YMCA of Metro Chicago West Chicago Library Peoples Resource Center Illinois Department of Human Services DuPage County Court YMCA of Metropolitan Chicago DuPage County Board of Health DU-COMM Illinois Department of Human Services DuPage Health Coalition DuPage Federation on Human Services Reform Family Shelter Service DuPage Pads YWCA Child Care Resource and Referral Access Community Health Network DuPage Senior Citizens Council Elmhurst College Benedictine University Will County Agape Missions, NFP Agency on Aging Northeastern IL Aunt Marthas Youth Services Bluestern Earth Festival Bolingbrook Fire Department Braidwood Area Healthy Community Coalition Breast Intentions of Illinois C.W. Avery Family YMCA Catholic Charities Dioceses of Joliet Channahon Par District Chestnut Health Systems Child and Family Connections #15 Child Care Resource and Referral CITGO Petroleum Corp Coldwell Banker Residential Community Alliance and Action Network Community Lifeline Ministries, INC Cornerstone Services Inc Easterseals Joliet Region, Inc Evergreen Terrace Apartments Food Allergy Research and Education Forest Park Center Franciscan Communities, Inc - Marian Village Glenwood Rehab Center Governors State University Greater Jolie Area YMCA Guardian Angel Community Services Harvey Brooks Foundation Heritage Woods of Plainfield Illinois Department of Children and Family Services Illinois Department of Employment Security J.F Holder Foundation Joliet Fire Department Joliet Junior College Joliet Police Department Joliet Public School District 86 Joliet Township High School District 204 Lakewood Nursing Center Lewis University Mari Gallagher Research and Consulting Group Mokena Police Department Mt Zio Baptist Church New Life Church PACE Suburban Bus Plainfield Counseling Center LLC Presence Home Care PT Solutions Physical Therapy Rasmussen College Senior Services Center of Will County Silver Cross Health Community Commission Illinois Department of Public Health Stepping Stones, Inc TEC Services Consulting Inc The Community Foundation of Will County Trinity Services Inc United Way of Will County University of Illinois Extension University of St Francis Valley View School District VNA Health Care Warren-Sharpe Community Center Wil County Adult Detention Facility Will County Board Will County Board of Health Will County Center for Community Concerns Will County Circuit Clerk Will County Community Health Center Will County Emergency Management Agency Will County Executive Office Will County Forest Preserve District Will County GIS Will County Health Department Will County Land Use Department Will County Medical Reserve Corps Will County Residents Will County Veterans Assistance Commission Will Grundy Center for Independent Living Will-Grundy Medical Clinic Schedule H, Part V, Section B, Line 11 Facility A, 1 Facility A, 1 - Edward Hospital. The FY2019 EEH CHNA findings, supported by findings and priorities of DuPage and Will County CHNAs health assessments, were considered by the EEH Community Benefit Steering Committee in finalizing priorities for action over the next three years (FY20-22). Criteria considered in prioritization included: * Overlap between DuPage and Will Counties: The fact that a health need was identified in both the DuPage and Will County CHNAs as an area of opportunity * Magnitude: the size of the population affected and the degree of variance from benchmarks and trends * Impact/Seriousness: the degree to which the issue affects or exacerbates other quality of life and health-related issues * Feasibility: the ability for EEH to reasonably impact the issue given available resources * Consequences of inaction: the risk of not addressing the problem at the earliest opportunity The following priorities were adopted for the FY2020-2022 EEH community health implementation plan. * Chronic Disease (Obesity/Diabetes, Cancer, Heart Disease/Stroke) * Behavioral Health (Mental Health, Substance Use, Adolescent Depression and Suicide) * Access to Primary Care and Community Resources (including provider supply and availability, financial access and health literacy around how to seek care) PRIORITY #1a - Chronic Disease (Obesity [children/adults]/Diabetes) PROBLEM STATEMENT: For both children and adults, obesity is a prevalent problem within DuPage and Will counties. It can be indicative of underlying social determinants of health and an unhealthy lifestyle, which increases the risk of chronic disease. Between both counties, approximately 400,000 individuals above the age of 20 years were categorized as obese (BMI > 30). In addition, 14.8% (137.496) of children/adolescents in DuPage County are obese and 13% (90,046) of 6th graders in Will County are obese. Strategy #1: Community engagement around the prevention and management of childhood obesity * Research best practices * Partner with community organizations, grocery stores, schools and others to establish a regional initiative to address childhood obesity, including nutrition and exercise programming and referral relationship development Strategy #2: Expand treatment options for weight management * Expand Edward and Elmhurst weight management programming (weight management clinics, bariatrics, and related educational support). Expand eligibility beyond morbidly obese adults to promote earlier intervention. * Continue to grow EEH System AWARE programs focused on child and adult obesity, nutrition, diabetes. Link 'at risk' patients to appropriate resources Strategy #3: Enhance education and programming focused on prevention and early intervention around obesity and diabetes * Provide community education programs focused on weight management, nutrition and fitness * Continue to grow EEH System AWARE programs focused on child and adult obesity, and diabetes. Link 'at risk' patients to appropriate resources PRIORITY #1b - Chronic Disease (Cancer) PROBLEM STATEMENT: Of all the chronic diseases researched within the community, the following continue to elevate to the top as most pressing: heart disease/stroke, cancer and diabetes. The age-adjusted death rate due to breast cancer is 21.6/100,000 population in DuPage County. The age-adjusted cancer incidence rate is 492.5/100,000 population in Will County. Strategy #1: Increase rates of screening for breast, colorectal and lung cancer * Increase cancer screening rates through EHV/PPD primary care providers (breast, colorectal) * Continue CT lung screening program * Promote EEH System LungAware, ColonAware and BreastAware and continue targeted screening reminder programs Strategy #2: Reduce smoking and vaping (cancer/cardiovascular risk factors) * Research anti-vaping initiatives and partner with school system on education/prevention initiative * Sponsor community smoking cessation programs PRIORITY #1c - Chronic Disease (Heart Disease/Stroke) PROBLEM STATEMENT: Of all the chronic diseases researched within the community, the following continue to elevate to the top as most pressing: heart disease/stroke, cancer and diabetes. The age-adjusted death rate due to coronary heart disease is 68.3/100,000 in DuPage County. The coronary heart disease mortality rate is 107.7/100,000 in Will County. Strategy #1: Early Detection and Intervention * Continue to grow EEH System HeartAware, StrokeAware (free online screening tools) and connect 'at risk' patients to appropriate resources Expand UltraFast Heartscan (UFHS) programs and connect 'at risk' patients to appropriate resources * Conduct community Peripheral vascular screenings and connect 'at risk' patients to appropriate resources * Expand "Young Hearts for Life" with Midwest Heart Specialists to provide EKG testing in high schools Strategy #2: Community education and tools to prevent and manage risk factors * Provide community education programs focused on heart health and stroke prevention Strategy #3: Reduce mortality from sudden cardiac arrest through CPR training * Sponsor CPR classes/certification programs PRIORITY #2 - Behavioral Health (Mental Health/Substance Use/Adolescent Depression & Suicide) PROBLEM STATEMENT: With limited resources across both counties, behavioral health (mental health/substance use disorders) continues to be a top concern. During the survey period, over 185,000 community members indicated that their mental health was 'not good' for at least the prior 8 days. Strategy #1: Increase behavioral health awareness and education/ decrease stigma * Expand Mental Health First Aid beyond Naperville into communities throughout the EEH service area * Adopt a new curriculum around Mental