NORTHWESTERN MEMORIAL HEALTHCARE: Form 990, tax year 2016

View the entire original 990 at ProPublica ↗

Organization: NORTHWESTERN MEMORIAL HEALTHCARE (EIN 36-4724966)
Tax period: 2016-09-01 to 2017-08-31
Filed: 2018-07-13
IRS object ID: 201821949349301337
Schema version: 2016v3.0
Source: Download XML · Original 990 at ProPublica

Every field in the e-filed return. Faint text is the IRS element name, for citing.

Return header
Form 990
Schedule A
Schedule B
Schedule C
Schedule D
Schedule F
Schedule G
Schedule H
Schedule I
Schedule J
Schedule K
Schedule K
Schedule K
Schedule L
Schedule M
Schedule O
Schedule R
Affiliated Group Schedule

Return header ReturnHeader

Field	Value	IRS element (for citing)
Return	2018-07-13T17:01:22-05:00	ReturnTs
Tax Period End	2017-08-31	TaxPeriodEndDt

Preparer Firm PreparerFirmGrp

Field	Value	IRS element (for citing)
Preparer Firm EIN	346565596	PreparerFirmEIN

Preparer Firm Name PreparerFirmName

Field	Value	IRS element (for citing)
Business Name Line1	ERNST & YOUNG US LLP	BusinessNameLine1Txt

Preparer US Address PreparerUSAddress

Field	Value	IRS element (for citing)
Address Line1	155 N WACKER DRIVE	AddressLine1Txt
City	CHICAGO	CityNm
State Abbreviation	IL	StateAbbreviationCd
ZIP	60606	ZIPCd

Field	Value	IRS element (for citing)
Return Type	990	ReturnTypeCd
Tax Period Begin	2016-09-01	TaxPeriodBeginDt

Filer Filer

Field	Value	IRS element (for citing)
EIN	364724966	EIN

Business Name BusinessName

Field	Value	IRS element (for citing)
Business Name Line1	Northwestern Memorial HealthCare Group	BusinessNameLine1Txt

Field	Value	IRS element (for citing)
Business Name Control	NORT	BusinessNameControlTxt
Phone	3129262000	PhoneNum

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	251 E Huron 541 N Fairbanks	AddressLine1Txt
City	Chicago	CityNm
State Abbreviation	IL	StateAbbreviationCd
ZIP	606112908	ZIPCd

Business Officer BusinessOfficerGrp

Field	Value	IRS element (for citing)
Person	John A Orsini	PersonNm
Person Title	SVP/CFO	PersonTitleTxt
Signature	2018-07-13	SignatureDt
Discuss With Paid Preparer	Yes (true)	DiscussWithPaidPreparerInd

Preparer Person PreparerPersonGrp

Field	Value	IRS element (for citing)
Preparer Person	JACOB ZEHNDER	PreparerPersonNm
PTIN	P01564049	PTIN
Phone	3128792000	PhoneNum

Field	Value	IRS element (for citing)
Tax	2016	TaxYr
Build TS	2022-09-23 18:48:47Z	BuildTS

Form 990 IRS990

Principal Ofcr Business Name PrincipalOfcrBusinessName

Field	Value	IRS element (for citing)
Business Name Line1	Dean M Harrison	BusinessNameLine1Txt

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	251 E Huron 541 N Fairbanks	AddressLine1Txt
City	Chicago	CityNm
State Abbreviation	IL	StateAbbreviationCd
ZIP	606112908	ZIPCd

Field	Value	IRS element (for citing)
Gross Receipts	$5,073,097,779	GrossReceiptsAmt
Group Return For Affiliates	Yes (true)	GroupReturnForAffiliatesInd
All Affiliates Included	Yes (true)	AllAffiliatesIncludedInd
Group Exemption	5878	GroupExemptionNum
Organization501c3	Yes (X)	Organization501c3Ind
Website Address	www.NM.Org	WebsiteAddressTxt
Type Of Organization Corp	Yes (X)	TypeOfOrganizationCorpInd
Activity Or Mission	THE PRIMARY MISSION OF THE NORTHWESTERN AFFILIATES INCLUDED IN THIS GROUP RETURN IS TO BE THE DESTINATION OF CHOICE FOR (CONTINUED IN SCHEDULE O)	ActivityOrMissionDesc
Voting Members Governing Body	170	VotingMembersGoverningBodyCnt
Voting Members Independent	147	VotingMembersIndependentCnt
Total Employee	27179	TotalEmployeeCnt
Total Volunteers	3250	TotalVolunteersCnt
Total Gross UBI	$66,227,875	TotalGrossUBIAmt
Net Unrelated Bus Txbl Incm	$20,285,160	NetUnrelatedBusTxblIncmAmt
PY Contributions Grants	$39,128,573	PYContributionsGrantsAmt
CY Contributions Grants	$49,727,631	CYContributionsGrantsAmt
PY Program Service Revenue	$4,418,644,763	PYProgramServiceRevenueAmt
CY Program Service Revenue	$4,953,190,879	CYProgramServiceRevenueAmt
PY Investment Income	$22,078,763	PYInvestmentIncomeAmt
CY Investment Income	$10,357,864	CYInvestmentIncomeAmt
PY Other Revenue	$140,853,539	PYOtherRevenueAmt
CY Other Revenue	$58,904,076	CYOtherRevenueAmt
PY Total Revenue	$4,620,705,638	PYTotalRevenueAmt
CY Total Revenue	$5,072,180,450	CYTotalRevenueAmt
PY Grants And Similar Paid	$18,548,467	PYGrantsAndSimilarPaidAmt
CY Grants And Similar Paid	$20,421,778	CYGrantsAndSimilarPaidAmt
CY Benefits Paid To Members	$0	CYBenefitsPaidToMembersAmt
PY Salaries Comp Emp Bnft Paid	$1,833,851,328	PYSalariesCompEmpBnftPaidAmt
CY Salaries Comp Emp Bnft Paid	$2,007,830,607	CYSalariesCompEmpBnftPaidAmt
CY Total Prof Fndrsng Expns	$0	CYTotalProfFndrsngExpnsAmt
CY Total Fundraising Expense	$17,303,625	CYTotalFundraisingExpenseAmt
PY Other Expenses	$2,289,375,166	PYOtherExpensesAmt
CY Other Expenses	$2,698,497,776	CYOtherExpensesAmt
PY Total Expenses	$4,141,774,961	PYTotalExpensesAmt
CY Total Expenses	$4,726,750,161	CYTotalExpensesAmt
PY Revenues Less Expenses	$478,930,677	PYRevenuesLessExpensesAmt
CY Revenues Less Expenses	$345,430,289	CYRevenuesLessExpensesAmt
Total Assets BOY	$9,522,248,401	TotalAssetsBOYAmt
Total Assets EOY	$9,994,738,417	TotalAssetsEOYAmt
Total Liabilities BOY	$3,695,080,757	TotalLiabilitiesBOYAmt
Total Liabilities EOY	$3,644,491,423	TotalLiabilitiesEOYAmt
Net Assets Or Fund Balances BOY	$5,827,167,644	NetAssetsOrFundBalancesBOYAmt
Net Assets Or Fund Balances EOY	$6,350,246,994	NetAssetsOrFundBalancesEOYAmt
Mission	NORTHWESTERN MEMORIAL HOSPITAL IS AN ACADEMIC MEDICAL CENTER WHERE THE PATIENT COMES FIRST. WE ARE AN ORGANIZATION OF CAREGIVERS WHO ASPIRE TO CONSISTENTLY HIGH STANDARDS OF QUALITY, COST-EFFECTIVENESS AND PATIENT SATISFACTION. WE SEEK TO IMPROVE THE HEALTH OF THE COMMUNITIES WE SERVE BY DELIVERING A BROAD RANGE OF SERVICES WITH SENSITIVITY TO THE INDIVIDUAL NEEDS OF OUR PATIENTS AND THEIR FAMILIES. WE ARE BONDED IN AN ESSENTIAL ACADEMIC AND SERVICE RELATIONSHIP WITH FEINBERG SCHOOL OF MEDICINE OF NORTHWESTERN UNIVERSITY. THE QUALITY OF OUR SERVICES IS ENHANCED THROUGH THEIR INTEGRATION WITH EDUCATION AND RESEARCH IN AN ENVIRONMENT THAT ENCOURAGES EXCELLENCE OF PRACTICE, CRITICAL INQUIRY AND LEARNING.	MissionDesc
Significant New Program Srvc	false	SignificantNewProgramSrvcInd
Significant Change	false	SignificantChangeInd
Expense	$3,656,017,589	ExpenseAmt
Grant	$20,421,778	GrantAmt
Revenue	$4,915,443,337	RevenueAmt
Desc	THE NMHC GROUP RETURN REFLECTS THE COMBINED INFORMATION AND OPERATIONS OF TWENTY-FOUR TAX EXEMPT ORGANIZATIONS AS DESCRIBED BELOW. THIS INCLUDES SEVEN HOSPITAL FACILITIES, FOUR MEDICAL GROUPS, THREE FOUNDATIONS, AND VARIOUS OTHER RELATED ENTITIES SUPPORTING THE HEALTHCARE MISSION OF THE SYSTEM. NORTHWESTERN MEMORIAL HOSPITAL (EIN: 37-0960170) FOR MORE THAN 150 YEARS, NMH AND ITS PREDECESSOR INSTITUTIONS, PASSAVANT MEMORIAL AND WESLEY MEMORIAL HOSPITALS, HAVE SERVED THE RESIDENTS OF CHICAGO. THE COMMITMENT TO PROVIDE HEALTHCARE, REGARDLESS OF THE PATIENTS' ABILITY TO PAY, REACHES BACK TO THE FOUNDING PRINCIPLES OF PASSAVANT AND WESLEY AND CONTINUES TO BE INTEGRAL TO OUR MISSION TO PUT PATIENTS FIRST. NMH IS AN ACADEMIC MEDICAL CENTER (AMC) HOSPITAL AND SERVES AS THE PRIMARY TEACHING HOSPITAL FOR FEINBERG, WITH MORE THAN 1,800 PHYSICIANS ON THE MEDICAL STAFF WHO HAVE FACULTY APPOINTMENTS AT FEINBERG. NMG HAS MORE THAN 1,300 PHYSICIANS REPRESENTING VIRTUALLY EVERY MEDICAL SPECIALTY AND SERVING AS FULLTIME FACULTY OF FEINBERG. NMH IS AMONG THE LIMITED NUMBER OF HOSPITALS IN THE UNITED STATES TO BE DESIGNATED AS A MAJOR TEACHING HOSPITAL BY THE ASSOCIATION OF AMERICAN MEDICAL COLLEGES (AAMC). ACCORDING TO THE AAMC, WHILE MAJOR TEACHING HOSPITALS REPRESENT ONLY 5 PERCENT OF ALL HOSPITALS, THEY ACCOUNT FOR 25 PERCENT AND 20 PERCENT OF ALL MEDICAID AND MEDICARE DISCHARGES, RESPECTIVELY, AS WELL AS PROVIDE 35 PERCENT OF THE COUNTRY'S CHARITY CARE. IN AGGREGATE, MAJOR TEACHING HOSPITALS SERVE A HIGHER PROPORTION OF LOW-INCOME, DUAL-ELIGIBLE, DISABLED AND MINORITY PATIENTS THAN OTHER HOSPITALS. AS AMCS SERVE AS MAJOR REFERRAL CENTERS AND HAVE VERY SPECIALIZED EXPERTISE, THEY PROVIDE CARE TO THOSE PATIENTS WHO ARE UNABLE TO SEEK NECESSARY CARE ELSEWHERE AND THEREFORE HAVE A PATIENT POPULATION THAT IS OFTEN MORE COMPLEX, SICKER AND MORE VULNERABLE THAN THE GENERAL PATIENT POPULATION. NMH IS AN 894-BED, ADULT ACUTE CARE HOSPITAL LOCATED IN CHICAGO'S GROWING DOWNTOWN AREA AND SAW MORE THAN 43,000 ADULTS ADMITTED AS INPATIENTS IN FISCAL YEAR 2017. AS AN ADULT LEVEL I TRAUMA CENTER IN DOWNTOWN CHICAGO WITH 24/7 SERVICE, NMH HAD MORE THAN 85,700 EMERGENCY DEPARTMENT (ED) VISITS IN FISCAL YEAR 2017. NMH IS ALSO THE ONLY AMC HOSPITAL IN CHICAGO PARTICIPATING IN BOTH CITY AND STATE LEVEL I TRAUMA NETWORKS AND AS A LEVEL III NEONATAL INTENSIVE CARE UNIT, ALLOWING US TO PROVIDE LIFESAVING CARE AND TREATMENT TO THE MOST SERIOUSLY INJURED ADULTS AND PREMATURE AND SICK INFANTS. NMH HAS THE LARGEST BIRTHING CENTER IN ILLINOIS, WITH MORE THAN 11,400 DELIVERIES IN FISCAL YEAR 2017. NORTHWESTERN MEDICINE CENTRAL DUPAGE HOSPITAL (EIN: 36-2513909) CDH HAS A RICH HISTORY OF CARING FOR ITS COMMUNITY. THE 392-BED, TERTIARY-CARE FACILITY LOCATED IN WINFIELD, ILLINOIS OFFERS EMERGENCY, INPATIENT AND OUTPATIENT CARE IN MEDICAL AND SURGICAL SERVICES, OBSTETRICS, PEDIATRICS, BEHAVIORAL HEALTH, CARDIOLOGY, NEUROLOGY AND ONCOLOGY TO RESIDENTS OF DUPAGE COUNTY AND SURROUNDING AREAS. CDH IS DESIGNATED AS A LEVEL II TRAUMA CENTER AND PROVIDES LEVEL III NEONATAL INTENSIVE CARE; CDH EMS SERVES AS A STATE-DESIGNATED RESOURCE HOSPITAL. IT IS ALSO A REGIONAL DESTINATION FOR ONCOLOGY, ORTHOPEDIC, PEDIATRIC AND CARDIOLOGY CARE. CANCER PATIENTS ARE OFFERED HIGHLY ADVANCED TREATMENT AT THE STATE'S FIRST AND ONLY PROTON THERAPY CENTER. MORE THAN 1,260 PHYSICIANS ARE ON THE MEDICAL STAFF AND ARE TRAINED IN MORE THAN 90 SPECIALTY AREAS. IN FISCAL YEAR 2017, CDH HAD MORE THAN 21,200 INPATIENT ADMISSIONS. CDH'S ED HAD MORE THAN 71,000 VISITS IN FISCAL YEAR 2017. NORTHWESTERN LAKE FOREST HOSPITAL (EIN: 36-2179779) WITH ROOTS IN THE NORTHERN CHICAGO REGION, LFH WAS FOUNDED IN 1899 AS ALICE HOME ON THE CAMPUS OF LAKE FOREST COLLEGE. SINCE ITS FOUNDING, LFH HAS UPHELD THE PROMISE TO PROVIDE LAKE COUNTY RESIDENTS WITH CONVENIENT ACCESS TO QUALITY CARE SUPPORTED BY ADVANCED DIAGNOSTICS AND TECHNOLOGY. AT LFH'S 198-BED TEACHING HOSPITAL, MORE THAN 850 PHYSICIANS OFFER LAKE COUNTY RESIDENTS CONVENIENT ACCESS TO ADVANCED DIAGNOSTIC AND SPECIALTY SERVICES.CARE IS PROVIDED THROUGH THE MAIN HOSPITAL CAMPUS IN SUBURBAN LAKE FOREST, ABOUT 30 MILES NORTH OF DOWNTOWN CHICAGO, AT LARGE OUTPATIENT FACILITIES IN GRAYSLAKE, ILLINOIS AND GLENVIEW, ILLINOIS AND AT FOUR IMMEDIATE CARE CENTERS. IN FISCAL YEAR 2017, LFH PROVIDED CARE FOR NEARLY 7,100 INPATIENT ADMISSIONS. LFH'S BOARD-CERTIFIED EMERGENCY PHYSICIANS AND TRAUMA-TRAINED NURSES PROVIDE TRAUMA AND EMERGENCY CARE TO PATIENTS THROUGH THE LEVEL II TRAUMA CENTER AT LFH AND A FREE-STANDING EMERGENCY ROOM AT THE GRAYSLAKE OUTPATIENT CENTER, WHICH TOGETHER HAD MORE THAN 48,700 EMERGENCY VISITS IN FISCAL YEAR 2017. LAUNCHED IN 2015, LFH HAS WELCOMED ITS THIRD CLASS OF RESIDENTS FROM THE NORTHWESTERN MCGAW FAMILY MEDICINE RESIDENCY PROGRAM IN FISCAL YEAR 2017 AND SERVES AS THE PROGRAM'S HOME SITE. LFH HAS CONSISTENTLY PROVIDED THE HIGHEST PERCENTAGE OF CHARITY CARE AS A PERCENT OF PATIENT REVENUE AMONG LAKE COUNTY HOSPITALS. IN FISCAL YEAR 2018, NORTHWESTERN MEDICINE WILL OPEN A NEW LAKE FOREST HOSPITAL WHICH WILL INCLUDE 114 PRIVATE INPATIENT ROOMS, 72 OUTPATIENT CARE SPACES, EIGHT OPERATING ROOMS AND 483,500 SQUARE FEET OF NEW CONSTRUCTION ON ITS 160-ACRE CAMPUS. LFH SERVES THE LAKE COUNTY, ILLLINOIS AND KENOSHA COUNTY, WISCONSIN AREA. LAKE FOREST HEALTH & FITNESS INSTITUTE (EIN: 36-3835030) LOCATED ON THE NORTHWESTERN MEDICINE LAKE FOREST HOSPITAL CAMPUS, LFI OFFERS MORE THAN 130 INTERACTIVE GROUP FITNESS CLASSES WEEKLY, HOLISTIC TOTAL-BODY FITNESS PROGRAMS, INDIVIDUALIZED PERSONAL TRAINING AND A WIDE VARIETY OF HEALTH AND WELLNESS PROGRAMMING. ADDITIONALLY, LFHFI ALSO IMPLEMENTS MEDICAL FITNESS PROGRAMS DESIGNED TO HELP MEMBERS WHO ARE LIVING WITH CANCER, ARTHRITIS, OSTEOPOROSIS, FIBROMYALGIA AND CARDIOVASCULAR DISEASE TO BETTER COPE WITH THE SIDE EFFECTS OF THEIR ILLNESS. NORTHWESTERN MEMORIAL FOUNDATION (EIN: 36-3155315) NMF RAISES FUNDS TO SUSTAIN THE MISSION AND STRATEGIC GOALS OF NORTHWESTERN MEMORIAL HEALTHCARE. NMF SUPPORTS THE SYSTEM'S DEDICATION TO CLINICAL INNOVATION, SCIENTIFIC DISCOVERY AND IMPROVING THE HEALTH OF THE COMMUNITIES WE SERVE. NORTHWESTERN MEDICAL FACULTY FOUNDATION D/B/A NORTHWESTERN MEDICAL GROUP (EIN: 36-3097297) NORTHWESTERN MEDICAL GROUP IS A MULTISPECIALTY AND PRIMARY CARE PHYSICIAN PRACTICE WITH MORE THAN 1,360 PHYSICIANS AND 360 ADVANCED PRACTICE PROVIDERS WITH EXPERTISE IN 40 MEDICAL SPECIALTIES. SERVING ON THE FACULTY OF FEINBERG, PHYSICIANS CONTRIBUTE TO RESEARCH AND EDUCATION, AS WELL AS PROVIDE CLINICAL CARE. NORTHWESTERN FOUNDATION FOR RESEARCH AND EDUCATION D/B/A NORTHWESTERN MEDICAL GROUP MANAGEMENT SERVICES (EIN: 36-4093385) THE MISSION OF NMGMS IS TO FOSTER AND PROMOTE THE EDUCATIONAL, CHARITABLE, RESEARCH, SCIENTIFIC, AND LITERARY ACTIVITIES OF NORTHWESTERN MEDICAL FACULTY FOUNDATION, NORTHWESTERN UNIVERSITY MEDICAL SCHOOL, AND ANY OTHER AFFILIATES. NMGMS WAS DISSOLVED INTO NMG AS OF 9/1/2017. CDH-DELNOR HEALTH SYSTEM D/B/A CADENCE HEALTH (EIN: 36-3099698) CDHS WAS INCORPORATED IN 1980 AND IS BASED IN WINFIELD, ILLINOIS WITH HOSPITALS IN WINFIELD AND GENEVA, ILLINOIS. AS OF SEPTEMBER 1, 2014, CDH-DELNOR HEALTH SYSTEM, INC. OPERATES AS A SUBSIDIARY OF NMHC. CENTRAL DUPAGE PHYSICIAN GROUP D/B/A NORTHWESTERN MEDICINE REGIONAL MEDICAL GROUP (EIN: 36-3149833) CENTRAL DUPAGE PHYSICIAN GROUP IS A MULTI-SPECIALTY AND PRIMARY CARE NETWORK WITH MORE THAN 425 PHYSICIANS, INCLUDING 335 SPECIALISTS, WITH EXPERTISE IN 30 SPECIALTIES. RMG OFFERS MORE THAN 90 PRACTICES IN 36 LOCATIONS THROUGHOUT CHICAGO'S WESTERN SUBURBS. DELNOR-COMMUNITY HOSPITAL (EIN: 36-3484281) DCH OPENED 75 YEARS AGO AS THE RESULT OF A COMMUNITY-LED EFFORT TO BUILD A FACILITY TO MEET THE GROWING HEALTHCARE NEEDS OF RESIDENTS OF KANE COUNTY. NOW A 159-BED ACUTE CARE FACILITY, DCH IS A RECOGNIZED LEADER IN CLINICAL QUALITY AND PATIENT-CENTERED CARE LOCATED 37 MILES WEST OF DOWNTOWN CHICAGO IN GENEVA, ILLINOIS. THE DCH MEDICAL STAFF INCLUDES MORE THAN 680 PHYSICIANS IN 80 SPECIALTIES, PROVIDING COMPREHENSIVE MEDICAL CARE FOR ITS SURROUNDING COMMUNITIES. IN FISCAL YEAR 2017 DCH HAD MORE THAN 8,000 INPATIENT ADMISSIONS AND ITS ED HAD MORE THAN 41,500 VISITS.	Desc
Total Program Service Expenses	$3,656,017,589	TotalProgramServiceExpensesAmt
Described In Section501c3	Yes (true)	DescribedInSection501c3Ind
Schedule B Required	Yes (true)	ScheduleBRequiredInd
Political Campaign Acty	false	PoliticalCampaignActyInd
Lobbying Activities	Yes (true)	LobbyingActivitiesInd
Subject To Proxy Tax	false	SubjectToProxyTaxInd
Donor Advised Fund	Yes (true)	DonorAdvisedFundInd
Conservation Easements	false	ConservationEasementsInd
Collections Of Art	Yes (true)	CollectionsOfArtInd
Credit Counseling	false	CreditCounselingInd
Temp Or Permanent Endowments	Yes (true)	TempOrPermanentEndowmentsInd
Report Land Building Equipment	Yes (true)	ReportLandBuildingEquipmentInd
Report Investments Other Sec	false	ReportInvestmentsOtherSecInd
Report Program Related Invst	false	ReportProgramRelatedInvstInd
Report Other Assets	Yes (true)	ReportOtherAssetsInd
Report Other Liabilities	Yes (true)	ReportOtherLiabilitiesInd
Include FIN48 Footnote	Yes (true)	IncludeFIN48FootnoteInd
Independent Audit Fincl Stmt	false	IndependentAuditFinclStmtInd
Consolidated Audit Fincl Stmt	Yes (true)	ConsolidatedAuditFinclStmtInd
School Operating	false	SchoolOperatingInd
Foreign Office	false	ForeignOfficeInd
Foreign Activities	Yes (true)	ForeignActivitiesInd
More Than5000 K To Org	false	MoreThan5000KToOrgInd
More Than5000 K To Individuals	false	MoreThan5000KToIndividualsInd
Professional Fundraising	false	ProfessionalFundraisingInd
Fundraising Activities	Yes (true)	FundraisingActivitiesInd
Gaming Activities	Yes (true)	GamingActivitiesInd
Operate Hospital	Yes (true)	OperateHospitalInd
Audited Financial Stmt Att	Yes (true)	AuditedFinancialStmtAttInd
Grants To Organizations	Yes (true)	GrantsToOrganizationsInd
Grants To Individuals	Yes (true)	GrantsToIndividualsInd
Schedule J Required	Yes (true)	ScheduleJRequiredInd
Tax Exempt Bonds	Yes (true)	TaxExemptBondsInd
Invest Tax Exempt Bonds	Yes (true)	InvestTaxExemptBondsInd
Escrow Account	Yes (true)	EscrowAccountInd
On Behalf Of Issuer	false	OnBehalfOfIssuerInd
Engaged In Excess Benefit Trans	false	EngagedInExcessBenefitTransInd
PY Excess Benefit Trans	false	PYExcessBenefitTransInd
Loan Outstanding	Yes (true)	LoanOutstandingInd
Grant To Related Person	false	GrantToRelatedPersonInd
Business Rln With Org Mem	Yes (true)	BusinessRlnWithOrgMemInd
Business Rln With Fam Mem	Yes (true)	BusinessRlnWithFamMemInd
Business Rln With Officer Ent	Yes (true)	BusinessRlnWithOfficerEntInd
Deductible Non Cash Contri	Yes (true)	DeductibleNonCashContriInd
Deductible Art Contribution	false	DeductibleArtContributionInd
Terminate Operations	false	TerminateOperationsInd
Partial Liquidation	false	PartialLiquidationInd
Disregarded Entity	Yes (true)	DisregardedEntityInd
Related Entity	Yes (true)	RelatedEntityInd
Related Organization Ctrl Ent	Yes (true)	RelatedOrganizationCtrlEntInd
Transaction With Control Ent	Yes (true)	TransactionWithControlEntInd
Trnsfr Exmpt Non Chrtbl Rltd Org	false	TrnsfrExmptNonChrtblRltdOrgInd
Activities Conducted Prtshp	false	ActivitiesConductedPrtshpInd
Schedule O Required	Yes (true)	ScheduleORequiredInd
IRP Document	919	IRPDocumentCnt
IRP Document W2 G	0	IRPDocumentW2GCnt
Backup Wthld Compliance	Yes (true)	BackupWthldComplianceInd
Employee	27179	EmployeeCnt
Employment Tax Returns Filed	Yes (true)	EmploymentTaxReturnsFiledInd
Unrelated Bus Incm Over Limit	Yes (true)	UnrelatedBusIncmOverLimitInd
Form990 T Filed	Yes (true)	Form990TFiledInd
Foreign Financial Account	false	ForeignFinancialAccountInd
Prohibited Tax Shelter Trans	false	ProhibitedTaxShelterTransInd
Taxable Party Notification	false	TaxablePartyNotificationInd
Nondeductible Contributions	false	NondeductibleContributionsInd
Quid Pro Quo Contributions	Yes (true)	QuidProQuoContributionsInd
Quid Pro Quo Contri Discl	Yes (true)	QuidProQuoContriDisclInd
Form8282 Property Disposed Of	false	Form8282PropertyDisposedOfInd
Rcv Fnds To Pay Prsnl Bnft Cntrct	false	RcvFndsToPayPrsnlBnftCntrctInd
Pay Premiums Prsnl Bnft Cntrct	false	PayPremiumsPrsnlBnftCntrctInd
DAF Excess Business Holdings	false	DAFExcessBusinessHoldingsInd
Taxable Distributions	false	TaxableDistributionsInd
Distribution To Donor	false	DistributionToDonorInd
Indoor Tanning Services	false	IndoorTanningServicesInd
Info In Schedule O Part VI	Yes (X)	InfoInScheduleOPartVIInd
Governing Body Voting Members	170	GoverningBodyVotingMembersCnt
Independent Voting Member	147	IndependentVotingMemberCnt
Family Or Business Rln	Yes (true)	FamilyOrBusinessRlnInd
Delegation Of Mgmt Duties	false	DelegationOfMgmtDutiesInd
Change To Org Documents	Yes (true)	ChangeToOrgDocumentsInd
Material Diversion Or Misuse	false	MaterialDiversionOrMisuseInd
Members Or Stockholders	Yes (true)	MembersOrStockholdersInd
Election Of Board Members	Yes (true)	ElectionOfBoardMembersInd
Decisions Subject To Approva	Yes (true)	DecisionsSubjectToApprovaInd
Minutes Of Governing Body	Yes (true)	MinutesOfGoverningBodyInd
Minutes Of Committees	Yes (true)	MinutesOfCommitteesInd
Officer Mailing Address	false	OfficerMailingAddressInd
Local Chapters	false	LocalChaptersInd
Form990 Provided To Gvrn Body	Yes (true)	Form990ProvidedToGvrnBodyInd
Conflict Of Interest Policy	Yes (true)	ConflictOfInterestPolicyInd
Annual Disclosure Covered Prsn	Yes (true)	AnnualDisclosureCoveredPrsnInd
Regular Monitoring Enfrc	Yes (true)	RegularMonitoringEnfrcInd
Whistleblower Policy	Yes (true)	WhistleblowerPolicyInd
Document Retention Policy	Yes (true)	DocumentRetentionPolicyInd
Compensation Process CEO	Yes (true)	CompensationProcessCEOInd
Compensation Process Other	Yes (true)	CompensationProcessOtherInd
Investment In Joint Venture	Yes (true)	InvestmentInJointVentureInd
Written Policy Or Procedure	Yes (true)	WrittenPolicyOrProcedureInd
States Where Copy Of Return Is Fld	IL	StatesWhereCopyOfReturnIsFldCd
Upon Request	Yes (X)	UponRequestInd

Books In Care Of Detail BooksInCareOfDetail

Business Name BusinessName

Field	Value	IRS element (for citing)
Business Name Line1	Robert Gerecke	BusinessNameLine1Txt

Field	Value	IRS element (for citing)
Phone	3129269495	PhoneNum

US Address USAddress

Field	Value	IRS element (for citing)
Address Line1	541 N Fairbanks Rm 1639	AddressLine1Txt
City	Chicago	CityNm
State Abbreviation	IL	StateAbbreviationCd
ZIP	606113309	ZIPCd

Form990 Part VII Section A Form990PartVIISectionAGrp (222 entries)

TitleTitleTxt	Average Hours Per WeekAverageHoursPerWeekRt	Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt	Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd	OfficerOfficerInd	Reportable Comp From OrgReportableCompFromOrgAmt	Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt	Other CompensationOtherCompensationAmt	Highest Compensated EmployeeHighestCompensatedEmployeeInd	Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd
Marvin Barnes
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Tonda Bruch
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
JOHN A CANNING
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Howard B Chrisman MD
See Schedule O	40.0	0	Yes (X)	Yes (X)	$885,896	$0	$58,123
Seamus Collins
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
JULIE L CREAMER
See Schedule O	40.0	0	Yes (X)	Yes (X)	$1,787,557	$0	$165,677
Michael A Cullen
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Kent Dauten
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
James C Dechene
See Schedule O	40.0	0	Yes (X)	Yes (X)	$1,103,926	$0	$42,804
Pamela Duffy
See Schedule O	40.0	0	Yes (X)	Yes (X)	$326,057	$0	$31,952
Erik Englehart MD
See Schedule O	40.0	0	Yes (X)	Yes (X)	$217,037	$0	$44,900
Gary Evans
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Connie Falcone
See Schedule O	40.0	0	Yes (X)	Yes (X)	$0	$0	$0
Stephen Falk
See Schedule O	40.0	0	Yes (X)	Yes (X)	$777,151	$0	$36,428
WILLIAM P FLESCH
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Matthew J Flynn
See Schedule O	29.0	11.0	Yes (X)	Yes (X)	$448,957	$0	$82,686
Richard Franco
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
James Giblin MD
See Schedule O	20.0	20.0	Yes (X)	Yes (X)	$884,491	$0	$132,040
Dean M Harrison
See Schedule O	30.0	10.0	Yes (X)	Yes (X)	$4,734,232	$0	$482,013
Staci Hoste
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Christine Johnson
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
David Juday
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Emily J Kozak
See Schedule O	30.0	10.0	Yes (X)	Yes (X)	$245,939	$0	$42,368
Karen Mason
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Thomas J McAfee
See Schedule O	40.0	0	Yes (X)	Yes (X)	$1,048,011	$0	$279,212
Eric G Neilson MD
See Schedule O	40.0	0	Yes (X)	Yes (X)	$1,017,728	$0	$32,319
John A Orsini
See Schedule O	30.0	10.0	Yes (X)	Yes (X)	$1,221,463	$0	$329,887
HOMI B PATEL
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Kevin P Poorten
See Schedule O	29.0	11.0	Yes (X)	Yes (X)	$1,110,139	$0	$111,447
MK Pritzker
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Maureen A Taus
See Schedule O	20.0	20.0	Yes (X)	Yes (X)	$431,266	$0	$75,109
Glenn F Tilton
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Patrick Towne MD
See Schedule O	40.0	0	Yes (X)	Yes (X)	$575,124	$0	$63,965
Michael Vivoda
See Schedule O	19.0	21.0	Yes (X)	Yes (X)	$1,569,060	$0	$457,463
EDWARD J WEHMER
See Schedule O	5.0	0	Yes (X)	Yes (X)	$0	$0	$0
Shakeel Ahmad MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ANTHONY ALTIMARI MD
See Schedule O	40.0	0	Yes (X)		$694,585	$0	$39,417
Dean Barrett
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Roger L Benson
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Peter Bernick
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Joan Bickner
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Andrew Bluhm
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
John Boies
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
WILLIAM J BRODSKY
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
DAVID BROWN
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Sajit Bux MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Cindy Capek
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
David R Casper
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Dennis S Chookaszian
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Craig T Collins
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
SEAN M CONNOLLY
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Adam Cooper
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Mark Cozzi
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Stephen Crawford
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
KERMIT R CRAWFORD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
PETER D CRIST
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Keating Crown
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
William Cunningham
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Denise Curren
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Brett M Dale
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
William M Daley
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
WILLIAM G DALUGA
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
JOSEPH F DAMICO
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Matthew S Darnall
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Anthony B Davis
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Richard Davis
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Dan DeCanniere
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
PEDRO DEJESUS
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Michael F DeSantiago
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
JOHN H DICK
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Shawn M Donnelly
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Stephen W Elliott
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
John R Ettelson
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Ronald Feldmann MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Michael W Ferro
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Albert M Friedman
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Mark Furlong
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Torsten Gessner
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Lisa M Giles
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
James T Glerum
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Teresa Gobeli
See Schedule O	40.0	0	Yes (X)		$107,587	$0	$32,501
William Goldberg
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
James A Gordon
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ILENE S GORDON
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Trina Gordon McCallister
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Judy Greffin
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Azeem Haleem MD
See Schedule O	40.0	0	Yes (X)		$445,268	$0	$47,450
ROGER T HARRIS
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Brett J Hart
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Sandra L Helton
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Roberto R Herencia
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Mark Hilde
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Adam Hoeflich
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
WILLARD M HUNTER
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Peter S Hurst BDS
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Linda Johnson Rice
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Rick H Kash
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Dennis Keane MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ANTHONY K KESMAN
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
John A Kessler MD
See Schedule O	40.0	0	Yes (X)		$36,459	$0	$31,824
Sushil Keswani
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Ron Klein
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
JAY KLOOSTERBOER
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
CATHERINE KOZIK
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Michael Kulisz Jr DO
See Schedule O	40.0	0	Yes (X)		$744,098	$0	$96,073
William C Kunkler
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Julie Lampert
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Richard H Lenny
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Lawrence F Levy
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Robert A Livingston
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Timothy J Luby
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Dee A Manire
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Joseph D Mansueto
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Thomas Matya
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
J Richard Maybury
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
PATRICK M MCCARTHY MD
See Schedule O	40.0	0	Yes (X)		$1,386,905	$0	$24,916
Richard Melman
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Ricardo Meza
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Becky Milliman
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Karen Mills
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
CHARLES N MILLS
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
LEE M MITCHELL
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Joan W Moore
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Lou Jean Moyer
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
James Murray
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Phebe N Novakovic
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ANDREW OLEKSYN DO
See Schedule O	5.0	0	Yes (X)		$15,000	$0	$0
Amy S Paller MD
See Schedule O	40.0	0	Yes (X)		$397,566	$0	$41,274
Robert J Parkinson Jr
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Rakesh Patel MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
TERRANCE D PEABODY MD
See Schedule O	40.0	0	Yes (X)		$758,475	$0	$38,845
WILLIAM D PEREZ
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Joseph M Persak MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Jane D Pigott
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Leonidas C Plantanias MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
John Podjasek
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ANNE PRAMAGGIORE
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Craig R Pryde
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Andrea Redmond-Ferguson
See Schedule O	4.0	1.0	Yes (X)		$0	$0	$0
LARRY D RICHMAN
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Mary Beth Richmond MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Sue Richter
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
LEONETTA RIZZI
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Douglas Roberts
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Joseph Roberts
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Desiree Rogers
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Manuel Sanchez
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Debbie S Saran
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Ron Saslow
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Muneer A Satter
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Terry Savage
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
John Schmidt MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Marc S Schulman
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Samuel C Scott III
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
RONALD J SEVERINO MD
See Schedule O	40.0	0	Yes (X)		$395,749	$0	$42,204
DEAN P SHOENER MD
See Schedule O	40.0	0	Yes (X)		$602,004	$0	$43,381
Greg Smith
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Scott C Smith
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
NATHANIEL J SOPER MD
See Schedule O	40.0	0	Yes (X)		$796,113	$0	$17,807
MARC STRAUSS
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ALEXANDER D STUART
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Robert J Stucker
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Robert Sullivan
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Shelia G Talton
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
JAY THAKKAR MD
See Schedule O	5.0	0	Yes (X)		$53,128	$0	$0
DONALD L THOMPSON
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Michael Thornton MD
See Schedule O	40.0	0	Yes (X)		$53,475	$0	$0
Edward T Tilly
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
DEAN G TSARWHAS MD
See Schedule O	40.0	0	Yes (X)		$978,959	$0	$47,486
Jason Tyler
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Nicholas J Volpe MD
See Schedule O	40.0	0	Yes (X)		$519,280	$0	$41,535
WILLIAM A VONHOENE
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
FREDERICK H WADDELL
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Jack Wagoner MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Ruth Walker
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Reeve Waud
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
JEFFREY D WAYNE MD
See Schedule O	5.0	0	Yes (X)		$351,224	$0	$40,273
Ann West MD
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Peter Whinfrey
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Forrest Whittaker
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
ABRA PRENTICE WILKIN
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Corinne J Wood
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
JAMES P ZALLIE
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Andrea Zopp
See Schedule O	5.0	0	Yes (X)		$0	$0	$0
Maureen Bryant
See Schedule O	40.0	0		Yes (X)	$760,960	$0	$26,711
Brian J Lemon
See Schedule O	40.0	0		Yes (X)	$982,664	$0	$42,630
Danae K Prousis
See Schedule O	40.0	0		Yes (X)	$755,247	$0	$28,784
Mary Savaiano
See Schedule O	20.0	20.0		Yes (X)	$109,162	$0	$24,534
Kathleen Yosko
See Schedule O	40.0	0		Yes (X)	$433,113	$0	$24,901
Douglas M Young
See Schedule O	40.0	0		Yes (X)	$588,440	$0	$43,348
Aaron Bare MD
See Schedule O	40.0	0			$1,040,874	$0	$45,578	Yes (X)
Michael Lee MD
SEE SCHEDULE O	40.0	0			$1,189,341	$0	$43,232	Yes (X)
Harish Shownkeen MD
See Schedule O	40.0	0			$1,652,832	$0	$41,972	Yes (X)
Regina Stein MD
See Schedule O	40.0	0			$987,929	$0	$43,232	Yes (X)
Claudia Tellez MD
See Schedule O	40.0	0			$1,061,094	$0	$38,589	Yes (X)
James Adams MD
See Schedule O	40.0	0			$897,891	$0	$53,087		Yes (X)
Michael Ankin MD
SEE SCHEDULE O	40.0	0			$493,453	$0	$30,806		Yes (X)
Roger Bell
SEE SCHEDULE O	40.0	0			$599,437	$0	$54,748		Yes (X)
Norman Botsford
SEE SCHEDULE O	0	0			$143,530	$0	$4,581		Yes (X)
Steven Burandt MD
See Schedule O	40.0	0			$282,322	$0	$39,958		Yes (X)
Abraham Chacko
SEE SCHEDULE O	0	0			$129,349	$0	$19,837		Yes (X)
Carl Christensen
See Schedule O	40.0	0			$654,347	$0	$189,653		Yes (X)
Brad Copple
SEE SCHEDULE O	40.0	0			$465,538	$0	$65,761		Yes (X)
Mark Daniels MD
See Schedule O	40.0	0			$476,557	$0	$40,617		Yes (X)
Joseph Dant
SEE SCHEDULE O	40.0	0			$573,108	$0	$25,260		Yes (X)
Loren Foelske
SEE SCHEDULE O	40.0	0			$452,087	$0	$34,973		Yes (X)
Francis Fraher
SEE SCHEDULE O	40.0	0			$326,039	$0	$41,508		Yes (X)
David Hensley
SEE SCHEDULE O	40.0	0			$335,503	$0	$46,415		Yes (X)
John Hubbe
SEE SCHEDULE O	40.0	0			$134,464	$0	$41,146		Yes (X)
Daniel Kinsella
SEE SCHEDULE O	40.0	0			$433,387	$0	$26,516		Yes (X)
Michael Kokott
See Schedule O	40.0	0			$92,761	$0	$14,059		Yes (X)
David Mahvi MD
SEE SCHEDULE O	40.0	0			$515,767	$0	$15,900		Yes (X)
Denise Majeski
SEE SCHEDULE O	40.0	0			$362,498	$0	$27,664		Yes (X)
Dean Manheimer
See Schedule O	40.0	0			$1,234,112	$0	$250,333		Yes (X)
Peter McCanna
See Schedule O	0	0			$10,557,321	$0	$606,679		Yes (X)
Michele McClelland
SEE SCHEDULE O	40.0	0			$304,867	$0	$33,748		Yes (X)
Gary Noskin MD
See Schedule O	40.0	0			$626,897	$0	$67,939		Yes (X)
David Proulx
SEE SCHEDULE O	40.0	0			$178,108	$0	$0		Yes (X)
Elizabeth Rosenberg
See Schedule O	40.0	0			$1,044,857	$0	$283,884		Yes (X)
Marcy Rubic
SEE SCHEDULE O	40.0	0			$146,070	$0	$10,921		Yes (X)
Brian Walsh
See Schedule O	40.0	0			$543,347	$0	$43,399		Yes (X)
Jennifer Wooten Ierardi
See Schedule O	40.0	0			$332,600	$0	$41,690		Yes (X)

Field	Value	IRS element (for citing)
Total Reportable Comp From Org	$58,617,781	TotalReportableCompFromOrgAmt
Tot Reportable Comp Rltd Org	$0	TotReportableCompRltdOrgAmt
Total Other Compensation	$5,567,975	TotalOtherCompensationAmt
Indiv Rcvd Greater Than100 K	2904	IndivRcvdGreaterThan100KCnt
Former Ofcr Employees Listed	Yes (true)	FormerOfcrEmployeesListedInd
Total Comp Greater Than150 K	Yes (true)	TotalCompGreaterThan150KInd
Compensation From Other Srcs	Yes (true)	CompensationFromOtherSrcsInd

Contractor Compensation ContractorCompensationGrp (5 entries)

Address Line1ContractorAddress/USAddress/AddressLine1Txt	CityContractorAddress/USAddress/CityNm	State AbbreviationContractorAddress/USAddress/StateAbbreviationCd	ZIPContractorAddress/USAddress/ZIPCd	ServicesServicesDesc	CompensationCompensationAmt	Address Line2ContractorAddress/USAddress/AddressLine2Txt
TURNER CONSTRUCTION COMPANY
55 E MONROE SUITE 1430	CHICAGO	IL	60603	CONSTRUCTION	$108,562,042
SKENDER CONSTRUCTION
200 W MADISON SUITE 1300	CHICAGO	IL	60606	CONSTRUCTION	$59,652,448
CLUNE CONSTRUCTION COMPANY
10 S RIVERSIDE PLAZA	CHICAGO	IL	60606	CONSTRUCTION	$20,954,413	2200
CB RICHARD ELLIS INC
65 E WACKER PL	CHICAGO	IL	60611	MANAGEMENT	$12,571,487
DELOITTE CONSULTING LLP
111 S WACKER DR	CHICAGO	IL	60606	CONSULTING	$12,552,257

Field	Value	IRS element (for citing)
Cntrct Rcvd Greater Than100 K	250	CntrctRcvdGreaterThan100KCnt
Info In Schedule O Part VIII	Yes (X)	InfoInScheduleOPartVIIIInd
Fundraising	$1,578,146	FundraisingAmt
Government Grants	$4,290,050	GovernmentGrantsAmt
All Other Contributions	$43,859,435	AllOtherContributionsAmt
Noncash Contributions	$950,829	NoncashContributionsAmt
Total Contributions	$49,727,631	TotalContributionsAmt

Program Service Revenue ProgramServiceRevenueGrp (5 entries)

DescDesc	BusinessBusinessCd	Total Revenue ColumnTotalRevenueColumnAmt	Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt	Unrelated Business RevenueUnrelatedBusinessRevenueAmt
NM HSP PATIENT SERV & OTHER REVENUE	621990	$1,823,568,359	$1,820,940,235	$2,628,124
CENTRAL DUPAGE HSP PATNT SERV & OTHER REV	621990	$1,052,655,824	$996,453,919	$56,201,905
NMG PATIENT SERVICES & OTHER REVENUE	621110	$941,587,521	$941,587,521
DELNOR COMM HSP	621990	$331,007,980	$331,007,980
NLF HSP PATNT SERV & OTHER REVENUE	621990	$301,639,413	$301,591,785	$47,628

Total Oth Program Service Rev TotalOthProgramServiceRevGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$502,731,782	TotalRevenueColumnAmt
Related Or Exempt Func Income	$502,661,437	RelatedOrExemptFuncIncomeAmt
Unrelated Business Revenue	$70,345	UnrelatedBusinessRevenueAmt
Exclusion	$0	ExclusionAmt

Field	Value	IRS element (for citing)
Total Program Service Revenue	$4,953,190,879	TotalProgramServiceRevenueAmt

Investment Income InvestmentIncomeGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$10,245,908	TotalRevenueColumnAmt
Unrelated Business Revenue	$3,049,749	UnrelatedBusinessRevenueAmt
Exclusion	$7,196,159	ExclusionAmt

Gross Rents GrossRentsGrp

Field	Value	IRS element (for citing)
Real	$34,163,296	RealAmt

Rental Income Or Loss RentalIncomeOrLossGrp

Field	Value	IRS element (for citing)
Real	$34,163,296	RealAmt
Personal	$0	PersonalAmt

Net Rental Income Or Loss NetRentalIncomeOrLossGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$34,163,296	TotalRevenueColumnAmt
Unrelated Business Revenue	$1,676,370	UnrelatedBusinessRevenueAmt
Exclusion	$32,486,926	ExclusionAmt

Gross Amount Sales Assets GrossAmountSalesAssetsGrp

Field	Value	IRS element (for citing)
Securities	$18,512	SecuritiesAmt
Other	$111,557	OtherAmt

Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp

Field	Value	IRS element (for citing)
Securities	$18,113	SecuritiesAmt

Gain Or Loss GainOrLossGrp

Field	Value	IRS element (for citing)
Securities	$399	SecuritiesAmt
Other	$111,557	OtherAmt

Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$111,956	TotalRevenueColumnAmt
Exclusion	$111,956	ExclusionAmt

Field	Value	IRS element (for citing)
Fundraising Gross Income	$922,066	FundraisingGrossIncomeAmt
Contri Rpt Fundraising Event	$1,578,146	ContriRptFundraisingEventAmt
Fundraising Direct Expenses	$783,975	FundraisingDirectExpensesAmt

Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$138,091	TotalRevenueColumnAmt
Exclusion	$138,091	ExclusionAmt

Field	Value	IRS element (for citing)
Gaming Gross Income	$21,725	GamingGrossIncomeAmt
Gaming Direct Expenses	$2,500	GamingDirectExpensesAmt

Net Income From Gaming NetIncomeFromGamingGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$19,225	TotalRevenueColumnAmt
Exclusion	$19,225	ExclusionAmt

Field	Value	IRS element (for citing)
Gross Sales Of Inventory	$941,991	GrossSalesOfInventoryAmt
Cost Of Goods Sold	$112,741	CostOfGoodsSoldAmt

Net Income Or Loss NetIncomeOrLossGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$829,250	TotalRevenueColumnAmt
Exclusion	$829,250	ExclusionAmt

Other Revenue Misc OtherRevenueMiscGrp (3 entries)

DescDesc	BusinessBusinessCd	Total Revenue ColumnTotalRevenueColumnAmt	Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt	Unrelated Business RevenueUnrelatedBusinessRevenueAmt
PROFESSIONAL SERVICE FEES	561000	$10,459,186	$10,458,937	$249
PARKING REVENUE	812930	$10,241,269	$8,263,070	$1,978,199
PROFESSIONAL SERVICES TO AFFILIATES	561000	$1,122,856	$1,122,856

Miscellaneous Revenue MiscellaneousRevenueGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$1,930,903	TotalRevenueColumnAmt
Related Or Exempt Func Income	$1,355,597	RelatedOrExemptFuncIncomeAmt
Unrelated Business Revenue	$575,306	UnrelatedBusinessRevenueAmt
Exclusion	$0	ExclusionAmt

Field	Value	IRS element (for citing)
Other Revenue Total	$23,754,214	OtherRevenueTotalAmt

Total Revenue TotalRevenueGrp

Field	Value	IRS element (for citing)
Total Revenue Column	$5,072,180,450	TotalRevenueColumnAmt
Related Or Exempt Func Income	$4,915,443,337	RelatedOrExemptFuncIncomeAmt
Unrelated Business Revenue	$66,227,875	UnrelatedBusinessRevenueAmt
Exclusion	$40,781,607	ExclusionAmt

Grants To Domestic Orgs GrantsToDomesticOrgsGrp

Field	Value	IRS element (for citing)
Total	$20,037,961	TotalAmt
Program Services	$20,037,961	ProgramServicesAmt

Grants To Domestic Individuals GrantsToDomesticIndividualsGrp

Field	Value	IRS element (for citing)
Total	$383,817	TotalAmt
Program Services	$383,817	ProgramServicesAmt

Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp

Field	Value	IRS element (for citing)
Total	$31,668,872	TotalAmt
Program Services	$29,371,372	ProgramServicesAmt
Management And General	$2,210,743	ManagementAndGeneralAmt
Fundraising	$86,757	FundraisingAmt

Comp Disqual Persons CompDisqualPersonsGrp

Field	Value	IRS element (for citing)
Total	$26,897,541	TotalAmt
Program Services	$24,946,189	ProgramServicesAmt
Management And General	$1,877,666	ManagementAndGeneralAmt
Fundraising	$73,686	FundraisingAmt

Other Salaries And Wages OtherSalariesAndWagesGrp

Field	Value	IRS element (for citing)
Total	$1,609,263,192	TotalAmt
Program Services	$1,492,515,053	ProgramServicesAmt
Management And General	$112,339,610	ManagementAndGeneralAmt
Fundraising	$4,408,529	FundraisingAmt

Other Employee Benefits OtherEmployeeBenefitsGrp

Field	Value	IRS element (for citing)
Total	$238,106,548	TotalAmt
Program Services	$210,339,049	ProgramServicesAmt
Management And General	$26,468,623	ManagementAndGeneralAmt
Fundraising	$1,298,876	FundraisingAmt

Payroll Taxes PayrollTaxesGrp

Field	Value	IRS element (for citing)
Total	$101,894,454	TotalAmt
Program Services	$92,126,525	ProgramServicesAmt
Management And General	$9,595,199	ManagementAndGeneralAmt
Fundraising	$172,730	FundraisingAmt

Fees For Services Management FeesForServicesManagementGrp

Field	Value	IRS element (for citing)
Total	$680,975,367	TotalAmt
Management And General	$680,975,367	ManagementAndGeneralAmt

Fees For Services Legal FeesForServicesLegalGrp

Field	Value	IRS element (for citing)
Total	$23,828	TotalAmt
Management And General	$23,828	ManagementAndGeneralAmt

Fees For Services Accounting FeesForServicesAccountingGrp

Field	Value	IRS element (for citing)
Total	$1,788,883	TotalAmt
Management And General	$1,788,883	ManagementAndGeneralAmt

Fees For Services Lobbying FeesForServicesLobbyingGrp

Field	Value	IRS element (for citing)
Total	$394,401	TotalAmt
Program Services	$394,401	ProgramServicesAmt

Fees For Services Other FeesForServicesOtherGrp

Field	Value	IRS element (for citing)
Total	$234,360,471	TotalAmt
Program Services	$128,267,546	ProgramServicesAmt
Management And General	$97,330,386	ManagementAndGeneralAmt
Fundraising	$8,762,539	FundraisingAmt

Advertising AdvertisingGrp

Field	Value	IRS element (for citing)
Total	$2,718,131	TotalAmt
Program Services	$287,991	ProgramServicesAmt
Management And General	$2,326,873	ManagementAndGeneralAmt
Fundraising	$103,267	FundraisingAmt

Office Expenses OfficeExpensesGrp

Field	Value	IRS element (for citing)
Total	$39,945,995	TotalAmt
Program Services	$31,955,452	ProgramServicesAmt
Management And General	$7,712,627	ManagementAndGeneralAmt
Fundraising	$277,916	FundraisingAmt

Information Technology InformationTechnologyGrp

Field	Value	IRS element (for citing)
Total	$9,029,511	TotalAmt
Program Services	$2,325,755	ProgramServicesAmt
Management And General	$6,690,485	ManagementAndGeneralAmt
Fundraising	$13,271	FundraisingAmt

Occupancy OccupancyGrp

Field	Value	IRS element (for citing)
Total	$189,948,587	TotalAmt
Program Services	$109,803,100	ProgramServicesAmt
Management And General	$79,632,606	ManagementAndGeneralAmt
Fundraising	$512,881	FundraisingAmt

Travel TravelGrp

Field	Value	IRS element (for citing)
Total	$4,496,601	TotalAmt
Program Services	$3,418,703	ProgramServicesAmt
Management And General	$991,659	ManagementAndGeneralAmt
Fundraising	$86,239	FundraisingAmt

Conferences Meetings ConferencesMeetingsGrp

Field	Value	IRS element (for citing)
Total	$5,727,510	TotalAmt
Program Services	$1,570,382	ProgramServicesAmt
Management And General	$3,319,757	ManagementAndGeneralAmt
Fundraising	$837,371	FundraisingAmt

Interest InterestGrp

Field	Value	IRS element (for citing)
Total	$45,675,615	TotalAmt
Program Services	$45,656,566	ProgramServicesAmt
Management And General	$19,049	ManagementAndGeneralAmt

Depreciation Depletion DepreciationDepletionGrp

Field	Value	IRS element (for citing)
Total	$218,749,332	TotalAmt
Program Services	$209,362,463	ProgramServicesAmt
Management And General	$9,351,232	ManagementAndGeneralAmt
Fundraising	$35,637	FundraisingAmt

Insurance InsuranceGrp

Field	Value	IRS element (for citing)
Total	$98,860,207	TotalAmt
Program Services	$94,031,886	ProgramServicesAmt
Management And General	$4,812,995	ManagementAndGeneralAmt
Fundraising	$15,326	FundraisingAmt

Other Expenses OtherExpensesGrp (4 entries)

DescDesc	TotalTotalAmt	Program ServicesProgramServicesAmt	Management And GeneralManagementAndGeneralAmt	FundraisingFundraisingAmt
MEDICAL SUPPLIES	$834,272,428	$832,675,300	$1,359,846	$237,282
MEDICAID TAX	$103,362,468	$103,362,468
BAD DEBT	$193,704,977	$193,634,219	$35,005	$35,753
INCOME TAXES	$12,127,013	$12,127,013

All Other Expenses AllOtherExpensesGrp

Field	Value	IRS element (for citing)
Total	$22,336,451	TotalAmt
Program Services	$17,424,378	ProgramServicesAmt
Management And General	$4,566,508	ManagementAndGeneralAmt
Fundraising	$345,565	FundraisingAmt

Total Functional Expenses TotalFunctionalExpensesGrp

Field	Value	IRS element (for citing)
Total	$4,726,750,161	TotalAmt
Program Services	$3,656,017,589	ProgramServicesAmt
Management And General	$1,053,428,947	ManagementAndGeneralAmt
Fundraising	$17,303,625	FundraisingAmt

Savings And Temp Cash Invst SavingsAndTempCashInvstGrp

Field	Value	IRS element (for citing)
BOY	$269,916,986	BOYAmt
EOY	$538,558,196	EOYAmt

Pledges And Grants Receivable PledgesAndGrantsReceivableGrp

Field	Value	IRS element (for citing)
BOY	$40,901,615	BOYAmt
EOY	$44,466,856	EOYAmt

Accounts Receivable AccountsReceivableGrp

Field	Value	IRS element (for citing)
BOY	$582,052,772	BOYAmt
EOY	$698,751,574	EOYAmt

Receivables From Officers Etc ReceivablesFromOfficersEtcGrp

Field	Value	IRS element (for citing)
EOY	$0	EOYAmt

Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt
EOY	$0	EOYAmt

Inventories For Sale Or Use InventoriesForSaleOrUseGrp

Field	Value	IRS element (for citing)
BOY	$59,997,783	BOYAmt
EOY	$64,241,358	EOYAmt

Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp

Field	Value	IRS element (for citing)
BOY	$60,343,035	BOYAmt
EOY	$133,944,498	EOYAmt

Field	Value	IRS element (for citing)
Land Bldg Equip Cost Or Other Bss	$4,828,741,165	LandBldgEquipCostOrOtherBssAmt
Land Bldg Equip Accum Deprec	$1,748,391,096	LandBldgEquipAccumDeprecAmt

Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp

Field	Value	IRS element (for citing)
BOY	$2,937,129,164	BOYAmt
EOY	$3,080,350,069	EOYAmt

Investments Other Securities InvestmentsOtherSecuritiesGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt

Investments Program Related InvestmentsProgramRelatedGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt
EOY	$48,206,263	EOYAmt

Intangible Assets IntangibleAssetsGrp

Field	Value	IRS element (for citing)
BOY	$9,898,487	BOYAmt
EOY	$5,824,818	EOYAmt

Other Assets Total OtherAssetsTotalGrp

Field	Value	IRS element (for citing)
BOY	$5,562,008,559	BOYAmt
EOY	$5,380,394,785	EOYAmt

Total Assets TotalAssetsGrp

Field	Value	IRS element (for citing)
BOY	$9,522,248,401	BOYAmt
EOY	$9,994,738,417	EOYAmt

Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp

Field	Value	IRS element (for citing)
BOY	$509,641,384	BOYAmt
EOY	$670,208,042	EOYAmt

Grants Payable GrantsPayableGrp

Field	Value	IRS element (for citing)
BOY	$116,664,216	BOYAmt
EOY	$93,025,335	EOYAmt

Deferred Revenue DeferredRevenueGrp

Field	Value	IRS element (for citing)
BOY	$1,780,222	BOYAmt
EOY	$1,616,526	EOYAmt

Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp

Field	Value	IRS element (for citing)
BOY	$1,425,090,217	BOYAmt
EOY	$1,249,724,261	EOYAmt

Loans From Officers Directors LoansFromOfficersDirectorsGrp

Field	Value	IRS element (for citing)
BOY	$0	BOYAmt
EOY	$0	EOYAmt

Other Liabilities OtherLiabilitiesGrp

Field	Value	IRS element (for citing)
BOY	$1,641,904,718	BOYAmt
EOY	$1,629,917,259	EOYAmt

Total Liabilities TotalLiabilitiesGrp

Field	Value	IRS element (for citing)
BOY	$3,695,080,757	BOYAmt
EOY	$3,644,491,423	EOYAmt

Field	Value	IRS element (for citing)
Organization Follows SFAS117	Yes (X)	OrganizationFollowsSFAS117Ind

Unrestricted Net Assets UnrestrictedNetAssetsGrp

Field	Value	IRS element (for citing)
BOY	$5,455,901,952	BOYAmt
EOY	$5,953,867,985	EOYAmt

Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp

Field	Value	IRS element (for citing)
BOY	$209,355,178	BOYAmt
EOY	$221,299,054	EOYAmt

Permanently Rstr Net Assets PermanentlyRstrNetAssetsGrp

Field	Value	IRS element (for citing)
BOY	$161,910,514	BOYAmt
EOY	$175,079,955	EOYAmt

Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp

Field	Value	IRS element (for citing)
BOY	$5,827,167,644	BOYAmt
EOY	$6,350,246,994	EOYAmt

Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp

Field	Value	IRS element (for citing)
BOY	$9,522,248,401	BOYAmt
EOY	$9,994,738,417	EOYAmt

Field	Value	IRS element (for citing)
Info In Schedule O Part XI	Yes (X)	InfoInScheduleOPartXIInd
Reconcilation Revenue Expnss	$345,430,289	ReconcilationRevenueExpnssAmt
Net Unrlzd Gains Losses Invst	$29,142,195	NetUnrlzdGainsLossesInvstAmt
Other Changes In Net Assets	$148,506,866	OtherChangesInNetAssetsAmt
Method Of Accounting Accrual	Yes (X)	MethodOfAccountingAccrualInd
Accountant Compile Or Review	false	AccountantCompileOrReviewInd
FS Audited	Yes (true)	FSAuditedInd

FS Audited Basis FSAuditedBasisGrp

Field	Value	IRS element (for citing)
Consolidated Basis Fincl Stmt	Yes (X)	ConsolidatedBasisFinclStmtInd

Field	Value	IRS element (for citing)
Audit Committee	Yes (true)	AuditCommitteeInd
Federal Grant Audit Required	Yes (true)	FederalGrantAuditRequiredInd
Federal Grant Audit Performed	Yes (true)	FederalGrantAuditPerformedInd

Schedule A IRS990ScheduleA

Field	Value	IRS element (for citing)
Hospital	Yes (X)	HospitalInd
Supported Organizations	20	SupportedOrganizationsCnt

Supported Org Information SupportedOrgInformationGrp (20 entries)

EINEIN	Organization TypeOrganizationTypeCd	Governing Document ListedGoverningDocumentListedInd	SupportSupportAmt	Other SupportOtherSupportAmt
CENTRAL DUPAGE HOSPITAL ASSOCIATION
362513909	3	false	$0	$0
DELNOR-COMMUNITY HOSPITAL
363484281	3	false	$0	$0
KISHWAUKEE COMMUNITY HOSPITAL
237087041	3	false	$0	$0
VALLEY WEST COMMUNITY HOSPITAL
364244337	3	false	$0	$0
KISHHEALTH FOUNDATION
363649077	7	false	$0	$0
DEKALB BEHAVIORAL HEALTH FOUNDATION INC
474579189	3	false	$0	$0
DEKALB COUNTY HOSPICE
363164329	9	false	$0	$0
KISHHEALTH SYSTEM HOME CARE
371703513	3	false	$0	$0
KISHWAUKEE PHYSICIAN GROUP
651293967	3	false	$0	$0
CENTER FOR FAMILY HEALTH-MALTA
800869393	3	false	$0	$0
MARIANJOY REHABILITATION HOSPITAL & CLINICS INC
362680776	3	false	$0	$0
REHABILITATION MEDICINE CLINIC INC
363236791	3	false	$0	$0
MARIANJOY FOUNDATION INC
352165613	7	false	$0	$0
NORTHWESTERN MEDICAL FACULTY FOUNDATION
363097297	9	Yes (true)	$0	$0
NORTHWESTERN MEMORIAL HEALTHCARE
363152959	3	Yes (true)	$0	$0
NORTHWESTERN MEMORIAL HOSPITAL
370960170	3	Yes (true)	$0	$0
NORTHWESTERN LAKE FOREST HOSPITAL
362179779	3	Yes (true)	$0	$0
LAKE FOREST HEALTH & FITNESS INSTITUTE
363835030	9	false	$0	$0
NORTHWESTERN MEMORIAL FOUNDATION
363155315	7	false	$0	$0
CENTRAL DUPAGE PHYSICIAN GROUP
363149833	9	false	$0	$0

Field	Value	IRS element (for citing)
Supported Organizations Total	20	SupportedOrganizationsTotalCnt
Support Sum	$0	SupportSumAmt
Other Support Sum	$0	OtherSupportSumAmt

Gifts Grants Contri Rcvd170 GiftsGrantsContriRcvd170Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$39,393,206	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$23,749,768	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$25,212,380	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$28,919,061	CurrentTaxYearMinus1YearAmt
Current Tax Year	$48,893,913	CurrentTaxYearAmt
Total	$166,168,328	TotalAmt

Tax Rev Levied Orgnztnl Bnft170 TaxRevLeviedOrgnztnlBnft170Grp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Govt Furn Srvc Fclts Vl170 GovtFurnSrvcFcltsVl170Grp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Total Calendar Year170 TotalCalendarYear170Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$39,393,206	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$23,749,768	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$25,212,380	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$28,919,061	CurrentTaxYearMinus1YearAmt
Current Tax Year	$48,893,913	CurrentTaxYearAmt
Total	$166,168,328	TotalAmt

Field	Value	IRS element (for citing)
Substantial Contributors Tot	$6,844,764	SubstantialContributorsTotAmt
Public Support Total170	$159,323,564	PublicSupportTotal170Amt

Gross Investment Income170 GrossInvestmentIncome170Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$22,761,848	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$20,017,161	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$17,722,673	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$20,397,994	CurrentTaxYearMinus1YearAmt
Current Tax Year	$12,141,681	CurrentTaxYearAmt
Total	$93,041,357	TotalAmt

Unrelated Business Net Incm170 UnrelatedBusinessNetIncm170Grp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Other Income170 OtherIncome170Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$24,150	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$27,950	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$0	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$0	CurrentTaxYearMinus1YearAmt
Current Tax Year	$0	CurrentTaxYearAmt
Total	$52,100	TotalAmt

Field	Value	IRS element (for citing)
Total Support	$259,261,785	TotalSupportAmt
Gross Receipts Rltd Activities	$22,156,275	GrossReceiptsRltdActivitiesAmt
Public Support CY170	0.6145	PublicSupportCY170Pct
Public Support PY170	0.5864	PublicSupportPY170Pct
Thirty Thr Pct Suprt Tests CY170	Yes (X)	ThirtyThrPctSuprtTestsCY170Ind

Gifts Grants Contris Rcvd509 GiftsGrantsContrisRcvd509Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$59,881,795	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$12,357,394	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$8,129,452	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$5,938,157	CurrentTaxYearMinus1YearAmt
Current Tax Year	$5,565,947	CurrentTaxYearAmt
Total	$91,872,745	TotalAmt

Gross Receipts Admissions GrossReceiptsAdmissionsGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$738,912,573	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$839,493,483	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$787,115,693	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$1,054,631,080	CurrentTaxYearMinus1YearAmt
Current Tax Year	$1,098,936,793	CurrentTaxYearAmt
Total	$4,519,089,622	TotalAmt

Gross Receipts Non Unrlt Bus GrossReceiptsNonUnrltBusGrp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Tax Rev Levied Orgnztnl Bnft509 TaxRevLeviedOrgnztnlBnft509Grp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Govt Furn Srvc Fclts Vl509 GovtFurnSrvcFcltsVl509Grp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Total509 Total509Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$798,794,368	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$851,850,877	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$795,245,145	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$1,060,569,237	CurrentTaxYearMinus1YearAmt
Current Tax Year	$1,104,502,740	CurrentTaxYearAmt
Total	$4,610,962,367	TotalAmt

Amounts Rcvd Dsqlfy Person AmountsRcvdDsqlfyPersonGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$0	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$0	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$0	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$0	CurrentTaxYearMinus1YearAmt
Current Tax Year	$0	CurrentTaxYearAmt
Total	$0	TotalAmt

Substantial Contributors Amt SubstantialContributorsAmtGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$0	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$0	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$0	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$0	CurrentTaxYearMinus1YearAmt
Current Tax Year	$0	CurrentTaxYearAmt
Total	$0	TotalAmt

Subst And Dsqlfy Prsns Tot SubstAndDsqlfyPrsnsTotGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$0	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$0	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$0	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$0	CurrentTaxYearMinus1YearAmt
Current Tax Year	$0	CurrentTaxYearAmt
Total	$0	TotalAmt

Field	Value	IRS element (for citing)
Public Support Total509	$4,610,962,367	PublicSupportTotal509Amt

Gross Investment Income509 GrossInvestmentIncome509Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$1,023,562	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$11,247,540	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$319,784	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$5,530,886	CurrentTaxYearMinus1YearAmt
Current Tax Year	$589,616	CurrentTaxYearAmt
Total	$18,711,388	TotalAmt

Post1975 UBTI Post1975UBTIGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$1,711,856	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$1,475,155	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$1,144,227	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$999,307	CurrentTaxYearMinus1YearAmt
Current Tax Year	$1,463,994	CurrentTaxYearAmt
Total	$6,794,539	TotalAmt

Investment Income And UBTI InvestmentIncomeAndUBTIGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$2,735,418	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$12,722,695	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$1,464,011	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$6,530,193	CurrentTaxYearMinus1YearAmt
Current Tax Year	$2,053,610	CurrentTaxYearAmt
Total	$25,505,927	TotalAmt

Net Income From Other UBI NetIncomeFromOtherUBIGrp

Field	Value	IRS element (for citing)
Total	$0	TotalAmt

Other Income509 OtherIncome509Grp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$2,058,512	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$2,970,792	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$484,250	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$8,028,253	CurrentTaxYearMinus1YearAmt
Current Tax Year	$40,911,309	CurrentTaxYearAmt
Total	$54,453,116	TotalAmt

Total Support Calendar Year TotalSupportCalendarYearGrp

Field	Value	IRS element (for citing)
Current Tax Year Minus4 Years	$803,588,298	CurrentTaxYearMinus4YearsAmt
Current Tax Year Minus3 Years	$867,544,364	CurrentTaxYearMinus3YearsAmt
Current Tax Year Minus2 Years	$797,193,406	CurrentTaxYearMinus2YearsAmt
Current Tax Year Minus1 Year	$1,075,127,683	CurrentTaxYearMinus1YearAmt
Current Tax Year	$1,147,467,659	CurrentTaxYearAmt
Total	$4,690,921,410	TotalAmt

Field	Value	IRS element (for citing)
Public Support CY509	0.9830	PublicSupportCY509Pct
Public Support PY509	0.9973	PublicSupportPY509Pct
Investment Income CY	0.0054	InvestmentIncomeCYPct
Investment Income PY	0.0047	InvestmentIncomePYPct
Thirty Thr Pct Suprt Tests CY509	Yes (X)	ThirtyThrPctSuprtTestsCY509Ind

Form990 Sch A Supporting Org Form990SchASupportingOrgGrp

Field	Value	IRS element (for citing)
Listed By Name Governing Doc	false	ListedByNameGoverningDocInd
Suprt Org No IRS Determination	false	SuprtOrgNoIRSDeterminationInd
Supported Org Section C456	false	SupportedOrgSectionC456Ind
Supported Org Not Organized US	false	SupportedOrgNotOrganizedUSInd
Organization Change Suprt Org	false	OrganizationChangeSuprtOrgInd
Support Non Supported Org	false	SupportNonSupportedOrgInd
Payment Substantial Contribtr	false	PaymentSubstantialContribtrInd
Loan Disqualified Person	false	LoanDisqualifiedPersonInd
Controlled Disqualified Prsn	false	ControlledDisqualifiedPrsnInd
Disqualified Prsn Controll Int	false	DisqualifiedPrsnControllIntInd
Disqualified Prsn Ownr Int	false	DisqualifiedPrsnOwnrIntInd
Excess Business Holdings Rules	false	ExcessBusinessHoldingsRulesInd
Contribution Controller	false	ContributionControllerInd
Contribution Family	false	ContributionFamilyInd
Contribution35 Controlled	false	Contribution35ControlledInd

Form990 Sch A Type1 Suprt Org Form990SchAType1SuprtOrgGrp

Field	Value	IRS element (for citing)
Power Appoint Majority Dir Trst	Yes (true)	PowerAppointMajorityDirTrstInd
Operate Benefit Non Suprt Org	Yes (true)	OperateBenefitNonSuprtOrgInd

