2018-07-13T17:01:22-05:00 2017-08-31 346565596 ERNST & YOUNG US LLP 155 N WACKER DRIVE CHICAGO IL 60606 990 2016-09-01 364724966 Northwestern Memorial HealthCare Group NORT 3129262000 251 E Huron 541 N Fairbanks Chicago IL 606112908 John A Orsini SVP/CFO 2018-07-13 true JACOB ZEHNDER P01564049 3128792000 2016 2022-09-23 18:48:47Z Dean M Harrison 251 E Huron 541 N Fairbanks Chicago IL 606112908 5073097779 true true 5878 X www.NM.Org X THE PRIMARY MISSION OF THE NORTHWESTERN AFFILIATES INCLUDED IN THIS GROUP RETURN IS TO BE THE DESTINATION OF CHOICE FOR (CONTINUED IN SCHEDULE O) 170 147 27179 3250 66227875 20285160 39128573 49727631 4418644763 4953190879 22078763 10357864 140853539 58904076 4620705638 5072180450 18548467 20421778 0 1833851328 2007830607 0 17303625 2289375166 2698497776 4141774961 4726750161 478930677 345430289 9522248401 9994738417 3695080757 3644491423 5827167644 6350246994 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. false false 3656017589 20421778 4915443337 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. 3656017589 true true false true false true false true false true true false false true true true false true false false true false false false true true true true true true true true true true false false false true false true true true true false false false true true true true false false true 919 0 true 27179 true true true false false false false true true false false false false false false false X 170 147 true false true false true true true true true false false true true true true true true true true true true IL X Robert Gerecke 3129269495 541 N Fairbanks Rm 1639 Chicago IL 606113309 Marvin Barnes See Schedule O 5.0 0 X X 0 0 0 Tonda Bruch See Schedule O 5.0 0 X X 0 0 0 JOHN A CANNING See Schedule O 5.0 0 X X 0 0 0 Howard B Chrisman MD See Schedule O 40.0 0 X X 885896 0 58123 Seamus Collins See Schedule O 5.0 0 X X 0 0 0 JULIE L CREAMER See Schedule O 40.0 0 X X 1787557 0 165677 Michael A Cullen See Schedule O 5.0 0 X X 0 0 0 Kent Dauten See Schedule O 5.0 0 X X 0 0 0 James C Dechene See Schedule O 40.0 0 X X 1103926 0 42804 Pamela Duffy See Schedule O 40.0 0 X X 326057 0 31952 Erik Englehart MD See Schedule O 40.0 0 X X 217037 0 44900 Gary Evans See Schedule O 5.0 0 X X 0 0 0 Connie Falcone See Schedule O 40.0 0 X X 0 0 0 Stephen Falk See Schedule O 40.0 0 X X 777151 0 36428 WILLIAM P FLESCH See Schedule O 5.0 0 X X 0 0 0 Matthew J Flynn See Schedule O 29.0 11.0 X X 448957 0 82686 Richard Franco See Schedule O 5.0 0 X X 0 0 0 James Giblin MD See Schedule O 20.0 20.0 X X 884491 0 132040 Dean M Harrison See Schedule O 30.0 10.0 X X 4734232 0 482013 Staci Hoste See Schedule O 5.0 0 X X 0 0 0 Christine Johnson See Schedule O 5.0 0 X X 0 0 0 David Juday See Schedule O 5.0 0 X X 0 0 0 Emily J Kozak See Schedule O 30.0 10.0 X X 245939 0 42368 Karen Mason See Schedule O 5.0 0 X X 0 0 0 Thomas J McAfee See