Health First aid, specific to adolescents * Expand local community partnerships as a vehicle for continued education and awareness * Continue to support area school districts in prevention, education and identification of students using the Signs of Suicide Program * Continue to provide education around adolescent mental health skills and treatment for school professional staff Strategy #2: Enhance access to behavioral health treatment * Expand the local supply of psychiatrists and psychiatric Advanced Practice Clinicians through Linden Oaks Medical Group recruitment Evaluate telemedicine options to expand cost effective access to mental health care * Continue to grow behavioral health provider integration and navigation programs within physician offices and appropriate hospital departments (e.g., ED, IC) * Develop pediatric/adolescent collaborative with physician and community resources focused on depression and anxiety Strategy #3: Reduce community-wide opioid abuse * Continue to enhance the EEH Opioid Program Efforts * Work with community partners on medication take back initiative and overall education/prevention efforts * Collaborate with local hospitals to establish consistent practices around opioid prescribing and monitoring * Develop tools to monitor physician opioid prescribing guidelines * Promote referrals to LOH Medication Assisted Therapy for patients with opioid dependence * Evolve pain management model to incorporate alternatives to medication management Schedule H, Part V, Section B, Line 11 Facility A, 2 Facility A, 2 - Edward Hospital. PRIORITY #3 - Access to Care & Community Resources PROBLEM STATEMENT: People who lack a regular source of health care may not receive the proper medical services when they need them, which can lead to missed and untreated diagnosis along with adverse health outcomes. In DuPage and Will counties, approximately 15-17% of adults do not have a usual provider or source of health care. That is equivalent to roughly 257,106 individuals within these counties. Further, traditionally health systems focus the majority of their resources on providing clinical care; however, evidence demonstrates that underlying social determinants of health, individual health behaviors, and the physical environment play an influential role in the overall health status of communities. Strategy #1: Enhance health literacy around accessing the most appropriate site of care * Provide public education about availability of EEH network of cost effective ambulatory access points (alternative to ED) and navigation support through Immediate Care Nurse Triage Program * Implement virtual triage program to provide digital guidance on the most appropriate site of care Strategy #2: Reduce Financial Barriers to Access * Promote and offer financial assistance policy to eligible patients Identify and assist uninsured patients in ED and other care settings in obtaining coverage through counseling and related assistance, including Medicaid Application initiative * Partner with DuPage Health Coalition, Will County MAPP collaborative, Impact DuPage to ensure access for low income residents * Advocacy to support adequate Medicaid funding to ensure access to physician and hospital services for low income patients Strategy #3: Increase Access to Primary Care & Specialists * Expand EEH primary care provider base, including physicians and Advanced Practice Clinicians (APCs) * Address gaps in physician specialty coverage through annual physician needs assessments/recruitment plans * Expand and grow Immediate Care, walk-in/retail clinic sites and connect new patients with PCPs Strategy #4: Increase connections between EEH patients and community organizations addressing social determinants of health * Evaluate process and technology platform for screening patients with social determinant needs and connecting to appropriate community resources * Evaluate opportunities to enhance support to local food banks Based on prioritization criteria and internal consensus around where EEH can play a unique and significant role and therefore drive greatest impact, summarized below is a list of Will and DuPage County-identified health priorities that will not be directly addressed by the FY2020-2022 EEH Implementation Strategy. Note that, while not directly driving initiatives around these priorities, EEH will support many of them by participating in task forces, community collaborative forums, and coalition building activities. DuPage and Will County Priority Health Issue That Will Not be Addressed and Supporting Rationale: Health Priorities Identified Rationale Affordable Housing This was identified in DuPage County and will be addressed through the DuPage Housing Collaborative. The Collaborative is comprised of representatives from nearby housing organizations, business leaders, and elected officials. As a newly formed organization in 2018, the Collaborative is beginning with a specific scope of identifying, developing, and serving one housing location in DuPage. EEH will participate in this Collaborative. Aging Population This was identified within DuPage county during the Forces of Change Assessment. As the population ages, different social and clinical needs will need to be addressed. EEH routinely provides programming and services responsive to this demographic segment. Specific initiatives around screening for social determinants of health for the senior population will be incorporated into the EEH implementation strategy. Inclusivity This was identified within DuPage county and is indirectly addressed and incorporated in Programs throughout EEH. Specifically, EEH established a diversity and inclusion council in 2016 and has implemented several initiatives to improve cultural sensitivity within the organization and promote the use of race, ethnicity and language data to eliminate disparities in health care. Technology Access and Overuse This was identified within DuPage County during the Forces of Change Assessment. While no quantitative data exists, community members perceive this to be a problem. The scope and problem statement need to be further refined before discussion on ways to address the issue. Transportation This was identified within both counties. While no quantitative data was reviewed, there is consensus around lack of a true transportation system and limited public transit routes. Support from EEH will be provided through collaborative partnerships and involvement with community coalitions. Further, as EEH aims to address transportation barriers for patients, the System already provides transportation vouchers to low income individuals on an as-needed basis, as well as a discounted ride services in the Elmhurst region. Workforce Development This was identified within DuPage County based on the perception that unemployment rates are misleading and that more people are unemployed or not employed in the jobs they want or were trained for. As one of the largest employers in the region, EEH is a major provider of jobs and attracts a diverse workforce. Continued growth of the organization and active involvement in regional economic development coalitions will ensure an ongoing positive contribution. Animal/Vector Borne Disease This was identified within Will County as the incidence of Lyme disease, Rabies and West Niles has increased. While not directly influencing incidence, EEH provides health care services for those affected from these diseases and advises about prevention through community education efforts. Education This was identified within Will County as higher education has been linked to positive health outcomes. Specifically, ethnicity in Will County illustrated a key discrepancy in education completion, as 34% of the Hispanic/Latino population had less than a high school diploma, compared to 6% of the non-Hispanic/Latino population. As EEH's core competency is health care and not education, support will be provided through community partnerships and collaboration around job training and other initiatives where appropriate. Injury/Violence As violence increasingly impacts EEH and its staff, it is already focused on mitigating strategies focused on its employees. In addition, continued focus on mental health and substance abuse will hopefully have an indirect positive impact on this trend. Additional resources already provided by EEH include: emergency department case managers which provide follow-up care to victims of abuse; access to a pediatric care center which provides expanded services for the care of sexually abused children; child protection task force which encompasses a multidisciplinary team to provide oversight of all child abuse cases identified and reported. EEH remains committed to the provision of these services. Maternal/Child Health This was identified within Will County during the CHNA assessment process. While not directly prioritized in the FY2020-2022 EEH implementation strategy, the System already plays a major role in Maternal and Child Health through its obstetrics and pediatric service lines, which provide a full range of preventive and treatment services for women and children in the region. Oral Health This was identified within Will County, which established an initiative to collaborate with health systems that provide dental care to develop a comprehensive oral health improvement plan. As EEH does not provide dental care services, this is out of scope and will be addressed at the county level. Schedule H, Part V, Section B, Line 13 Facility A, 1 Facility A, 1 - Edward Hospital. State regulated uninsured discount 0 Schedule H, Part I, Line 7g Subsidized Health Services THE ORGANIZATION DID NOT INCLUDE AS SUBSIDIZED HEALTH SERVICES ANY COSTS ATTRIBUTABLE TO PHYSICIAN CLINICS ON LINE 7G. Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance THE COSTS ENTERED FOR LINES 7A AND 7B WERE CALCULATED USING A COST-TO-CHARGE RATIO DERIVED FROM WORKSHEET 2. THE COSTS ENTERED IN THE SUBSIDIZED HEALTH SERVICES (7G) SECTION WERE CALCULATED USING A COST ACCOUNTING SYSTEM AND ADDRESSED ALL PATIENT SEGMENTS. THE COSTS ENTERED IN LINES 7E, 7F, 7H AND 7I WERE CALCULATED USING A COST ACCOUNTING SYSTEM OR WERE THE ACTUAL COSTS. Schedule H, Part II Community Building Activities EMPLOYEES ARE ENCOURAGED TO SERVE ON COMMUNITY BOARDS AND PARTICIPATE IN PROGRAMS AND ON COMMITTEES THAT ADDRESS ECONOMIC DEVELOPMENT, TRAINING, COMMUNITY HEALTH NEEDS, ADVOCACY AND WORKFORCE DEVELOPMENT. EXAMPLES OF THESE PROGRAMS AND THE BENEFIT THEY PROVIDE ARE HIGHLIGHTED BELOW. ECONOMIC DEVELOPMENT AND ADVOCACY COMMITTEES ARE OFTEN COMPRISED OF PUBLIC AND PRIVATE MEMBERS. THE PRIMARY ROLE OF THE MEMBERSHIP IS TO DEVELOP, COORDINATE AND IMPLEMENT AN INTEGRATED APPROACH TO LOCAL AND COMMUNITY DEVELOPMENT. THEY PROVIDE BUSINESS LEADERSHIP BY PROMOTING ECONOMIC OPPORTUNITIES, ADVOCATING THE INTEREST OF BUSINESS, PROVIDING MEMBERS WITH EDUCATION AND RESOURCES AND ENCOURAGING MUTUAL SUPPORT. EXAMPLES OF ECONOMIC DEVELOPMENT ORGANIZATIONS, CHAMBERS AND OTHER COMMITTEES IN WHICH EDWARD-ELMHURST HEALTH EMPLOYEES ARE ACTIVELY INVOLVED INCLUDE: THE NAPERVILLE AREA CHAMBER OF COMMERCE AND LEGISLATIVE STEERING COMMITTEE, NAPERVILLE DEVELOPMENT PARTNERSHIP, DUPAGE REGIONAL ALLIANCE, NAPERVILLE SCHOOL DISTRICT 203 BUSINESS PARTNERSHIP ADVISORY COUNCIL FOR COLLEGE AND CAREER READINESS, PLAINFIELD CHAMBER OF COMMERCE, PLAINFIELD CHAMBER LEGISLATIVE COMMITTEE AND HEALTH AND WELLNESS COMMITTEE, OSWEGO CHAMBER OF COMMERCE AND LEGISLATIVE COMMITTEE, YORKVILLE CHAMBER OF COMMERCE AND WOMEN IN BUSINESS COMMITTEE, ROMEOVILLE CHAMBER OF COMMERCE, WILL COUNTY CENTER FOR ECONOMIC DEVELOPMENT, CHOOSE DUPAGE, WILL COUNTY HEALTH DEPARTMENTS MAPP COLLABORATIVE, DUPAGE COUNTY HEALTH DEPARTMENT AND 360 YOUTH SERVICES AND YOUNG HEARTS FOR LIFE CARDIAC SCREENING PROGRAM. COMMUNITY SUPPORT INCLUDES EDUCATIONAL AND MENTORING PROGRAMS FOR VULNERABLE POPULATIONS, NEIGHBORHOOD SUPPORT GROUPS, VIOLENCE PREVENTION PROGRAMS, DISASTER READINESS AND PUBLIC HEALTH EMERGENCY ACTIVITIES SUCH AS COMMUNITY DISEASE SURVEILLANCE AND READINESS TRAINING BEYOND WHAT IS REQUIRED BY ACCREDITING BODIES OR GOVERNMENT ENTITIES. COALITION BUILDING INCUDES PARTICIPATION IN COMMUNITY COALITIONS AND COLLABORATIVE EFFORTS TO ADDRESS HEALTH AND SAFETY ISSUES. THIS INCLUDES PROGRAMS SUCH AS THE DUPAGE HEALTH COALITION WHICH INCLUDES A SET OF INTERCONNECTED ORGANIZATIONS, PROGRAM AND FACILITIES THAT WORK TOGETHER TO PROVIDE COORDINATED MEDICAL CARE AND OTHER HEALTH RELATED SERVICES TO DUPAGE COUNTY'S LOW-INCOME RESIDENTS AND THE ROTARY CLUB OF NAPERVILLE WHICH HELPED SUPPORT THE FIGHT AGAINST HUMAN TRAFFICKING WITH THEIR FUNDRAISING EVENT THIS YEAR. COMMUNITY HEALTH IMPROVEMENT ADVOCACY INCLUDES EFFORTS TO SUPPORT POLICIES AND PROGRAMS TO SAFEGUARD OR IMPROVE PUBLIC HEALTH, ACCESS TO HEALTH CARE SERVICES, OBESITY, HOUSING NEEDS, FOOD INSECURITY, TRANSPORTATION BARRIERS AND OTHERS. COMMUNITY HEALTH NEEDS ARE DETERMINED, REVIEWED AND UPDATED ON A REGULAR BASIS. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount THE AMOUNT OF BAD DEBT EXPENSE IS OBTAINED BY TAKING THE NET AMOUNT PLACED IN BAD DEBT LESS THE PAYMENTS AND ADJUSTMENTS RECEIVED. Discounts and payments on patient accounts reduce the organization's bad debt expense. Schedule H, Part III, Line 3 Bad Debt Expense Methodology THE HOSPITAL IS UNABLE TO ESTIMATE ACCURATELY THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FREE SERVICES UNDER THE FINANCIAL ASSISTANCE POLICY. ALTHOUGH A PORTION OF BAD DEBT EXPENSES MAY RELATE TO PATIENTS WHO WOULD QUALIFY FOR CHARITY CARE, A REPORTABLE FIGURE CANNOT BE REASONABLY ESTIMATED. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote THE TEXT OF THE FOOTNOTE TO THE ORGANIZATION'S FINANCIAL STATEMENTS THAT DESCRIBES BAD DEBT EXPENSE CAN BE FOUND ON PAGE 20 OF THE EDWARD-ELMHURST HEALTHCARE CONSOLIDATED AUDIT REPORT. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs IF EDWARD HOSPITAL DISCONTINUED UNPROFITABLE SERVICES, IT WOULD BECOME THE RESPONSIBILITY OF ANOTHER PROVIDER OR THE GOVERNMENT TO CARE FOR THE MEDICARE PATIENT POPULATION. THIS WOULD, ULTIMATELY, RESULT IN ACCESS ISSUES AND NEGATIVELY IMPACT QUALITY OF CARE AND HEALTH OUTCOMES. THEREFORE THE SHORTFALL INCURRED BY CONTINUING TO PROVIDE THESE SERVICES IS CONSIDERED A COMMUNITY BENEFIT. A COST-TO-CHARGE RATIO WAS USED TO DETERMINE THE REPORTED AMOUNT. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance If the patient has no insurance coverage, Edward Hospital will provide financial counseling services to assist the patient or guarantor (parent or guardian responsible for payment of services) in applying for various programs that may help resolve the patient or guarantor's bill. Financial counselors assist patients in applying for government-sponsored health insurance or other third-party insurance (such as adding baby to policy), establishing a payment arrangement, and applying for financial assistance. Before receiving a bill, patients without insurance coverage will receive a letter informing them of our financial assistance program and the option of payment plans. If a patient is approved for financial assistance, the patient's accounts are discounted by the % approved. In cases where a balance remains, normal collection practices are followed. Schedule H, Part V, Section B, Line 16a FAP website A - EDWARD HOSPITAL: Line 16a URL: https://www.eehealth.org/patients-visitors/manage-my-costs-and-billing/billing/financial-assistance/; Schedule H, Part V, Section B, Line 16b FAP Application website A - EDWARD HOSPITAL: Line 16b URL: https://www.eehealth.org/patients-visitors/manage-my-costs-and-billing/billing/financial-assistance/; Schedule H, Part V, Section B, Line 16c FAP plain language summary website A - EDWARD HOSPITAL: Line 16c URL: https://www.eehealth.org/patients-visitors/manage-my-costs-and-billing/billing/financial-assistance/; Schedule H, Part VI, Line 2 Needs assessment PLANNING FOR COMMUNITY BENEFITS IS AN INTEGRAL PART OF THE EDWARD-ELMHURST HEALTH STRATEGIC PLANNING PROCESS, WHICH FOLLOWS A THREE-YEAR CYCLE WITH INTERIM ANNUAL REVIEWS AND UPDATES. INTERIM REVIEWS OCCUR QUARTERLY AND UPDATES ARE MADE BASED ON THE RECOMMENDATIONS OF THE EEH SYSTEM COMMUNITY BENEFIT STEERING COMMITTEE. The Committee is tasked to assess community need, establish priorities and supporting initiatives, and monitor outcomes to ensure initiatives are consistent with its mission to advance the health of the community served. RECOMMENDATIONS FROM THE EEH COMMUNITY BENEFIT STEERING COMMITTEE ARE BASED ON REVIEW OF ORGANIZATIONAL PRIORITIES, STRATEGIC DIRECTION, PROGRAM DEVELOPMENT, AND PERFORMANCE OUTCOMES. Edward Elmhurst Health (EEH) collaborated with DuPage and Will Counties in the development of the counties' most recent CHNAs and implementation strategies and ultimately incorporated these CHNAs into a joint EEH CHNA report. THE FINDINGS ARE DERIVED FROM COMMUNITY DEMOGRAPHICS INCLUDING SOCIAL DETERMINANTS OF HEALTH, ANALYSIS OF GENERAL HEALTH STATUS INCLUDING DEATH, DISEASE, INFECTIOUS DISEASE AND CHRONIC CONDITIONS, AND MODIFIABLE HEALTH RISKS. THE PROCESS