Field	Value	IRS element (for citing)
Majority Dir Trst Supported Org	Yes (true)	MajorityDirTrstSupportedOrgInd

Distributable Amount DistributableAmountGrp

Field	Value	IRS element (for citing)
CY Adj Net Income Distributable	$0	CYAdjNetIncomeDistributableAmt
CY Pct85 Adjusted Net Income	$0	CYPct85AdjustedNetIncomeAmt
CY Total Min Ast Distributable	$0	CYTotalMinAstDistributableAmt
CY Greater Adjusted Minimum	$0	CYGreaterAdjustedMinimumAmt
CY Income Tax Imposed PY	$0	CYIncomeTaxImposedPYAmt
CY Distributable As Adjusted	$0	CYDistributableAsAdjustedAmt

Form990 Schedule A Part VI Form990ScheduleAPartVIGrp (6 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule A, Part I PUBLIC CHARITY STATUS	THIS SCHEDULE A IS BEING FILED ON BEHALF OF A GROUP EXEMPTION AND INCLUDES MULTIPLE ENTITIES. THEY ARE GROUPED AS FOLLOWS: THE PRIMARY RESPONSE FOR SCHEDULE A REPRESENTS THOSE ORGANIZATIONS LISTED AS TYPE 3, HOSPITALS OR COOPERATIVE HOSPITAL SERVICE ORGANIZATIONS AS DESCRIBED IN SECTION 170(B)(1)(A)(III). - NORTHWESTERN MEMORIAL HEALTHCARE GROUP - CENTER FOR FAMILY HEALTH-MALTA - CENTRAL DUPAGE HOSPITAL ASSOCIATION - DEKALB BEHAVIORAL HEALTH FOUNDATION, INC. - DELNOR-COMMUNITY HOSPITAL - KISHHEALTH SYSTEM HOMECARE - KISHWAUKEE COMMUNITY HOSPITAL - KISHWAUKEE PHYSICIAN GROUP, INC. - MARIANJOY REHABILITATION HOSPITAL & CLINICS, INC. - NORTHWESTERN LAKE FOREST HOSPITAL - NORTHWESTERN MEMORIAL HOSPITAL - REHABILITATION MEDICINE CLINIC, INC. - VALLEY WEST COMMUNITY HOSPITAL THE FOLLOWING ORGANIZATIONS ARE GROUPED AS TYPE 7, ORGANIZATIONS THAT NORMALLY RECEIVE A SUBSTANTIAL PART OF THEIR SUPPORT FROM A GOVERNMENTAL UNIT OR FROM THE GENERAL PUBLIC DESCRIBED IN SECTION 170(B)(1)(A)(VI). - NORTHWESTERN MEMORIAL FOUNDATION - KISHHEALTH FOUNDATION - MARIANJOY FOUNDATION, INC. THEY ARE REPRESENTED IN TOTAL BY PART II OF THE SCHEDULE A. THE FOLLOWING ORGANIZATIONS ARE GROUPED AS TYPE 10, ORGANIZATIONS THAT NORMALLY RECEIVE: (1) MORE THAN 33 1/3% OF THEIR SUPPORT FROM CONTRIBUTIONS, MEMBERSHIP FEES, AND GROSS RECEIPTS FROM ACTIVITIES RELATED TO THEIR EXEMPT FUNCTIONS-SUBJECT TO CERTAIN EXCEPTIONS, AND (2) NO MORE THAN 33 1/3% OF THEIR SUPPORT FROM GROSS INVESTMENT INCOME AND UNRELATED BUSINESS TAXABLE INCOME (LESS SECTION 511 TAX) FROM BUSINESSES ACQUIRED BY THE ORGANIZATIONS AFTER JUNE 30, 1975. SEE SECTION 509(A)(2). - LAKE FOREST HEALTH & FITNESS INSTITUTE - NORTHWESTERN MEDICAL FACULTY FOUNDATION (NMG) - CENTRAL DUPAGE PHYSICIAN GROUP - DEKALB COUNTY HOSPICE, INC. THEY ARE REPRESENTED IN TOTAL BY PART III OF THE SCHEDULE A. TYPE I SUPPORTING ORGANIZATIONS UNDER SECTION 509(A)(3) INCLUDE: - NORTHWESTERN FOUNDATION FOR RESEARCH AND EDUCATION (NMS) TYPE II SUPPORTING ORGANIZATIONS UNDER SECTION 509(A)(3) INCLUDE: - CDH-DELNOR HEALTH SYSTEM - KISHHEALTH SYSTEM - MARIANJOY, INC. - MARIANJOY REHABILITATION CENTER AUXILIARY
Schedule A, Part I, Line 12g(v) AMOUNT OF MONETARY AND OTHER SUPPORT TO SUPPORTED ORGANIZATIONS	THE ORGANIZATION DOES NOT BREAK OUT THE SPECIFIC MONETARY VALUE OF THE SUPPORT PROVIDED TO EACH ENTITY, AS THE ORGANIZATION EXISTS SOLELY TO SUPPORT THE MISSION AND OPERATIONS OF ITS SUPPORTED ORGANIZATIONS AND THEIR AFFILIATES, WHICH ARE ALL PART OF THE SAME INTEGRATED HEALTH CARE SYSTEM. AS A RESULT, ALL OF ITS ACTIVITIES AND EXPENSES DIRECTLY OR INDIRECTLY SUPPORT ITS SUPPORTED ORGANIZATIONS.
Schedule A, Part IV, Section A, Line 1	ALL SUPPORTED ORGANIZATIONS OF THE TYPE II SUPPORTING ORGANIZATIONS ARE DESIGNATED BY CLASS IN THE RESPECTIVE ARTICLES OF INCORPORATION, WHICH STATE THAT THE CORPORATION'S PURPOSES SHALL BE LIMITED TO OPERATING EXCLUSIVELY FOR THE BENEFIT OF, TO PERFORM THE FUNCTIONS OF, OR THE CARRY OUT THE PURPOSES OF THOSE ENTITIES DIRECTLY OR INDIRECTLY CONTROLLED BY NORTHWESTERN MEMORIAL HEALTHCARE, PROVIDED THAT SUCH ORGANIZATIONS ARE EXEMPT FROM TAX UNDER SECTION 501(A) OF THE CODE AS ORGANIZATIONS DESCRIBED IN SECTION 501(C)(3) OF THE CODE AND ARE CLASSIFIED AS OTHER THAN PRIVATE FOUNDATIONS UNDER SECTION 509(A)(1) OR SECTION 509(A)(2) OF THE CODE (COLLECTIVELY, THE "SUPPORTED ORGANIZATIONS"). THE SUPPORTED ORGANIZATIONS LISTED IN THIS SCHEDULE ARE THOSE ORGANIZATIONS WHICH THE SUPPORTING ORGANIZATIONS HAVE HISTORICALLY AND CONTINUALLY SUPPORTED WITHIN THE NORTHWESTERN MEMORIAL HEALTHCARE SYSTEM.
Schedule A, Part IV, Section B, Line 2 Benefit Of Supp. Org. Other Than The One Operating The Org.	NORTHWESTERN FOUNDATION FOR RESEARCH & EDUCATION'S BOARD OF DIRECTORS IS APPOINTED BY NORTHWESTERN MEDICAL FACULTY FOUNDATION, PURSUANT TO CRITERIA ESTABLISHED BY NORTHWESTERN MEMORIAL HEALTHCARE, THE SOLE MEMBER OF THE REMAINING SUPPORTED ORGANIZATIONS LISTED IN THIS SCHEDULE A, PART I, LINE 12G. THE ORGANIZATION PROVIDES SUPPORT TO ALL OF ITS SUPPORTED ORGANIZATIONS, WHICH OPERATE FOR THE BENEFIT AND TO CARRY OUT THE MISSION OF THE INTEGRATED HEALTH CARE SYSTEM.
Schedule A, Part III, Line 12 Other Income	DESCRIPTION - SHARED SERVICES, COLUMN A - 2058512.0, COLUMN B - 2970792.0, COLUMN C - 484250.0, COLUMN D - 8028253.0, COLUMN E - 40911309.0, COLUMN F - 54453116.0;
Schedule A, Part II, Line 10 Other Income	DESCRIPTION - , COLUMN A - 24150.0, COLUMN B - 27950.0, COLUMN C - , COLUMN D - , COLUMN E - , COLUMN F - 52100.0;

Schedule B IRS990ScheduleB

Contributor Information ContributorInformationGrp

Field	Value	IRS element (for citing)
Contributor	RESTRICTED	ContributorNum

Contributor Business Name ContributorBusinessName

Field	Value	IRS element (for citing)
Business Name Line1	RESTRICTED	BusinessNameLine1

Contributor US Address ContributorUSAddress

Field	Value	IRS element (for citing)
Address Line1	RESTRICTED	AddressLine1
Address Line2	RESTRICTED	AddressLine2
City	RESTRICTED	City
State	RESTRICTED	State
ZIP Code	RESTRICTED	ZIPCode

Field	Value	IRS element (for citing)
Total Contributions	RESTRICTED	TotalContributionsAmt

Schedule C IRS990ScheduleC

Field	Value	IRS element (for citing)
Organization Belongs Afflt Grp	Yes (X)	OrganizationBelongsAffltGrpInd

Total Grassroots Lobbying TotalGrassrootsLobbyingGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$0	FilingOrganizationsTotalAmt
Affiliated Group Total	$0	AffiliatedGroupTotalAmt

Total Direct Lobbying TotalDirectLobbyingGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$304,601	FilingOrganizationsTotalAmt
Affiliated Group Total	$394,401	AffiliatedGroupTotalAmt

Total Lobbying Expend TotalLobbyingExpendGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$304,601	FilingOrganizationsTotalAmt
Affiliated Group Total	$394,401	AffiliatedGroupTotalAmt

Other Exempt Purpose Expend OtherExemptPurposeExpendGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$4,726,445,560	FilingOrganizationsTotalAmt
Affiliated Group Total	$5,474,438,150	AffiliatedGroupTotalAmt

Total Exempt Purpose Expend TotalExemptPurposeExpendGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$4,726,750,161	FilingOrganizationsTotalAmt
Affiliated Group Total	$5,474,832,551	AffiliatedGroupTotalAmt

Lobbying Nontaxable Amount LobbyingNontaxableAmountGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$1,000,000	FilingOrganizationsTotalAmt
Affiliated Group Total	$1,000,000	AffiliatedGroupTotalAmt

Grassroots Nontaxable GrassrootsNontaxableGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$250,000	FilingOrganizationsTotalAmt
Affiliated Group Total	$250,000	AffiliatedGroupTotalAmt

Tot Lbbyng Grassroot Mns Non Tx TotLbbyngGrassrootMnsNonTxGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$0	FilingOrganizationsTotalAmt
Affiliated Group Total	$0	AffiliatedGroupTotalAmt

Tot Lbby Expend Mns Lbbyng Non Tx TotLbbyExpendMnsLbbyngNonTxGrp

Field	Value	IRS element (for citing)
Filing Organizations Total	$0	FilingOrganizationsTotalAmt
Affiliated Group Total	$0	AffiliatedGroupTotalAmt

Avg Lobbying Nontaxable Amount AvgLobbyingNontaxableAmountGrp

Field	Value	IRS element (for citing)
Current Year Minus3	$1,000,000	CurrentYearMinus3Amt
Current Year Minus2	$1,000,000	CurrentYearMinus2Amt
Current Year Minus1	$1,000,000	CurrentYearMinus1Amt
Current Year	$1,000,000	CurrentYearAmt
Total	$4,000,000	TotalAmt

Field	Value	IRS element (for citing)
Lobbying Ceiling	$6,000,000	LobbyingCeilingAmt

Avg Total Lobbying Expend AvgTotalLobbyingExpendGrp

Field	Value	IRS element (for citing)
Current Year Minus3	$351,763	CurrentYearMinus3Amt
Current Year Minus2	$529,932	CurrentYearMinus2Amt
Current Year Minus1	$412,411	CurrentYearMinus1Amt
Current Year	$394,401	CurrentYearAmt
Total	$1,688,507	TotalAmt

Avg Grassroots Nontaxable AvgGrassrootsNontaxableGrp

Field	Value	IRS element (for citing)
Current Year Minus3	$250,000	CurrentYearMinus3Amt
Current Year Minus2	$250,000	CurrentYearMinus2Amt
Current Year Minus1	$250,000	CurrentYearMinus1Amt
Current Year	$250,000	CurrentYearAmt
Total	$1,000,000	TotalAmt

Field	Value	IRS element (for citing)
Grassroots Ceiling	$1,500,000	GrassrootsCeilingAmt

Avg Grassroots Lobbying Expend AvgGrassrootsLobbyingExpendGrp

Field	Value	IRS element (for citing)
Current Year Minus1	$0	CurrentYearMinus1Amt
Current Year	$0	CurrentYearAmt
Total	$0	TotalAmt

Supplemental Information Detail SupplementalInformationDetail (5 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: NORTHWESTERN MEMORIAL HOSPITAL ADDRESS: 251 E HURON CHICAGO, Illinois 60611 EIN: 37-0960170 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 93,198 TOTAL LOBBYING EXPENDITURES: 93,198 OTHER EXEMPT PURPOSE EXPENDITURES: 1,576,169,671 TOTAL EXEMPT PURPOSE EXPENDITURES: 1,576,262,869 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: NORTHWESTERN LAKE FOREST HOSPITAL ADDRESS: 1000 N WESTMORELAND ROAD LAKE FOREST, Illinois 60645 EIN: 36-2179779 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 40,083 TOTAL LOBBYING EXPENDITURES: 40,083 OTHER EXEMPT PURPOSE EXPENDITURES: 313,497,298 TOTAL EXEMPT PURPOSE EXPENDITURES: 313,537,381 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: NORTHWESTERN MEDICAL FACULTY FOUNDATION ADDRESS: 251 E HURON CHICAGO, Illinois 60611 EIN: 36-3097297 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 951,883,094 TOTAL EXEMPT PURPOSE EXPENDITURES: 951,883,094 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: LAKE FOREST HEALTH & FITNESS INSTITUTE ADDRESS: 1200 N WESTMORELAND ROAD LAKE FOREST, Illinois 60645 EIN: 36-3835030 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 7,392,024 TOTAL EXEMPT PURPOSE EXPENDITURES: 7,392,024 LOBBYING NONTAXABLE AMOUNT: 519,601 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 129,900 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: NORTHWESTERN MEMORIAL FOUNDATION ADDRESS: 251 E HURON CHICAGO, Illinois 60611 EIN: 36-3155315 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 11,654,189 TOTAL EXEMPT PURPOSE EXPENDITURES: 11,654,189 LOBBYING NONTAXABLE AMOUNT: 732,709 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 183,177 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:

Schedule D IRS990ScheduleD

Field	Value	IRS element (for citing)
Donor Advised Funds Held	1	DonorAdvisedFundsHeldCnt
Funds And Other Accounts Held	1	FundsAndOtherAccountsHeldCnt
Donor Advised Funds Contri	$2,534	DonorAdvisedFundsContriAmt
Funds And Other Accounts Contri	$730,769	FundsAndOtherAccountsContriAmt
Donor Advised Funds Grants	$900	DonorAdvisedFundsGrantsAmt
Funds And Other Accounts Grants	$106,412	FundsAndOtherAccountsGrantsAmt
Donor Advised Funds Vl EOY	$15,315	DonorAdvisedFundsVlEOYAmt
Funds And Other Accounts Vl EOY	$11,604,925	FundsAndOtherAccountsVlEOYAmt
Disclosed Org Leg Ctrl	Yes (true)	DisclosedOrgLegCtrlInd
Disclosed For Charitable Prps	Yes (true)	DisclosedForCharitablePrpsInd
Collection Used Pub Exhibition	Yes (X)	CollectionUsedPubExhibitionInd
Coll Used Scholarly Rsrch	Yes (X)	CollUsedScholarlyRsrchInd
Collection Used Preservation	Yes (X)	CollectionUsedPreservationInd
Solicited Assets Sale	false	SolicitedAssetsSaleInd

CY Endwmt Fund CYEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$161,910,261	BeginningYearBalanceAmt
Contributions	$5,608,930	ContributionsAmt
Investment Earnings Or Losses	$7,560,511	InvestmentEarningsOrLossesAmt
End Year Balance	$175,079,702	EndYearBalanceAmt

CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$160,775,409	BeginningYearBalanceAmt
Contributions	$1,930,836	ContributionsAmt
Investment Earnings Or Losses	-$795,984	InvestmentEarningsOrLossesAmt
End Year Balance	$161,910,261	EndYearBalanceAmt

CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$154,047,947	BeginningYearBalanceAmt
Contributions	$8,113,774	ContributionsAmt
Investment Earnings Or Losses	-$1,386,312	InvestmentEarningsOrLossesAmt
End Year Balance	$160,775,409	EndYearBalanceAmt

CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$150,742,275	BeginningYearBalanceAmt
Contributions	$2,420,472	ContributionsAmt
Investment Earnings Or Losses	$885,200	InvestmentEarningsOrLossesAmt
End Year Balance	$154,047,947	EndYearBalanceAmt

CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp

Field	Value	IRS element (for citing)
Beginning Year Balance	$141,770,880	BeginningYearBalanceAmt
Contributions	$2,363,845	ContributionsAmt
Investment Earnings Or Losses	$6,607,550	InvestmentEarningsOrLossesAmt
End Year Balance	$150,742,275	EndYearBalanceAmt

Field	Value	IRS element (for citing)
Board Designated Balance EOY	0.0	BoardDesignatedBalanceEOYPct
Prmnnt Endowment Balance EOY	1.0	PrmnntEndowmentBalanceEOYPct
Term Endowment Balance EOY	0.0	TermEndowmentBalanceEOYPct
Endowments Held Unrelated Org	false	EndowmentsHeldUnrelatedOrgInd
Endowments Held Related Org	false	EndowmentsHeldRelatedOrgInd

Land LandGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$345,207,455	OtherCostOrOtherBasisAmt
Book Value	$345,207,455	BookValueAmt

Buildings BuildingsGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$3,361,015,859	OtherCostOrOtherBasisAmt
Depreciation	$1,313,677,375	DepreciationAmt
Book Value	$2,047,338,484	BookValueAmt

Equipment EquipmentGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$703,001,715	OtherCostOrOtherBasisAmt
Depreciation	$434,713,721	DepreciationAmt
Book Value	$268,287,994	BookValueAmt

Other Land Buildings OtherLandBuildingsGrp

Field	Value	IRS element (for citing)
Other Cost Or Other Basis	$419,516,136	OtherCostOrOtherBasisAmt
Book Value	$419,516,136	BookValueAmt

Field	Value	IRS element (for citing)
Total Book Value Land Buildings	$3,080,350,069	TotalBookValueLandBuildingsAmt

Other Assets Org OtherAssetsOrgGrp (10 entries)

DescDesc	Book ValueBookValueAmt
I/C RECEIVABLE	$4,567,874,537
INSURANCE RECOVERABLE	$414,169,425
OTHER ASSETS	$121,935,923
DUE FROM AFFILIATES	$163,385,564
SECTION 457-B PLAN ASSET	$66,817,553
INVEST NON GROUP SUBS JV	$0
GOODWILL	$25,115,126
BENEFICIAL INTEREST IN TRUSTS	$14,202,831
MEDICAID RECEIVABLE	$5,915,922
ARTWORK	$977,904

Field	Value	IRS element (for citing)
Total Book Value Other Assets	$5,380,394,785	TotalBookValueOtherAssetsAmt

Other Liabilities Org OtherLiabilitiesOrgGrp (7 entries)

DescDesc	AmtAmt
ACCRUED BOND INTEREST	$7,920,733
EST THIRD PARTY PAYOR SETTLEMENT	$434,468,279
SELF INSURANCE RESERVES	$874,407,474
INTEREST RATE SWAPS	$112,689,847
SECTION 457-B AND PENSION PLAN	$70,019,177
DEFERRED RENT	$9,799,494
OTHER	$120,612,255

Field	Value	IRS element (for citing)
Total Liability	$1,629,917,259	TotalLiabilityAmt
Footnote Text	Yes (X)	FootnoteTextInd

Supplemental Information Detail SupplementalInformationDetail (4 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule D, Part III, Line 1a Collections of Art	DUE TO IMMATERIALITY THERE IS NO SEPARATE FOOTNOTE IN THE FINANCIAL STATEMENTS REGARDING SFAS 116 (ASC 958) CONTRIBUTED ART.
Schedule D, Part III, Line 4 Collections of Art	NORTHWESTERN MEMORIAL HOSPITAL MAINTAINS ARTWORK THAT IS ON PUBLIC DISPLAY. THE ARTS PROGRAM WAS DEVELOPED IN RESPONSE TO RESEARCH THAT DEMONSTRATES THE HEALING VALUE OF REPRESENTATIONAL ART DEPICTING NATURAL LANDSCAPES AND POSITIVE HUMAN INTERACTIONS. OUR ART COLLECTION PROVIDES COMFORT, EVOKES POSITIVE EMOTIONS AND CAN HELP PROMOTE HEALING FOR OUR PATIENTS. THE HOSPITAL ALSO MAINTAINS HISTORICAL ITEMS THAT RELATE TO CARE SUCH AS HISTORICAL MEDICAL INSTRUMENTS AND NURSING UNIFORMS.
Schedule D, Part V, Line 4 Intended uses of endowment funds	THE NORTHWESTERN GROUP DISCLOSED THE ENDOWMENT FUNDS IN PART V IN ACCORDANCE WITH SFAS 117 (ASC 958). THE GROUP REPORTS BOARD DESIGNATED FUNDS OF $228,624,188 IN UNRESTRICTED NET ASSETS AS OF AUGUST 31, 2017. THESE AMOUNTS WERE NOT INCLUDED IN PART V SO THAT THE ENDOWMENT FUNDS MATCH THE FINANCIAL STATEMENTS. THE GROUP ALSO HAS TEMPORARILY RESTRICTED ASSETS GENERATED FROM ENDOWMENT FUNDS OF $58,820,022 AS OF AUGUST 31, 2017. IN ACCORDANCE WITH SFAS 117 (ASC 958) THESE AMOUNTS ARE NOT CONSIDERED ENDOWMENTS AND HAVE NOT BEEN INCLUDED IN PART V. THE 4 PRIOR YEARS ARE THE COMBINED GROUP MEMBERS ENDOWMENT INFORMATION.
Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote	Each of the NMHC not-for-profit entities is qualified under the Internal Revenue Code (the Code) as a tax-exempt organization and is exempt from tax on income related to its tax-exempt purposes under Section 501(a) of the Code. Accordingly, no income taxes are provided for the majority of the income in the accompanying consolidated financial statements for these corporations. Certain corporations had unrelated business income (UBI) generated primarily from the sale of certain services that are not directly related to patient care and through limited partnerships within the investment portfolio. Certain corporations have unused net operating loss carryforwards available to offset the UBI tax. The net operating loss carryforwards expire through 2036. The deferred tax assets associated with these net operating loss carryforwards of $6,082,000 and $6,186,000 at August 31, 2017 and 2016, respectively, are offset by valuation allowances on the accompanying consolidated balance sheets of $6,082,000 and $6,186,000, respectively. The total net operating loss carryforwards at August 31, 2017 and 2016, were $16,938,000 and $15,469,000, respectively. NMHC calculates income taxes for its taxable subsidiaries. Taxable income differs from pretax book income principally due to certain income and deductions for tax purposes being recorded in the consolidated financial statements in different periods. Deferred income tax assets and liabilities are recorded for the tax effect of these differences using enacted tax rates for the years in which the differences are expected to reverse. In assessing the realizability of deferred tax assets, management considers whether it is more likely than not that some portion or all of the deferred tax assets will not be realized. The ultimate realization of deferred tax assets is dependent on the generation of future taxable income during the periods in which those temporary differences become deductible.

Schedule F IRS990ScheduleF

Account Activities Outside US AccountActivitiesOutsideUSGrp (2 entries)

RegionRegionTxt	OfficesOfficesCnt	EmployeeEmployeeCnt	Type Of Activities ConductedTypeOfActivitiesConductedTxt	Specific Services ProvidedSpecificServicesProvidedTxt	Region Total ExpendituresRegionTotalExpendituresAmt
Middle East and North Africa	0	0	Program Services	SEND AGENTS TO SEMINAR	$23,362
Europe (Including Iceland and Greenland)	0	0	Program Services	SEND AGENTS TO SEMINAR	$30,752

Field	Value	IRS element (for citing)
Subtotal Offices	0	SubtotalOfficesCnt
Subtotal Employees	0	SubtotalEmployeesCnt
Continutation Total Office	0	ContinutationTotalOfficeCnt
Continutation Total Employee	0	ContinutationTotalEmployeeCnt
Total Office	0	TotalOfficeCnt
Total Employee	0	TotalEmployeeCnt
Subtotal Spent	$54,114	SubtotalSpentAmt
Continuation Spent	$0	ContinuationSpentAmt
Total Spent	$54,114	TotalSpentAmt
Transfer To Foreign Corp	Yes (true)	TransferToForeignCorpInd
Interest In Foreign Trust	false	InterestInForeignTrustInd
Foreign Corp Ownership	Yes (true)	ForeignCorpOwnershipInd
Passive Foreign Investmest Co	false	PassiveForeignInvestmestCoInd
Foreign Partnership	false	ForeignPartnershipInd
Boycott Countries	false	BoycottCountriesInd

Schedule G IRS990ScheduleG

Fundraising Event Information FundraisingEventInformationGrp

Field	Value	IRS element (for citing)
Event1	NBTI Gala	Event1Nm
Gross Receipts Event1	$619,900	GrossReceiptsEvent1Amt
Charitable Contri Event1	$522,278	CharitableContriEvent1Amt
Gross Revenue Event1	$97,622	GrossRevenueEvent1Amt
Non Cash Prizes Event1	$150	NonCashPrizesEvent1Amt
Food And Beverage Event1	$79,571	FoodAndBeverageEvent1Amt
Entertainment Event1	$6,500	EntertainmentEvent1Amt
Other Direct Expenses Event1	$44,148	OtherDirectExpensesEvent1Amt
Event2	CDH Delnor Gala	Event2Nm
Gross Receipts Event2	$428,383	GrossReceiptsEvent2Amt
Charitable Contri Event2	$110,233	CharitableContriEvent2Amt
Gross Revenue Event2	$318,150	GrossRevenueEvent2Amt
Food And Beverage Event2	$74,655	FoodAndBeverageEvent2Amt
Entertainment Event2	$4,925	EntertainmentEvent2Amt
Other Direct Expenses Event2	$106,952	OtherDirectExpensesEvent2Amt
Other Events Total	13	OtherEventsTotalCnt
Gross Receipts Other Events	$1,451,929	GrossReceiptsOtherEventsAmt
Charitable Contri Other Events	$945,635	CharitableContriOtherEventsAmt
Gross Revenue Other Events	$506,294	GrossRevenueOtherEventsAmt
Cash Prizes Other Events	$18,100	CashPrizesOtherEventsAmt
Non Cash Prizes Other Events	$39,692	NonCashPrizesOtherEventsAmt
Rent Fclty Costs Other Events	$46,723	RentFcltyCostsOtherEventsAmt
Food And Beverage Other Events	$42,986	FoodAndBeverageOtherEventsAmt
Entertainment Other Events	$18,000	EntertainmentOtherEventsAmt
Oth Direct Expnss Other Events	$301,573	OthDirectExpnssOtherEventsAmt
Gross Receipts Total	$2,500,212	GrossReceiptsTotalAmt
Charitable Contributions Tot	$1,578,146	CharitableContributionsTotAmt
Gross Revenue Total Events	$922,066	GrossRevenueTotalEventsAmt
Cash Prizes Total Events	$18,100	CashPrizesTotalEventsAmt
Non Cash Prizes Total Events	$39,842	NonCashPrizesTotalEventsAmt
Rent Fclty Costs Total Events	$46,723	RentFcltyCostsTotalEventsAmt
Food And Beverage Total Events	$197,212	FoodAndBeverageTotalEventsAmt
Entertainment Total Events	$29,425	EntertainmentTotalEventsAmt
Oth Direct Expnss Total Events	$452,673	OthDirectExpnssTotalEventsAmt
Direct Expense Summary Events	$783,975	DirectExpenseSummaryEventsAmt
Net Income Summary	$138,091	NetIncomeSummaryAmt

Gaming Information GamingInformationGrp

Field	Value	IRS element (for citing)
Gross Revenue Other Gaming	$21,725	GrossRevenueOtherGamingAmt
Cash Prizes Other Gaming	$2,500	CashPrizesOtherGamingAmt
Volunteer Labor Other Gaming	Yes (true)	VolunteerLaborOtherGamingInd
Volunteer Labor Other Gaming	1.0	VolunteerLaborOtherGamingPct
Gross Revenue Total Gaming	$21,725	GrossRevenueTotalGamingAmt
Cash Prizes Total Gaming	$2,500	CashPrizesTotalGamingAmt

Field	Value	IRS element (for citing)
States Where Gaming Conducted	IL	StatesWhereGamingConductedCd
Member Of Other Entity	false	MemberOfOtherEntityInd
Gaming Other Facility	1.0	GamingOtherFacilityPct
Individual With Books	Northwestern Memorial Foundation	IndividualWithBooksNm

Persons With Books US Address PersonsWithBooksUSAddress

Field	Value	IRS element (for citing)
Address Line1	0S050 Winfield Road	AddressLine1Txt
City	Winfield	CityNm
State Abbreviation	IL	StateAbbreviationCd
ZIP	60190	ZIPCd

Field	Value	IRS element (for citing)
Cntrct With3rd Prty For Game Rev	false	CntrctWith3rdPrtyForGameRevInd

Gaming Manager Business Name GamingManagerBusinessName

Field	Value	IRS element (for citing)
Business Name Line1	NORTHWESTERN MEMORIAL FOUNDATION	BusinessNameLine1Txt

Field	Value	IRS element (for citing)
Gaming Manager Compensation	$0	GamingManagerCompensationAmt
Gaming Manager Services Prov	ASSIST VOLUNTEERS	GamingManagerServicesProvTxt
Gaming Manager Is Employee	Yes (X)	GamingManagerIsEmployeeInd
Distributed	$0	DistributedAmt

Supplemental Information Detail SupplementalInformationDetail

Field	Value	IRS element (for citing)
Form And Line Reference	Schedule G, Part III, Line 14 Special Events - Books and Records	FormAndLineReferenceDesc
Explanation	THESE WERE SMALL RAFFLES, NO SPECIFIC PERSON WAS IN CHARGE OF THE ACTIVITIES. BOOKS AND RECORDS ARE HELD BY NORTHWESTERN MEMORIAL FOUNDATION.	ExplanationTxt

Schedule H IRS990ScheduleH

Field	Value	IRS element (for citing)
Financial Assistance Policy	Yes (true)	FinancialAssistancePolicyInd
Written Policy	Yes (true)	WrittenPolicyInd
Most Hospitals Policy	Yes (X)	MostHospitalsPolicyInd
FPG Reference Free Care	Yes (true)	FPGReferenceFreeCareInd
Percent200	Yes (X)	Percent200Ind
FPG Reference Discounted Care	Yes (true)	FPGReferenceDiscountedCareInd

Discounted Care Oth Percentage DiscountedCareOthPercentageGrp

Field	Value	IRS element (for citing)
Other	Yes (X)	OtherInd
Discounted Care Other	600	DiscountedCareOtherPct

Field	Value	IRS element (for citing)
Free Care Medically Indigent	Yes (true)	FreeCareMedicallyIndigentInd
Financial Assistance Budget	Yes (true)	FinancialAssistanceBudgetInd
Expenses Exceed Budget	false	ExpensesExceedBudgetInd
Annual Community Bnft Report	Yes (true)	AnnualCommunityBnftReportInd
Report Publically Available	Yes (true)	ReportPublicallyAvailableInd

Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$70,080,606	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$4,319,500	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$65,761,106	NetCommunityBenefitExpnsAmt
Total Expense	0.0145	TotalExpensePct

Unreimbursed Medicaid UnreimbursedMedicaidGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$424,003,809	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$264,477,296	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$159,526,513	NetCommunityBenefitExpnsAmt
Total Expense	0.0352	TotalExpensePct

Unreimbursed Costs UnreimbursedCostsGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$0	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Total Financial Assistance Typ TotalFinancialAssistanceTyp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$494,084,415	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$268,796,796	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$225,287,619	NetCommunityBenefitExpnsAmt
Total Expense	0.0497	TotalExpensePct

Community Health Services CommunityHealthServicesGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$3,222,982	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$3,222,982	NetCommunityBenefitExpnsAmt
Total Expense	0.0007	TotalExpensePct

Health Professions Education HealthProfessionsEducationGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$64,023,806	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$12,215,263	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$51,808,543	NetCommunityBenefitExpnsAmt
Total Expense	0.0114	TotalExpensePct

Subsidized Health Services SubsidizedHealthServicesGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$19,461,075	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$19,461,075	NetCommunityBenefitExpnsAmt
Total Expense	0.0043	TotalExpensePct

Research ResearchGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$19,522,989	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$19,522,989	NetCommunityBenefitExpnsAmt
Total Expense	0.0043	TotalExpensePct

Cash And In Kind Contributions CashAndInKindContributionsGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$2,900,676	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$2,900,676	NetCommunityBenefitExpnsAmt
Total Expense	0.0006	TotalExpensePct

Total Other Benefits TotalOtherBenefitsGrp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$109,131,528	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$12,215,263	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$96,916,265	NetCommunityBenefitExpnsAmt
Total Expense	0.0214	TotalExpensePct

Total Community Benefits TotalCommunityBenefitsGrp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$603,215,943	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$281,012,059	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$322,203,884	NetCommunityBenefitExpnsAmt
Total Expense	0.0711	TotalExpensePct

Physical Imprv And Housing PhysicalImprvAndHousingGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Economic Development EconomicDevelopmentGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Community Support CommunitySupportGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Environmental Improvements EnvironmentalImprovementsGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Leadership Development LeadershipDevelopmentGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Coalition Building CoalitionBuildingGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Health Improvement Advocacy HealthImprovementAdvocacyGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Workforce Development WorkforceDevelopmentGrp

Field	Value	IRS element (for citing)
Total Community Benefit Expns	$2,560,862	TotalCommunityBenefitExpnsAmt
Net Community Benefit Expns	$2,560,862	NetCommunityBenefitExpnsAmt
Total Expense	0.0006	TotalExpensePct

Other Communtity Building Acty OtherCommuntityBuildingActyGrp

Field	Value	IRS element (for citing)
Net Community Benefit Expns	$0	NetCommunityBenefitExpnsAmt
Total Expense	0.0	TotalExpensePct

Total Communtity Building Acty TotalCommuntityBuildingActyGrp

Field	Value	IRS element (for citing)
Activities Or Programs	0	ActivitiesOrProgramsCnt
Persons Served	0	PersonsServedCnt
Total Community Benefit Expns	$2,560,862	TotalCommunityBenefitExpnsAmt
Direct Offsetting Revenue	$0	DirectOffsettingRevenueAmt
Net Community Benefit Expns	$2,560,862	NetCommunityBenefitExpnsAmt
Total Expense	0.0006	TotalExpensePct

Field	Value	IRS element (for citing)
Bad Debt Expense Reported	Yes (true)	BadDebtExpenseReportedInd
Bad Debt Expense	$49,459,000	BadDebtExpenseAmt
Reimbursed By Medicare	$1,085,918,000	ReimbursedByMedicareAmt
Cost Of Care Reimbursed By Medcr	$1,485,613,000	CostOfCareReimbursedByMedcrAmt
Medicare Surplus Or Shortfall	-$399,695,000	MedicareSurplusOrShortfallAmt

Costing Methodology Used CostingMethodologyUsedGrp

Field	Value	IRS element (for citing)
Cost To Charge Ratio	Yes (X)	CostToChargeRatioInd

Field	Value	IRS element (for citing)
Written Debt Collection Policy	Yes (true)	WrittenDebtCollectionPolicyInd
Financial Assistance Prvsn	Yes (true)	FinancialAssistancePrvsnInd

Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp (3 entries)

Primary ActivitiesPrimaryActivitiesTxt	Org Profit Or OwnershipOrgProfitOrOwnershipPct	Physicians Profit Or OwnershipPhysiciansProfitOrOwnershipPct
Kishwaukee Area PHO
Credentialing & Managed Care	0.6667	0.3333
IL Proton Center LLC
Proton Therapy	0.8125	0.1875
Midland Surgical Center
Surgery Center	0.745	0.255

Field	Value	IRS element (for citing)
Hospital Facilities	7	HospitalFacilitiesCnt

Hospital Facilities HospitalFacilitiesGrp (7 entries)

FacilityFacilityNum	Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	Website AddressWebsiteAddressTxt	State LicenseStateLicenseNum	Licensed HospitalLicensedHospitalInd	General Medical And SurgicalGeneralMedicalAndSurgicalInd	Teaching HospitalTeachingHospitalInd	Research FacilityResearchFacilityInd	Emergency Room24 HrsEmergencyRoom24HrsInd	Critical Access HospitalCriticalAccessHospitalInd	OtherOtherDesc
Northwestern Memorial Hospital
1	251 E Huron	Chicago	IL	60611	www.nmh.org	0003251	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)
NORTHWESTERN LAKE FOREST HOSPITAL
2	1000 N WESTMORELAND ROAD	LAKE FOREST	IL	60045	WWW.LFH.ORG	0005660	Yes (X)	Yes (X)	Yes (X)		Yes (X)
CENTRAL DUPAGE HOSPITAL ASSOCIATION
3	25 N WINFIELD ROAD	WINFIELD	IL	60190	WWW.CADENCEHEALTH.ORG	0005744	Yes (X)	Yes (X)	Yes (X)		Yes (X)
DELNOR-COMMUNITY HOSPITAL
4	300 RANDALL ROAD	GENEVA	IL	60134	WWW.CADENCEHEALTH.ORG	0005736	Yes (X)	Yes (X)			Yes (X)
NORTHWESTERN MEDICINE KISHWAUKEE COMMUNITY HOSPITAL
5	1 KISH HOSPITAL DR	DEKALB	IL	60115		0005470	Yes (X)	Yes (X)			Yes (X)
Northwestern Medicine Valley West Hospital
6	1302 N Main Street	Sandwich	IL	60548	www.kishhealth.org	0004690	Yes (X)	Yes (X)			Yes (X)	Yes (X)
Marianjoy Rehabilitation Hospital
7	26 W 171 Roosevelt Rd	Wheaton	IL	60187	www.marianjoy.org	0003228	Yes (X)		Yes (X)				Rehabilitation Svcs

Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (7 entries)