Schedule O 40.0 0 X X 1048011 0 279212 Eric G Neilson MD See Schedule O 40.0 0 X X 1017728 0 32319 John A Orsini See Schedule O 30.0 10.0 X X 1221463 0 329887 HOMI B PATEL See Schedule O 5.0 0 X X 0 0 0 Kevin P Poorten See Schedule O 29.0 11.0 X X 1110139 0 111447 MK Pritzker See Schedule O 5.0 0 X X 0 0 0 Maureen A Taus See Schedule O 20.0 20.0 X X 431266 0 75109 Glenn F Tilton See Schedule O 5.0 0 X X 0 0 0 Patrick Towne MD See Schedule O 40.0 0 X X 575124 0 63965 Michael Vivoda See Schedule O 19.0 21.0 X X 1569060 0 457463 EDWARD J WEHMER See Schedule O 5.0 0 X X 0 0 0 Shakeel Ahmad MD See Schedule O 5.0 0 X 0 0 0 ANTHONY ALTIMARI MD See Schedule O 40.0 0 X 694585 0 39417 Dean Barrett See Schedule O 5.0 0 X 0 0 0 Roger L Benson See Schedule O 5.0 0 X 0 0 0 Peter Bernick See Schedule O 5.0 0 X 0 0 0 Joan Bickner See Schedule O 5.0 0 X 0 0 0 Andrew Bluhm See Schedule O 5.0 0 X 0 0 0 John Boies See Schedule O 5.0 0 X 0 0 0 WILLIAM J BRODSKY See Schedule O 5.0 0 X 0 0 0 DAVID BROWN See Schedule O 5.0 0 X 0 0 0 Sajit Bux MD See Schedule O 5.0 0 X 0 0 0 Cindy Capek See Schedule O 5.0 0 X 0 0 0 David R Casper See Schedule O 5.0 0 X 0 0 0 Dennis S Chookaszian See Schedule O 5.0 0 X 0 0 0 Craig T Collins See Schedule O 5.0 0 X 0 0 0 SEAN M CONNOLLY See Schedule O 5.0 0 X 0 0 0 Adam Cooper See Schedule O 5.0 0 X 0 0 0 Mark Cozzi See Schedule O 5.0 0 X 0 0 0 Stephen Crawford See Schedule O 5.0 0 X 0 0 0 KERMIT R CRAWFORD See Schedule O 5.0 0 X 0 0 0 PETER D CRIST See Schedule O 5.0 0 X 0 0 0 Keating Crown See Schedule O 5.0 0 X 0 0 0 William Cunningham See Schedule O 5.0 0 X 0 0 0 Denise Curren See Schedule O 5.0 0 X 0 0 0 Brett M Dale See Schedule O 5.0 0 X 0 0 0 William M Daley See Schedule O 5.0 0 X 0 0 0 WILLIAM G DALUGA See Schedule O 5.0 0 X 0 0 0 JOSEPH F DAMICO See Schedule O 5.0 0 X 0 0 0 Matthew S Darnall See Schedule O 5.0 0 X 0 0 0 Anthony B Davis See Schedule O 5.0 0 X 0 0 0 Richard Davis See Schedule O 5.0 0 X 0 0 0 Dan DeCanniere See Schedule O 5.0 0 X 0 0 0 PEDRO DEJESUS See Schedule O 5.0 0 X 0 0 0 Michael F DeSantiago See Schedule O 5.0 0 X 0 0 0 JOHN H DICK See Schedule O 5.0 0 X 0 0 0 Shawn M Donnelly See Schedule O 5.0 0 X 0 0 0 Stephen W Elliott See Schedule O 5.0 0 X 0 0 0 John R Ettelson See Schedule O 5.0 0 X 0 0 0 Ronald Feldmann MD See Schedule O 5.0 0 X 0 0 0 Michael W Ferro See Schedule O 5.0 0 X 0 0 0 Albert M Friedman See Schedule O 5.0 0 X 0 0 0 Mark Furlong See Schedule O 5.0 0 X 0 0 0 Torsten Gessner See Schedule O 5.0 0 X 0 0 0 Lisa M Giles See Schedule O 5.0 0 X 0 0 0 James T Glerum See Schedule O 5.0 0 X 0 0 0 Teresa Gobeli See Schedule O 40.0 0 X 107587 0 32501 William Goldberg See Schedule O 5.0 0 X 0 0 0 James A Gordon See Schedule O 5.0 0 X 0 0 0 ILENE S GORDON See Schedule O 5.0 0 X 0 0 0 Trina Gordon McCallister See Schedule O 5.0 0 X 0 0 0 Judy Greffin See Schedule O 5.0 0 X 0 0 0 Azeem Haleem MD See