BRINGS TOGETHER THE ABOVE OUTLINED INFORMATION, PUBLIC HEALTH STATISTICS AND INPUT FROM REPRESENTATIVES FROM THE COMMUNITY, INCLUDING PATIENTS AND PROVIDER AGENCIES. THE OVERARCHING GOAL OF THIS PROCESS IS TO UNDERSTAND THE ESSENTIAL HEALTH ISSUES IN THE COMMUNITY IN ORDER TO ENSURE ORGANIZATIONAL RESPONSIVENESS AND APPROPRIATE PRIORITIZATION OF RESOURCES. In addition, in the Spring of 2019, EEH sponsored a series of internal and community stakeholder forums, known as Healthy Driven Communities, to review County-specific CHNA information and establish recommendations for the joint CHNA and Implementation Strategy for EEH. Throughout this process, forum participants, which included representation from county health departments and medically underserved, low-income, and minority populations, prioritized issues and opportunities based on an assessment of: * Overlap between DuPage and Will Counties: The fact that a health need was identified in both the DuPage and Will County CHNAs as an area of opportunity * Magnitude: the size of the population affected and the degree of variance from benchmarks and trends * Impact/Seriousness: the degree to which the issue affects or exacerbates other quality of life and health-related issues * Feasibility: the ability for EEH to reasonably impact the issue given available resources * Consequences of inaction: the risk of not addressing the problem at the earliest opportunity The process outlined above allowed for the completion of the 3-YR COMMUNITY HEALTH NEEDS ASSESSMENT IN COMPLIANCE WITH FEDERAL REGULATION (FY2020-FY2022 PLAN). Schedule H, Part VI, Line 3 Patient education of eligibility for assistance INFORMING OUR PATIENTS THAT FINANCIAL ASSISTANCE IS AVAILABLE IS AN IMPORTANT PART OF EEH's FINANCIAL ASSISTANCE PROGRAM. FINANCIAL ASSISTANCE IS AVAILABLE TO THE UNDER-INSURED AS WELL AS THE UNINSURED. INFORMATION ABOUT OUR FINANCIAL ASSISTANCE PROGRAM AND THE APPLICATION IS AVAILABLE ON EEH WEBSITE IN ENGLISH AND SPANISH. PATIENT STATEMENTS ALSO INCLUDE INFORMATION ON HOW TO OBTAIN A FINANCIAL ASSISTANCE APPLICATION. UNINSURED INPATIENTS ARE SCREENED FOR ELIGIBILITY FOR GOVERMENTAL PROGRAMS. PATIENTS WHO DO NOT QUALIFY FOR SUCH PROGRAMS ARE GIVEN A FINANCIAL ASSISTANCE APPLICATION. SIGNAGE IS POSTED AT ALL REGISTRATION AREAS INCLUDING THE EMERGENCY DEPARTMENT. A NOTICE ON OUR CONSENT TO TREAT HIGHLIGHTS THAT FINANCIAL ASSISTANCE IS AVAILABLE. ALSO, OUR CUSTOMER SERVICE DEPARTMENT AND FINANCIAL COUNSELORS ARE AVAILABLE TO ASSIST PATIENTS WHO ARE HAVING DIFFICULTY PAYING THEIR BILL AND THE NEED FOR FINANCIAL ASSISTANCE. LASTLY, EEH LEVERAGES A PRESUMPTIVE ELIGIBLITY TOOL THAT PROVIDES ADDITIONAL SCREENING FOR FINANCIAL ASSISTANCE PRIOR TO THE STATEMENTS BEING SENT. FOR UNINSURED PATIENTS THE STATEMENT REFLECTS ANY DISCOUNTS THE PATIENT WAS ELIGIBLE FOR UNDER OUR FINANCIAL ASSISTANCE POLICY. EEH continues its partnership with Change Healthcare with the goal to provide under- and uninsured patients with insurance coverage through various Medicaid programs. The service is offered to patients receiving care as an inpatient, in the emergency department and in various outpatient departments, and is tailored to guide the patient through a complex application process for applicable federal, state, and community benefit programs. Schedule H, Part VI, Line 4 Community information EEH IS A FULL-SERVICE, REGIONAL HEALTHCARE PROVIDER OFFERING ACCESS TO A FULL RANGE OF HEALTH CARE SERVICES, INCLUDING PRIMARY CARE, COMPLEX MEDICAL SPECIALTIES, AND INNOVATIVE PROGRAMMING FOR community members OF CHICAGO'S WEST AND SOUTHWEST SUBURBS. Over 50% of patients receiving inpatient services at EEH are Medicare or Medicaid recipients. EEH services a population of nearly two million residents from DuPage, Will, and Cook counties, with additional representation from Kane and Kendall counties. The System's Primary Service Area (PSA) - the area from which Edward and Elmhurst Hospitals draw roughly seventy-five percent (75%) of inpatient (IP) admissions - stretching approximately 42 miles from Yorkville (southwest corner of Edward PSA) to Bensenville (northeast corner of Elmhurst PSA). The specific communities included in EEH's Primary Service Area (PSA) are directly. Note that Linden Oaks Hospital provides services across each acute care hospital's service areas. Edward Hospital Service Area Edward North Primary Service Area WARRENVILLE - 60555 NAPERVILLE - 60540 NAPERVILLE - 60563 NAPERVILLE - 60565 NAPERVILLE - 60566 NAPERVILLE - 60567 WOODRIDGE - 60517 LISLE - 60532 AURORA - 60502 AURORA - 60503 AURORA - 60504 Edward South Primary Service Area NAPERVILLE - 60564 PLAINFIELD - 60544 PLAINFIELD - 60585 PLAINFIELD - 60586 BOLINGBROOK - 60440 ROMEOVILLE - 60446 BOLINGBROOK - 60490 OSWEGO - 60543 YORKVILLE - 60560 Elmhurst Hospital Primary Service Area zip codes: City - Zip Code Elmhurst - 60126 Hillside - 60162 Berkeley - 60163 Villa Park - 60181 Oak Brook - 60523 Bellwood - 60104 Franklin Park - 60131 Westchester - 60154 Melrose Park - 60160 Northlake - 60164 Stone Park - 60165 Addison - 60101 Bensenville - 60106 Wood Dale - 60191 Glen Ellyn - 60137 Lombard - 60148 OTHER HOSPITALS SERVING THE EEH COMMUNITY: --RUSH-COPLEY MEDICAL CENTER --ADVENTIST BOLINGBROOK HOSPITAL -- ADVOCATE GOOD SAMARITAN HOSPITAL --NORTHWESTERN CENTRAL DUPAGE HOSPITAL --PRESENCE SAINT JOSEPH MEDICAL CENTER --ADVOCATE GOOD SAMARITAN HOSPITAL --LOYOLA UNIVERSITY MEDICAL CENTER --AMITA HEALTH ALEXIAN BROTHERS MEDICAL CENTER --GOTTLIEB MEMORIAL HOSPITAL --WESTLAKE HOSPITAL --AMITA HEALTH ADVENTIST GLENOAKS --AMITA HEALTH ADVENTIST HINSDALE HOSPITAL POPULATION: The EEH Systems primary service area has over 950,000 residents while the total service area has over 1.9 million residents. EEH SERVICE AREA POPULATION ESTIMATES: EDWARD NORTH PRIMARY SERVICE AREA- 277,334 EDWARD SOUTH PRIMARY SERVICE AREA- 330,939 EDWARD NORTH SECONDARY SERVICE AREA- 201,312 EDWARD SOUTH SECONDARY SERVICE AREA- 225,589 ELMHURST PRIMARY - 361,508 ELMHURST SECONDARY - 544,539 Roughly 69% of EEH System patients reside in DuPage (47%) or Will (22%) county. The hospitals also see patients from Cook (20%), Kane (4%), Kendall (3%), and other (4%) counties. The median age of DuPage county is higher than that of Illinois (40.1 yrs compared to 38.9 yrs) while the median age of Will county is slightly lower (38.6 yrs compared to 38.9 yrs). The projected growth rate of residents 65+ is disproportionately higher than that of other age groups; the growth rate of this age group within DuPage and Will county is 16% compared to projected decreases in ages 0-64 years. Schedule H, Part VI, Line 5 Promotion of community health The majority of EEH's governing body is comprised of persons who reside in the primary service area and are neither employees nor independent contractors of the organization, nor family members thereof. The organization extends medical staff privileges to all qualified physicians in its community for all departments. As a Not-For-Profit Organization, EEH re-invests earnings in the organization to maintain and enhance services that benefit the community served by the hospitals. The organization develops and updates a strategic plan on a regular basis to identify needs and opportunities to deploy excess funds (revenue in excess of expenditures). Projects are evaluated based on organizational objectives and community needs, and are prioritized by senior management and the board of trustees. Edward-Elmhurst Health actively promotes the health of its community by integrating community benefit planning into its strategic planning process, which ensures resources are allocated to supporting activities. Examples of efforts are reflected below: EEH also promotes the health of its community by participating in a range of committees, coalitions, panels, advisory groups, commissions, and boards. In addition, members of senior management participate in coalitions to strengthen partnerships with other organizations for the development of programs for the health of the community. An example is Will County Mobilizing for Action through Planning and Partnerships (MAPP), which represents a unique partnership of hospitals, physicians, local government, human services agencies and community groups working together locally to address the national healthcare crisis. Another example is a statewide coalition focused on obesity prevention, Illinois Alliance to Prevent Obesity which drives legislative change to combat obesity and promote equity in health outcomes. EEH actively engages with local and national