FacilityFacilityNum	First Licensed CY Or PYFirstLicensedCYOrPYInd	Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd	CHNA ConductedCHNAConductedInd	Community DefinitionCommunityDefinitionInd	Community DemographicsCommunityDemographicsInd	Existing ResourcesExistingResourcesInd	How Data ObtainedHowDataObtainedInd	Community Health NeedsCommunityHealthNeedsInd	Other Health IssuesOtherHealthIssuesInd	Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd	Consulting ProcessConsultingProcessInd	Prior CHNA ImpactPriorCHNAImpactInd	OtherOtherInd	CHNA ConductedCHNAConductedYr	Take Into Account Others InputTakeIntoAccountOthersInputInd	CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd	CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd	CHNA Report Widely AvailableCHNAReportWidelyAvailableInd	Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd	Own Website URLOwnWebsiteURLTxt	Paper Copy Public InspectionPaperCopyPublicInspectionInd	Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd	Implementation Strategy AdoptImplementationStrategyAdoptInd	Implementation Strategy AdptImplementationStrategyAdptYr	Strategy Posted WebsiteStrategyPostedWebsiteInd	Strategy AttachedStrategyAttachedInd	Organization Incur Excise TaxOrganizationIncurExciseTaxInd	Elig Criteria ExplainedEligCriteriaExplainedInd	FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd	FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct	FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct	Asset Level CriteriaAssetLevelCriteriaInd	Medical Indigency CriteriaMedicalIndigencyCriteriaInd	Insurance Status CriteriaInsuranceStatusCriteriaInd	Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd	Residency CriteriaResidencyCriteriaInd	Other CriteriaOtherCriteriaInd	Explained BasisExplainedBasisInd	App Financial Asst ExplnAppFinancialAsstExplnInd	Described InfoDescribedInfoInd	Described Suprt DocDescribedSuprtDocInd	Provided Hospital ContactProvidedHospitalContactInd	Other MethodOtherMethodInd	Includes Publicity MeasuresIncludesPublicityMeasuresInd	FAP Available On WebsiteFAPAvailableOnWebsiteInd	FAP Available On Website URLFAPAvailableOnWebsiteURLTxt	FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd	FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt	FAP Summary On WebsiteFAPSummaryOnWebsiteInd	FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt	FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd	FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd	FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd	Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd	Communtity Notified FAPCommuntityNotifiedFAPInd	FAP TranslatedFAPTranslatedInd	FAP Actions On NonpaymentFAPActionsOnNonpaymentInd	Permit No ActionsPermitNoActionsInd	Collection ActivitiesCollectionActivitiesInd	Provided Written NoticeProvidedWrittenNoticeInd	Made Effort Orally NotifyMadeEffortOrallyNotifyInd	Processed FAP ApplicationProcessedFAPApplicationInd	Made Presumptive Elig DetermMadePresumptiveEligDetermInd	Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd	Look Back Medicare PrivateLookBackMedicarePrivateInd	Amounts Generally BilledAmountsGenerallyBilledInd	Gross ChargesGrossChargesInd	Provided Nonprofit ContactProvidedNonprofitContactInd	Other WebsiteOtherWebsiteInd	Other Website URLOtherWebsiteURLTxt
Northwestern Memorial Hospital
1	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	15	Yes (true)	Yes (true)	false	Yes (true)	Yes (X)	https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment	Yes (X)	Yes (X)	Yes (true)	16	false	Yes (true)	false	Yes (true)	Yes (X)	200.0	600.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
NORTHWESTERN LAKE FOREST HOSPITAL
2	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	15	Yes (true)	Yes (true)	false	Yes (true)	Yes (X)	https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment	Yes (X)	Yes (X)	Yes (true)	16	false	Yes (true)	false	Yes (true)	Yes (X)	200.0	600.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
CENTRAL DUPAGE HOSPITAL ASSOCIATION
3	false	false	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	15	Yes (true)	Yes (true)	false	Yes (true)	Yes (X)	https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment	Yes (X)	Yes (X)	Yes (true)	16	false	Yes (true)	false	Yes (true)	Yes (X)	200.0	600.0	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (true)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	nm.org/patients-and-visitors/billing-and-insurance/financial-assistance	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	Yes (X)	Yes (X)	Yes (X)	Yes (X)	Yes (true)	Yes (X)	false	false
DELNOR-COMMUNITY HOSPITAL
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Supplemental Information SupplementalInformationGrp (59 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule H, Part V, Section B, Line 3 Facility , 1	Facility , 1 - Northwestern Memorial Hospital. The CHNA report also describes Northwestern Memorial Hospital's CHNA goals and objectives, public dissemination plan, and development of the Implementation Plan.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - NORTHWESTERN MEMORIAL HOSPITAL. To solicit input from key informants, defined as those individuals who have a broad interest in the health of the community, an Online Key Informant Survey was conducted as part of the CHNA process. A list of recommended participants was compiled by NMH and the Metropolitan Chicago Healthcare Council; this list included names and contact information for individuals including physicians, public health representatives, other healthcare professionals, social service providers, and a variety of other community leaders. Potential participants were chosen because of their ability to identify primary concerns of the population with whom they work, as well as of the community overall. Key informants were contacted by email, introducing the purpose of the survey and providing a link to take the survey online. Reminder emails were sent as needed to increase participation. In all, 37 community stakeholders took part in the Online Key Informant Survey including ten Public Health Experts, eight Community Leaders, eight Other Healthcare Providers, seven Social Service Representatives and four Physicians. Final participation included representatives from the following organizations: 1. A Save Haven Foundation 2. Austin Childcare Providers Network 3. Chicago Department of Public Health 4. Chicago Family Health Center 5. Enlace Chicago 6. Governors State University Department of Health Administration 7. Grand Prairie Services 8. Illinois Department of Public Health, Bellwood Office 9. La Rabida Children's Hospital 10. Loretto Hospital 11. Metropolitan Chicago Healthcare Council 12. New Moms, Inc 13. North Park University 14. PCC Community Wellness Center 15. Respond Now 16. Southland Ministerial Health Network 17. St. Joseph Services 18. Swedish Covenant Hospital 19. United Way of Metropolitan Chicago 20. West Humboldt Park Development Council Through this process, input was gathered from several individuals whose organizations work with low-income, minority populations, or other medically underserved populations. In the online survey, key informants were asked to rate the degree to which various health issues are a problem in their own community. Follow-up questions asked them to describe why they identify problem areas as such and how these might be better addressed. Results of their ratings, as well as their verbatim comments, are included in NMH's CHNA Report. Findings represent qualitative rather than quantitative data. The Online Key Informant Survey was designed to gather input from participants regarding their opinions and perceptions of the health of the residents in the area. Therefore, these findings are based on perceptions, not facts. To ensure that organizations impacting health in Chicago were meaningfully engaged in reviewing and interpreting the findings of the CHNA, developing priorities among the identified needs and forming a collaborative plan to address the top priority needs, the External Steering Committee (ESC) was established and maintained. Members include representatives from: 1. Alliance for Research in Chicagoland Communities 2. Chicago Department of Public Health 3. CommunityHealth 4. Consortium to Lower Obesity in Chicago Children 5. Erie Family Health Center 6. Health and Disability Advocates 7. Kelly Hall YMCA 8. Logan Square Neighborhood Association 9. Near North Health Services Corporation 10. Northwestern University Feinberg School of Medicine 11. West Humboldt Park Development Council
Schedule H, Part V, Section B, Line 6a Facility , 1	Facility , 1 - NORTHWESTERN MEMORIAL HOSPITAL. The assessment was conducted by Professional Research Consultants, Inc. (PRC). PRC is a nationally recognized healthcare consulting firm with extensive experience conducting Community Health Needs Assessments. The hiring of PRC was facilitated by the Metropolitan Chicago Healthcare Counsel (MCHC) on behalf of participating member hospitals and health systems. These hospitals and health systems include: Alexian Brothers Health System/Amita Health (Alexian Brothers Behavioral Health Hospital, Alexian Brothers Medical Center, St. Alexius Medical Center); Amita Health (Adventist Bolingbrook Hospital, Adventist GlenOaks Hospital, Adventist Hinsdale Hospital, Adventist LaGrange Memorial Hospital); Edward-Elmhurst Healthcare (Edward Hospital & Health Services, Elmhurst Memorial Hospital); Franciscan Alliance (Franciscan St. James Health); Ingalls Health System (Ingalls Memorial Hospital); Little Company of Mary Hospital and Health Care Centers; Loretto Hospital; Northwest Community Healthcare (Northwest Community Hospital); Northwestern Medicine (Central DuPage Hospital, Northwestern Memorial Hospital, Northwestern Lake Forest Hospital); Palos Community Hospital; Rush System for Health (Rush Oak Park Hospital, Rush University Medical Center); Saint Anthony Hospital; St. Bernard Hospital and Health Care Center; Swedish Covenant Hospital; Thorek Memorial Hospital; and the University of Chicago Medicine.
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - NORTHWESTERN MEMORIAL HOSPITAL. In addition to providing the CHNA report on the website and making it available to the public upon request, the CHNA report was also distributed to the following groups: 1. Key community organizations 2. NMH External Steering Committee 3. Northwestern University Institute of Public Health and Medicine 4. Northwestern Medicine Leadership
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - NORTHWESTERN MEMORIAL HOSPITAL. Through the prioritization process, NMH identified four Priority Health Needs: Access to Healthcare Services, Chronic Disease, Injury and Violence, and Mental Health. NMH identified health needs that would be best addressed through a coordinated response from a range of healthcare and community resources. Specific ways in which NMH is addressing the significant needs identified in its most recently conducted CHNA are defined as follows: Priority Need: Access to Healthcare Services: NMH aims to improve access to quality, culturally appropriate healthcare services among underserved populations in the NMH service area. Efforts include improved alignment of current NMH care coordination programs; IT solutions to improve care coordination for Medicaid patients through the Emergency Department; continued innovation and process improvement to reduce barriers (such as office hours) relating to access to care for medically underserved populations; and collaboration with external workgroups and agencies to support efforts that increase access to care. Strategy 1: Improve alignment of current NMH care coordination programs. Northwestern Memorial Hospital (NMH) has seven distinct programs that are focused on managing patients across care transitions: Complex Discharge Team (CDT), Complex High Admission Management Program (CHAMP), CHI-CARE, Geriatric Home Visit, Heart Failure Bridge and Transition Team (HF BAT), Intensive Case Management (ICM), and Transitional Care (TC). In fiscal year 2017, work began to align these programs in an effort to improve continuity of care for the patient, help medical staff best serve complex patients, and increase patient referrals to high quality medical homes in the community. In order to achieve these objectives and increase overall efficiency, the seven care coordination programs were aligned under IMPACT: Innovations in Managing Patients Across Care Transitions. Each IMPACT program focuses on a different patient population with unique individual needs. Patients who may be unable to succeed with standard health system resources are identified as eligible by the IMPACT team or by their care team and referred to the appropriate IMPACT program. Through IMPACT, staff proactively address the needs of NMH's most medically and psycho-socially complex patients. NMH staff build trusting relationships, identify and address barriers, provide patient-centered comprehensive care, and connect with community resources. IMPACT's success to-date has been driven through sustained partnerships with patients through transitions across the healthcare continuum. Throughout FY17, the IMPACT team met monthly to establish the mission, objectives and metrics. Work also began to improve the referral process by establishing one contact number and one algorithm for health care providers to refer patients. By aligning the seven care coordination programs, IMPACT was able to identify housing as a significant need among this complex patient population, and work began to collectively address the housing barrier. Potential housing models were identified, and the goal was set to launch two pilot housing initiatives in FY18. In addition to addressing barriers, over the next year IMPACT will focus on implementing a dashboard to track metrics over time, identify areas for improvement, and demonstrate impact. Strategy 2: Assess and implement information technology (IT) solutions to improve care coordination for Medicaid patients through the Emergency Department (ED). Vulnerable populations required a diverse set of clinical and social services. The inability to address these needs has proven to lead to unnecessary emergency department utilization and preventable readmissions for patients. NMH identified the need for an easy-to-use, standardized, and measureable solution to increase access to social services and improve care coordination. Information technology (IT) solutions that increase communication between the patient, social services, and the patients' medical home improve care coordination and access to necessary social services. During FY17, an assessment took place among the top identified IT solutions for care coordination including Purple Binder, NowPow, Aunt Bertha, Pieces Technology and Healthtify. The goal of this assessment was to identify a model that could be implemented to connect patients to high quality community resources that in turn help address chronic health and social conditions or simply help the patient stay well. After the assessment was completed, NMH decided to pursue a collaboration with NowPow, an IT solution with the ability to identify and assess patients at high-risk for social needs, keep an accurate, accessible list of community and system-based resources, develop a process through the EMR to facilitate bidirectional referrals with community-based organizations, and analyze the effectiveness of these referrals and their impact on patient outcomes. The FY18 plan was established to finalize the legal agreements, identify metrics, and pilot the NowPow technology with the future goal of scaling the service throughout NMH. In addition to securing a digital solution to standardize the process to address social needs of patients and the community, NMH identified the need for referring providers at two federally qualified health centers (FQHC) based in the community - Near North Health Service Corporation and Erie Family Health Center - to achieve direct ordering into the NMH care system through Epic Care Link. This access removes barriers related to patient scheduling such as a potential lack of patient knowledge regarding the procedure name or ordering physician, a lost fax order, and language barriers. Epic Care Link removes these barriers by automatically adding an external order directly into the NMH system so that the patient only has to know their own name when calling to schedule an appointment. In addition, results are sent directly back to the referring provider upon completion of the scheduled appointment. Work was completed in FY17 to establish Epic Care Link and prepare for the FY18 launch date including training and communication to the referring FQHC providers. Strategy 3: Continued innovation and process improvement to reduce barriers (such as office hours) relating to access to care for medically underserved populations. Location Barrier: NMH continues core work to strengthen and increase patient affiliation with high-quality patient-centered medical homes and improve models for patient care coordination for delivering care at the appropriate time and place. Having an established medical home is critical to both maintaining good health and effectively accessing the broader healthcare system. NMH has formal and longstanding affiliations with two federally qualified health centers (FQHC) based in the community - Near North Health Service Corporation and Erie Family Health Center - as well as with CommunityHealth, the largest free health clinic in Illinois. Through these affiliations, community residents in need and the homeless have access to care and support services so they can receive necessary healthcare in their own communities as well as access to hospital-based services at NMH. In FY17, NMH provided grant funding to support access to health services for underserved patients in Chicago and the surrounding suburbs. Through support from NMH, Erie was able to continue to enhance their efforts to expand access to health care across all of their sites, continue to improve their chronic disease care coordination and outreach programs, and improve access to optometry and ophthalmology services. By continuing outreach, establishing new collaborations and care coordination, and re-engaging patients, Erie was able to increase the number of patients that received access to care as well as improve the number of adults receiving preventive screenings and health education. During FY17, Erie served more than 70,000 patients throughout its organization, and provided outreach to more than 6,000 patients with diabetes and nearly 3,000 patients who were overdue for services.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - NORTHWESTERN MEMORIAL HOSPITAL. NMH provided support in the form of a grant to Near North to expand access to comprehensive and behavioral health services, and other related activities. Funding provided by NMHC was used to expand mental health services, provide chronic care coordination and clinical services, and offer nutritional classes. Key highlights from Near North for 2017 include: expanded clinical OB/GYN services at its North Kostner and Louise Landau Health Center sites; integrated osteopathic residents into their clinical services at all sites in a program aimed at encouraging medical students to practice at community health centers; and increased mental health services at all sites through the addition of psychology students, a psychiatrist and a doctor of psychology, with a focus on pediatrics and adolescence. NMH's funding for Near North had a deep impact on patients throughout Chicago. Because of the grant, Near North was able to increase a broad base of programs and services including mental health for adults and a newly implemented child-focused mental healthcare program. Nutritional classes provided by Near North, including Cooking Up Change in Chicago, are culturally sensitive and relevant to the diverse populations served. Near North was also able to provide clinical services for pregnant women at Norwegian American Hospital on Chicago's Near West Side as well as chronic care coordination for all patients at all eight Near North sites. NMH also helped support CommunityHealth, the largest free health clinic in Illinois, with grant funding. This funding helped increase access to healthcare services by supporting the general operations of CommunityHealth's comprehensive health center which provides access to services including primary and specialty care, dental care, pharmacy services and medications, social services, and health education. Funding from NMH makes a large impact on the lives of low-income, uninsured patients by making high-quality, free health care possible. CommunityHealth was able to provide care through more than 7,600 medical visits and nearly 1,000 dental visits. The organization continues progress on several quality improvement initiatives for its cancer screening program and diabetes education program. During the grant period, CommunityHealth continued to improve cancer screening rates with 57 percent of all eligible patients scanned for breast cancer, 72 percent of eligible patients screened for cervical cancer and 58 percent of eligible patients screened for colorectal cancer. These screening rates are well above the average screening rates of the uninsured population as a whole. In 2017, CommunityHealth had 71 patients participate in its Take Action! Diabetes Education group classes, with 20 patients participating in one-on-one education. In addition to supporting access to healthcare services, NMH funding also helped support CommunityHealth's Education-Centered Medical Home (ECMH) student clinics. CommunityHealth hosts three ECMH clinics in conjunction with Feinberg, two of which were funded by a grant from NMHC. The engagement of medical students is especially important in light of the national shortage of primary care providers. The ECMH clinics help build the pipeline of knowledgeable, experienced primary care professionals who are able to meet the needs of healthcare consumers. This program allows medical students the opportunity to work with underserved populations in a community clinic setting and provides CommunityHealth's patients with the opportunity to build strong relationships with their providers through continuity of care. Cost Barrier: NMH provides medically necessary care to patients in need, regardless of the ability to pay and without regard to insurance status. Many patients referred from our community partners, including Near North and Erie, receive free or substantially discounted care. Other patients receive care that is underwritten as part of NMHC's Community Service Expansion Program (CSEP), which covers costs associated with specialty consultations and services, and hospital-based diagnostic services. To enhance access to this care, efforts are underway to develop processes to make the transition of patients from community organizations more efficient and to continue to incorporate presumptive eligibility requirements. During FY17, patients from Near North, Erie and CommunityHealth continued to receive access to timely cancer screenings under the CSEP program. For high-risk patients, NMH reserved four weekly slots for patients to receive a free colonoscopy screening. NMHC underwrites colonoscopy screenings, and provides mammography screening and diagnostic services for these FQHC patients. Strategy 4: Collaborate with external workgroups and agencies to support efforts that increase access to care. In FY17, Northwestern Memorial Hospital formally joined the Alliance for Health Equity (AHE), a collaboration of 30 hospitals, six health departments, and nearly 100 community-based organizations across Chicago and Cook County. Through AHE, NMH partnered with external organizations to advance health equity and wellness with the goal of working on strategies to address the pressing issues in our communities to achieve greater collective impact. A main focus of this alliance is addressing the social determinants of health (SDOH), which are the conditions in which people are born, grow, live, learn, work, play, and age. These circumstances are shaped by the distribution of money, power and resources at global, national and local levels and affect a wide range of health, functioning, and quality-of-life outcomes and risks. SDOHs are mostly responsible for health inequities, or the unfair and avoidable differences in health status seen between different geographic areas. Access to health care services is an example of an SDOH. In FY17, AHE established a committee to address access to care and NMH participated to identify collective impact objectives. Priority Need: Chronic Disease (Diabetes, Heart Disease, Stroke, Nutrition, Physical Activity, and Weight): NMH partners with area hospitals and community-based organizations to reduce the rate of heart disease, diabetes, and obesity through increased access to care and education interventions. Efforts include continued support and expansion of diagnostic and specialty care services related to stroke; continued support of community health partners efforts to reduce the rate of heart disease, diabetes, and obesity; continued support and expansion of the Healthy Community Initiative; and collaboration with external workgroups and agencies to support efforts that impact chronic disease prevention. Strategy 1: Continue to support and expand diagnostic and specialty care services related to stroke. The Northwestern Medicine Telestroke Program provides 24/7/365 direct access to board-certified NMH vascular neurologists via dedicated telemedicine technology. In FY17, there were eight NM Telestroke Network hospitals - NM LFH, NM Grayslake Outpatient Center, Norwegian American Hospital, Northwest Community Hospital, CGH Medical Center, Weiss Memorial Hospital, Swedish Covenant Hospital and Loretto Hospital. Additional hospitals are expected to join the NM Telestroke Network in the coming years. Through videoconference and advanced diagnostic tools, the NMH neurologist sees and consults with the emergency room physician and patient at the NM Telestroke Network hospital, which allows the vascular neurologist to determine what treatment should be administered in the ED, what should happen after the ED visit and whether the complexity of the stroke indicates the need to transfer to a Designated Stroke Specialty Hospital. NMH provided capital equipment including technology, upgrades and on-site training in Telestroke protocols to Telestroke Network Hospitals. Technology is provided to participating hospitals below cost, and technical support, maintenance and staff training are provided at no cost. Because many insurance companies will not pay for remote consults, NMH reimburses the vascular neurologists for consult services.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - NORTHWESTERN MEMORIAL HOSPITAL. Since the program began in 2013, more than 2,700 consults have been provided and more than 350 patients have been transferred for neurovascular intervention or to a dedicated neuro ICU setting for monitoring, regardless of their insurance status. Rapid decision-making for tPA administration has led to decreased door-to-needle time at every member hospital of the NM Telestroke Network. In FY17, the percentage of NM Telestroke Network tPA cases achieving door-to-needle time in less than one hour increased significantly to 62 percent, up from 52 percent. This is well ahead of the national average of about 30 percent. In partnership with the NM Telestroke Network, NM LFH, Norwegian American and Weiss maintained certification as Primary Stroke Centers. Northwest Community is certified as a Comprehensive Stroke Center. These certifications and the work of the network hospitals in receiving certification are a reflection of the hospitals' commitment to improving the quality of patient care in their respective communities, and enables them to receive reimbursement commensurate with higher levels of certification and to fulfill regulatory requirements. Strategy 2: Continue to support community health partner efforts to reduce the rate of heart disease, diabetes and obesity. NMH continued work to improve coordination of care for heart disease and stroke through strengthened high-quality, patient-centered medical homes. Programs such as the Keep Your Heart Healthy (KYHH) initiative were designed to identify Chicago residents most at risk for developing heart disease and work on an individual basis to empower those individuals to make lifestyle changes to reduce their health risks. This free program links individuals with healthcare services and medical homes through referrals in an effort to control health risk factors. Feinberg's Institute for Public Health and Medicine (IPHAM) led the program, which was funded in part by grant funding from NMH. In FY17, the full KYHH program was expanded to reach 13 communities in need, with an additional 13 communities participating on a limited scale. These communities include Austin, Englewood, South Lawndale, Near West Side and Chatham. The program worked to strengthen relationships between community organizations and partners in an effort to increase impact. In FY16 alone (the most recent data available), 20,442 participants were screened through 648 KYHH events. Through these screenings, 1,456 primary care referrals were made. Of the 313 primary care appointments scheduled, 182 patients kept their appointment (58% of those referred). In addition to increasing referrals to primary care, 15,614 participants were referred for health education, 5,890 participants were referred for fitness programs, and 7,728 participants were referred for nutrition services. Overall, metrics showed a strong indication of positive changes in participant lifestyle behaviors 4 to 6 weeks after screening. Due to this success, KYHH was integrated into the Feinberg School of Medicine curriculum. In FY17, 92 medical and physician assistant students were trained, and more than 50 attending physicians from varied specialties (including cardiology, nephrology, psychiatry, infectious disease, and physical rehabilitation) were involved in the program. Strategy 3: Continue to support and expand the Healthy Community Initiative. NMH established strong community partnerships in the Humboldt Park neighborhood on Chicago's west side. With a population of more than 55,000 mostly Hispanic or Latino and African American residents, Humboldt Park as a whole has a high economic hardship index and low childhood opportunity index. Additionally, the neighborhood is plagued by epidemic levels of obesity. According to a Chicago Health Atlas study of data from 2011 to 2015, Humboldt Park reports obesity rates of 41 percent for adults and nearly 28 percent for children. These rates are substantially higher than the obesity rates in all of Chicago. To help address obesity in Humboldt Park, NMH has collaborated with community partners to create programs uniquely tailored to the neighborhood. The Humboldt Park Healthy Community Initiative was developed to improve the health of the residents of Humboldt Park based on the specific needs and challenges of the community, which include limited health literacy, violence, cultural beliefs and language barriers. The model was grounded in improved access to health information as well as safe, convenient and affordable options for learning about nutrition and engaging in physical activity in an effort to impact chronic disease. NMH continues to be a trusted source for health education and works to increase awareness, provide educational tools and encourage healthy lifestyle choices. Additional programming was added to the initiative in the past year to reflect residents' interests and needs. New offerings included senior chair aerobics, youth fitness and karate, community dinners, family and youth cooking classes, diabetes-specific cooking classes, and a mental health program. In FY17, more than 8,300 people participated in 19 free health, nutrition and physical activity programs offered through the initiative. In 2017, NMH also began working with the Kells Park Community Council (KPCC), whose mission includes providing safe, functional spaces for the community and valuable recreational and service opportunities. One of the main initiatives of KPCC is hosting the West Humboldt Park Farmers Market, which runs annually from June through October. Funding from NMH to KPCC supported the farmers market with the goal of inspiring a healthy neighborhood with increased access to fresh produce and healthy foods. The West Humboldt Park Farmers Market aimed to encourage better food habits and spur economic development by showcasing local chefs who conducted live cooking demonstrations, provided meal-preparation training and engaged in food competitions showcasing healthy eating in a culturally appropriate and income-sensitive format. Strategy 4: Collaborate with external workgroups and agencies to support efforts that impact chronic disease prevention. In FY17, Northwestern Memorial Hospital formally joined the Alliance for Health Equity (AHE), a collaboration of 30 hospitals, six health departments, and nearly 100 community-based organizations across Chicago and Cook County. Through AHE, NMH partnered with external organizations to advance health equity and wellness with the goal of working on strategies to address the pressing issues in our communities to achieve greater collective impact. A main focus of this alliance is addressing the social determinants of health (SDOH), which are the conditions in which people are born, grow, live, learn, work, play, and age. These circumstances are shaped by the distribution of money, power and resources at global, national and local levels and affect a wide range of health, functioning, and quality-of-life outcomes and risks. SDOHs are mostly responsible for health inequities, or the unfair and avoidable differences in health status seen between different geographic areas, and have an impact on chronic disease prevention and management. In FY17, AHE established a committee to address social and structural determinants of health, and NMH participated to identify collective impact objectives. Priorities within this committee included food access, housing, workforce and economic development, and access to care to impact chronic disease prevention. Priority Need: Injury and Violence: NMH aims to identify and implement best practices for addressing violence in collaboration with community-based organizations. Efforts include continued utilization of effective models for ensuring victims of violent trauma have clinic and mental health support following ED or inpatient care; participation in community-led efforts to address violence; and collaboration with external workgroups and agencies to support efforts that impact violence prevention.
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - NORTHWESTERN MEMORIAL HOSPITAL. Strategy 1: Continue to utilize and seek effective models for ensuring victims of violent trauma have clinical and mental health support following ED or inpatient hospital-based care. In FY17, NMH continued to partner with Cure Violence, previously known as CeaseFire, an organization founded in Chicago, to reduce retaliatory actions following violent trauma. As one of only four level I trauma centers in Chicago, NMH provides care to hundreds of Chicago residents who have violence-related traumatic injuries each year. NMH pays an annual fee to Cure Violence and integrates its intervention services into the treatment protocol for appropriate violent trauma cases. Trained "violence interrupters" meet with violent trauma victims and their families at NMH and attempt to defuse feelings of anger as well as discourage victims and their families from retaliating. The violence interrupters work in tandem with violence interrupters in the victim's home community. To further assist patients that have been involved in an act of violence or trauma, in FY17 NMH initiated a partnership with Chicago Survivors, a non-for-profit organization that serves surviving family members who are related to a homicide victim. Chicago Survivors guides families through this unfamiliar experience by providing support, including access to supportive counseling and coping resources, comprehensive referral services, periodic check-ins, court advocacy, organizing memorial vigils, and more. NMH Spiritual Care staff and Chicago Survivors staff work together to coordinate appropriate support for the patient and their family. Strategy 2: Participate in community-led efforts to address violence. In 2014, leaders from NMH joined with Bright Star Community Outreach (BSCO) and other healthcare leaders and community partners to support the launching of a community-based effort to reduce the rate of violence in the Bronzeville neighborhood on the south side of Chicago. The Urban Resilience Network (TURN) Model (formerly known as the Bronzeville Dream Center) offers a bridge to mental health services and focuses on the five core competencies of counseling, workforce, parenting, mentorship and advocacy, which collectively focus on reducing violence and providing opportunities to the residents of Greater Bronzeville. TURN utilizes local faith leaders to implement evidence-based programs based on the NATAL-Israel Trauma model and the Communities That Care (CTC) model. NMHC has played an active role in supporting development of TURN including funding, leadership, convening members of the community, helping to establish governance and operational structures, fundraising and the development of grant applications. In 2017, NMH made a three-year commitment of $430,000 to continue to support the work of BSCO and the TURN Model. Senior leadership from NMH also helped BSCO secure additional funding from external sources. NMH is committed to BSCO's mission and the TURN Model initiative, and will continue to dedicate funding, public health and mental health resources; provide administrative support; and help to plan for the delivery of mental health services. Strategy 3: Collaborate with external workgroups and agencies to support efforts that impact violence prevention. In FY17, Northwestern Memorial Hospital formally joined the Alliance for Health Equity (AHE), a collaboration of 30 hospitals, six health departments, and nearly 100 community-based organizations across Chicago and Cook County. Through AHE, NMH partnered with external organizations to improve population and community health by advancing health equity through policy and system change, capacity building and shared learning, and aligning local initiatives for collective impact. A main focus of this alliance is addressing the social determinants of health (SDOH), which are the conditions in which people are born, grow, live, learn, work, play, and age. These circumstances are shaped by the distribution of money, power and resources at global, national and local levels and affect a wide range of health, functioning, and quality-of-life outcomes and risks. SDOHs are mostly responsible for health inequities, or the unfair and avoidable differences in health status seen between different geographic areas. In FY17, AHE established a committee to address community safety, and NMH participated to identify collective impact objectives. This group assessed models that could be adapted and implemented to address violence prevention, and identified the Cardiff Model for Violence Prevention as a proposed initiative for the Chicago/Cook County Collaborative. The Cardiff Model combines data from police departments, emergency rooms, and emergency medical services to highlight non-fatal violent incidents not captured by police. This data would give communities an in-depth view of violent injuring throughout Chicago and Cook County, and would assist NMH in working collaboratively with community leaders to develop health policies and advocacy related to violence prevention. It would also help communities identify targeted interventions that reduce and prevent violence. The committee worked to develop a program proposal and sought funding for a planning grant to further develop a phased approach and determine the scope and scale of the work plan. Priority Need: Mental Health: In support of national and local mental health service objectives, NMH will provide leadership, invest resources and work collaboratively with community partners to address mental health needs and increase access to culturally competent mental health services for underserved populations in the City of Chicago. Efforts include implementation of behavioral healthcare services within the primary care setting; feasibility evaluation of co-locating primary care and mental health services within the outpatient psychiatry clinic to increase alignment with best practices in mental health care; increased access to mental health services such as counseling and education programs; advocacy for adequate mental health services and reimbursement; and collaboration with external workgroups and agencies to support efforts that impact violence prevention. Strategy 1: Implement behavioral healthcare services within the primary care setting. Due to insurance limitations, a nationwide shortage of psychiatrists, and a tendency for patients to see their primary care physician for mood disorders, psychiatric care may not be pursued as often as it should be. In response, NMH implemented a pilot program, based on the Collaborative Care Model, to strengthen the linkage between primary care and mental health in an effort to improve access and reduce obstacles to receiving mental health services. The program brings psychiatric care to patients by embedding behavioral health screenings and services within the primary care setting. If the patient is a fit for the program based on depression screening scores and symptoms, the primary care physician (PCP) refers the patient to the behavioral health care manager (BHCM) who coordinates treatment with the consulting psychiatrist and communicates the plan to both the PCP and the patient. The team is in constant communication to address the patients' symptoms, medications, and progress. Treatment provided in the program is outcomes-oriented. The goal for the program's patients is to get to remission which is defined as having minimal to no symptoms of depression. Success of the program was defined as an increase in access to depression treatment within the primary care setting, as well as a reduced wait-time to be seen by a behavioral health resource. In FY17, a total count of 116 patients were enrolled in the program with 80 active patients and three pending patients. Every patient enrolled was screened with the PHQ-9, and qualified for the program if their score was 10 or higher. The average result of the initial PHQ-9 was 14.1, while the results of the most recent PHQ-9 was 7.2. The duration of therapy for all patients enrolled was an average of 5.5 months, while patients in the program who have stayed for greater than four months (67 patients) had an average duration of 8.4 months of therapy. Of these 67 patients, 67 percent had a positive response (defined as a reduction from their initial PHQ-9 score by 50 percent), and 33 percent of those patients achieved depression readmission (defined as at least two separate PHQ-9 scores of less than five over the past two months). The average decrease in PHQ-9 scores from the initial to the most recent screening was about 50 percent. By 12/01/2017, 36 patients had completed the program successfully.
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - NORTHWESTERN MEMORIAL HOSPITAL. In addition to these results, PCPs reported additional advantages of the program, including that patients were seen quickly and that this model has exposed new referral options. NMH provided funding to pilot the Collaborative Care Model both internally at NMH and externally at Erie and Near North sites. FY18 will have a continued focus on creating performance dashboards to track clinical outcomes, utilization and financial scaling, as well as identifying additional partners for collaboration. Strategy 2: Evaluate the feasibility of co-locating primary care and mental health services within the outpatient psychiatry clinic to increase alignment with best practices in mental health care. NMH supports a range of services for those suffering from mental illness and for those with a dual diagnosis of mental illness and substance abuse, which is a common co-diagnosis. In addition to providing inpatient care and offering individual and group outpatient therapies, NMH operates a 24/7 mental health resource line to help patients, families and healthcare providers connect with appropriate mental health services. NMH has developed an intensive outpatient program to serve those with conditions that are not acute enough to warrant inpatient admission, but put them at significant risk of self-harm or liability. Through this innovative program, patients can receive necessary care without chronic, expensive inpatient treatment. In FY17, NMH provided funding and began work to evaluate the feasibility of offering primary care services within the Norman and Ida Stone Institute of Psychiatry- outpatient clinic. The goal of this initiative was to improve access to primary care and care coordination for individuals with serious and persistent mental illness; to promote healthy lifestyles including counseling on healthy eating, exercise, and tobacco cessation; and to implement guideline-based screening for common medical disorders in a chronically mentally ill population. The feasibility assessment would require a pilot project of physically locating two primary care providers to staff one-half day of the clinic (one full day total). The pilot include a medical assistant to support the providers by rooming patients, obtaining vital signs, and providing other medical support. In addition to staff support, the proposal included a description of clinical services, medical guidelines, and infrastructure development such as scheduling and marketing. The following metrics were also established: Number of patients referred; time from referral to clinical encounter; access to care measured by number of completed primary care visits; engagement in care measured by patient activation survey instruments; and tracking of preventive health screenings. Also in FY17, the team worked to secure necessary equipment such as exam tables, blood pressure cuffs, and other medical supplies. The pilot will launch in FY18, and will focus on increased primary care coordination for individuals with serious mental illness. We anticipate that increased access and engagement around preventable cardiac disease risk factors such as weight reduction, tobacco cessation and lipid control will enhance the overall health and well-being among this patient population. If the pilot proves successful, NMH will seek to make this initiative part of an elective rotation for internal medicine, family medicine, and psychiatry residents. Strategy 3: Increase access to mental health services (such as counseling and education programs) through the TURN model, a Bright Star Community Outreach initiative In FY17, with funding from its community partners including NMH, BSCO secured the location, implemented the appropriate software and officially launched the TURN Trauma Helpline on July 5, 2017. BSCO is now working with and through its powerful network of faith and community leaders and mental health professionals trained to provide emotional and supportive counseling focused on trauma and using the NATAL Model. This group also provides an essential connection to new evidence-based violence prevention programs and services offered through BSCO and other community partners. Services offered by TURN are open to people of all beliefs and include Helpline Advocates, who help people who are in distress with long-term emotional support and provide a bridge between at-risk individuals and mental health or other emergency services through the Helpline, and Ambassadors who focus on increasing mental health awareness within the community. From July through the end of 2017, 17 individuals sought trauma counseling through the Helpline. Callers have experienced relationships struggles, physical/terminal illness, grief, domestic violence, community violence and abuse. Ambassadors interacted with various community groups including schools, mental health clinics, funeral directors and violence prevention groups to help educate the community about trauma and its impact. Planning is underway to provide ongoing training regarding trauma for officers in the 2nd District of the Chicago Police Department. Strategy 4: Advocate for adequate mental health services and reimbursement NMH engages in advocacy efforts aimed at increasing access to behavioral health services. NMH is on the steering committee and behavioral health committee for the Alliance for Health Equity, an initiative of the Cook County collaborative. Through this initiative, NMH works with other community healthcare leaders to implement strategies to address the most pressing issues in the community, including mental health. In FY17, as part of the collaborative, NMH worked to identify gaps and opportunities to implement Mental Health First Aid training, as well as engaged in the development of a stigma awareness campaign to address the stigma surrounding mental health. In addition to advocacy for mental health services, NMH is also an advocate for patients through the Representative Payee (RP) Program. NMH's RP program provides free financial management to beneficiaries who are assessed by a psychiatrist as incapable of managing their Social Security or other government benefits. The goal of this program is to help patients in need manage their finances so that they can successfully manage their lives (have money for food, housing, and other necessities), until they are able to do so on their own. NMH pays bills directly on behalf of the patient and also provides financial counseling to participants so that they lean how to manage their finances. In FY17, there were 32 participants in the program. Once the patient is approved by the psychiatrist to manage their benefits independently, they graduate from the program. Strategy 5: Collaborate with external workgroups and agencies to support efforts that impact mental health NMH collaborates with community-based mental health organizations and at neighborhood sites, including the Chicago Alliance to End Homelessness, Catholic Charities and Help Ease Local Poverty (HELP), where mental health employees serve meals to the homeless and in this setting identify and engage those who may benefit from mental health services. For many, NMH's mental health programs provide a critical link to public health and social support services. For individuals who are homeless or experience mental health conditions that impair cognitive abilities, the process of gaining access to social welfare programs and accessing health coverage is often beyond their capabilities. Without access to social and welfare supportive programs, individuals are unlikely to be able to manage a mental health or substance abuse problem and are at high risk for homelessness. NMH's mental health employees are trained in the SSI/SSDI Outreach, Access and Recovery (SOAR) program that provides training and tools for mental health professionals across the country to help them assist the homeless or those at risk of homelessness gain access to health, income support and housing programs. NMH also provides transportation and food vouchers to patients receiving treatment if needed. In addition, NMH recognizes that mental and behavioral health conditions can significantly impact the families of those receiving care. NMH hosts a support group of the Illinois chapter of NAMI and provides educational presentations to parents and siblings of adults with serious mental illness.
Schedule H, Part V, Section B, Line 11 Facility , 6	Facility , 6 - NORTHWESTERN MEMORIAL HOSPITAL. In FY17, NMH partner with Clam Classroom, a mindfulness-based social and emotional learning program that services pre-kindergarten through 12th grade students and teachers. Calm Classroom provides tools and support structure to empower students and teachers to develop the daily habit of practicing mindfulness techniques and caring for their mental health and well-being. With funding from NMH, Calm Classroom conducted multiple trainings with ten schools and three community-based organizations, impacting approximately 5,000 Chicago Public School (CPS) students and teachers. The initial report provided the following teacher survey metrics: 1. 93% reported teaching Calm Classroom (CC) between 1-3x daily in the classroom 2. 91% stated CC techniques are successful or very successful in the classroom 3. 56% stated their students request CC 4. 83% stated they teach CC before tests/quizzes 5. 50% stated their students are calmer and more focused before tests/quizzes due to CC 6. 47% stated they can think of specific students whose engagement in school has improved due to CC 7. 49% stated they can think of specific students whose wellbeing has improved due to CC 8. 33% stated they can think of specific students whose academic achievement has improved due to CC 9. 88% stated that when they get frustrated or angry in the classroom, CC helps them relax 10. 70% use CC outside of school 11. 95% enjoy CC Non-Priority Areas: The CHNA report identified areas of opportunity for health improvement for which NMH and the ESC determined it would not prepare an implementation plan and strategy. These areas of opportunity and the reasons for not addressing are below. Cancer: NMH provides a comprehensive range of clinical services to treat and screen for cancer. NMH will continue to sustain these services and work to strengthen community-based outreach. The ESC recommended focusing efforts on other health conditions for which NMH could have a greater impact. Chronic Kidney Disease (Kidney Disease Deaths): NMH provides clinical services to treat chronic kidney disease and will continue to sustain these services. The ESC recommended focusing efforts on other health conditions for which NMH could have a greater impact. Hearing and Vision Problems: NMH Supports access to vision screenings in medically underserved communities through its community health partners. The ESC recommended that NMH focus on strengthening and improving access to medical homes, where primary vision screenings can be effectively and conveniently provided. HIV (HIV Prevalence): NMH provides clinical services to treat chronic HIV/AIDS and collaborates with Feinberg in conducting research to better prevent, detect and treat HIV/AIDS. The ESC recommended focusing efforts on improving access to medical homes, where access to these services can be effectively coordinated. Immunization and Infectious Disease: NMH provides clinical services to treat pneumonia, asthma and tuberculosis. The ESC recommended that NMH focus on strengthening and improving access to medical homes, where preventive care and screening services can be effectively coordinated and access to medically necessary specialty care can be facilitated. Infant Health and Family Planning: NMH provides a comprehensive range of outpatient and inpatient services to expectant women and teens, including family planning services. NMH will continue to sustain these services and work to strengthen community-based medical homes where family planning services can be conveniently accessed. The ESC recommended that NMH focus on strengthening and improving access to medical homes, where access to these services and other prenatal care can be effectively coordinated. Oral Health (Regular Dental Care): NMH does not provide office-based dental care services. Potentially Disabling Conditions: NMH provides comprehensive rehabilitation services including physical, speech, and occupational therapy for patients. The ESC recommended focusing efforts on other health conditions for which NMH could have a greater impact. Sexually Transmitted Diseases: The ESC recommended that NMH focus on strengthening and improving access to medical homes, where counseling on prevention and screening for disease can be effectively coordinated and access to medically necessary specialty care can be facilitated. Sickle-Cell Anemia: The ESC recommended focusing efforts on other health conditions for which NMH could have a greater impact. Substance Abuse: NMH provides inpatient and outpatient substance abuse counseling. The ESC recommended focusing efforts on other health conditions for which NMH could have a greater impact. Tobacco Use: NMH supports public policies aimed at reducing tobacco use. NMH also offers a comprehensive Smoking Cessation Program, facilitated by an American Lung Association certified instructor. The ESC recommended focusing efforts on other health conditions for which NMH could have a greater impact.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - NORTHWESTERN MEMORIAL HOSPITAL. NMHC shall, in accordance with Illinois Hospital Uninsured Patient Discount Act, provide Free Care and Discounted Care to Uninsured Patients. NMHC provides Free Care and Discounted Care to eligible Applicants who are uninsured through two methods: "uninsured sliding fee scale assistance" and "uninsured catastrophic assistance." If an Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Free Care and Discounted Care shall be available for those Uninsured Patients who are Legal Illinois Residents and Illinois Residents. Non-Residents who are Uninsured Patients are not eligible for Free Care or Discounted Care. Notwithstanding the foregoing, there shall be no residency requirement for Uninsured Applicants receiving Emergency Services. NMHC provides Free Care and Discounted Care to eligible Insured Patients through two methods: "insured sliding fee scale assistance" and "insured catastrophic assistance." If the Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Financial Assistance will only be applied to self-pay balances, after all third-party benefits/resources are reasonably exhausted, including, but not limited to, benefits from insurance carriers (e.g., health, home, auto liability, worker's compensation, or employer funded health reimbursement accounts), government programs (e.g., Medicare, Medicaid or other federal, state, or local programs), or proceeds from litigation, settlements, and/or private fundraising efforts (collectively, "Third-Party Funding Sources"). Patients receiving Financial Assistance and who require Medically Necessary care (other than Emergency Services) must, whenever possible, be screened for eligibility for Medicaid, Health Insurance Exchange, or other available payment programs and, if found eligible, the Patient must fully cooperate with enrollment requirements prior to the procedure being scheduled and/or services being rendered. Eligible Patients who fail or refuse to enroll in available Medicaid, Health Insurance Exchange, or other available payment programs may be ineligible for Financial Assistance. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. If there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. An uninsured Patient demonstrating eligibility under one or more of the following programs shall be deemed eligible for NMHC's Free and Discounted Care program and will not be required to provide additional supporting documentation for financial assistance: A. Homelessness; B. Deceased with no estate; C. Mental incapacitation with no one to act on the patient's behalf; D. Medicaid eligibility, but not on date of service for non-covered service; or E. Enrollment in the following assistance programs for low-income individuals having eligibility criteria at or below 200% of the federal poverty income guidelines: 1.Women, Infants and Children Nutrition Program (WIC); 2.Supplemental Nutrition Assistance Program (SNAP); 3.Illinois Free Lunch and Breakfast Program; 4.Low Income Home Energy Assistance Program (LIHEAP); 5.Enrollment in an organized community-based program providing access to medical care that assess and documents limited low income financial; or 6. Receipt of grant assistance for medical services.
Schedule H, Part V, Section B, Line 15 Facility , 1	Facility , 1 - NORTHWESTERN MEMORIAL HOSPITAL. NMHC's Financial Counseling Department is responsible for assisting Applicants applying for Financial Assistance prior to or during the course of treatment. Areas within NMHC handling billing inquiry, customer service, and self-pay follow-up shall assist Applicants after services have been provided. The determination of an Applicant's eligibility for Financial Assistance should be made as early as possible. In cases where the Patient is seeking services other than Emergency Services, determination shall be made prior to the scheduling and/or rendering of services, whenever possible. Pursuant to the Illinois Fair Patient Billing Act, Patients shall be instructed to apply for Financial Assistance within sixty (60) days after discharge or the receipt of outpatient care, whichever is longer, and NMHC shall not send bills to Uninsured Patients until such sixty (60) day period has passed. While NMHC may bill Patients after the sixty (60) day period, it shall, nevertheless, process Applications received at any time during the Application Period. The Application Period shall be the 240 day period provided by IRS guidance, starting from the date care is provided. Unless eligibility has been previously determined or unless otherwise provided within this policy, the Patient or Guarantor is required to complete an Application for Financial Assistance and provide supporting documentation, which provides, in accordance with law, information about the Applicant's financial position (including, as applicable, information about the Applicant's family) and other information which is necessary in making a determination of eligibility for Financial Assistance. The Application shall be available on a form provided by NMHC and consistent with the provisions of the Illinois Hospital Uninsured Patient Discount Act and other applicable law. Unless otherwise provided herein or in an appendix, Applications will only be accepted from individuals who have had a previously existing relationship with NMHC during the last 12 months or an upcoming appointment or admission. Patients shall complete one (1) Application which shall be recognized by all NMHC Affiliates. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. The Financial Assistance application described the primary and supplementary information required of an individual to provide as part of his or her application. This was documented on the 'Financial Assistance Required Supporting Documents' page included with the Financial Assistance application. Contact information of hospital facility staff who can provide an individual with information about the Financial Assistance Policy and application process was also provided.
Schedule H, Part V, Section B, Line 3 Facility , 1	Facility , 1 - NORTHWESTERN LAKE FOREST HOSPITAL. The CHNA report also describes Northwestern Lake Forest Hospital's CHNA goals and objectives, public dissemination plan, and development of the Implementation Plan.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - NORTHWESTERN LAKE FOREST HOSPITAL. To solicit input from key informants, defined as those individuals who have a broad interest in the health of the community, an Online Key Informant Survey was conducted as part of the CHNA process. A list of recommended participants was compiled by Northwestern Lake Forest Hospital (LFH) and the Metropolitan Chicago Healthcare Council; this list included names and contact information for individuals including physicians, public health representatives, other healthcare professionals, social service providers, and a variety of other community leaders. Potential participants were chosen because of their ability to identify primary concerns of the population with whom they work, as well as of the community overall. Key informants were contacted by email, introducing the purpose of the survey and providing a link to take the survey online. Reminder emails were sent as needed to increase participation. In all, 13 community stakeholders took part in the Online Key Informant Survey including six Public Health Experts, five Community Leaders, one Other Healthcare Provider, and one Social Service Representative. Final participation included representatives from the following organizations: 1. Antioch Area Healthcare Accessibility Alliance 2. Erie Family Health Center/Erie HealthReach Waukegan 3. Healthcare Foundation of Northern Lake County 4. Lake County Forest Preserves 5. Lake County Health Department 6. Lake County Community Health Center 7. Metropolitan Chicago Healthcare Council 8. Northwestern Lake Forest Hospital Through this process, input was gathered from several individuals whose organizations work with low-income, minority, or other medically underserved populations. In the online survey, key informants were asked to rate the degree to which various health issues are a problem in their own community. Follow-up questions asked them to describe why they identify problem areas as such and how these might be better addressed. Results of their ratings, as well as their verbatim comments, are included in LFH's CHNA Report. Findings represent qualitative rather than quantitative data. The Online Key Informant Survey was designed to gather input from participants regarding their opinions and perceptions of the health of the residents in the area. Therefore, these findings are based on perceptions, not facts. To ensure that organizations impacting health in Lake County were meaningfully engaged in reviewing and interpreting the findings of the CHNA, developing priorities among the identified needs and forming a collaborative plan to address the top priority needs, the External Steering Committee (ESC) was established and maintained. Members include representatives from: 1. Lake County Health Department 2. Live Well Lake County Steering Committee 3. Mano a Mano Family Resource Center 4. National Recreation Foundation 5. Youth Build Lake County 6. Waukegan Public Library
Schedule H, Part V, Section B, Line 6a Facility , 1	Facility , 1 - PROFESSIONAL RESEARCH CONSULTANTS, INC.. The assessment was conducted by Professional Research Consultants, Inc. (PRC). PRC is a nationally recognized healthcare consulting firm with extensive experience conducting Community Health Needs Assessments. The hiring of PRC was facilitated by the Metropolitan Chicago Healthcare Counsel (MCHC) on behalf of participating member hospitals and health systems. These hospitals and health systems include: Alexian Brothers Health System/Amita Health (Alexian Brothers Behavioral Health Hospital, Alexian Brothers Medical Center, St. Alexius Medical Center); Amita Health (Adventist Bolingbrook Hospital, Adventist GlenOaks Hospital, Adventist Hinsdale Hospital, Adventist LaGrange Memorial Hospital); Edward-Elmhurst Healthcare (Edward Hospital & Health Services, Elmhurst Memorial Hospital); Franciscan Alliance (Franciscan St. James Health); Ingalls Health System (Ingalls Memorial Hospital); Little Company of Mary Hospital and Health Care Centers; Loretto Hospital; Northwest Community Healthcare (Northwest Community Hospital); Northwestern Medicine (Central DuPage Hospital, Northwestern Memorial Hospital, Northwestern Lake Forest Hospital); Palos Community Hospital; Rush System for Health (Rush Oak Park Hospital, Rush University Medical Center); Saint Anthony Hospital; St. Bernard Hospital and Health Care Center; Swedish Covenant Hospital; Thorek Memorial Hospital; and the University of Chicago Medicine.
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - NORTHWESTERN LAKE FOREST HOSPITAL. In addition to providing the CHNA report on the website and making it available to the public upon request, the CHNA report was also provided to a variety of community partners, including: 1. Key community organizations 2. LFH External Steering Committee 3. Northwestern University Institute of Public Health and Medicine 4. Northwestern Medicine and LFH Leadership
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - NORTHWESTERN LAKE FOREST HOSPITAL. Through the prioritization process, LFH identified three Priority Health Needs: Access to Healthcare Services; Heart Disease and Stroke; and Mental Health and substance abuse. LFH identified health needs that would be best addressed through a coordinated response from a range of healthcare and community resources. Specific ways in which LFH is addressing the significant needs identified in its most recently conducted CHNA are defined as follows: Priority Need: Access to Healthcare Services: LFH's goal is to improve access to quality, culturally appropriate healthcare services among underserved populations in LFH's Service Area. Efforts include continued innovation and process improvement to reduce barriers to accessing care (including specialty care and diagnostic services) for medically underserved populations; increased access to vaccines for school-aged youth; and collaboration with other Lake County-focused workgroups and agencies to support efforts that increase access to healthcare. Strategy 1: Continued innovation and process improvement to reduce barriers to accessing care (including specialty care and diagnostic services) for medically underserved populations. Through charity care, outreach services, and health education programs, NM LFH improves access to healthcare services and responds to the priority health needs of the residents of Lake County, especially among the uninsured or underinsured. NM LFH has deep roots in Lake County and strong relationships with community partners including Erie HealthReach Waukegan Health Center (Erie Waukegan) and the Lake County Health Department. In FY17, NM LFH worked with private and public partners to respond to the critical need to expand access to primary care for the uninsured and underinsured residents of Lake County. Erie Waukegan offers access to affordable health care for the residents of Lake County. In its third year of operations, Erie Waukegan served more than 6,700 patients. NMHC has provided funding to initially support the start-up and ongoing operations of Erie Waukegan. FY17 is the third year of the five-year agreement of this monetary support with a grant of $650,000. In addition, NM LFH provided grant funding to Erie in support of a pioneering project that will provide travel vouchers for public transportation and rideshare companies. This support helps further our collective mission to improve access to care for underserved patients across Lake County. Transportation is especially challenging for Erie Waukegan patients residing in northern Lake County, as public transportation options are limited and routes run at times that do not always coincide with a patient's appointment. Transportation barriers create challenges for patients in attending medical appointments, utilizing support services, and receiving adequate follow-up care. Ridesharing services provided by Erie through grant funding help patients make it to their appointments on time and allow those patients to receive necessary medical care without the burden of transportation issues. Strategy 2: Increased access to vaccines for school-aged youth. According to the Illinois State Board of Education's most recent vaccination compliance report for the 2014-2015 academic year, 2,321 students enrolled in Lake County public schools were non-compliant as of the October 15th deadline for vaccinations. Of the students who were non-compliant, 874 were enrolled in Round Lake, 669 in Waukegan, and 306 in North Chicago school districts. All students entering Lake County public schools are required to have vaccinations for Diphtheria, Tetanus, Petrussis, Polio, Measles, Rubella, Mumps, Hepatitis B (6-12 grade), Varicella, and Meningococcal Conjugate (6-12 grade) to be vaccine compliant. The most commonly missed vaccines are D-Tap and Measles. According to the Lake County Health Department, if a student is unable to produce valid medical records that show vaccination compliance, a student has two options: revaccination or a blood test. NM LFH is helping address the need for access to vaccines for school-aged children in Lake County. In FY17, NM LFH provided initial funding for, and is in the process of developing, an efficient way to administer vaccines to children before the next school year. The plan will build upon a partnership with North Chicago Community Partners and North Chicago Schools, and will be scalable so that the program can be replicated to reach additional underserved communities. The long-term goal is to ensure that all students in Lake County meet the State of Illinois health requirements and are eligible to attend the first day of school. The vaccination program will be used to connect underserved children and families with permanent medical homes to avoid unnecessary vaccine duplication and to build individual medical records. In addition to providing direct funding to support the vaccine program, NM LFH sought external funding through a grant application to support this effort and achieve the long-term goal. Strategy 3: Collaboration with other Lake County-focused workgroups and agencies to support efforts that increase access to healthcare. NM LFH works closely with the Lake County Health Department to increase access initiatives through the Live Well Lake County Steering Committee. These efforts included increased access to health education at appropriate health literacy levels and increased understanding of health insurance options available through the Affordable Care Act. Collaborations also exist through our family medicine physicians, who traditionally practice in community-based settings where high value is placed on both their ability to treat all members of a family and to effectively direct care within the context of a patient's specific socioeconomic circumstance. Since 2010, the Northwestern McGaw Family Medicine Residency at Humboldt Park has been committed to providing excellent, innovative training to future family physicians. As of 2015, this medical residency program expanded, and family medicine residents now train at Erie Waukegan. NM LFH is committed to supporting quality medical homes that offer primary care and social services for underserved patients. The need continues for more primary care services in Lake County. Collaboration between NM LFH and Erie Waukegan helps address this need. In FY17, 24 Northwestern McGaw Family Medicine residents at NM LFH participated in clinical rotations at Erie Waukegan. NM LFH underwrote the cost of expansion to Erie Waukegan. Priority Need: Heart Disease and Stroke: LFH's goal is to reduce the rate of heart disease and stroke through increased access to care and education interventions among underserved populations in LFH's Service Area. Efforts include continued support and expansion of diagnostic and specialty care services related to stroke; increased coordination of hospital community education efforts; and collaboration with other Lake County-focused workgroups and agencies to support efforts that impact heart disease and stroke. Strategy 1: Continued support and expansion of diagnostic and specialty care services related to stroke. The need for cardiovascular care in the northern suburbs is great. NM LFH's 2016 CHNA found that, together, cardiovascular disease (defined as heart disease and stroke) and cancer accounted for more than one-half of the deaths in Lake County. BCVI at Lake Forest Hospital provides leading-edge heart care both at the hospital and at outpatient centers in Grayslake and Glenview. The board-certified cardiovascular experts at BCVI at Lake Forest Hospital - including the specialties of cardiology, interventional cardiology, cardiac electrophysiology and vascular surgery - bring extensive diagnostic, clinical and research options. The National Research Corporation (NRC) has rated BCVI at Lake Forest Hospital as the preferred provider of heart care in Lake County since 2008. Because of the outstanding heart care provided at NM LFH, the hospital is one of the Top 50 hospitals nationally for heart failure survival. In recent years, telestroke networks have formed across the country to address the issue of access to stroke specialist and treatment. Patients at network hospitals can be rapidly assessed by a stroke neurologist via secure internet conferencing, allowing for expert evaluation without waiting for a physically present neurologist in the ED. The Northwestern Medicine Telestroke Program provides 24/7/365 direct access to board-certified vascular neurologists via dedicated telemedicine technology. In FY17, there were eight NM Telestroke Network hospitals - NM LFH, NM Grayslake Outpatient Center, Norwegian American Hospital, Northwest Community Hospital, CGH Medical Center, Weiss Memorial Hospital, Swedish Covenant Hospital and Loretto Hospital. Additional hospitals are expected to join the NM Telestroke Network in the coming years.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - NORTHWESTERN LAKE FOREST HOSPITAL. Through videoconference and advanced diagnostic tools, the NMHC neurologist sees and consults with the emergency room physician and patient at the NM Telestroke Network hospital, which allows the vascular neurologist to determine what treatment should be administered in the ED, what should happen after the ED visit and whether the complexity of the stroke indicates the need to transfer to a Designated Stroke Specialty Hospital. NMHC provided capital equipment including technology, upgrades and on-site training in Telestroke protocols to Telestroke Network Hospitals. Technology is provided to participating hospitals below cost, and technical support, maintenance and staff training are provided at no cost. Because many insurance companies will not pay for remote consults, NMHC reimburses the vascular neurologists for consult services. Since the program began in 2013, more than 2,700 consults have been provided and more than 350 patients have been transferred for neurovascular intervention or to a dedicated neuro ICU setting for monitoring, regardless of their insurance status. Rapid decision-making for tPA administration has led to decreased door-to-needle time at every member hospital of the NM Telestroke Network. In FY17, the percentage of NM Telestroke Network tPA cases achieving door-to-needle time in less than one hour increased significantly to 62 percent, up from 52 percent. This is well ahead of the national average of about 30 percent. In partnership with the NM Telestroke Network, NM LFH, Norwegian American and Weiss maintained certification as Primary Stroke Centers. Northwest Community is certified as a Comprehensive Stroke Center. These certifications and the work of the network hospitals in receiving certification are a reflection of the hospitals' commitment to improving the quality of patient care in their respective communities, and enables them to receive reimbursement commensurate with higher levels of certification and to fulfill regulatory requirements. Strategy 2: Increased coordination of hospital community education efforts. As a leader in heart care in the northern suburbs, NM LFH is a trusted source for heart health education, provides community education programs that increase awareness and offers screenings for hypertension and related health conditions. In FY17, NM LFH implemented the strategic plan that was developed the year before to increase awareness of low-sodium food and drink options, and to "make the healthy choice the easy choice" by teaching the community about healthy options that are full of flavor and low in cost. Strategy 3: Collaboration with other Lake County-focused workgroups and agencies to support efforts that impact heart disease and stroke. In FY17, NM LFH collaborated with the Lake County Health Department on a number of initiatives to improve the health of residents. Because smoking is a leading cause of coronary heart disease, which can lead to heart attack, staff from NM LFH served on Tobacco Action Team as part of the Live Well Lake County Steering Committee. Through Live Well Lake County, NM LFH worked with partner organizations to inventory local and national resources that support smoking cessation and produced a brochure to disseminate throughout the county. NM LFH also partnered with the Lake County Health Department's Active Living Subcommittee and supported the joint forces of the health department and Lake County Forest Preserve to promote and increase physical activity in Lake County using the many outdoor resources in the county. Priority Need: Mental Health and Substance Abuse: In support of national and local mental health service objectives, NM LFH will provide leadership, invest resources and work collaboratively with community partners to address mental health needs and increase access to culturally competent mental health services for underserved populations within its Service Area. Efforts include the implementation of behavioral healthcare services within the primary care settings; advocacy for adequate mental health services and reimbursement; and collaboration with other Lake County-focused workgroups and agencies to support efforts that impact mental health. Strategy 1: Implement behavioral healthcare services within the primary care settings. Due to insurance limitations, a nationwide shortage of psychiatrists, and a tendency for patients to see their primary care physician for mood disorders, psychiatric care may not be pursued as often as it should be. In response, Northwestern Medicine used the Collaborative Care Model to integrate behavioral health services into the primary care setting. Northwestern Memorial Hospital launched this pilot to strengthen the linkage between primary care and mental health in an effort to improve access and reduce obstacles to receiving mental health services. The program brings psychiatric care to patients by embedding behavioral health screenings and services within the primary care setting. If the patient is a fit for the program based on depression screening scores and symptoms, the primary care physician (PCP) refers the patient to the behavioral health care manager (BHCM) who coordinates treatment with the consulting psychiatrist and communicates the plan to both the PCP and the patient. The team is in constant communication to address the patients' symptoms, medications, and progress. Treatment provided in the program is outcomes-oriented. The goal for the program's patients is to get to remission which is defined as having minimal to no symptoms of depression. Success of the program was defined as an increase in access to depression treatment within the primary care setting, as well as a reduced wait-time to be seen by a behavioral health resource. The model was proven to be effective and efficient in treating chronically ill patients who also suffer from mental health issues. In FY17, discussions began to replicate this model at NM LFH. Staff was hired to manage the project and ensure successful implementation, evaluation, and sustainability. FY18 will focus on development of the referral pathway, as well as performance dashboards to track clinical outcomes, utilization and financial scaling. By replicating this model and adding critical psychiatric services to the primary care setting, NM LFH can help patients stabilize behavioral health issues that are directly impacting their ability to manage their health and chronic conditions. Strategy 2: Advocate for adequate mental health services and reimbursement. Despite the vast need for mental health services statewide, funding from private and public sources has been drastically reduced in recent years. Some of the largest, longstanding and well-known community-based mental health organizations have closed, or have stopped accepting or have significantly limited services for patients without Medicare, Medicaid or third-party insurance. Even for the well-insured and those newly insured under the Affordable Care Act, mental health treatment resources in the community are scarce or not available in a timely manner. Those in need are receiving little or no treatment, or often turn to emergency treatment. To help address the need for compassionate and comprehensive care for short- or longer-term mental health and emotional issues of its community members, NM LFH's medical staff added a physician specializing in psychiatry as well as a clinically licensed social worker in FY16. These additions expanded access to psychiatry and behavioral health services in Lake County. Additionally, patients and their families are supported through counseling, education, support groups and pastoral care in an outpatient setting. Strategy 3: Collaborate with other Lake County-focused workgroups and agencies to support efforts that impact mental health. The Lake County Health Department believes that healthcare services, including mental health and substance abuse support, must be available without barriers and no residents are turned away due to an inability to pay. In collaboration with the Lake County Health Department and area school districts, NM LFH worked to address the priority needs of the community, including recent efforts to address substance abuse and suicide among high-school-aged teens, and expanding programs to promote active, healthy lifestyles among residents of Lake County.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - NORTHWESTERN LAKE FOREST HOSPITAL. NM LFH staff members participate in suicide prevention in Lake Forest and Lake Bluff through their work with the Wellness Task Force. NM LFH staff participated in the development of the program, which now includes primary, secondary and tertiary prevention efforts. Members of NM LFH staff volunteer to give talks, lecture and lead workshops in Lake Forest and Lake Bluff. The Wellness Taskforce meets quarterly to refine their prevention program. Efforts have been successful as there have been no teen suicides in Lake Forest or Lake Bluff in approximately four years. NM LFH collaborates with the Lake County Health Department in initiatives targeting reducing drug- and alcohol-related deaths, as well as participation on the Lake County Health Department Behavioral Health Action Team. After conducting a behavioral health needs assessment, this team developed a strategic plan with four action areas, including provider workforce, coordination/continuum of care, access and awareness. Within the action areas, 13 strategies were identified for implementation, and NM LFH experts serve as members of the action team to address these strategies. Non-Priority Areas: The CHNA report identified areas of opportunity for health improvement for which LFH and its ESC determined it would not prepare an implementation plan and strategy. Many health organizations in Lake County were identified as providers of services to treat these health needs (see LFH CHNA Report). The areas of opportunity and the reasons for not addressing are below. Cancer: LFH provides clinical services to treat and screen for cancer. LFH will continue to sustain these services and work to strengthen community-based outreach. The ESC recommended focusing efforts on other health conditions for which LFH could have a greater impact. Diabetes: LFH provides clinical services to treat diabetes. As part of the Heart Disease and Stroke Strategy, LFH will work to increase access to healthy lifestyle activities and education programs which will also impact diabetes. Immunization and Infectious Disease: LFH provides clinical services to treat pneumonia and Hepatitis B. As part of the Access to Healthcare Services strategy, LFH will work to increase access to vaccines for school-aged youth. Injury and Violence: The ESC recommended focusing efforts on other health conditions for which LFH could have a greater impact. Nutrition, Physical Activity, and Weight: As part of the Heart Disease and Stroke strategy, LFH will work to increase access to healthy lifestyle activities and education programs which will also impact this area of opportunity. Potentially Disabling conditions: The ESC recommended focusing efforts on other health conditions for which LFH could have a greater impact. Tobacco Use: LFH supports public policies aimed at reducing tobacco use. The ESC recommended focusing efforts on other health conditions for which LFH could have a greater impact.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - NORTHWESTERN LAKE FOREST HOSPITAL. NMHC shall, in accordance with Illinois Hospital Uninsured Patient Discount Act, provide Free Care and Discounted Care to Uninsured Patients. NMHC provides Free Care and Discounted Care to eligible Applicants who are uninsured through two methods: "uninsured sliding fee scale assistance" and "uninsured catastrophic assistance." If an Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Free Care and Discounted Care shall be available for those Uninsured Patients who are Legal Illinois Residents and Illinois Residents. Non-Residents who are Uninsured Patients are not eligible for Free Care or Discounted Care. Notwithstanding the foregoing, there shall be no residency requirement for Uninsured Applicants receiving Emergency Services. NMHC provides Free Care and Discounted Care to eligible Insured Patients through two methods: "insured sliding fee scale assistance" and "insured catastrophic assistance." If the Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Financial Assistance will only be applied to self-pay balances, after all third-party benefits/resources are reasonably exhausted, including, but not limited to, benefits from insurance carriers (e.g., health, home, auto liability, worker's compensation, or employer funded health reimbursement accounts), government programs (e.g., Medicare, Medicaid or other federal, state, or local programs), or proceeds from litigation, settlements, and/or private fundraising efforts (collectively, "Third-Party Funding Sources"). Patients receiving Financial Assistance and who require Medically Necessary care (other than Emergency Services) must, whenever possible, be screened for eligibility for Medicaid, Health Insurance Exchange, or other available payment programs and, if found eligible, the Patient must fully cooperate with enrollment requirements prior to the procedure being scheduled and/or services being rendered. Eligible Patients who fail or refuse to enroll in available Medicaid, Health Insurance Exchange, or other available payment programs may be ineligible for Financial Assistance. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. If there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. An uninsured Patient demonstrating eligibility under one or more of the following programs shall be deemed eligible for NMHC's Free and Discounted Care program and will not be required to provide additional supporting documentation for financial assistance: A. Homelessness; B. Deceased with no estate; C. Mental incapacitation with no one to act on the patient's behalf; D. Medicaid eligibility, but not on date of service for non-covered service; or E. Enrollment in the following assistance programs for low-income individuals having eligibility criteria at or below 200% of the federal poverty income guidelines: 1. Women, Infants and Children Nutrition Program (WIC); 2. Supplemental Nutrition Assistance Program (SNAP); 3. Illinois Free Lunch and Breakfast Program; 4. Low Income Home Energy Assistance Program (LIHEAP); 5. Enrollment in an organized community-based program providing access to medical care that assess and documents limited low income financial; or 6. Receipt of grant assistance for medical services.
Schedule H, Part V, Section B, Line 15 Facility , 1	Facility , 1 - NORTHWESTERN LAKE FOREST HOSPITAL. NMHC's Financial Counseling Department is responsible for assisting Applicants applying for Financial Assistance prior to or during the course of treatment. Areas within NMHC handling billing inquiry, customer service, and self-pay follow-up shall assist Applicants after services have been provided. The determination of an Applicant's eligibility for Financial Assistance should be made as early as possible. In cases where the Patient is seeking services other than Emergency Services, determination shall be made prior to the scheduling and/or rendering of services, whenever possible. Pursuant to the Illinois Fair Patient Billing Act, Patients shall be instructed to apply for Financial Assistance within sixty (60) days after discharge or the receipt of outpatient care, whichever is longer, and NMHC shall not send bills to Uninsured Patients until such sixty (60) day period has passed. While NMHC may bill Patients after the sixty (60) day period, it shall, nevertheless, process Applications received at any time during the Application Period. The Application Period shall be the 240 day period provided by IRS guidance, starting from the date care is provided. Unless eligibility has been previously determined or unless otherwise provided within this policy, the Patient or Guarantor is required to complete an Application for Financial Assistance and provide supporting documentation, which provides, in accordance with law, information about the Applicant's financial position (including, as applicable, information about the Applicant's family) and other information which is necessary in making a determination of eligibility for Financial Assistance. The Application shall be available on a form provided by NMHC and consistent with the provisions of the Illinois Hospital Uninsured Patient Discount Act and other applicable law. Unless otherwise provided herein or in an appendix, Applications will only be accepted from individuals who have had a previously existing relationship with NMHC during the last 12 months or an upcoming appointment or admission. Patients shall complete one (1) Application which shall be recognized by all NMHC Affiliates. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. The Financial Assistance application described the primary and supplementary information required of an individual to provide as part of his or her application. This was documented on the 'Financial Assistance Required Supporting Documents' page included with the Financial Assistance application. Contact information of hospital facility staff who can provide an individual with information about the Financial Assistance Policy and application process was also provided.
Schedule H, Part V, Section B, Line 3 Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. The CHNA report also describes Central DuPage Hospital's CHNA goals and objectives, public dissemination plan, and the process for the development of the implementation plan.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. To solicit input from key informants, those individuals who have a broad interest in the health of the community, an Online Key Informant Survey was implemented as part of the CHNA process. A list of recommended participants was provided by NMCDH and the Metropolitan Chicago Healthcare Council; this list included names and contact information for physicians, public health representatives, other health professionals, social service providers, and a variety of other community leaders. Potential participants were chosen because of their ability to identify primary concerns of the population with whom they work, as well as of the community overall. Key informants were contacted by email, introducing the purpose of the survey and providing a link to take the survey online. Reminder emails were sent as needed to increase participation. In all, ten community stakeholders took part in the Online Key Informant Survey including representatives of the organizations below: 1. DuPage County Health Department 2. DuPage Federation on Human Services Reform 3. Elmhurst CUSD 205 4. Metropolitan Chicago Healthcare Council 5. Naperville School District 203 6. People's Resource Center 7. Village of Addison Through this process, input was gathered from several individuals whose organizations work with low-income, minority populations, or other medically underserved populations. In the online survey, key informants were asked to rate the degree to which various health issues are a problem in their own community. Follow-up questions asked them to describe why they identify problem areas as such and how these might be better addressed. Findings represent qualitative rather than quantitative data. The Online Key Informant Survey was designed to gather input from participants regarding their opinions and perceptions of the health of the residents in the area. Therefore, these findings are based on perceptions, not facts. To ensure that organizations impacting health in DuPage County were meaningfully engaged in reviewing and interpreting the findings of the CHNA, developing priorities among the identified needs and forming a collaborative plan to address the top priority needs, the External Steering Committee (ESC) was established and maintained.
Schedule H, Part V, Section B, Line 6a Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. The assessment was conducted by Professional Research Consultants, Inc. (PRC). PRC is a nationally recognized healthcare consulting firm with extensive experience conducting Community Health Needs Assessments. The hiring of PRC was facilitated by the Metropolitan Chicago Healthcare Counsel (MCHC) on behalf of participating member hospitals and health systems. These hospitals and health systems include: Alexian Brothers Health System/Amita Health (Alexian Brothers Behavioral Health Hospital, Alexian Brothers Medical Center, St. Alexius Medical Center); Amita Health (Adventist Bolingbrook Hospital, Adventist GlenOaks Hospital, Adventist Hinsdale Hospital, Adventist LaGrange Memorial Hospital); Edward-Elmhurst Healthcare (Edward Hospital & Health Services, Elmhurst Memorial Hospital); Franciscan Alliance (Franciscan St. James Health); Ingalls Health System (Ingalls Memorial Hospital); Little Company of Mary Hospital and Health Care Centers; Loretto Hospital; Northwest Community Healthcare (Northwest Community Hospital); Northwestern Medicine (Central DuPage Hospital, Northwestern Memorial Hospital, Northwestern Lake Forest Hospital); Palos Community Hospital; Rush System for Health (Rush Oak Park Hospital, Rush University Medical Center); Saint Anthony Hospital; St. Bernard Hospital and Health Care Center; Swedish Covenant Hospital; Thorek Memorial Hospital; and the University of Chicago Medicine.
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. In addition to providing the CHNA report on the website and making it available to the public upon request, the CHNA report was also distributed to the following: * Key community organizations and leaders * Central DuPage Hospital External Steering Committee * Central DuPage Hospital Leadership