Schedule O 40.0 0 X 445268 0 47450 ROGER T HARRIS See Schedule O 5.0 0 X 0 0 0 Brett J Hart See Schedule O 5.0 0 X 0 0 0 Sandra L Helton See Schedule O 5.0 0 X 0 0 0 Roberto R Herencia See Schedule O 5.0 0 X 0 0 0 Mark Hilde See Schedule O 5.0 0 X 0 0 0 Adam Hoeflich See Schedule O 5.0 0 X 0 0 0 WILLARD M HUNTER See Schedule O 5.0 0 X 0 0 0 Peter S Hurst BDS See Schedule O 5.0 0 X 0 0 0 Linda Johnson Rice See Schedule O 5.0 0 X 0 0 0 Rick H Kash See Schedule O 5.0 0 X 0 0 0 Dennis Keane MD See Schedule O 5.0 0 X 0 0 0 ANTHONY K KESMAN See Schedule O 5.0 0 X 0 0 0 John A Kessler MD See Schedule O 40.0 0 X 36459 0 31824 Sushil Keswani See Schedule O 5.0 0 X 0 0 0 Ron Klein See Schedule O 5.0 0 X 0 0 0 JAY KLOOSTERBOER See Schedule O 5.0 0 X 0 0 0 CATHERINE KOZIK See Schedule O 5.0 0 X 0 0 0 Michael Kulisz Jr DO See Schedule O 40.0 0 X 744098 0 96073 William C Kunkler See Schedule O 5.0 0 X 0 0 0 Julie Lampert See Schedule O 5.0 0 X 0 0 0 Richard H Lenny See Schedule O 5.0 0 X 0 0 0 Lawrence F Levy See Schedule O 5.0 0 X 0 0 0 Robert A Livingston See Schedule O 5.0 0 X 0 0 0 Timothy J Luby See Schedule O 5.0 0 X 0 0 0 Dee A Manire See Schedule O 5.0 0 X 0 0 0 Joseph D Mansueto See Schedule O 5.0 0 X 0 0 0 Thomas Matya See Schedule O 5.0 0 X 0 0 0 J Richard Maybury See Schedule O 5.0 0 X 0 0 0 PATRICK M MCCARTHY MD See Schedule O 40.0 0 X 1386905 0 24916 Richard Melman See Schedule O 5.0 0 X 0 0 0 Ricardo Meza See Schedule O 5.0 0 X 0 0 0 Becky Milliman See Schedule O 5.0 0 X 0 0 0 Karen Mills See Schedule O 5.0 0 X 0 0 0 CHARLES N MILLS See Schedule O 5.0 0 X 0 0 0 LEE M MITCHELL See Schedule O 5.0 0 X 0 0 0 Joan W Moore See Schedule O 5.0 0 X 0 0 0 Lou Jean Moyer See Schedule O 5.0 0 X 0 0 0 James Murray See Schedule O 5.0 0 X 0 0 0 Phebe N Novakovic See Schedule O 5.0 0 X 0 0 0 ANDREW OLEKSYN DO See Schedule O 5.0 0 X 15000 0 0 Amy S Paller MD See Schedule O 40.0 0 X 397566 0 41274 Robert J Parkinson Jr See Schedule O 5.0 0 X 0 0 0 Rakesh Patel MD See Schedule O 5.0 0 X 0 0 0 TERRANCE D PEABODY MD See Schedule O 40.0 0 X 758475 0 38845 WILLIAM D PEREZ See Schedule O 5.0 0 X 0 0 0 Joseph M Persak MD See Schedule O 5.0 0 X 0 0 0 Jane D Pigott See Schedule O 5.0 0 X 0 0 0 Leonidas C Plantanias MD See Schedule O 5.0 0 X 0 0 0 John Podjasek See Schedule O 5.0 0 X 0 0 0 ANNE PRAMAGGIORE See Schedule O 5.0 0 X 0 0 0 Craig R Pryde See Schedule O 5.0 0 X 0 0 0 Andrea Redmond-Ferguson See Schedule O 4.0 1.0 X 0 0 0 LARRY D RICHMAN See Schedule O 5.0 0 X 0 0 0 Mary Beth Richmond MD See Schedule O 5.0 0 X 0 0 0 Sue Richter See Schedule O 5.0 0 X 0 0 0 LEONETTA RIZZI See Schedule O 5.0 0 X 0 0 0 Douglas Roberts See Schedule O 5.0 0 X 0 0 0 Joseph Roberts See Schedule O 5.0 0 X 0 0 0 Desiree Rogers See Schedule O 5.0 0 X 0 0 0 Manuel Sanchez See Schedule O 5.0 0 X 0 0 0 Debbie S Saran See Schedule O 5.0 0 X 0 0 0 Ron Saslow See Schedule O 5.0 0 X 0 0 0 Muneer A