non-profit partners to advance health equity, with a premier example being the American Heart Association. EEH staff organize a walk every year with hundreds of community participants in cooperation with the AHA to fundraise for the organization. We also actively participate in their Health Equity Task Force, where we learn and share best practices to advance health equity along with guiding the advocacy efforts for the organization to advance health equity in the region. As a not-for-profit, community-based healthcare system, Edward-Elmhurst Health (EEH) applies surplus funds to a number of initiatives aimed at providing enhanced patient care to the residents of the communities served, including but not limited to improvements in facilities and equipment, patient care, medical training, and education. On an annual basis, the EEH Board of Trustees and EEH Finance Committee approve a capital budget as presented by EEH management. The annual capital expenditures are designed to fund the facility and equipment requirements of various strategic patient-care initiatives, as well as to replace or modernize existing equipment. The annual budget is set based on the operational needs of the organization to provide patient care, taking into account available surplus funds. EEH's senior executive leadership team regularly evaluate opportunities to invest in improved patient care across the system, as well as medical training/education across employees. In August 2021, the EEH Board of Trustees approved the establishment of a Community Investment Program (the "Program"), to be funded by an investment of $100 million. The purpose of the Program is to establish EEH as a community anchor institution committed to partnering with organizations to meaningfully advance the health and well-being of the communities it serves. Community Education is provided free of charge to the community at large with the aim of promoting wellness, enhancing understanding of disease prevention and management to minimize related complications and improve quality of life. Monthly webinars, presented by primary care physicians, specialists, dietitians and advanced practice clinicians are provided free of charge to promote prevention, awareness, education and overall wellness. These programs reach an average of 150 participants per program. Key health areas include nutrition, fitness, diabetes, cardiology, cancer prevention, arthritis, pain management, sleep and integrative medicine. The hospital system also funds access to an application/database of area resources for "in need" individuals and families call "Find Help". Finally, we partner with area non-profits to encourage physical activity through our newly created annual "Take a Hike! Challenge". The system provides the coordination and structure of the program as well as an award incentive for participants, which takes place for 8 weeks in the Fall. Participation in this year's event was over 1,300. Additional community education is provided through a vast database of online education, primarily in the form of blog articles, authored by experts in their fields, which can be accessed through the website: EEHealth.org. These are also featured on social media such as Facebook, Instagram and Twitter. Additional blog content is regularly added. Education is also pushed out through our monthly newsletters: Healthy Driven Newsletter, Healthy Driven Moms, Cancer Fight, HD Hearts. EEH provides a speakers bureau, free of charge, to a wide array of community organizations including senior centers, churches, cultural organizations, school STEM programs, living communities, newcomers organizations, libraries and school districts throughout the year. The ED participates in a large Road to Reality program with Plainfield School District that is a re-enactment of a drinking and driving accident scene. The ED also provides education at many community fairs on dog bite and bicycle safety. Schedule H, Part VI, Line 6 Affiliated health care system EDWARD HOSPITAL AND LINDEN OAKS HOSPITAL ARE PART OF AN AFFILIATED HEALTH SYSTEM, EDWARD-ELMHURST HEALTH (EEH). THE COMMUNITY HEALTH NEEDS ASSESSMENT AND THE DEVELOPMENT AND MANAGEMENT OF THE COMMUNITY BENEFIT STRATEGIC PLAN IS PROVIDED BY EDWARD-ELMHURST HEALTH. EDWARD, ELMHURST AND LINDEN OAKS HOSPITALS EACH PLAY A VITAL ROLE IN IMPLEMENTING THE INITIATIVES SET FORTH IN THE STRATEGIC PLAN BY PROVIDING THE COMMUNITY BENEFIT SERVICES THAT ARE QUANTIFIED IN PART I AND PART II OF SCHEDULE H FOR EACH OF THE HOSPITAL TAX FILINGS. Schedule H, Part VI, Line 7 State filing of community benefit report IL true DUPAGE HEALTH COALITION - ACCESS DUPAGE 511 THORNHILL DR CAROL STREAM IL 60188 364448208 501(C)(3) 430020 TO SUPPORT AND PROVIDE ACCESS TO MEDICAL SERVICES TO THE COUNTY'S LOW-INCOME, MEDICALLY UNINSURED RESIDENTS. PLAINFIELD CHAMBER OF COMMERCE 24047 LOCKPORT ST PLAINFIELD IL 60544 363228134 501(C)(6) 15000 TO SUPPORT ECONOMIC GROWTH, ACTIVE ENGAGEMENT AND ADVOCACY FOR THE BUSINESS COMMUNITY. YOUNG HEARTS FOR LIFE 1901 S MEYERS ROAD OAKBROOK TERRACE IL 60181 363297360 501(C)(3) 51000 TO SUPPORT THE COMPREHENSIVE PROGRAMS TO ASSESS CHILDREN FOR CONDITIONS THAT MAY CAUSE SUDDEN CARDIAC DEATH. 360 YOUTH SERVICES 1305 W OSWEGO RD NAPERVILLE IL 60540 362936229 501(C)(3) 5000 TO SUPPORT THE COMPREHENSIVE PROGRAMS TO PROVIDE LIFE-CHANGING SERIVCES TO YOUTH THROUGH SUBSTANCE USE PREVENTION EDUCATION, COUNSELING AND HOUSING. CHOOSE DUPAGE ECONOMIC DEVELOPMENT ALLIANCE 2525 CABOT DRIVE LISLE IL 60532 455065091 501(C)(3) 12500 TO SUPPORT ECONOMIC GROWTH, ACTIVE ENGAGEMENT AND ADVOCACY FOR THE BUSINESS COMMUNITY. OSWEGO CHAMBER OF COMMERCE 73 W VANBUREN ST OSWEGO IL 60543 823008550 501(C)(6) 6000 TO SUPPORT ECONOMIC GROWTH, ACTIVE ENGAGEMENT AND ADVOCACY FOR THE BUSINESS COMMUNITY. ILLINOIS CHAMBER 215 E ADAMS ST SPRINGFIELD IL 62701 361254650 501(C)(6) 5100 TO SUPPORT THE UNIFYING OF POLICIES THAT SUPPORT GROWTH IN ILLINOIS' DYNAMIC AND DIVERSE ECONOMY UNITED WAY OF WILL COUNTY 54 NORTH OTTAWA ST JOLIET IL 604324345 362515625 501(C)(3) 8000 TO SUPPORT PROGRAMS FIGHTING SELF-SUFFICIENCY, HEALTH SAFETY AND EDUCATION OF EVERY PERSON. NAPERVILLE CHAMBER OF COMMERCE 55 SOUTH MAIN ST NAPERVILLE IL 60540 362481341 501(C)(6) 18096 TO SUPPORT ECONOMIC GROWTH, ACTIVE ENGAGEMENT AND ADVOCACY FOR THE BUSINESS COMMUNITY. LOAVES AND FISHES COMMUNITY SERVICES 1871 HIGH GROVE LANE NAPERVILLE IL 60540 363786777 501(C)(3) 15011 TO SUPPORT THE COMPREHENSIVE PROGRAMS TO PROVIDE LIFE-CHANGING SERIVCES BY PROVIDING FOOD ASSISTANCE TO LOCAL RESIDENTS . ILLINOIS HEALTH AND HOSPITAL ASSOCIATION 1151 EAST WARRENVILLE RD NAPERVILLE IL 60563 362352486 501(C)(6) 30786 TO SUPPORT ECONOMIC GROWTH, ACTIVE ENGAGEMENT AND ADVOCACY FOR THE BUSINESS COMMUNITY. JOLIET AREA YMCA 749 HOUBOLT ROAD JOILET IL 60431 362169197 501(C)(3) 5000 TO SUPPORT THE COMPREHENSIVE PROGRAMS FOR CHILDREN AND ADULTS THAT PROMOTE WELLNESS WILL COUNTY CENTER FOR ECONOMIC DEVELOPMENT 203 N OTTAWA STREET JOILET IL 60432 363772737 501(C)(6) 7500 TO SUPPORT ECONOMIC GROWTH, ACTIVE ENGAGEMENT AND ADVOCACY FOR THE BUSINESS COMMUNITY. ROTARY CLUB OF NAPERVILLE CHARITIES PO BOX 2 NAPERVILLE IL 60566 263120916 501(c)(3) 6500 TO SUPPORT HUMANITARIAN PROGRAMS THAT PROVIDE SUPPORT FOR BASIC HUMAN NEEDS TO OUR COMMUNITY 8 6 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. MONITORING OF THE USE OF GRANT FUNDS IS ACHIEVED THROUGH VARIOUS MEANS, INCLUDING ACTIVE PARTICIPATION IN PROGRAM IMPLEMENTATION, WRITTEN CONTRIBUTION AGREEMENTS, AND/OR PERFORMANCE REPORTS. X X true true X X X X true true false false false true false true false Mary L Mastro System CEO/Trustee 0 990687 0 358872 0 403352 0 14254 0 24985 0 1792149 0 0 Robert Payton VP, Chief Medical Officer, TRUSTEE THROUGH 1/1/2020 414941 0 79614 0 24180 0 94485 0 37806 0 651027 0 0 0 Linda Anderson Physician EHV/Trustee 0 286489 0 0 0 56825 0 10966 0 34806 0 389086 0 0 Pamela M Davis Former System CEO/Trustee 0 0 0 0 0 267467 0 0 0 0 0 267467 0 0 Denise Chamberlain Exec VP CFO, Corporate Treasurer 0 488842 0 149359 0 80722 0 116969 0 12896 0 848788 0 0 Joseph Dant President & CEO Edward Hospital 0 477626 0 149405 0 26413 0 114369 0 42808 0 810623 0 0 Ahmed El-Ganzouri Deputy General Counsel/Assistant Secretary 0 274857 0 45493 0 840 0 11224 0 1021 0 333435 0 0 Jeffrey D Friant VP, Finance/ Assistant Treasurer 0 322884 0 87013 0 78979 0 10727 0 15461 0 515063 0 0 Chris J Mollet Exec VP General Counsel/Corp Secretary 0 475982 0 319537 0 230416 0 13648 0 9109 0 1048691 0 0 Jason Ogden AVP, Corp Control & Treas