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. In selecting priorities and initiatives to address those priorities, NMCDH considered the degree of community need for additional resources, the capacity of other agencies to meet the need and the suitability of its own expertise and resources to address the issue. NMCDH addressed the priority needs listed below: Access to Healthcare Services: NMCDH will continue to support efforts to increase access to care by providing leadership, investing resources and working collaboratively with other community organizations throughout the county. NMCDH will support the maintenance and expansion of an efficient and effective continuum of care offering medical homes (including primary and specialty care), pharmaceuticals, inpatient, outpatient and emergent care to uninsured adult residents of DuPage County. Additionally, NMCDH will offer a comprehensive financial assistance program to patients who are unable to afford the cost of necessary medical care. NMCDH will also seek to engage and maintain a multicultural workforce of primary care providers, specialists, mid-level practitioners, registered professional nurses and other specialties committed to working in an evidence-based practice setting. In order to meet our goal to support efforts to increase access to care, NMCDH will implement the following strategies: 1. Offer financial assistance policies that are easily accessible, user-friendly, and respectful and meet all regulatory requirements. 2. Continue to provide medically necessary inpatient and outpatient hospital services to uninsured and underinsured patients in accordance with the hospital's financial assistance policies. 3. Continue to address the needs of individuals identified as potentially eligible for public health insurance by facilitating their application for government-sponsored healthcare coverage. 4. Continue representation on various task forces and work groups related to the collaborative work occurring on access to care issues. 5. Provide operational grants to the DuPage Health Coalition in support of their coordination of the DuPage County health safety net system. 6. Provide supportive funding to the Silver Access DuPage Program. 7. Continue to provide free inpatient and outpatient care to Access DuPage clients in accordance with presumptive eligibility and existing NMCDH financial assistance policies. 8. Provide resources for people who do not have health insurance or cannot afford breast cancer screening through the Why Wait? program. 9. Provide operational support to the Engage DuPage program. 10. Serve as a training center for nursing and other allied health professions. 11. Provide trained professional healthcare interpreters and offer language assistance programs. 12. Continue to offer a download application entitled In Case Emergency (ICE) 13. Continue to offer the Moms 2b Email program. Support care rendered to the underserved clients of Tri-City Health Partnership (TCHP). 15. Provide office space and support to the Senior Health Insurance Program (SHIP). 16. Provide grant funding to the Winfield Fire Department to lead efforts in local emergency disaster planning. 17. Engage in a formal agreement with VNA Healthcare to promote access to primary and specialty care to Medicaid recipients in the service area. Key Progress toward Outcomes/Metrics: 1. All financial assistance policies were reviewed annually. 2. Over 18,000 individuals received financial assistance at NMCDH and Northwestern Medicine Delnor Hospitals (NMDH). 3. A total of $80,689,729.34 was rendered in financial assistance to uninsured and underinsured individuals. (NMCDH/NMDH) 4. 2,868 Medicaid applications were processed through Engage DuPage services. 5. NMCDH leadership and staff participated in various community task forces to further the development of the health and human services safety net. 6. 5,364 individuals were enrolled into the DuPage County Health Safety Net System, resulting in links to 229 primary care providers, 3,961 links to local FQHCs, 10,306 primary care visits and 2,424 specialty referrals. 19,471 prescriptions were filled. 7. The Silver Access Premium program provided assistance to 564 individuals in CYs 2016 and 2017. 8. A total of $5,717,854 was rendered to Access DuPage clients for outpatient and other specialty care services. 9. A total of $1,741,636 was rendered to Access DuPage clients for inpatient care. 10. Funding was provided to Engage DuPage for the provision of Community Access Specialists in the Emergency Room. 11. A total of 1,235 individuals received breast cancer screening. 12. A total of 69,421 hours were committed to nursing and allied health professions training (NMCDH/NMDH). 13. 23,144 encounters were completed utilizing trained professional healthcare interpreters (NMCDH/NMDH). 14. 156 seniors received support and assistance from the Senior Health Insurance Program. (NMCDH/NMDH) 15. A comprehensive tabletop exercise that included a workshop element involving an active shooter response within NMCDH was conducted. 16. A formal agreement was executed in December 2016 with VNA Healthcare. Workgroups are currently developing a process for referring patients and the program is set to launch in FY2018. Mental Health and Substance Abuse: In support of national and local mental health service objectives, NMCDH will provide leadership, invest resources, and work collaboratively with community partners in a county-wide mental health/substance abuse coalition. The purpose of the coalition will be to study the issues and needs, and develop planned responses that will ultimately improve the quantity, quality and continuity of mental health services available in the county. To meet this goal, NMCDH will: 1. Work collaboratively with the DuPage Behavioral Health Collaborative to identify key community partners and best practices in the areas of mental health crisis intervention. 2. Provide in-kind leadership and support to the implementation of the Behavioral Health Treatment Action Plan that has been developed by the DuPage County Behavioral Health Collaborative. 3. Provide in-kind leadership and support to the implementation of the Substance Abuse Action Plan developed by the DuPage Behavioral Health Collaborative. 4. Offer evidence-based wellness programs in the areas of mental health and substance abuse via programmatic venues including but not limited to Dinner with the Doc series, clinician-led educational offerings, self-help groups, rehabilitation services programs, support groups and professional development. 5. Offer community benefit grants targeted to address mental health needs in the CDH service area. 6. Implement the National Council for Behavioral Health's Mental Health First Aid Program and offer programming to members of the community. Key Outcomes/Metrics: 1. In July 2017 a SIM Workshop was convened and facilitated by Policy Research Associates. Thirty seven community partners participated from areas including but not limited to mental health, substance abuse, criminal justice sectors and consumers. The workshop focused on the development of a county-specific Sequential Intercept Model (SIM). 2. An assessment of the current system was completed. Site visits were conducted at Rosecrance Mulberry Center and Christ Hospital Crisis Unit. Six priority areas were established: 1. 24/7 central receiving center or system for adults and youth; 2. Change transportation process to remove EMS 3. Post incarceration support; 4. Collaborative group to move the process along; 5. Education to the community about the incarcerated population and needs / reduce stigma; 6. Increased/ improved data sharing. 3. A workgroup was formed to evaluate the feasibility of starting a crisis unit within DuPage County for medical detox patients. The DuPage County Health Department has engaged a resource to propose different options. No formal project has been initiated at this time. 4. A resource directory has been developed and distributed to law enforcement agencies in DuPage County. 5. A navigation committee was developed for developing a navigation model for the behavioral health treatment system. The committee researched other models from other counties and states. A potential model for DuPage was in discussions but due to funding, technology, and staffing it was not launched and the decision was made to work on other strategies and initiatives. 6. A Quality Indicator committee was developed and 3-5 core questions were chosen to be measured. Currently they are in the process of working with collaborative leaders to see if they can implement the questions.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. 7. NMCDH behavioral health services spearheaded a project collaborating with DuPage County Health Department to identify potential resources and sharing of potential hires for physician and mid-level providers. It was determined that there is not funding to support sharing costs of recruiting professionals at this time but when the NMDH primary care residency program is operational there will be consideration as a partnership site. 8. In 2016 (last report available), 91% of 12th graders perceive moderate to great risk to use prescription drugs not prescribed to them. 9. An Opioid Safety Seminar was held in DuPage county for prescribers. 212 individuals attended the program. 10. As part of the Safe Prescriber Campaign a heroin prevention awareness campaign was launched in December 2015. The campaign targeted 20,000 DuPage County residents and included information aimed at increasing awareness about prescription drug disposal programs and the 911 Good Samaritan Law. A heroin prevention PSA (public service announcement) was promoted by WGN media group and digital ads were run on desktop and personal computers. These ads were then linked to the Heroin DuPage website for more information. 11. NMCDH Behavioral Health Services hosted four evidence-based wellness events: (NMCDH/NMDH) A. CCPC Conference B. Congressional Forum on Opiates C. Kaneland High School Compassion Fatigue Presentation D. Clare Woods Academy: Job Stress and Burnout 12. Office space was provided at no charge for 12-Step Programs offered Sundays thru Saturdays. (NMCDH/NMDH) A. A total of 1,530 hours of room usage was recorded. B. 29,016 individuals attended throughout the year. 13. An average of 37 individuals participated in the Western DuPage Special Recreation Drop-In Center project A. 80% of the participants engaged in the weekly recreational or art activity; B. 100% of the participants enjoyed a healthy and nutritious meal each week; C. Staff reported that participants felt more confident and interested in pursuing outside activities. 14. Over 80% of the participants who participated in NAMI DuPage Education and Resource Services reported a decrease in stigma and stated they felt more hopeful for recovery; A. 99.5% of participants reported increased awareness of resources and knowledge to help themselves and their loved ones; B. Over 90% of participants reported increased knowledge of mental illness and hope for recovery. 15. Individuals impacted by funding from the Samaritan Interfaith: Mental Health Access Program reported: (NMCDH/NMDH) A. 83% of clients experienced an increase in their GAF scale score; B. 61% of the 83% experienced a 5 point or more increase; C. 96% of those who completed the client satisfaction survey indicated that they agree/strongly agree, "I feel I was able to accomplish what I set out to do," "I am better able to handle conflict and stress," and "My counselor interventions and interactions were helpful." 16. Outcomes reported as the result of NMCDH funding to the World Relief Refugee Wellness Program: A. 83% of participants were able to identify symptoms of mental illness; B. 78% were to identify at least 3 helpful mainstream community resources and report stronger connectedness to members of their own community; C. 68% of refugees receiving mental health treatment demonstrated an increased level of functioning, decreased symptoms and completed treatment goals. 17. Four NMCDH/NMDH staff were trained to offer the nationally recognized evidence-based Mental Health First Aid program. (NMCDH/NMDH) A. 11 classes were held; B. 159 individuals (adults and youth) attended the programs; C. 100% of MHFA participants scored a minimum of 85% on the MHFA course exam. Chronic Disease: In support of national objectives to reduce the prevalence and burden of chronic disease, NMCDH will continue to provide community education related to chronic disease in the areas of evidence-based primary interventions (disease prevention, health promotion), evidenced-based secondary interventions (screening), and evidenced-based tertiary interventions (education to individuals affected with a chronic disease in an effort to promote an optimum state of individual wellness). NMCDH will also continue to bring leading-edge, acute chronic disease and chronic disease management care to all individuals regardless of ability to pay. NMCDH adopted the below strategies to meet this goal. 1. Host/offer evidence-based community health and wellness programming in the areas of cardiovascular and peripheral vascular disease. 2. Host/offer evidence-based community health and wellness programming in the area of cancer, including but not limited to, the topics of breast and colon cancer, brain tumors, proton therapy, yoga classes for cancer patients, palliative care and hospice. 3. Host/offer evidence-based community health and wellness programming in various other areas related to chronic disease including, but not limited to, obesity, injury prevention, arthritis, maternal and child health, joint replacement, fall prevention, chronic lung disease, epilepsy and Parkinson's disease. 4. Offer a community-based heart failure program to all patients with an active diagnosis of heart failure (HF) who have not been referred for or are not receiving other nursing services. The goal of the HF Program is to empower HF patients with a comprehensive, educational chronic disease management program designed to promote effective self-care behaviors aimed at decreasing hospital readmission rates while enhancing client perceived quality of life. 5. Provide in-kind leadership and financial support to the Forward Project. 6. Work with local schools to implement the Coordinated Approach to Child Health (CATCH) program. Emphasis will be on parents and children attending the 4 year old program and all preschool program teachers. 7. Provide "Kits for Kids" an educational program that may be utilized by parents, teachers, scout leaders and other individuals to assist children in learning about good handwashing, bicycle safety and nutrition. 8. Continue efforts to promote referral patterns of physicians and ancillary staff to smoking cessation resources. Key Outcomes/Metrics: 1. A total of five educational seminars were offered in the areas of cardiovascular health. A total of 809 individuals attended these seminars. 2. Meeting space was provided at no charge for 20 support groups. 3. A total of four educational seminars were offered in the areas of cancer. A total of 370 individuals attended these seminars. 4. A total of eleven additional educational seminars were offered. 1,326 individuals attended these seminars. 5. Rehabilitation Services offered 15 community programs. 375 individuals attended. 6. Diabetes Education Services offered 9 community programs. 90 individuals attended. 7. 340 individuals were enrolled in the Community-Based Heart Failure program: (NMCDH/NMDH) A. 30-day readmission rate for heart failure diagnosis: 1% (markedly below the national rate); B. 97% of clients demonstrated the ability to identify appropriate action in the event of a worsening of their condition; C. 98% of clients utilized an effective medication management system; D. 82% of clients demonstrated compliance with symptom tracking. 8. The Medical Respite Program served 55 individuals in 50 households - 51 were adults and 4 children. A total of 100% of participants received information about importance of regular physicals. A total of 94% exited the program with insurance and 4% received help with Medicaid application. A total of 80% of participants had a primary care physician and 66% exited the program with a follow up appointment for a primary care physician visit. Additionally, 60% of participants have moved into housing or have a housing plan. 9. A total of 200 students and parents participated in the Common Threads: Healthy Cooking and Nutrition Education Program. A total of 1,640 healthy meals and snacks were provided. 90% of students verbalized confidence in their ability to execute cooking skills. 10. 127 healthcare professionals and community members were trained in Cardiopulmonary Resuscitation by the Winfield Fire Department. 11. 251 car seats were installed by the Winfield Fire Department. 12. FORWARD initiatives for FY17 resulted in: A. Salt shakers were removed from the seating area and all tables in the cafe; B. 75% of bottled beverages are healthier; C. Catering menus focus on lean protein, fresh fruits and vegetables and whole grains; D. High sodium/fried/high fat options have been eliminated; E. Vending machines focus on organic, low sodium options; F. Patient menus are based on a therapeutic lifestyle menu (lower in sodium and fats)-there is no more "regular" menu vs "cardiac" menu.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. 13. The CATCH Program reached over 1,500 students and teachers. 91% of children were able to verbalize 6 out of 8 GO foods. 91% of children recognized the importance of consuming GO foods daily. 100% of schools/programs adjusted their snack lists to include healthy (GO) foods. 98% of teachers organized 20 minutes of moderate physical activity. 95% of teachers continued to reinforce the GO-WHOA healthy food message in the classroom. (NMCDH/NMDH) 14. A total of 433 Kits for Kids were disseminated in the areas handwashing, bicycle safety and healthy nutrition. (NMCDH/NMDH) 15. A total of 75 individuals participated in smoking cessation programs. 91% self-reported smoking cessation by the end of week 3. (NMCDH/NMDH) 16. A total of 127 individuals were trained in CPR thru funding provided to the Winfield Fire Department. 17. A total of 251 car seats were properly installed by the Winfield Fire Department. Car seat safety education was also offered. 18. The Think First Curriculum was offered to 24,591 children from kindergarten through high school and 7,168 individuals participated in Think First community events. (NMCDH/NMDH): A. A total of 5,627 children were fitted for and received bike helmets (NMCDH/NMDH); B. A total of 61 couples attended child safety classes (NMCDH/NMDH); C. A total of 519 car seats were checked / distributed (NMCDH/NMDH); Two additional needs were identified in the CHNA for which NMCDH and ESC determined it would not prepare an implementation plan and strategy. While these are still considered important needs, the most effective way to respond is by continuing to participate in county-led initiatives and support the work of qualified organizations providing ambulatory care to the underserved. These areas of opportunity and the reasons for not addressing are below. Child and Maternal Health: As identified by the CHNA, there is a need for additional effort to improve prenatal and perinatal care, and to target high-risk groups such as teenagers and older women in addition to monitoring historically higher infant mortality rates among African-Americans residents of DuPage County, suggesting that interventions targeting this population may help. While we consider this an important need, we believe that we are best suited to assist in meeting these needs in two ways: (1) through the support of local medical home providers for the underserved and (2) by continuing to offer state of the art prenatal education services to all members of our community. Infectious and Sexually Transmitted Diseases: The CHNA identified infectious and sexually transmitted disease rates above targets as an area of opportunity in our community. While this was not selected as a priority need, NMCDH will continue to participate in county-led initiatives in these areas in addition to supporting the work of healthcare providers for the underserved.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. NMHC shall, in accordance with Illinois Hospital Uninsured Patient Discount Act, provide Free Care and Discounted Care to Uninsured Patients. NMHC provides Free Care and Discounted Care to eligible Applicants who are uninsured through two methods: "uninsured sliding fee scale assistance" and "uninsured catastrophic assistance." If an Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Free Care and Discounted Care shall be available for those Uninsured Patients who are Legal Illinois Residents and Illinois Residents. Non-Residents who are Uninsured Patients are not eligible for Free Care or Discounted Care. Notwithstanding the foregoing, there shall be no residency requirement for Uninsured Applicants receiving Emergency Services. NMHC provides Free Care and Discounted Care to eligible Insured Patients through two methods: "insured sliding fee scale assistance" and "insured catastrophic assistance." If the Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Financial Assistance will only be applied to self-pay balances, after all third-party benefits/resources are reasonably exhausted, including, but not limited to, benefits from insurance carriers (e.g., health, home, auto liability, worker's compensation, or employer funded health reimbursement accounts), government programs (e.g., Medicare, Medicaid or other federal, state, or local programs), or proceeds from litigation, settlements, and/or private fundraising efforts (collectively, "Third-Party Funding Sources"). Patients receiving Financial Assistance and who require Medically Necessary care (other than Emergency Services) must, whenever possible, be screened for eligibility for Medicaid, Health Insurance Exchange, or other available payment programs and, if found eligible, the Patient must fully cooperate with enrollment requirements prior to the procedure being scheduled and/or services being rendered. Eligible Patients who fail or refuse to enroll in available Medicaid, Health Insurance Exchange, or other available payment programs may be ineligible for Financial Assistance. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. If there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. An uninsured Patient demonstrating eligibility under one or more of the following programs shall be deemed eligible for NMHC's Free and Discounted Care program and will not be required to provide additional supporting documentation for financial assistance: A. Homelessness; B. Deceased with no estate; C. Mental incapacitation with no one to act on the patient's behalf; D. Medicaid eligibility, but not on date of service for non-covered service; or E. Enrollment in the following assistance programs for low-income individuals having eligibility criteria at or below 200% of the federal poverty income guidelines: 1. Women, Infants and Children Nutrition Program (WIC); 2. Supplemental Nutrition Assistance Program (SNAP); 3. Illinois Free Lunch and Breakfast Program; 4. Low Income Home Energy Assistance Program (LIHEAP); 5. Enrollment in an organized community-based program providing access to medical care that assess and documents limited low income financial; or 6. Receipt of grant assistance for medical services.
Schedule H, Part V, Section B, Line 15 Facility , 1	Facility , 1 - CENTRAL DUPAGE HOSPITAL ASSOCIATION. NMHC's Financial Counseling Department is responsible for assisting Applicants applying for Financial Assistance prior to or during the course of treatment. Areas within NMHC handling billing inquiry, customer service, and self-pay follow-up shall assist Applicants after services have been provided. The determination of an Applicant's eligibility for Financial Assistance should be made as early as possible. In cases where the Patient is seeking services other than Emergency Services, determination shall be made prior to the scheduling and/or rendering of services, whenever possible. Pursuant to the Illinois Fair Patient Billing Act, Patients shall be instructed to apply for Financial Assistance within sixty (60) days after discharge or the receipt of outpatient care, whichever is longer, and NMHC shall not send bills to Uninsured Patients until such sixty (60) day period has passed. While NMHC may bill Patients after the sixty (60) day period, it shall, nevertheless, process Applications received at any time during the Application Period. The Application Period shall be the 240 day period provided by IRS guidance, starting from the date care is provided. Unless eligibility has been previously determined or unless otherwise provided within this policy, the Patient or Guarantor is required to complete an Application for Financial Assistance and provide supporting documentation, which provides, in accordance with law, information about the Applicant's financial position (including, as applicable, information about the Applicant's family) and other information which is necessary in making a determination of eligibility for Financial Assistance. The Application shall be available on a form provided by NMHC and consistent with the provisions of the Illinois Hospital Uninsured Patient Discount Act and other applicable law. Unless otherwise provided herein or in an appendix, Applications will only be accepted from individuals who have had a previously existing relationship with NMHC during the last 12 months or an upcoming appointment or admission. Patients shall complete one (1) Application which shall be recognized by all NMHC Affiliates. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. The Financial Assistance application described the primary and supplementary information required of an individual to provide as part of his or her application. This was documented on the 'Financial Assistance Required Supporting Documents' page included with the Financial Assistance application. Contact information of hospital facility staff who can provide an individual with information about the Financial Assistance Policy and application process was also provided.
Schedule H, Part V, Section B, Line 3 Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. The CHNA report also describes Delnor Hospital's CHNA goals and objectives, public dissemination plan, and the process for the development of the implementation plan.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - DENOR-COMMUNITY HOSPITAL. As part of the CHNA, three focus groups were held among key stakeholders representing public health, physicians, other healthcare professionals, social service providers and other community leaders from central Kane County. A list of recommended participants for the focus groups was provided by Delnor Hospital (Delnor). Potential participants were chosen because of their ability to identify primary concerns of the populations with whom they live and work, as well as the community overall. Focus group candidates were contacted by email and via phone. Confirmation calls were placed the day before the groups were scheduled to insure a reasonable turnout. Findings from the focus groups represent qualitative data on the needs of the community. The group was designed to gather input from participants regarding their opinions and perceptions of the health of the residents in the area. In total, three focus groups were held as part of this CHNA, incorporating input form 30 key informants or community stakeholders, with special emphasis on persons who work with or have special knowledge about vulnerable populations in central Kane County including low-income individuals, minority populations, those with chronic conditions and other medically underserved residents. A list of the organizations in which the participants represented is provided below: * AIM Independent Living Center * Batavia School District #101 * City of Aurora Fire Department * City of Batavia Police Department * City of Elgin Parks and Recreation * City of Elgin Planning * Community Unit School District 300 * deLacey Family Education Center * Dreyer Medical Clinic * Ecker Center * Elderday Center * Elgin Area Chamber * Gail Borden Public Library * Inc. 708 Board * Kane County Board * Kane County Development and Community Services Department * Kane County Division of Transportation * Kane County Health Department * Kid Care Medical * Kuipers Family Farm * Northern Illinois University * Open Door Clinic * Rush-Copley Medical Center * St. Charles Park District * St. Charles School District 303 * Tri-Cities Family Services * United Way of Elgin * Village of Montgomery * VNA Healthcare * Waubonsee Community College To ensure that organizations impacting health in central Kane County were meaningfully engaged in reviewing and interpreting the findings of the CHNA, developing priorities among the identified needs and forming a collaborative plan to address the top priority needs, the External Steering Committee (ESC) was established and maintained. Members include representatives from: * Aunt Martha's * AID * Community Unit School District 300 * Day One * Gail Borden Community Library * Geneva Community Chest * Inc. 708 Board * Kane County Health Department * United Way of Central Kane County * VNA Healthcare * Waubonsee Community College
Schedule H, Part V, Section B, Line 6a Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. SHERMAN HOSPITAL RUSH-COPLEY MEDICAL CENTER ST. JOSEPH HOSPITAL MERCY HOSPITAL
Schedule H, Part V, Section B, Line 6b Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. KANE COUNTY HEALTH DEPARTMENT INC 708 BOARD
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. In addition to providing the CHNA report on the website and making it available to the public upon request, the CHNA report was also distributed to the following: 1. Key community organizations and leaders 2. Delnor External Steering Committee 3. Delnor Leadership
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. In selecting priorities and initiatives to address those priorities, Delnor considered the degree of community need for additional resources, the capacity of other agencies to meet the need and the suitability of its own expertise and resources to address the issue. The following Priority Health Needs were selected: Access to Health Care: An aging population, a challenging economy and an increasing prevalence of chronic diseases create a variety of access-to-care issues relating to both the affordability and availability of care. Delnor has supported national and local efforts to increase access to care by providing leadership, investing resources and working collaboratively with other key community stakeholders and organizations throughout the county. Additionally, Delnor offers a comprehensive financial assistance program to patients who are unable to afford the cost of medically necessary healthcare services. Delnor continues to maintain a multicultural workforce of primary care providers, specialists, mid-level practitioners, registered professional nurses and other specialties committed to working in an evidence-based practice setting. Delnor will work with the Kane County Health Department and local healthcare providers to offer vaccine clinics to underserved children and adolescents in Kane County who lack access to routine childhood immunizations. Delnor will continue to conduct self-audits of immunization compliance rates in an effort to meet/exceed state and local benchmarks for two-year-olds, children entering kindergarten and adolescents. Delnor assesses whether patients who utilize the vaccine clinics are receiving anticipatory guidance and basic health promotion and prevention information. Additionally, Delnor collaborates with the Kane County Health Department as well as state and local healthcare providers to respond to the spike in tuberculosis cases in Kane County. Actions taken to address this need will include: 1) Maintain an easily accessible, user-friendly, respectful financial assistance program that complied with all regulatory requirements 2) Support patients identified as potentially eligible for government-sponsored healthcare coverage in enrolling in Medicaid or other programs 3) Initiate a presumptive eligibility program to improve access to financial assistance programs and coverage 4) Provide in-kind leadership and resources to Kane County healthcare organizations undertaking efforts to address access to care, including the Kane County Health Department, the Kane County Health Access Integration Network, and the TriCity Health Partnership Free Clinic 5) Serve as a training center for nursing and allied health professions 6) Provide interpretation and language assistance programs for patients for whom English is not their first language 7) Underwrite the cost of hospital-based services for patients from TriCity Health Partnership 8) Seek ways to link Emergency Department patients without medical homes to a primary care provider 9) Provide grant support and office space to a program offering support to seniors in navigating Medicare enrollment and finding covered healthcare resources 10) Award grants to area organizations to offset the cost of providing mental health services and lung cancer screenings to underserved residents. 11) Develop and offer for free an "In Case of Emergency" app to enable emergency responders and emergency room staff to rapidly locate key health information and emergency information 12) Develop an electronic communication resource for expectant and new mothers to provide health information and increase awareness of healthcare resources 13) Operate vaccine clinics that were accessible to working and non-working families and met all regulatory requirements 14) Implement measures to achieve and maintain vaccination coverage levels consistent with universally recommended vaccines among young children 15) Implement measures to achieve recommended vaccination levels for children aged 19-35 months for DTaP, polio, MMR, Hib, hepatitis B, varicella and PCV vaccines 16) Ensure vaccination coverage levels for children in kindergarten 17) Work to improve routine vaccination levels for adolescents 13-15 years old 18) Work with the Kane County Health Department and local healthcare providers to improve screening and ensure continued care for individuals suspected of or diagnosed with tuberculosis 19) Award grants to area healthcare organizations seeking to reduce spread of communicable disease Key Outcomes/Metrics: 1. All financial assistance policies were reviewed annually. 2. Over 18,000 individuals received financial assistance at Northwestern Medicine Central DuPage Hospital (NMCDH) and Northwestern Medicine Delnor Hospital (NMDH). 3. A total of $80,689,729.34 was rendered in financial assistance to uninsured and underinsured individuals. (NMCDH/NMDH) 4. 501 Medicaid applications were processed through HJQ financial services. 5. NMDH leadership and staff participated in various community task forces to further the development of the health and human services safety net. 6. 99 individuals accessed Tri City Health Partnership - a free clinic supported by NMDH. 7. NMDH provided $42,502 of free inpatient care to TCHP clients. 8. NMDH provided $125,545 of free care was provided to TCHP clients for outpatient and other services. 9. A total of 69,421 hours were committed to nursing and allied health professions training (NMDH/NMCDH). 10. 23,144 encounters were completed utilizing trained professional healthcare interpreters (NMDH/NMCDH). 11. 156 seniors received support and assistance from the Senior Health Insurance Program. (NMDH/NMCDH) 12. A formal agreement was executed in December 2016 with VNA Healthcare. Workgroups are currently developing a process for referring patients and the program is set to launch in FY2018. 13. A total of 49 vaccine clinics were offered this FY. Chronic Disease: In support of national objectives to reduce the prevalence and burden of chronic disease, Delnor will provide community education related to chronic disease in the areas of evidence-based primary interventions (disease prevention, health promotion), evidenced-based secondary interventions (screening), and evidenced-based tertiary interventions (education to individuals affected with a chronic disease in an effort to promote an optimum state of individual wellness). Additionally, Delnor has developed and will continue to implement a post-discharge Community Heart Failure Program designed to improve the quality of life and reduce readmissions in patients with heart failure. Delnor provides leading-edge, acute chronic disease care to all individuals regardless of their ability to pay as per the Delnor Financial Assistance Policy
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - DELNOR-COMMUNITY HOSPITAL. The problem of adult/child obesity has reached epidemic levels, both nationally and in Kane County. As of 2015, 63.9 percent of Kane County adults and more than 32% of children five years old or younger were considered overweight and/or obese. It is widely recognized that being overweight or obese can lead to a variety of chronic diseases including heart disease, diabetes, hypertension, cancer, stroke and osteoarthritis. With both a large young population and an aging population, it is critical to address this issue to enhance health and well-being and reduce healthcare costs over the long term. Actions to address this need will include: 1) Participate in and supported the Kane County Fit for Kids 2020 Coalition 2) Maintain a safe walking path around Delnor's medical campus for use by community residents 3) Annually underwrite the cost of 15-20 community garden plots for employees and community residents to promote consumption of fresh fruits and vegetables 4) Award grants to area organizations responding to the problems of obesity and poor nutrition 5) Work with an area park district preschool program to implement the nationally recognized Coordinated Approach To Child Health program, educating young children and parents about healthy food choices 6) Provide funding to regional park districts and athletic agencies to provide scholarships to individuals and families otherwise unable to afford park district activities 7) Develop and distribute educational kits with information on healthy habits, safety and nutrition to area parents, scout leaders and teachers 8) Host or offer evidence-based community health and wellness programming for common chronic conditions and safety topics: a. Cardiovascular disease and stroke b. Cancer c. Obesity d. Injury prevention e. Arthritis f. Maternal and child health g. Joint replacement h. Fall prevention i. Chronic lung disease j. Epilepsy k. Parkinson's disease 9) Develop and implement a post-discharge heart failure program to improve quality of life and decrease readmission rates among patients with heart failure 10) Award grants to community organizations with programs designed to enhance/promote health and minimize chronic disease 11) Seek ways to increase awareness of and referrals to smoking cessation programs Key Outcomes/Metrics 1. A total of five educational seminars were offered in the areas of cardiovascular health. A total of 809 individuals attended these seminars. (NMDH/NMCDH combined data.) 2. Meeting space was provided at no charge for 20 support groups. (NMDH/NMCDH) 3. A total of four educational seminars were offered in the areas of cancer. A total of 370 individuals attended these seminars. (NMDH/NMCDH) 4. A total of eleven additional educational seminars were offered. 1,326 individuals attended these seminars. (NMDH/NMCDH) 5. Rehabilitation Services offered 15 community programs. 375 individuals attended. (NMDH/NMCDH) 6. Diabetes Education Services offered 9 community programs. 90 individuals attended. (NMDH/NMCDH) 7. 340 individuals were enrolled in the Community-Based Heart Failure program: (NMDH/NMCDH) A. 30-day readmission rate for heart failure diagnosis: 1% (markedly below the national rate); B. 97% of clients demonstrated the ability to identify appropriate action in the event of a worsening of their condition; C. 98% of clients utilized an effective medication management system; D. 82% of clients demonstrated compliance with symptom tracking. 8. Wasco Elementary was a pilot program for a Fit for Kids Healthy School program and they engaged 373 students. 9. Bell-Graham Elementary: new heart monitor program in PE classes impacted 407 students. 10. Kane County Planning Cooperative partnered with Kane County Juvenile Justice Center to introduce a garden and healthy eating program at the facility. 11. Mid-Valley Special Education Cooperative updated their playground to include additional equipment for their 38 students. 12. 2017 National Walk to School Day: A. 82 elementary and middle schools participated from 21 towns; B. 20,000 students walked, biked, or participated in Walk to School Day activities; C. Kane County was number one in Illinois with the highest number of participation. 13. 111 individuals participated in the Northern Illinois Food Bank's Diabetes Prevention Education Programs 14. The CATCH Program reached over 1,500 students and teachers. 91% of children were able to verbalize 6 out of 8 GO foods. 91% of children recognized the importance of consuming GO foods daily. 100% of schools/programs adjusted their snack lists to include healthy (GO) foods. 98% of teachers organized 20 minutes of moderate physical activity. 95% of teachers continued to reinforce the GO-WHOA healthy food message in the classroom. (NMDH/NMCDH) 15. A total of 433 Kits for Kids were disseminated in the areas handwashing, bicycle safety and healthy nutrition. (NMDH/NMCDH) 16. The Think First Curriculum was offered to 24,591 children from kindergarten through high school and 7,168 individuals participated in Think First community events. (NMDH/NMCDH): A. A total of 5,627 children were fitted for and received bike helmets (NMDH/NMCDH); B. A total of 61 couples attended child safety classes (NMDH/NMCDH); C. A total of 519 car seats were checked / distributed (NMDH/NMCDH); Mental Health and Substance Abuse: Mental health and physical health are closely connected. Mental health plays an integral role in the ability to maintain physical health. Mental illnesses such as depression, anxiety and addiction affect peoples' ability to participate in health promoting behaviors. Subsequently, the presence of mental health problems can have a serious impact on chronic disease and decrease the ability to participate in treatment and recovery. To address the identified health needs related to Mental Health and Substance Abuse, Delnor and members of the ESC plan to collaborate on the following strategies: 1) Continue strategic planning efforts to evaluate the demand for hospital-based mental health services and identify appropriate Delnor resources to address those needs. A comprehensive strategic plan is being developed to properly address the mental health needs of the Delnor and Northwestern Medicine Central DuPage service areas. The plan will identify the needs and develop strategies to address those needs, including but not limited to expansion of inpatient behavioral health and addiction services and additional capacity in the outpatient mental health service line. 2) Provide Community Benefit Grant funding and further solidify relationships with community agencies that can provide outpatient mental health services to the medically underserved residents within the service area. 3) Participate in and support initiatives within Kane County that are focused on Mental Health. The Kane County Health Department is currently developing a Community Health Improvement Plan (CHIP) in collaboration with the hospitals and community agencies within the county. One of the identified priorities to be addressed is Mental Health and Substance Abuse. Delnor will continue to participate in the CHIP Executive Committee and the Mental Health Subgroup to develop and implement the action plan to address the health priority of Mental Health and Substance Abuse. 4) Complete the planning phase and implement the Mental Health First Aid Program in the Delnor service area. The Mental Health First Aid (MHFA) program is designed to teach residents of the community how to take action when a mental illness is suspected or identified. The intent is to reduce the wide reach and economic toll that mental health disorders and crises have on the community. Individuals within Delnor are currently completing training and the certification process and will begin providing educational sessions to teach parents, family members, caregivers, teachers, school staff, peers and community members how to help an adolescent or adult experiencing a mental health or addiction challenge or crisis. These individuals can then intervene and direct the individual to appropriate resources. The overall goal is to increase awareness and early intervention to those in need of behavioral health services.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - DELNOR-COMMUNITY HOSPITAL. Key Outcomes/Metrics: 1. Leadership staff Allison Johnson participated in the Mental Health Council. The Council focused on creating a provider network and assessment of resources in the community. 2. NMDH/NMCDH Behavioral Health Services hosted four evidence-based wellness events: A. CCPC Conference B. Congressional Forum on Opiates C. Kaneland High School Compassion Fatigue Presentation D. Clare Woods Academy: Job Stress and Burnout 3. Office space was provided at no charge for 12-Step Programs offered Sundays thru Saturdays. (NMDH/NMCDH) A. A total of 1,530 hours of room usage was recorded. B. 29,016 individuals attended throughout the year. 4. Tri City Family Services grant outcomes: A. 66.7% reported progress in Behavior Towards Others, indicating improvements in interpersonal relationships with others; B. 88.5% reported progress in Moods and Emotions which indicate a reduction of anxiety and/or depression symptoms; C. 88.3% reported progress in Home/Family, which indicates improvements in family relationships and interactions; D. 100% reported progress in Thinking, which indicated improved cognition relative to self and others. 5. Ecker Center grant outcomes: A. Medication Possession Ratio: baseline is 0.89 and it was measured to be consistently a .91 over the grant period; B. Clients' symptoms improvement baseline is 72% and it was measured that 92% of clients reports symptom improvement. 6. Individuals impacted by funding from the Samaritan Interfaith: Mental Health Access Program reported: (NMDH/NMCDH) A. 83% of clients experienced an increase in their GAF scale score; B. 61% of the 83% experienced a 5 point or more increase; C. 96% of those who completed the client satisfaction survey indicated that they agree/strongly agree, "I feel I was able to accomplish what I set out to do," "I am better able to handle conflict and stress," and "My counselor interventions and interactions were helpful." 7. Outcomes reported as the result of NMDH funding to the World Relief Refugee Wellness Program: (NMDH/NMCDH) A. 83% of participants were able to identify symptoms of mental illness; B. 78% were to identify at least 3 helpful mainstream community resources and report stronger connectedness to members of their own community; C. 68% of refugees receiving mental health treatment demonstrated an increased level of functioning, decreased symptoms and completed treatment goals. 8. Four NMCDH/NMDH staff were trained to offer the nationally recognized evidence-based Mental Health First Aid program. A. 11 classes were held; B. 159 individuals (adults and youth) attended the programs; C. 100% of MHFA participants scored a minimum of 85% on the MHFA course exam. Health Issues Not Addressed: There were two additional health needs identified in Delnor's CHNA: chronic kidney disease and diabetes. The ESC and Delnor determined they would not prepare an implementation plan and strategy at this time for these health needs. The reasons for not addressing are as follows: Chronic Kidney Disease: Delnor provides clinical services to treat chronic kidney disease. The External Steering Committee recommended focusing efforts on other chronic health conditions for which Delnor would have a greater impact. Diabetes: Delnor has a comprehensive diabetes education program and seeks to provide clinical services to treat diabetes. There are also efforts at the county-level that are aimed at coordinating resources for individuals with diabetes. Delnor participates in those efforts and will align resources with the plans that are developed by the Diabetes Collaborative.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. NMHC shall, in accordance with Illinois Hospital Uninsured Patient Discount Act, provide Free Care and Discounted Care to Uninsured Patients. NMHC provides Free Care and Discounted Care to eligible Applicants who are uninsured through two methods: "uninsured sliding fee scale assistance" and "uninsured catastrophic assistance." If an Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Free Care and Discounted Care shall be available for those Uninsured Patients who are Legal Illinois Residents and Illinois Residents. Non-Residents who are Uninsured Patients are not eligible for Free Care or Discounted Care. Notwithstanding the foregoing, there shall be no residency requirement for Uninsured Applicants receiving Emergency Services. NMHC provides Free Care and Discounted Care to eligible Insured Patients through two methods: "insured sliding fee scale assistance" and "insured catastrophic assistance." If the Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Financial Assistance will only be applied to self-pay balances, after all third-party benefits/resources are reasonably exhausted, including, but not limited to, benefits from insurance carriers (e.g., health, home, auto liability, worker's compensation, or employer funded health reimbursement accounts), government programs (e.g., Medicare, Medicaid or other federal, state, or local programs), or proceeds from litigation, settlements, and/or private fundraising efforts (collectively, "Third-Party Funding Sources"). Patients receiving Financial Assistance and who require Medically Necessary care (other than Emergency Services) must, whenever possible, be screened for eligibility for Medicaid, Health Insurance Exchange, or other available payment programs and, if found eligible, the Patient must fully cooperate with enrollment requirements prior to the procedure being scheduled and/or services being rendered. Eligible Patients who fail or refuse to enroll in available Medicaid, Health Insurance Exchange, or other available payment programs may be ineligible for Financial Assistance. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. If there is reason to believe that an Applicant may have assets in amounts in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. An uninsured Patient demonstrating eligibility under one or more of the following programs shall be deemed eligible for NMHC's Free and Discounted Care program and will not be required to provide additional supporting documentation for financial assistance: A. Homelessness; B. Deceased with no estate; C. Mental incapacitation with no one to act on the patient's behalf; D. Medicaid eligibility, but not on date of service for non-covered service; or E. Enrollment in the following assistance programs for low-income individuals having eligibility criteria at or below 200% of the federal poverty income guidelines: 1. Women, Infants and Children Nutrition Program (WIC); 2. Supplemental Nutrition Assistance Program (SNAP); 3. Illinois Free Lunch and Breakfast Program; 4. Low Income Home Energy Assistance Program (LIHEAP); 5. Enrollment in an organized community-based program providing access to medical care that assess and documents limited low income financial; or 6. Receipt of grant assistance for medical services.
Schedule H, Part V, Section B, Line 15 Facility , 1	Facility , 1 - DELNOR-COMMUNITY HOSPITAL. NMHC's Financial Counseling Department is responsible for assisting Applicants applying for Financial Assistance prior to or during the course of treatment. Areas within NMHC handling billing inquiry, customer service, and self-pay follow-up shall assist Applicants after services have been provided. The determination of an Applicant's eligibility for Financial Assistance should be made as early as possible. In cases where the Patient is seeking services other than Emergency Services, determination shall be made prior to the scheduling and/or rendering of services, whenever possible. Pursuant to the Illinois Fair Patient Billing Act, Patients shall be instructed to apply for Financial Assistance within sixty (60) days after discharge or the receipt of outpatient care, whichever is longer, and NMHC shall not send bills to Uninsured Patients until such sixty (60) day period has passed. While NMHC may bill Patients after the sixty (60) day period, it shall, nevertheless, process Applications received at any time during the Application Period. The Application Period shall be the 240 day period provided by IRS guidance, starting from the date care is provided. Unless eligibility has been previously determined or unless otherwise provided within this policy, the Patient or Guarantor is required to complete an Application for Financial Assistance and provide supporting documentation, which provides, in accordance with law, information about the Applicant's financial position (including, as applicable, information about the Applicant's family) and other information which is necessary in making a determination of eligibility for Financial Assistance. The Application shall be available on a form provided by NMHC and consistent with the provisions of the Illinois Hospital Uninsured Patient Discount Act and other applicable law. Unless otherwise provided herein or in an appendix, Applications will only be accepted from individuals who have had a previously existing relationship with NMHC during the last 12 months or an upcoming appointment or admission. Patients shall complete one (1) Application which shall be recognized by all NMHC Affiliates. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. The Financial Assistance application described the primary and supplementary information required of an individual to provide as part of his or her application. This was documented on the 'Financial Assistance Required Supporting Documents' page included with the Financial Assistance application. Contact information of hospital facility staff who can provide an individual with information about the Financial Assistance Policy and application process was also provided.
Schedule H, Part V, Section B, Line 2	ON DECEMBER 1, 2015, NMHC BECAME THE SOLE MEMBER OF KISHHEALTH SYSTEM AND ITS SUBSIDIARIES. THE HEALTH SYSTEM IS COMPRISED OF KISHWAUKEE HOSPITAL IN DEKALB; VALLEY WEST HOSPITAL IN SANDWICH; CANCER CENTER LOCATIONS IN AURORA, DEKALB, ROCHELLE, AND SANDWICH; HOSPICE; THE CENTER FOR FAMILY HEALTH, MALTA; FOUNDATION; BEHAVIORAL HEALTH SERVICES IN SANDWICH AND SYCAMORE; DIABETES EDUCATION CENTERS IN DEKALB AND SANDWICH; EMERGENCY MEDICAL SERVICES; HOME CARE; LABORATORIES IN SYCAMORE AND ROCHELLE; PHYSICAL THERAPY CENTERS IN GENOA, HAMPSHIRE, SANDWICH, AND SYCAMORE; AND KISHHEALTH SYSTEM PHYSICIAN GROUP WITH LOCATIONS IN AURORA, DEKALB, GENOA, PLANO, ROCHELLE, SANDWICH, SYCAMORE, AND WATERMAN. THE ILLINOIS HEALTH FACILITIES AND SERVICES REVIEW BOARD UNANIMOUSLY APPROVED THE APPLICATION FOR KISHHEALTH TO JOIN NMHC IN NOVEMBER 2015.
Schedule H, Part V, Section B, Line 3 Facility , 1	Facility , 1 - KISHWAUKEE HOSPITAL. The CHNA report also describes Kishwaukee Hospital background, charity care, the mission, CHNA goals and objectives, public dissemination plan, and development of the Implementation Plan.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - KISHWAUKEE HOSPITAL. As part of the CHNA, individuals representing Northwestern Medicine Kishwaukee (NMKH) met periodically from April 2015 throughout October 2015 and reviewed population demographics, birth and death data, and social and health indicators to prioritize health problems. Based on the outcomes of these meetings, health priorities were narrowed down to five areas for consideration; cardiovascular disease, cancer, respiratory health, maternal child health, and diabetes/kidney disease. In November 2015, health system team members presented the health priorities to an external community committee, which included a variety of individuals from local and state governmental agencies, leaders from community based organizations, foundations, school districts, colleges and local non-profit organizations. These participants are experts in health care, social determinants of health, and health and social services. External Committee members were contacted by letter to request their participation. The input from the external group helped to ensure that needs were identified and will be responded to. In addition, the participants engaged in the CHNA process are persons who work with or have special knowledge on vulnerable populations throughout DeKalb and Sycamore, including low income individuals, minority populations, medically underserved, and those with chronic disease. A list of the participants included: * Community Mental Health Board & Community Services * Kishwaukee Physician Group * Kishwaukee United Way * Kishwaukee Family YMCA * DeKalb County Health Department * DeKalb School District #4 * Sycamore School District # * DeKalb County Community Foundation * Indian Valley Vocational Center NMKH has developed three overarching strategies to give guidance to address identified community health needs: * Community Partnerships Focus - NMKH will collaborate with diverse organizations to identify a common vision and plan to create a collective impact on the overall health of the community. * Coordination of Community Services Focus - NMKH is committed to improving access to healthcare services, with emphasis on a coordinated patient centered approach, measuring patient and population health status within our healthcare delivery services areas. * Preventative Care Focus - NMKH will focus on wellness and prevention, with special emphasis on the most preventable health conditions and lifestyle behaviors impacting the health of individuals and the community through health promotion activities, policy development and environmental change.
Schedule H, Part V, Section B, Line 6a Facility , 1	Facility , 1 - KISHWAUKEE HOSPITAL. Legacy KishHealth System included both Kishwaukee Hospital and Valley West Hospital. At the time of the Community Health Needs Assessment in 2015, both hospitals worked in tandem to perform the CHNA. Individuals representing Valley West Hospital met separately from meetings at Kishwaukee Hospital to identify and prioritize the health needs of Valley West Hospital.
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - KISHWAUKEE HOSPITAL. In addition to providing the CHNA report on the website and making it available to the public upon request, the CHNA report was also distributed to the following: * Key Community Organizations & Leaders * Internal & External Steering Committee Members * Kishwaukee Hospital Leadership
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - KISHWAUKEE HOSPITAL. Members of the internal team at Kishwaukee Hospital, and key community partners collaborated to address the following priority health needs. Cancer: Cancer remains the second leading cause of death in the United States (Center for Disease Control and Prevention, 2012) and of DeKalb County residents. By cancer site, lung cancer is the most common site for both genders. The leading male cancer site deaths are lung, colorectal, and prostate, while the leading female cancer site deaths are lung, breast, and colorectal. The Centers of Disease Control and Prevention reports adult smoking prevalence as the estimated percent of the adult population that currently smokes every day of "most days" and has smoked at least 100 cigarettes in their lifetime. According to the County Health Rankings 2015 approximately 20% of DeKalb County adults, aged 18 and older, self-reported tobacco use, this is higher than the averages of both the state and the U.S. According to the National Cancer Institute, smoking causes many types of cancer, including cancers of the throat, mouth, nasal cavity, esophagus, stomach, pancreas, kidney, bladder and cervix and acute myeloid leukemia. Screening refers to tests and exam used to find disease, such as cancer, in people who do not have any symptoms. Current American Cancer Society guidelines include methods for early detection of the cervix, breast, colon and rectum, endometrial and prostate. Cancer-related check-ups depending on age and gender may include exams for cancers of the thyroid, mouth, skin, lymph nodes, testes and ovaries. Among the population 50 years and older, 53.5% in 2010 received a colonoscopy of sigmoidoscopy. More than half of all cancer deaths can be prevented by making healthy choices such as, not smoking, maintaining a healthy weight, eating right and keeping active and participating in cancer screenings. NMKH continues to provide support and education to help address cancer as a priority area within the county. The American Respiratory Associations, Courage to Quit smoking cessation programs are offered throughout the year to the community and businesses to assist with smoking cessation efforts. Smoking cessation programs have proven effective in decreasing the incidence of cancer, heart disease and stroke. NMKH also works to directly or indirectly support activities related to smoking prevention programs in school age children through collaboration with local school districts. NMKH supports the work of DeKalb County Health Department's Women, Infants, and Children (WIC) population on the effects of smoking during pregnancy. In partnership with the DeKalb County Health Department meetings were held and campaign material designed with messaging related to the effects of smoking during pregnancy and exposure to second hand smoke. Clients receive the information at each appointment at the health department. Efforts are made to promote free and reduced mammograms to women with the following criteria; between the ages of 40-64 years old, reside within DeKalb County, and no insurance/under insured or high deductible. Lastly, information related to skin cancer prevention and education is provided at various events and educational opportunities throughout the service area. Cardiovascular Disease: Cardiovascular Disease, principally heart disease and stroke, is the leading cause of death in the U.S. for both men and women among all racial and ethnic groups (Centers for Disease Control and Prevention, 2012). It is also the leading cause of death among DeKalb County residents. Cardiovascular disease is the most widespread and costly health problem, although heart disease and stroke are often preventable. High cholesterol is one of the major risk factors leading to heart disease, heart attack, and stroke, and uncontrolled high blood pressure can injure or kill. Over one-fourth of DeKalb County residents have high cholesterol (25.9%) or high blood pressure (27.3%) and almost two-thirds (64.4%) are overweight or obese based on body mass index (BMI). Overweight or obesity increases risk for high cholesterol, high blood pressure, and insulin resistance, and is a precursor of type 2 diabetes - all factors that heighten risk for cardiovascular disease. The proportions of DeKalb County residents who currently smoke is 20.0%, much higher that previous rates and slightly higher than the 18.0% rate of the state. The National Cancer Institute reports that people who smoke are up to six times more likely to suffer a heart attack than nonsmokers, and the risk increases with the number of cigarettes smoked. Better prevention of management of high cholesterol, high blood pressure, or diabetes help to lower risk for heart disease. Lifestyle changes such as quitting or never smoking, limiting alcohol use, exercising and eating healthy all lower risk for cardiovascular disease. NMKH continues to provide, participate and partner in community based health education, nutrition and adult/child activity programs focused on reducing the risk of heart disease and stroke. The hospital supports the work of Live Healthy DeKalb County through its policy and environmental changes to motivate people to eat healthy and be physically active every day. The work includes the assistance of changing policies, systems and environments within businesses and schools to be more conducive of positive health practices. Through the Leishman Center for Culinary Health, identified high risk populations are targeted for "Eat to Beat" series which promote healthier diet choices and food preparation through education and instruction to the chronically ill, high risk participants. The community has access to free of charge monthly Know Your Numbers appointments at the hospital; a screening designed to provide a participant with their individual cardiovascular risk factors, including fasting glucose, total cholesterol, Body Mass Index (BMI), blood pressure, and waist measurement. The community also has access to education and promotion efforts for sodium reduction in the diet intended to encourage healthy lifestyles choices. In addition, blood pressure checks are offered weekly free of charge for community members and patients aimed at improving awareness of one's own blood pressure number, an indicator used for heart disease risk factors. Maternal Child Health: According to the Centers for Disease Control and Prevention, safe motherhood begins before conception with good nutrition and a healthy lifestyle. It continues with appropriate prenatal care with the ideal result being a full-term pregnancy without unnecessary interventions and the delivery of a healthy baby. In addition, it includes a healthy postpartum period in a positive environment that supports the physical and emotional needs of the mother, baby and family. 2012 birth rates for DeKalb County by race/ethnicity were white non-Hispanic (72.2%), black non-Hispanic (9.0%), other non-Hispanic (2.6%) and Hispanic (16.2%). Over one-third (36.7%) of DeKalb County births were to unmarried mothers, a record high for the county and more than three times the 1980 proportion (9.7%). Birth rates by race/ethnicity for 2009 were white non-Hispanic (7%), black non-Hispanic (4.5%), other non-Hispanic (14.7%) and Hispanic (3.1%). Almost one-third (32.3%) of DeKalb County births were to women ages 25-29 years, while one quarter (24.7%) were born to women ages 30-34 and another quarter (24.5%) to ages 20-24. The percentage of women in DeKalb County who smoke during pregnancy has increased 3% since 2012. Currently 12% of pregnant women smoke. 105 DeKalb County births were of low weight (less than 2,500 grams or five and one-half pounds). Low birth weight percentages by race/ethnicity for 2012 were white non-Hispanic (7.8%), black non-Hispanic (13.1%), other non-Hispanic (16.1%) and Hispanic (9.9%). The proportions of both black and Hispanic low birth weight births tripled from 2009 to 2012.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - KISHWAUKEE HOSPITAL. Birth weight is a leading indicator for the health of a population. DeKalb County low birth weight babies reached a 30-year high and the proportion of both black and Hispanic low birth weights tripled from 2009 to 2012. In addition, the service area experienced a significant increase in pregnant women who smoke. Understanding and addressing maternal child health issues helps to improve the well-being of mothers and infants and children. Respiratory issues continuing to be the leading cause for ED visits in children under the age of 18. NMKH supports the work of DeKalb County Health Department's Women, Infants, and Children (WIC) population on the effects of smoking during pregnancy. In partnership with the DeKalb County Health Department meetings were held and campaign material designed with messaging related to the effects of smoking during pregnancy and exposure to second hand smoke. Clients receive the information at each appointment at the health department. The Northwestern Medicine Community Wellness Department continues to offer the Respiratory Health Association's Courage to Quit smoking cessation programs to women who are receiving services at the DeKalb County Health Department. The planning and implementation of the Asthma and Allergy Foundations of American's Wee Breathers program has also been initiated. This program is aimed at discussing asthma signs, symptoms, management plans, and medication options to educate parents of asthmatic children to reduce costly emergency department visits. The CHNA report identified areas of opportunity for health improvement for which NMKH and its External Committee determined it would not prepare an implementation plan and strategy. These identified areas and the reasons for not addressing are listed below: Respiratory Health: Respiratory health may be indirectly addressed as a contributing health factor and because of the work on other identified health priorities including; cardiovascular disease and cancer. Diabetes/Kidney Disease: Diabetes may be indirectly addressed as a contributing health factor and because of work on other identified health priorities including; cardiovascular disease and cancer. Patients and community members will continue to have access to the Center for Diabetes Management at Northwestern Medicine Kishwaukee Hospital.
Schedule H, Part V, Section B, Line 2	ON DECEMBER 1, 2015, NMHC BECAME THE SOLE MEMBER OF KISHHEALTH SYSTEM AND ITS SUBSIDIARIES. THE HEALTH SYSTEM IS COMPRISED OF KISHWAUKEE HOSPITAL IN DEKALB; VALLEY WEST HOSPITAL IN SANDWICH; CANCER CENTER LOCATIONS IN AURORA, DEKALB, ROCHELLE, AND SANDWICH; HOSPICE; THE CENTER FOR FAMILY HEALTH, MALTA; FOUNDATION; BEHAVIORAL HEALTH SERVICES IN SANDWICH AND SYCAMORE; DIABETES EDUCATION CENTERS IN DEKALB AND SANDWICH; EMERGENCY MEDICAL SERVICES; HOME CARE; LABORATORIES IN SYCAMORE AND ROCHELLE; PHYSICAL THERAPY CENTERS IN GENOA, HAMPSHIRE, SANDWICH, AND SYCAMORE; AND KISHHEALTH SYSTEM PHYSICIAN GROUP WITH LOCATIONS IN AURORA, DEKALB, GENOA, PLANO, ROCHELLE, SANDWICH, SYCAMORE, AND WATERMAN. THE ILLINOIS HEALTH FACILITIES AND SERVICES REVIEW BOARD UNANIMOUSLY APPROVED THE APPLICATION FOR KISHHEALTH TO JOIN NMHC IN NOVEMBER 2015.
Schedule H, Part V, Section B, Line 3 Facility , 1	Facility , 1 - VALLEY WEST HOSPITAL. The CHNA report also describes Valley West Hospital background, charity care, the mission, CHNA goals and objectives, public dissemination plan, and development of the Implementation Plan.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - VALLEY WEST HOSPITAL. As part of the CHNA, individuals representing Northwestern Medicine Valley West Hospital (NMVWH) met periodically from April 2015 throughout October 2015 and reviewed population demographics, birth and death data, and social and health indicators to prioritize health problems. Based on the outcomes of these meetings, health priorities were narrowed down to five areas for consideration; cardiovascular disease, cancer, respiratory health, maternal child health, and diabetes/kidney disease. In November 2015, health system team members presented health priorities to an external community committee, which included a variety of individuals from local and state governmental agencies, leaders from community based organizations, foundations, school districts, colleges and local non-profit organizations. These participants are experts in health care, social determinants of health, and health and social services. External Committee members were contacted by letter to request their participation. The input from the external group helped to ensure that needs were identified and will be responded to. In addition, the participants engaged in the CHNA process are persons who work with or have special knowledge on vulnerable populations throughout Plano, Sandwich and Somonauk, including low income individuals, minority populations, medically underserved, and those with chronic disease. A list of the participants included: * Cornerstone Church * Cornerstone Food Pantry * Fox Valley Family YMCA * Open Door Rehabilitation Center * Sandwich School District #430 * City of Plano * American Cancer Society * Village of Somonauk * Indian Valley Vocational Center * Somonauk School District #432 * Sandwich Park District * Kendall County Health Department NMVWH has developed three overarching strategies to give guidance to address identified community health needs: * Community Partnerships Focus - NMVWH will collaborate with diverse organizations to identify a common vision and plan to create a collective impact on the overall health of the community. * Coordination of Community Services Focus - NMVWH is committed to improving access to healthcare services, with emphasis on a coordinated patient centered approach, measuring patient and population health status within our healthcare delivery services areas. * Preventative Care Focus - NMVWH will focus on wellness and prevention, with special emphasis on the most preventable health conditions and lifestyle behaviors impacting the health of individuals and the community through health promotion activities, policy development and environmental change.
Schedule H, Part V, Section B, Line 6a Facility , 1	Facility , 1 - VALLEY WEST HOSPITAL. LEGACY KISHHEALTH SYSTEM INCLUDED BOTH KISHWAUKEE HOSPITAL AND VALLEY WEST HOSPITAL. AT THE TIME OF THE COMMUNITY HEALTH NEEDS ASSESSMENT IN 2015, BOTH HOSPITALS WORKED IN TANDEM TO PERFORM THE CHNA. INDIVIDUALS REPRESENTING VALLEY WEST HOSPITAL MET SEPARATELY FROM MEETINGS AT KISHWAUKEE HOSPITAL TO IDENTIFY AND PRIORITIZE THE HEALTH NEEDS OF VALLEY WEST HOSPITAL.
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - VALLEY WEST HOSPITAL. In addition to providing the CHNA report on the website and making it available to the public upon request, the CHNA report was also distributed to the following: * Key Community Organizations & Leaders * NMVWH Internal & External Steering Committee Members * Northwestern Medicine Valley West Hospital Leadership
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - VALLEY WEST HOSPITAL. Members of the internal team at Valley West Hospital and key community partners collaborated to address the following priority health needs. Cancer: Cancer remains the second leading cause of death in the United States (Center for Disease Control and Prevention, 2012) and of DeKalb County residents. By cancer site, lung cancer is the most common site for both genders. The leading male cancer site deaths are lung, colorectal, and prostate, while the leading female cancer site deaths are lung, breast, and colorectal. The Centers of Disease Control and prevention reports adult smoking prevalence as the estimated percent of the adult population that currently smokes every day of "most days" and has smoked at least 100 cigarettes in their lifetime. According to the County Health Rankings 2015 approximately 20% of DeKalb County adults, aged 18 and older, self-reported tobacco use, which is higher than the averages of both the state and the U.S. According to the National Cancer Institute, smoking causes many types of cancer, including cancers of the throat, mouth, nasal cavity, esophagus, stomach, pancreas, kidney, bladder and cervix and acute myeloid leukemia. Screening refers to tests and exam used to find disease, such as cancer, in people who do not have any symptoms. Current American Cancer Society guidelines include methods for early detection of the cervix, breast, colon and rectum, endometrial, and prostate. Cancer related check-ups depending on age and gender may include exams for cancers of the thyroid, mouth, skin, lymph nodes, testes and ovaries. Among the population 50 years and older, 53.5% in 2010 received a colonoscopy of sigmoidoscopy. More than half of all cancer deaths can be prevented by making healthy choices such as not smoking, maintaining a healthy weight, eating right and keeping active, and participating in cancer screenings. NMVWH continues to provide support and education to help address cancer as a priority area within the county. The American Respiratory Associations, Courage to Quit smoking cessation programs are offered throughout the year to the community and businesses to assist with smoking cessation efforts. Smoking cessation programs have proven effective in decreasing the incidence of cancer, heart disease and stroke. NMVWH also works to directly or indirectly support activities related to smoking prevention programs in school age children through collaboration with local districts. NMVWH supports the work of DeKalb County Health Department's Women, Infants, and Children (WIC) population on the effects of smoking during pregnancy. In partnership with the DeKalb County Health Department meetings were held and campaign material designed with messaging related to the effects of smoking during pregnancy and exposure to second hand smoke. Clients receive the information at each appointment at the health department. Efforts are made to promote free and reduced mammograms to women with the following criteria; between the ages of 40-64 years old, reside within DeKalb County, and no insurance/under insured or high deductible. Lastly, information related to skin cancer prevention and education is provided at various events and educational opportunities throughout the service area. Cardiovascular Disease: Cardiovascular Disease, principally heart disease and stroke, is the leading cause of death in the U.S. for both men and women among all racial and ethnic groups (Centers for Disease Control and Prevention, 2012). It is also the leading cause of death among DeKalb County residents. Cardiovascular disease is the most widespread and costly health problem, although heart disease and stroke are often preventable. High cholesterol is one of the major risk factors leading to heart disease, heart attack and stroke and uncontrolled high blood pressure can injure or kill. Over one-fourth of DeKalb County residents have high cholesterol (25.9%) or high blood pressure (27.3%) and almost two-thirds (64.4%) are overweight or obese based on body mass index (BMI). Overweight or obesity increases risk for high cholesterol, high blood pressure, and insulin resistance and is a precursor of type 2 diabetes - all factors that heighten risk for cardiovascular disease. The proportions of DeKalb County residents who currently smoke is 20.0%, much higher than previous rates and slightly higher than the 18.0% rate of the state. The National Cancer Institute reports that people who smoke are up to six times more likely to suffer a heart attack than nonsmokers, and the risk increases with the number of cigarettes smoked. Cardiovascular disease is the most widespread and costly health problem, although heart disease and stroke are often preventable. Better prevention of management of high cholesterol, high blood pressure, or diabetes help to lower risk for heart disease. Lifestyle changes such as quitting or never smoking, limiting alcohol use, exercising and eating healthy all lower risk for cardiovascular disease. NMVWH continues to provide, participate and partner in community based health education, nutrition and adult/child activity programs focused on reducing the risk of heart disease and stroke. The hospital supports the work of Live Healthy DeKalb County through its policy and environmental changes to motivate people to eat healthy and be physically active every day. The work includes the assistance of changing policies, systems and environments within businesses and schools to be more conducive of positive health practices. Through the Leishman Center for Culinary Health, identified high risk populations are targeted for "Eat to Beat" series which promote healthier diet choices and food preparation through education and instruction to the chronically ill, high risk participants. The community has access to free of charge monthly Know Your Numbers appointments at the hospital; a screening designed to provide a participant with their individual cardiovascular risk factors, including fasting glucose, total cholesterol, Body Mass Index (BMI), blood pressure, and waist measurement. The community also has access to education and promotion efforts around sodium reduction in the diet intended to encourage healthy lifestyles choices. In addition, blood pressure checks are offered weekly free of charge for community members and patients aimed at improving awareness of one's own blood pressure number, an indicator used for heart disease risk factors. Diabetes/Kidney Disease: Diabetes is a disease marked by high levels of blood glucose and can lead to serious complication and premature death. If untreated, diabetes can cause more serious health complication, including, but not limited to heart disease; stroke; eye, foot, and skin complication; high blood pressure; hearing loss; and kidney disease as defined by the American Diabetes Association. Almost two thirds (64.4%) of DeKalb County adults are overweight or obese based on body mass index (BMI) calculated from height and weight. The proportion of obese individuals has risen substantially since 2001, when the proportion stood at 18.8%. According to the Centers for Disease Control and Prevention, being overweight or obese increases the likelihood of developing diabetes and excess weight keeps the body from making and using insulin properly. Moderate exercise of about 30 minutes or more 5 days per week, or 150 minutes or more per week, resulting in a 5% to 7% weight loss can delay and possibly prevent type 2 diabetes. In DeKalb County, 4.4% of the population 18 years and older are afflicted with diabetes, with a significant increase to 18.9% in those aged 65 and over. Diabetes was noted as a top 10 health concern in the online community survey. Also, worth mentioning is the increase in diagnosis related groups within the health system for renal failure. Uncontrolled diabetes can contribute to kidney/renal issues.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - VALLEY WEST HOSPITAL. NMVWH Center for Diabetes offers diabetes screenings, dietic and nutrition counseling, and mindful eating program for prediabetes and diabetes to assist with management of this chronic disease. The CHNA report identified areas of opportunity for health improvement for which NMVWH and its External Committee determined it would not prepare an implementation plan and strategy. These identified areas and the reasons for not addressing are listed below: Respiratory Health: Respiratory health may be indirectly addressed as a contributing health factor and because of the work on other identified health priorities including; cardiovascular disease and cancer. Maternal Child Health: Maternal Child Health may be indirectly addressed as work on the identified health priorities continues. Since rates of smoking in pregnant women increased significantly from the 2012 survey, it was recommended from the External Committee that cessation be addressed under the identified priority of cancer.
Schedule H, Part V, Section B, Line 2	ON MARCH 1, 2016, NMHC BECAME THE SOLE MEMBER OF MARIANJOY, INC. AND ITS SUBSIDIARIES. MARIANJOY, INC., ALONG WITH ITS RELATED ENTITIES, MARIANJOY REHABILITATION HOSPITAL AND CLINICS, INC. AND REHABILITATION MEDICINE CENTER, INC. OFFER MEDICAL CLINIC AND OUTPATIENT THERAPY SERVICES IN WHEATON, OAKBROOK TERRACE, DOWNERS GROVE, AURORA, OAK PARK, AND PALOS HEIGHTS. THE PHYSICIANS AND CLINICIANS AT MARIANJOY ALSO PROVIDE MEDICAL AND REHABILITATION MANAGEMENT OVERSIGHT AT ELMHURST MEMORIAL HOSPITAL, LOYOLA UNIVERSITY MEDICAL CENTER IN MAYWOOD, WEST LAKE HOSPITAL IN MELROSE PARK, WEST SUBURBAN HOSPITAL IN OAK PARK, RUSH COPLEY MEDICAL CENTER IN AURORA, AND RUSH OAK PARK HOSPITAL. SUB-ACUTE CARE AND REHABILITATION PROGRAMS ARE AVAILABLE TO PATIENTS IN WHEATON, ELMHURST, DOWNERS GROVE, OAK PARK, HOMER GLEN, AND PALOS HEIGHTS. ADDITIONALLY, THE PHYSICIANS OF THE MARIANJOY MEDICAL GROUP SERVE PATIENTS IN APPROXIMATELY 30 MEDICAL CLINIC AND SUB-ACUTE LOCATIONS THROUGHOUT THE SUBURBAN CHICAGO AREA. NMHC AND WHEATON FRANCISCAN HEALTHCARE SIGNED A LETTER OF INTENT TO TRANSFER MARIANJOY IN OCTOBER 2015. THE ILLINOIS HEALTH FACILITIES AND SERVICES REVIEW BOARD APPROVED THE CHANGE IN OWNERSHIP IN DECEMBER 2015.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - MARIANJOY REHABILITATION HOSPITAL. TO SOLICIT INPUT FROM KEY INFORMANTS, THOSE INDIVIDUALS WHO HAVE A BROAD INTEREST IN THE HEALTH OF THE COMMUNITY, AN ONLINE KEY INFORMANT SURVEY WAS IMPLEMENTED AS PART OF THE CHNA PROCESS. THE LIST OF PARTICIPANTS WAS DEVELOPED BY LOCAL HOSPITALS AND THE METROPOLITAN CHICAGO HEALTHCARE COUNCIL, AND INCLUDED NAMES AND CONTACT INFORMATION FOR PHYSICIANS, PUBLIC HEALTH REPRESENTATIVES, OTHER HEALTH PROFESSIONALS, SOCIAL SERVICE PROVIDERS, AND A VARIETY OF OTHER COMMUNITY LEADERS. POTENTIAL PARTICIPANTS WERE CHOSEN BECAUSE OF THEIR ABILITY TO IDENTIFY PRIMARY CONCERNS OF THE POPULATION WITH WHOM THEY WORK, AS WELL AS OF THE COMMUNITY OVERALL. KEY INFORMANTS WERE CONTACTED BY EMAIL, INTRODUCING THE PURPOSE OF THE SURVEY AND PROVIDING A LINK TO TAKE THE SURVEY ONLINE. REMINDER EMAILS WERE SENT AS NEEDED TO INCREASE PARTICIPATION. IN ALL, TEN COMMUNITY STAKEHOLDERS TOOK PART IN THE ONLINE KEY INFORMANT SURVEY INCLUDING REPRESENTATIVES OF THE ORGANIZATIONS BELOW: 1. DUPAGE COUNTY HEALTH DEPARTMENT 2. DUPAGE FEDERATION ON HUMAN SERVICES REFORM 3. ELMHURST CUSD 205 4. METROPOLITAN CHICAGO HEALTHCARE COUNCIL 5. NAPERVILLE SCHOOL DISTRICT 203 6. PEOPLE'S RESOURCE CENTER 7. VILLAGE OF ADDISON THROUGH THIS PROCESS, INPUT WAS GATHERED FROM SEVERAL INDIVIDUALS WHOSE ORGANIZATIONS WORK WITH LOW-INCOME, MINORITY POPULATIONS, OR OTHER MEDICALLY UNDERSERVED POPULATIONS. IN THE ONLINE SURVEY, KEY INFORMANTS WERE ASKED TO RATE THE DEGREE TO WHICH VARIOUS HEALTH ISSUES ARE A PROBLEM IN THEIR OWN COMMUNITY. FOLLOW-UP QUESTIONS ASKED THEM TO DESCRIBE WHY THEY IDENTIFIED PROBLEM AREAS AS SUCH AND HOW THESE MIGHT BE BETTER ADDRESSED. FINDING REPRESENT QUALITATIVE RATHER THAN QUANTITATIVE DATA. THE ONLINE KEY INFORMANT SURVEY WAS DESIGNED TO GATHER INPUT FORM PARTICIPANTS REGARDING THEIR OPINIONS AND PERCEPTIONS OF THE HEALTH OF THE RESIDENTS IN THE AREA. THEREFORE, THESE FINDINGS ARE BASED ON PERCEPTIONS, NOT FACTS.
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - MARIANJOY REHABILITATION HOSPITAL. Through the prioritization process, Marianjoy Rehabilitation Hospital (MRH) identified 4 priority health needs: 1. Access to healthcare services 2. Chronic disease management and rehabilitation 3. Promoting Independence in Individuals with Disabilities 4. Injury Prevention MRH identified priority health needs that would be best addressed through a coordinated response from a range of healthcare and community resources. Specific ways in which MRH is addressing the significant needs identified in its most recently conducted CHNA are below. Priority Need: Access to healthcare services: MRH ensures that residents of our community have access to high quality medically necessary healthcare services in the most appropriate setting. Dedicated to the delivery of physical medicine and rehabilitation, MRH offers specialty programs for adult and pediatric patients recovering from injury or illness in both the inpatient and outpatient settings. MRH is committed to developing and maintaining programs that address the affordability of and accessibility to healthcare services. Additionally, MRH offers a comprehensive financial assistance program to patients who are unable to afford the cost of necessary medical care. MRH seeks to engage and maintain a multicultural workforce of primary care providers, specialists, midlevel practitioners, registered professional nurses and other specialties committed to working in an evidence-based practice setting by providing a clinical site for educational experiences. The development and implementation of the DuPage County Access to Health Services Action Plan is led by the DuPage Health Coalition. Formerly known as Access DuPage, the Coalition is a collaborative effort by thousands of individuals and hundreds of organizations in DuPage County to provide access to medical services to the county's low-income, medically uninsured residents. The DuPage Health Coalition also operates the Silver Access Program, which provides financial help to lower income families purchasing Health Insurance through the Affordable Care Act's Healthcare Marketplace. In early 2017, the DuPage Health Coalition will open the DuPage Dispensary of Hope, a new free pharmacy program in Wheaton, offered in partnership with DuPage County. MRH leadership and staff work collaboratively with the DuPage Coalition to promote affordable access to care for all residents of DuPage County. MRH will continue to support national and local efforts to increase access to care by providing leadership, investing resources and working collaboratively with other community organizations throughout the county. In conjunction with DuPage Health Coalition's Access DuPage program and independent medical providers, MRH will support the maintenance of an efficient and effective continuum of care for individuals with disabilities, offering inpatient and outpatient rehabilitation services to those in need. Strategy 1: MRH will offer financial assistance policies that are easily accessible, user-friendly, respectful, and meet all regulatory requirements. In FY17, an audit was completed. MRH internet site was updated to enhance end user access. Content was also updated to reflect alignment to NM policies and procedures. Strategy 2: MRH will continue to provide medically necessary inpatient and outpatient hospital services to uninsured and underinsured patients in accordance with the hospital's financial assistance policies. MRH tracked the number of individuals and the amount of rendered financial assistance annually. In FY17, 568 patients/services provided, in the amount of $1,200,000 of community care provided. Strategy 3: MRH will continue to address the needs of individuals identified as potentially eligible for public health insurance by facilitating their application for government-sponsored healthcare coverage via a trained in-person staff who will assist in facilitating enrollment. In FY17, MRH maintained 99% approval rate of applications submitted. Strategy 4: MRH leadership will continue representation on various task forces and work groups related to the collaborative work occurring on access to care issues. In FY17, MRH continued coordination of monetary support of Access DuPage services. Strategy 5: MRH will provide low-cost transportation to outpatient appointments. In FY17, MRH provided 10,296 rides through MRH transport services. Zero trips were cancelled due to weather or facility specific issues. Strategy 6: MRH will continue to provide free inpatient and outpatient care to all Access DuPage clients in accordance with presumptive eligibility and existing MRH financial assistance policies. Opportunities to promote coordinated care to needed services for Access DuPage will be evaluated. In FY17, 568 patients/services provided, in the amount of $1,200,000 of community care provided. Strategy 7: MRH will serve as a training center for physicians, nursing and other allied health professions. Quantitative data, such as the number and types of internships and staff time commitment, was tracked throughout FY17 and was summarized in the Northwestern Medicine Community Benefit Report. Strategy 8: MRH will provide trained professional healthcare interpreters and offer language assistance programs. In FY17, MRH provided a total of $372,790 in interpreter services for MRH patients, including $26,728 on phone interpretation and the remainder on in-person interpretation. Priority Need: Chronic disease management and rehabilitation: In general, individuals with disabilities tend to experience higher percentages of health disparities than the larger population. These added challenges can result in further impaired mobility, nutritional deficits and an increased susceptibility to chronic medical conditions. Common precursors of chronic diseases, including physical inactivity, obesity, hypertension and high cholesterol, are more prevalent among persons with disabilities than those without. Despite increased health risks, people with disabilities are rarely targeted by specific health-promotion and disease-prevention efforts. Given the increasing prevalence of disability as the population ages, the need for community health services focusing on the rehabilitation needs of those served will likely increase at a proportional rate. A broad range of intervention exists to address the issue of chronic disease including health education, health screenings, supporting linkages to medical homes, and chronic disease management programs. MRH utilizes a collaborative, evidence-based approach to prevention, screening and chronic disease management aimed at reducing and eliminating many of the prominent contributors to mortality in the United States. Programs such as Access DuPage and Engage DuPage ensure access to routine healthcare, screening, primary care providers, specialists, medications and medical homes. MRH offers a comprehensive financial assistance program to individuals unable to afford the cost of their acute medical care. In addition, the hospital offers a comprehensive array of community education programing and services to support both primary and tertiary interventions. Strategy 1: MRH will offer evidence-based community health and wellness programming in the areas of chronic disease management and rehabilitation, overcoming the limitations of chronic disabilities. In FY17, MRH staff developed curriculum for the five courses listed below. Follow-up based on course content was tracked through the support groups. 1. Understanding Pediatric Spasticity 2. Relaxation and meditation 3. Overcoming the limitations of spasticity 4. Posture training to increase flexibility and decrease lower back pain 5. Post Stroke Exercise Program Strategy 2: MRH will provide access to the Emerging Fitness Center, including specialty group classes for individuals with specific exercise needs. In FY17, 1,449 sessions were held in the MRH Fitness Center for individuals with disabilities. Many of the participants were prior MRH patients or family members. Strategy 3: MRH Medical Library will provide educational and supportive resources for the community. In FY17, MRH experienced 4,291 literature searches, 67 hours of education support, and 57 interlibrary load transactions. MRH also conducted 130 hours of website/virtual library site development. Strategy 4: MRH will offer evidence-based support programs in the areas of chronic disease management programmatic venues including but not limited to, self-help and support groups. In FY17, MRH provided the following support groups: 1. Amputee (6 sessions; 65 participants) 2. Parkinson's (3 sessions; 15 participants) 3. Caregiver Support (7 sessions; 21 participants) 4. Stroke (5 sessions; 51 participants) 5. ALS (5 sessions; 97 participants) 6. Aphasia (7 sessions; 152 participants) 7. Connections-Peds (7 sessions; 122 participants) 8. High Hopes- BI (7 sessions; 159 participants)
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - MARIANJOY REHABILITATION HOSPITAL. 9. Lives in Motion- SCI (7 sessions; 71 participants) 10. MS (5 sessions; 81 participants) Priority Need: Promoting Independence in Individuals with Disabilities: The physicians and clinicians at MRH are trained in the provision of specialty treatments and rehabilitation for individuals with disabilities resulting from injuries, accidents, illnesses, or congenital defects. Fitness and wellness programs tailored to people with disabilities and other health issues help ensure these vulnerable populations are engaged in moderate physical activity designed to improve strength and increase flexibility, to protect against further disability and enhance functional independence. The addition of the Marianjoy Fitness Center has opened new opportunities for individuals who may not have felt physically able or comfortable in other exercise settings. Throughout the year, MRH offers a variety of free and public classes and lectures (focused on health and wellness) to support and promote the independence of disabled individuals. Additionally, MRH sponsors a variety of support groups at no cost and open to the public including: amputation, aphasia, brain injury, chronic pain, and stroke. MRH works closely with its community partners to promote independence of disabled individuals. Partners include, but are not limited to the DuPage County Health Department, DuPage Federation on Human Service Reform, local school districts, Office of the Secretary of State, DuPage Workforce Board and AbilityLinks, a national, web-based community where qualified job seekers with disabilities gain access to valuable networking opportunities. Strategy 1: MRH will provide aquatic programs in a group class setting for adults and children. In FY17, MRH provided 177 patient sessions. Individual goals were established, and PHI documented towards goal attainment. Strategy 2: MRH will provide a program that will seek to match qualified individuals to employers who embrace diversity. This program will also provide job-seeking skills through practice interviewing sessions and educational programs on finding employment. In FY17, MRH experienced 46,875 Ability Links Website visitors. A total of 500 resumes were submitted, and 57 individuals self-disclosed that they were placed. Strategy 3 MRH will provide services through the Tellabs Center for Neurorehabilitation and Neuroplasticity, an innovative rehab technology designed to support a wide range of patient conditions which benefit from the creation of lasting neuro-pathway changes derived through repetition. In FY17, MRH provided 5,253 sessions using the mobility and upper extremity robotic equipment available in the TCNN. In addition, patients were assessed by therapy experts and individual goals were established. Strategy 4: The Marianjoy Driver Rehabilitation Program will work with clients utilizing specialized equipment to promote the ability to drive for individuals with disabilities. Participants are provided with a comprehensive appraisal of a person's ability to drive safely. The Driver Rehabilitation Program also provides behind-the-wheel training for students that qualify, and will assist in obtaining the requirements for a driver's license. In FY17, MRH evaluated and/or provided drivers training to 158 students. In addition, a process was developed so that self-reported tracking can begin in FY18. Strategy 5: MRH will provide the GoBabyGo program, where therapists and engineers collaborate to retrofit powered toy vehicles to meet the needs of children with disabilities. In FY17, 39 volunteers from the community participated in MRH's GoBabyGo program which served 15 children, 11 of which were new recipients. The program provided four car upgrades from existing participants. Strategy 6: MRH will offer evidence-based community health and wellness programming in the areas of chronic disease management and rehabilitation, overcoming the limitations of chronic disabilities, including but not limited to the following topic: Life after an amputation. In FY17, MRH staff developed curriculum for the five courses listed bleow. Follow-up based on course content was tracked through the support groups. 1. Understanding Pediatric Spasticity 2. Relaxation and meditation 3. Overcoming the limitations of spasticity 4. Posture training to increase flexibility and decrease lower back pain 5. Post Stroke Exercise Program Strategy 7: MRH will offer evidence-based support programs in the areas of promoting independence in programmatic venues including but not limited to, self-help and support groups. In FY17, MRH provided the following support groups: 1. Amputee (6 sessions; 65 participants) 2. Parkinson's (3 sessions; 15 participants) 3. Caregiver Support (7 sessions; 21 participants) 4. Stroke (5 sessions; 51 participants) 5. ALS (5 sessions; 97 participants) 6. Aphasia (7 sessions; 152 participants) 7. Connections-Peds (7 sessions; 122 participants) 8. High Hopes- BI (7 sessions; 159 participants) 9. Lives in Motion- SCI (7 sessions; 71 participants) 10. MS (5 sessions; 81 participants) Priority Need: Injury Prevention: MRH offers a variety of programs, both through inpatient and outpatient services, to address injury prevention. Evidence-based, community health and wellness programming are offered by MRH in the areas of chronic disease management and rehabilitation and overcoming the limitations of chronic disabilities. Some topics include: Core Yoga to increase strength and balance in individuals with disabilities; Understanding, identifying and preventing running injuries; and how aging affects your balance. These programs address the prevention of injury for both persons with or without disabilities. MRH offers the CarFit program for seniors, which allows older adults the opportunity to check how well their personal vehicles fit them. The CarFit program is aimed at preventing injury for seniors. MRH works closely with its community partners to address the issue of injury prevention. Partners include, but are not limited to the DuPage County Health Department, Northwestern Memorial Central DuPage Hospital and local school districts. Strategy 1: MRH will offer evidence-based community health and wellness programming in the areas of chronic disease management and rehabilitation, overcoming the limitations of chronic disabilities. In FY17, MRH developed and implemented curriculum for four courses: 1. Yoga (10 five-week sessions were held; 146 participants) 2. Running Injuries (1 course; 40 participants) 3. Aging and Balance (1 course; 52 participants) 4. Therapeutic Golf Program (11 adult sessions; 170 participants) In addition, six youth events were offered with 12 registered participants. Overall, five courses were adjusted and 22 first time participants joined a session. Strategy 2: MRH will offer the CarFit program for seniors, which allows older adults the opportunity to check how well their personal vehicles fit them. Evaluations will be provided by certified inspectors and occupational therapists. In FY17, MRH staff monitored and tracked program outcomes, as well as the number of programs offered and individuals attending. Strategy 3: MRH will collaborate with Central DuPage Hospital (NMCDH) to offer evidence-based community-based injury prevention programming. In FY17, MRH collaborated with NMCDH and began to market programming in the shared NM program brochure. In order to increase efficiency, course registration was transitioned to the general NM registration line, and data will be collected in FY18 to measure the impact of this program. The CHNA report identified areas of opportunity for health improvement for which Marianjoy Rehabilitation Hospital and the external steering committee determined it would not prepare an implementation plan and strategy. These areas of opportunity and the reasons for not addressing are below.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - MARIANJOY REHABILITATION HOSPITAL. Mental health and substance abuse: The DuPage behavioral health collaborative was formed in response to the mental health findings and needs noted in the DuPage county IPLAN. The mission of the group is to work collaboratively to identify and implement data-driven strategies that improve access and quality of behavioral health services for all DuPage county residents, advocate for aligning resources and funding, and to educate the community about the signs and symptoms of mental health issues. The collaborative is composed of two teams: the treatment leadership team (behavioral health) and the prevention leadership team (substance abuse). Northwestern Medicine Central DuPage Hospital (NMCDH) leadership and staff serve as integral members of both teams working both independently and collaboratively to address mental health and substance abuse issues in DuPage County. Both teams are comprised of members from local hospitals, public health, private and community sectors and represent a broad cross-section of the community united to respond to both issues. Additionally, the DuPage county health department crisis intervention unit is a mental health support system that deals with mental health emergencies on a 24-hour basis. This unit deals with urgent mental health issues that require immediate attention such as suicidal thoughts, homicidal threats, and symptoms of serious mental illness including depression, schizophrenia, bipolar disorder, anxiety and other issues that may require hospitalization. Individuals can contact the unit at any time and set up an appointment either by phone or in person. The crisis program also has a ten-bed respite unit available for short term stabilization. Psychiatric evaluations and short-term crisis counseling intervention are also available on a scheduled basis as needed. In the area of inpatient care, NMCDH offers immediate help, providing short-term psychiatric care for adults and teens (13 years of age and older) in a hospital setting. Short term inpatient care is provided in three secure hospital psychiatric units to help people who pose a risk to themselves or others and those who are unable to care for themselves. Following stabilization, NMCDH offers a full range of treatment including outpatient partial hospitalization, individual and family therapy, group therapy and follow-up services in the community. NMCDH also offers a full range of substance abuse services including inpatient detoxification, residential treatment and rehabilitation services, along with continued counseling to support long-term recovery. Immunization and infectious disease: The DuPage County Health Department is responsible for monitoring the incidence of infectious diseases and providing childhood and adult immunizations. Immunization services are offered at the CPHC (Wheaton), SEPHC (Westmont), and EPHC (Lombard) offices. Childhood immunizations are available for all children who do not have insurance, or have insurance that does not cover immunizations, through the state of Illinois' Vaccines for Children (VFC) program. Additionally, immunizations and selected testing are also offered by the county's Federally Qualified Health Centers (FQHC), thereby assuring multiple opportunities for residents to receive screening and immunizations. Access to health promotion activities: MRH works collaboratively to support the provision of health promotion and health education sessions to clients residing in the community. It is widely recognized that the most effective way to address chronic disease is to address the problem across its lifespan in a coordinated effort. Health education programs are offered by NMCDH and MRH in an effort to focus on health promotion and disease prevention. Local primary care providers and FQHCs provide medical homes and routine care aimed at screening, early detection and prompt treatment of disease and other health concerns. Local hospitals provide immediate and emergently needed acute care. Programs such as access DuPage and engage DuPage ensure access to routine healthcare, screening, primary care providers, specialists, medications and medical homes. Guided by the ESC, MRH will continue to support and work collaboratively with existing local organizations who are providing affordable primary healthcare to individuals experiencing the remaining healthcare issues noted above as we believe they are best positioned to lead the provision of these services.