Satter See Schedule O 5.0 0 X 0 0 0 Terry Savage See Schedule O 5.0 0 X 0 0 0 John Schmidt MD See Schedule O 5.0 0 X 0 0 0 Marc S Schulman See Schedule O 5.0 0 X 0 0 0 Samuel C Scott III See Schedule O 5.0 0 X 0 0 0 RONALD J SEVERINO MD See Schedule O 40.0 0 X 395749 0 42204 DEAN P SHOENER MD See Schedule O 40.0 0 X 602004 0 43381 Greg Smith See Schedule O 5.0 0 X 0 0 0 Scott C Smith See Schedule O 5.0 0 X 0 0 0 NATHANIEL J SOPER MD See Schedule O 40.0 0 X 796113 0 17807 MARC STRAUSS See Schedule O 5.0 0 X 0 0 0 ALEXANDER D STUART See Schedule O 5.0 0 X 0 0 0 Robert J Stucker See Schedule O 5.0 0 X 0 0 0 Robert Sullivan See Schedule O 5.0 0 X 0 0 0 Shelia G Talton See Schedule O 5.0 0 X 0 0 0 JAY THAKKAR MD See Schedule O 5.0 0 X 53128 0 0 DONALD L THOMPSON See Schedule O 5.0 0 X 0 0 0 Michael Thornton MD See Schedule O 40.0 0 X 53475 0 0 Edward T Tilly See Schedule O 5.0 0 X 0 0 0 DEAN G TSARWHAS MD See Schedule O 40.0 0 X 978959 0 47486 Jason Tyler See Schedule O 5.0 0 X 0 0 0 Nicholas J Volpe MD See Schedule O 40.0 0 X 519280 0 41535 WILLIAM A VONHOENE See Schedule O 5.0 0 X 0 0 0 FREDERICK H WADDELL See Schedule O 5.0 0 X 0 0 0 Jack Wagoner MD See Schedule O 5.0 0 X 0 0 0 Ruth Walker See Schedule O 5.0 0 X 0 0 0 Reeve Waud See Schedule O 5.0 0 X 0 0 0 JEFFREY D WAYNE MD See Schedule O 5.0 0 X 351224 0 40273 Ann West MD See Schedule O 5.0 0 X 0 0 0 Peter Whinfrey See Schedule O 5.0 0 X 0 0 0 Forrest Whittaker See Schedule O 5.0 0 X 0 0 0 ABRA PRENTICE WILKIN See Schedule O 5.0 0 X 0 0 0 Corinne J Wood See Schedule O 5.0 0 X 0 0 0 JAMES P ZALLIE See Schedule O 5.0 0 X 0 0 0 Andrea Zopp See Schedule O 5.0 0 X 0 0 0 Maureen Bryant See Schedule O 40.0 0 X 760960 0 26711 Brian J Lemon See Schedule O 40.0 0 X 982664 0 42630 Danae K Prousis See Schedule O 40.0 0 X 755247 0 28784 Mary Savaiano See Schedule O 20.0 20.0 X 109162 0 24534 Kathleen Yosko See Schedule O 40.0 0 X 433113 0 24901 Douglas M Young See Schedule O 40.0 0 X 588440 0 43348 Aaron Bare MD See Schedule O 40.0 0 X 1040874 0 45578 Michael Lee MD SEE SCHEDULE O 40.0 0 X 1189341 0 43232 Harish Shownkeen MD See Schedule O 40.0 0 X 1652832 0 41972 Regina Stein MD See Schedule O 40.0 0 X 987929 0 43232 Claudia Tellez MD See Schedule O 40.0 0 X 1061094 0 38589 James Adams MD See Schedule O 40.0 0 X 897891 0 53087 Michael Ankin MD SEE SCHEDULE O 40.0 0 X 493453 0 30806 Roger Bell SEE SCHEDULE O 40.0 0 X 599437 0 54748 Norman Botsford SEE SCHEDULE O 0 0 X 143530 0 4581 Steven Burandt MD See Schedule O 40.0 0 X 282322 0 39958 Abraham Chacko SEE SCHEDULE O 0 0 X 129349 0 19837 Carl Christensen See Schedule O 40.0 0 X 654347 0 189653 Brad Copple SEE SCHEDULE O 40.0 0 X 465538 0 65761 Mark Daniels MD See Schedule O 40.0 0 X 476557 0 40617 Joseph Dant SEE SCHEDULE O 40.0 0 X 573108 0 25260 Loren Foelske SEE SCHEDULE O 40.0 0 X 452087 0 34973 Francis Fraher SEE SCHEDULE O 40.0 0 X 326039 0 41508 