Mgmt/Assistant Treasurer 0 260306 0 44322 0 23621 0 9654 0 27900 0 365804 0 0 Sanjeeb Khatua EVP, Phys & Amb Ntwk, Chief Phys Exec & Pres EHV 0 483521 0 149536 0 15958 0 118480 0 32140 0 799636 0 0 Laura L Eslick System VP Ops 0 296413 0 80715 0 13887 0 74210 0 31355 0 496579 0 0 Ryan Garland Svs Line Dir, Imaging & Respiratory Svcs 167487 0 5265 0 19664 0 6275 0 28055 0 226746 0 0 0 Bradley Hlavacek Dir, Patient Care 139876 0 8676 0 1213 0 4849 0 27856 0 182469 0 0 0 Michael O'Shea Svc Line Dir, Sys Neurosciences Surg Svs 180431 0 10576 0 851 0 6010 0 2824 0 200692 0 0 0 Kevin Rehder Dir, Pharmacy 176386 0 11253 0 1752 0 4985 0 39972 0 234348 0 0 0 Yvette M Saba System VP Ops/Trustee 0 318154 0 86698 0 24502 0 77114 0 33902 0 540370 0 0 Marianne Spencer System VP Ops 0 383162 0 103515 0 309080 0 14736 0 29425 0 839917 0 0 Ellen Turnbull Svs Line Dir, Emergency Svs 134554 0 8557 0 4532 0 5869 0 14036 0 167549 0 0 0 Philip C Williams AVP, Pharmacy Svs 0 250734 0 43922 0 13587 0 9376 0 34354 0 351973 0 0 Michael Hartmann Physician, EH 327752 0 152779 0 70111 0 11147 0 36852 0 598640 0 0 0 William G Kottmann President & CEO Edward Hospital through 9/30/2019 0 0 63871 0 540259 0 5690 0 0 0 609820 0 0 0 Thomas A Scaletta MD Med Dir, Emerg Svs 277441 0 90478 0 166218 0 13023 0 41273 0 588434 0 0 0 Peter T Schubel MD Med Director 289994 0 120561 0 166659 0 15533 0 34526 0 627272 0 0 0 Schedule J, Part I, Line 1a Tax indemnification and gross-up payments The organization's officers and key employees are offered life insurance and long term disability benefits. The amount of the premium is grossed up to offset the tax liability. Schedule J, Part I, Line 1a Health or social club dues or initiation fees ALL EMPLOYEES ARE OFFERED A MEMBERSHIP AT THE EDWARD HEALTH & FITNESS CENTER, AN AFFILIATE OF EDWARD-ELMHURST HEALTHCARE , AS A TAXABLE EMPLOYEE BENEFIT. THE VALUE OF THIS BENEFIT IS DETERMINED BASED UPON THE FAIR MARKET VALUE OF THESE MEMBERSHIPS, WHICH IS IN TURN DETERMINED BASED UPON THE ACTUAL AMOUNT THAT THE EDWARD HEALTH & FITNESS CENTER CHARGES TO OTHER CORPORATE CUSTOMERS. Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation Executive compensation, including the Edward Hospital President and all officers of the system known as Edward-Elmhurst Healthcare ("Senior Management") is managed by the Edward-Elmhurst Healthcare ("EEH") Board of Trustees ("Board"), on behalf of EEH and all of its affiliates. On an annual basis, the Board reviews compensation arrangements, including the compensation award for the Edward Hospital President for the coming year. The Board conducts the review in a manner that will qualify for the rebuttable presumption of reasonableness under the Intermediate Sanction Rules of Section 4958 of the Internal Revenue Code. As for the Edward Hospital President, the President is compensated with a competitive base salary, along with an incentive plan which is reflective of EEH's market, as determined by a review of market compensation survey data. For more information about the review and determination of executive compensation, see description in Schedule O in response to Form 990, Part VI, Section B, Line 15. Schedule J, Part I, Line 4a Severance or change-of-control payment Organization: Edward Hospital (EIN: 36-3297173) Terms: Compensation paid as a result of a severance from the position listed. Interested person: Davis, Pamela M, CEO, 267,467 Kottmann, William 540,259 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan NDIVIDUALS WHO HAVE THE TITLE OF VICE PRESIDENT OR HIGHER ARE ELIGIBLE TO PARTICIPATE IN A SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP); ANY ELIGIBLE PARTICIPANTS MUST BE APPROVED BY THE EDWARD-ELMHURST HEALTHCARE BOARD OF TRUSTEES. THE SERP WAS ESTABLISHED TO RECOGNIZE THE VALUABLE CONTRIBUTIONS THAT EACH OF THE PARTICIPANTS MAKES TO THE OPERATIONS OF EDWARD-ELMHURST HEALTHCARE AND TO REWARD CERTAIN EXECUTIVE EMPLOYEES FOR THEIR LONG-TERM SERVICE AND COMMITMENT TO EDWARD-ELMHURST HEALTHCARE. THE SERP IS DESIGNED TO PROVIDE A FULL RETIREMENT SUPPLEMENT TO PARTICIPANTS IF THEY REMAIN WITH EDWARD-ELMHURST HEALTHCARE UNTIL AGE 65. IN EXCHANGE FOR THIS LONG-TERM SERVICE, EDWARD-ELMHURST HEALTHCARE WANTS TO SUPPLEMENT THESE PARTICIPANTS' RETIREMENT INCOME WITH ADDITIONAL ANNUAL COMPENSATION THAT IS INVESTED IN AN ANNUITY CONTRACT; CONTRIBUTIONS VEST AFTER FIVE YEARS. THE FOLLOWING INTERESTED PERSONS RECEIVED DEFERRALS TO THE SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) IN 2020; THESE DEFERRALS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (C). Chamberlain, Denise 103,824 Dant, Joseph 103,857 Eslick, Laura 60,466 Khatua, Sanjeeb 103,958 Saba, Yvette 65,689 Payton, Robert 80,027 THE FOLLOWING INTERESTED PERSONS RECEIVED DISTRIBUTIONS FROM THE SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) IN 2020; THESE PAYMENTS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (B)(III) AND SCHEDULE J, PART II, COLUMN (F), AS APPLICABLE. Friant, Jeffrey D 66,691 Mastro, Mary 269,415 Mollet, Chris J 100,146 Spencer, Marianne 266,402 Schedule J, Part I, Line 6a Compensation contingent on net earnings of the organization Edward Hospital administers the Productivity Bonus Plan (PBP), an annual incentive compensation program for Edward Hospital Emergency Department physician employees. Participants on the PBP receive distributions from the bonus pool determined using a formula that is calculated utilizing Work RVU's. In administering the PBP, Edward Hospital Senior Administration, in conjunction with ED Physician Leadership, obtain Edward-Elmhurst Healthcare (EEH) Physician Compensation Committee approval of the Plan structure each year. The plan administrator reserves the right to modify any bonuses to be paid out under this Plan to ensure total compensation paid is at fair market value, consistent with Edward Hospital physician compensation policies. If total compensation is above the 75th percentile of independent market data, such compensation must be approved by the EEH Physician Compensation Committee. Schedule J, Part I, Line 7 Non-fixed payments SCHEDULE J, PART 1, LINE 7 IS ANSWERED YES BECAUSE CERTAIN INDIVIDUALS, WHOSE SALARY AND BENEFITS ARE PAID BY THE REPORTING ORGANIZATION OR A RELATED ORGANIZATION, RECEIVED A NONFIXED PAYMENT (BONUS) DURING THE YEAR. THE NON-FIXED PAYMENTS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN B(II) AS BONUSES. THE BONUS AMOUNTS DETERMINED ARE BASED ON A FIXED PERCENTAGE OF BASE COMPENSATION, HOWEVER THEY ARE DISCRETIONARY IN NATURE, IN THAT DISCRETION IS GIVEN AS TO WHETHER OR NOT A BONUS WILL BE PAID FOR THE REPORTING PERIOD. PETER SCHUBEL MD SON OF RONALD SCHUBEL, EH OFFICER AND DIRECTOR 577214 EMPLOYMENT AS EMERGENCY DEPARTMENT PHYSICIAN false Form 990, Part I, Line 6 VOLUNTEERS OUR VOLUNTEERS WORK IN A LARGE MAJORITY OF AREAS THROUGHOUT THE EDWARD-ELMHURST HEALTHCARE SYSTEM. THE RESPONSIBILITIES OF THE VOLUNTEERS VARY, DEPENDENT ON THE AREA THEY ARE VOLUNTEERING IN AND THE PROJECTS TO BE COMPLETED. VOLUNTEERS HAVE ASSISTED WITH CLERICAL WORK, DATA ENTRY, MEETING AND GREETING, FRIENDLY VISITS, ESCORTING AND PROVIDING GENERAL INFORMATION TO PATIENTS AND VISITORS. WE TRACK OUR VOLUNTEER HOURS MONTHLY. ALL OF THE VOLUNTEERS SIGN IN AND OUT EACH SHIFT AND WE COLLECT THE SIGN IN SHEETS AT THE END OF THE MONTH. THROUGHOUT THE SYSTEM, FOR THE FISCAL YEAR ENDED JUNE 30, 2021 OUR VOLUNTEERS GAVE 37,000 HOURS OF SERVICE. VOLUNTEER HORUS DECREASED FROM PREVIOUS YEARS DUE TO LIMITATIONS OF VOLUNTEER ACTIVITIES TO SUPPORT ONGOING EFFORTS TO REDUCE THE SPREAD OF COVID-19. Form 990, Part III, Line 4a PROGRAM SERVICE DESCRIPTION ACCREDITED BY THE JOINT COMMISSION, EDWARD HAS EARNED A REPUTATION AS A LEADER IN COMPLEX MEDICAL SPECIALTIES AND INNOVATIVE PROGRAMMING, INCLUDING, BUT NOT LIMITED TO THE FOLLOWING: -- MOST UP-TO-DATE SURGICAL SUITES, INCLUDING SIX STATE-OF-THE-ART OPERATING ROOMS FOR MINIMALLY INVASIVE SURGICAL PROCEDURES AND THE DA VINCI XI AND SI ROBOTIC SURGICAL SYSTEMS. -- COMPREHENSIVE, ADVANCED CARDIAC CARE IN ONE LOCATION THROUGH EDWARD HEART HOSPITAL (THE FIRST SUCH FACILITY IN ILLINOIS, OPENED IN 2002). -- HEALTHAWARES, AN ONLINE TEST SO PEOPLE CAN DETERMINE THEIR RISK FOR HEART DISEASE, ANXIETY, SLEEP DISORDERS, STROKE, BREAST CANCER, DIABETES, ADDICTION, DEPRESSION, LUNG DISEASE, COLON CANCER AND WEIGHT-RELATED ISSUES. -- EDWARD PROVIDES WORLD CLASS STROKE CARE THROUGH THE EDWARD NEUROSCIENCES INSTITUTE IN AFFILIATION WITH NORTHWESTERN MEDICINE. THE INSTITUTE FEATURES THE MOST ADVANCED INTERVENTIONAL NEUROSURGERY TECHNIQUES