Field	Value	IRS element (for citing)
Facility	0	FacilityNum

Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp

Oth Hlth Care Fclts OthHlthCareFcltsGrp (191 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	FacilityFacilityTxt	Address Line2USAddress/AddressLine2Txt
Clark Street Galleria
1030 N Clark	Chicago	IL	60611	MOB
Garland Bldg
111 N Wabash	Chicago	IL	60602	MOB
111 W Washington
111 W Washington	Chicago	IL	60602	MOB
Northwestern Medicine South Loop
1135 S Delano Court	Chicago	IL	60605	MOB
Northwestern Medicine Lakeview
1333 W Belmont Avenue STE 100/200	Chicago	IL	60657	MOB
Northwestern Medicine Immediate Care
1333 W Belmont Avenue STE 100/200	Chicago	IL	60657	Urgent Care
Northwestern Medicine SoNO
1460 N Halsted Street STE 203/502/5	Chicago	IL	60642	MOB	04
Northwestern Medicine Chicago
150 E Huron Street	Chicago	IL	60611	MOB
Northwestern Medicine Crest Hill
16151 Weber Road STE 107	Crest Hill	IL	60403	MOB
Northwestern Medicine Bucktown
1776 Milwaukee Ave	Chicago	IL	60647	MOB
Bucktown North Ave Ofc
1913 W North Avenue	Chicago	IL	60622	OUTPATIENT
Northwestern Medicine Loop South Clark
20 S Clark Street STE 1100	Chicago	IL	60603	MOB
Northwestern Medicine Washington
201 N Cummings Lane	Washington	IL	61571	MOB
Northwestern Medicine Chicago Ave
211 E Chicago Ave	Chicago	IL	60611	MOB
Streeterville CTR
233 E Erie	Chicago	IL	60611	MOB
Northwestern Medicine Oak Brook
2425 W 22nd Street STE 203B	Oak Brook	IL	60523	MOB
Northwestern Med Prentice Women's Hosp
250 E Superior St	Chicago	IL	60611	Hospital
Robert H Lurie Comprehensive Cancer CTR
250 E Superior St STE 420	Chicago	IL	60611	Cancer Center
Maggie Daley CTR for Women's Cancer Care
250 E Superior Street Fourth Floor	Chicago	IL	60611	Cancer Center
Northwestern Memorial Hospital-Feinberg
251 E Huron Street	Chicago	IL	60611	Hospital
Northwestern Memorial Hospital -Lavin FP
259 E Erie Street	Chicago	IL	60611	MOB
2701 S Western Ave
2701 S Western Ave	Chicago	IL	60608	MOB
Lincoln Park Office
2835 N Sheffield	Chicago	IL	60657	MOB
River North Office
310 W Superior	Chicago	IL	60610	MOB
321 N Clark Street
321 N Clark Street	Chicago	IL	606545313	MOB
Halsted Radiology
3245 N Halsted	Chicago	IL	60657	MOB
CNA Bldg
333 S Wabash	Chicago	IL	60604	SUPPORT
Northwestern Medicine Portage Indiana
3691 Willowcreek Road STE 100	Portage	IN	46368	MOB
Northwestern Medicine River Forest
420 Thatcher Avenue	River Forest	IL	60305	MOB
Northwestern Medicine Laboratory Chicago
4255 W 63rd Street	Chicago	IL	60629	Laboratory
Northwestern Memorial Hospital
446 E Ontario St	Chicago	IL	60611	MOB
Northwestern Medicine Sauganash
4801 W Peterson STE 406	Chicago	IL	60646	MOB
Northwestern Medicine Moline
515 Valley View Drive	Moline	IL	61265	MOB
Northwestern Medicine River North
635 N Dearborn Street STE 100	Chicago	IL	60654	MOB
Northwestern Medicine Immediate Care Riv
635 N Dearborn Street STE 100	Chicago	IL	60654	Urgent Care
Northwestern Memorial Hospital (Galter)
675 N St Clair Street	Chicago	IL	60611	Hospital
Northwestern Memorial Hospital Arkes
676 N St Clair Street	Chicago	IL	60611	MOB
Northwestern Medicine Streeterville
680 N Lake Shore Drive STE 810	Chicago	IL	60611	MOB
Northwestern Medicine Chicago N Michigan
737 N Michigan Avenue STE 700	Chicago	IL	60611	MOB
Northwestern Medicine Chicago
750 N Lake Shore Drive	Chicago	IL	60611	MOB
10024 Skokie Bldv
10024 Skokie Blvd STE 304	Skokie	IL	60077	MOB
Northwestern Medicine Lake Forest Health
1200 N Westmoreland	Lake Forest	IL	60045	Fitness Center
Northwestern Medicine Grayslake
1275 E Belvidere	Grayslake	IL	60030	MOB
Northwestern Medicine Grayslake - OP
1475 E Belvidere Road	Grayslake	IL	60030	MOB
Northwestern Medicine Emergency CTR
1475 E Belvidere Road	Grayslake	IL	60030	Urgent Care
Northwestern Medicince Cancer CTR
1475 East Belvidere Road	Grayslake	IL	60030	Cancer Center
Glenview Carillion Sq
1500 Waukegan Road	Glenview	IL	60025	MOB
1632 W Central Road
1632 W Central Road	Arlington Heights	IL	60005	MOB
Northwestern Medicine Evanston
1704 Maple Avenue	Evanston	IL	60021	MOB
Northwestern Medicine Immediate Care
1704 Maple Avenue	Evanston	IL	60021	Urgent Care
Northwestern Medicine Laboratory Vernon
175 E Hawhorth Parkway	Vernon Hills	IL	60061	Laboratory
Highland Park ofc
1770 1st Avenue	Highland Park	IL	60063	MOB
Libertyville Hollister
1800 Hollister Drive	Libertyville	IL	60048	MOB
Libertyville Med Bldg
1900 USG Drive	Libertyville	IL	60048	MOB
LFH Bannockburn
2151 Waukegan Road	Bannockburn	IL	60015	MOB
Northwestern Medicine Gurnee
25 Tower Court	Gurnee	IL	60031	Imaging
Northwestern Medicine Glenview
2501 Compass Road	Glenview	IL	60025	MOB
Northwestern Medicine Glenview - OP
2701 Patriot Boulevard	Glenview	IL	60026	MOB
Northwestern Medicine Immediate Care
2701 Patriot Boulevard	Glenview	IL	60026	Urgent Care
Northwestern Medicine Lindenhurst Health
3098 Fallingwaters Boulevard	Lindenhurst	IL	60046	Fitness Center
Northwestern Medicine Deerfield
350 S Waukegan	Deerfield	IL	60015	MOB
Northwestern Medicine Immediate Care
350 S Waukegan	Deerfield	IL	60015	Urgent Care
Northwestern Medicine Gurnee
36100 N Brookside	Gurnee	IL	60031	MOB
3633 W Lake Ave
3633 W Lake Ave	Glenview	IL	60026	MOB
Northwestern Medicine Highland Park
600 Central Avenue	Highland Park	IL	60035	MOB
Northwestern Medicine Lake Forest Hosp
660 N Westmoreland	Lake Forest	IL	60045	Hospital
LFH Womens CTR
660 N Westmoreland	Lake Forest	IL	60045	MOB
LFH Westmoreland Bldg
660 N Westmoreland	Lake Forest	IL	60045	OUTPATIENT
Northwestern Medicine Lake Forest Hosp
660 N Westmoreland Rd	Lake Forest	IL	60045	Urgent Care
Northwestern Medicine Lake Forest Hospit
700 N Westmoreland	Lake Forest	IL	60045	MOB
740 N Waukegan Road
740 N Waukegan Road	Deerfield	IL	60015	MOB
Northwestern Medicine Lake Forest Hospit
800 N Westmoreland	Lake Forest	IL	60045	MOB
Gurnee Radiology CTR
83 Ambrogio Drive	Gurnee	IL	60031	MOB
Northwestern Medicine Vernon Hills
870 N Milwaukee	Vernon Hills	IL	60061	MOB
Northwestern Medicine Immediate Care
870 N Milwaukee	Vernon Hills	IL	60061	Urgent Care
Vernon Hills Med Bldg
870 West End Ct	Vernon Hills	IL	60061	MOB
Northwestern Medicine Arlington Heights
880 W Central Road	Arlington Heights	IL	60005	MOB
Northwestern Medicine Lake Forest Hosp
900 N Westmoreland	Lake Forest	IL	60045	MOB
9555 Gross Point Road
9555 Gross Point Road	Skokie	IL	60076	MOB
Northwestern Medicine Naperville
101 E 75th Street	Naperville	IL	60563	MOB
Northwestern Medicine Lisle
1019 School Street	Lisle	IL	60532	MOB
Northwestern Medicine Batavia
1049 E Wilson Street	Batavia	IL	60510	MOB
Elmhurst Memorial Hosp
1200 York Road	Elmhurst	IL	60126	MOB
Northwestern Medicine HealthLab
1311 N Arlington Ave	Indianapolis	IN	46219	HealthLab - Draw Station
Oak Brook Regency
1415 West 22nd Street STE 750E	Oakbrook	IL	60523	MOB
CPG Rheumatology
1425 N McLean Blvd Suite 400	Elgin	IL	60123	MOB
Northwestern Medicine Elgin
1600 North Randall Road	Elgin	IL	60123	MOB
Wheaton Med MOB
1800 N Main St	Wheaton	IL	60187	MOB
Northwestern Medicine Sycamore
1830 Mediterranean Drive	Sycamore	IL	60178	MOB
Northwestern Medicine New Lenox
1890 Silver Cross Boulevard	New Lenox	IL	60451	MOB
Northwestern Medicine Wheaton
2001 Gary Avenue	Wheaton	IL	60187	MOB
Northwestern Medicine Wheaton
2001 Weisbrook Road	Wheaton	IL	60187	MOB
Northwestern Medicine Bloomingdale
235 S Gary Avenue	Bloomingdale	IL	60108	MOB
Northwestern Medicine Convenient Care
235 S Gary Avenue	Bloomingdale	IL	60108	Urgent Care
Prairie Medical CTR
2434 S Wolf Rd	Westchester	IL	60154	MOB
Northwestern Medicine Bloomingdale
245 S Gary Ave	Bloomingdale	IL	60108	MOB
Northwetsern Medicine Central DuPage
25 N Winfield Road	Winfield	IL	60190	Hospital
Northwestern Medicine Aurora
2635 Church Road	Aurora	IL	60502	MOB
Northwestern Medicine Convenient Care
2635 Church Road	Aurora	IL	60502	Urgent Care
Northwestern Medicine Warrenville
27650 Ferry Road	Warrenville	IL	60555	MOB
Behaviorial Health Bldg
27W350 High Lake Rd	Winfield	IL	60190	BEHAVIORAL
Cantera Medical Bldg
28375 Davis Pkwy	Warrenville	IL	60555	MOB
Bloomindale Springfield
290 Springfield Drive	Bloomingdale	IL	60108	MOB
Northwestern Medicine St Charles
2900 Foxfield Drive	St Charles	IL	60174	MOB
Northwestern Medicine Convenient Care St
2900 Foxfield Drive	St Charles	IL	60174	Urgent Care
Northwestern Medicine Delnor Health
296 Randall Road	Geneva	IL	60134	Fitness Center
Northwestern Medicine Delnor Hospital
300 Randall Road	Geneva	IL	60134	Hospital
Delnor 302 MOB
302 Randall Rd	Geneva	IL	60134	MOB
Northwestern Medicine Delnor Hospital
304 Randall Road	Geneva	IL	60134	Cancer Center
Twin Dialysis Building
306 Randall Rd	Geneva	IL	60134	OUTPATIENT
Northwestern Medicine Delnor Hospital
308 Randall Road	Geneva	IL	60134	MOB
Northwestern Medicine HealthLab Highland
3100 45th Street	Highland	IN	46322	HealthLab - Draw Station
Wheaton Office CTR
311 South County Farm Rd	Wheaton	IL	60187	MOB
333 Chestnut Street
333 Chestnut Street	Hinsdale	IL	60521	MOB
Delnor 345 MOB
345 Randall Rd	Geneva	IL	60134	MOB
Delnor 351 MOB
351 Delnor Rd	Geneva	IL	60134	MOB
Northwestern Medicine HealthLab Buffalo
355 W Dundee Road STE 110B	Buffalo Grove	IL	60089	HealthLab - Draw Station
Batavia house
3S105 Wagner Rd	Batavia	IL	60510	BEHAVIORAL
Northwestern Medicine Sugar Grove
414 Division Street	Sugar Grove	IL	60554	MOB
Northwestern Medicine Cancer CTR Warrenv
4405 Weaver Parkway	Warrenville	IL	60555	Cancer Center
LivingWell Cancer Resource CTR
442 Williamsburg Avenue	Geneva	IL	60134	Cancer Center
Northwestern Medicine Glen Ellyn
444 Park Boulevard	Glen Ellyn	IL	60137	MOB
Northwestern Medicine Chicago Proton CTR
4455 Weaver Parkway	Warrenville	IL	60555	Cancer Center
Northwetsern Medicine Bloomingdale
455 Scott Drive	Bloomingdale	IL	60108	MOB
Northwestern Medicine HealthLab Blooming
471 W Army Trail Road STE 104	Bloomingdale	IL	60108	HealthLab - Draw Station
Northwestern Medicine Bloomingdale W Ar
471 W Army Trail Road	Bloomingdale	IL	60108	MOB
Northwestern Medicine DeKalb
5 Kish Hospital Drive	DeKalb	IL	60115	MOB
Winfield Town CTR
50 Winfield Rd	Winfield	IL	60190	MOB
Northwestern Medicine Carol Stream
501 Thornhill Drive	Carol Stream	IL	60188	MOB
Yorkville
502 Center Parkway	Yorkville	IL	60560	MOB
Northwestern Medicine Carol Stream
515 Thornhill Drive	Carol Stream	IL	60188	MOB
Northwestern Medicine South Elgin
552 Randall Road	South Elgin	IL	60177	MOB
Northwestern Medicine Naperville
636 Raymond Drive	Naperville	IL	60563	MOB
Northwestern Medicine Convenient Care
636 Raymond Drive	Naperville	IL	60563	Urgent Care
Northwestern Medicine HealthLab Crown PT
6625 Lincoln Highway	Crown Point	IN	46307	HealthLab - Draw Station
Northwestern Medicine Wheaton
7 Blanchard Circle	Wheaton	IL	60187	MOB
Northwestern Medicine Convenient Care
7 Blanchard Circle	Wheaton	IL	60187	Urgent Care
Batavia- Express Care
811 North Randall Rd	Batavia	IL	60510	MOB
Northwestern Medicine Bartlett
820 S Rt 59	Bartlett	IL	60103	MOB
Northwestern Medicine Convenient Care
820 S Rt 59	Bartlett	IL	60103	Urgent Care
Medical Plaza of Porter
85 East HU Hwy 6 STE 330	Valparaiso	IN	46383	MOB
Northwestern Medicine Glen Ellyn
875 Roosevelt Road	Glen Ellyn	IL	60137	MOB
Northwestern Medicine Glen Ellyn
885 Roosevelt Road	Glen Ellyn	IL	60137	MOB
Northwestern Medicine Convenient Care
885 Roosevelt Road	Glen Ellyn	IL	60137	Urgent Care
Elburn MOB
905 N First St	Elburn	IL	60119	MOB
Northwestern Medicine St Charles
964 N 5th Avenue	St Charles	IL	60174	MOB
Delnor Glen Senior Livi
975 N 5th Ave	St Charles	IL	60174	SENIOR
Stratford North Outlook
235 S Gary Ave	Bloomingdale	IL	60108	MOB
KishHealth System Physical Therapy CTR -
1 E County Line Road	Sandwich	IL	60548	MOB
Northwestern Medicine Kishwaukee Hosp
1 Kish Hospital Drive	DeKalb	IL	60115	Hospital
KishHealth System Cancer CTR DeKalb
10 Health Services Drive	DeKalb	IL	60115	Cancer Center
KishHealth System - Ben Gordon CTR
100 S Latham Street STE 204	Sandwich	IL	60548	MOB
KishHealth System Physician Group
10003 US Rt 30	Waterman	IL	60556	MOB
Northwestern Medicine Valley West Hosp
11 E Pleasant Drive	Sandwich	IL	60548	Hospital
BHS Ben Gordon Cental Ofc
12 Health Services Dr	DeKalb	IL	60115	BEHAVIORAL
KishHealth System Physician Group
1209 Starfire Drive Unit 2	Ottawa	IL	61350	MOB
KishHealth System Physician Group -Plano
12700 US Highway 34	Plano	IL	60545	MOB
KishHealth System Cancer CTR Sandwich
1310 North Main Street STE 201	Sandwich	IL	60548	Cancer Center
KishHealth System Cancer CTR Aurora
1315 N Highland Ave STE 201	Aurora	IL	60506	Cancer Center
Plank Road Clinic
165 E Plank Rd	Sycamore	IL	60178	MOB
KishHealth System Physician Group
1850 Gateway Drive	Sycamore	IL	60178	MOB
KishHealth System Physician Group
1850 Gateway Drive	Sycamore	IL	60178	Urgent Care
KishHealth System Physical Therapy CTR
2111 Midlands Court	Sycamore	IL	60178	MOB
KishHealth System CTR for Family Health
21193 Malta Road	Malta	IL	60150	MOB
Midlands Surgical CTR
2120 Midlands Court	Sycamore	IL	60178	OUTPATIENT
BHS Discovery House
220 College Ave	DeKalb	IL	60115	BEHAVIORAL
KishHealth System Physician Group
224 E Railroad Street	Sandwich	IL	60548	MOB
KishHealth System HospiceHomecareEMS
2727 Sycamore Road	DeKalb	IL	60115	MOB
KishHealth System Physical Therapy CTR
3875 Edlamain Road	Plano	IL	60545	MOB
KishHealth System Physician Group - Peru
4040 Progress Boulevard	Peru	IL	61354	MOB
KishHealth System Physician Group
450 Coronado Drive	Rochelle	IL	61068	MOB
KishHealth System Cancer CTR
450 Coronado Drive	Rochelle	IL	61068	Cancer Center
KishHealth System Physician Group
599 Pearson Drive	Genoa	IL	60135	MOB
KishHealth System - Ben Gordon CTR
631 S 1st Street	DeKalb	IL	60115	MOB
KishHealth System Behavior Health Svcs
760 Foxpointe Drive	Sycamore	IL	60178	MOB
KishHealth System Physician Group Prof
8 Health Services Drive	DeKalb	IL	60115	MOB
KishHealth System Physical Therapy CTR -
895 S State Street	Hampshire	IL	60140	MOB
Marianjoy at Park Pl Health & Wellness
1150 S Euclid Avenue	Elmhurst	IL	60126	MOB
Marianjoy at Victorian Village
12525 Renaissance Circle	Homer Glen	IL	60491	MOB
Marianjoy at Providence Healthcare
13259 S Central Avenue	Palos Heights	IL	60464	MOB
Marianjoy Physical Therapy & Outpatient
17W682 Butterfield Road	Oakbrook Terrace	IL	60181	MOB
Marianjoy at Rush Copley Medical CTR
2020 W Ogden Avenue STE 365	Aurora	IL	60504	MOB
Marianjoy at Loyola University Medical
2160 S 1st Ave	Maywood	IL	60153	MOB
Marianjoy Outpt bldg
26W171 Roosevelt Rd	Wheaton	IL	60187	OUTPATIENT
Marianjoy Rehab Hospital
26W171 Roosevelt Rd	Wheaton	IL	60187	Hospital
Elmhurst Orthopedics
300 W Butterfield Rd	Elmhurst	IL	60126	MOB
Marianjoy at Providence Healthcare
3450 Saratoga Avenue	Downers Grove	IL	60515	MOB
Marianjoy at RUSH Oak Park Hospital
520 S Maple	Oak Park	IL	60304	MOB
Marianjoy at RUSH Medical Offc Building
610 S Maple STE 3420	Oak Park	IL	60304	MOB
7411 Lake Street STE 2210
7411 Lake Street	River Forest	IL	60305	MOB
NORTHWESTERN MEDICINE HEALTHLAB ST LOUIS
916 OLIVE ST	ST LOUIS	MO	63101	HEALTHLAB - DRAW STATION