David Hensley SEE SCHEDULE O 40.0 0 X 335503 0 46415 John Hubbe SEE SCHEDULE O 40.0 0 X 134464 0 41146 Daniel Kinsella SEE SCHEDULE O 40.0 0 X 433387 0 26516 Michael Kokott See Schedule O 40.0 0 X 92761 0 14059 David Mahvi MD SEE SCHEDULE O 40.0 0 X 515767 0 15900 Denise Majeski SEE SCHEDULE O 40.0 0 X 362498 0 27664 Dean Manheimer See Schedule O 40.0 0 X 1234112 0 250333 Peter McCanna See Schedule O 0 0 X 10557321 0 606679 Michele McClelland SEE SCHEDULE O 40.0 0 X 304867 0 33748 Gary Noskin MD See Schedule O 40.0 0 X 626897 0 67939 David Proulx SEE SCHEDULE O 40.0 0 X 178108 0 0 Elizabeth Rosenberg See Schedule O 40.0 0 X 1044857 0 283884 Marcy Rubic SEE SCHEDULE O 40.0 0 X 146070 0 10921 Brian Walsh See Schedule O 40.0 0 X 543347 0 43399 Jennifer Wooten Ierardi See Schedule O 40.0 0 X 332600 0 41690 58617781 0 5567975 2904 true true true TURNER CONSTRUCTION COMPANY 55 E MONROE SUITE 1430 CHICAGO IL 60603 CONSTRUCTION 108562042 SKENDER CONSTRUCTION 200 W MADISON SUITE 1300 CHICAGO IL 60606 CONSTRUCTION 59652448 CLUNE CONSTRUCTION COMPANY 10 S RIVERSIDE PLAZA 2200 CHICAGO IL 60606 CONSTRUCTION 20954413 CB RICHARD ELLIS INC 65 E WACKER PL CHICAGO IL 60611 MANAGEMENT 12571487 DELOITTE CONSULTING LLP 111 S WACKER DR CHICAGO IL 60606 CONSULTING 12552257 250 X 1578146 4290050 43859435 950829 49727631 NM HSP PATIENT SERV & OTHER REVENUE 621990 1823568359 1820940235 2628124 CENTRAL DUPAGE HSP PATNT SERV & OTHER REV 621990 1052655824 996453919 56201905 NMG PATIENT SERVICES & OTHER REVENUE 621110 941587521 941587521 DELNOR COMM HSP 621990 331007980 331007980 NLF HSP PATNT SERV & OTHER REVENUE 621990 301639413 301591785 47628 502731782 502661437 70345 0 4953190879 10245908 3049749 7196159 34163296 34163296 0 34163296 1676370 32486926 18512 111557 18113 399 111557 111956 111956 922066 1578146 783975 138091 138091 21725 2500 19225 19225 941991 112741 829250 829250 PROFESSIONAL SERVICE FEES 561000 10459186 10458937 249 PARKING REVENUE 812930 10241269 8263070 1978199 PROFESSIONAL SERVICES TO AFFILIATES 561000 1122856 1122856 1930903 1355597 575306 0 23754214 5072180450 4915443337 66227875 40781607 20037961 20037961 383817 383817 31668872 29371372 2210743 86757 26897541 24946189 1877666 73686 1609263192 1492515053 112339610 4408529 238106548 210339049 26468623 1298876 101894454 92126525 9595199 172730 680975367 680975367 23828 23828 1788883 1788883 394401 394401 234360471 128267546 97330386 8762539 2718131 287991 2326873 103267 39945995 31955452 7712627 277916 9029511 2325755 6690485 13271 189948587 109803100 79632606 512881 4496601 3418703 991659 86239 5727510 1570382 3319757 837371 45675615 45656566 19049 218749332 209362463 9351232 35637 98860207 94031886 4812995 15326 MEDICAL SUPPLIES 834272428 832675300 1359846 237282 MEDICAID TAX 103362468 103362468 BAD DEBT 193704977 193634219 35005 35753 INCOME TAXES 12127013 12127013 22336451 17424378 4566508 345565 