AND DRUG THERAPIES TO TREAT STROKES AND OTHER NEUROLOGICAL DISORDERS. -- EDWARD CANCER CENTER HAS OPENED A NUMBER OF MULTIDISCIPLINARY ONCOLOGY CLINICS, INCLUDING A MULTIDISCIPLINARY THORACIC ONCOLOGY CLINIC, THE FIRST OF ITS KIND IN DUPAGE, WILL AND KANE COUNTIES, FOR COORDINATED, FASTER, MORE EFFICIENT TREATMENT OF LUNG CANCER AND OTHER MALIGNANCIES AND ABNORMALITIES OF THE CHEST; A NEURO-ONCOLOGY MULTIDISCIPLINARY CENTER, THE ONLY ONE IN THE AREA TO TREAT BRAIN AND SPINAL CORD TUMORS AND A BREAST CANCER CONFERENCE, A MULTIDISCIPLINARY TEAM THAT MEETS WEEKLY TO DETERMINE THE BEST TREATMENT PLAN FOR NEWLY DIAGNOSED BREAST CANCER PATIENTS. -- EDWARD WAS RE-DESIGNATED A MAGNET HOSPITAL FOR NURSING EXCELLENCE A THIRD TIME (2019); ORIGINAL DESIGNATION - 2005, FIRST RE-DESIGNATION - 2010: SECOND RE-DESIGNATION - 2014; ONE OF ONLY EIGHT HOSPITALS IN ILLINOIS TO HAVE ACHIEVED MAGNET STATUS FOUR TIMES OR MORE. -- CARE FOR THE MOST CRITICALLY ILL NEWBORNS IN ITS LEVEL III NEWBORN INTENSIVE CARE UNIT (NICU) -- EXPERT EMERGENCY SERVICES FOR ADULTS AND PEDIATRIC PATIENTS IN ITS LEVEL II EMERGENCY DEPARTMENT AND PEDIATRIC EMERGENCY DEPARTMENT. -- STATE-OF-THE-ART IMAGING TECHNOLOGY AT NUMEROUS LOCATIONS THROUGHOUT THE REGION. -- ACCESS TO THE LATEST CLINICAL TRIALS FOR CANCER AND HEART DISEASE. -- FIRST IN THE REGION TO OFFER ANIMAL-ASSISTED THERAPY, MUSIC THERAPY AND ART THERAPY THROUGH ITS HEALING ARTS PROGRAM. DURING THE FISCAL YEAR ENDED JUNE 30, 2021, EDWARD HOSPITAL PROVIDED NEARLY $84 MILLION IN COMMUNITY BENEFITS AND $5.0 MILLION IN CHARITY CARE, per state community benefit reporting, the definition of which is different from the federal reporting on Schedule H of the Form 990. FOR FISCAL YEAR 2021, EDWARD HOSPITAL HAD 98,106 PATIENT DAYS AND 86,735 EMERGENCY ROOM VISITS. FOR MORE INFORMATION ABOUT EDWARD HOSPITAL, VISIT WWW.EEHEALTH.ORG. Form 990, Part III, Line 4 COVID-19 On March 11, 2020, the World Health Organization designated COVID-19 as a global pandemic. Patient activity and related revenues for most hospital services were significantly impacted starting in mid-March as various policies were implemented by Federal, state and local governments in response to the COVID-19 pandemic that caused many people to remain at home and forced the closure of or limitations on certain businesses, as well as suspended elective surgical procedures and other nonessential healthcare services. In response to the pandemic, the hospital took several precautionary steps to enhance operational and financial flexibility to address the risks posed by the pandemic, including: implementing cost reduction initiatives; reducing certain planned projects and capital expenditures; executing revolving lines of credit at the corporate level; and taking advantage of various Federal stimulus and other relief opportunities available. The hospital's operating results for the fiscal year ended June 30, 2021 were significantly negatively impacted by the pandemic, net of relief funds recognized. Form 990, Part VI, Line 6 Classes of members or stockholders Edward Hospital's sole corporate member is Edward-Elmhurst Healthcare an Illinois not-for-profit and Section 501(c)(3) tax exempt corporation. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body Edward Hospital's sole corporate member, Edward-Elmhurst Healthcare, may elect, remove and replace members of the board of trustees of Edward Hospital. The Edward-Elmhurst Healthcare board of trustees consists of the individuals who concurrently serve on the Edward Hospital board of trustees; in addition, the president of the Edward Hospital Medical Staff serves on the board of trustees Ex-Officio with vote. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders Edward-Elmhurst Healthcare (EEH), the corporate member of Edward Hospital (EH), has the exclusive power to: - Elect, appoint, remove and replace EH Trustees. - Intervene in any action or plan of EH to the extent the EEH Board of Trustees, in its sole discretion, deems it necessary to do so in order to avoid significant risk to the tax exempt status, licensure, or accreditation of EH, EEH or any facility operated by any of the foregoing, or to avoid significant legal, regulatory, or financial risk to EH, EEH or any facility operated by any of the foregoing. - Select and appoint independent auditors for EH and direct the performance of an annual independent audit of the financial condition of EH. In addition to the exclusive powers set forth above, Edward-Elmhurst Healthcare's approval shall be required to authorize any of the following matters: - The adoption, amendment and repeal the Edward Hospital Articles of incorporation, its Bylaws and any similar governing document of Edward Hospital. - The adoption and approval of any plan of dissolution or liquidation of Edward Hospital, any plan of merger or consolidation of Edward Hospital with another corporation or other entity; and/or any exchange, sale or transfer of any material portion of the assets of Edward Hospital in any transaction or series of related transactions. - The adoption and approval of a financial controls policy of Edward Hospital, which may be amended, modified, supplemented or restated from time to time. - The amendment or revision of the initial purpose and scope of services of Edward Hospital, including location, size, operations and activities. - The adoption of, any and all annual operating and capital budgets, strategic plans, capital investments and/or capital allocations of Edward Hospital. - The authorization or approval of any long-term borrowing of money by Edward Hospital or any authorization or approval of any prepayment, in whole or in part, such indebtedness. - The granting of any security interest in, or otherwise providing for the encumbrance of any of the assets or revenues of Edward Hospital. - The creation and/or addition of any direct or indirect subsidiaries or affiliates of EH, including, without limitation, any not-for-profit or for-profit corporations, limited liability companies, partnerships or other legal entities. - The filing of a voluntary petition, or any consent to the involuntary filing of a petition, by or on behalf of Edward Hospital, in bankruptcy or any reorganization, or any appointment of a receiver on behalf of Edward Hospital. - The submission of any applications, filings or material correspondence to the Illinois Health Facilities and Services Review Board or any successor thereto (the "IHFSRB") for any proposed project or activity of Edward Hospital subject to the jurisdiction of the IHFSRB, regardless of the level of capital expenditure. - The purchase or sale by Edward Hospital of any interest in real property. Form 990, Part VI, Line 11b Review of form 990 by governing body A draft of the full form 990 was made available to the Edward-Elmhurst Regional Board of Directors for review prior to filing. Form 990, Part VI, Line 12c Conflict of interest policy EDWARD-ELMHURST HEALTHCARE, ON BEHALF OF ITSELF AND ALL AFFILIATES, MONITORS AND ENFORCES COMPLIANCE WITH ITS CONFLICT OF INTEREST POLICY THROUGH ANNUAL REPORTING, AND ONGOING EDUCATION. Each year, Edward-Elmhurst Healthcare conducts an annual conflict of interest review. This process involves requiring all trustees, officers, key employees, employed physicians, certain other physicians, and management level employees to complete an electronic conflict of interest questionnaire. The System Director of Internal Audit and Corporate Compliance facilitates the completion of a questionnaire by all required individuals, and if no questionnaire is completed, the matter is reported to the individual's supervisor up to and including the Board of Trustees. Disclosures made on the questionnaire are evaluated by a conflict of interest workgroup comprised of the System Director of Internal Audit and Corporate Compliance, the System Executive Vice President and Chief Financial Officer, the General Counsel, and the Deputy General Counsel. Disclosures made by trustees, officers and key employees are evaluated by the Executive Committee of the Board of Trustees or its designee. The evaluations may result in actions being taken up to and including the development of a management plan accepted by the individual making the disclosure or termination of the disclosed relationship or conflict. In cases where an actual or potential conflict of interest is identified, the conflicted individual is educated about how they should raise this issue if they are ever in a position where their conflict may be implicated. Conflicted