Supplemental Information Detail SupplementalInformationDetail (34 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule H, Part I, Line 6a COMMUNITY BENEFIT REPORT	Northwestern memorial healthcare and subsidiaries (NMHC) submit a community benefit report to the Illinois attorney general according to the requirements for the state of Illinois. Northwestern memorial Hospital's (NMH), Northwestern Lake Forest Hospital's (NLFH), Central DuPage hospital (NWCDH), Delnor Community Hospital (Delnor), Kishwaukee Community Hospital (KCH), Valley West Hospital (VWH) and Kishwaukee Physicians Group (KPG), Marianjoy Rehabilitation Hospital and Clinics (MJRH), Marianjoy Medical Group (MMG) and all other NMHC non-profit subsidiaries' results are included in this report.
Schedule H, Part I, Line 7g SUBSIDIZED HEALTH SERVICES	THE BENEFITS REPORTED ARE PRIMARILY ASSOCIATED WITH OPERATING LOSSES SUPPORTING NMH'S MENTAL HEALTH PROGRAMS. NMHC DOES NOT INCLUDE COSTS ATTRIBUTABLE TO PHYSICIAN CLINICS AS SUBSIDIZED HEALTH SERVICES.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Engage DuPage: Residents of DuPage County without health insurance may also need access to a broader range of social services including housing, supplemental food programs, and mental health care. Residents with complex needs are at significantly higher risk for a range of poor health outcomes. Often the only interface a person with multiple health and social service needs has with the health system is through an emergency room visit; however, emergency medical providers are limited in their capacity to help address broader social services needs. Recognizing this, NM CDH implemented the Engage DuPage program in collaboration with the DuPage County Health Department to provide intervention services to patients needing assistance connecting with medical homes, supportive housing, supplemental nutrition programs and mental health services. Through Engage DuPage, NM CDH staff actively assists DuPage County residents in completing NMHC financial assistance applications as well as enrolling in other available programs. In fiscal year 2017, the Engage DuPage program at NM CDH successfully assisted 1,271 patients in completing NMHC financial assistance applications, completed 2,868 Medicaid applications, connected families with Supplemental Nutrition Assistance Program (SNAP) benefits and made connections to DuPage County Health Department for clinical services. Improving Transitional Care: Having an established medical home is critical to both maintaining good health and effectively accessing the broader healthcare system. Those without a primary care provider often seek care in hospital emergency departments, for both routine illnesses and treatment of unmanaged chronic medical conditions. Because hospital emergency departments are designed for treatment and stabilization of acute episodes of injury and illness, they are not positioned to provide primary care or the kind of ongoing care needed by patients with complex or chronic illnesses. Patients seen in an emergency department are typically instructed to schedule follow-up care with their medical home. When patients do not have an established medical home - whether due to lack of health insurance or gaps or changes in network coverage - or if they experience any of a number of psychosocial, financial, language or literacy challenges, it is unlikely that follow-up care will be a priority, and they may not seek it in a timely manner or at all. All of this contributes to the detrimental cycle of seeking care in the emergency department without the benefit of ongoing care for the management of chronic or complex medical conditions, which then often worsen. In response to this need, in 2011, NMHC created the Northwestern Medicine Transitional Care Clinic (NM-TC), previously known as the Northwestern Follow-up Clinic. NM-TC creates a bridge for patients discharged from the emergency department or inpatient unit who lack a regular primary care provider, and who were referred by hospital clinicians because of lack of access to follow-up care. Patients in this situation often feel overwhelmed by the physical and mental health challenges they are facing or by the burden of a new, life-changing diagnosis. Originally staffed by a single general internist and social worker, as of 2017 the NM-TC has grown into a multidisciplinary, bilingual, cross-trained team, with integrated mental health providers. NM-TC staff now include a general internist, two advanced practice providers, a social worker, a registered nurse, pharmacy support, two part-time psychologists and psychiatrists, and three bachelor's-level health advocates. The clinic takes a multidisciplinary team approach to providing comprehensive care to its patients. The NM-TC was founded on the philosophy of creating a non-judgmental environment to "meet patients where they are" by simultaneously addressing acute and chronic medical issues, mobilizing social services and supports, and educating and empowering patients to improve skills needed to make the difficult adjustments for ongoing self-management. After stabilizing and empowering patients so they can function in a traditional office visit, the NM-TC seeks to transition patients to a primary care provider at an affiliated community clinic, including Near North and Erie, thus establishing a medical home for the patient. Patients often continue to receive medically necessary diagnostic, specialty and inpatient care at NMH even after their medical home has been established. What separates the NM-TC from many other transitional care programs is that it primarily focuses on preventing readmissions from younger, low-income patient populations with frequent multi-morbidity. NM-TC staff implement a model of brief intensive case management, and integrated behavioral and medical health care that has shown promise in reducing ambulatory sensitive re-hospitalizations. NM-TC has grown into the largest touchpoint for transitional care medicine in NMHC. Since its inception, NM-TC has seen nearly 3,500 patients. As compared to less coordinated care, the interventions of NM-TC resulted in a 38 percent lower likelihood of any 90-day hospital use. In 2017, NM-TC published a study analyzing their methods and found that the reduced post-visit hospital use is likely related to increased clinic resources, insurance expansions, and improved clinical and community social service expertise. NMHC's commitment to the education of the next generation of healthcare providers includes providing teaching experiences at the NM-TC. Each second-year internal medicine resident spends one to two weeks rotating through the NM-TC to learn about providing care to the underserved and transitional health care. NM-TC also works with first-year pharmacy residents, second-year pharmacy ambulatory care residents and psychiatry residents.Providing Access to Screening and Diagnostic Care NMHC hospitals provide medically necessary care to patients in need, regardless of the ability to pay and without regard to insurance status. Many patients referred from our community partners, including Near North, Erie and Tri City Health Partnership, receive free or substantially discounted care. Other patients receive care that is underwritten as part of NMHC's Community Service Expansion Program (CSEP), which covers costs associated with specialty consultations and services, and hospital-based diagnostic services. To enhance access to this care, efforts are underway to develop processes to make the transition of patients from community organizations more efficient and to continue to incorporate presumptive eligibility requirements. Increasing access to colorectal screenings was identified as an especially urgent need among NMH's community partners. Colorectal cancer is the third-most commonly diagnosed cancer in Illinois, with more than 7,000 new cases every year, but is highly treatable when detected early; 90 percent of those diagnosed with colorectal cancer survive for more than five years. However, the likelihood that a person over age 50 receives recommended screening is significantly lower among those with lower socioeconomic status and lower education. In addition, although colorectal cancer affects all races, African Americans have disproportionately high incidences and mortality rates of colorectal cancer. Illinois has the second-highest mortality rate in the country among African Americans diagnosed with colorectal cancer. Patients from Near North, Erie and CommunityHealth have access to timely cancer screenings under the CSEP program. For high-risk patients, NMH has reserved four weekly slots for patients to receive a free colonoscopy screening. NMHC underwrites colonoscopy screenings, and provides mammography screening and diagnostic services for these FQHC patients. Cancer remains the second-leading cause of death in DeKalb County. Lung, breast and colorectal cancers are the leading cause of cancer deaths in females. Screening refers to tests and exams used to find disease, such as cancer, in people who do not have any symptoms. To address the identified health need of cancer for NM Kishwaukee and NM Valley West, the two hospitals offer free or reduced-cost mammograms for targeted populations in DeKalb County. According to the CDC, skin cancer is the most common form of cancer in the United States and affects all skin types. It is estimated that roughly one in five Americans will develop skin cancer during their lifetime, including its deadliest form, melanoma. When detected early, skin cancer is highly treatable, yet many do not receive skin cancer screenings. To improve access to these important screenings, NMH, NM LFH, NM Kishwaukee and NM Valley West annually host free skin cancer screening events.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Promoting Healthy Lifestyles to Reduce Incidence of Disease and to Improve Chronic Disease Management and Rehabilitation The CHNA for each of the seven NMHC hospitals identified a number of health priorities that call for similar interventions or strategies. Specifically, all seven hospitals identified a chronic disease as a priority health need. These include: heart disease and stroke; cardiovascular disease; cancer; chronic disease management and rehabilitation; and diabetes/kidney disease. A healthy lifestyle can reduce incidence of disease and obesity as well as improve management of chronic disease. As such, development of healthy lifestyle programs and policies in partnership with community-based organizations serves to address many priority health needs. Addressing Cardiovascular Disease, Heart Disease and Stroke The risk of Americans developing and dying from cardiovascular disease would be substantially reduced if major improvements were made across the U.S. population in diet, physical activity, and control of high blood pressure and cholesterol. In addition, obesity, diabetes and cardiovascular disease are significantly influenced by physical and social environments, and by public policies that affect the quality and safety of these environments. This includes access to educational opportunities; opportunities for physical activity (including access to safe and walkable communities); access to healthy foods; quality of working conditions and worksite health; availability of community support and resources; and access to affordable, quality health care. The need for cardiovascular care in the northern suburbs is great. NM LFH's 2016 CHNA found that, together, cardiovascular disease (defined as heart disease and stroke) and cancer accounted for more than one-half of the deaths in Lake County. BCVI at Lake Forest Hospital provides leading-edge heart care both at the hospital and at outpatient centers in Grayslake and Glenview. The board-certified cardiovascular experts at BCVI at Lake Forest Hospital - including the specialties of cardiology, interventional cardiology, cardiac electrophysiology and vascular surgery - bring extensive diagnostic, clinical and research options. The National Research Corporation (NRC) has rated BCVI at Lake Forest Hospital as the preferred provider of heart care in Lake County since 2008. Because of the outstanding heart care provided at NM LFH, the hospital is one of the Top 50 hospitals nationally for heart failure survival. As a leader in heart care in the northern suburbs, NM LFH is a trusted source for heart health education, provides community education programs that increase awareness and offers screenings for hypertension and related health conditions. In FY17, NM LFH implemented the strategic plan that was developed the year before to increase awareness of low-sodium food and drink options, and to "make the healthy choice the easy choice" by teaching the community about healthy options that are full of flavor and low in cost. Furthermore, NM LFH collaborated with the Lake County Health Department on a number of initiatives to improve the health of residents. Because smoking is a leading cause of coronary heart disease, which can lead to heart attack, staff from NM LFH served on the Live Well Lake County Steering Committee. Through Live Well Lake County, NM LFH worked with partner organizations to inventory local and national resources that support smoking cessation and produced a brochure to disseminate throughout the county. NM LFH also partnered with the Lake County Health Department's Active Living Subcommittee and supported the joint forces of the health department and Lake County Forest Preserve to promote and increase physical activity in Lake County using the many outdoor resources in the county. Cardiovascular disease, principally heart disease and stroke, is the leading cause of death for both men and women among DeKalb County residents. According to the CHNAs completed for both NM Kishwaukee and NM Valley West in 2015, more than one-fourth of DeKalb County residents have high cholesterol or high blood pressure and almost two-thirds are overweight or obese based on body mass index (BMI). Excess weight or obesity increases the risk for high cholesterol, high blood pressure and insulin resistance, and is a precursor of Type 2 diabetes, all factors that heighten risk for cardiovascular disease. The proportion of DeKalb County residents who currently smoke is 20 percent, higher than national and regional rates. Both NM Kishwaukee and NM Valley West offer a plethora of community programs to help address the underlying causes of cardiovascular disease, especially for the youth in the community. With the incidence of obesity, diabetes, cancer and cardiovascular disease continuing to rise over the last 30 years, NM Kishwaukee worked with local community organizations, including the DeKalb County Health Department and Kishwaukee Family YMCA, among others to implement the Coordinated Approach to Child Health (CATCH) program in the DeKalb, Genoa and Sycamore school districts. CATCH creates behavior change by enabling children to identify healthy foods and by increasing the amount of moderate to vigorous physical activity children engage in each day. In the 2016 -2017 school year, more than 5,000 children in 15 schools received six health education lessons under the CATCH program. The Valley West Hospital Healthy Schools Program is offered to schools within NM Valley West's service area. The program offers high-quality, evidence-based health education for students at no cost. There are three qualified health educators, including one who provides programming in Spanish. The initiative aims to educate school-aged children on the fundamentals of health and wellness. In FY17, the program worked to build healthier school environments for 11 local schools in the hospital's service area and reached more than 2,000 students. Thanks to their involvement with the Healthy Schools Program, multiple schools in the Illinois communities of Plano and Sandwich are working towards national recognition from the Alliance for a Healthier Generation. Both NM Kishwaukee and NM Valley West offer free monthly Know Your Numbers screenings for cholesterol and blood sugar levels, blood pressure, waist measurement and BMI, and education to DeKalb County residents. Participants meet with a health educator to discuss their risk factors for disease and are given the tools they need to foster lasting change. In FY17, more than 200 people were screened during one-on-one appointments. Additional services to the community include the HeartWise Cardiac Health Evaluation program and Blood Pressure Clinics, both offered at no cost to participants. In FY17, more than 2,700 participants were screened at three locations - NM Kishwaukee, NM Valley West and the physician group location in Genoa, Illinois - through weekly blood pressure screenings. Through the Leishman Center for Culinary Health, NM Kishwaukee offers low-cost education sessions for targeted populations to address the prevention of cardiovascular disease through healthy diet and cooking programs. Additionally, NM Kishwaukee's Farmers Market Voucher Program, offered in cooperation with local community partners, provides area residents with the opportunity to purchase fresh fruits and vegetables from local farmers' markets. Data from NMH's most recently completed CHNA found that among NMH Service Area adults, 5.5 percent report that they suffer from, or have been diagnosed with, heart disease, and 83.4 percent report one or more cardiovascular risk factors, such as being overweight, smoking cigarettes, being physically inactive or having high blood pressure or high cholesterol. NMH works to address the underlying causes of cardiovascular disease through its priority health need of chronic disease (including heart disease and obesity). NMH has worked to improve coordination of care for heart disease and stroke through strengthened high-quality, patient-centered medical homes. Programs such as the Keep Your Heart Healthy initiative were designed to identify Chicago residents most at risk for developing heart disease and work on an individual basis to empower those individuals to make lifestyle changes to reduce their health risks. The free program links individuals with healthcare services and medical homes through referrals in an effort to control health risk factors. Feinberg's Institute for Public Health and Medicine (IPHAM) led the program, which was funded in part by grant funding from NMHC.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	NMH has established strong community partnerships in the Humboldt Park neighborhood on Chicago's west side. With a population of more than 55,000 mostly Hispanic or Latino and African American residents, Humboldt Park as a whole has a high economic hardship index and low childhood opportunity index. Additionally, the neighborhood is plagued by epidemic levels of obesity. According to a Chicago Health Atlas study of data from 2011 to 2015, Humboldt Park reports obesity rates of 41 percent for adults and nearly 28 percent for children. These rates are substantially higher than the obesity rates in all of Chicago. To help address obesity in Humboldt Park, NMH has collaborated with community partners to create programs uniquely tailored to the neighborhood. The Humboldt Park Healthy Community Initiative is tailored to improve the health of the residents of Humboldt Park based on the specific needs and challenges of the community, which include limited health literacy, violence, cultural beliefs and language barriers. The model was grounded in improved access to health information as well as safe, convenient and affordable options for learning about nutrition and engaging in physical activity in an effort to impact chronic disease. NMH continues to be a trusted source for health education and works to increase awareness, provide educational tools and encourage healthy lifestyle choices. Additional programming was added to the initiative in the past year to reflect residents' interests and needs. New offerings included senior chair aerobics, youth fitness and karate, community dinners, family and youth cooking classes, diabetes-specific cooking classes, and a mental health program. In FY17, more than 8,300 people participated in 19 free health, nutrition and physical activity programs offered through the initiative. In 2017, NMH began working with the Kells Park Community Council (KPCC), whose mission includes providing safe, functional spaces for the community and valuable recreational and service opportunities. One of the main initiatives of KPCC is hosting the West Humboldt Park Farmers Market, which runs annually from June through October. Funding from NMH to KPCC supported the farmers market with the goal of inspiring a healthy neighborhood with increased access to fresh produce and healthy foods. The West Humboldt Park Farmers Market aimed to encourage better food habits and spur economic development by showcasing local chefs who conducted live cooking demonstrations, provided meal-preparation training and engaged in food competitions showcasing healthy eating in a culturally appropriate and income-sensitive format. NMH continues to be a national leader in the treatment of heart failure, and physicians and staff are focused on treating people in all stages of the disease. A sustained focus on diagnosis, treatment and follow-up has led NMH to be ranked first in the nation for the lowest heart failure mortality rate, second in the nation for the lowest heart attack mortality rate and second in the nation for the lowest stroke death rate. Together, cardiovascular disease (heart disease and stroke) and cancers accounted for more than one-half of all deaths in DuPage County. Upon assessment of cardiovascular risk in NM CDH's CHNA survey, 76 percent of respondents reported one or more risk factors, including being overweight, smoking, physical inactivity, high blood pressure or high cholesterol levels. Nearly 32 percent of adults reported being told at some point that their blood pressure was high. Fifty percent of survey respondents rated heart disease and stroke as a major problem in the community. Cancer and heart disease are the leading causes of death in Kane County, which largely accounts for NM Delnor's Service Area. The obesity rates in DuPage and Kane counties have reached epidemic levels. An estimated 33 percent of children in DuPage County and 32 percent of children under age five in Kane County are obese, significantly above the national average of 17 percent reported by the CDC. An estimated 65 percent of DuPage County adults and 63 percent of Kane County adults are obese. Obesity increases risk of diabetes, heart disease and many forms of cancer. NM CDH and NM Delnor have joined forces with park districts, school systems and community-based healthcare organizations in DuPage and Kane counties to reduce the incidence of obesity. NM CDH provides funding and in-kind leadership, and participates with health leaders in a county-wide initiative called FORWARD (Fighting Obesity, Reaching Healthy Weight Among Residents of DuPage) to reduce the rate of obesity by educating the community on eating healthy and being physically active. NM CDH also supported FORWARD's Get in Action mini-grant program, which provides funding to local schools and other community groups that promote obesity awareness and nutrition education. Funding was also provided to Common Threads, which provided healthy cooking and nutrition education in DuPage and Kane counties. NM CDH provides healthy lifestyle curriculum materials under its CATCH program as well as funding to a local school district to implement CATCH afterschool programming. The ActiveKids Before and After School program is provided free of charge and fosters a safe and structured environment that encourages personal growth and development while having fun. In FY17, more than 8,000 children were served through NM CDH's and NM Delnor's commitment to CATCH. Additionally, NM CDH and NM Delnor provide grants to regional park districts and non-profit athletic agencies to support scholarship programs. These funds help promote access to physical activities for individuals and families who would otherwise be unable to afford memberships. In DuPage County, nine organizations received funding, resulting in more than 1,500 scholarships. NM CDH and NM Delnor also provide grant funds to several community organizations with programs and services that improve health and reduce obesity. NM Delnor hosts and offers evidence-based community health and wellness programming for common chronic conditions and safety topics, including cardiovascular disease, stroke and obesity, among others. Additionally, NM Delnor supports a number of initiatives targeting healthy living for children. NM Delnor offers turnkey child health and safety programs (Kits for Kids) to area schools, scouting programs and community organizations, which provide information on establishing healthy habits including hand washing, bicycle safety and nutrition. In FY17, more than 400 Kits for Kids were distributed at no charge. In FY17, NM Delnor continued to provide funding in support of Making Kane Fit for Kids, a public-private initiative that aims to develop land use, planning and other policies that foster and support physical activity for the local community, ensure fresh fruits and vegetables are affordable and accessible for all families in the community, support a culture of wellness and health promotion, and provide parents and children with reliable, up-to-date information on healthy physical activity and eating habits. NM Delnor has implemented its Community Heart Failure Program (CHFP) to support patients who have been diagnosed with heart failure and who are learning to manage their condition. CHFP nurses are connected with inpatients with a diagnosis of heart failure and provide in-home services to them following discharge from the hospital, regardless of ability to pay. In the home, CHFP nurses teach patients how to take blood pressure, ensure that a home scale is available, help patients and families organize medications in a medication management case, and provide health education. Nurses conduct weekly follow-up calls for a month following discharge. Through CHFP, NM Delnor created a Personal Health Tracker. Available online and free to the public, the Personal Health Tracker assists individuals in tracking their condition. NMHC underwrote the cost of providing CHFP. The Delnor Health and Fitness Center has been renewed as a Certified Medical Fitness Facility by the Medical Fitness Association (MFA). Certification is a seal of approval indicating that the facility meets the highest industry standards in providing health for the entire community. It is the only certified fitness center in the far western suburbs. The fitness center provides membership scholarships and community classes at no cost or at a reduced rate for the community. In FY17, 117 scholarships were awarded and more than 230 people participated in community classes.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Chronic Disease Management and Rehabilitation for Individuals With Disabilities Americans are living longer, but are sicker. While the U.S. population is experiencing consistent increases in life expectancy, our longer lives are burdened with increasing rates of chronic illnesses and resulting disabilities. Sedentary behavior and preventable chronic disease are compromising our communities' health. More than one-quarter of the population is obese, and diabetes is at epidemic levels. Hand-in-hand with a decreasing quality of life is an astounding increase in the economic impact of managing these diseases. The physicians and clinicians at MRH are trained in the provision of specialty treatments and rehabilitation for individuals with disabilities resulting from injuries, accidents, illnesses or congenital defects. In general, individuals in these categories tend to experience higher percentages of health disparities than the larger population. These added challenges can result in further impaired mobility, nutritional deficits and an increased susceptibility to chronic medical conditions. Common precursors of chronic diseases, including physical inactivity, obesity, hypertension and high cholesterol, are more prevalent among persons with disabilities than those without. Despite increased health risks, people with disabilities are rarely targeted by specific health-promotion and disease-prevention efforts. Given the increasing prevalence of disability as the population ages, the need for community health services focusing on the rehabilitation needs of those served will likely increase at a proportional rate. MRH utilizes a collaborative, evidence-based approach to prevention, screening and chronic disease management aimed at reducing and eliminating many of the prominent contributors to mortality in the United States. Fitness and wellness programs tailored to people with disabilities and other health issues help ensure these vulnerable populations are engaged in moderate physical activity designed to improve strength and increase flexibility, to protect against further disability and enhance functional independence. The Marianjoy Fitness Center, which may be accessed by the community, provides a multitude of adaptive equipment and has opened new opportunities for individuals who may not have felt physically able or comfortable in other exercise settings. Throughout the year, MRH offers a variety of free and public classes and lectures focused on health and wellness, including complimentary presentations and resources on helping young individuals with disabilities plan for their future as they transition to adulthood. Continuing care classes for children with special needs provide children with personalized attention and instruction as they work toward achieving functional goals. Classes range from motor/fitness and language/social interaction to aquatic exercise groups. Financial assistance is available for continuing care classes for families who demonstrate a financial need. Additionally, MRH sponsors a variety of support groups at no cost and open to the public, including groups for those affected by amputation, aphasia, brain injury, chronic pain and stroke. Diabetes Management Diabetes is a disease marked by high levels of blood glucose and can lead to serious complications and premature death. According to the American Diabetes Association, if untreated, diabetes can cause heart disease; stroke; eye, foot and skin complications; high blood pressure; hearing loss; and kidney disease. Diabetes continues to increase in both incidence and prevalence in the United States. Increasing numbers, coupled with earlier onset of the disease, pose a growing concern about the potential to overwhelm the existing healthcare system. NM Valley West has specifically identified diabetes as a priority health need, and NMH, NM CDH and NM Delnor are working to address diabetes as part of their chronic disease management priority health need. The Diabetes Education programs at NM Kishwaukee and NM Valley West provide diabetes self-management education to all patients diagnosed with diabetes and to their family members, and are recognized by the American Diabetes Association. More than 900 individuals participated in the various Diabetes Education programs at NM Kishwaukee and NM Valley West in FY17. NMH collaborated with Near North and Erie to develop and implement a comprehensive, replicable program to address diabetes in medically underserved communities, now known as the Diabetes Collaborative. The program helps patients in medically underserved areas better manage their adult type 2 diabetes through culturally sensitive education, self-management tools, physician feedback tools and patient registries. Embedded within the medical home model, this program is now in place at Near North and Erie healthcare sites, including Erie HealthReach Waukegan, and at CommunityHealth. In an effort to streamline standards required by The National Committee for Quality Assurance, as of FY17, the clinics now use HEDIS metrics to track all of their diabetic patients. One of the HEDIS measures for patients with diabetes is the percent of patients with an average HbA1c >9. As of the second quarter of Erie's fiscal year 2018, 15.3 percent of Erie patients had an average HbA1c>9. CommunityHealth and Near North respectively reported 33 percent and 35.7 percent of patients with average HbA1c>9 in 2017. In order to decrease their HEDIS metric for patients with diabetes, the health centers have developed workflows to reach out to patients who are out of range. The Diabetes Collaborative further includes access to healthy lifestyle programming, discussed later in this report. Preventing and Treating Cancer After heart disease, cancer is the second-leading cause of death among adults in the United States, according to the CDC. More than half of all cancer deaths can be prevented by making healthy choices such as not smoking, maintaining a healthy weight, eating right, keeping active, and participating in cancer screenings. NM Kishwaukee and NM Valley West each prioritized cancer as a significant health need; NM CDH and NM Delnor each include cancer in their priority health need of chronic disease. Smoking Cessation and Prevention Education in DeKalb County In DeKalb County, lung cancer is the most prevalent cancer for both men and women. Twenty percent of DeKalb County adults self-report tobacco use. The percentage of women who smoke during pregnancy is on the rise: 12 percent of pregnant women in DeKalb County currently report smoking. Both NM Kishwaukee and NM Valley West offer six-week Courage to Quit Smoking cessation programs in the community. Participants pay an initial fee of $25 that is reimbursed by NM Kishwaukee to the participant following successful completion of the program. In 2017, six group cessation classes and two private presentations were offered, which provided 21 people with some type of tobacco cessation opportunity. Additionally, NM Kishwaukee directly and indirectly supports activities related to smoking prevention programs in school-aged children by collaborating with community service agencies in its service area. Tar Wars supported in part by a grant from the American Academy of Family Physicians Foundation, was offered at Genoa-Kingston Middle School, located in DeKalb County, Illinois, during the 2016 - 2017 school year. Tar Wars is a tobacco-free education program that has proved to be effective in increasing students' knowledge of, and influencing attitudes toward, tobacco use and advertising. NM Kishwaukee also supported the CATCH My Breath prevention program at Genoa-Kingston Middle School. CATCH My Breath is a prevention program that empowers students to resist peer pressure and media influences to try Electronic Nicotine Delivery Systems, commonly known as e-cigarettes. The curriculum consists of six, 30-minute classroom sessions designed for grades 6 through 8. NM Kishwaukee underwrote the cost of providing the CATCH My Breath and Tar Wars programs.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Both NM Kishwaukee and NM Valley West have partnered with the DeKalb County Health Department to support participants in the Women, Infant and Children (WIC) program in learning about the effects of smoking during pregnancy and/or the effects of secondhand smoke. The most recently completed CHNAs for both NM Kishwaukee and NM Valley West identified an increase in the percentage of pregnant women who smoke. In response, NM Kishwaukee and NM Valley West teamed up with the DeKalb County Health Department to offer additional education and resources to pregnant women and their families who utilize the Family Case Management, WIC program. Informational and educational materials were created in both English and Spanish on the health hazards of smoking within the home, as well as the risks of exposure to second- and third-hand smoke. The information is distributed to women during the prenatal visits at the health department's clinic. Additionally, clients are also provided with contact information for NM Kishwaukee's Community Wellness hotline and are encouraged to register for a Courage to Quit Smoking program (outlined on page 65). Promoting Maternal Child Health According to the CDC, safe motherhood begins before conception with good nutrition and a healthy lifestyle. It continues with appropriate prenatal care, with the ideal result being a full-term pregnancy without unnecessary interventions and the delivery of a healthy baby. In addition, it includes a healthy postpartum period in a positive environment that supports the physical and emotional needs of the mother, baby and family. Understanding and addressing maternal child health issues helps to improve the well-being of mothers, infants and children, including health behaviors and health status, which are influenced by a variety of environmental and social factors. Their well-being determines the health of the next generation and can predict the future health of the community. NM Kishwaukee has identified maternal child health as a priority health need and is implementing strategies related to women smoking during pregnancy and children with acute respiratory illness. Breastfeeding is known to lower risk for certain diseases and improve health outcomes. NM Kishwaukee's Breastfeeding Center aims to increase the rate of breastfeeding through education and policy changes and by offering free outpatient lactation consults and support groups. In 2014, the Breastfeeding Center opened the Milk Depot, where pre-approved mothers can drop off extra breast milk to donate to premature or sick babies whose mothers cannot produce enough milk of their own. More than 5,000 total ounces were donated in FY17. NM Kishwaukee was recognized as a Baby-Friendly Designated birth facility by Baby-Friendly USA in 2016. The Baby-Friendly Hospital Initiative (BFHI) is a global program that was launched by the World Health Organization (WHO) and the United Nations Children's Fund (UNICEF) to encourage and recognize hospitals and birthing centers that offer an optimal level of care for infant feeding and mother/baby bonding. Addressing Poor Mental Health and Substance Abuse Mental health and physical health are closely connected, as mental health plays an integral role in the ability to maintain physical health. Mental illnesses, such as depression, anxiety and addiction, affect people's ability to participate in health-promoting behaviors. Subsequently, the presence of mental health problems can have a serious impact on chronic disease and decrease the ability to participate in treatment and recovery. The often closely linked issues of poor mental health and substance abuse were identified as priority health needs by NMH, NM LFH, NM CDH and NM Delnor. Targeting Mental Health in Chicago NMH's most recent CHNA (completed in 2016) found an increase from previous reports in activity limitations due to physical, mental or emotional problems. Nearly 20 percent of adults in NMH's Service Area responded that they are limited in some way in activities due to a physical, mental or emotional problem. In a statistically significant increase since 2009, 16 percent of Service Area adults considered their mental health - including stress, depression and problems with emotions - to be fair/poor. In addition to fair/poor mental health, diagnosed depression and deaths from suicide are also reported areas of concern. The data on mental health within its Service Area prompted NMH to add mental health as a priority health need in 2016. In the year since selecting mental health as a priority health need, NMH has begun implementing various strategies to improve mental health among adults in its Service Area. Research shows that mental health and physical health are closely connected, and mental health disorders contribute to a host of problems including disability, pain and death. NMH has implemented two models to strengthen the linkage between primary care and mental health in an effort to improve access by diminishing obstacles to seeking out mental health services. First, NMH has implemented a collaborative care model that embeds behavioral health services within the primary care setting both at NMH and at Erie and Near North sites. The Bridging to Communities program first launched in summer 2016 and is in the second year of its pilot program. With the same goal in mind, NMH has physically located primary care services within the mental health programs in the Norman and Ida Stone Institute of Psychiatry. In addition to the two projects integrating primary care and behavioral health, NMH also engages in advocacy efforts aimed at increasing access to behavioral health services. NMH is on the steering committee and behavioral health committee for the Alliance for Health Equity, an initiative of the Cook County Collaborative. Through this initiative, NMH works with other community healthcare leaders to implement strategies to address the most pressing issues in the community, including mental health. In FY17, as part of the collaborative, NMH worked to identify gaps and opportunities to implement Mental Health First Aid training, as well as engaged in the development of a stigma awareness campaign to address the stigma surrounding mental health. Suicide Prevention in Lake County In 2012, a suicide cluster in Lake County prompted the formation of the Lake County Suicide Prevention Task Force, which developed a model to help prevent teen suicides. Now known as the Community Wellness Task Force for Lake Forest and Lake Bluff, the replicable model is a community coalition comprised of local schools, civic groups, not-for-profits and other organizations, and is informed by Mark D. Reinecke, PhD, a leading national expert in adolescent depression and suicide. NM LFH staff participated in the development of the program, which now includes primary, secondary and tertiary prevention efforts. Members of NM LFH staff volunteer to give talks, lecture and lead workshops in Lake Forest and Lake Bluff. The Wellness Taskforce meets quarterly to refine their prevention program. Efforts have been successful as there have been no teen suicides in Lake Forest or Lake Bluff in approximately four years. NM LFH staff members also participate on the Lake County Health Department Behavioral Health Action Team. After conducting a behavioral health needs assessment, this team developed a strategic plan with four action areas, including provider workforce, coordination/continuum of care, access and awareness. Within the action areas, 13 strategies were identified for implementation, and NM LFH experts serve as members of the action team to address these strategies.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Addressing Mental Health and Substance Abuse in the Western Suburbs According to NM CDH's 2016 CHNA, diagnosed depression, moderate-to-extreme daily stress, inadequate sleep and suicide are major mental health concerns in DuPage County. In addition to offering immediate help and short-term psychiatric care in a hospital setting as well as inpatient and outpatient mental health care, NM CDH works closely with community members to address mental health and substance abuse issues. Formed in response to the mental health findings and needs in the DuPage County IPLAN, the DuPage Behavioral Health Collaborative works to identify and implement data-driven strategies that improve access and quality of behavioral health services for all DuPage County residents, advocates for aligning resources and funding, and educates the community about the signs and symptoms of mental health issues. Within the collaborative, there are two teams - the Treatment Leadership Team (behavioral health) and the Prevention Leadership Team (substance abuse) - comprised of members from local hospitals, and public health, private and community sectors. Leadership and staff from NM CDH serve on both teams. Additionally, leadership at NM CDH provide in-kind guidance through board membership and process improvement projects for the DuPage PADS initiative and with Metropolitan Family Services. In 2016, NM CDH and NM Delnor introduced their Mental Health First Aid (MHFA) program, which is designed to teach community members how to take action when mental illness is suspected or identified. Staff members are trained and certified to provide free MHFA classes for local youth; 170 people participated in classes in FY17. NM CDH offers small, community-benefit grants targeted to address mental health topics in its Service Area. Through this community grant initiative, NM CDH has supported the National Alliance on Mental Illness (NAMI) DuPage, Samaritan Interfaith Counseling and CASA DuPage, among others, in their efforts to address mental health and substance abuse in DuPage County. Mental health is a leading cause of hospitalization for adolescents in NM Delnor's Service Area and is perceived by parents as a top health concern. To help reduce barriers to accessing mental health care, NM Delnor has awarded grants to area organizations to offset the cost of providing mental health services. Through donations, NM Delnor has enabled community organizations to provide mental health services to more than 100 clients, resulting in documented improvements in mental health status. Additional information about both inpatient and outpatient behavioral health services available in the western suburbs can be found under the subsidized health services section. Injury and Violence Prevention Injury and violence are widespread in society. Nationally, they are the leading cause of death for Americans ages 1 to 44 years old and a leading cause of disability for all ages regardless of gender, race, ethnicity or socioeconomic status. Nearly 200,000 people in the United States die from injuries each year - one person every three minutes. Additionally, millions of Americans each year sustain injuries that while nonfatal, often have life-long mental, physical and financial impacts. According to the CDC, in 2014, the most recent data available, 2.5 million people in the United States were hospitalized due to injuries, and 26.9 million people were treated in an emergency department for injuries. Beyond their immediate health consequences, injuries and violence have a significant impact on the well-being of Americans by contributing to premature death, disability, poor mental health, high medical costs and lost productivity. The effects of injuries and violence extend beyond the injured person or victim of violence to family members, friends, coworkers, employers and communities. Numerous factors can affect risk of unintentional injury and violence, including individual behaviors, physical environment, access to health services (ranging from pre-hospital and acute care to rehabilitation) and social environment (from parental supervision of youth to peer group associations, neighborhoods and communities). Taking Action to Prevent and Intervene in Violence in Chicago's Bronzeville Neighborhood The past two years - 2016 and 2017 - have been among the most violent in Chicago's history. The year 2016 in particular was exceptionally violent, with 764 people murdered. In 2017, 624 people were murdered. Thousands more are injured every year. The violence largely plagues communities on Chicago's south and west sides, and a number of neighborhoods experience persistent, exceptionally high rates of violence. Studies have found that rates of post-traumatic stress disorder are higher among residents of some high-crime neighborhoods than among veterans of combat. Those suffering from chronic violence-related mental health issues experience profound challenges in completing school, holding jobs and avoiding substance addiction. When constant high rates of violence exist, entire communities suffer, creating what is described as a peri-traumatic environment. The Bronzeville neighborhood of Chicago experiences crime rates much greater than the city as a whole. In 2015, Bronzeville experienced 736 violent crime incidents per 100,000 residents as compared to 468.8 for the rest of Chicago. The rate of aggravated assaults was 665.4 per 100,000 residents in Bronzeville versus 407.1 for the rest of the city. Most troubling, the rates of shootings and homicides in Bronzeville were twice that of the overall rates in Chicago. While healthcare organizations have long treated victims of violent trauma in emergency departments and have participated in anti-violence advocacy and policy initiatives, they have largely considered addressing the rate of violence in their communities as being outside of their role. However, it is now recognized that the best approach to healing communities blighted by violence is to undertake a comprehensive, tailored, evidence-based system of prevention and intervention that is both informed by and fully utilizes organized, committed and trusted community members. In 2014, leaders from NMHC joined with Bright Star Community Outreach (BSCO) and other healthcare leaders and community partners to support the launching of a community-based effort to reduce the rate of violence in the Bronzeville neighborhood on the south side of Chicago. The Urban Resilience Network (TURN) Model (formerly known as the Bronzeville Dream Center) offers a bridge to mental health services and focuses on the five core competencies of counseling, workforce, parenting, mentorship and advocacy, which collectively focus on reducing violence and providing opportunities to the residents of Greater Bronzeville. TURN utilizes local faith leaders to implement evidence-based programs based on the NATAL-Israel Trauma model and the Communities That Care (CTC) model. This year, with funding from its community partners including NMHC, BSCO secured the location, implemented the appropriate software and officially launched the TURN Trauma Helpline on July 5, 2017. BSCO is now working with and through its powerful network of faith and community leaders, and mental health professionals trained to provide emotional and supportive counseling focused on trauma and using the NATAL Model. This group also provides an essential connection to new evidence-based violence prevention programs and services offered through BSCO and other community partners. Services offered by TURN are open to people of all beliefs and include Helpline Advocates, who help people who are in distress with long-term emotional support and provide a bridge between at-risk individuals and mental health or other emergency services through the Helpline, and Ambassadors who focus on increasing mental health awareness within the community. From July through the end of 2017, 17 individuals sought trauma counseling through the Helpline. Callers have experienced relationships struggles, physical/terminal illness, grief, domestic violence, community violence and abuse. Ambassadors interacted with various community groups including schools, mental health clinics, funeral directors and violence prevention groups to help educate the community about trauma and its impact. Planning is underway to provide ongoing training regarding trauma for officers in the 2nd District of the Chicago Police Department.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	NMHC has played an active role in supporting development of TURN. Since 2014, NMHC has contributed nearly $900,000 in funding, provided leadership, convened members of the community, helped establish governance and operational structures, and supported fundraising and the development of grant applications. Included in the to-date total, in 2017 NMHC made a three-year commitment of $430,000 to continue to support the work of BSCO and the TURN Model. In addition to the funding provided by NMHC, senior leadership from NMHC helped BSCO secure additional funding from other sources. NMHC is committed to BSCO's mission and the TURN Model initiative, and will continue to dedicate funding, public health and mental health resources; provide administrative support; and help to plan for the delivery of mental health services. Interrupting the Cycle of Violence Following Trauma In addition to participating in the violence reduction effort in Bronzeville, NMH continues to partner with Cure Violence, previously known as CeaseFire, an organization founded in Chicago, to reduce retaliatory actions following violent trauma. As one of only four level I trauma centers in Chicago, NMH provides care to hundreds of Chicago residents who have violence-related traumatic injuries each year. NMH pays an annual fee to Cure Violence and integrates its intervention services into the treatment protocol for appropriate violent trauma cases. Trained "violence interrupters" meet with violent trauma victims and their families at NMH and attempt to defuse feelings of anger as well as discourage victims and their families from retaliating. The violence interrupters work in tandem with violence interrupters in the victim's home community. Empowering Bystanders to Be First Responders On Chicago's south side, trauma victims face worse outcomes because of long transport times due to distance from trauma centers. A 2013 study in the American Journal of Public Health found that Chicagoans who are victims of gunshot wounds and who are shot more than five miles from a trauma center have a higher mortality rate. The greater distance means it takes longer to get to a trauma center - the mean transport time of individuals shot more than five miles away was approximately 16 minutes, compared to 10 minutes for people shot less than five miles from a trauma center. In the first hour after being shot, every minute counts, with the potential for patients to die from blood loss before they can receive life-saving care at the hospital. However, first aid from bystanders has been shown to save lives. Bystanders are present at nearly all traumas and are more likely to help when they have some first aid training. Recognizing the potential of empowering trauma bystanders to become first responders, in January 2017, Mamta Swaroop, MD, a trauma surgeon at NMH, created the Chicago South Side Trauma First Responders Course. The course aims to teach Chicagoans how to stop the bleeding of a gunshot or stabbing victim, while maintaining safety in dangerous situations. Dr. Swaroop devised the idea after having multiple patients die from blood loss before they arrived at the hospital. She noticed that many wounds, specifically to a victim's arms or legs, may have been survivable had they been properly bandaged. The Chicago South Side Trauma First Responders Course is the first of its kind in Chicago. The free, three-hour course is offered to the general public and gives participants the skills, knowledge and confidence they need to provide rapid and effective first aid to trauma victims. Participants learn how to tie a tourniquet with a T-shirt or scarf, how to put unconscious individuals in the side-tilt recovery position, how to safely transport people who cannot walk on their own, and other simple, but essential, techniques that can save the victim precious minutes. So far, the lifesaving skills offered by the course have been taught to more than 150 adults and teens. Prevention of Head and Spinal Cord Injury Every year in the United States, children suffer head and spinal cord injuries through motor vehicle accidents, falls, bicycle accidents and sports. More than 50,000 children sustain bicycle-related head injuries and more than 400 die annually. More than 11,000 people experience spinal cord injuries, the majority of whom are young men. Head and spinal cord injury can result in lifelong disability, and currently no cure exists. ThinkFirst is a national injury prevention organization with a local chapter in DuPage County jointly funded by the Illinois Department of Transportation, NM CDH, NM Delnor, NM Kishwaukee and the Northwestern Memorial Foundation. Since 1986, the program has taught children from kindergarten through high school how to prevent injuries and think about safety. Programs are offered at schools and to community groups. Messaging is age-appropriate and encourages participants to make safe choices, such as wearing seatbelts and helmets, never texting and driving, never drinking or using drugs while driving, and jumping into swimming pools feet first. Staff from NM CDH, NM Delnor and NM Kishwaukee administer the programs throughout DuPage, Kane and DeKalb counties. In FY17, ThinkFirst Chapters at NM CDH and NM Kishwaukee collectively: 1. Reached nearly 24,500 students from kindergarten through high school 2. Reached more than 24,600 participants at community events 3. Provided/fitted more than 6,000 bike helmets Additionally, in FY17, staff at NM CDH: 1. Provided nearly 50 child safety classes 2. Checked 450 booster seats 3. Distributed 546 booster seats Promoting Independence in Individuals with Disabilities According to the CDC, 53 million adults and nearly 3 million children in the United States live with a disability. A diagnosis of impairment or disabling condition does not define individuals, their talents and abilities, or health behaviors and health status. To be healthy, all individuals with or without disabilities must have opportunities to take part in meaningful daily activities that add to their growth, development, fulfillment and community contribution. Compared to individuals without disabilities, individuals with disabilities are more likely to experience challenges finding a job, being included in regular educational classrooms or attending college, receiving preventive healthcare services, being able to visit homes in the neighborhood, using fitness facilities, using health information technology, and obtaining sufficient social-emotional support. MRH annually discharges more than 2,000 patients with chronic disabling conditions, all of whom need comprehensive discharge planning and follow-up services to ensure a successful transition returning to the community. MRH works closely with its community partners including the DuPage County Health Department, DuPage County Sheriff's Department, DuPage Workforce Board, and local school districts, among others, to promote independence of disabled individuals. Workforce Development with AbilityLInks Celebrating its 15th anniversary in FY17, AbilityLinks is a national, web-based community where qualified job seekers with disabilities gain access to valuable networking and job opportunities. The website is free to use for job seekers; employers may sponsor AbilityLinks, but sponsorship is not a requirement for use by employers. In the past year, the website was completely revamped to make it more accessible. Job seekers post resumes, apply for jobs, and contact AbilityLinks Information and Referral Counselors for job search advice, information and referrals. The program improves participants' job-seeking skills through practice interview sessions and educational programs on finding employment. In FY17, the AbilityLinks website received 163 resume postings and MRH physicians referred 16 patients to the service. Additionally, in FY17, 38 individuals found employment through AbilityLinks, with nearly 750 individuals successfully assisted since its inception in 2011. MRH underwrites the total cost of providing the AbilityLinks program.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Easing the Stress of a Traffic Stop for People With Autism In partnership with the DuPage County Sheriff's Department, MRH designed a new course to help prepare drivers with autism for encounters with police. A traffic stop can be distressing for any driver, but is especially challenging for drivers with autism, who may not be able to interpret social cues. The course is designed to help prevent encounters from escalating by preparing the student to handle a traffic stop, and educating the sheriff's department to recognize and appropriately respond to the behaviors of someone with a diagnosis of autism. Sheriff's deputies also worked with MRH staff to create an informational card that special-needs drivers can present to officers in the case of a traffic stop that outlines any gestures or behaviors he or she may exhibit under stressful situations as well as their emergency contacts. These cards can be shared with a police officer to help the officer understand the special circumstance of the stop. In FY17, four graduates from MRH's Driver Rehabilitation Center completed the traffic stop class. Annually, more than 40 individuals with autism complete the Driver Rehabilitation Program, and many of those students are expected to complete the traffic stop course in the future. Empowering Patients and the Community with Health Information and Support NMHC is committed to offering patients and the community with timely access to accurate information about medical conditions and care. A multitude of tools is available to the public including internet-based resources, trusted information for parents of children with developmental disabilities and chronic diseases, the Alberto Culver Health Learning Center, and health education programs and support groups. Internet-Based Resources NMHC is committed to providing the community with reliable health information online that is easy to understand, and developed and reviewed by healthcare professionals. These resources are available free of charge through our websites and include: 1. Health encyclopedia with information on diseases and conditions, nutrition, injury, symptoms and other health topics 2. Emmi Patient Education, an innovative online educational tool to help patients understand their medical conditions and to better prepare patients for surgery 3. Test and procedure information 4. Video library 5. Health quizzes 6. Symptom checker 7. Drug information and natural medicine databases, including safe medication storage and disposal 8. Recipes for healthy living 9. Wellness library 10. Links to resources for disease and disability information, support and healthy lifestyles that are grouped by health topics Trusted Information for Parents of Children with Developmental Disabilities and Chronic Diseases Parents of children with developmental disabilities and chronic diseases require access to high-quality, reliable resources in order to make informed health decisions. Recognizing this need, MRH's Medical Library Director and Director of the Pediatric Program, with funding from the National Library of Medicine, collaborated to develop Information Connections. Available online free of charge to the public, Information Connections provides reliable information and links to trusted resources and websites. Special focus is paid to autism, ADHD, cerebral palsy, Down syndrome and brain injury, among others. Additional information includes useful resources on children with disabilities transitioning into adulthood. In addition to the internet-based resources, MRH hosts two free Journey Through Transition presentations to support adolescents with disabilities and their caregivers as they transition to adulthood. The programs provide valuable information and resources to support these individuals as they plan for their future by addressing questions about financial, legal, educational and medical needs during this transition. Alberto Culver Health Learning Center at NMH The Alberto Culver Health Learning Center, located in NMH's Galter Pavilion, houses a state-of-the-art collection of video and audio resources, anatomical illustrations, models, books, journals and internet workstations. Any member of the community can visit to conduct research on health conditions and diseases as well as receive topic-specific assistance and education from the staff of professional health educators and medical librarians, all free of charge. In addition, the learning center staff collaborates with the Robert H. Lurie Comprehensive Cancer Center of Northwestern University to make health information available to patients with cancer in areas where they are receiving medical care. Information on topics such as prevention, detection, diagnosis, treatment and living with the disease are carefully selected and "staged" so that they can be effectively integrated with the care and treatment process. Health Education Programs and Support Groups All NMHC hospitals offer wide-ranging programs for the public that include the most up-to-date information on a variety of physical and mental health issues; management and support of chronic conditions; support groups; and education on prevalent disease conditions. Events are often hosted by NMHC at which community members can learn about prevention, screening, diagnosis and treatment of disease. Additionally, NMHC provides health education lectures and awareness programs at schools, nursing homes and other locations throughout its service areas. Many of these programs are offered at no cost or well below full cost. Subsidized Health Services NMHC partners with a broad range of private and public health organizations to ensure a full spectrum of high-quality, well-coordinated healthcare services is available in our communities and in the Chicago metropolitan region. NMHC underwrites the cost, and provides expertise and leadership to many critical access programs. Trauma Care NMH maintains its status as a Level I Adult Trauma Center - the highest level of trauma care - and in FY17 was the only AMC hospital in Chicago to provide these services. Patients requiring trauma care differ from other emergency department (ED) patients in that they have experienced traumatic injury, generally from accident or assault, and arrive as complicated cases. More than 1,268 patients received trauma or injury care at NMH in FY17. Level I Trauma Centers are responsible for coordinating and managing trauma care in the EMS Region. Maintaining status as a Level I Adult Trauma Center is voluntary for hospitals and is financially challenging. To maintain designation, NMH must: 1. Maintain staffing levels above standard requirements for general EDs; 2. In addition to providing access to specialty physicians consistent with standard ED requirements, provide 24/7 access to physicians trained in neurosurgery and interventional radiology; 3. Ensure access to adequately staffed operating suites 24/7; 4. Maintain a registry for trauma patients; and 5. Participate in developing quality standards, transfer arrangements and training programs with other trauma centers. NMH works closely with the Chicago Fire Department and regional trauma centers to ensure the highest quality of care through education, quality assurance and database management. NMH is the only designated Level I Adult Trauma Center for patients coming from a geography that encompasses the hospital and extends to the southern border of the Chicago city limits. NM NM LFH, NM CDH and NM Delnor all maintain Level II Trauma Center designation. This requires the hospitals to maintain the necessary equipment and resources, including a full range of specialists and heliport, in order to provide the next-highest level of surgical care and to work in collaboration with a Level I Trauma Center. EMS Training in the City of Chicago Consistent with its educational mission, NMH is one of four resource hospitals in Chicago to participate in the training of emergency medical technicians and in providing oversight of Emergency Medical Care programs for the Chicago Fire Department and other emergency service providers under the Emergency Medical Services (EMS) program. In FY17, NMH provided training to nearly 2,000 police officers and Chicago Fire Department emergency medical technicians, paramedics, 911 dispatchers and emergency communication registered nurses. All employees of the Chicago Fire Department must be trained in basic life support and many are trained through NMH's program. In addition to training, NMH must adhere to state EMS regulations, provide a medical director for the services, and staff the program with a coordinator who oversees all facets including training, orientation, quality management, protocol and procedure development, compliance and participation in multi-hospital EMS planning, and operations. NMH spent more than $250,000 on EMS and trauma activities in FY17.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Continuity of Care in Obstetrics and Gynecology for Medically Underserved Women Many low-income women, including teens and preteens, receive medical care as patients at the Prentice Ambulatory Care (PAC) clinic, which is a department of NMG and located on the NMH medical campus downtown. Patients receive routine gynecological, prenatal and postpartum care; phlebotomy; fetal testing; patient education; and counseling services. The PAC clinic emphasizes continuity of care and is modeled after a standard OB/GYN physician practice, meaning processes are in place for patients to generally see the same physician throughout pregnancy. PAC patients needing attention for high-risk pregnancy or diabetes receive specialty care at the same location. Patients with diabetes and those who become diabetic during pregnancy are provided hospital-funded nutrition and counseling services. The PAC clinic also provides a unique opportunity for OB/GYN medical students and residents, who provide a full spectrum of care to low-income women in an outpatient setting. Trainees in the PAC clinic are exposed to a wide range of consultative services. The PAC clinic also provides specialized care and counseling for HIV patients through the comprehensive women's and perinatal HIV program, which provides multidisciplinary care at every stage to women with HIV. The HIV program provided care for 33 deliveries in FY17. Since the program was launched in 1999, only two of more than 500 infants of mothers in the program have been born with HIV - a 99.6 percent success rate. Funding for the PAC clinic is provided by NMHC. In FY17, the PAC clinic supported more than 8,600 patient visits, and patients seen through the PAC clinic delivered more than 190 babies at Prentice Women's Hospital. Vaccines for Children in the Chicago Suburbs When the Kane County Health Department announced in 2009 that its child immunization program was in danger of losing funding, NM Delnor stepped in to meet this critical need. While vaccines are among the most cost-effective clinical preventive services, as of 2010 only about half of two-year-olds in Kane County received recommended vaccines. To increase access to vaccines, NM Delnor and NM CDH now offer Vaccines for Children to provide immunizations free of charge to children without health insurance coverage or under the state Medicaid program. Vaccine clinics are held monthly at NM Delnor. Through this program, NM Delnor has annually achieved 98 to 100 percent compliance with vaccination recommendations for young children for DtaP, Hib, hepatitis B, MMR, polio, and pneumococcal vaccines; improved the rate of vaccination for young children for hepatitis A and rotavirus; and improved vaccination rates for older children. Information about the vaccine clinics is available online and offered in both English and Spanish. The NM Delnor vaccine clinic provides a key touch point for other health education and safety interventions. Parents and caregivers at the clinic can receive one-on-one counseling with health educators who tailor their discussion to be age and developmentally appropriate based on the child. The vaccine clinic also provides new car seats and booster seats to families who need them, and all parents and caregivers are taught appropriate securing and use of car seats. Parents and caregivers can also receive free flu vaccines and Tdap shots. NM LFH is helping address the need for access to vaccines for school-aged children in Lake County. In FY17, NM LFH provided initial funding for, and is in the process of developing, an efficient way to administer vaccines to children before the next school year. Expanding the Northwestern Medicine Stroke Network Stroke is the fifth-leading cause of death in the United States. Each year there are nearly 800,000 strokes - more than 600,000 of which are first or new strokes - in the United States, and about 140,000 Americans die from stroke. Additionally, stroke is the leading cause of serious long-term disability and reduces mobility in more than half of stroke survivors age 65 and older. Despite this great need, only 1,100 vascular neurologists nationally are trained to treat these patients. Immediate treatment after a stroke occurs is critical to maximizing recovery. Quick and accurate assessment of the diagnosis and severity of stroke requires the expertise of physicians with a specialty in stroke care; many safety net, community and rural hospitals cannot support stroke specialists, which lessens the likelihood that patients who go to these hospitals will receive appropriate and timely stroke care. Of the 800,000 strokes suffered annually in the United States, about 87 percent are of the ischemic type, caused by a blockage in blood flow to the brain. Per minute of ischemia, 1.9 million neurons and 14 billion synapses are destroyed. In an average stroke, after 10 hours, a 50-year-old man ages 30 years cognitively. The only FDA-approved treatment for ischemic stroke is administration of tissue transminogen activator (tPA). When administered within three hours of the onset of a stroke, tPA can greatly increase the patients' likelihood of recovery. Yet there is declining benefit as time elapses, and the NIH's Brain Attack Coalition recommends door-to-needle time of 60 minutes or less. Furthermore, only three percent of ischemic stroke patients are treated with IV tPA, and less than 25 percent of eligible patients receive IV tPA. Use of tPA comes with the risk of creating or worsening bleeding in the brain or other parts of the body, and it is therefore critical that a patient be both accurately and quickly diagnosed as having a stroke before tPA is administered. In recent years, telestroke networks have formed across the country to address the issue of access to stroke specialists and treatment. Patients at network hospitals can be rapidly assessed by a stroke neurologist via secure internet conferencing, allowing for expert evaluation without waiting for a physically present neurologist in the ED. Launched in 2013, the Northwestern Medicine Telestroke Program now provides 24/7/365 direct access to board-certified vascular neurologists via dedicated telemedicine technology. In FY17, there were eight NM Telestroke Network hospitals - NM LFH, NM Grayslake Outpatient Center, Norwegian American Hospital, Northwest Community Hospital, CGH Medical Center, Weiss Memorial Hospital, Swedish Covenant Hospital and Loretto Hospital. Additional hospitals are expected to join the NM Telestroke Network in the coming years. Through videoconference and advanced diagnostic tools, the NMHC neurologist sees and consults with the emergency room physician and patient at the NM Telestroke Network hospital, which allows the vascular neurologist to determine what treatment should be administered in the ED, what should happen after the ED visit and whether the complexity of the stroke indicates the need to transfer to a Designated Stroke Specialty Hospital. NMHC provides capital equipment including technology, upgrades and on-site training in Telestroke protocols to Telestroke Network Hospitals. Technology is provided to participating hospitals below cost, and technical support, maintenance and staff training are provided at no cost. Because many insurance companies will not pay for remote consults, NMHC reimburses the vascular neurologists for consult services. Since the program began in 2013, more than 2,700 consults have been provided and more than 350 patients have been transferred for neurovascular intervention or to a dedicated neuro ICU setting for monitoring, regardless of their insurance status. Rapid decision-making for tPA administration has led to decreased door-to-needle time at every member hospital of the NM Telestroke Network. In FY17, the percentage of NM Telestroke Network tPA cases achieving door-to-needle time in less than one hour increased significantly to 62 percent, up from 52 percent. This is well ahead of the national average of about 30 percent. In partnership with the NM Telestroke Network, NM LFH, Norwegian American and Weiss maintained certification as Primary Stroke Centers. Northwest Community is certified as a Comprehensive Stroke Center. These certifications and the work of the network hospitals in receiving certification are a reflection of the hospitals' commitment to improving the quality of patient care in their respective communities, and enables them to receive reimbursement commensurate with higher levels of certification and to fulfill regulatory requirements.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	Mobile Stroke Care in the Western Suburbs According to the American Heart Association's (AHA) now-ubiquitous mantra, "Time Lost Is Brain Lost" when it comes to stroke. As previously mentioned, early intervention is paramount to a patient's recovery. In 2016, NM CDH partnered with local Emergency Medical Services (EMS) agencies to implement a state-of-the-art Mobile Stroke Unit (MSU) to bring stroke care directly to potential stroke patients and decrease door-to-needle time. The MSU is essentially a specialized ambulance equipped with advanced imaging, telemedicine tools and staff with stroke expertise normally only found inside a hospital. When the MSU is dispatched, the four-person crew from NM CDH works quickly to examine the patient, run a computed tomography (CT) scan, communicate with an on-call neurologist via video call about the results, and, if appropriate, administer the clot-busting drug tPA - all from inside the MSU. This rapid intervention can lead to better outcomes, as stroke patients are typically not administered medication until their arrival at the hospital. On average, patients treated by NM CDH's MSU receive tPA within 52minutes. By contrast, on average it takes around 82 minutes from the time of a 911 call to the administration of tPA in a hospital when the patient is transported by a conventional ambulance. Those 30 minutes are crucial. For the best possible results, the NIH Brain Attack Coalition recommends door-to-needle time should be 60 minutes or less, and every minute a patient's brain is deprived of oxygen, more cells die. NM CDH's MSU is the first vehicle of its kind to operate in Illinois and among the first in the world to offer this leading-edge treatment. Initial funding for the MSU was provided from a grant; ongoing operational funding is supplemented by NMHC. The MSU began operating in January 2017. It is available to patients 365 days a year, seven days a week, and serves patients in Illinois in Carol Stream, Glen Ellyn, Roselle, West Chicago, Wheaton and Winfield. The four-person team - including a critical care nurse, paramedic, CT technologist and driver - staffs the ambulance on 12-hour shifts from 8 am to 8 pm. The MSU has made more than 200 runs since becoming operational. NM CDH is one of the few hospitals in Illinois designated as an Advanced Comprehensive Stroke Center by The Joint Commission. This designation recognizes the significant resources in staff, training and state-of-the-art infrastructure required by Comprehensive Stroke Centers to treat complex cases. Providing a Full Continuum of Mental Health Services Mental fitness is a state of successful performance of mental function, resulting in productive activities, fulfilling relationships with other people, and the ability to adapt to change and cope with challenges. It is essential to personal well-being, family and interpersonal relationships, and the ability to contribute to society. Mental health disorders are health conditions that are characterized by alterations in thinking, mood and/or behavior that are associated with distress and/or impaired functioning. Mental disorders contribute to a host of problems that may include disability, pain or death. The resulting disease burden of mental illness is among the highest of all diseases. The existing model for understanding mental health and mental disorders emphasizes the interaction of social, environmental and genetic factors throughout the lifespan. In behavioral health, researchers identify risk factors (which predispose individuals to mental illness), and protective factors (which protect them from developing mental disorders). Researchers now know that the prevention of mental, emotional and behavioral (MEB) disorders is inherently interdisciplinary and draws on a variety of different strategies. Poor mental health, access to mental health services, and/or substance abuse are currently being addressed as priority health needs at four NMHC hospitals (NMH, NM LFH, NM CDH and NM Delnor), but are an area of concern for every hospital in the Health System. Despite the vast need for mental health services statewide, funding from private and public sources has been drastically reduced in recent years. Some of the largest, longstanding and well-known community-based mental health organizations have closed, or have stopped accepting or have significantly limited services for patients without Medicare, Medicaid or third-party insurance. Even for the well-insured and those newly insured under the Affordable Care Act, mental health treatment resources in the community are scarce or not available in a timely manner. Those in need are receiving little or no treatment, or often turn to emergency treatment. NMHC offers a full continuum of care for mental health services, from inpatient hospitalization to outpatient services and recovery programs for all patients, regardless of medical insurance. Each hospital in the Health System has responded to the pervasive need for mental health services in a method that is appropriate to the communities they serve. Subsidizing Mental Health Services in Downtown Chicago Notwithstanding incurring significant operating losses in these programs, NMH supports a range of services for those suffering from mental illness, and for those with a dual diagnosis of mental illness and substance abuse, which is a common co-diagnosis. In addition to providing inpatient care, and offering individual and group outpatient therapies, NMH operates a 24/7 mental health resource line to help patients, families and healthcare providers connect with appropriate mental health services. NMH has developed an intensive outpatient program to serve those with conditions that are not acute enough to warrant inpatient admission, but put them at significant risk of self-harm or liability. Through this innovative program, patients can receive necessary care without chronic, expensive inpatient treatment. NMH collaborates with community-based mental health organizations and at neighborhood sites, including the Chicago Alliance to End Homelessness, Catholic Charities and Help Ease Local Poverty (HELP), where our employees serve meals to the homeless and, in this setting, identify and engage those who may benefit from mental health services. It can be challenging for patients to remain in treatment or show improvement in mental health status unless basic needs are being met. For many, NMH's mental health programs provide a critical link to public health and social support services. For individuals who are homeless or experience mental health conditions that impair cognitive abilities, the process of gaining access to social welfare programs and accessing health coverage is often beyond their capabilities. Without access to social and welfare supportive programs, individuals are unlikely to be able to manage a mental health or substance abuse problem and are at high risk for homelessness. NMH's mental health employees are trained in the SSI/SSDI Outreach, Access and Recovery (SOAR) program that provides training and tools for mental health professionals across the country to help them assist the homeless or those at risk of homelessness gain access to health, income support and housing programs. NMH also provides transportation and food vouchers to patients receiving treatment if needed. NMH recognizes that mental and behavioral health conditions can significantly impact the families of those receiving care. NMH hosts a support group of the Illinois chapter of NAMI and provides educational presentations to parents and siblings of adults with serious mental illness. During FY17, NMH provided these services at an unreimbursed cost of $12.8 million. This amount excludes the unreimbursed cost of charity care and government-sponsored health care. Addressing the Need for Mental Health Services in the Northern Suburbs NM LFH's most recently completed CHNA found that 13.5 percent of respondents in their Service Area rated their overall mental health as fair/poor. More than 15 percent of respondents have been diagnosed by a physician as having a depressive disorder, with prevalence notably higher among women. This prompted NM LFH to address mental health and substance abuse as one of its priority health needs. To help address the need for compassionate and comprehensive care for short- or longer-term mental health and emotional issues of its community members, NM LFH's medical staff added a physician specializing in psychiatry as well as a clinically licensed social worker in FY16. These additions expanded access to psychiatry and behavioral health services in Lake County. Additionally, patients and their families are supported through counseling, education, support groups and pastoral care in an outpatient setting.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	In addition to mental health services provided at the hospital, NM LFH staff members participate in suicide prevention in Lake Forest and Lake Bluff through their work with the Wellness Task Force. NM LFH also engages with the Lake County Health Department in initiatives targeting reducing drug- and alcohol-related deaths. Expanding Mental Health Services in the Western Suburbs Responding to a significant growth in the demand for mental health services, insufficient capacity to meet those growing needs, and a desire to further our mission with continued investment in services that have significant economic and social community impact, NMHC recently engaged in a strategic planning process for the behavioral health programs in the western suburbs. Currently encompassing a full continuum of care for patients with mental health and addictions diagnoses, both inpatient and outpatient mental health resources were recently expanded throughout DuPage and Kane counties. Coordinated care is provided to help patients overcome emotional and mental health issues, substance abuse and addiction through inpatient care at NM CDH and outpatient care at Northwestern Medicine Behavioral Health Services in Winfield and St. Charles. Behavioral health services include comprehensive consultations and treatment therapies for both adolescent (13 and older) and adult patients in need. From individual therapy to medication management, patients are partnered with dedicated physicians to create a detailed plan that will help them get back to the things they love most. A wide variety of support groups are offered to help patients through the recovery process. Pediatric behavioral health care is provided for children with developmental or behavioral issues, delays or disorders through a partnership with Ann & Robert H. Lurie Children's Hospital of Chicago at both NM CDH and NM Delnor. Through this partnership, pediatric patients in the western suburbs are able to take advantage of the latest advances in evaluations and therapies in order to help them reach their highest potential. Providing Access to Mental Health Services in Rural Communities Shortly before joining the Health System in November 2015, KHS expanded its behavioral health services with the addition of the community health organization formerly known as the Ben Gordon Community Mental Health Center. The only organization of its kind in DeKalb County, Ben Gordon Center has served county residents since 1968 with comprehensive behavioral health services at four locations across the county, including a sober living home for women. Services include 24-hour crisis response; adult and child/adolescent psychiatry; individual therapy; adolescent and adult addiction treatment programs; community support treatment for patients diagnosed with a severe and persistent mental illness (SPMI); vocational services; pre-hospitalization screening through the Screening, Assessment and Support Services (SASS), an Illinois Department of Healthcare and Family Services program; the Living Room, a peer-led alternative for people experiencing a crisis; and case management services. For many years, KHS has operated outpatient behavioral health services in Illinois in Sycamore and Sandwich, and in recent years has added behavioral health professionals to KPG. Bringing the two organizations together under the umbrella of KishHealth System Behavioral Health Services allows for a greater emphasis on the coordination of behavioral health and physical health and to provide continuum of care for each patient. In 2017, Ben Gordon provided nearly 64,000 service hours, including service to more than 6,800 unique clients, totaling more than 120,600 events. Meeting the Emotional Needs of Individuals With Disabilities Mental and physical health are closely connected, and mental disorders are among the most common causes of disability in the United States. People living with physical disabilities face challenges that can impact their mental health, including diminished opportunities in the workplace, isolation, and the stress of managing a disability. MRH strives to provide comprehensive care for individuals with disabilities, including meeting their emotional needs. Unique to the western suburbs, psychologists at MRH have specialized training and clinical experience to apply psychological services to people with disabilities. Individuals with disabilities face unique challenges associated with adaption to chronic impairment. Compared to those who receive care from general practitioners, patients served by MRH's Psychology Department enjoy the advantage of care that is more effective in improving independence and returning to life roles that predate the onset of disability, such as maintaining paid employment, parenting and managing a household. In an effort to provide comprehensive care, psychologists at MRH work with physicians and a patient's health team to develop a program to reach the patient's rehabilitation goals. This can include providing emotional support, assistance with treatment plans, and assessments to secure necessary accommodations in the workplace or school setting. Supportive psychotherapy in both the inpatient and outpatient setting is offered to help patients adjust to their disability situation, as is training in strategies for managing illness or impairment. Behavioral medicine specialists span a wide range of acute, sub-acute and chronic conditions. Neuropsychologists assess cognitive and behavioral functioning, and work with patients as they transition out of rehabilitation in order to ensure progress towards independent functioning. Pediatric psychology at MRH focuses on the unique ways that disability affects children. Psychologists help children adjust to the challenges of dealing with a physical and/or cognitive disability in a multitude of situations, including in the classroom, at play and at home. In order to set children up for success in the classroom, MRH's psychologists work to identify school recommendations for children with developmental conditions as well as provide assessments and diagnosis to assist with obtaining necessary accommodations. Beyond one-on-one therapy, MRH offers support groups led by clinical specialists based on clinical diagnosis. Support groups are open to the community and are offered at no cost. Increasing Access to Primary Care in Rural Communities KHS operates the Center for Family Health, Malta, a rural health center located on the Kishwaukee College campus in Malta, Illinois. According to the United States Department of Agriculture (USDA) Economic Research Service, per capita income in Illinois' rural communities lags behind the state average, and the poverty rate in rural communities is 17.2 percent as compared to 14.7 percent statewide. In addition to financial stresses, residents in rural communities face additional barriers to receiving health care, including lack of means to reach and use healthcare services, poor health literacy, and privacy and quality concerns. Rural health centers - such as the Center for Family Health, Malta - strive to bring increased access to primary care services for residents in rural, underserved areas. The Center for Family Health, Malta provides compassionate, innovative and affordable medical care to serve the health needs of the community. Adults and children receive care for acute and chronic illnesses as well as access to wellness and preventive services in a convenient setting backed by the strength of KHS and now NMHC. In FY17, the Center for Family Health, Malta served 2,460 patients. Community Training and Education Programs NMHC hospitals provide a broad range of training programs and supervised patient care experiences to ensure that a highly trained healthcare workforce of adequate capacity is in place to serve the residents of the region. Importantly, these programs create pathways for at-risk members of the community to seek jobs within the healthcare system, and also are in place for young people to learn about and potentially explore healthcare careers. Allied Health Schools and the Physician Assistant Program at NMH NMH operates four accredited Allied Health schools - Diagnostic Medical Sonography, Nuclear Medicine Technology, Radiation Therapy and Radiology - as well as a Histotechnology program and post-primary CT and MRI programs. The 21-month certificate programs are open to employees and the general public. Many students come from the local community, as well as from affiliated colleges and universities. Leaders of these programs visit city high schools, colleges and universities to introduce various medical fields to prospective students and increase their general knowledge of various allied health fields. The certificate programs aim to address the gap between demand and supply for allied health professionals in the field.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	In addition to training the nation's future physicians, Feinberg has further responded to the anticipated shortage of medical providers by offering a master's-level Physician Assistant Program. Physician assistants are highly effective members of primary healthcare provider teams that include many levels of providers and can efficiently provide the highest quality of care to extended groups of patients. Through Feinberg's program, physician assistants are educated and trained within the medical school setting and gain clinical experience at NMHC hospitals. Clinical Experience at NMHC Hospitals NMHC hospitals provide the important clinical setting necessary for the education of the next generation of healthcare workers, including physicians, nurses, pharmacists, laboratory professionals, allied health workers and skilled technicians. Through clinical affiliations with top regional universities and colleges, NMHC hospitals utilize clinical rotations, mentoring, clinician shadowing, traditional didactic lectures and other teaching programs to educate thousands of students, many of whom will become professionals in fields identified as areas of current or future workforce shortage in the national healthcare system. NMHC provides education to a wide range of students, including: 1. Undergraduate and graduate nursing students 2. Students from university-based pharmacy programs 3. Respiratory therapy students 4. Graduate social work interns 5. Psychology PhD candidates with clinical emphases in adult clinical psychology, behavioral medicine (health psychology), clinical child and adolescent psychology, and clinical neuropsychology 6. Interns in biomedical engineering 7. Pastoral care students 8. Physical and occupational therapy assistant; bachelor's, master's and PhD students 9. Students in a broad array of other clinical programs On-the-Job Training and Youth Education Programs NMHC offers ongoing, comprehensive on-the-job training and youth programs that expose students to potential healthcare careers. 1. Since 1997, NMH has partnered with the CARA program to help homeless and other at-risk adults in their efforts to achieve long-term employment success by providing on-the-job training skills that ready them to move into the workforce. NMH has hired more than 130 employees through this partnership since it began, including more than ten in FY17. 2. The NM Scholars program is a unique partnership between NMHC and the Chicago Public School (CPS) Westinghouse College Preparatory High School (Westinghouse), a selective-enrollment high school located in Garfield Park on the city's west side. The program provides talented high school students with the opportunity to learn about and pursue post-high-school education in healthcare careers. Students meet Feinberg faculty and hospital employees, and are provided a behind-the-scenes understanding of clinical areas and potential careers. A group of high-achieving high school freshmen is selected each year to participate in the four-year program, which includes mentoring by senior faculty members, an intensive three-week summer program, distance learning, ACT test preparation, and leadership and life skills development. In FY17, 41 students participated. 3. NMHC formalized its partnership with Westinghouse's Medical and IT career academies in 2016, and continues to help strengthen their curriculum and provide exposure to health and IT careers through site visits, job shadowing, speakers and internships. This activity is funded in part by the Michael Reese Health Trust. 4. The Cristo Rey Internship Program, run collaboratively with the Cristo Rey Jesuit High School in the Pilsen neighborhood on the city's near west side, offers students from a primarily Hispanic community an opportunity to work one day a week in an administrative role with the Human Resources Department or within the Information Services Department at NMH to gain valuable work experience, and to learn time management and organizational skills in a corporate setting. Many of these students are the first in their family to pursue college as a goal. A total of nine students participated in the program in FY17; four students were stationed with Human Resources and five with Information Services. 5. The NM Discovery Program, formerly known as Medical Explorers, has been an NMHC institution since 1996. To meet increased demand for the program and to better serve the growth of the Health System, Medical Explorers was rebranded as the NM Discovery Program in 2016. In 2017, a second chapter was added in NMHC's West Region. There are now two chapters: NM Discovery Program Central/North and NM Discovery Program West. Participation in the chapters is determined by county of residency, but a couple of combined meetings are held each year in order to expose all students to some activities that are only available at an AMC. Throughout the two-year program, students are exposed to a broad range of activities designed to encourage their interest in healthcare careers. In addition, the program fosters character and professional development, cultivates life skills, provides community service and leadership experience, and offers mentorship and networking opportunities. Once-monthly activities include tours, guest speakers, group discussion and hands-on projects. To date, more than 1,000 high school students have participated in the program. In FY17, 45 students participated in the North/Central Chapter and 60 participated in the West Chapter. Additionally, each summer, a select number of NM Discoverers are offered internships in various departments throughout NMH; NMH hosted 12 summer interns in FY17 from the Discovery Program. Since the program began, many participants have pursued careers in nursing and other health care fields, and several are now employed at NMH. Additional expansion of both the NM Discovery Program and the NM Discovery Program Internship are expected in the next couple of years. 6. NM CDH works with Naperville Central High School to provide information on healthcare careers and offer hospital tours to interested students. 7. NM CDH and NM Delnor partner with Project SEARCH, a program dedicated to providing education and training to young adults with intellectual and developmental disabilities through an innovative workforce and career development model that benefits the individual, workplace and community. In FY17, a total of 16 young adults participated in two separate programs at the hospitals. 8. NM LFH staff provide medical career advisory training at Lake County High School's technical campus, and assist students and parents in exploring educational paths to support career goals. 9. The NM LFH Volunteer Services Department collaborates with area high schools on their Transition Student Volunteer Initiative. This initiative matches special education students with volunteer positions to build the students' job skills in preparation for entering the workforce. In FY17, two students were involved in the initiative, holding various positions at NM LFH and the Northwestern Medicine Lake Forest Health & Fitness Center. NMHC continues to offer comprehensive internships and fellowships for college students and post-graduates. 1. For more than 20 years, NMH has been a sponsor of the INROADS program, which provides progressive internships, year-round academic instruction and summer workshops to prepare minority college students for the corporate work setting. Initially developed under the federal Hire the Future program, NMH was the first Chicago hospital to participate in this program. Students benefit from mentoring and leadership training to prepare them for future positions in a healthcare career. 2. Chicago Scholars is a not-for-profit organization that provides a comprehensive five-year program of mentoring, internship placement, networking, college admission assistance and scholarships to college-bound and college-level Chicago youth from primarily low-income backgrounds. NMHC is a High Five Partner of the program, contributing $20,000 each year for four years. Members of the Human Resources Department at NMHC provided support to this program by participating in the applicant interview and selection process, and volunteering at the career fair. 3. NM CDH, NM Delnor, NM RMG and MRH work collaboratively on the Summer Internship Program to offer a unique opportunity for college juniors and seniors to shadow and observe a variety of specialty programs within their respective hospitals and other NMHC affiliates in the western suburbs. The eight-week program focuses on specialty rotations, with each weekly rotation providing a behind-the-scenes look at the care our patients receive in hospital and office settings. There were 12 participants in the Summer Internship Program in FY17.
Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED	4. There are various other summer internship programs for high school and undergraduate students in both clinical and administrative settings offered throughout the Health System. 5. NMH offers administrative fellowships and internships to help introduce select post-graduate students to various aspects of leadership within an AMC. Building Stronger Communities The NMHC mission describes our responsibility to improve the health of our communities, and we believe that healthy communities are strong communities. Each hospital in the Health System is a longstanding pillar of its respective community, uniquely positioned to lead efforts to address the social determinants of health and to have a positive impact on the local communities they serve. We have long believed that these efforts are most powerful when undertaken in collaboration with, and leveraging the strengths of, our community partners. NMHC hospitals continually seek and maintain strong relationships with local residents, business leaders and community service organizations to further these efforts. We also work to be good neighbors by participating in local activities and keeping residents informed of hospital activities. NMHC values continual learning and innovation among its administrative as well as clinical staff. We seek out and support opportunities to share knowledge and tangible resources with safety-net hospitals and not-for-profit providers of health and social services in the greater Chicagoland area. Building a Community-wide Health Network in DeKalb County The Community Health Network (CHN) is a population health program organized under partnerships among NM Kishwaukee, NM Valley West and Community Partner Organizations (CPOs). CPOs include churches, social groups and or workplaces within NM Kishwaukee's and NM Valley West's Service Areas. The CHN functions in three complementing areas: 1. Building relationships among the health system and community organizations; 2. Educating the community on topics such as navigating the health system, basic disease management and health promotion; and 3. Empowering community volunteers to provide basic hands-on support services for patients. The CHN targets socioeconomic determinants of health not typically addressed in the healthcare system. FY17 was a year of growth for CHN. Enrollment was increased by more than 38 percent, and seven new CPOs were added. Fostering Strong Relationships for a Healthy Economy in Chicago In FY17, NMH became an active participant with Chicago Anchors for a Strong Economy (CASE), whose focus is to create a strong business-to-business supplier network locally. In doing so, anchor institutions support the success of other local institutions, strengthen the economy and make the region a more attractive place to do business. CASE recognizes that firms providing businesses with goods and services are located throughout many Chicago-area neighborhoods. By focusing on creating a high volume of business-to-business transactions at major institutions, CASE and its participants can help strengthen local firms, increase community and neighborhood vitality, generate jobs, and help grow the regional economy. NMH is proud to join CASE as an anchor institution and is committed to strengthening its commitment to Chicago's economy. Community and Health Board Service Members of NMHC's leadership team serve on boards and advisory boards of national, state and community health organizations, including Erie, CommunityHealth, the American Hospital Association, the Illinois Health and Hospital Association, DuPage Health Coalition, Project Patient Care, Illinois Center for Nursing Advisory Board, Illinois Organization of Nurse Leaders, Home Centered Care Institute, American Health Lawyers Association, Central DuPage Special Health Association and others. Members of NMHC's senior management team also hold leadership positions or memberships with significant civic and community organizations such as the United Way of Metropolitan Chicago; World Business Chicago; The Magnificent Mile Association; Chicagoland Chamber of Commerce; The Commercial Club of Chicago; the Economic Club of Chicago; The Civic Federation; The CARA Program; Chicago Scholars; Uhlich Children's Advantage Network (UCAN); Lake Forest/Lake Bluff Chamber of Commerce; Sycamore Chamber of Commerce; Bright Star Community Outreach; Family Services Agency, DeKalb; Family Shelter Service; The Boulevard; Plano Economic Development Committee; and Chicago Cares, among others. Large-scale Volunteer Efforts Chicago Cares NMHC served as a corporate sponsor for the 2017 Chicago Cares Serve-a-Thon. Volunteers at the event donated their personal time to fix up 28 schools, senior homes and non-profit facilities across the City of Chicago, including providing general maintenance, construction and painting. More than 450 NMHC employees, physicians and their family members participated in the event, making NMHC the largest corporate participant in the event. Supporting Lambs Farm In FY17, more than 85 NM LFH employees and their families participated in a day of service at Lambs Farm. Lambs Farm is a not-for-profit organization that provides residence and jobs for more than 250 people with developmental disabilities and hosts various community activities. Volunteers spent the morning improving the grounds of the campus, including painting and landscaping. Since 2010, Lambs Farm has been the hospital's largest annual volunteer project. Emergency Planning and Response NMH participates in the Chicago Health System Coalition for Preparedness and Response, the mission of which is to unify, coordinate and manage emergency planning and response for the healthcare system within the City of Chicago. NMH is one of only three resource hospitals for the Chicago Metropolitan Area Emergency Medical Services program, which oversees all aspects of medical care for individuals being transported to hospitals by Chicago Fire Department medical vehicles. In December 2014, NMH was designated as an Ebola Treatment Center by the Centers for Disease Control and Prevention (CDC), and remains one of 55 hospitals nationwide with an Ebola Treatment Center. The Health System as a Major Economic Driver in Greater Chicagoland Hospitals regularly rank among the top employers in urban and rural communities alike. With more than 24,000 physicians, nurses and staff members, NMHC is the sixth-largest employer in the greater Chicagoland area, spanning from the city, to the north and west suburbs, and throughout Northern Illinois. Through economic impact analysis, using a conservative multiplier of 1.8, it can be estimated that for every one job generated by a hospital, an additional 0.8 job is created for the regional economy, among a multitude of industries from construction to retail. In FY17, the Health System employed more than 24,000 people; the secondary employment impact - realized through the operations and spending of the Health System as well as employees' spending - generated an additional 19,200 jobs. Thus, it can be estimated that the Health System supports more than 43,200 jobs throughout Greater Chicagoland. Closing Remarks NMHC is committed to improving the health of the communities we serve by providing the highest level of care available, to those who need it most regardless of their ability to pay; training the next generation of healthcare providers and leaders; conducting leading-edge research in partnership with Feinberg; working with our community partners to improve public health; strengthening our communities through strategic partnerships; and being an economic driver throughout Greater Chicagoland. For the fiscal year ended August 31, 2017, NMHC provided more than $831.8 million in community benefit to the State of Illinois.
Schedule H, Part I, Line 3c DETERMINING ELIGIBILITY FOR FREE OR DISCOUNTED CARE	Northwestern Memorial Hospital, Northwestern Lake Forest Hospital, Central DuPage Hospital, and Delnor-Community Hospital 09/01/2016-08/31/2017 NMH, NLFH, CDH and Delnor shall, in accordance with Illinois Hospital Uninsured Patient Discount Act, provide Free Care and Discounted Care to Uninsured Patients. NMHC provides Free Care and Discounted Care to eligible Applicants who are uninsured through two methods: "uninsured sliding fee scale assistance" and "uninsured catastrophic assistance." If an Applicant qualifies under both methods, NMHC will apply the method that is most beneficial to the Applicant. Despite qualification under either method, if there is reason to believe that an Applicant may have assets in excess of 600% of the then current Federal Poverty Guideline applicable to the Applicant's Family Size and that are available to pay for medical services, NMHC may require the Applicant to provide information about such assets, and the Free Care Committee may consider those assets in deciding whether, and to what extent, to extend Free Care or Discounted Care. Free Care and Discounted Care shall be available for those Uninsured Patients who are Legal Illinois Residents. Non-Residents who are Uninsured Patients are not eligible for Free Care or Discounted Care. Notwithstanding the foregoing, there shall be no residency requirement for Uninsured Applicants receiving Emergency Services. Financial Assistance will only be applied to self-pay balances, after all third-party benefits/resources are reasonably exhausted, including, but not limited to, benefits from insurance carriers (e.g., health, home, auto liability, worker's compensation, or employer funded health reimbursement accounts), government programs (e.g., Medicare, Medicaid or other federal, state, or local programs), or proceeds from litigation, settlements, and/or private fundraising efforts (collectively, "Third-Party Funding Sources"). Patients receiving Financial Assistance and who require Medically Necessary care (other than Emergency Services) must, whenever possible, be screened for eligibility for Medicaid, Health Insurance Exchange, or other available payment programs and, if found eligible, the Patient must fully cooperate with enrollment requirements prior to the procedure being scheduled and/or services being rendered. Eligible Patients who fail or refuse to enroll in available Medicaid, Health Insurance Exchange, or other available payment programs may be ineligible for Financial Assistance. NMHC (or its agent), at its discretion, may assess a Patient's or Guarantor's Financial Assistance eligibility by means other than a completed Application. In such instances, eligibility determinations may include the use of information provided by credit reporting agencies, public records, or other objective and reasonably accurate means of assessing a Patient's or Guarantor's Program eligibility. An uninsured Patient demonstrating eligibility under one or more of the following programs shall be deemed eligible for NMHC's Free and Discounted Care program and will not be required to provide additional supporting documentation for financial assistance. A. Homelessness B. Deceased with no estate C. Mental incapacitation with no one to act on the patient's behalf D. Medicaid eligibility, but not on date of service for non-covered service E. Enrollment in the following assistance programs for low-income individuals having eligibility criteria at or below 200% of the federal poverty income guidelines; 1. Women, Infants and Children Nutrition Program (WIC) 2. Supplemental Nutrition Assistance Program (SNAP) 3. Illinois Free Lunch and Breakfast Program 4. Low Income Home Energy Assistance Program (LIHEAP) 5. Enrollment in an organized community-based program providing access to medical care that assess and documents limited low income financial 6. Receipt of grant assistance for medical services Kishwaukee and Valley West Hospitals: 09/01/2016 - 08/31/2017 In addition to FPG guidelines, Kishwaukee and Valley West hospitals utilize other factors to determine eligibility for free or discounted care per the organization's charity care policy. These factors include: 1. Family income relative to family size and other related factors such as current financial obligations, 2. Employment status, including, but not limited to, future earning capacity sufficient to meet the patient's financial obligations in an acceptable period of time, 3. Future and current ability to pay, 4. Medical expenses, including pharmaceutical expenses, as a percentage of a patient's annual gross income, the amount of total medical bills outstanding, and the frequency of payments to be made in relation to the factors above, 5. Credit report information, 6. Actual cost of care provided, 7. Other factors deemed appropriate by the health system. Kishwaukee and Valley West hospitals do not consider the patient's assets in determining ability to pay or eligibility for charity care. Marianjoy Rehabilitation Hospital & Clinics: 09/01/2016 - 08/31/2017 In addition to FPG guidelines, Marianjoy Rehabilitation Hospital & Clinics utilizes other factors to determine eligibility for free or discounted care per the organization's charity care policy. These factors include: 1. Family income relative to family size and other related factors such as current financial obligations 2. Employment status, including, but not limited to, future earning capacity sufficient to meet the patient's financial obligations in an acceptable period of time 3. Future and current ability to pay 4. Medical expenses, including pharmaceutical expenses, as a percentage of a patient's annual gross income, the amount of total medical bills outstanding, and the frequency of payments to be made in relation to the factors above 5. Credit report information 6. Actual cost of care provided 7. Other factors deemed appropriate by the health system. Marianjoy Rehabilitation Hospital & Clinics do not consider the patient's assets in determining ability to pay or eligibility for charity care.
Schedule H, Part VI, Line 2 NEEDS ASSESSMENT, CONTINUED	Northwestern Medicine Valley West Hospital: NM Valley West collaborates with diverse organizations to identify a common vision and plan to create a collective impact on the overall health of the community. This includes striving to coordinate efforts focusing on community priorities with community stakeholders including the DeKalb County Health Department (see page 36), the Kendall County Health Department, Fox Valley Older Adults, and other medical, not-for-profit, community and faith-based organizations. Marianjoy Rehabilitation Hospital: MRH coordinates strategies with community partners and key stakeholders who include, but are not limited to, the DuPage County Health Department, DuPage Federation on Human Services Reform, AbilityLinks, the People's Resource Center, and local school districts and public entities. In FY17, to address the needs of the disability community, MRH expanded its Emerging Fitness Center to include modified exercise equipment and a full-time fitness instructor who specializes in working with individuals with disabilities. MRH's Driver's Program also expanded its focused work with case managers and school counselors in FY17 to address the evaluation and instructional needs of community high school and college age students. MRH's Pediatric Community Groups continue to be highly utilized by parents/caregivers to work on achieving functional goals for children with special needs.
Schedule H, Part VI Rev. Proc. 2015-21 Disclosure	Following the August 31, 2017 fiscal year, Kishwaukee Community Hospital (KCH) received an IRS notice indicating a Compliance Check of the Financial Assistance Policy. The Compliance Check focused on the availability of a Provider Listing in addition to the basis for patient charges and discounts. A response was prepared on the basis of the FAP at the time of response when KCH had been fully incorporated in the overall FAP designated by NM Healthcare. The response was provided to the IRS on a timely basis and discussed with the Agent initiating the Compliance Check. The Agent acknowledged that the FAP language discussing patient charges and discounts was adequate and did not require update or clarification at this time. It was noted that the Provider List was required to more fully describe the providers who are or are not subject to the FAP, on either the basis of the physician or the department. The List was also acknowledged as required to be available more directly through the FAP or a website connected to the FAP. Although not meeting the disclosure requirements, the FAP did and continues to meet the spirit of serving the emergency and medically necessary care needs of patients. It is estimated that no patient was adversely affected, and was able to access this detail with the assistance of Hospital staff as needed. The Provider List will be posted to the website for access prior to July 1, 2018 and will be updated on an at-least quarterly basis, as suggested by IRS guidance. The FAP will continue to direct users to access the List in this manner and clarify any necessary paths to obtaining or navigating the List.
Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation	193704977
Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance	THE COST OF CHARITY CARE FOR THE HOSPITALS WAS CALCULATED BY APPLYING THE TOTAL COST-TO-CHARGE RATIO FROM EACH HOSPITAL'S MEDICARE COST REPORT (CMS 2552-96 WORKSHEET C, PART 1, CONSISTENT WITH THE STATE OF ILLINOIS ATTORNEY GENERAL'S OFFICE DEFINITION) TO THE CHARGES ON ACCOUNTS IDENTIFIED AS QUALIFYING FOR CHARITY CARE (AS DEFINED IN THE AMERICAN INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS ACCOUNTING AND AUDITING GUIDE - HEALTHCARE ORGANIZATIONS). THE RESULTANT CALCULATED COST WAS THEN OFFSET BY ANY PAYMENTS RECEIVED THAT WERE DESIGNATED FOR THE PAYMENT OF PATIENT BILLS QUALIFYING FOR A CHARITY CARE DISCOUNT (AS DEFINED IN THE HEALTHCARE FINANCIAL MANAGEMENT ASSOCIATION'S PRINCIPLES AND PRACTICES BOARD STATEMENT 15, VALUATION AND FINANCIAL STATEMENT PRESENTATION OF CHARITY CARE AND BAD DEBTS BY INSTITUTIONAL HEALTHCARE PROVIDERS) NMG IS NOT REQUIRED TO FILE A MEDICARE COST REPORT. AN INTERNALLY CALCULATED COST-TO-CHARGE RATIO SPECIFIC TO NMG WAS USED TO DETERMINE THE COST OF CHARITY CARE FOR NMG. THE RESULTANT CALCULATED COST WAS THEN OFFSET BY ANY PAYMENTS, CONSISTENT WITH THE METHODOLOGY FOR THE HOSPITALS. THE UNREIMBURSED COST OF BAD DEBT, MEDICAID, MEDICARE OR ANY OTHER FEDERAL, STATE OR LOCAL INDIGENT HEALTHCARE PROGRAM IS NOT INCLUDED IN THE UNREIMBURSED COST FIGURE FOR CHARITY CARE. THE COSTS OF CHARITY CARE IN THIS REPORT DIFFER FROM NMHC'S NOTES TO THE CONSOLIDATED AUDITED FINANCIAL STATEMENTS FOR FISCAL YEAR 2017 WHERE THEY WERE CALCULATED BY APPLYING A COST-TO-CHARGE RATIO DEVELOPED PRIOR TO FILING NMH'S, NLFH'S, CDH'S, DELNOR'S, KISH'S, AND MARIANJOY'S FISCAL YEAR 2017 MEDICARE COST REPORTS TO CHARGES FOREGONE FOR CHARITY CARE. THE FISCAL YEAR 2017 MEDICARE COST REPORTS WERE COMPLETED AFTER THE AUDITED FINANCIAL STATEMENTS WERE ISSUED. THE COSTS OF CHARITY CARE FOR THE HOSPITALS INCLUDED IN THIS REPORT WERE CALCULATED USING THE COST-TO-CHARGE RATIOS FROM NMH'S, NLFH'S, CDH'S, DELNOR'S, KISH'S, AND MARIANJOY'S COST REPORTS FILED IN FEBRUARY OF 2018 FOR FISCAL YEAR 2017. COMMUNITY HEALTH IMPROVEMENT SERVICES - THE COST OF LANGUAGE ASSISTANCE PROGRAMS INCLUDES BOTH THE COST OF EMPLOYEES AND NONEMPLOYEES TO PROVIDE TRANSLATION SERVICES TO NMHC HOSPITAL PATIENTS AND FAMILY MEMBERS. EDUCATION - UNREIMBURSED EDUCATION COSTS INCLUDE THE COST OF NMHC'S MEDICAL RESIDENCY, FELLOWSHIP AND INTERNSHIP PROGRAMS LESS ANY THIRD-PARTY PAYOR REIMBURSEMENTS AND FEES RECEIVED. SUBSIDIZED HEALTH SERVICES - SUBSIDIZED HEALTH SERVICES INCLUDE THE UNCOMPENSATED COST OF PROVIDING BEHAVIORAL HEALTH SERVICES, HEALTH EDUCATION AND INFORMATION AND PROGRAMS TO POSITIVELY IMPACT THE WELLNESS OF THE COMMUNITY. COSTS CALCULATED WERE OFFSET BY ANY REIMBURSEMENT RECEIVED FOR SERVICES PROVIDED. THE UNREIMBURSED COST FOR BEHAVIORAL HEALTH SERVICES WAS ALSO ADJUSTED TO EXCLUDE THE UNREIMBURSED COST OF CHARITY CARE AND GOVERNMENT SPONSORED INDIGENT HEALTHCARE. RESEARCH - NMHC PROVIDES SUPPORT TO ADVANCE MEDICAL AND SCIENTIFIC RESEARCH AND ACADEMIC PURSUITS. THE REPORTED SUPPORT INCLUDES THE UNREIMBURSED COST OF FUNDS PROVIDED FOR RESEARCH PROJECTS AND UNREIMBURSED OPERATIONAL INFRASTRUCTURE COSTS TO SUPPORT CLINICAL RESEARCH THAT OCCURS AT NMH, NMG, CDH AND MJRH. DONATIONS - DONATIONS INCLUDE THE DOLLAR AMOUNT RECORDED DURING FISCAL YEAR 2017 IN ACCORDANCE WITH U.S. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES AS CONTRIBUTIONS TO CHARITABLE AND OTHER COMMUNITY OR CIVIC ORGANIZATIONS FOR FURTHERANCE OF THEIR CHARITABLE PURPOSES.
Schedule H, Part II Community Building Activities	NMHC HOSPITALS PROVIDE A BROAD RANGE OF TRAINING PROGRAMS AND SUPERVISED PATIENT CARE EXPERIENCES TO ENSURE THAT A HIGHLY TRAINED HEALTHCARE WORKFORCE OF ADEQUATE CAPACITY IS IN PLACE TO SERVE THE RESIDENTS OF THE REGION. IMPORTANTLY, THESE PROGRAMS CREATE PATHWAYS FOR AT-RISK MEMBERS OF THE COMMUNITY TO SEEK JOBS WITHIN THE HEALTHCARE SYSTEM AND ALSO ARE IN PLACE FOR YOUNG PEOPLE TO LEARN ABOUT AND POTENTIALLY EXPLORE HEALTHCARE CAREERS. ALLIED HEALTH SCHOOLS AT NMH NMH OPERATES FOUR ACCREDITED ALLIED HEALTH SCHOOLS - DIAGNOSTIC MEDICAL SONOGRAPHY, NUCLEAR MEDICINE TECHNOLOGY, RADIATION THERAPY AND RADIOLOGY - AS WELL AS A COMPUTED TOMOGRAPHY TRAINING PROGRAM. THE 21-MONTH CERTIFICATE PROGRAMS ARE OPEN TO EMPLOYEES AND THE GENERAL PUBLIC. MANY STUDENTS COME FROM THE LOCAL COMMUNITY, AS WELL AS FROM AFFILIATED COLLEGES AND UNIVERSITIES. LEADERS OF THESE PROGRAMS VISIT CITY HIGH SCHOOLS, COLLEGES AND UNIVERSITIES TO INTRODUCE VARIOUS MEDICAL FIELDS TO PROSPECTIVE STUDENTS AND INCREASE THEIR GENERAL KNOWLEDGE OF VARIOUS ALLIED HEALTH FIELDS. THE CERTIFICATE PROGRAMS AIM TO ADDRESS THE NEED FOR ALLIED HEALTH PROFESSIONALS IN THE FIELD. CLINICAL EXPERIENCE AT NMHC HOSPITALS NMHC HOSPITALS PROVIDE THE IMPORTANT CLINICAL SETTING FOR THE EDUCATION OF THE NEXT GENERATION OF HEALTHCARE WORKERS, INCLUDING PHYSICIANS, NURSES, PHARMACISTS, LABORATORY PROFESSIONALS, ALLIED HEALTH WORKERS AND SKILLED TECHNICIANS. THROUGH CLINICAL AFFILIATIONS WITH TOP REGIONAL UNIVERSITIES AND COLLEGES AND ESTABLISHED CLINICAL ROTATIONS, MENTORING, CLINICIAN SHADOWING, TRADITIONAL DIDACTIC LECTURES AND OTHER TEACHING PROGRAMS, WE PROVIDE CLINICAL SETTINGS FOR THE EDUCATION OF THOUSANDS OF STUDENTS, MANY OF WHOM WILL BECOME PROFESSIONALS IN FIELDS IDENTIFIED AS AREAS OF CURRENT OR FUTURE WORKFORCE SHORTAGE IN THE NATIONAL HEALTHCARE SYSTEM. NMHC PROVIDES EDUCATION TO A WIDE RANGE OF STUDENTS INCLUDING: - UNDERGRADUATE AND GRADUATE NURSING STUDENTS - STUDENTS FROM UNIVERSITY-BASED PHARMACY PROGRAMS - RESPIRATORY THERAPY STUDENTS - GRADUATE SOCIAL WORK INTERNS - PSYCHOLOGY PHD CANDIDATES WITH CLINICAL EMPHASES IN ADULT CLINICAL PSYCHOLOGY, BEHAVIORAL MEDICINE (HEALTH PSYCHOLOGY), CLINICAL CHILD AND ADOLESCENT PSYCHOLOGY AND CLINICAL NEUROPSYCHOLOGY - INTERNS IN BIOMEDICAL ENGINEERING - PASTORAL CARE STUDENTS - PHYSICAL AND OCCUPATIONAL THERAPY ASSISTANT, BACHELOR, MASTERS AND PHD STUDENTS - STUDENTS IN A BROAD ARRAY OF OTHER CLINICAL PROGRAMS ON-THE-JOB TRAINING AND YOUTH EDUCATION PROGRAMS SINCE 1997, NMH HAS PARTNERED WITH THE CARA PROGRAM TO HELP HOMELESS AND OTHER AT-RISK ADULTS IN THEIR EFFORTS TO ACHIEVE LONG-TERM EMPLOYMENT SUCCESS BY PROVIDING ON-THE-JOB TRAINING SKILLS THAT READY THEM TO MOVE INTO THE WORKFORCE. NMH HAS HIRED MORE THAN 120 EMPLOYEES THROUGH THIS PARTNERSHIP SINCE IT BEGAN, INCLUDING TWO IN FISCAL YEAR 2016. NMHC OFFERS ONGOING, COMPREHENSIVE YOUTH PROGRAMS THAT EXPOSE STUDENTS TO POTENTIAL HEALTHCARE CAREERS. - THE NM SCHOLARS PROGRAM IS A UNIQUE PARTNERSHIP BETWEEN NMHC AND THE CHICAGO PUBLIC SCHOOL (CPS) WESTINGHOUSE COLLEGE PREPARATORY HIGH SCHOOL (WESTINGHOUSE), A SELECTIVE ENROLLMENT HIGH SCHOOL LOCATED IN GARFIELD PARK ON THE CITY'S WEST SIDE. THE PROGRAM PROVIDES TALENTED HIGH SCHOOL STUDENTS WITH THE OPPORTUNITY TO LEARN ABOUT AND PURSUE POST-HIGH SCHOOL EDUCATION IN HEALTHCARE CAREERS. STUDENTS ARE EXPOSED TO FEINBERG FACULTY AND HOSPITAL EMPLOYEES AND PROVIDED A BEHIND-THE-SCENES UNDERSTANDING OF CLINICAL AREAS AND POTENTIAL CAREERS. A GROUP OF HIGH-ACHIEVING HIGH SCHOOL FRESHMEN ARE SELECTED EACH YEAR TO PARTICIPATE IN THE FOUR-YEAR PROGRAM WHICH INCLUDES MENTORING BY SENIOR FACULTY MEMBERS, AN INTENSIVE THREE-WEEK SUMMER PROGRAM, DISTANCE LEARNING, ACT TEST PREPARATION AND LEADERSHIP AND LIFE SKILLS DEVELOPMENT; 35 STUDENTS PARTICIPATED IN FISCAL YEAR 2016. - NMHC FORMALIZED ITS PARTNERSHIP WITH WESTINGHOUSE'S MEDICAL AND IT CAREER ACADEMIES AND WILL HELP TO STRENGTHEN CURRICULUM AND PROVIDE EXPOSURE TO HEALTH AND IT CAREERS THROUGH SITE VISITS, JOB SHADOWING, SPEAKERS AND INTERNSHIPS. THIS ACTIVITY IS FUNDED IN PART BY THE MICHAEL REESE HEALTH TRUST. - THE CRISTO REY INTERNSHIP PROGRAM, RUN COLLABORATIVELY WITH THE CRISTO REY JESUIT HIGH SCHOOL IN THE PILSEN NEIGHBORHOOD ON THE CITY'S NEAR WEST SIDE, OFFERS STUDENTS FROM A PRIMARILY HISPANIC COMMUNITY AN OPPORTUNITY TO WORK ONE DAY A WEEK IN AN ADMINISTRATIVE ROLE WITH THE HUMAN RESOURCES DIVISION OR WITHIN THE INFORMATION SERVICES DEPARTMENT AT NMH TO GAIN VALUABLE WORK EXPERIENCE AND LEARN TIME MANAGEMENT AND ORGANIZATIONAL SKILLS IN A CORPORATE SETTING. MANY OF THESE STUDENTS ARE THE FIRST IN THEIR FAMILY TO PURSUE COLLEGE AS A GOAL. NINE STUDENTS PARTICIPATED IN THIS PROGRAM IN FISCAL YEAR 2016. - THE NM DISCOVERY PROGRAM, FORMERLY KNOWN AS MEDICAL EXPLORERS, HAS BEEN AN NMHC INSTITUTION SINCE 1996. IN FISCAL YEAR 2016, THE PROGRAM WAS RE-BRANDED AS THE NM DISCOVERY PROGRAM IN AN EFFORT TO PREPARE FOR SYSTEM-WIDE EXPANSION. THROUGHOUT THE TWO YEAR PROGRAM, STUDENTS ARE EXPOSED TO A BROAD RANGE OF ACTIVITIES DESIGNED TO ENCOURAGE THEIR INTEREST IN HEALTHCARE CAREERS. IN ADDITION, THE PROGRAM FOSTERS CHARACTER AND PROFESSIONAL DEVELOPMENT, CULTIVATES LIFE SKILLS, PROVIDES COMMUNITY SERVICE AND LEADERSHIP EXPERIENCE, OFFERS MENTORSHIP AND NETWORKING OPPORTUNITIES. ONCE MONTHLY ACTIVITIES INCLUDE TOURS, GUEST SPEAKERS, GROUP DISCUSSION AND HANDS-ON PROJECTS. TO DATE, NEARLY 900 HIGH SCHOOL STUDENTS HAVE PARTICIPATED IN THE PROGRAM, WITH 40 PARTICIPANTS IN FISCAL YEAR 2016. ADDITIONALLY, EACH SUMMER A SELECT NUMBER OF NM DISCOVERERS ARE OFFERED INTERNSHIPS IN VARIOUS DEPARTMENTS THROUGHOUT NMH; NMH HOSTED SIX SUMMER INTERNS IN FISCAL YEAR 2016 FROM THE DISCOVERY PROGRAM. SINCE THE PROGRAM BEGAN, MANY PARTICIPANTS HAVE PURSUED CAREERS IN NURSING AND MEDICINE AND SEVERAL ARE NOW EMPLOYED AT NMH. IN LATE FALL 2016, THE PROGRAM EXPANDED TO A SECOND CHAPTER IN THE WESTERN SUBURBS. - NMCDH WORKS WITH NAPERVILLE CENTRAL HIGH SCHOOL TO PROVIDE INFORMATION ON HEALTHCARE CAREERS AND OFFER HOSPITAL TOURS TO INTERESTED STUDENTS. - NMCDH AND DELNOR PARTNER WITH PROJECT SEARCH, A PROGRAM DEDICATED TO PROVIDING EDUCATION AND TRAINING TO YOUNG ADULTS WITH INTELLECTUAL AND DEVELOPMENTAL DISABILITIES THROUGH AN INNOVATIVE WORKFORCE AND CAREER DEVELOPMENT MODEL THAT BENEFITS THE INDIVIDUAL, WORKPLACE AND COMMUNITY. IN FISCAL YEAR 2016, A TOTAL OF 22 YOUNG ADULTS PARTICIPATED IN TWO SEPARATE PROGRAMS AT THE HOSPITALS. - LFH STAFF PROVIDE MEDICAL CAREER ADVISORY TRAINING AT LAKE COUNTY HIGH SCHOOL'S TECHNICAL CAMPUS AND ASSIST STUDENTS AND PARENTS IN EXPLORING EDUCATIONAL PATHS TO SUPPORT CAREER GOALS. - THE LFH VOLUNTEER SERVICES DEPARTMENT COLLABORATES WITH AREA HIGH SCHOOLS ON THEIR TRANSITION STUDENT VOLUNTEER INITIATIVE. THIS INITIATIVE MATCHES SPECIAL EDUCATION STUDENTS WITH VOLUNTEER POSITIONS TO BUILD THE STUDENTS' JOB SKILLS IN PREPARATION FOR ENTERING THE WORKFORCE. IN FISCAL YEAR 2016, THREE STUDENTS WERE INVOLVED IN THE INITIATIVE WHERE THEY HELD VARIOUS POSITIONS AT LFH AND THE LAKE FOREST HEALTH AND FITNESS CENTER. - NMHC IS PARTNERED WITH THE NATIONAL LATINO EDUCATION INSTITUTE (NLEI), AN EDUCATIONAL AND VOCATIONAL SERVICES ORGANIZATION, IN SPONSORSHIP AND RECRUITMENT INITIATIVES. MEMBERS OF NMH'S HUMAN RESOURCES RECRUITMENT TEAM PARTICIPATED IN A JOB FAIR AND SCREENED AND HIRED NLEI CANDIDATES AS WELL AS SPOKE WITH MEDICAL ASSISTANT STUDENTS AT THE NLEI SCHOOL. IN FISCAL YEAR 2016, TWO NLEI CANDIDATES PARTICIPATED IN A MEDICAL ASSISTANT EXTERNSHIP AND FOUR NLEI CANDIDATES WERE HIRED AS MEDICAL ASSISTANTS. - NMHC CONTINUES TO OFFER COMPREHENSIVE INTERNSHIPS AND FELLOWSHIPS FOR COLLEGE STUDENTS AND POST-GRADUATES. - FOR MORE THAN 20 YEARS, NMH HAS BEEN A SPONSOR OF THE INROADS PROGRAM, WHICH PROVIDES PROGRESSIVE INTERNSHIPS, YEAR-ROUND ACADEMIC INSTRUCTION AND SUMMER WORKSHOPS TO PREPARE MINORITY COLLEGE STUDENTS FOR THE CORPORATE WORK SETTING. INITIALLY DEVELOPED UNDER THE FEDERAL "HIRE THE FUTURE" PROGRAM, NMH WAS THE FIRST CHICAGO HOSPITAL TO PARTICIPATE IN THIS PROGRAM. STUDENTS BENEFIT FROM MENTORING AND LEADERSHIP TRAINING TO PREPARE THEM FOR FUTURE POSITIONS IN A HEALTHCARE CAREER. - CHICAGO SCHOLARS IS A NOT-FOR-PROFIT ORGANIZATION THAT PROVIDES A COMPREHENSIVE FIVE-YEAR PROGRAM OF MENTORING, INTERNSHIP PLACEMENT, NETWORKING, COLLEGE ADMISSION ASSISTANCE AND SCHOLARSHIPS TO COLLEGE-BOUND AND COLLEGE-LEVEL CHICAGO YOUTH FROM PRIMARILY LOW-INCOME BACKGROUNDS. NMHC IS A "HIGH FIVE PARTNER" OF THE PROGRAM, CONTRIBUTING $20,000 EACH YEAR FOR FOUR YEARS. MEMBERS OF THE HUMAN RESOURCES DEPARTMENT AT NMHC PROVIDED SUPPORT TO THIS PROGRAM BY PARTICIPATING IN THE APPLICANT INTERVIEW AND SELECTION PROCESS AND VOLUNTEERING AT THE CAREER FAIR. - NMHC OFFERS SUMMER INTERNSHIPS FOR HIGH SCHOOL AND UNDERGRADUATE STUDENTS IN BOTH CLINICAL AND ADMINISTRATIVE SETTINGS THROUGHOUT THE SYSTEM. - NMH OFFERS ADMINISTRATIVE FELLOWSHIPS AND INTERNSHIPS
Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount	NET PATIENT SERVICE REVENUE, NET OF CONTRACTUAL ALLOWANCES AND DISCOUNTS, IS REDUCED BY THE PROVISION FOR UNCOLLECTIBLE ACCOUNTS, AND NET PATIENT ACCOUNTS RECEIVABLE ARE REDUCED BY AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. THESE AMOUNTS ARE BASED PRIMARILY ON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED WRITE-OFFS AND NET COLLECTIONS, ALONG WITH THE AGING STATUS FOR EACH MAJOR PAYOR SOURCE. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYOR SOURCES OF REVENUE IN EVALUATING THE SUFFICIENCY OF THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. BASED ON HISTORICAL EXPERIENCE, A PORTION OF NORTHWESTERN MEMORIAL'S SELF-PAY PATIENTS WHO DO NOT QUALIFY FOR CHARITY CARE WILL BE UNABLE OR UNWILLING TO PAY FOR THE SERVICES PROVIDED. THUS, A PROVISION IS RECORDED FOR UNCOLLECTIBLE ACCOUNTS IN THE PERIOD SERVICES ARE PROVIDED RELATED TO THESE PATIENTS. AFTER ALL REASONABLE COLLECTION EFFORTS HAVE BEEN EXHAUSTED IN ACCORDANCE WITH NORTHWESTERN MEMORIAL'S POLICIES, ACCOUNTS RECEIVABLE ARE WRITTEN OFF AND CHARGED AGAINST THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS, NORTHWESTERN MEMORIAL RECORDS AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS IN THE PERIOD OF SERVICE ON THE BASIS OF PAST EXPERIENCE. THESE ADJUSTMENTS ARE ACCRUED ON AN ESTIMATED BASIS AND ARE ADJUSTED AS NEEDED IN FUTURE PERIODS. BAD DEBTS REPRESENT THE PROVISION FOR UNCOLLECTIBLE ACCOUNTS REPORTED IN NMHC'S FISCAL YEAR 2017 AUDITED FINANCIAL STATEMENTS RELATED TO PATIENT CARE SERVICES ADJUSTED TO COST CONSISTENT WITH THE METHODOLOGY USED TO CALCULATE GOVERNMENT SPONSORED INDIGENT HEALTHCARE.
Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote	NET PATIENT SERVICE REVENUE, NET OF CONTRACTUAL ALLOWANCES AND DISCOUNTS, IS REDUCED BY THE PROVISION FOR UNCOLLECTIBLE ACCOUNTS, AND NET PATIENT ACCOUNTS RECEIVABLE ARE REDUCED BY AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. THESE AMOUNTS ARE BASED PRIMARILY ON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED WRITE-OFFS AND NET COLLECTIONS, ALONG WITH THE AGING STATUS FOR EACH MAJOR PAYOR SOURCE. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYOR SOURCES OF REVENUE IN EVALUATING THE SUFFICIENCY OF THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. BASED ON HISTORICAL EXPERIENCE, A PORTION OF NORTHWESTERN MEMORIAL'S SELF-PAY PATIENTS WHO DO NOT QUALIFY FOR CHARITY CARE WILL BE UNABLE OR UNWILLING TO PAY FOR THE SERVICES PROVIDED. THUS, A PROVISION IS RECORDED FOR UNCOLLECTIBLE ACCOUNTS IN THE PERIOD SERVICES ARE PROVIDED RELATED TO THESE PATIENTS. AFTER ALL REASONABLE COLLECTION EFFORTS HAVE BEEN EXHAUSTED IN ACCORDANCE WITH NORTHWESTERN MEMORIAL'S POLICIES, ACCOUNTS RECEIVABLE ARE WRITTEN OFF AND CHARGED AGAINST THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS, NORTHWESTERN MEMORIAL RECORDS AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS IN THE PERIOD OF SERVICE ON THE BASIS OF PAST EXPERIENCE. THESE ADJUSTMENTS ARE ACCRUED ON AN ESTIMATED BASIS AND ARE ADJUSTED AS NEEDED IN FUTURE PERIODS. BAD DEBTS REPRESENT THE PROVISION FOR UNCOLLECTIBLE ACCOUNTS REPORTED IN NMHC'S FISCAL YEAR 2017 AUDITED FINANCIAL STATEMENTS RELATED TO PATIENT CARE SERVICES ADJUSTED TO COST CONSISTENT WITH THE METHODOLOGY USED TO CALCULATE GOVERNMENT SPONSORED INDIGENT HEALTHCARE.
Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs	THE UNREIMBURSED COST OF MEDICARE IS DEFINED BY THE STATE OF ILLINOIS ATTORNERY GENERAL'S OFFICE ANNUAL NONPROFIT HOSPITAL COMMUNITY BENEFITS PLAN REPORT AS A COMMUNITY BENEFIT. THE HEALTHCARE FINANCIAL MANAGEMENT ASSOCIATION ALSO VIEWS THE UNREIMBURSED COSTS OF MEDICARE AS PART OF A HOSPITAL'S COMMUNITY BENEFIT PROGRAM. NMHC PROVIDES MEDICAL CARE TO MEDICARE PATIENTS AT A COST HIGHER THAN THE REIMBURSEMENT IT RECEIVES FROM MEDICARE. THE AMOUNTS LISTED FOR PART III, LINE 5 THRU 7, ARE CALCULATED CONSISTENT WITH THE METHODOLOGY DESCRIBED FOR CALCULATING UNREIMBURSED COST OF MEDICAID FOR FISCAL 2017.
Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance	NMHC'S CREDIT AND COLLECTION POLICY CONTAINS A PROVISION FOR FINANCIAL COUNSELING. THE POLICY STATES THAT PATIENTS WITH SELF-PAY BALANCES AND WITHOUT THE RESOURCES TO PAY THEIR OBLIGATIONS WILL BE ASSESSED FOR FREE AND DISCOUNTED CARE ELIGIBILITY BY THE FINANCIAL COUNSELING DEPARTMENTS. THE ASSESSMENT INVOLVES AND EVALUATION OF ALL LEVELS OF ASSISTANCE INCLUDING GOVERNMENTAL ASSISTANCE, EXTENDED PAY ALTERNATIVES, AND FREE OR DISCOUNTED CARE. IF THE PATIENT QUALIFIES FOR FREE CARE, THE ACCOUNT IS ADJUSTED TO ZERO SO NO COLLECTION ACTIVITY OCCURS. IF FINANCIAL ASSISTANCE RESULTS IN A DISCOUNTED OR REDUCED BALANCE, ONLY THE REDUCED BALANCE WILL BE SUBJECT TO THE COLLECTION PROCESS.
Schedule H, Part V, Section B, Line 16a FAP website	- Northwestern Memorial Hospital: Line 16a URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - NORTHWESTERN LAKE FOREST HOSPITAL: Line 16a URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - CENTRAL DUPAGE HOSPITAL ASSOCIATION: Line 16a URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - DELNOR-COMMUNITY HOSPITAL: Line 16a URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - NORTHWESTERN MEDICINE KISHWAUKEE COMMUNITY HOSPITAL: Line 16a URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - Northwestern Medicine Valley West Hospital: Line 16a URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - Marianjoy Rehabilitation Hospital: Line 16a URL: http://marianjoy.org/patients-visitors/billing-insurance.aspx;
Schedule H, Part V, Section B, Line 16b FAP Application website	- Northwestern Memorial Hospital: Line 16b URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - NORTHWESTERN LAKE FOREST HOSPITAL: Line 16b URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - CENTRAL DUPAGE HOSPITAL ASSOCIATION: Line 16b URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - DELNOR-COMMUNITY HOSPITAL: Line 16b URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - NORTHWESTERN MEDICINE KISHWAUKEE COMMUNITY HOSPITAL: Line 16b URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - Northwestern Medicine Valley West Hospital: Line 16b URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - Marianjoy Rehabilitation Hospital: Line 16b URL: http://marianjoy.org/patients-visitors/billing-insurance.aspx;
Schedule H, Part V, Section B, Line 16c FAP plain language summary website	- Northwestern Memorial Hospital: Line 16c URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - NORTHWESTERN LAKE FOREST HOSPITAL: Line 16c URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - CENTRAL DUPAGE HOSPITAL ASSOCIATION: Line 16c URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - DELNOR-COMMUNITY HOSPITAL: Line 16c URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - NORTHWESTERN MEDICINE KISHWAUKEE COMMUNITY HOSPITAL: Line 16c URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - Northwestern Medicine Valley West Hospital: Line 16c URL: nm.org/patients-and-visitors/billing-and-insurance/financial-assistance; - Marianjoy Rehabilitation Hospital: Line 16c URL: http://marianjoy.org/patients-visitors/billing-insurance.aspx;
Schedule H, Part VI, Line 2 Needs assessment	NMHC's mission sets forth our commitment to improve the health of the communities we serve and to advance medical research and education. The Community Benefits Plan describes the broad-reaching goals that support this commitment and address our responsibility as a tax-exempt organization. The Department of Community Affairs develops and maintains a Community Benefits Plan for the Health System, which is executed at the hospital level to best meet the needs of our local communities. Reviewed annually and revised as needed, the objectives of the Community Benefits Plan are to: 1. Provide quality medical care, regardless of the patients' ability to pay. 2. Honor Northwestern Medicine's Mission and Commitment to the Community. 3. Be responsive to the assessed needs of the local community served by each hospital. 4. Forge relationships with local community organizations to help address social determinants of health. 5. Evaluate the public health impact of Northwestern Medicine programming and replicate by geography and/or disease state with sensitivity to the individual needs of our patients, their families and the communities we serve. 6. Leverage our strengths as a premier Academic Health System to train the next generation of caregivers and utilize evidence-based models for community health engagement. 7. Leverage our bond with Northwestern University Feinberg School of Medicine to be leaders in quality, academic excellence, scientific discovery, patient safety and research-informed treatment. Aligned with our missions and Community Benefits Plan, and in accordance with the requirements of the Affordable Care Act, each of the NMHC Health System hospitals works with community and campus partners every three years to complete a comprehensive Community Health Needs Assessment (CHNA) that identifies the highest priority health needs of residents of their communities. With Feinberg, NMHC brings to bear the resources of a world-class integrated academic health system to advance our Community Benefits Plan and CHNA initiatives in ways that could not be achieved as stand-alone hospitals. Providing better care, closer to home allows our communities access to the latest developments in education and research that previously may not have been available at the community level. This includes: 1. Seeking root causes to health conditions and collaborating with scientists and clinicians to develop solutions; 2. Enhancing access to health care; 3. Improving clinical quality; 4. Advancing medical innovation; and 5. Ensuring that a highly skilled healthcare workforce is in place for decades to come. CHNAs provide information that enables hospitals to identify health issues of greatest concern among all residents in the identified community and decide how best to commit resources to those areas, thereby making the greatest possible impact on community health status. They employ a systematic, data-driven approach to determine the health status, behaviors and needs of the residents of each hospital's Service Area. Each CHNA serves as a tool toward reaching three goals: 1. To improve residents' health status, increase their life spans and elevate their overall quality of life. A healthy community is one where its residents suffer little from physical and mental illness and also enjoy a high quality of life. 2. To reduce the health disparities among residents. By gathering demographic information along with health status and behavior data, it will be possible to identify population segments that are most at risk for various diseases and injuries. Intervention plans aimed at targeting these segments may then be developed to combat some of the socio-economic factors that have historically had a negative impact on residents' health. 3. To increase accessibility to preventive services for all community residents. More accessible preventive services will prove beneficial in accomplishing the first goal (improving health status, increasing life spans and elevating the quality of life), as well as lowering the costs associated with caring for late-stage diseases resulting from a lack of preventive care. The CHNAs and corresponding implementation plans were developed with feedback from community healthcare organizations and other social services and public organizations who understand and help represent the wide-ranging healthcare needs of the residents in our communities. The CHNA implementation plans are grounded in public health models developed with our community partners, in which residents of our communities are informed and able to make healthy lifestyle choices, manage their chronic health conditions and receive medically necessary healthcare services in the most appropriate setting. We believe that our mission to improve the health of the communities we serve is best accomplished in collaboration with partners in both the community and within the organizations that comprise Northwestern Medicine including the Health System and Feinberg. Our affiliations with community-based healthcare and community partners enable the Health System's organizations to meaningfully improve access to high-quality health care and implement targeted programs that address the highest-priority health needs of the community. We have implemented large-scale programs throughout our communities using this framework to target high-priority health conditions and will continue to use public health models to address priority health needs identified through our CHNAs. Ongoing efforts draw on NMHC's and Feinberg's strengths in public health, communication and education, and include programs to address identified priority health needs across the Health System. Our hospitals have enduring relationships, often decades old, with local healthcare and community organizations. Through these partnerships, we collaborate on determining priority health needs through the CHNA process and work together to develop solutions that respect the varied cultural, socioeconomic and practical needs of our diverse communities. Northwestern Memorial Hospital: NMH collaborates with community-based health, education and social service organizations to provide health education, outreach services and focused disease management programs, and to ensure that the residents of our communities have convenient access to high-quality medical homes. NMH has formal and longstanding affiliations with two federally qualified health centers (FQHC) based in the community - Near North Health Service Corporation and Erie Family Health Center - as well as with CommunityHealth, the largest free health clinic in Illinois. Vital community partnerships are also in place among various health and community partners, including Bright Star Community Outreach and Kelly Hall YMCA, among many more. Northwestern Medicine Lake Forest Hospital: Through charity care, outreach services and health education programs, NM LFH improves access to healthcare services and responds to the priority health needs of the residents of Lake County, especially among the uninsured or underinsured. NM LFH has deep roots in Lake County and strong relationships with community partners including Erie HealthReach Waukegan Health Center and the Lake County Health Department, among others. Northwestern Medicine Central DuPage Hospital: NM CDH has enduring relationships with several community-led, county-wide health collaboratives, the DuPage County Health Department, local school districts and social services organizations. Longstanding collaborations include the DuPage Health Coalition/Access DuPage and the Village of Winfield. Through these partnerships, and many more, NM CDH provides health education, navigation and outreach services. Northwestern Medicine Delnor Hospital: NM Delnor regularly engages with Kane County organizations committed to improving the health of its residents, including the Kane County Health Department and the Tri City Health Partnership, among others. Northwestern Medicine Kishwaukee Hospital: NM Kishwaukee works closely with many community partners including the DeKalb County Community Mental Health Board, DeKalb County Health Department, Northern Illinois University, Kishwaukee College, area school districts, and many other local medical providers, not-for-profit organizations, and community groups. Together, NM Kishwaukee collaborates with these diverse organizations to identify a common vision and plan to create a collective impact on the overall health of the community.
Schedule H, Part VI, Line 3 Patient education of eligibility for assistance	THERE ARE MANY WAYS THAT PATIENTS OF THE HOSPITALS ARE INFORMED OR MADE AWARE OF THE AVAILABILITY OF THE HOSPITAL'S VARIOUS FINANCIAL ASSISTANCE PROGRAMS. A. TO INCREASE AWARENESS OF FINANCIAL ASSISTANCE PROGRAMS, THE HOSPITALS HAVE DEVELOPED BROCHURES (IN ENGLISH AND SPANISH) THAT ARE PROVIDED TO PATIENTS UPON ADMISSION AND AVAILABLE AT REGISTRATION POINTS-OF-ENTRY B. ENGLISH- AND SPANISH-LANGUAGE SIGNS NOTIFYING PATIENTS THAT FINANCIAL ASSISTANCE IS AVAILABLE ARE PRESENT AT EVERY PATIENT REGISTRATION AREA, INCLUDING THE EMERGENCY DEPARTMENT. C. AS PART OF THE REGISTRATION PROCESS, PATIENTS ARE PROVIDED WITH A FINANCIAL ASSISTANCE INFORMATION BROCHURE WHICH DESCRIBES THE TYPES OF ASSISTANCE AVAILABLE AND HOW TO QUALIFY FOR ONE OR MORE OF THE PROGRAMS. D. THE GENERAL CONSENT FORMS THAT EVERY PATIENT SIGNS CONTAINS INFORMATION ABOUT THE NMHC FINANCIAL ASSISTANCE PROGRAMS, AND IS AVAILABLE IN ENGLISH, SPANISH, RUSSIAN, AND POLISH AT NMH, WHILE NLFH, CDH, DELNOR, KCH, VWH, AND MJRH HAVE PROGRAMS IN ENGLISH AND SPANISH. E. INPATIENTS RECEIVE A PATIENT WELCOME PACKAGE THAT INCLUDES THE FINANCIAL ASSISTANCE INFORMATION. F. PATIENTS CAN LEARN ABOUT AND ASSESS THEIR ELIGIBILITY FOR THE HOSPITAL'S FINANCIAL ASSISTANCE PROGRAMS WITH THE HELP OF THE HOSPITAL'S TEAM OF FINANCIAL COUNSELING AND PATIENT INQUIRY REPRESENTATIVES. THESE REPRESENTATIVES ARE AVAILABLE ON A WALK-IN BASIS OR THROUGH A TOLL-FREE NUMBER. G. PROCESSES ARE IN PLACE TO LINK PATIENTS WITH FINANCIAL COUNSELORS AND PATIENT INQUIRY REPRESENTATIVES WHEN FINANCIAL HARDSHIP IS IDENTIFIED AS A CONCERN DURING SOCIAL SERVICES ASSESSMENTS. H. THE ENTRY PORTAL TO THE NMHC WEBSITE CONTAIN A PROMINENT LINK TO INFORMATION ABOUT NMHC'S VARIOUS FINANCIAL ASSISTANCE PROGRAMS, THE FINANCIAL ASSISTANCE BROCHURE AND DOWNLOADABLE APPLICATIONS IN MULTIPLE LANGUAGES. I. WORKING IN CONJUNCTION WITH CLINICAL STAFF, FINANCIAL COUNSELORS VISIT INPATIENTS NOT ENROLLED IN GOVERNMENT OR PRIVATE HEALTH PLANS WHILE THEY ARE STILL IN THE HOSPITAL TO ASSIST THEM IN DETERMINING THEIR ELIGIBILITY FOR BOTH GOVERNMENT HEALTH PROGRAMS AND FOR HOSPITAL FREE AND DISCOUNTED CARE PROGRAMS. J. THE HOSPITALS INFORM UNINSURED PATIENTS, AND PATIENTS WITH AN OUTSTANDING BALANCE AFTER INSURANCE, OF THE AVAILABILITY OF VARIOUS FINANCIAL ASSISTANCE PROGRAMS, INCLUDING THE FREE CARE AND DISCOUNTED CARE PROGRAM, AND THE CATASTROPHIC PROGRAM OFFERED BY THE HOSPITALS, IN WRITTEN CORRESPONDENCE SENT TO THOSE PATIENTS. THIS INFORMATION INCLUDES THE TOLL-FREE PHONE NUMBER TO THE TEAM OF PATIENT ACCOUNT REPRESENTATIVES. K. THE HOSPITALS HAVE ON-SITE PATIENT ACCOUNT STAFF WHO ARE TRAINED AND AVAILABLE TO ASSIST PATIENTS WITH FINANCIAL ASSISTANCE. L. THE HOSPITALS PROVIDE PROACTIVE FINANCIAL COUNSELING FOR SELF-PAY PATIENTS WHO HAVE A SCHEDULED INPATIENT ADMISSION. FINANCIAL COUNSELING INCLUDES ASSESSMENT FOR PUBLICLY OR PRIVATELY FUNDED INSURANCE AND THE HOSPITALS' FINANCIAL ASSISTANCE PROGRAMS. FINANCIAL ASSISTANCE PROGRAMS, INCLUDES THE FREE CARE AND DISCOUNTED CARE PROGRAMS, AND THE CATASTROPHIC PROGRAM OFFERED BY THE HOSPITALS, IN WRITTEN CORRESPONDENCE SENT TO THOSE PATIENTS. THIS INFORMATION INCLUDES THE TOLL-FREE PHONE NUMBER TO THE TEAM OF PATIENT ACCOUNT REPRESENTATIVES.
Schedule H, Part VI, Line 4 Community information	The communities served by NMHC hospitals are complex and diverse, encompassing rural, suburban and urban areas, with a range of socioeconomic statuses and the social determinants of health that correspond to these demographics. NMHC is committed to providing culturally competent care that is responsive to the needs of all of our patients. NMHC works closely with community partners, including community health centers, to identify priority health concerns and jointly develop community-based health initiatives designed to address healthcare disparities. NMHC defined its communities based on the Hospital Service Areas outlined below. NMHC Service Areas NMHC defines Hospital Service Area as a combination of the Primary Service Area (PSA) and the Secondary Service Area (SSA) that account for a percentage of inpatient admissions to each hospital. The Hospital Service Area of each hospital is defined in further detail, below. Northwestern Memorial Hospital Service Area NMH serves a large, complex and diverse area with patients coming from the City of Chicago and surrounding counties. NMH's Hospital Service Area is defined as the City of Chicago, which provides 68 percent of inpatient admissions. The community in NMH's Hospital Service Area is ethnically and racially diverse with large Black and Hispanic populations as well as large Polish and Spanish-speaking populations. Within NMH's Hospital Service Area, the population is expected to grow at a rate of 0.9 percent over the next five years. Significantly, nearly 20 percent of families live below the poverty level in NMH's Hospital Service Area. NMH is committed to providing culturally competent care that is responsive to the needs of all our patients, regardless of the ability to pay. NMH works with community health centers in some of Chicago's medically underserved areas to identify priority health concerns and jointly develop community-based health initiatives designed to address healthcare disparities. Northwestern Medicine Lake Forest Hospital Service Area NM LFH primarily serves Lake County, which has a fairly stable population of around 704,000 residents; nearly 90 percent of inpatient admissions at NM LFH are derived from Lake County. While NM LFH's Hospital Service Area population is only expected to grow by 0.7 percent over the next five years, the over-65 population is growing rapidly. Between 2010 and 2015 (the most recent information available), the number of persons in Lake County 65 years and older increased by more than 2 percent. A total of 20.2% of Lake County residents are Hispanic or Latino. In looking at race independent of ethnicity, 78.7% of residents of Lake County are White and 14.4% are Black. Northwestern Medicine Central DuPage Hospital Service Area Located in Winfield, Illinois, NM CDH serves the residents of DuPage County and beyond. NM CDH's Hospital Service Area accounts for 71 percent of inpatient admissions. The population of NM CDH's Hospital Service Area is expected to increase significantly with a projected growth of 2.1 percent in the next five years. The median age of DuPage County residents is 38 years old; slightly older than that of Illinois overall (36 years). In looking at race independent of ethnicity, 80.3% of residents in DuPage County are White and 4.6% are Black. When considering ethnicity, 13.5% of DuPage residents are Hispanic or Latino. The Hispanic population in DuPage County increased by 40,167 (49.4%) between 2000 and 2010. Additionally, a total of 5% of the DuPage County population, age 5 and over, live in a home in which no person(s) age 14 or older are proficient in English. Northwestern Medicine Delnor Hospital Service Area NM Delnor primarily serves the residents of Kane County; NM Delnor's Hospital Service Area accounts for 86 percent of inpatient admissions. The Hospital Service Area for NM Delnor is expected to grow by 1.8 percent over the next five years. One of the youngest counties in Illinois, Kane County residents' median age is 34 years, two years younger than Illinois' overall median age of 36. The racial distribution in Kane County has changed significantly from 2000 to 2010. Non-Hispanic whites now constitute 59 percent of the total population, a drop from 68 percent in 2000, and Hispanics now comprise 31 percent of the total population, an increase from 24 percent in 2000. When compared to Illinois, the proportion of Hispanics is double in Kane County, and the county has the largest proportion of Hispanics in the state. Northwestern Medicine Kishwaukee Hospital Service Area NM Kishwaukee serves a majority of DeKalb County residents; the greater part of the county's residents live in the cities of DeKalb and Sycamore. NM Kishwaukee's Hospital Service Area provides 85 percent of inpatient admissions. The population of NM Kishwaukee's Hospital Service Area is projected to grow by 1.7 percent over the next five years. A significant percentage of families in NM Kishwaukee's service area, 12.6 percent, live below the federal poverty line. The median age of DeKalb County residents is significantly lower than that of Illinois overall: 29 years compared to 36 years, respectively. Northwestern Medicine Valley West Hospital Service Area A critical access hospital in Sandwich, Illinois, NM Valley West serves residents of DeKalb, Kane, Kendall and LaSalle counties. NM Valley West's Hospital Service Area accounts for 85 percent of inpatient admissions. The population of NM Valley West's Hospital Service Area is expected to increase significantly, with 2.1 percent growth projected over the next five years. Marianjoy Rehabilitation Hospital Service Area Located in Wheaton, Illinois, MRH largely serves the residents of DuPage County. However, due to the specialty nature of the hospital, MRH also serves as a destination hospital receiving patient referrals from surrounding counties including Cook, Will, Kane, Kendall, DeKalb and LaSalle. MRH's Hospital Service Area provides 48 percent of inpatient admissions. The population of MRH's Hospital Service Area is expected to grow at a rate of 1.5 percent over the next five years.
Schedule H, Part VI, Line 5 Promotion of community health	As described in earlier sections, NMHC believes that its mission to improve the health of the communities it serves is best accomplished in collaboration with partners in the community. The CHNA process and ongoing input from community partners inform how NMHC hospitals prioritize and address community health needs. Along with our many care locations, our community affiliations help us to provide care to residents near where they live or work, with streamlined pathways to access medically necessary hospital-based care. NMHC also sponsors numerous programs to provide mental health services, promote health and wellness, prevent injury and trauma, and provide healthcare career training, youth mentoring, language assistance and volunteer programs to enhance the quality and accessibility of care. Net unreimbursed cost for these activities for FY17 was more than $25.5 million. Access to Care Access to care was identified as a priority health need for five NMHC hospitals in their most recent CHNAs: NMH, NM LFH, NM CDH, NM Delnor and MRH. Approaches to improving access to high-quality, culturally appropriate healthcare services among underserved populations of the hospitals' service areas included strategies to: 1. Ensure that members of each hospital's defined communities have access to high-quality, medically necessary services in the most appropriate setting, in response to assessed needs; 2. Develop and support culturally competent clinical and educational programs to prevent disease, promote health and wellness, and address disparities in health; 3. Develop and support models of care that ensure adequate primary care capacity and access to medically necessary diagnostic and specialty care, especially for the medically underserved; 4. Develop and maintain programs to address affordability of and accessibility to healthcare services. NMH has longstanding affiliations with two of Chicago's FQHCS, Near North Health Service Corporation (Near North) and Erie Family Health Center (Erie). NMHC provided grant funding to support access to health services for underserved patients in Chicago and the surrounding suburbs. Through support from NMHC, Erie was able to continue to enhance their efforts to expand access to health care across all of their sites, continue to improve their chronic disease care coordination and outreach programs, and improve access to optometry and ophthalmology services. By continuing outreach, establishing new collaborations and care coordination, and re-engaging patients, Erie was able to increase the number of patients that received access to care as well as improve the number of adults receiving preventive screenings and health education. During FY17, Erie served more than 70,000 patients throughout its organization, and provided outreach to more than 6,000 patients with diabetes and nearly 3,000 patients who were overdue for services. Support for Erie: Part of the grant funding provided by NMHC to Erie in FY17 included support for a pioneering project that will provide travel vouchers for public transportation and rideshare companies. This support helps further Erie's work towards improving access to care for underserved patients across the Chicagoland area from the City of Chicago to Lake County. Transportation is especially challenging for Erie Waukegan patients residing in northern Lake County, as public transportation options are limited and routes run at times that do not always coincide with a patient's appointment. Transportation barriers create challenges for patients in attending medical appointments, utilizing support services, and receiving adequate follow-up care. Ridesharing services provided by Erie through grant funding help patients make it to their appointments on time and allow those patients to receive necessary medical care without the burden of transportation issues. Support for Near North: NMHC provided support in the form of a grant to Near North to expand access to comprehensive and behavioral health services, and other related activities. Funding provided by NMHC was used to expand mental health services, provide chronic care coordination and clinical services, and offer nutritional classes. Key highlights from Near North for 2017 include: expanded clinical OB/GYN services at its North Kostner and Louise Landau Health Center sites; integrated osteopathic residents into their clinical services at all sites in a program aimed at encouraging medical students to practice at community health centers; and increased mental health services at all sites through the addition of psychology students, a psychiatrist and a doctor of psychology, with a focus on pediatrics and adolescence. NMHC's funding for Near North had a deep impact on patients throughout Chicago. Because of the grant, Near North was able to increase a broad base of programs and services including mental health for adults and a newly implemented child-focused mental healthcare program. Nutritional classes provided by Near North, including Cooking Up Change in Chicago, are culturally sensitive and relevant to the diverse populations served. Near North was also able to provide clinical services for pregnant women at Norwegian American Hospital on Chicago's Near West Side as well as chronic care coordination for all patients at all eight Near North sites. Support for CommunityHealth: NMHC helped support CommunityHealth, the largest free health clinic in Illinois, with grant funding. Funding from NMHC helped increase access to healthcare services by supporting the general operations of CommunityHealth's comprehensive health center as well as supporting two Education-Centered Medical Home student clinics. CommunityHealth's comprehensive health center provides access to services including primary and specialty care, dental care, pharmacy services and medications, social services, and health education. Funding from NMHC makes a large impact on the lives of low-income, uninsured patients by making high-quality, free health care possible. CommunityHealth was able to provide care through more than 7,600 medical visits and nearly 1,000 dental visits. The organization continues progress on several quality improvement initiatives for its cancer screening program and diabetes education program. During the grant period, CommunityHealth continued to improve cancer screening rates with 57 percent of all eligible patients scanned for breast cancer, 72 percent of eligible patients screened for cervical cancer and 58 percent of eligible patients screened for colorectal cancer. These screening rates are well above the average screening rates of the uninsured population as a whole. In 2017, CommunityHealth had 71 patients participate in its Take Action! Diabetes Education group classes, with 20 patients participating in one-on-one education. CommunityHealth hosts three Education-Centered Medical Home (ECMH) clinics in conjunction with Feinberg, two of which were funded by a grant from NMHC. The engagement of medical students is especially important in light of the national shortage of primary care providers. The ECMH clinics help build the pipeline of knowledgeable, experienced primary care professionals who are able to meet the needs of healthcare consumers. This program allows medical students the opportunity to work with underserved populations in a community clinic setting and provides CommunityHealth's patients with the opportunity to build strong relationships with their providers through continuity of care. Collaborating to Provide Medical Services for Low-Income, Medically Underserved Residents Support for the DuPage Health Coalition, Access DuPage, and Silver Access DuPage: Access to care for low-income and uninsured patients continues to be an issue in DuPage and Kane counties. The development and implementation of the DuPage County Access to Health Services Action Plan is led by the DuPage Health Coalition. The coalition is a collaborative effort by thousands of individuals and hundreds of organizations in DuPage County to provide access to medical services to the county's low-income, medically uninsured residents. Since the program began in 2001, more than 60,000 DuPage County residents have received high-quality, compassionate health care with the assistance of Access DuPage, a navigation and case management program developed by the coalition and funded by its members. Silver Access DuPage provides financial help to lower-income families purchasing health insurance on the ACA Marketplace and Women's Health Navigation Services. In 2017, Access DuPage served 5,364 residents. NMHC provided more than $222,000 in funding to Access DuPage and more than $316,700 in subsidies to the Silver Access DuPage Program in FY17 to help ensure low-income county residents can afford and receive necessary health care.
Schedule H, Part VI, Line 6 Affiliated health care system	AS DESCRIBED THROUGHOUT THIS FORM 990, THE SUBORDINATES REPORTED IN THIS GROUP RETURN ARE ALL PART OF NORTHWESTERN MEMORIAL HEALTHCARE. THE COMMUNITY BENEFIT PLAN AND COMMUNITY HEALTH NEEDS ASSESSMENT, DESCRIBED EARLIER IN SCHEDULE H, GIVE DETAILS ABOUT EACH SUBORDINATE'S RESPECTIVE ROLE IN PROMOTING THE HEALTH OF THE COMMUNITIES WE SERVE.
Schedule H, Part VI, Line 7 State filing of community benefit report	IL