4726750161 3656017589 1053428947 17303625 269916986 538558196 40901615 44466856 582052772 698751574 0 0 0 59997783 64241358 60343035 133944498 4828741165 1748391096 2937129164 3080350069 0 0 48206263 9898487 5824818 5562008559 5380394785 9522248401 9994738417 509641384 670208042 116664216 93025335 1780222 1616526 1425090217 1249724261 0 0 1641904718 1629917259 3695080757 3644491423 X 5455901952 5953867985 209355178 221299054 161910514 175079955 5827167644 6350246994 9522248401 9994738417 X 345430289 29142195 148506866 X false true X true true true X 20 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 true 0 0 NORTHWESTERN MEMORIAL HEALTHCARE 363152959 3 true 0 0 NORTHWESTERN MEMORIAL HOSPITAL 370960170 3 true 0 0 NORTHWESTERN LAKE FOREST HOSPITAL 362179779 3 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 20 0 0 39393206 23749768 25212380 28919061 48893913 166168328 0 0 39393206 23749768 25212380 28919061 48893913 166168328 6844764 159323564 22761848 20017161 17722673 20397994 12141681 93041357 0 24150 27950 0 0 0 52100 259261785 22156275 0.6145 0.5864 X 59881795 12357394 8129452 5938157 5565947 91872745 738912573 839493483 787115693 1054631080 1098936793 4519089622 0 0 0 798794368 851850877 795245145 1060569237 1104502740 4610962367 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4610962367 1023562 11247540 319784 5530886 589616 18711388 1711856 1475155 1144227 999307 1463994 6794539 2735418 12722695 1464011 6530193 2053610 25505927 0 2058512 2970792 484250 8028253 40911309 54453116 803588298 867544364 797193406 1075127683 1147467659 4690921410 0.9830 0.9973 0.0054 0.0047 X false false false false false false false false false false false false false false false true true true 0 0 0 0 0 0 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; RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED X 0 0 304601 394401 304601 394401 4726445560 5474438150 4726750161 5474832551 1000000 1000000 250000 250000 0 0 0 0 1000000 1000000 1000000 1000000 4000000 6000000 351763 529932 412411 394401 1688507 250000 250000 250000 250000 1000000 1500000 0 0 0 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: 1 1 2534 730769 900 106412 15315 11604925 true true X X X false 161910261 5608930 7560511 175079702 160775409 1930836 -795984 161910261 154047947 8113774 -1386312 160775409 150742275 2420472 885200 154047947 141770880 2363845 6607550 150742275 0.0 1.0 0.0 false false 345207455 345207455 3361015859 1313677375 2047338484 703001715 434713721 268287994 419516136 419516136 3080350069 I/C RECEIVABLE 4567874537 INSURANCE RECOVERABLE 414169425 OTHER ASSETS 121935923 DUE FROM AFFILIATES 163385564 SECTION 457-B PLAN ASSET 66817553 INVEST NON GROUP SUBS JV 0 GOODWILL 25115126 BENEFICIAL INTEREST IN TRUSTS 14202831 MEDICAID RECEIVABLE 5915922 ARTWORK 977904 5380394785 ACCRUED BOND INTEREST 7920733 EST THIRD PARTY PAYOR SETTLEMENT 434468279 