individuals must recuse themselves from voting, but, at the discretion of the Board, may be permitted to participate in discussion about matters in which they have an actual or apparent conflict. In addition to this annual reporting, all individuals noted above are advised that, pursuant to the conflicts policy, they are required to report to the system director of internal audit and corporate compliance any actual or potential conflicts of interest as they may arise throughout the course of the year. Form 990, Part VI, Line 15a Process to establish compensation of top management official Executive compensation, including the CEO and all officers of Edward-Elmhurst Healthcare ("Senior Management") is managed by the Edward-Elmhurst Healthcare ("EEH") Board of Trustees ("Board"), on behalf of EEH and all of its affiliates. On an annual basis, the Board reviews compensation arrangements, including the compensation award for the Edward Hospital President for the coming year. The Board conducts the review in a manner that will qualify for the rebuttable presumption of reasonableness under the Intermediate Sanction Rules of Section 4958 of the Internal Revenue Code. To that end: - The CEO and all other members of Senior Management may participate in this review process and be present at meetings of the Board only if and to the extent necessary to answer questions and provide other information the Board needs for its analysis, assessment and deliberations, and they must otherwise recuse themselves from Board meetings during Board debate and voting on compensation arrangements. - Any Board member identified as having a conflict shall participate in the process only to the same extent as members of Senior Management. - The Board conducts the review with the assistance of an experienced and independent compensation firm, which summarizes its analysis and findings in writing to the Board. - The Board obtains and relies on current comparable market compensation data from appropriate peer organizations for each compensation component prior to making its determination. Relevant information will include compensation levels paid by similarly situated organizations, both taxable and tax-exempt, for functionally comparable positions; the availability of similar services in the geographic area served by EEH; current compensation survey compiled by an independent firm; and, where applicable, actual written offers from similar organizations competing for the services for the members of Senior Management. - The Board also adequately and promptly documents its decision. The documentation states its intention to quality for the rebuttable presumption of reasonableness; the specific terms of the compensation arrangement that were approved; the approval date; the names of the individuals present and those who voted; the specific comparability data obtained and relied upon; and an explanation as to why the approved amounts are considered reasonable if the terms of the compensation arrangement differ from the comparability data. In addition, the Board periodically reviews the Executive Compensation Plan, including the philosophy, for (a) compliance with applicable laws and regulations, and (b) alignment with EEH's mission, charitable purposes, goals and strategies. Based on the review, the Board approves any changes in one or more components of the plan or the plan philosophy that the Board considers necessary and appropriate relative to one or both of these criteria. Other individuals who are officers or key employees of Edward Hospital, but are not a part of EEH Senior Management are compensated with a competitive base salary, along with an incentive plan, which is reflective of EEH's market as determined by a review of independently gathered market compensation survey data. At the time of hire, the salary determination is made by giving consideration to the experience pertinent to the role for which the individual is to be hired, also considered are niche skills or experience the individual brings to the organization. Supply and demand will also play a role in determining the hiring rate of pay. Based on these factors, the EEH Human Resources department, which supports EEH and all of its affiliates, will assign the key employee to an appropriate pay grade, and a rate of pay will be offered within that pay grade. On a periodic basis, the EEH Human Resources Department works with an independent third party compensation consultant to conduct a thorough market review of all positions which are not considered Senior Management. Using a variety of sources, EEH salary ranges are compared to the current market pay grade assignments, and individual rate of pay may change based on the results of this annual market review. In additional, annual merit increases may be awarded based on EEH's budget for the year. Form 990, Part VI, Line 15b Process to establish compensation of other employees Please see the narrative to Form 990, Part VI, Line 15a. Form 990, Part VI, Line 19 Required documents available to the public CURRENTLY, THE ORGANIZATION'S GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE AVAILABLE UPON REQUEST. IF A REQUEST IS RECEIVED FOR THIS INFORMATION, IT IS FORWARDED ON TO EITHER THE LEGAL DEPARTMENT OR THE FINANCE DEPARTMENT, AND THE MATERIALS WOULD THEN BE PROVIDED TO THE REQUESTOR. AUDITED FINANCIAL STATEMENTS ARE AVAILABLE ON THE EMMA (ELECTRONIC MUNICIPAL MARKET ACCESS) WEBSITE AT WWW.EMMA.MSRB.ORG. Form 990, Part VIII, Line 1e GOVERNMENT GRANTS FUNDS RECEIVED FROM DEPARTMENT OF HEALTH AND HUMAN SERVICES AS A RESULT OF THE CARES ACT OF 2020. Form 990, Part VIII, Line 2f Other Program Service Revenue Illinois Health Partners - Total Revenue: 937113, Related or Exempt Function Revenue: 937113, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Form 990, Part VIII, Line 11d Other Miscellaneous Revenue Other - Total Revenue: 1126108, Related or Exempt Function Revenue: 1126108, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Form 990, Part IX, Line 11g Other Fees Agency - Total Expense: 6299313, Program Service Expense: 6299313, Management and General Expenses: , Fundraising Expenses: ; Purchased Services - Total Expense: 33583660, Program Service Expense: 17470500, Management and General Expenses: 16113160, Fundraising Expenses: ; Consulting Services - Total Expense: 795658, Program Service Expense: 188626, Management and General Expenses: 607032, Fundraising Expenses: ; Shared Services Fee - Total Expense: 95900560, Program Service Expense: , Management and General Expenses: 95900560, Fundraising Expenses: ; Form 990, Part XI, Line 9 Other changes in net assets or fund balances NET ASSET TRANSFERS TO AFFILIATES - -86365115; CHANGE IN TEMPORARILY RESTRICTED NET ASSETS EDWARD FOUNDATION - 239858; DISTRIBUTIONS TO OWNERS FROM EDWARD AMBULANCE - 350; NET ASSET TRANSFERS FROM EDWARD FOUNDATION - -462146; MINORITY INTEREST EDWARD AMBULANCE - 0; Form 990, Part VI, Line 1a Executive Committee The organization's governing body delegates broad authority to act on its behalf to the Executive Committee of Edward Elmhurst Healthcare. The Executive Committee shall have and exercise the authority of the Board of Trustees in the management of the Corporation and have those duties, responsibilities and authority as may be prescribed by the Board of Trustees from time to time. The Executive Committee shall review and/or develop the strategic plan(s) for the Corporation and its Affiliated Entities, taking into account the mission of the Corporation, and recommend same for approval, or approval with modifications, to the Board of Trustees. The role of the Executive Committee shall include, but not be limited to, the following: (i) the identification of individuals who may be nominated and elected to serve as new Trustees or as Chairperson, Vice Chairperson or President; (ii) the education of new Trustees; (iii) the review and evaluation of the President; (iv) the review and approval of any and all executive compensation plans for the Corporation and the Affiliate Entities; and (v) the review and approval of any transactions involving the acquisition of physician practices/groups and/or joint ventures or transactions with physicians or physician practices/ groups. The Executive Committee consists of 6 voting members-the Edward Elmhurst Healthcare System CEO and 5 other independent members of the community. All 6 of these individuals are voting members of the Edward Elmhurst Healthcare Board of Trustees. 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