Schedule I IRS990ScheduleI

Field	Value	IRS element (for citing)
Grant Records Maintained	Yes (true)	GrantRecordsMaintainedInd

Recipient Table RecipientTable (74 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	Recipient EINRecipientEIN	IRC SectionIRCSectionDesc	Cash GrantCashGrantAmt	Purpose Of GrantPurposeOfGrantTxt
Northwestern University
750 N Lake Shore Dr	Chicago	IL	60611	362167817	501(c)3	$14,081,092	Academic support
Free Choice Healthcare Foundation
PO Box 1623	Poway	CA	92074	464559312	501(c)3	$1,000,000	Access to healthcare for low income
Erie Family Health Center
1701 W Superior St	Chicago	IL	60622	363088628	501(c)3	$971,000	Access to healthcare for low income
United Way of Metropolitan Chicago
333 S Wabash Ave	Chicago	IL	60604	300200478	501(c)3	$510,000	Community support
VNA Healthcare
400 N Highland Ave	Aurora	IL	60506	362182095	501(c)3	$500,000	Healthcare support
Near North Health Services Corp
1276 N Clybourn Ave	Chicago	IL	60610	363197647	501(c)3	$350,000	Community health
DuPage Coalition (Access DuPage)
511 Thornhill Dr	Carol Stream	IL	60188	364448208	501(c)3	$222,075	Access to healthcare for low income
Winfield Fire Protection District
27W560 High Lake Rd	Winfield	IL	60190	362797572	Government	$200,000	Community safety
Evans Scholars Foundation
1 Briar Rd	Golf	IL	60029	362518129	501(c)3	$125,000	Education support
YMCA OF METROPOLITAN CHICAGO
824 N Hamlin	Chicago	IL	60651	362179782	501(c)3	$118,720	Support community health and education
University of Illinois Foundation
1305 W Green St	Urbana	IL	61801	376006007	501(c)3	$112,000	Youth Violence prevention and Hispanic medical education
SPECTRIOS INSTITUTE FOR LOW VISION
219 E Cole Ave	Wheaton	IL	60187	363083157	501(c)3	$109,624	Pediatric Vision Outreach
Community Health
2611 W Chicago Ave	Chicago	IL	60622	363831793	501(c)3	$107,965	Access to healthcare for low income
Bright Star Community Outreach
4518 S Cottage Grove	Chicago	IL	60653	262007088	501(c)3	$40,000	Access to mental health services for low income
Kane County
719 S Batavia Ave	Geneva	IL	60134	366006585	Government	$81,854	Support community health and education
PRESERVATION OF EGYPTIAN THEATRE INC
135 N 2nd St	DeKalb	IL	60115	363011960	501(c)3	$75,000	Community project
TRI CITY HEALTH PARTNERSHIP INC
318 Walnut St	St Charles	IL	60174	364475369	501(c)3	$70,000	Healthcare for un- or underinsured
Lazarus House
214 Walnut St	St Charles	IL	60174	364187609	501(c)3	$50,000	Shelter and meals for homeless
COMMUNITY FOUNDATION OF THE FOX RIVER VALLEY
111 W Downer Pl	Aurora	IL	60506	366086742	501(c)3	$38,700	Support community education
Chicago Assoc for Research and Education in Science
PO Box 250	Hines	IL	60141	363334177	501(c)3	$30,000	Research and education for veterans' health
Opportunity House
202 Lucas St	Sycamore	IL	60178	362476231	501(c)3	$30,000	Housing/employment/social services for adults with disabilities
Family Service Agency of DeKalb County
14 Health Services Dr	DeKalb	IL	60115	362360012	501(c)3	$30,000	Support individuals and families in DeKalb Co
Kishwaukee Family YMCA
2500 W Bethany Rd	Sycamore	IL	60178	362379643	501(c)3	$25,500	Support individuals and families in DeKalb Co
Almost Home Kids
7S721 State Rte 53	Naperville	IL	60540	363822010	501(c)3	$25,000	Support for children with special-needs
American Cancer Society
143 First St	Batavia	IL	60510	131788491	501(c)3	$25,000	Support Relay for Life event
DeKalb County Economic Development Corporation
421 N California St	Sycamore	IL	60178	363524353	501(c)3	$20,075	Support DeKalb economic development
Sycamore Park District
940 E State St	Sycamore	IL	60178	366006122	Government	$20,000	Support park district programs
Kishwaukee College Foundation
21193 Malta Rd	Malta	IL	60150	237433949	501(c)3	$18,500	Support community education
Voluntary Action Center Of DeKalb County
1606 Bethany Rd	Sycamore	IL	60178	362798257	501(c)3	$16,000	Transportation and nutrition needs in the community
Northern Illinois Food Bank
273 Dearborn	Geneva	IL	60134	363203648	501(c)3	$15,210	Nutrition for low income in the community
Linking Efforts Against Drugs
400 E Illinois Rd	Lake Forest	IL	60045	311501805	501(c)3	$15,000	Drug abuse prevention and education
Common Threads
3811 Bee Caves Rd	Austin	TX	78746	200106847	501(c)3	$15,000	Teach low income children to cook wholesome and affordable meals
Winfield Park District
0N020 County Farm Rd	Winfield	IL	60190	363303703	Government	$15,000	Community health
American Heart Association
205 N Michigan Ave	Chicago	IL	60604	135613797	501(c)3	$15,000	Education/research/support
Safe Passage
PO Box 621	DeKalb	IL	60115	363108372	501(c)3	$15,000	Prevention of domestic violence
Fox Valley Older Adult Services
1406 Suydam Rd	Sandwich	IL	60548	362738669	501(c)3	$13,850	Support for seniors in the community
Western DuPage Special Recreation District
116 N Schmale Rd	Carol Stream	IL	60188	363932924	501(c)3	$13,000	Recreation scholarships for persons with disabilities
DuPage PADS
601 W Liberty	Wheaton	IL	60187	363675494	501(c)3	$13,000	Recuperation program for homelessness
Fox Valley YMCA
3875 Eldamain Rd	Plano	IL	60545	363028169	501(c)3	$13,000	Programs to promote healthy lifestyle
Sandwich Park District #430
1001 N Latham Rd	Sandwich	IL	60548	362646087	Government	$13,000	Support for park district programs
MARCH OF DIMES FOUNDATION
111 W Jackson Blvd	Chicago	IL	60604	131846366	501(c)3	$11,500	Infant Health
Boy Scouts of America
Three Fires Council Troop 575	St Charles	IL	60174	363831877	501(c)3	$10,700	Support for community youth program
Special Camps for Special Citizens
26W684 Lindsey	Winfield	IL	60190	364002804	501(c)3	$10,585	Recreational program support
Knights of Columbus
0S233 Church St	Winfield	IL	60190	363180409	501(c)8	$10,000	Community support
Roman Catholic Diocese of Joliet-St John the Baptist
0S259 Church St	Winfield	IL	60190	362167849	501(c)3	$10,000	Community support
Friends for Therapeutic Equine Activities
28W051 Liberty St	Winfield	IL	60190	364095011	501(c)3	$10,000	Programs for special needs children/adults
TriCities Family Services
1120Randall Ct	Geneva	IL	60134	237310008	501(c)3	$10,000	Mental health program for low income
Ecker Center for Mental Health
1845 Grandstand Pl	Elgin	IL	60123	362312495	501(c)3	$10,000	Mental health program for low income
Hope Haven of DeKalb County Inc
1145 Rushmoore Dr	DeKalb	IL	60115	363537762	501(c)3	$10,000	Shelter and meals for homeless
CASA - DeKalb County
407 W State St	Sycamore	IL	60178	363903898	501(c)3	$10,000	Legal services for abused and neglected children
Samaritan Interfaith Counseling Center Inc
1819 Bay Scott Cr	Naperville	IL	60540	362846570	501(c)3	$9,150	Mental health program for low income
DeKalb Chamber of Commerce
164 E Lincoln Hwy	DeKalb	IL	60115	360981630	501(c)6	$8,400	Community support
The Civic Federation
10 N Dearborn St	Chicago	IL	60602	362170124	501(c)3	$8,000	Improve government efficiency
The Chicago Council on Global Affairs
180 N Stetson Ave	Chicago	IL	60601	362181969	501(c)3	$8,000	Support local economic growth
World Business Chicago
177 N State St	Chicago	IL	60601	364313685	501(c)3	$8,000	Support local economic growth
Winfield Lions Club
PO Box 252	Winfield	IL	60190	363332525	501(c)4	$8,000	Vision and hearing assistance programs
Winfield Public Library
0S291 Winfield Rd	Winfield	IL	60190	364050052	Government	$8,000	Community support
Adventure Works of DeKalb County
2500 N Annie Glidden Rd	DeKalb	IL	60115	271897885	501(c)3	$8,000	Programs for Youth with disabilities
St Charles Community Kick-A-Thon
201 S 7th St	St Charles	IL	60174	352491019	501(c)3	$8,000	Community event support
Greater Sycamore Chamber of Commerce
407 W State St	Sycamore	IL	60178	361848940	501(c)6	$7,800	Community support
Kells Park Community Council
3601 W Chicago Ave	Chicago	IL	60651	811712741	501(c)3	$7,590	Support community health and education
DeKalb County Youth Services Bureau
330 Grove St	DeKalb	IL	60115	363034427	501(c)3	$7,500	Behavioral health for area youth
ABD Cycling Club
27W181 Geneva Rd	Winfield	IL	60190	364346692	501(c)7	$7,000	Support of the Winfield Criterium
Melanoma Research Foundation
1411 K Street NW	Washington	DC	20005	760514428	501(c)3	$7,000	Support research and education
NAMI DuPage
115 N County Farm Rd	Wheaton	IL	60187	363412057	501(c)3	$6,800	Support for mental health programs
Genoa Chamber of Commerce
111 N Sycamore St	Genoa	IL	60135	362355846	501(c)6	$6,300	Community support
Winfield in Action
0S623 Jefferson St	Winfield	IL	60190	237359257	501(c)3	$6,000	Recreational program support
Winfield Public Schools
0S15 Winfield Rd	Winfield	IL	60190	366004497	Government	$6,000	Student Health and safety
World Relief
7 E Baltimore St	Baltimore	MD	21202	236393344	501(c)3	$6,000	Refugee psych/social adjustment program
Phil's Friends
1350 Lake St	Roselle	IL	60172	203087488	501(c)3	$5,000	Providing support and hope to those affected by cancer
Fox Valley Food For Health
PO Box 532	Geneva	IL	60134	460961627	501(c)3	$5,000	Support healthy eating education for youth
Make A Difference DKC
258 May St	Sycamore	IL	60178	462730003	501(c)3	$5,000	Support meal program for youth
Northern Illinois University Foundation
Altgeld Hall 134	DeKalb	IL	60115	366086819	501(c)3	$5,000	Community Support
Family Shelter Service
605 E Roosevelt Rd	Wheaton	IL	60187	362883552	501(c)3	$5,000	Support for victims of domestic abuse

Field	Value	IRS element (for citing)
Total501c3 Org	68	Total501c3OrgCnt
Total Other Org	6	TotalOtherOrgCnt

Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp (5 entries)

Grant TypeGrantTypeTxt	RecipientRecipientCnt	Cash GrantCashGrantAmt
SCHOLARSHIPS	77	$182,679
EMPLOYEE CRISIS ASSISTANCE	80	$117,506
PATIENT BILL ASSISTANCE	20	$68,750
PATIENT TRANSPORTATION ASSISTANCE	280	$8,048
FOOD VOUCHERS FOR LOW INCOME PATIENTS	150	$6,834

Supplemental Information Detail SupplementalInformationDetail (2 entries)

Form And Line ReferenceFormAndLineReferenceDesc

ExplanationExplanationTxt

Schedule I, Part III, Column (b) Number of recipients

The number of scholarship recipients is known. For the other types of assistance to domestic individuals the number of recipients benefiting was estimated based on an average or typical amount of assistance provided.

Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds.

THE MAJORITY OF THE GRANTS FROM THE NORTHWESTERN MEMORIAL HEALTHCARE GROUP ARE ADMINISTERED THROUGH NORTHWESTERN MEMORIAL FOUNDATION ("NMF"). NMF MAINTAINS DETAILED RECORDS AND INTERNAL CONTROL PROCEDURES TO ENSURE GRANT RECIPIENTS ARE QUALIFIED, AWARD AMOUNTS ARE DOCUMENTED AND SELECTION CRITERIA ARE CLEAR. ONCE A GRANT HAS BEEN AWARDED, NMF INITIATES A WRITTEN AGREEMENT WITH THE GRANT RECIPIENT THAT INCORPORATES A BUDGET AND TIME PERIOD FOR SPENDING THE GRANT DOLLARS. REASONABLE DIRECT COSTS, SUPPORTED BY DIRECT BUDGET JUSTIFICATION AND RELATED TO THE PROJECT'S PURPOSE, ARE ALLOWABLE. RECIPIENTS AGREE TO ABIDE BY THE BUDGET AND ALL RELEVANT POLICIES IN EFFECT AT NORTHWESTERN MEMORIAL HEALTHCARE. GRANT EXPENDITURES ARE MONITORED FOR COMPLIANCE WITH THEIR RESPECTIVE AGREEMENTS, AT LEAST ONCE A YEAR TO ENSURE THAT BUDGETS ARE FOLLOWED AND EXPENSES ARE APPROPRIATE. AT THE END OF EACH BUDGET PERIOD, NMF REQUIRES THE GRANT RECIPIENT TO SUBMIT A WRITTEN NARRATIVE AND FINANCIAL REPORT OUTLINING PROJECT ACCOMPLISHMENTS AND HOW THE GRANT DOLLARS WERE EXPENDED. UNEXPENDED FUNDS ARE RETURNED TO NMF. GRANTS PROVIDED BY NORTHWESTERN MEMORIAL HOSPITAL AND NORTHWESTERN LAKE FOREST HOSPITAL TO OTHER QUALIFYING TAX-EXEMPT ORGANIZATIONS ARE SUPPORTED BY A GRANT AGREEMENT THAT DEFINES ANY RESTRICTIONS ASSOCIATED WITH THE GRANT AND ANY RELATED REPORTING REQUIREMENTS. IN ADDITION, CDH-DELNOR HEALTH SYSTEM AND KISHHEALTH SYSTEM ALSO PROVIDE GRANTS UNDER THEIR COMMUNITY BENEFIT GRANT PROGRAMS TO NONPROFIT, GOVERNMENTAL OR PUBLIC ORGANIZATIONS WITHIN THEIR LOCAL COMMUNITIES WHO ARE WORKING TO ADDRESS IDENTIFIED COMMUNITY HEALTH PRIORITIES, BASED ON THEIR LOCAL COMMUNITY HEALTH NEEDS ASSESSMENTS AND/OR COMMUNITY HEALTH IMPROVEMENT PLANS. THE GUIDING PHILOSOPHY OF THE CHARITABLE GRANT ACTIVITY IS TO NOT ONLY CONTRIBUTE OUR RESOURCES BUT TO ACTIVELY ENGAGE PARTNERS TO ASSESS, PLAN FOR AND MEET COMMUNITY HEALTH NEEDS. THE NMHC GROUP ORGANIZATIONS WORK CLOSELY WITH THEIR PARTNERS IN THE PROGRAMS THAT ARE AWARDED GRANTS. MONITORING THE USE OF GRANT FUNDS IS ACHIEVED THROUGH VARIOUS MEANS, INCLUDING ACTIVE PARTICIPATION IN PROGRAM IMPLEMENTATION, WRITTEN CONTRIBUTION AGREEMENTS, PERFORMANCE REPORTS AND BOARD PARTICIPATION IN SOME INSTANCES.

Schedule J IRS990ScheduleJ

Field	Value	IRS element (for citing)
Club Dues Or Fees	Yes (X)	ClubDuesOrFeesInd
Written Policy Ref T And E Expnss	Yes (true)	WrittenPolicyRefTAndEExpnssInd
Substantiation Required	Yes (true)	SubstantiationRequiredInd
Compensation Committee	Yes (X)	CompensationCommitteeInd
Independent Consultant	Yes (X)	IndependentConsultantInd
Form990 Of Other Organizations	Yes (X)	Form990OfOtherOrganizationsInd
Written Employment Contract	Yes (X)	WrittenEmploymentContractInd
Compensation Survey	Yes (X)	CompensationSurveyInd
Board Or Committee Approval	Yes (X)	BoardOrCommitteeApprovalInd
Severance Payment	Yes (true)	SeverancePaymentInd
Supplemental Nonqual Rtr Plan	Yes (true)	SupplementalNonqualRtrPlanInd
Equity Based Comp Arrngm	false	EquityBasedCompArrngmInd
Comp Based On Revenue Of Flng Org	Yes (true)	CompBasedOnRevenueOfFlngOrgInd
Comp Bsd On Rev Related Orgs	false	CompBsdOnRevRelatedOrgsInd
Comp Bsd Net Earns Flng Org	false	CompBsdNetEarnsFlngOrgInd
Comp Bsd Net Earns Rltd Orgs	false	CompBsdNetEarnsRltdOrgsInd
Any Non Fixed Payments	Yes (true)	AnyNonFixedPaymentsInd
Initial Contract Exception	false	InitialContractExceptionInd

Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (66 entries)

TitleTitleTxt	Base Compensation Filing OrgBaseCompensationFilingOrgAmt	Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt	Bonus Filing OrganizationBonusFilingOrganizationAmount	Bonus Related OrganizationsBonusRelatedOrganizationsAmt	Other Compensation Filing OrgOtherCompensationFilingOrgAmt	Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt	Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt	Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt	Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt	Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt	Total Compensation Filing OrgTotalCompensationFilingOrgAmt	Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt	Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt	Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt
Howard B Chrisman MD
See Schedule O	$597,946	$0	$264,800	$0	$23,150	$0	$51,900	$0	$6,223	$0	$944,020	$0	$0	$0
JULIE L CREAMER
See Schedule O	$598,022	$0	$411,612	$0	$777,922	$0	$137,677	$0	$28,000	$0	$1,953,234	$0	$0	$0
James C Dechene
See Schedule O	$577,084	$0	$247,919	$0	$278,923	$0	$15,900	$0	$26,904	$0	$1,146,730	$0	$155,200	$0
Pamela Duffy
See Schedule O	$215,642	$0	$80,869	$0	$29,546	$0	$21,304	$0	$10,648	$0	$358,009	$0	$0	$0
Erik Englehart MD
See Schedule O	$152,207	$0	$64,110	$0	$720	$0	$15,900	$0	$29,000	$0	$261,937	$0	$0	$0
Stephen Falk
See Schedule O	$459,024	$0	$207,126	$0	$111,000	$0	$15,900	$0	$20,528	$0	$813,578	$0	$0	$0
Matthew J Flynn
See Schedule O	$305,767	$0	$139,308	$0	$3,881	$0	$56,100	$0	$26,586	$0	$531,642	$0	$0	$0
James Giblin MD
See Schedule O	$487,269	$0	$212,161	$0	$185,061	$0	$100,956	$0	$31,084	$0	$1,016,531	$0	$0	$0
Dean M Harrison
See Schedule O	$1,535,917	$0	$2,213,299	$0	$985,015	$0	$460,903	$0	$21,110	$0	$5,216,245	$0	$0	$0
Emily J Kozak
See Schedule O	$187,736	$0	$57,809	$0	$394	$0	$12,164	$0	$30,204	$0	$288,306	$0	$0	$0
Thomas J McAfee
See Schedule O	$557,935	$0	$393,433	$0	$96,643	$0	$250,904	$0	$28,308	$0	$1,327,223	$0	$90,814	$0
Eric G Neilson MD
See Schedule O	$539,715	$0	$462,038	$0	$15,975	$0	$15,642	$0	$16,677	$0	$1,050,047	$0	$0	$0
John A Orsini
See Schedule O	$692,829	$0	$521,225	$0	$7,410	$0	$302,750	$0	$27,137	$0	$1,551,350	$0	$0	$0
Kevin P Poorten
See Schedule O	$652,921	$0	$297,780	$0	$159,439	$0	$79,900	$0	$31,547	$0	$1,221,586	$0	$0	$0
Maureen A Taus
See Schedule O	$300,567	$0	$128,700	$0	$1,999	$0	$50,567	$0	$24,542	$0	$506,375	$0	$0	$0
Patrick Towne MD
See Schedule O	$393,737	$0	$178,578	$0	$2,809	$0	$38,658	$0	$25,307	$0	$639,089	$0	$0	$0
Michael Vivoda
See Schedule O	$918,864	$0	$639,000	$0	$11,195	$0	$425,111	$0	$32,352	$0	$2,026,523	$0	$0	$0
ANTHONY ALTIMARI MD
See Schedule O	$619,619	$0	$0	$0	$74,966	$0	$15,900	$0	$23,517	$0	$734,003	$0	$0	$0
Azeem Haleem MD
See Schedule O	$364,200	$0	$74,132	$0	$6,936	$0	$15,900	$0	$31,550	$0	$492,718	$0	$0	$0
Michael Kulisz Jr DO
See Schedule O	$396,774	$0	$264,324	$0	$83,000	$0	$66,603	$0	$29,470	$0	$840,171	$0	$0	$0
PATRICK M MCCARTHY MD
See Schedule O	$1,365,040	$0	$0	$0	$21,866	$0	$15,900	$0	$9,016	$0	$1,411,822	$0	$0	$0
Amy S Paller MD
See Schedule O	$247,453	$0	$138,024	$0	$12,090	$0	$15,900	$0	$25,374	$0	$438,841	$0	$0	$0
TERRANCE D PEABODY MD
See Schedule O	$591,309	$0	$165,067	$0	$2,099	$0	$15,900	$0	$22,945	$0	$797,320	$0	$0	$0
RONALD J SEVERINO MD
See Schedule O	$277,939	$0	$0	$0	$117,809	$0	$15,900	$0	$26,304	$0	$437,953	$0	$0	$0
DEAN P SHOENER MD
See Schedule O	$493,459	$0	$10,897	$0	$97,648	$0	$15,900	$0	$27,481	$0	$645,385	$0	$0	$0
NATHANIEL J SOPER MD
See Schedule O	$605,859	$0	$170,605	$0	$19,649	$0	$0	$0	$17,807	$0	$813,920	$0	$0	$0
DEAN G TSARWHAS MD
See Schedule O	$883,642	$0	$75,000	$0	$20,317	$0	$15,900	$0	$31,586	$0	$1,026,445	$0	$0	$0
Nicholas J Volpe MD
See Schedule O	$369,276	$0	$131,605	$0	$18,400	$0	$15,900	$0	$25,635	$0	$560,816	$0	$0	$0
JEFFREY D WAYNE MD
See Schedule O	$327,122	$0	$0	$0	$24,102	$0	$15,900	$0	$24,373	$0	$391,497	$0	$0	$0
Maureen Bryant
See Schedule O	$401,962	$0	$187,063	$0	$171,935	$0	$15,900	$0	$10,811	$0	$787,671	$0	$0	$0
Brian J Lemon
See Schedule O	$522,109	$0	$236,863	$0	$223,692	$0	$15,900	$0	$26,730	$0	$1,025,294	$0	$0	$0
Danae K Prousis
See Schedule O	$474,684	$0	$203,818	$0	$76,746	$0	$15,900	$0	$12,884	$0	$784,031	$0	$0	$0
Kathleen Yosko
See Schedule O	$322,901	$0	$79,200	$0	$31,012	$0	$15,900	$0	$9,001	$0	$458,014	$0	$0	$0
Douglas M Young
See Schedule O	$352,650	$0	$154,097	$0	$81,693	$0	$15,900	$0	$27,448	$0	$631,788	$0	$0	$0
Aaron Bare MD
See Schedule O	$836,851	$0	$0	$0	$204,023	$0	$15,900	$0	$29,678	$0	$1,086,452	$0	$0	$0
Michael Lee MD
SEE SCHEDULE O	$1,188,561	$0	$0	$0	$780	$0	$15,900	$0	$27,332	$0	$1,232,574	$0	$0	$0
Harish Shownkeen MD
See Schedule O	$1,208,499	$0	$0	$0	$444,333	$0	$15,900	$0	$26,072	$0	$1,694,804	$0	$0	$0
Regina Stein MD
See Schedule O	$704,248	$0	$0	$0	$283,682	$0	$15,900	$0	$27,332	$0	$1,031,162	$0	$0	$0
Claudia Tellez MD
See Schedule O	$703,873	$0	$0	$0	$357,221	$0	$15,900	$0	$22,689	$0	$1,099,683	$0	$0	$0
James Adams MD
See Schedule O	$576,707	$0	$300,300	$0	$20,884	$0	$44,064	$0	$9,023	$0	$950,979	$0	$0	$0
Michael Ankin MD
SEE SCHEDULE O	$256,575	$0	$158,577	$0	$78,300	$0	$15,900	$0	$14,906	$0	$524,258	$0	$0	$0
Roger Bell
SEE SCHEDULE O	$287,516	$0	$291,171	$0	$20,749	$0	$33,900	$0	$20,848	$0	$654,185	$0	$0	$0
Norman Botsford
SEE SCHEDULE O	$0	$0	$0	$0	$143,530	$0	$0	$0	$4,581	$0	$148,111	$0	$0	$0
Steven Burandt MD
See Schedule O	$170,367	$0	$0	$0	$111,955	$0	$15,900	$0	$24,058	$0	$322,280	$0	$0	$0
Abraham Chacko
SEE SCHEDULE O	$13,907	$0	$0	$0	$115,442	$0	$15,900	$0	$3,937	$0	$149,186	$0	$0	$0
Carl Christensen
See Schedule O	$454,756	$0	$195,127	$0	$4,464	$0	$164,844	$0	$24,809	$0	$844,000	$0	$0	$0
Brad Copple
SEE SCHEDULE O	$290,266	$0	$129,805	$0	$45,467	$0	$36,760	$0	$29,001	$0	$531,299	$0	$0	$0
Mark Daniels MD
See Schedule O	$318,913	$0	$133,860	$0	$23,784	$0	$15,900	$0	$24,717	$0	$517,174	$0	$0	$0
Joseph Dant
SEE SCHEDULE O	$277,355	$0	$293,871	$0	$1,883	$0	$17,400	$0	$7,860	$0	$598,368	$0	$0	$0
Loren Foelske
SEE SCHEDULE O	$264,856	$0	$98,513	$0	$88,718	$0	$13,684	$0	$21,289	$0	$487,060	$0	$0	$0
Francis Fraher
SEE SCHEDULE O	$238,248	$0	$72,858	$0	$14,933	$0	$15,900	$0	$25,608	$0	$367,547	$0	$0	$0
David Hensley
SEE SCHEDULE O	$226,619	$0	$98,774	$0	$10,110	$0	$27,968	$0	$18,447	$0	$381,918	$0	$0	$0
John Hubbe
SEE SCHEDULE O	$130,099	$0	$250	$0	$4,115	$0	$10,144	$0	$31,002	$0	$175,610	$0	$0	$0
Daniel Kinsella
SEE SCHEDULE O	$0	$0	$0	$0	$433,387	$0	$8,543	$0	$17,973	$0	$459,903	$0	$0	$0
Michael Kokott
See Schedule O	$40,459	$0	$37,586	$0	$14,716	$0	$11,834	$0	$2,225	$0	$106,820	$0	$0	$0
David Mahvi MD
SEE SCHEDULE O	$315,892	$0	$0	$0	$199,875	$0	$15,900	$0	$0	$0	$531,667	$0	$0	$0
Denise Majeski
SEE SCHEDULE O	$233,559	$0	$110,851	$0	$18,088	$0	$15,900	$0	$11,764	$0	$390,162	$0	$0	$0
Dean Manheimer
See Schedule O	$548,577	$0	$383,911	$0	$301,624	$0	$223,861	$0	$26,472	$0	$1,484,445	$0	$0	$0
Peter McCanna
See Schedule O	$976,848	$0	$968,702	$0	$8,611,771	$0	$579,219	$0	$27,460	$0	$11,164,000	$0	$7,857,866	$0
Michele McClelland
SEE SCHEDULE O	$190,493	$0	$74,798	$0	$39,576	$0	$13,062	$0	$20,686	$0	$338,615	$0	$0	$0
Gary Noskin MD
See Schedule O	$399,164	$0	$203,800	$0	$23,933	$0	$41,238	$0	$26,701	$0	$694,837	$0	$0	$0
David Proulx
SEE SCHEDULE O	$0	$0	$0	$0	$178,108	$0	$0	$0	$0	$0	$178,108	$0	$0	$0
Elizabeth Rosenberg
See Schedule O	$583,659	$0	$451,213	$0	$9,984	$0	$250,311	$0	$33,573	$0	$1,328,741	$0	$0	$0
Marcy Rubic
SEE SCHEDULE O	$114,722	$0	$15,815	$0	$15,533	$0	$10,391	$0	$530	$0	$156,991	$0	$0	$0
Brian Walsh
See Schedule O	$343,419	$0	$149,893	$0	$50,035	$0	$15,900	$0	$27,499	$0	$586,746	$0	$0	$0
Jennifer Wooten Ierardi
See Schedule O	$238,665	$0	$93,427	$0	$508	$0	$15,900	$0	$25,790	$0	$374,290	$0	$0	$0

Supplemental Information Detail SupplementalInformationDetail (6 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule J, Part I, Line 8 INITIAL CONTRACT EXCEPTION	WHILE THERE ARE NO AMOUNTS REPORTED ON FORM 990, PART VII, FOR WHICH THE INITIAL CONTRACT EXCEPTION EXPRESSLY APPLIES, THE ORGANIZATION RESERVES THE RIGHT TO ASSERT AT ANY TIME THAT THE INITIAL CONTRACT EXCEPTION APPLIES TO AN AMOUNT PROVIDED A PERSON LISTED IN PART VII AND/OR ON SCHEDULE J.
Schedule J, Part I, Line 1a Health or social club dues or initiation fees	HEALTH CLUB DUES EMPLOYEES OF NORTHWESTERN LAKE FOREST HOSPITAL ARE OFFERED DISCOUNTED HEALTH AND FITNESS CLUB DUES AT LAKE FOREST HEALTH AND FITNESS INSTITUTE. THE AMOUNT OF THE DISCOUNT IS TREATED AS TAXABLE INCOME FOR EACH OF THE EMPLOYEES. MATTHEW J. FLYNN, MICHAEL G. ANKIN, MD, AND DENISE MAJESKI RECEIVED THIS BENEFIT. COUNTRY CLUB DUES COUNTRY CLUB DUES WERE REIMBURSED FOR CERTAIN KISHWAUKEE HEALTH EMPLOYEES. THIS AMOUNT IS TREATED AS TAXABLE INCOME FOR EACH OF THESE EMPLOYEES. BRAD COPPLE AND KEVIN POORTEN RECEIVED THIS BENEFIT.
Schedule J, Part I, Line 4a Severance or change-of-control payment	SEVERANCE PAYMENTS THE FOLLOWING PERSONS RECEIVED SEVERANCE PAYMENTS: ABRAHAM CHACKO, $95,104 DAVID PROULX, $178,108 MARCY RUBIC, $4,857 MICHELE MCCLELLAND, $8,663 NORMAN BOTSFORD, $143,530 CHANGE OF CONTROL PAYMENT THE FOLLOWING INDIVIDUALS HAD CHANGE OF CONTROL PROVISIONS IN THEIR EMPLOYMENT AGREEMENTS. THESE WERE TRIGGERED UPON THE ORGANIZATIONS AFFILIATION AND ARE BASED UPON A MULTIPLE OF THEIR SALARY AT THE TIME OF CHANGE. THE PAYMENTS WERE PAYABLE OVER THREE YEARS: 2014, 2015, AND 2016. THE AMOUNTS RECEIVED FOR 2016 ARE: BRIAN LEMON, $189,844 MAUREEN BRYANT, $142,383 JAMES GIBLIN, $180,352 DANIEL KINSELLA, $142,383
Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan	THERE ARE TWO DIFFERENT NONQUALIFIED DEFERRED COMPENSATION PLANS SPONSORED BY NORTHWESTERN MEMORIAL HEALTHCARE, WHICH PROVIDE SUPPLEMENTAL, COMPETITIVE RETIREMENT BENEFITS. THE EMPLOYER PAYS THE COST OF PARTICIPATION, AND THE BENEFITS AND CONTRIBUTIONS ARE SUBJECT TO A SUBSTANTIAL RISK OF FORFEITURE BASED ON THE COMPLETION OF SUBSTANTIAL FUTURE SERVICE REQUIREMENTS. THE AMOUNTS EARNED BY PARTICIPANTS FLUCTUATE FROM YEAR TO YEAR BASED ON A VARIETY OF FACTORS INCLUDING CHANGES IN MARKET INTEREST RATES. PLAN A JULIA CREAMER IS VESTED IN A NON-QUALIFIED PLAN. AS SUCH, ANY CONTRIBUTIONS ARE TAXED CURRENTLY AND THERE IS NO DEFERRED COMPONENT. THE CURRENT YEAR CONTRIBUTION AMOUNT IS $699,017. DEAN HARRISON IS VESTED IN A NON-QUALIFIED RETIREMENT PLAN. AS SUCH, ANY CONTRIBUTIONS ARE TAXED CURRENTLY AND THERE IS NO DEFERRED COMPONENT. THE CURRENT YEAR CONTRIBUTION AMOUNT IS $622,732. DEAN MANHEIMER IS VESTED IN A NON-QUALIFIED RETIREMENT PLAN. AS SUCH, ANY CONTRIBUTIONS ARE TAXED CURRENTLY AND THERE IS NO DEFERRED COMPONENT. THE CURRENT YEAR CONTRIBUTION AMOUNT IS $208,516. PETER MCCANNA BECAME VESTED DURING THE YEAR BEING REPORTED (2016) IN A SUPPLEMENTAL NON-QUALIFIED RETIREMENT PLAN. THE AMOUNT VESTED AND TAXED IN 2016, WHICH WAS EARNED OVER MANY YEARS OF SERVICE FOR THE ORGANIZATION, AND WHICH WAS ALMOST ENTIRELY REPORTED ON PRIOR FORM 990S AS THE AMOUNTS WERE BEING EARNED (BUT NOT YET VESTED), WAS $7,857,866. PLAN B THE FOLLOWING EMPLOYEES ARE VESTED IN THE PLAN AND THEREFORE THE CURRENT YEAR CONTRIBUTIONS ARE REPORTED AS COMPENSATION ON THE W-2: MICHAEL ANKIN, $22,272 MAUREEN BRYANT, $24,024 JULIA CREAMER, $72,000 JAMES DECHENE, $106,896 STEPHEN FALK, $78,480 FRANCIS FRAHER, $11,680 DEAN HARRISON, $303,600 BRIAN LEMON, $31,530 DENISE MAJESKI, $14,172 DEAN MANHEIMER, $66,000 DANAE PROUSIS, $56,316 BRIAN WALSH, $39,714 KATHLEEN YOSKO, $24,000 DOUGLAS YOUNG, $54,408 THE FOLLOWING EMPLOYEES ARE NOT VESTED IN THE PLAN, AND FOR SUCH EMPLOYEES THE CURRENT YEAR EARNED AMOUNT (WHICH REMAINS AT RISK BECAUSE OF THE REQUIREMENT OF SUBSTANTIAL FUTURE SERVICES) WAS: JAMES ADAMS, $42,000 ROGER BELL, $18,000 HOWARD CHRISMAN, $36,000 CARL CHRISTENSEN, $148,944 JOSEPH DANT, $17,400 MATTHEW FLYNN, $40,200 JAMES GIBLIN, $85,056 DAVID HENSLEY, $13,884 THOMAS MCAFEE, $102,960 PETER MCCANNA, $102,960 GARY NOSKIN, $25,338 JOHN ORSINI, $130,200 ELIZABETH ROSENBERG, $106,200 MAUREEN TAUS, $18,000 PATRICK TOWNE, $22,758 MICHAEL VIVODA, $189,600
Schedule J, Part I, Line 5a Compensation contingent on revenues of the organization	CERTAIN LISTED INDIVIDUALS ARE EMPLOYED AS PHYSICIANS. THE COMPENSATION LISTED IN SCHEDULE J IS PROVIDED SOLELY IN CONNECTION WITH THEIR EMPLOYMENT AS PHYSICIANS, AND IS IN PART BASED ON REVENUES ASSOCIATED WITH THEIR PERSONALLY PERFORMED SERVICES. THE COMPENSATION LISTED IS FOR THE CLINICAL AND ADMINISTRATIVE SERVICES PROVIDED WITHIN THE NORTHWESTERN MEMORIAL HEALTHCARE GROUP. THE MAJORITY OF THESE PHYSICIANS ARE ALSO COMPENSATED BY AN UNRELATED ORGANIZATION (NORTHWESTERN UNIVERSITY FEINBERG SCHOOL OF MEDICINE) THROUGH A COMMON PAYMASTER FOR THEIR ACADEMIC AND RESEARCH EFFORTS. THE COMPENSATION LISTED IN SCHEDULE J DOES NOT INCLUDE ACADEMIC AND RESEARCH COMPENSATION FROM THE UNRELATED ORGANIZATION.
Schedule J, Part I, Line 7 Non-fixed payments	THE BONUS AND INCENTIVE COMPENSATION AMOUNTS LISTED IN COLUMN (B)(II) FOR ALL LISTED INDIVIDUALS WERE DETERMINED USING A SPECIFIED FORMULA. THIS FORMULA AND THE CALCULATION OF THEIR ANNUAL BONUS IS BASED ON TWO COMPONENTS: THE EMPLOYEE'S TITLE/POSITION (STAFF, MANAGER, DIRECTOR, VP, ETC.) AND THE DEGREE TO WHICH ESTABLISHED PERFORMANCE GOALS WERE ACHIEVED. INCENTIVE COMPENSATION AMOUNTS ARE AT RISK AND ARE NOT PAID UNLESS THERE IS EXCEPTIONAL INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE IN ACCORDANCE WITH SUBSTANTIAL PRE-APPROVED GOALS. THE INCENTIVE COMPENSATION LISTED FOR CERTAIN PHYSICIANS IS FOR PERSONAL PROFESSIONAL PRODUCTIVITY AND FOR PERFORMANCE IN IMPROVING THE QUALITY OF PATIENT CARE.

Schedule K IRS990ScheduleK

Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)

Bond ReferenceBondReferenceCd	Bond Issuer EINBondIssuerEIN	CUSIPCUSIPNum	Bond IssuedBondIssuedDt	Issue PriceIssuePriceAmt	PurposePurposeDesc	DefeasedDefeasedInd	On Behalf Of IssuerOnBehalfOfIssuerInd	Pool FinancingPoolFinancingInd
ILLINOIS FINANCE AUTHORITY
A	861091967	45200FBZ1	2007-12-19	$214,500,000	REFUND BONDS ISSUED 05/27/2004	false	false	false
ILLINOIS FINANCE AUTHORITY
B	861091967	45200FTB5	2009-01-13	$207,360,000	REFUND BONDS ISSUED 05/27/2004	false	false	false
ILLINOIS FINANCE AUTHORITY
C	861091967	45200FWW5	2009-04-09	$470,335,841	SEE SUPPLEMENTAL INFORMATION P VI	Yes (true)	false	false
ILLINOIS FINANCE AUTHORITY
D	861091967	45200FXQ7	2009-05-06	$88,395,058	BED PAVILION, ROUTINE & WORKING CAPITAL AND REFUND SERIES 2004 B & C BONDS	false	false	false

Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)

Bond ReferenceBondReferenceCd	RetiredRetiredAmt	Total ProceedsTotalProceedsAmt	Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt	Other Spent ProceedsOtherSpentProceedsAmt	Substantial CompletionSubstantialCompletionYr	Current RefundingCurrentRefundingInd	Advance RefundingAdvanceRefundingInd	Final Allocation MadeFinalAllocationMadeInd	Adequate Books And Rec MaintAdequateBooksAndRecMaintInd	Credit EnhancementCreditEnhancementAmt	Bond DefeasedBondDefeasedAmt	Capitalized InterestCapitalizedInterestAmt	Capital ExpendituresCapitalExpendituresAmt
A	$9,800,000	$269,866,112	$1,871,062	$267,995,050	2007	false	Yes (true)	Yes (true)	Yes (true)
B	$133,110,000	$207,360,000	$1,985,000	$205,350,000	2007	Yes (true)	false	Yes (true)	Yes (true)	$25,000
C	$140,875,841	$470,335,841	$5,350,841	$464,985,000	2002	Yes (true)	false	Yes (true)	Yes (true)		$48,685,000
D	$5,835,000	$88,605,393			2010	false	false	Yes (true)	Yes (true)			$9,061,071	$79,544,322

Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)

Bond ReferenceBondReferenceCd	Owning Bond Financed PropertyOwningBondFinancedPropertyInd	Any Lease ArrangementsAnyLeaseArrangementsInd	Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd	Engage Bond Counsel ContractsEngageBondCounselContractsInd	Any Research AgreementsAnyResearchAgreementsInd	Engage Bond Counsel ResearchEngageBondCounselResearchInd	Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd	Change In Use Bond Financed PropChangeInUseBondFinancedPropInd	Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd
A	false	false	Yes (true)	Yes (true)	Yes (true)	Yes (true)	false	false	Yes (true)
B	false	false	Yes (true)	Yes (true)	Yes (true)	Yes (true)	false	false	Yes (true)
C	false	false	Yes (true)	Yes (true)	Yes (true)	Yes (true)	false	false	Yes (true)
D	false	false	false		false		false	false	Yes (true)

Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)

Bond ReferenceBondReferenceCd	Form8038 T FiledForm8038TFiledInd	Variable Rate IssueVariableRateIssueInd	Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd	Term Of HedgeTermOfHedgePct	Superintegrated HedgeSuperintegratedHedgeInd	Hedge TerminatedHedgeTerminatedInd	Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd	Regulatory Safe Harbor StsfdRegulatorySafeHarborStsfdInd	Gross Proceeds InvestedGrossProceedsInvestedInd	Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd	Rebate Not Due YetRebateNotDueYetInd	Exception To RebateExceptionToRebateInd	No Rebate DueNoRebateDueInd
JPMORGAN & UBS
A	Yes (true)	Yes (true)	Yes (true)	34.7	false	false	false	false	Yes (true)	Yes (true)
(no name)
B	false	Yes (true)	false				false		false	Yes (true)	false	Yes (true)	false
(no name)
C	false	false	false				false		false	Yes (true)	false	Yes (true)	false
(no name)
D	false	false	false				false		false	Yes (true)	false	false	Yes (true)

Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)

Bond ReferenceBondReferenceCd	Procedures Corrective ActionProceduresCorrectiveActionInd
A	Yes (true)
B	Yes (true)
C	Yes (true)
D	Yes (true)

Supplemental Information Detail SupplementalInformationDetail (7 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule K, Part I, Column (f) LINE C, COLUMN F	Refund series 1995, 2004B, 2007B, 2008A&B
Schedule K, Part I, Column (f) LINE D, COLUMN F	Bed pavilion, routine & working capital
Schedule K, Part I, Column (f) LINE A, COLUMN F, GROUP II	Bed pavilion, routine & working capital and refund series 2004 B&C
Schedule K, Part I, Column (f) LINE D, COLUMN F, GROUP II	Refund series 2009B, reimburse for the construction of health facilities
Schedule K, Part I, Column (f) LINE A, COLUMN F, GROUP III	Refund series 1993 bonds, reimburse for maternity expansion and ICU addition
Schedule K, Part IV, Line 2c COLUMN D	Issuer name: ILLINOIS FINANCE AUTHORITY The calculation for computing no rebate due was performed on 06/12/2014
Schedule K, Part IV, Line 2c COLUMN A	Issuer name: ILLINOIS FINANCE AUTHORITY The calculation for computing no rebate due was performed on 12/29/2014

Schedule K IRS990ScheduleK

Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)

Bond ReferenceBondReferenceCd	Bond Issuer EINBondIssuerEIN	CUSIPCUSIPNum	Bond IssuedBondIssuedDt	Issue PriceIssuePriceAmt	PurposePurposeDesc	DefeasedDefeasedInd	On Behalf Of IssuerOnBehalfOfIssuerInd	Pool FinancingPoolFinancingInd
ILLINOIS FINANCE AUTHORITY
A	861091967	45200FE21	2009-11-18	$241,070,419	SEE SUPPLEMENTAL INFORMATION	false	false	false
ILLINOIS FINANCE AUTHORITY
B	861091967		2011-08-05	$127,150,000	REFUND SERIES 2004A BONDS	false	false	false
ILLINOIS FINANCE AUTHORITY
C	861091967		2011-08-24	$58,415,000	REFUND SERIES 2008 BONDS	false	false	false
ILLINOIS FINANCE AUTHORITY
D	861091967	45203HPT3	2013-02-27	$119,589,286	SEE SUPPLEMENTAL INFORMATION	false	false	false

Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)

Bond ReferenceBondReferenceCd	RetiredRetiredAmt	Total ProceedsTotalProceedsAmt	Capitalized InterestCapitalizedInterestAmt	Working Capital ExpendituresWorkingCapitalExpendituresAmt	Capital ExpendituresCapitalExpendituresAmt	Other Spent ProceedsOtherSpentProceedsAmt	Substantial CompletionSubstantialCompletionYr	Current RefundingCurrentRefundingInd	Advance RefundingAdvanceRefundingInd	Final Allocation MadeFinalAllocationMadeInd	Adequate Books And Rec MaintAdequateBooksAndRecMaintInd	Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt
A	$24,670,000	$241,737,003	$21,188,809	$5,527,050	$112,884,717	$102,136,427	2012	Yes (true)	false	Yes (true)	Yes (true)
B	$10,850,000	$127,150,000				$127,150,000	2006	Yes (true)	false	Yes (true)	Yes (true)
C	$1,820,000	$58,415,000				$58,415,000	2011	Yes (true)	false	Yes (true)	Yes (true)
D		$119,738,878			$65,004,825	$53,066,650	2011	false	Yes (true)	Yes (true)	Yes (true)	$1,667,403

Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)

Bond ReferenceBondReferenceCd	Owning Bond Financed PropertyOwningBondFinancedPropertyInd	Any Lease ArrangementsAnyLeaseArrangementsInd	Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd	Any Research AgreementsAnyResearchAgreementsInd	Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd	Change In Use Bond Financed PropChangeInUseBondFinancedPropInd	Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd	Engage Bond Counsel ContractsEngageBondCounselContractsInd	Engage Bond Counsel ResearchEngageBondCounselResearchInd	Private Bus Use By OthersPrivateBusUseByOthersPct	Private Bus Concerning UBIPrivateBusConcerningUBIPct
A	false	false	false	false	false	false	Yes (true)
B	false	false	Yes (true)	Yes (true)	false	false	Yes (true)	Yes (true)	Yes (true)
C	false	false	Yes (true)	Yes (true)	false	false	Yes (true)	Yes (true)	Yes (true)
D	false	false	Yes (true)	Yes (true)	false	false	Yes (true)	Yes (true)	Yes (true)	0.0	0.0

Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)

Bond ReferenceBondReferenceCd	Form8038 T FiledForm8038TFiledInd	Rebate Not Due YetRebateNotDueYetInd	Exception To RebateExceptionToRebateInd	No Rebate DueNoRebateDueInd	Variable Rate IssueVariableRateIssueInd	Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd	Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd	Gross Proceeds InvestedGrossProceedsInvestedInd	Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd
A	false	false	false	Yes (true)	false	false	false	Yes (true)	Yes (true)
B	false	false	Yes (true)	false	Yes (true)	false	false	false	Yes (true)
C	false	false	Yes (true)	false	false	false	false	false	Yes (true)
D	false	Yes (true)	false	false	false	false	false	false	Yes (true)

Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)

Bond ReferenceBondReferenceCd	Procedures Corrective ActionProceduresCorrectiveActionInd
A	Yes (true)
B	Yes (true)
C	Yes (true)
D	Yes (true)

Schedule K IRS990ScheduleK

Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (2 entries)

Bond ReferenceBondReferenceCd	Bond Issuer EINBondIssuerEIN	CUSIPCUSIPNum	Bond IssuedBondIssuedDt	Issue PriceIssuePriceAmt	PurposePurposeDesc	DefeasedDefeasedInd	On Behalf Of IssuerOnBehalfOfIssuerInd	Pool FinancingPoolFinancingInd
ILLINOIS FINANCE AUTHORITY
A	861091967	45200PWC7	2003-07-17	$47,775,000	SEE SUPPLEMENTAL INFORMATION PART VI	false	false	false
ILLINOIS FINANCE AUTHORITY
B	861091967		2015-03-02	$12,300,000	BUILDING ACQUISITION	false	false	false

Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (2 entries)

Bond ReferenceBondReferenceCd	RetiredRetiredAmt	Total ProceedsTotalProceedsAmt	Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt	Credit EnhancementCreditEnhancementAmt	Capital ExpendituresCapitalExpendituresAmt	Other Spent ProceedsOtherSpentProceedsAmt	Substantial CompletionSubstantialCompletionYr	Current RefundingCurrentRefundingInd	Advance RefundingAdvanceRefundingInd	Final Allocation MadeFinalAllocationMadeInd	Adequate Books And Rec MaintAdequateBooksAndRecMaintInd
A	$27,825,000	$51,518,294	$651,936	$1,167,763	$14,133,312	$35,565,283	2003	Yes (true)	false	Yes (true)	Yes (true)
B	$1,141,815	$12,300,000			$12,300,000		2015	false	false	Yes (true)	Yes (true)

Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (2 entries)

Bond ReferenceBondReferenceCd	Owning Bond Financed PropertyOwningBondFinancedPropertyInd	Any Lease ArrangementsAnyLeaseArrangementsInd	Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd	Any Research AgreementsAnyResearchAgreementsInd	Total Private Business UseTotalPrivateBusinessUsePct	Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd	Change In Use Bond Financed PropChangeInUseBondFinancedPropInd	Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd
A	false	false	false	false	0.0	false	false	Yes (true)
B	false	Yes (true)	false	false	0.0	false	false	Yes (true)

Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (2 entries)

Bond ReferenceBondReferenceCd	Form8038 T FiledForm8038TFiledInd	Rebate Not Due YetRebateNotDueYetInd	Exception To RebateExceptionToRebateInd	No Rebate DueNoRebateDueInd	Variable Rate IssueVariableRateIssueInd	Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd	Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd	Gross Proceeds InvestedGrossProceedsInvestedInd	Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd
A	false	false	Yes (true)	false	false	false	false	Yes (true)	Yes (true)
B	false	Yes (true)	false	false	false	false	false	false	Yes (true)

Procedures Corrective Action ProceduresCorrectiveActionGrp (2 entries)

Bond ReferenceBondReferenceCd	Procedures Corrective ActionProceduresCorrectiveActionInd
A	Yes (true)
B	Yes (true)

Schedule L IRS990ScheduleL

Loans Btwn Org Interested Prsn LoansBtwnOrgInterestedPrsnGrp (2 entries)

Relationship With OrgRelationshipWithOrgTxt	Loan PurposeLoanPurposeTxt	Loan From OrganizationLoanFromOrganizationInd	Original PrincipalOriginalPrincipalAmt	Balance DueBalanceDueAmt	DefaultDefaultInd	Board Or Committee ApprovalBoardOrCommitteeApprovalInd	Written AgreementWrittenAgreementInd
MALCOLM DECAMP
FORMER DIRECTOR	RECRUITMENT	Yes (X)	$300,000	$45,000	false	false	Yes (true)
JOACQUIN BRIEVA
FORMER DIRECTOR	RETENTION	Yes (X)	$50,000	$20,000	false	false	Yes (true)

Field	Value	IRS element (for citing)
Total Balance Due	$65,000	TotalBalanceDueAmt

Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (6 entries)

Relationship DescriptionRelationshipDescriptionTxt	TransactionTransactionAmt	TransactionTransactionDesc	Sharing Of RevenuesSharingOfRevenuesInd
JAMES TOWNE
JAMES TOWNE, EMPLOYEE OF THE ORG AND BROTHER OF PATRICK TOWNE, A DIRECTOR OF CDPG	$262,039	EMPLOYEE	false
WILLIAM TOWNE
WILLIAM TOWNE, EMPLOYEE OF THE ORG AND BROTHER OF PATRICK TOWNE, A DIRECTOR OF CDPG	$560,348	EMPLOYEE	false
PAUL BOTSFORD
PAUL BOTSFORD, EMPLOYEE OF THE ORG AND THE SON OF NORMAN BOTSFORD, A FORMER OFFICER OF NMG	$74,076	EMPLOYEE	false
MEDLINE
CHARLES N. MILLS, A DIRECTOR NLFH, INDIRECTLY OWNS A GREATER THAN 35% INTEREST	$1,041,138	MEDICAL PRODUCTS	false
CHRISTINE E ENGLEHART
CHRISTINE E. ENGLEHART, EMPLOYEE OF THE ORG AND DAUGHTER OF ERIK ENGLEHART, M.D., A DIRECTOR OF KCH	$74,008	EMPLOYEE	false
Hailey Orsini
HAILEY ORSINI, EMPLOYEE OF NMHC AND DAUGHTER OF JOHN ORSINI, CURRENT DIRECTOR OF NMHC	$14,483	EMPLOYEE	false

Schedule M IRS990ScheduleM

Securities Publicly Traded SecuritiesPubliclyTradedGrp

Field	Value	IRS element (for citing)
Non Cash Checkbox	Yes (X)	NonCashCheckboxInd
Contribution	44	ContributionCnt
Noncash Contributions Rpt F990	$950,829	NoncashContributionsRptF990Amt
Method Of Determining Revenues	Market value	MethodOfDeterminingRevenuesTxt

Field	Value	IRS element (for citing)
Form8283 Received	0	Form8283ReceivedCnt
Any Property That Must Be Held	false	AnyPropertyThatMustBeHeldInd
Review Process Unusual NC Gifts	Yes (true)	ReviewProcessUnusualNCGiftsInd
Third Parties Used	Yes (true)	ThirdPartiesUsedInd

Supplemental Information Detail SupplementalInformationDetail (3 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Schedule M, Part I, Line 31 GIFT ACCEPTANCE POLICY	MEMBERS OF THE NORTHWESTERN MEMORIAL HEALTHCARE GROUP HAVE A GIFT ACCEPTANCE POLICY THAT REQUIRES THE REVIEW OF GIFTS OF REAL OR PERSONAL PROPERTY AND OTHER NON-STANDARD CONTRIBUTIONS. ALL GIFTS MUST BE FULLY CONSISTENT WITH THE MISSION AND OBJECTIVES OF NORTHWESTERN MEMORIAL HEALTHCARE. ALL GIFTS OF PERSONAL PROPERTY VALUED AT $5,000 OR MORE, REAL ESTATE, LIFE INSURANCE, OTHER ASSETS, NON-PUBLICLY TRADED SECURITIES, OTHER INCOME PRODUCING ASSETS, CONTINGENT BEQUESTS AND OTHER NON-STANDARD CONTRIBUTIONS REQUIRE APPROVAL BY NORTHWESTERN MEMORIAL HEALTHCARE GROUP'S MEMBER EXECUTIVE COMMITTEE PRIOR TO ACCEPTANCE.
Schedule M, Part I Column (b)	The amount in column (b) represents the number of contributions during the period.
Schedule M, Part I, Line 32b Third parties used to solicit, process, or sell noncash contributions	MEMBERS OF THE NORTHWESTERN MEMORIAL HEALTHCARE GROUP DO NOT USE THIRD PARTIES TO SOLICIT OR PROCESS NONCASH CONTRIBUTIONS. HOWEVER THIRD PARTIES ARE USED TO SELL CONTRIBUTIONS OF REAL OR PERSONAL PROPERTY.

Schedule O IRS990ScheduleO

Supplemental Information Detail SupplementalInformationDetail (262 entries)