SELF INSURANCE RESERVES 874407474 INTEREST RATE SWAPS 112689847 SECTION 457-B AND PENSION PLAN 70019177 DEFERRED RENT 9799494 OTHER 120612255 1629917259 X 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. Middle East and North Africa 0 0 Program Services SEND AGENTS TO SEMINAR 23362 Europe (Including Iceland and Greenland) 0 0 Program Services SEND AGENTS TO SEMINAR 30752 0 0 0 0 0 0 54114 0 54114 true false true false false false NBTI Gala 619900 522278 97622 150 79571 6500 44148 CDH Delnor Gala 428383 110233 318150 74655 4925 106952 13 1451929 945635 506294 18100 39692 46723 42986 18000 301573 2500212 1578146 922066 18100 39842 46723 197212 29425 452673 783975 138091 21725 2500 true 1.0 21725 2500 IL false 1.0 Northwestern Memorial Foundation 0S050 Winfield Road Winfield IL 60190 false NORTHWESTERN MEMORIAL FOUNDATION 0 ASSIST VOLUNTEERS X 0 Schedule G, Part III, Line 14 Special Events - Books and Records THESE WERE SMALL RAFFLES, NO SPECIFIC PERSON WAS IN CHARGE OF THE ACTIVITIES. BOOKS AND RECORDS ARE HELD BY NORTHWESTERN MEMORIAL FOUNDATION. true true X true X true X 600 true true false true true 70080606 4319500 65761106 0.0145 424003809 264477296 159526513 0.0352 0 0 0 0.0 0 0 494084415 268796796 225287619 0.0497 3222982 0 3222982 0.0007 64023806 12215263 51808543 0.0114 19461075 0 19461075 0.0043 19522989 0 19522989 0.0043 2900676 0 2900676 0.0006 0 0 109131528 12215263 96916265 0.0214 0 0 603215943 281012059 322203884 0.0711 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 2560862 2560862 0.0006 0 0.0 0 0 2560862 0 2560862 0.0006 true 49459000 1085918000 1485613000 -399695000 X true true 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 7 1 Northwestern Memorial Hospital 251 E Huron Chicago IL 60611 www.nmh.org 0003251 X X X X X 2 NORTHWESTERN LAKE FOREST HOSPITAL 1000 N WESTMORELAND ROAD LAKE FOREST IL 60045 WWW.LFH.ORG 0005660 X X X X 3 CENTRAL DUPAGE HOSPITAL ASSOCIATION 25 N WINFIELD ROAD WINFIELD IL 60190 WWW.CADENCEHEALTH.ORG 0005744 X X X X 4 DELNOR-COMMUNITY HOSPITAL 300 RANDALL ROAD GENEVA IL 60134 WWW.CADENCEHEALTH.ORG 0005736 X X X 5 NORTHWESTERN MEDICINE KISHWAUKEE COMMUNITY HOSPITAL 1 KISH HOSPITAL DR DEKALB IL 60115 0005470 X X X 6 Northwestern Medicine Valley West Hospital 1302 N Main Street Sandwich IL 60548 www.kishhealth.org 0004690 X X X X 7 Marianjoy Rehabilitation Hospital 26 W 171 Roosevelt Rd Wheaton IL 60187 www.marianjoy.org 0003228 X X Rehabilitation Svcs Northwestern Memorial Hospital 1 false false true X X X X X X X X X X 15 true true false true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X X true 16 false true false true X 200.0 600.0 X X X X X X true true X X X X true X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X X X X X X true X false X X X X true X false false NORTHWESTERN LAKE FOREST HOSPITAL 2 false false true X X X X X X X X X X 15 true true false