Form And Line ReferenceFormAndLineReferenceDesc	ExplanationExplanationTxt
Form 990, Part I, Line 1 Mission Statement	PEOPLE SEEKING QUALITY HEALTHCARE. WITH A MISSION-DRIVEN COMMITMENT TO PROVIDING QUALITY MEDICAL CARE, REGARDLESS OF THE PATIENTS' ABILITY TO PAY, NMHC MAINTAINS ITS DEDICATION TO IMPROVE THE HEALTH OF THE MOST MEDICALLY UNDERSERVED MEMBERS OF OUR COMMUNITY BY: 1. PROVIDING MORE THAN $831.9 MILLION IN COMMUNITY BENEFIT IN FISCAL YEAR 2017 INCLUDING CHARITY CARE, OTHER UNREIMBURSED CARE, RESEARCH, EDUCATION AND OTHER COMMUNITY ACTIVITIES; 2. SUPPORTING THOSE RECENTLY INSURED UNDER THE AFFORDABLE CARE ACT (ACA) AND MEDICAID EXPANSION BY CONTINUING TO PROVIDE MEDICALLY NECESSARY HEALTHCARE AND ASSISTING PATIENTS IN DETERMINING ELIGIBILITY AND UNDERSTANDING COVERAGE AND PROVIDER NETWORKS IN THE CHANGING FACE OF HEALTHCARE; 3. PROVIDING $128.8 MILLION IN FUNDING FOR RESEARCH AND MEDICAL EDUCATION IN FISCAL YEAR 2017, INCLUDING PARTICIPATING IN MORE THAN 4,500 CLINICAL RESEARCH STUDIES AND TRAINING MORE THAN 1,100 MEDICAL STUDENTS, RESIDENTS AND FELLOWS; 4. EXPANDING ACCESS TO HEALTHCARE SERVICES THROUGH ESTABLISHMENT OF PRIMARY CARE IN THE COMMUNITY, PARTNERING WITH COMMUNITY-BASED ORGANIZATIONS DETERMINED TO INCREASE ACCESS TO CARE, CONNECTING PATIENTS WITH MEDICAL HOMES, UNDERWRITING MEDICALLY NECESSARY DIAGNOSTIC SPECIALTY CARE, DEVELOPING TARGETED PROGRAMS TO HELP INDIVIDUALS BETTER MANAGE PREVALENT CHRONIC CONDITIONS AND SUPPORTING VOLUNTEER EFFORTS; 5. PARTICIPATING IN COMMUNITY-BASED HEALTH INITIATIVES AIMED AT PROMOTING HEALTHY LIFESTYLES TO REDUCE RISK FACTORS FOR HEART DISEASE, STROKE, CARDIOVASCULAR DISEASE AND OTHER CHRONIC DISEASES, PROMOTING MATERNAL CHILD HEALTH, ADDRESSING MENTAL HEALTH AND SUBSTANCE ABUSE, PROMOTING INDEPENDENCE IN INDIVIDUALS WITH DISABILITIES AND REDUCING VIOLENCE. MANY THAT WE HAVE TRADITIONALLY CARED FOR IN OUR COMMUNITIES GAINED ACCESS TO COVERAGE THROUGH HEALTHCARE INSURANCE PLANS OFFERED UNDER THE ACA - EITHER THROUGH THE LAW'S MEDICAID EXPANSION OR THE HEALTH INSURANCE MARKETPLACE - THUS REDUCING THE TOTAL COST OF CHARITY CARE PROVIDED UNDER OUR FINANCIAL ASSISTANCE PROGRAMS. BAD DEBT IS DRIVEN IN PART BY PATIENTS UNDER ACTIVE TREATMENT WHO ENCOUNTERED NETWORK RESTRICTIONS OR CHANGES IN COVERAGE LIMITS WHEN THEY GAINED COVERAGE UNDER THESE PLANS. NMHC CONTINUED TO PROVIDE CARE FOR THESE PATIENTS EVEN IF NOT REIMBURSABLE, CONTRIBUTING TO THE COST OF BAD DEBT. ALSO, DRIVEN BY THE CONTINUED PARTICIPATION OF NMHC ENTITIES IN ILLINOIS' MEDICAID PROGRAM AND THE INCREASED NUMBER OF MEDICAID PATIENTS CARED FOR AS A RESULT OF THE ACA, THE TOTAL COST OF CHARITY CARE PROVIDED TO GOVERNMENT SPONSORED MEDICAID AND MEDICARE PROGRAMS INCREASED IN FISCAL YEAR 2017. NMHC IS POSITIONED TO ADVANCE GROUNDBREAKING WORK THAT CAN ONLY BE ACCOMPLISHED WITH THE RESOURCES OF AN INTEGRATED ACADEMIC MEDICAL HEALTH SYSTEM. AS AN INTEGRATED ACADEMIC MEDICAL HEALTH SYSTEM, NMHC CAN TAKE ACTION BEYOND PROVIDING CLINICAL CARE. WORKING WITH SCIENTISTS AND EXPERTS IN PUBLIC HEALTH, WE ARE STRIVING TO DETERMINE ROOT CAUSES AND DEVELOP SOLUTIONS TO ERADICATE SOME OF THE MOST WIDESPREAD, GROWING AND COMPLEX PUBLIC HEALTH ISSUES FACING THE UNITED STATES TODAY - FROM CHRONIC DISEASES INCLUDING CARDIOVASCULAR DISEASE, CANCER AND DIABETES, TO THE UNDERLYING CAUSES OF OBESITY, POOR MENTAL HEALTH AND PERSISTENT VIOLENCE IN OUR COMMUNITIES. NMHC SUPPORTS SOME OF THE NATION'S MOST ADVANCED RESEARCH PROGRAMS, LED BY PHYSICIAN SCIENTISTS AT FEINBERG, WHO ARE PUSHING THE BOUNDARIES OF SCIENCE AND MEDICINE THROUGH NATIONALLY RECOGNIZED RESEARCH PROGRAMS AS WELL AS ENTIRELY NEW SCIENTIFIC DISCIPLINES THAT ARE PIONEERING DIRECTIONS FOR PREVENTING AND CURING DISEASE. NMHC IS A GROWING, NATIONALLY RECOGNIZED HEALTH SYSTEM THAT PROVIDES ACCESS TO WORLD-CLASS CARE ONE PATIENT AT A TIME AT MORE THAN 100 LOCATIONS, INCLUDING ITS SEVEN HOSPITALS THROUGHOUT CHICAGO, ITS NORTH AND WEST SUBURBS AND NORTHERN ILLINOIS. MORE THAN 24,000 PHYSICIANS,NURSES, STAFF AND VOLUNTEERS PROVIDED CARE FOR MORE THAN 88,000 INPATIENT ADMISSIONS AND MORE THAN 2.3 MILLION OUTPATIENT ENCOUNTERS IN FISCAL YEAR 2017. THE GEOGRAPHICAL REACH OF NMHC MEETS THE GROWING DEMAND FOR QUALITY HEALTHCARE CLOSE TO WHERE PEOPLE LIVE AND WORK. OUR PATIENTS HAVE ACCESS TO EVIDENCE-BASED MEDICINE AND RESEARCH THAT IS TRANSLATED TO CLINICAL PRACTICE, OFFERING NEW HOPE THROUGH LEADING-EDGE APPROACHES TO HEALTH,WELLNESS AND DISEASE. THE NMHC MEDICAL STAFF OF MORE THAN 4,200 INCLUDES MORE THAN 1,100 RESIDENTS AND FELLOWS AND MORE THAN 1,800 EMPLOYED PHYSICIANS WHO ARE PART OF NMG, RMG, KMG OR MMG. FOR GENERATIONS, NMHC HOSPITALS AND HEALTHCARE ORGANIZATIONS HAVE SERVED THE VITAL ROLE OF PROVIDING TRUSTED MEDICAL CARE IN THEIR COMMUNITIES. THEY HAVE CONTINUALLY EXPANDED IN RESPONSE TO THE NEEDS OF THEIR COMMUNITIES, PROVIDING ACCESS TO MEDICALLY NECESSARY CARE, REGARDLESS OF THE PATIENT'S ABILITY TO PAY.
Form 990, Part III, Line 1 PROGRAM MISSION	WITH A MISSION-DRIVEN COMMITMENT TO PROVIDING QUALITY MEDICAL CARE, REGARDLESS OF THE ABILITY TO PAY, NMHC MAINTAINS ITS DEDICATION TO IMPROVE THE HEALTH OF THE MOST MEDICALLY UNDERSERVED MEMBERS OF OUR COMMUNITY BY: 1. PROVIDING APPROXIMATELY $832 MILLION IN COMMUNITY BENEFIT IN FISCAL YEAR 2017 INCLUDING CHARITY CARE, OTHER UNREIMBURSED CARE, RESEARCH, EDUCATION AND OTHER COMMUNITY ACTIVITIES 2. SUPPORTING THOSE NEWLY INSURED UNDER THE AFFORDABLE CARE ACT (ACA) BY CONTINUING TO PROVIDE MEDICALLY NECESSARY HEALTH CARE, AND ASSISTING PATIENTS IN UNDERSTANDING THEIR COVERAGE AND PROVIDER NETWORKS 3. PROVIDING APPROXIMATELY $129 MILLION IN FUNDING FOR RESEARCH AND MEDICAL EDUCATION IN FISCAL YEAR 2017, INCLUDING PARTICIPATING IN MORE THAN 4,500 CLINICAL RESEARCH STUDIES AND TRAINING MORE THAN 1,100 MEDICAL STUDENTS, RESIDENTS AND FELLOWS 4. EXPANDING ACCESS TO HEALTHCARE SERVICES THROUGH ESTABLISHMENT OF PRIMARY CARE IN THE COMMUNITY, UNDERWRITING MEDICALLY NECESSARY DIAGNOSTIC SPECIALTY CARE, DEVELOPING TARGETED PROGRAMS TO HELP INDIVIDUALS BETTER MANAGE CONDITIONS SUCH AS DIABETES AND BREAST HEALTH; AND THROUGH VOLUNTEER EFFORTS 5. PARTICIPATING IN COMMUNITY-BASED HEALTH INITIATIVES AIMED AT PROMOTING HEALTHY LIFESTYLES TO REDUCE RISK FACTORS FOR HEART DISEASE AND STROKE AND REDUCE RATES OF OBESITY, HELPING PATIENTS BETTER MANAGE CHRONIC DISEASE AND REDUCING VIOLENCE. MANY IN OUR COMMUNITIES GAINED ACCESS TO CARE THROUGH HEALTHCARE INSURANCE PLANS OFFERED UNDER THE ACA BEGINNING IN FISCAL YEAR 2014, REDUCING THE TOTAL COST OF CARE PROVIDED UNDER OUR CHARITY CARE PROGRAMS. HOWEVER, AS OUR PATIENTS TRANSITIONED TO COVERAGE OR EXPERIENCED UNEXPECTED RESTRICTIONS IN NETWORKS OR CHANGES IN COVERAGE LIMITS FROM YEAR TO YEAR, NMHC CONTINUED TO PROVIDE CARE NOT REIMBURSABLE UNDER THE NEW ACA PLANS, CONTRIBUTING TO THE COST OF BAD DEBT, WHICH INCREASED IN FY17. NMHC IS POSITIONED TO ADVANCE GROUNDBREAKING WORK THAT CAN ONLY BE ACCOMPLISHED WITH THE RESOURCES OF AN AMC AND ACADEMIC MEDICAL HEALTH SYSTEM. AS AN ACADEMIC MEDICAL HEALTH SYSTEM, NMHC CAN TAKE ACTION BEYOND PROVIDING CLINICAL CARE. WORKING WITH SCIENTISTS AND EXPERTS IN PUBLIC HEALTH WE ARE STRIVING TO DETERMINE ROOT CAUSES AND DEVELOP SOLUTIONS TO ERADICATE SOME OF THE MOST WIDESPREAD, GROWING AND COMPLEX PUBLIC HEALTH ISSUES FACING THE UNITED STATES TODAY - FROM DIABETES, OBESITY, CANCER AND HEART DISEASE TO PERSISTENT VIOLENCE IN OUR COMMUNITIES. NMHC SUPPORTS SOME OF THE NATION'S MOST ADVANCED RESEARCH PROGRAMS, LED BY PHYSICIAN SCIENTISTS AT FEINBERG, WHO ARE DRIVING THE BOUNDARIES OF SCIENCE AND MEDICINE THROUGH NATIONALLY RECOGNIZED RESEARCH PROGRAMS AS WELL AS ENTIRELY NEW SCIENTIFIC DISCIPLINES THAT ARE PIONEERING DIRECTIONS FOR PREVENTING AND CURING DISEASE. NMHC IS A GROWING, NATIONALLY RECOGNIZED HEALTH SYSTEM THAT PROVIDES WORLD-CLASS CARE AT MORE THAN 100 LOCATIONS AND ITS SEVEN HOSPITALS THROUGHOUT CHICAGO AND THE NORTH AND WEST SUBURBS, ONE PATIENT AT A TIME. MORE THAN 24,000 PHYSICIANS, NURSES, STAFF AND VOLUNTEERS PROVIDED CARE FOR MORE THAN 88,000 INPATIENT ADMISSIONS AND NEARLY TWO MILLION OUTPATIENT REGISTRATIONS IN FISCAL YEAR 2017. THE GEOGRAPHICAL REACH OF NMHC MEETS THE GROWING DEMAND FOR QUALITY HEALTHCARE CLOSE TO WHERE PEOPLE LIVE AND WORK. OUR PATIENTS HAVE ACCESS TO EVIDENCE-BASED MEDICINE AND RESEARCH THAT IS TRANSLATED TO CLINICAL PRACTICE, OFFERING NEW HOPE THROUGH LEADING-EDGE APPROACHES TO HEALTH, WELLNESS AND DISEASE. THE NMHC MEDICAL STAFF OF MORE THAN 4,200 INCLUDES MORE THAN 1,100 RESIDENTS AND FELLOWS AND NEARLY 1,800 EMPLOYED PHYSICIANS WHO ARE PART OF THE NMG OR RMG. FOR GENERATIONS, NMHC HOSPITALS AND HEALTHCARE ORGANIZATIONS HAVE SERVED THE VITAL ROLE OF PROVIDING TRUSTED MEDICAL CARE IN THEIR COMMUNITIES. THEY HAVE CONTINUALLY EXPANDED IN RESPONSE TO THE NEEDS OF THEIR COMMUNITIES, PROVIDING ACCESS TO MEDICALLY NECESSARY CARE, REGARDLESS OF THE PATIENT'S ABILITY TO PAY.
Form 990, Part III, Line 4a PROGRAM SERVICES CONTINUED	MARIANJOY, INC. (EIN: 36-3483589) MARIANJOY IS A NETWORK OF CARE THAT MANAGES MORE THAN 400 BEDS WITHIN THE GREATER CHICAGO AREA. THROUGHOUT THE NETWORK, MARIANJOY PROVIDES INPATIENT, COMPREHENSIVE OUTPATIENT AND SUBACUTE REHABILITATION SERVICES. MARIANJOY WAS SPONSORED BY THE WHEATON FRANCISCAN SISTERS AND WAS A MEMBER OF WHEATON FRANCISCAN SERVICES, INC., LOCATED IN WHEATON, ILLINOIS. ON MARCH 1, 2016, MARIANJOY BECAME A WHOLLY OWNED SUBSIDIARY OF NHMC. THIS ACQUISITION EXPANDS THE OFFERINGS OF NORTHWESTERN MEMORIAL, UNDER THE NORTHWESTERN MEDICINE BRAND, TO INCLUDE PHYSICAL MEDICINE AND REHABILITATION CARE IN DUPAGE COUNTY AND THE SURROUNDING AREAS. MARIANJOY REHABILITATION HOSPITAL & CLINICS, INC. (EIN: 36-2680776) MJRH IS A TEACHING HOSPITAL IN WHEATON, ILLINOIS WITH 100 ACUTE INPATIENT REHABILITATION BEDS AND 27 MEDICARE-LICENSED SUB-ACUTE BEDS. DEDICATED TO THE DELIVERY OF PHYSICAL MEDICINE AND REHABILITATION, MJRH OFFERS SPECIALTY PROGRAMS FOR ADULT AND PEDIATRIC PATIENTS RECOVERING FROM INJURY OR ILLNESS OR WHO REQUIRE INTENSIVE THERAPY TO REGAIN THEIR FUNCTION AND INDEPENDENCE. THE MAIN HOSPITAL IS A FREE-STANDING 170,000 SQUARE FOOT FACILITY WITH A NUMBER OF UNIQUE INPATIENT AND OUTPATIENT OFFERINGS INCLUDING SPECIALTY PROGRAMS FOCUSED ON TREATMENT OF STROKE, SPINAL CORD INJURY, BRAIN INJURY, PEDIATRICS, AND ORTHOPEDIC/MUSCULOSKELETAL CONDITIONS. PATIENTS ARE TREATED BY SPECIALLY TRAINED THERAPISTS AND CLINICIANS USING THE LATEST AND MOST ADVANCED REHABILITATION TECHNOLOGY AVAILABLE. WITH SPECIALIZED EXPERTISE IN MEDICAL REHABILITATION, THE SERVICES OF MJRH INCLUDE MEDICAL CLINICS AND OUTPATIENT THERAPY IN WHEATON, OAKBROOK TERRACE, DOWNERS GROVE, AURORA, OAK PARK AND PALOS HEIGHTS. THE PHYSICIANS AND CLINICIANS AT MJRH ALSO PROVIDE MEDICAL AND REHABILITATION MANAGEMENT AT A NUMBER OF ACUTE CARE HOSPITALS AND SUB-ACUTE FACILITIES ACROSS SUBURBAN CHICAGO IN WHEATON, AURORA, ELMHURST, DOWNERS GROVE, MELROSE PARK, OAK PARK, HOMER GLEN AND PALOS HEIGHTS. IN FISCAL YEAR 2017, MJRH SAW MORE THAN 3,000 INPATIENT ADMISSIONS AND MORE THAN 51,000 OUTPATIENT ENCOUNTERS. REHABILITATION MEDICINE CLINIC, INC (EIN: 36-3236791) REHABILITATION MEDICINE CLINIC, INC. IS A MEDICAL GROUP THAT HAS 6 PRACTICE MEDICAL OFFICES LOCATED IN 5 GEOGRAPHIC LOCATIONS. THERE ARE 37 HEALTH CARE PROVIDERS, SPECIALIZING IN PHYSICAL MEDICINE AND REHABILITATION. MARIANJOY FOUNDATION, INC. (EIN: 35-2165613) THE MARIANJOY FOUNDATION IS DEDICATED TO RAISING AWARENESS AND PROVIDING RESOURCES IN SUPPORT OF MARIANJOY REHABILITATION HOSPITAL'S MISSION TO SERVE PERSONS WITH DISABILITIES THROUGH PATIENT TREATMENT, EDUCATION, RESEARCH, AND COMMUNITY PROGRAMS. MARIANJOY REHABILITATION CENTER AUXILIARY (36-3896976) THE MARIANJOY AUXILIARY SUPPORTS THE EFFORTS OF THE MARIANJOY FOUNDATION. THIS GROUP OF DEVOTED INDIVIDUALS ORGANIZES AND HOSTS SEVERAL FUNDRAISING EVENTS, INCLUDING SPRING AND FALL LUNCHEONS, AND RUNS THE MARIANJOY GIFT SHOP. KISHHEALTH SYSTEM (EIN: 36-3649080) FORMERLY KISHWAUKEE HEALTH SYSTEM, KISHHEALTH SYSTEM OPERATES TWO COMMUNITY HOSPITALS, KISHWAUKEE AND VALLEY WEST, WHICH HAVE A COMBINED 125 STAFFED BEDS, AS WELL AS SEVERAL CANCER CENTERS, IMAGING FACILITIES, AND AN EYE INSTITUTE THAT SERVE DEKALB COUNTY AND SURROUNDING AREAS IN NORTHERN ILLINOIS. SPECIALTY SERVICES INCLUDE CARDIOLOGY, EMERGENCY CARE, NEUROSURGERY, OBSTETRICS, AND ORTHOPEDICS. KISHHEALTH BECAME PART OF NMHC IN LATE 2015. KISHWAUKEE COMMUNITY HOSPITAL (EIN: 23-7087041) KCH IS A 98-BED ACUTE-CARE COMMUNITY HOSPITAL LOCATED 67 MILES WEST OF CHICAGO IN DEKALB, ILLINOIS. MORE THAN 250 PHYSICIANS ARE ON THE VOLUNTARY, COMMUNITY-BASED MEDICAL STAFF, REPRESENTING A BROAD RANGE OF SPECIALTIES. IN FISCAL YEAR 2017, KCH HAD MORE THAN 5,240 INPATIENT ADMISSIONS AND 32,000 ED VISITS. VALLEY WEST COMMUNITY HOSPITAL (EIN: 36-4244337) VWH IS A 25-BED CRITICAL ACCESS HOSPITAL LOCATED 60 MILES WEST OF CHICAGO IN SANDWICH, ILLINOIS THAT HAS SERVED THE FOX VALLEY COMMUNITY FOR MORE THAN 70 YEARS. THE HOSPITAL'S MEDICAL STAFF OF MORE THAN 150 PHYSICIANS REPRESENTS A WIDE RANGE OF SPECIALTIES. CONSTRUCTION OF A NEW PATIENT WING WAS COMPLETED IN 2015, ALONG WITH THE RENOVATION OF EXISTING BUILDINGS, WHICH INCLUDES A NEW INTENSIVE CARE UNIT, NEW PATIENT ROOMS, A PHYSICAL THERAPY SUITE AND A NEW MRI SUITE. IN FISCAL YEAR 2017, VWH HAD NEARLY 850 INPATIENT ADMISSIONS AND 8,500 ED VISITS. KISHHEALTH FOUNDATION (EIN: 36-3649077) KISHHEALTH FOUNDATION, PART OF NORTHWESTERN MEDICINE SUPPORTS THE CARING MISSION OF NORTHWESTERN MEDICINE HOSPICE-DEKALB (FORMERLY KISHHEALTH HOSPICE). FUNDS RAISED THROUGH DEKALB COUNTY WILL BENEFIT DONOR SUPPORTED PROGRAMS AND SERVICES SUCH AS MUSIC THERAPY, BEREAVEMENT PROGRAMS AND VOLUNTEER TRAINING. BECAUSE OF GENEROUS COMMUNITY SUPPORT, THE HOSPICE IS ABLE TO TOUCH THE LIVES OF MANY AS THEY JOURNEY WITH LOVED ONES DEALING WITH END-OF-LIFE ISSUES. ALL DONATIONS STAY LOCAL AND ARE USED TO HELP ALL FAMILIES IN NEED OF HOSPICE SERVICES REGARDLESS OF THEIR ABILITY TO PAY. DEKALB BEHAVIORAL HEALTH FOUNDATION, INC. (EIN: 47-4579189) DEKALB BEHAVIORAL HEALTH FOUNDATION, INC. PROVIDES A VARIETY OF MENTAL HEALTH AND SUBSTANCE ABUSE SERVICES. PROFESSIONAL MENTAL HEALTH COUNSELING FOR ADULTS INCLUDES MARITAL, INDIVIDUAL, GROUP AND FAMILY COUNSELING AS WELL AS THERAPY GROUPS. DEKALB COUNTY HOSPICE (EIN: 36-3164329) LOCATED IN DEKALB, IL, DEKALB COUNTY HOSPICE IS A COMMUNITY BASED HOSPICE PROGRAM THAT HAS BEEN PROVIDING QUALITY END-OF-LIFE CARE AND BEREAVEMENT SUPPORT TO THE COMMUNITY SINCE 1982. KISHHEALTH SYSTEM HOME CARE (EIN: 37-1703513) KISHHEALTH SYSTEM HOME CARE PROVIDES HOME HEALTH SERVICES TO DEKALB COUNTY AND NORTHERN ILLINOIS AREA RESIDENTS WHO PREFER TO RECEIVE CARE IN THE COMFORT OF THEIR HOME. KISHWAUKEE PHYSICIAN GROUP (EIN: 65-1293967) KISHWAUKEE PHYSICIAN GROUP IS A BRANCH OF KISHHEALTH SYSTEM, EMPLOYING PRIMARY CARE AND SPECIALIST PHYSICIANS IN THE NORTHERN ILLINOIS COMMUNITIES THAT IT SERVES. CENTER FOR FAMILY HEALTH-MALTA (EIN: 80-0869393) CENTER FOR FAMILY HEALTH-MALTA (CFHM) IS DESIGNED TO PROVIDE COMPASSIONATE, INNOVATIVE, AND AFFORDABLE MEDICAL CARE AND TO COLLABORATE WITH PARTNERS TO SERVE THE HEALTH NEEDS OF THE COMMUNITY IT SERVES. CFHM OFFERS CARE TO ADULTS AND CHILDREN OF ALL AGES AND INCLUDES AN ON-SITE LABORATORY.
Form 990, Part VI, Line 2 Family/business relationships amongst interested persons	ANNE PRAMAGGIORE AND WILLIAM A VON HOENE - Business relationship, DONALD L THOMPSON, FREDERICK H. WADDELL, AND DEAN M. HARRISON - Business relationship, TERRY SAVAGE AND DENNIS CHOOKASZIAN - Business relationship, TIMOTHY P. SULLIVAN AND JOHN A. CANNING, JR - Business relationship, JOHN ORSINI, MAUREEN TAUS AND JAMES GIBLIN - Business relationship, ALBERT FRIEDMAN AND RICHARD MELMAN - Business relationship, DEAN M. HARRISON AND JOHN CANNING, JR - Business relationship
Form 990, Part VI, Line 4 Significant changes to organizational documents	THE BYLAWS OF NORTHWESTERN MEMORIAL FOUNDATION (NMF) WERE AMENDED AS OF 9/1/2017 TO REFLECT THE DISSOLUTION OF LIVING WELL CANCER RESOURCE CENTER (LWCRC) AS A SEPARATE ENTITY. ADDITIONALLY, NMF ASSUMES AUTHORITY OF MARIANJOY FOUNDATION (MJF) AS OF 9/1/2017, REFLECTED IN THESE SAME BYLAW CHANGES. NMF NOW ACTS AS ADMINISTRATOR OF LWCRC AND MJF FOR PURPOSES OF FUNDRAISING, GRANTMAKING, PROPERTY AND REAL ESTATE, CONTRACTING AND OTHER ACTIVITIES NECESSARY TO LWCRC'S CONTINUED ROLE AS A DIVISION OF NMF AND THE NM HEALTH SYSTEM. NMF WILL USE PRIOR FUNDS OF BOTH LWCRC AND MJF TO SERVE THEIR POPULATIONS.
Form 990, Part VI, Line 6 Classes of members or stockholders	NORTHWESTERN MEMORIAL HEALTHCARE (NMHC) SERVES AS THE SOLE MEMBER OF THE FOLLOWING ENTITIES IN THE GROUP RETURN: - NORTHWESTERN MEMORIAL HOSPITAL - NORTHWESTERN LAKE FOREST HOSPITAL - NORTHWESTERN MEMORIAL FOUNDATION - NORTHWESTERN MEDICAL GROUP - CDH-DELNOR HEALTH SYSTEM - KISHHEALTH SYSTEM - MARIANJOY, INC. NORTHWESTERN LAKE FOREST HOSPITAL SERVES AS THE SOLE MEMBER OF NORTHWESTERN LAKE FOREST HEALTH AND FITNESS INSTITUTE. NORTHWESTERN MEDICAL GROUP SERVES AS THE SOLE MEMBER OF NORTHWESTERN FOUNDATION RESEARCH & EDUCATION CORPORATION. CDH-DELNOR HEALTH SYSTEM SERVES AS THE SOLE MEMBER OF THE FOLLOWING SUBSIDIARIES IN THE GROUP RETURN: - CENTRAL DUPAGE HOSPITAL ASSOCIATION - CENTRAL DUPAGE PHYSICIANS GROUP - DELNOR-COMMUNITY HOSPITAL KISHHEALTH SYSTEM SERVES AS THE SOLE MEMBER OF THE FOLLOWING SUBSIDIARIES IN THE GROUP RETURN: - KISHWAUKEE COMMUNITY HOSPITAL - VALLEY WEST COMMUNITY HOSPITAL - KISHHEALTH FOUNDATION - DEKALB BEHAVIORAL HEALTH FOUNDATION, INC. - DEKALB COUNTY HOSPICE - KISHHEALTH SYSTEM HOME CARE - KISHWAUKEE PHYSICIAN GROUP - CENTER FOR FAMILY HEALTH-MALTA MARIANJOY, INC. SERVES AS THE SOLE MEMBER OF THE FOLLOWING SUBSIDIARIES IN THE GROUP RETURN: - MARIANJOY REHABILITATION HOSPITAL & CLINICS, INC. - REHABILITATION MEDICINE CLINIC, INC. - MARIANJOY FOUNDATION, INC. - MARIANJOY REHABILITATION CENTER AUXILIARY
Form 990, Part VI, Line 7a Members or stockholders electing members of governing body	NORTHWESTERN MEMORIAL HEALTHCARE (NMHC), AS THE ULTIMATE PARENT OF THE HEALTH SYSTEM, HAS THE AUTHORITY TO DIRECTLY OR INDIRECTLY APPOINT THE DIRECTORS OF ALL ENTITIES IN THE GROUP. OTHER THAN EX-OFFICIO DIRECTORS, NMHC APOINTS THE DIRECTORS FOR ALL ENTITIES FOR WHICH IT SERVES AS SOLE MEMBER, AS IDENTIFIED ABOVE. THE DIRECTORS OF CERTAIN OTHER ENTITIES IN THE SYSTEM IDENTIFIED ABOVE WHICH HAVE SOLE MEMBERS OTHER THAN NMHC MAY BE APPOINTED BY THEIR INTERMEDIARY MEMBERS, HOWEVER CONTROL OVER THOSE MEMBERS' BOARDS ULTIMATELY RESTS IN NMHC. MANY OF THE ENTITIES IN THE GROUP ALSO HAVE DIRECTORS WHO SERVE EX OFFICIO IN THEIR CAPACITY AS OFFICERS OR ADMINISTRATORS OF THE CORPORATION, OR IN THEIR CAPACITY AS OFFICERS OR ADMINISTRATORS OF RELATED ORGANIZATIONS.
Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders	NORTHWESTERN MEMORIAL HEALTHCARE (NMHC), AS THE ULTIMATE PARENT OF ALL ENTITIES IN THIS GROUP RETURN HAS BROAD RESERVE POWERS. FOR ENTITIES WHICH NMHC DOES NOT SERVE AS SOLE MEMBER, THESE RESERVE POWERS ARE DELEGATED TO THE INTERMEDIARY CORPORATE MEMBER OF EACH AFFILIATE INCLUDED IN THIS GROUP, AND NMHC IS ULTIMATELY THE MEMBER OF THOSE INTERMEDIARIES. THE METHOD OF EXERCISING SUCH POWERS CAN OCCUR THROUGH VARIOUS PROCESSES AS DELINEATED IN THE BYLAWS OF NMHC'S AFFILIATES, ALL OF WHICH MUST BE SUPPORTED BY RESOLUTIONS COMMUNICATED TO THE AFFILIATE. THE NMHC, AS THE ULTIMATE SOLE MEMBER OF THE ENTITIES IN THIS GROUP RETURN, SHALL HAVE THE EXCLUSIVE POWER AND AUTHORITY TO GOVERN, DIRECT, AND OVERSEE THE PROPERTY, FUNDS, BUSINESS, AND AFFAIRS OF THE CORPORATION, FOR THOSE POWERS THAT ARE SPECIFICALLY DELEGATED TO THE BOARD OF DIRECTORS IN THE SUBSIDIARY BYLAWS. THESE RESERVE POWERS MAY INCLUDE, BUT ARE NOT LIMITED TO, THE FOLLOWING: - REMOVE DIRECTORS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION; - ADOPT AN AMENDMENT TO THE ARTICLES OF INCORPORATION OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION AS PROPOSED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION; - AMEND THE BYLAWS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION; - ADOPT A PLAN OF MERGER OR CONSOLIDATION OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION WITH ANOTHER CORPORATION AS PROPOSED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION; - AUTHORIZE THE SALE, LEASE, EXCHANGE, OR OTHER DISPOSITION OF ALL, OR SUBSTANTIALLY ALL, OF THE PROPERTY AND ASSETS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION AS RECOMMENDED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION; - AUTHORIZE THE VOLUNTARY DISSOLUTION OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION AS PROPOSED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION; AND - ADOPT A PLAN PROVIDING FOR THE DISTRIBUTION OF ASSETS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION AS RECOMMENDED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY NOT-FOR-PROFIT CORPORATION. - REMOVE DIRECTORS OF THE SUBSIDIARY BUSINESS CORPORATION; - ADOPT AN AMENDMENT TO THE ARTICLES OF INCORPORATION OF THE SUBSIDIARY BUSINESS CORPORATION AS PROPOSED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY BUSINESS CORPORATION; - AMEND THE BYLAWS OF THE SUBSIDIARY BUSINESS CORPORATION; - AUTHORIZE A BUSINESS COMBINATION AS SUCH TERM IS DEFINED IN 805 ILL. COMP. STAT. 5 / 7.85(D)(10); - ADOPT A PLAN OF MERGER, CONSOLIDATION, OR SHARE EXCHANGE OF THE SUBSIDIARY BUSINESS CORPORATION WITH ANOTHER CORPORATION AS PROPOSED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY BUSINESS CORPORATION; - AUTHORIZE THE SALE, LEASE, EXCHANGE, OR OTHER DISPOSITION OF ALL, OR SUBSTANTIALLY ALL, OF THE PROPERTY AND ASSETS OF THE SUBSIDIARY BUSINESS CORPORATION AS RECOMMENDED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY BUSINESS CORPORATION; AND - AUTHORIZE THE VOLUNTARY DISSOLUTION OF THE SUBSIDIARY BUSINESS CORPORATION AS PROPOSED BY THE BOARD OF DIRECTORS OF THE SUBSIDIARY BUSINESS CORPORATION.
Form 990, Part VI, Line 11b Review of form 990 by governing body	THE FORM 990 (FORM) WAS GENERATED INTERNALLY BY THE FINANCE DEPARTMENT WITH SUPPORT FROM VARIOUS DEPARTMENTS WITHIN THE ORGANIZATION. VARIOUS SECTIONS OF THE FORM ARE REVIEWED BY SENIOR MANAGEMENT OF NORTHWESTERN MEMORIAL HEALTHCARE (NMHC), AS THE PARENT ORGANIZATION, AND VARIOUS COMMITTEES. AS EXAMPLES, THE CHIEF INTEGRITY EXECUTIVE REVIEWS DISCLOSURES FOR RELATED PARTY TRANSACTIONS, THE TAX AND REGULATORY REVIEW COMMITTEE REVIEWS THE COMMUNITY BENEFIT REPORT THAT DESCRIBES THE EXEMPT PURPOSE ACHIEVEMENTS, AND LOBBYING EXPENDITURES ARE REVIEWED BY THE SVP EXTERNAL AFFAIRS. THE EXECUTIVE COMPENSATION SUBCOMMITTEE OF THE BOARD OF DIRECTORS OF NMHC IS PROVIDED THE COMPENSATION DISCLOSURES. THE ORGANIZATION THEN WORKS WITH A NATIONAL, INDEPENDENT PUBLIC ACCOUNTING FIRM AS THE PAID PREPARER OF THE FORM 990 FILING. THE FINAL FORM IS REVIEWED BY MEMBERS OF THE FINANCE DEPARTMENT PRIOR TO REVIEW BY THE NMHC VICE PRESIDENT, FINANCE AND BY THE SENIOR VICE PRESIDENT & CHIEF FINANCIAL OFFICER. PRIOR TO FILING, THE COMPLETED FORM 990 IS PROVIDED TO THE BOARD OF DIRECTORS THROUGH A SECURE WEBSITE.
Form 990, Part VI, Line 12c Conflict of interest policy	NORTHWESTERN MEMORIAL HEALTHCARE (NMHC) MAINTAINS BOTH A CONFLICT OF INTEREST POLICY AND AN INTERMEDIATE SANCTIONS POLICY. THESE POLICIES HAVE BEEN APPROVED BY ITS BOARD OF DIRECTORS AND APPLY TO ALL ENTITIES, DIRECTORS, OFFICERS, EMPLOYEES AND TRANSACTIONS WHICH TAKE PLACE WITHIN THE NMHC SYSTEM. THE POLICIES WERE WRITTEN TO ASSIST BOARD MEMBERS AND MANAGEMENT WITH THE IDENTIFICATION OF THOSE TRANSACTIONS THAT WARRANT ATTENTION AND CONSIDERATION TO ENSURE PROPER ADHERENCE TO THE TAX LAWS IMPACTING TAX-EXEMPT ORGANIZATIONS. THE CONFLICT OF INTEREST POLICY REQUIRES COMPLETION OF AN ANNUAL CERTIFICATION WHICH AFFIRMS THAT SUCH PERSON HAS RECEIVED, READ AND UNDERSTANDS THE CONFLICT OF INTEREST POLICY, HAS AGREED TO COMPLY, HAS DISCLOSED ANY MATTERS REQUIRED TO BE DISCLOSED UNDER THE POLICY, AND AGREES TO REPORT ANY CHANGES PROMPTLY TO THE CHIEF INTEGRITY EXECUTIVE. ONCE THE ANNUAL CERTIFICATIONS ARE COMPLETE, THE CHIEF INTEGRITY EXECUTIVE REVIEWS THE DISCLOSURES FOR COMPLIANCE WITH THE POLICY.
Form 990, Part VI, Line 15a Process to establish compensation of top management official	NORTHWESTERN MEMORIAL HEALTHCARE, "NMHC", HAS ESTABLISHED A BOARD-LED EXECUTIVE OMPENSATION REVIEW AND APPROVAL PROCESS FOR NMHC AND ALL AFFILIATES. THIS PROCESS FOR REVIEWING AND APPROVING EXECUTIVE COMPENSATION: (1) IS DESIGNED TO QUALIFY FOR THE REBUTTABLE PRESUMPTION OF REASONABLENESS UNDER THE FEDERAL TAX LAW INTERMEDIATE SANCTIONS RULES AND OTHERWISE COMPLIES WITH IRS GUIDELINES FOR TAX-EXEMPT ORGANIZATIONS; (2)IS CONDUCTED BY A SEPARATE COMMITTEE OF THE BOARD OF DIRECTORS WHOSE MEMBERS ARE ALL DISINTERESTED, INDEPENDENT AND UNPAID; AND (3) EVALUATES THE REASONABLENESS OF COMPENSATION ANNUALLY BASED ON COMPENSATION DATA GATHERED BY EXTERNAL CONSULTANTS FROM A PEER GROUP COMPRISED OF SIMILARLY SITUATED HEALTHCARE ORGANIZATIONS; AND (4) ALL COMPENSATION DECISIONS AND SUPPORT ARE RECORDED IN THE MINUTES OF THE COMMITTEE'S MEETINGS. IN ADDITION, A SIGNIFICANT PORTION OF COMPENSATION IS AT RISK AND IS PAYABLE ONLY UPON ACHIEVEMENT OF A BROAD ARRAY OF DIFFICULT PERFORMANCE GOALS TIED TO THE STRATEGIC VISION OF NORTHWESTERN MEDICINE AND ACHIEVEMENT OF ITS TAX-EXEMPT PURPOSES. THE BOARD PLACES A HIGH PRIORITY ON ITS ABILITY TO RECRUIT AND RETAIN A STRONG LEADERSHIP TEAM TO ENSURE WE SERVE OUR MISSION AND ACHIEVE OUR GOALS. THE OFFICERS OF NORTHWESTERN MEMORIAL HEALTHCARE ALSO FULFILL SUBSTANTIAL OFFICER AND EXECUTIVE FUNCTIONS FOR NMHC'S SUBSIDIARIES.
Form 990, Part VI, Line 15b Process to establish compensation of other employees	SEE RESPONSE TO 15A.
Form 990, Part VI, Line 19 Required documents available to the public	THE CORPORATION'S GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. THE CONSOLIDATED FINANCIAL STATEMENTS OF NORTHWESTERN MEMORIAL HEALTHCARE AND SUBSIDIARIES ARE AVAILABLE ON THE HEALTH SYSTEM WEBSITE, NM.ORG. THE FINANCIAL STATEMENTS ARE ALSO AVAILABLE FROM THE ILLINOIS ATTORNEY GENERAL'S OFFICE AS PART OF ITS ANNUAL COMMUNITY BENEFITS REPORT AND THROUGH THE ELECTRONIC MUNICIPAL MARKET ACCESS SYSTEM OF THE MUNICIPAL SECURITIES RULEMAKING BOARD.
Form 990, Part VII, Section A, Line 1a GROUP TITLES AND COMPENASTION PRESENTATION	NORTHWESTERN MEMORIAL HEALTHCARE (NMHC), IS THE DIRECT PARENT ORGANIZATION FOR NORTHWESTERN MEMORIAL HOSPITAL (NMH), NORTHWESTERN MEMORIAL FOUNDATION (NMF), NORTHWESTERN MEDICAL FACULTY FOUNDATION, DOING BUSINESS AS NORTHWESTERN MEDICAL GROUP (NMG), NORTHWESTERN LAKE FOREST HOSPITAL (NLFH), CDH-DELNOR HEALTH SYSTEM (CDHS), MARIANJOY, INC. (MJ), AND KISHHEALTH SYSTEM (KHS). NMHC IS ALSO THE INDIRECT PARENT FOR NORTHWESTERN MEDICAL GROUP MANAGEMENT SERVICES (NMGMS), LAKE FOREST HEALTH AND FITNESS INSTITUTE (HFI), CENTRAL DUPAGE HOSPITAL ASSOCIATION (CDHA), CENTRAL DUPAGE PHYSICIAN GROUP (CDPG), DELNOR -COMMUNITY HOSPITAL (DCH), MARIANJOY REHABILITATION HOSPITAL AND CLINICS (MJRH), MARIANJOY FOUNDATION (MJF), MARIANJOY REHABILITATION CENTER AUXILIARY (MJAUX), REHABILITATION MEDICINE CLINIC (RMC), KISHWAUKEE COMMUNITY HOSPITAL (KCH), CENTER FOR FAMILY HEALTH-MALTA (CFHM), VALLEY WEST COMMUNITY HOSPITAL (VW), KISHHEALTH FOUNDATION (KHF), DEKALB BEHAVIORAL HEALTH FOUNDATION (DBHF), DEKALB COUNTY HOSPICE (KHH), KISHHEALTH SYSTEM HOME CARE (KHHC), AND KISHWAUKEE PHYSICIANS GROUP (KPG). THESE 24 CORPORATIONS HAVE COMBINED THROUGH THE ELECTION UNDER REGULATION 1.6033-2 (D) (5) TO REPORT THE DIRECTORS, OFFICERS, KEY EMPLOYEES AND FIVE HIGHLY COMPENSATED EMPLOYEES UNDER THE GROUP RETURN REQUIREMENTS FOR FORM 990 FOR THE FISCAL YEAR ENDED 8/31/2017. NO ORGANIZATION IN THIS GROUP RETURN COMPENSATES ITS DIRECTORS FOR SERVICES PERFORMED AS DIRECTORS. WHERE COMPENSATION IS REPORTED FOR A DIRECTOR, THE COMPENSATION IS ASSOCIATED WITH ANOTHER POSITION HELD WITHIN THE CORPORATIONS. CERTAIN INDIVIDUALS HOLD MULTIPLE POSITIONS THROUGHOUT THESE 24 CORPORATIONS. THE DETAIL IS HIGHLIGHTED BY INDIVIDUAL WITHIN SCHEDULE O.
Form 990, Part VII, Section A Barnes, Marvin ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Chair & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Bruch, Tonda ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Vice Chair & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A CANNING, JOHN A. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: CHAIR & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Chrisman, Howard B., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: PRESIDENT & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Foundation for Research and Education, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Collins, Seamus ADDITIONAL POSITIONS HELD	Organization Name: Lake Forest Health and Fitness Institute, Title: Secretary & Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A CREAMER, JULIE L. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: PRESIDENT & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Cullen, Michael A. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Physician Group, Inc., Title: Chair & Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Dauten, Kent ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Physician Group, Title: Chair & Director (10/19/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Rehabilitation Medicine Clinic, Inc, Title: Director (10/27/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Physician Group, Inc., Title: Chair & Director (1/18/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Dechene, James C. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Hospital, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Valley West Community Hospital, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy, Inc, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Central Dupage Physician Group, Title: Secretary (10/19/16-8/31/17), AverageHours: 5.000; Officer Organization Name: Central Dupage Hospital Association, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Lake Forest Hospital, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Lake Forest Health and Fitness Institute, Title: Secretary & Director (9/1/16-3/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: CDH-Delnor Health System, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Foundation, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Kishwaukee Physician Group, Inc., Title: Secretary (1/18/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Medical Faculty Foundation, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Foundation for Research and Education, Title: SECRETARY (9/1/16-3/31/17), AverageHours: 5.000; Officer
Form 990, Part VII, Section A Duffy, Pamela ADDITIONAL POSITIONS HELD	Organization Name: KishHealth System Home Care, Title: President & Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Englehart, Erik, MD ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Vice Chair & Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Evans, Gary ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Chair & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Falcone, Connie ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: PRESIDENT & DIRECTOR (6/7/17-8/31/17), AverageHours: 40.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Falk, Stephen ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: PRESIDENT & DIRECTOR (9/1/16-6/6/17), AverageHours: 40.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A FLESCH, WILLIAM P. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Valley West Community Hospital, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Central Dupage Hospital Association, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Kishwaukee Community Hospital , Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: CDH-Delnor Health System, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Flynn, Matthew J. ADDITIONAL POSITIONS HELD	Organization Name: Lake Forest Health and Fitness Institute, Title: Treasurer & Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Center for Family Health-Malta, Title: Vice Chair & Treasurer & Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Franco, Richard ADDITIONAL POSITIONS HELD	Organization Name: Lake Forest Health and Fitness Institute, Title: Treasurer & Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Giblin, James, MD ADDITIONAL POSITIONS HELD	Organization Name: Marianjoy, Inc, Title: Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Physician Group, Title: Vice Chair & Director (9/1/16-10/18/16), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System Home Care, Title: Secretary & DIRECTOR (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Marianjoy Foundation, Inc, Title: Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Harrison, Dean M. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Valley West Community Hospital, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy, Inc, Title: Chair & CEO & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Memorial Hospital, Title: CEO & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Central Dupage Physician Group, Title: CEO & Director (10/19/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Central Dupage Hospital Association, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Kishwaukee Community Hospital , Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: Chair & CEO & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Lake Forest Hospital, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System Home Care, Title: Chair & Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: Chair & CEO & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy Foundation, Inc, Title: Chair & CEO & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: CDH-Delnor Health System, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: Chair & CEO & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Memorial Foundation, Title: CEO & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Kishwaukee Physician Group, Inc., Title: CEO & Director (1/18/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Northwestern Foundation for Research and Education, Title: Chair & President & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Hoste, Staci ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Vice Chair & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Johnson, Christine ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Secretary & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Juday, David ADDITIONAL POSITIONS HELD	Organization Name: Center for Family Health-Malta, Title: Vice Chair & Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Kozak, Emily J. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Valley West Community Hospital, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Marianjoy, Inc, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Hospital, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Central Dupage Physician Group, Title: Assistant Secretary (10/19/16-8/31/17, AverageHours: 5.000; Officer Organization Name: Central Dupage Hospital Association, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Northwestern Lake Forest Hospital, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: KishHealth System, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Center for Family Health-Malta, Title: Secretary & Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: CDH-Delnor Health System, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Foundation, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer Organization Name: Kishwaukee Physician Group, Inc., Title: Assistant Secretary (1/18/17-8/31/17, AverageHours: 5.000; Officer Organization Name: Northwestern Medical Faculty Foundation, Title: ASSISTANT SECRETARY, AverageHours: 5.000; Officer
Form 990, Part VII, Section A Mason, Karen ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Secretary/Treasurer & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A McAfee, Thomas J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: PRESIDENT & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Lake Forest Health and Fitness Institute, Title: Chair & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Neilson, Eric G., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Northwestern Medical Faculty Foundation, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Orsini, John A. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Marianjoy, Inc, Title: Treasurer & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Memorial Hospital, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Valley West Community Hospital, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Central Dupage Physician Group, Title: TREASURER (10/19/16-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Lake Forest Hospital, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: Treasurer & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Central Dupage Hospital Association, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: KishHealth System Home Care, Title: Vice Chair & Treasurer & Director (6/16/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: Treasurer & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: Treasurer & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: Treasurer & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: CDH-Delnor Health System, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Foundation, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Kishwaukee Physician Group, Inc., Title: TREASURER (1/18/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Medical Faculty Foundation, Title: TREASURER, AverageHours: 5.000; Officer Organization Name: Northwestern Foundation for Research and Education, Title: Treasurer, AverageHours: 5.000; Officer
Form 990, Part VII, Section A PATEL, HOMI B. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Northwestern Lake Forest Hospital, Title: VICE CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Poorten, Kevin P. ADDITIONAL POSITIONS HELD	Organization Name: Valley West Community Hospital, Title: PRESIDENT, AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: PRESIDENT, AverageHours: 5.000; Officer Organization Name: Dekalb County Hospice, Title: President & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth System Home Care, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: President, AverageHours: 5.000; Officer Organization Name: Center for Family Health-Malta, Title: Chair & Director (9/1/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: KishHealth Foundation, Title: President & Director, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Kishwaukee Physician Group, Inc., Title: President & Director (1/18/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Pritzker, M.K. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR AND CHAIR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Taus, Maureen A. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy, Inc, Title: ASSISTANT TREASURER (10/27/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Valley West Community Hospital, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Central Dupage Physician Group, Title: Secretary (9/1/16-10/18/16) Assistant Treasurer (10/19/16-8/31/17) & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Northwestern Lake Forest Hospital, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: ASSISTANT TREASURER (10/27/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Hospital, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Central Dupage Hospital Association, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: ASSISTANT TREASURER (10/27/16-08/31/17), AverageHours: 5.000; Officer Organization Name: KishHealth System, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: ASSISTANT TREASURER (10/27/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: ASSISTANT TREASURER (10/27/16-08/31/17), AverageHours: 5.000; Officer Organization Name: CDH-Delnor Health System, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Foundation, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer Organization Name: Kishwaukee Physician Group, Inc., Title: Assistant Treasurer (1/18/17-8/31/17, AverageHours: 5.000; Officer Organization Name: Northwestern Medical Faculty Foundation, Title: ASSISTANT TREASURER (10/17/16-08/31/17), AverageHours: 5.000; Officer
Form 990, Part VII, Section A Tilton, Glenn F. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: VICE CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Towne, Patrick, MD ADDITIONAL POSITIONS HELD	Organization Name: Central Dupage Physician Group, Title: President & Director (10/19/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Vivoda, Michael ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Marianjoy, Inc, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Physician Group, Title: Chair & Director (9/1/16-10/18/16), AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: Director (9/1/16-10/26/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR , AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Marianjoy Foundation, Inc, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: PRESIDENT & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A WEHMER, EDWARD J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: CHAIR & DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirectorOfficer
Form 990, Part VII, Section A Ahmad, Shakeel, MD ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A ALTIMARI, ANTHONY, MD ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Barrett, Dean ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Benson, Roger L. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Bernick, Peter ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Bickner, Joan ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Bluhm, Andrew ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Boies, John ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A BRODSKY, WILLIAM J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A BROWN, DAVID ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Bux, Sajit, MD ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Capek, Cindy ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Casper, David R. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Chookaszian, Dennis S. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Collins, Craig T. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A CONNOLLY, SEAN M . ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Cooper, Adam ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Cozzi, Mark ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Crawford, Stephen ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A CRAWFORD, KERMIT R. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A CRIST, PETER D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Crown, Keating ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Cunningham, William ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Curren, Denise ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Dale, Brett M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Daley, William M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A DALUGA, WILLIAM G. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A DAMICO, JOSEPH F. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Darnall, Matthew S. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Davis, Anthony B. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Davis, Richard ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A DeCanniere, Dan ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A DEJESUS, PEDRO ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A DeSantiago, Michael F. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A DICK, JOHN H. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Donnelly, Shawn M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Elliott, Stephen W. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Ettelson, John R. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Feldmann, Ronald, MD ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Ferro, Michael W. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Friedman, Albert M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Furlong, Mark ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Gessner, Torsten ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR (9/1/16-1/1/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Giles, Lisa M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Glerum, James T. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Gobeli, Teresa ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Goldberg, William ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Gordon, James A. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A GORDON, ILENE S. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Gordon McCallister, Trina ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Greffin, Judy ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Haleem, Azeem, MD ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A HARRIS, ROGER T. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Hart, Brett J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director (1/1/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Helton, Sandra L. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Herencia, Roberto R. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Hilde, Mark ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Hoeflich, Adam ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A HUNTER, WILLARD M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Hurst, Peter S., BDS ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Johnson Rice, Linda ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Kash, Rick H. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Keane, Dennis, MD ADDITIONAL POSITIONS HELD	Organization Name: Rehabilitation Medicine Clinic, Inc, Title: Director (10/27/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A KESMAN, ANTHONY K. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Kessler, John A., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Keswani, Sushil ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Klein, Ron ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A KLOOSTERBOER, JAY ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A KOZIK, CATHERINE ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Kulisz, Michael, Jr, DO ADDITIONAL POSITIONS HELD	Organization Name: KishHealth System Home Care, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Kunkler, William C. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Lampert, Julie ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Lenny, Richard H. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Levy, Lawrence F. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Livingston, Robert A. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Luby, Timothy J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Manire, Dee A. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Mansueto, Joseph D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Matya, Thomas ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Maybury, J. Richard ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A MCCARTHY, PATRICK M., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Melman, Richard ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Meza, Ricardo ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Milliman, Becky ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Mills, Karen ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A MILLS, CHARLES N. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A MITCHELL, LEE M. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Moore, Joan W. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Moyer, Lou Jean ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Murray, James ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Novakovic, Phebe N. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A OLEKSYN, ANDREW, DO ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Paller, Amy S., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Parkinson, Robert J., Jr. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Patel, Rakesh, MD ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A PEABODY, TERRANCE D., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A PEREZ, WILLIAM D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Persak,, Joseph M., M.D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Pigott, Jane D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Plantanias, Leonidas C., MD, ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Podjasek, John ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A PRAMAGGIORE, ANNE ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Pryde, Craig R. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Redmond-Ferguson, Andrea ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 4.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A RICHMAN, LARRY D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Richmond, Mary Beth, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Richter, Sue ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A RIZZI, LEONETTA ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Roberts, Douglas ADDITIONAL POSITIONS HELD	Organization Name: Center for Family Health-Malta, Title: Director (9/1/16-6/15/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Roberts, Joseph ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Rogers, Desiree ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Sanchez, Manuel ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR (9/1/16-2/1/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Saran, Debbie S. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Saslow, Ron ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Satter, Muneer A. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Savage, Terry ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Schmidt, John, MD ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Schulman, Marc S. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Scott, Samuel C., III ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A SEVERINO, RONALD J., MD ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A SHOENER, DEAN P., MD ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR (7/1/17-8/31/17, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Smith, Greg ADDITIONAL POSITIONS HELD	Organization Name: Central Dupage Physician Group, Title: Director (2/22/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Rehabilitation Medicine Clinic, Inc, Title: Director (2/22/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Physician Group, Inc., Title: Director (2/22/17-8/31/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Smith, Scott C. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A SOPER, NATHANIEL J., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A STRAUSS, MARC ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A STUART, ALEXANDER D. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Stucker, Robert J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Sullivan, Robert ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Talton, Shelia G. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A THAKKAR, JAY, MD ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Valley West Community Hospital, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Central Dupage Hospital Association, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Kishwaukee Community Hospital , Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: KishHealth System, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: CDH-Delnor Health System, Title: DIRECTOR (9/1/16-6/30/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A THOMPSON, DONALD L. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Thornton, Michael, MD ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Tilly, Edward T. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A TSARWHAS, DEAN G., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Tyler, Jason ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Volpe, Nicholas J., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector Organization Name: Northwestern Foundation for Research and Education, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A VONHOENE, WILLIAM A. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A WADDELL, FREDERICK H. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Wagoner, Jack, MD ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc., Title: Director (9/1/16-1/17/17), AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Walker, Ruth ADDITIONAL POSITIONS HELD	Organization Name: Dekalb County Hospice, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Waud, Reeve ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A WAYNE, JEFFREY D., MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A West, Ann, MD ADDITIONAL POSITIONS HELD	Organization Name: KishHealth Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Whinfrey, Peter ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Whittaker, Forrest ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A WILKIN, ABRA PRENTICE ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Director, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Wood, Corinne J. ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A ZALLIE, JAMES P . ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Zopp, Andrea ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation, Title: DIRECTOR, AverageHours: 5.000; IndividualTrusteeOrDirector
Form 990, Part VII, Section A Bryant, Maureen ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: PRESIDENT, AverageHours: 5.000; Officer
Form 990, Part VII, Section A Lemon, Brian J. ADDITIONAL POSITIONS HELD	Organization Name: Central Dupage Hospital Association, Title: PRESIDENT, AverageHours: 5.000; Officer
Form 990, Part VII, Section A Prousis, Danae K. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy, Inc, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Hospital, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Valley West Community Hospital, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Central Dupage Physician Group, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Lake Forest Hospital, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Central Dupage Hospital Association, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: KishHealth System, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: CDH-Delnor Health System, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Foundation, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Kishwaukee Physician Group, Inc., Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Medical Faculty Foundation, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer Organization Name: Northwestern Foundation for Research and Education, Title: SECRETARY (4/1/17-8/31/17), AverageHours: 5.000; Officer
Form 990, Part VII, Section A Savaiano, Mary ADDITIONAL POSITIONS HELD	Organization Name: Central Dupage Physician Group, Title: Assistant Secretary (9/1/16-10/18/16), AverageHours: 5.000; Officer
Form 990, Part VII, Section A Yosko, Kathleen ADDITIONAL POSITIONS HELD	Organization Name: Marianjoy, Inc, Title: President, AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: President, AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: President, AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: President, AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: President, AverageHours: 5.000; Officer
Form 990, Part VII, Section A Young, Douglas M. ADDITIONAL POSITIONS HELD	Organization Name: Delnor-Community Hospital, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Marianjoy, Inc, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Valley West Community Hospital, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Northwestern Lake Forest Hospital, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Rehabilitation Medicine Clinic, Inc, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Hospital, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Central Dupage Hospital Association, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Kishwaukee Community Hospital , Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Center Auxiliary, Inc, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: KishHealth System, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Marianjoy Foundation, Inc, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Marianjoy Rehabilitation Hospital and Clinics, Inc, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: CDH-Delnor Health System, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Northwestern Memorial Foundation, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer Organization Name: Northwestern Medical Faculty Foundation, Title: ASSISTANT TREASURER (9/1/16-10/16/16), AverageHours: 5.000; Officer
Form 990, Part VII, Section A Bare, Aaron, MD ADDITIONAL POSITIONS HELD	Organization Name: Central Dupage Physician Group, Title: Physician, AverageHours: 40.000; HighestCompensatedEmployee
Form 990, Part VII, Section A Lee, Michael, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Physician, AverageHours: 40.000; HighestCompensatedEmployee
Form 990, Part VII, Section A Shownkeen, Harish, MD ADDITIONAL POSITIONS HELD	Organization Name: Central Dupage Physician Group, Title: Physician, AverageHours: 40.000; HighestCompensatedEmployee
Form 990, Part VII, Section A Stein, Regina, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Physician, AverageHours: 40.000; HighestCompensatedEmployee
Form 990, Part VII, Section A Tellez, Claudia, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital, Title: Physician, AverageHours: 40.000; HighestCompensatedEmployee
Form 990, Part VII, Section A Adams, James, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Faculty Foundation(Former), Title: Former CMO, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Ankin, Michael, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital(Former), Title: Former CMO, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Bell, Roger ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Former CIO, AverageHours: 40.000; Officer Organization Name: Kishwaukee Physician Group, Inc.(Former), Title: Former CIO, AverageHours: ; Officer
Form 990, Part VII, Section A Botsford, Norman ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former COO, AverageHours: ; Officer
Form 990, Part VII, Section A Burandt, Steven, MD ADDITIONAL POSITIONS HELD	Organization Name: CDH-Delnor Health System(Former), Title: Former Secretary and Treasurer, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Chacko, Abraham ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Physician Group, Inc.(Former), Title: Former Pract Adm, AverageHours: ; Officer
Form 990, Part VII, Section A Christensen, Carl ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former CIO, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Copple, Brad ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Former President, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Daniels, Mark, MD ADDITIONAL POSITIONS HELD	Organization Name: CDH-Delnor Health System(Former), Title: Former Secretary, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Dant, Joseph ADDITIONAL POSITIONS HELD	Organization Name: Center for Family Health-Malta(Former), Title: Former Chair/Secretary, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Foelske, Loren ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Former VP Finance, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Fraher, Francis ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital(Former), Title: Former Asst Treasurer, AverageHours: 10.000; Officer Organization Name: Northwestern Lake Forest Hospital(Former), Title: Former Asst Treasurer, AverageHours: 10.000; Officer Organization Name: Northwestern Memorial Foundation(Former), Title: Former Asst Treasurer, AverageHours: 10.000; Officer Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former Asst Treasurer, AverageHours: 10.000; Officer
Form 990, Part VII, Section A Hensley, David ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Foundation(Former), Title: Former President, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Hubbe, John ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Fmr General Counsel, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Kinsella, Daniel ADDITIONAL POSITIONS HELD	Organization Name: CDH-Delnor Health System(Former), Title: Former Key Employee, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Kokott, Michael ADDITIONAL POSITIONS HELD	Organization Name: DeKalb Behavioral Health Foundation, Inc.(Former), Title: Former Vice Chair, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Mahvi, David, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former President, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Majeski, Denise ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Lake Forest Hospital(Former), Title: Former CNO, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Manheimer, Dean ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former Sr VP HR, AverageHours: 40.000; Officer
Form 990, Part VII, Section A McCanna, Peter ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital(Former), Title: Former Chair, AverageHours: ; Officer Organization Name: Northwestern Memorial Foundation(Former), Title: Former Chair, AverageHours: ; Officer
Form 990, Part VII, Section A McClelland, Michele ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Former VP HR, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Noskin, Gary, MD ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital(Former), Title: Former CMO, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Proulx, David ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Former Asst VP Operations, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Rosenberg, Elizabeth ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former Key Employee, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Rubic, Marcy ADDITIONAL POSITIONS HELD	Organization Name: Kishwaukee Community Hospital (Former), Title: Former Exec Director, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Walsh, Brian ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former CFO, AverageHours: 40.000; Officer
Form 990, Part VII, Section A Wooten Ierardi, Jennifer ADDITIONAL POSITIONS HELD	Organization Name: Northwestern Memorial Hospital(Former), Title: Former Asst. Secretary, AverageHours: 10.000; Officer Organization Name: Northwestern Lake Forest Hospital(Former), Title: Former Asst. Secretary, AverageHours: 10.000; Officer Organization Name: Northwestern Medical Faculty Foundation(Former), Title: Former Asst. Secretary, AverageHours: 10.000; Officer
Form 990, Part VIII, Line 2f Other Program Service Revenue	- Total Revenue: XXX-XX-XXXX, Related or Exempt Function Revenue: XXX-XX-XXXX, Unrelated Business Revenue: 70345, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;
Form 990, Part VIII, Line 11d Other Miscellaneous Revenue	- Total Revenue: 1930903, Related or Exempt Function Revenue: 1355597, Unrelated Business Revenue: 575306, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;
Form 990, Part XI, Line 9 Other changes in net assets or fund balances	CHANGE IN INTEREST RATE SWAPS - 36595707; TRANSFER TO/FROM AFFILIATES - 34436003; NET ASSET RELEASE - 5743770; LIVINGWELL TRANSFER OF NET ASSETS - 7846566; CHANGE IN PENSION - 63884820;
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: NORTHWESTERN MANAGEMENT SERVICES ADDRESS: 251 E HURON CHICAGO, Illinois 60611 EIN: 36-4093385 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 55,832,807 TOTAL EXEMPT PURPOSE EXPENDITURES: 55,832,807 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CDH-DELNOR HEALTH SYSTEM ADDRESS: 25 N WINFIELD ROAD WINFIELD, Illinois 60190 EIN: 36-3099698 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 68,382,596 TOTAL EXEMPT PURPOSE EXPENDITURES: 68,382,596 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CENTRAL DUPAGE HOSPITAL ASSOCIATION ADDRESS: 25 N WINFIELD ROAD WINFIELD, Illinois 60190 EIN: 36-2513909 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 69,292 TOTAL LOBBYING EXPENDITURES: 69,292 OTHER EXEMPT PURPOSE EXPENDITURES: 859,334,970 TOTAL EXEMPT PURPOSE EXPENDITURES: 859,404,262 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: DELNOR-COMMUNITY HOSPITAL ADDRESS: 300 RANDALL ROAD GENEVA, Illinois 60134 EIN: 36-3484281 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 39,451 TOTAL LOBBYING EXPENDITURES: 39,451 OTHER EXEMPT PURPOSE EXPENDITURES: 299,573,088 TOTAL EXEMPT PURPOSE EXPENDITURES: 299,612,539 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CENTRAL DUPAGE PHYSICIAN GROUP ADDRESS: 25 N WINFIELD ROAD WINFIELD, Illinois 60190 EIN: 36-3149833 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 240,762,452 TOTAL EXEMPT PURPOSE EXPENDITURES: 240,762,452 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CENTRAL NURSING SERVICES OF DUPAGE ADDRESS: 690 E NORTH AVE CAROL STREAM, Illinois 60188 EIN: 36-6080833 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 25,280,302 TOTAL EXEMPT PURPOSE EXPENDITURES: 25,280,302 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CENTRAL DUPAGE SPECIAL HEALTH ASSOC ADDRESS: 27W353 JEWELL RD WINFIELD, Illinois 60190 EIN: 36-4310557 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 4,431,542 TOTAL EXEMPT PURPOSE EXPENDITURES: 4,431,542 LOBBYING NONTAXABLE AMOUNT: 371,577 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 92,894 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: PAHCS II ADDRESS: 27W353 JEWELL RD WINFIELD, Illinois 60190 EIN: 36-3887234 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 10,622,717 TOTAL EXEMPT PURPOSE EXPENDITURES: 10,622,717 LOBBYING NONTAXABLE AMOUNT: 681,136 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 170,284 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: DELNOR-COMMUNITY RESIDENTIAL LIVING, INC ADDRESS: 300 RANDALL ROAD GENEVA, Illinois 60134 EIN: 36-4156211 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 2,435,134 TOTAL EXEMPT PURPOSE EXPENDITURES: 2,435,134 LOBBYING NONTAXABLE AMOUNT: 271,757 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 67,939 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: LIVING WELL CANCER RESOURCE CENTER ADDRESS: 300 RANDALL ROAD GENEVA, Illinois 60134 EIN: 16-1727774 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 1,785,370 TOTAL EXEMPT PURPOSE EXPENDITURES: 1,785,370 LOBBYING NONTAXABLE AMOUNT: 239,269 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 59,817 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CADENCE HEALTH FOUNDATION ADDRESS: 27W353 JEWELL ROAD WINFIELD, Illinois 60190 EIN: 36-4401289 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: TOTAL EXEMPT PURPOSE EXPENDITURES: 0 LOBBYING NONTAXABLE AMOUNT: TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 0 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: KISHHEALTH SYSTEM HOMECARE ADDRESS: 100 E WASHINGTON ST SPRINGFIELD, Illinois 62701 EIN: 37-1703513 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 2,496,546 TOTAL EXEMPT PURPOSE EXPENDITURES: 2,496,546 LOBBYING NONTAXABLE AMOUNT: 274,827 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 68,707 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: KISHWAUKEE COMMUNITY HOSPITAL ADDRESS: ONE KISH HOSPITAL DR DEKALB, Illinois 60115 EIN: 23-7087041 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 31,245 TOTAL LOBBYING EXPENDITURES: 31,245 OTHER EXEMPT PURPOSE EXPENDITURES: 171,681,558 TOTAL EXEMPT PURPOSE EXPENDITURES: 171,712,803 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: VALLEY WEST COMMUNITY HOSPITAL ADDRESS: ONE KISH HOSPITAL DR DEKALB, Illinois 60115 EIN: 36-4244337 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 14,392 TOTAL LOBBYING EXPENDITURES: 14,392 OTHER EXEMPT PURPOSE EXPENDITURES: 42,588,836 TOTAL EXEMPT PURPOSE EXPENDITURES: 42,603,228 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: MARIANJOY REHAB HOSPITAL & CLINICS, INC. ADDRESS: 26W171 ROOSEVELT RD WHEATON, Illinois 60187 EIN: 36-2680776 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: 16,940 TOTAL LOBBYING EXPENDITURES: 16,940 OTHER EXEMPT PURPOSE EXPENDITURES: 80,641,366 TOTAL EXEMPT PURPOSE EXPENDITURES: 80,658,306 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: KISHHEALTH SYSTEM FOUNDATION ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 36-3649077 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 315,768 TOTAL EXEMPT PURPOSE EXPENDITURES: 315,768 LOBBYING NONTAXABLE AMOUNT: 63,154 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 15,788 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: KISHHEALTH PHYSICIAN GROUP ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 65-1293967 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 32,094,552 TOTAL EXEMPT PURPOSE EXPENDITURES: 32,094,552 LOBBYING NONTAXABLE AMOUNT: 1,000,000 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 250,000 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: DEKALB BEHAVIORAL HEALTH FOUNDATION ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 47-4579189 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 6,427,795 TOTAL EXEMPT PURPOSE EXPENDITURES: 6,427,795 LOBBYING NONTAXABLE AMOUNT: 471,390 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 117,847 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: CENTER FOR FAMILY HEALTH - MALTA ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 80-0869393 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 455,564 TOTAL EXEMPT PURPOSE EXPENDITURES: 455,564 LOBBYING NONTAXABLE AMOUNT: 91,113 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 22,778 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: KISHHEALTH SYSTEM HOSPICE ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 36-3164329 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 2,417,252 TOTAL EXEMPT PURPOSE EXPENDITURES: 2,417,252 LOBBYING NONTAXABLE AMOUNT: 270,863 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 67,716 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: REHABILITATION MEDICINE CLINIC ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 36-3236791 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: 15,014,187 TOTAL EXEMPT PURPOSE EXPENDITURES: 15,014,187 LOBBYING NONTAXABLE AMOUNT: 900,709 TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: 225,177 TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: MARIANJOY AUXILIARY ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 36-3896976 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: TOTAL EXEMPT PURPOSE EXPENDITURES: LOBBYING NONTAXABLE AMOUNT: TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:
Schedule C, Part II-A, Line 1b, Column (a) AFFILIATED ORGANIZATIONS	ORGANIZATION NAME: MARIANJOY FOUNDATION ADDRESS: 541 N FAIRBANKS CT, RM 1639 CHICAGO, IL 60611 EIN: 35-2165613 ORGANIZATION IS AN ELECTING ORGANIZATION GRASSROOTS LOBBYING AMOUNT: DIRECT LOBBYING AMOUNT: TOTAL LOBBYING EXPENDITURES: OTHER EXEMPT PURPOSE EXPENDITURES: TOTAL EXEMPT PURPOSE EXPENDITURES: LOBBYING NONTAXABLE AMOUNT: TOTAL GRASSROOTS LESS NONTAXABLE AMOUNT: TOTAL EXPENDITURES LESS NONTAXABLE AMOUNT: SHARE OF EXCESS LOBBYING EXPENDITURES:

Schedule R IRS990ScheduleR

Id Disregarded Entities IdDisregardedEntitiesGrp (5 entries)

Address Line1USAddress/AddressLine1Txt	Address Line2USAddress/AddressLine2Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Total IncomeTotalIncomeAmt	End Of Year AssetsEndOfYearAssetsAmt	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt
CADENCE AMBULATORY SURGERY CENTER LLC
541 N Fairbanks Ct	Rm 1630	CHICAGO	IL	60611	800838376	HEALTHCARE	IL	$9,737,728	$16,076,614	CDH-DELNOR HLTH SYS
CADENCE MEDICAL PARTNERS LLC
541 N Fairbanks Ct	Rm 1630	CHICAGO	IL	60611	900917479	HEALTHCARE	IL	$25,026,261	$3,316,866	CDH-DELNOR HLTH SYS
CADENCE HEALTH ACO
541 N Fairbanks Ct	Rm 1630	CHICAGO	IL	60611	352507700	HEALTHCARE	IL	$0	$0	CDH-DELNOR HLTH SYS
TRI-CITIES SURGERY CENTER LLC
541 N Fairbanks Ct	Rm 1630	CHICAGO	IL	60611	510551673	HEALTHCARE	IL	$0	$0	DELNOR-COMM HOSPITAL
HEALTH VENTURES LLC
541 N Fairbanks Ct	Rm 1630	CHICAGO	IL	60611	753255958	HEALTHCARE	IL	$0	$0	HEALTH PROGRESS INC

Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (32 entries)

Address Line1USAddress/AddressLine1Txt	Address Line2USAddress/AddressLine2Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Exempt Code SectionExemptCodeSectionTxt	Public Charity StatusPublicCharityStatusTxt	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt	Controlled OrganizationControlledOrganizationInd
NORTHWESTERN MEMORIAL HEALTHCARE
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363152959	MANAGEMENT	IL	501(c)(3)	Type III-FI	NA	false
NORTHWESTERN MEMORIAL HOSPITAL
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	370960170	HOSPITAL	IL	501(c)(3)	3	NMHC	Yes (true)
NORTHWESTERN MEMORIAL FOUNDATION
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363155315	FUNDRAISING	IL	501(c)(3)	7	NMHC	Yes (true)
NORTHWESTERN LAKE FOREST HOSPITAL
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	362179779	HOSPITAL	IL	501(c)(3)	3	NMHC	Yes (true)
LAKE FOREST HEALTH & FITNESS INST
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363835030	HEALTH	IL	501(c)(3)	10	NORTHWESTERN LAKE FOREST HOSP	Yes (true)
NORTHWESTERN MEDICAL FACULTY FOUNDATION
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363097297	HEALTHCARE	IL	501(c)(3)	3	NMHC	Yes (true)
NORTHWESTERN FOUNDATION RESEARCH & EDUC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	364093385	HEALTHCARE	IL	501(c)(3)	3	NORTHWESTERN MED FACULTY FND	Yes (true)
CDH-DELNOR HEALTH SYSTEM
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363099698	MANAGEMENT	IL	501(c)(3)	Type II	NMHC	Yes (true)
CENTRAL DUPAGE HOSPITAL ASSOCIATION
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	362513909	HOSPITAL	IL	501(c)(3)	3	CDH-DELNOR HLTH SYSTEM	Yes (true)
DELNOR-COMMUNITY HOSPITAL
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363484281	HOSPITAL	IL	501(c)(3)	3	CDH-DELNOR HLTH SYSTEM	Yes (true)
CENTRAL DUPAGE PHYSICIAN GROUP
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363149833	HEALTHCARE	IL	501(c)(3)	10	CDH-DELNOR HLTH SYSTEM	Yes (true)
CENTRAL DUPAGE SPECIAL HEALTH ASSOC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	364310557	PHARMACY	IL	501(c)(3)	10	CDH-DELNOR HLTH SYSTEM	Yes (true)
DELNOR-COMMUNITY RESIDENTIAL LIVING INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	364156211	RESIDENTIAL SERVICES	IL	501(c)(3)	10	CDH-DELNOR HLTH SYSTEM	Yes (true)
LIVING WELL CANCER RESOURCE CENTER
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	161727774	WELLNESS	IL	501(c)(3)	7	CDH-DELNOR HLTH SYSTEM	Yes (true)
COMMUNITY NURSING SERVICE OF DUPAGE COUNTY
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	366080833	HOME HEALTH	IL	501(c)(3)	10	CDH-DELNOR HLTH SYSTEM	Yes (true)
PAHCS II
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363887234	OCCUPATIONAL HEALTH	IL	501(c)(3)	10	CDH-DELNOR HLTH SYSTEM	Yes (true)
KISHHEALTH SYSTEM
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363649080	MANAGEMENT	IL	501(c)(3)	Type II	NMHC	Yes (true)
KISHWAUKEE COMMUNITY HOSPITAL
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	237087041	HOSPITAL	IL	501(c)(3)	3	KISHHEALTH SYSTEM	Yes (true)
VALLEY WEST COMMUNITY HOSPITAL
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	364244337	HOSPITAL	IL	501(c)(3)	3	KISHHEALTH SYSTEM	Yes (true)
KISHHEALTH FOUNDATION
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363649077	FUNDRAISING	IL	501(c)(3)	7	KISHHEALTH SYSTEM	Yes (true)
KISHWAUKEE PHYSICIAN GROUP INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	651293967	HEALTHCARE	IL	501(c)(3)	3	KISHHEALTH SYSTEM	Yes (true)
KISHHEALTH SYSTEM HOME CARE
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	371703513	HOME HEALTH	IL	501(c)(3)	3	KISHHEALTH SYSTEM	Yes (true)
DEKALB COUNTY HOSPICE INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363164329	HOSPICE	IL	501(c)(3)	7	KISHHEALTH SYSTEM	Yes (true)
DEKALB BEHAVIORAL HEALTH FOUNDATION INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	474579189	BEHAVIORAL HEALTH	IL	501(c)(3)	3	KISHHEALTH SYSTEM	Yes (true)
CENTER FOR FAMILY HEALTH - MALTA
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	800869393	HEALTHCARE	IL	501(c)(3)	3	KISHHEALTH SYSTEM	Yes (true)
MARIANJOY INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363483589	MANAGEMENT	IL	501(c)(3)	Type III-FI	NMHC	Yes (true)
MARIANJOY REHABILITATION HOSPITAL & CLINICS INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	362680776	HOSPITAL	IL	501(c)(3)	3	MARIANJOY INC	Yes (true)
REHABILITATION MEDICINE CLINIC INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363236791	HOSPITAL	IL	501(c)(3)	3	MARIANJOY INC	Yes (true)
MARIANJOY FOUNDATION INC
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	352165613	FUNDRAISING	IL	501(c)(3)	7	MARIANJOY INC	Yes (true)
MARIANJOY REHABILITATION CENTER AUXILIARY
541 N FAIRBANKS CT	Rm 1630	CHICAGO	IL	60611	363896976	SUPPORTING	IL	501(c)(3)	Type I	MARIANJOY INC	Yes (true)
FRIENDS OF PRENTICE
251 E HURON		CHICAGO	IL	60611	363930139	SUPPORTING	IL	501(c)(3)	Type III-O	NA	false
MCGAW MEDICAL CENTER NORTHWESTERN UNIV
645 N MICHIGAN		CHICAGO	IL	60611	362656113	SUPPORTING	IL	501(c)(3)	Type I	NA	false

Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (7 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt	Predominant Income TypePredominantIncomeTypeTxt	Share Of Total IncomeShareOfTotalIncomeAmt	Share Of EOY AssetsShareOfEOYAssetsAmt	Disproportionate AllocationsDisproportionateAllocationsInd	UBI Code VUBICodeVAmt	General Or Managing PartnerGeneralOrManagingPartnerInd	OwnershipOwnershipPct	Address Line2USAddress/AddressLine2Txt
GROSVENOR ALTERNATIVE INVESTMENTS LP
900 NORTH MICHIGAN AVE SUITE 1	CHICAGO	IL	60611	800833919	INVESTMENTS	DE	CDH-DELNOR HEALH SYS	Excluded	-$1,385,397	$211,619,260	false	$0	false	0.9999
ILLINOIS PROTON CENTER LLC
4455 WEAVER PKWY	WARRENVILLE	IL	60555	260876468	HEALTHCARE	DE	ILLINOIS PROTON CENTER HOLDINGS	Related	-$1,514,728	-$15,236,396	false	$0	false	0.8125
ILLINOIS PROTON CENTER HOLDING LLC
4455 WEAVER PKWY	WARRENVILLE	IL	60555	260876420	INVESTING	DE	CENTRAL DUPAGE HOSPITAL	Excluded	-$1,514,728	-$15,236,396	false	$0	false	1
KISHWAUKEE AREA PHYSICIAN HOSPITAL ORGANIZATION LLC
541 N FAIRBANKS CT	CHICAGO	IL	60611	364205273	HEALTHCARE	IL	KISHWAUKEE COMM HOSP	Related	-$23,796	-$12,496	false	$0	false	0.6667	RM 1630
ILLINOIS REGIONAL CANCER CENTER LLP
10 HEALTH SERVICES DR	DEKALB	IL	60115	363847273	HEALTHCARE	IL	NA	N/A			false		false
NORTHWESTERN MEDICAL FACULTY FOUNDATION DIALYSIS CENTER
541 N FAIRBANKS CT	CHICAGO	IL	60611	462159685	HEALTHCARE	DE	NMFF	Related	$1,996,176	$3,354,923	false	$0	false	0.8	RM 1630
MIDLAND SURGICAL CENTER LLC
3085 WOLF CT	DEKALB	IL	60115	352194610	HEALTHCARE	IL	KISHWAUKEE COMM HOSP	Related	$553,175	$189,232	false	$0	false	0.745

Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (6 entries)

Address Line1USAddress/AddressLine1Txt	Address Line2USAddress/AddressLine2Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Primary ActivitiesPrimaryActivitiesTxt	Legal Domicile StateLegalDomicileStateCd	Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt	Entity TypeEntityTypeTxt	Share Of Total IncomeShareOfTotalIncomeAmt	Share Of EOY AssetsShareOfEOYAssetsAmt	OwnershipOwnershipPct	Controlled OrganizationControlledOrganizationInd	Legal Domicile Foreign CountryLegalDomicileForeignCountryCd
NORTHWESTERN HEALTHCARE CORP
541 N FAIRBANKS CT	SUITE 1630	CHICAGO	IL	60611	363382383	HEALTHCARE	IL	NMH	C Corporation	$899,934	$1,825,398	1.00	Yes (true)
NORTHWESTERN MEMORIAL INSURANCE COMPANY
					980384611	RISK TRANSFER		NMHC	C Corporation					CJ
DUPAGE HEALTH SERVICES INC
541 N FAIRBANKS CT	SUITE 1630	CHICAGO	IL	60611	363270521	HEALTHCARE	IL	CDH-DELNOR HEALTH SYS	C Corporation	$3,084	$1,010,087	1.00	Yes (true)
DELCOM CORPORATION
541 N FAIRBANKS CT	SUITE 1630	CHICAGO	IL	60611	363334711	HEALTH MGMT	IL	CDH-DELNOR HEALTH SYS	C Corporation	$5,685,295	$14,775,029	1.00	Yes (true)
CORNERSTONE MEDICAL GROUP
541 N FAIRBANKS CT	SUITE 1630	CHICAGO	IL	60611	364345453	HEALTHCARE	IL	CDPG	C Corporation	$6,137,266	$6,171,293	1.00	Yes (true)
HEALTH PROGRESS INC
541 N FAIRBANKS CT	SUITE 1630	CHICAGO	IL	60611	363824138	HEALTHCARE	IL	KISH HEALTH SYSTEM	C Corporation	$1,633,194	$6,307,699	1.00	Yes (true)

Field	Value	IRS element (for citing)
Receipt Of Int Annts Rnts Rylts	Yes (true)	ReceiptOfIntAnntsRntsRyltsInd
Gift Grnt Or Cap Contri To Oth Org	Yes (true)	GiftGrntOrCapContriToOthOrgInd
Gift Grnt Cap Contri From Oth Org	false	GiftGrntCapContriFromOthOrgInd
Loans Or Guarantees To Other Org	Yes (true)	LoansOrGuaranteesToOtherOrgInd
Loans Or Guarantees From Oth Org	Yes (true)	LoansOrGuaranteesFromOthOrgInd
Div Related Organization	false	DivRelatedOrganizationInd
Asset Sale To Other Org	Yes (true)	AssetSaleToOtherOrgInd
Asset Purchase From Other Org	Yes (true)	AssetPurchaseFromOtherOrgInd
Asset Exchange	false	AssetExchangeInd
Rental Of Facilities To Oth Org	Yes (true)	RentalOfFacilitiesToOthOrgInd
Rental Of Fclts From Oth Org	false	RentalOfFcltsFromOthOrgInd
Perform Of Services For Oth Org	Yes (true)	PerformOfServicesForOthOrgInd
Perform Of Services By Other Org	Yes (true)	PerformOfServicesByOtherOrgInd
Sharing Of Facilities	false	SharingOfFacilitiesInd
Paid Employees Sharing	false	PaidEmployeesSharingInd
Reimbursement Paid To Other Org	Yes (true)	ReimbursementPaidToOtherOrgInd
Reimbursement Paid By Other Org	Yes (true)	ReimbursementPaidByOtherOrgInd
Transfer To Other Org	false	TransferToOtherOrgInd
Transfer From Other Org	false	TransferFromOtherOrgInd

Transactions Related Org TransactionsRelatedOrgGrp (7 entries)

Transaction TypeTransactionTypeTxt	InvolvedInvolvedAmt	Method Of Amount DeterminationMethodOfAmountDeterminationTxt
NORTHWESTERN HEALTHCARE CORPORATION
L	$650,000	COST
COMMUNITY NURSING SERVICE OF DUPAGE
Q	$445,608	COST
CENTRAL DUPAGE SPECIAL HEALTH ASSOCIATION
L	$85,472	COST
CENTRAL DUPAGE SPECIAL HEALTH ASSOCIATION
P	$167,362	COST
LIVING WELL CANCER RESOURCE CENTER
Q	$56,500	COST
PAHCS II
L	$75,000	COST
PACHS II
Q	$1,030,085	COST

Affiliated Group Schedule AffiliatedGroupSchedule

Affiliated Schedule AffiliatedScheduleGrp (2 entries)

Address Line1USAddress/AddressLine1Txt	CityUSAddress/CityNm	State AbbreviationUSAddress/StateAbbreviationCd	ZIPUSAddress/ZIPCd	EINEIN	Electing OrganizationElectingOrganizationInd	Total Grassroots LobbyTotalGrassrootsLobbyAmt	Total Direct LobbyTotalDirectLobbyAmt	Total Lobby ExpenditureTotalLobbyExpenditureAmt	Other Exempt Purpose ExpendOtherExemptPurposeExpendAmt	Total Exempt Purpose ExpendTotalExemptPurposeExpendAmt	Lobby NontxLobbyNontxAmt	Grassroots NontxGrassrootsNontxAmt	Total Lobby Grssroot Mns NontxTotalLobbyGrssrootMnsNontxAmt	Tot Lbby Expend Mns Lobby NontxTotLbbyExpendMnsLobbyNontxAmt	Share Excess Lobby ExpendShareExcessLobbyExpendAmt
Northwestern Memorial HealthCare Group
251 E Huron 541 N Fairbanks	Chicago	IL	606112908	364724966	Yes (X)	$0	$304,601	$304,601	$4,726,445,560	$4,726,750,161	$1,000,000	$250,000	$0	$0	$0
NORTHWESTERN MEMORIAL HEALTHCARE
251 E HURON	CHICAGO	IL	60611	363152959	Yes (X)	$0	$89,800	$89,800	$747,992,590	$748,082,390	$1,000,000	$250,000	$0	$0	$0