true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X X true 16 false true false true X 200.0 600.0 X X X X X X true true X X X X true X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X X X X X X true X false X X X X true X false false CENTRAL DUPAGE HOSPITAL ASSOCIATION 3 false false true X X X X X X X X X X 15 true true false true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X X true 16 false true false true X 200.0 600.0 X X X X X X true true X X X X true X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X X X X X X true X false X X X X true X false false DELNOR-COMMUNITY HOSPITAL 4 false false true X X X X X X X X X X 14 true true true true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X X true 15 false true false true X 200.0 600.0 X X X X X X true true X X X X true X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X X X X X X true X false X X X X true X false false NORTHWESTERN MEDICINE KISHWAUKEE COMMUNITY HOSPITAL 5 false true true X X X X X X X X X X 15 true true false true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X X true 15 false true false true X 200.0 600.0 X X X true true X X X X true X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X X X X X true X false X X X X true X false false Northwestern Medicine Valley West Hospital 6 false true true X X X X X X X X X X 15 true true false true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X X true 15 false true false true X 200.0 600.0 X X X true true X X X X true X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X nm.org/patients-and-visitors/billing-and-insurance/financial-assistance X X X X X true X false X X X X true X false false Marianjoy Rehabilitation Hospital 7 false true true X X X X X X X X X 15 true false false true X https://www.nm.org/about-us/community-initiatives/community-health-needs-assessment X http://Marianjoy.org/aboutus/communitybenefits.aspx X true 16 false true false true X 200.0 600.0 X X X X true true X X X X true X http://marianjoy.org/patients-visitors/billing-insurance.aspx X http://marianjoy.org/patients-visitors/billing-insurance.aspx X http://marianjoy.org/patients-visitors/billing-insurance.aspx X X X X X true X false X X X X true X false false 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. 0 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 04 Chicago IL 60642 MOB 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 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 true Northwestern University 750 N Lake Shore Dr Chicago IL 60611 362167817 501(c)3 14081092 Academic support Free Choice Healthcare Foundation PO Box 1623 Poway CA 92074 464559312 501(c)3 1000000 Access to healthcare for low income Erie Family Health Center 1701 W Superior St Chicago IL 60622 363088628 501(c)3 971000 Access to healthcare for low income United Way of Metropolitan Chicago 333 S Wabash Ave Chicago IL 60604 300200478 501(c)3 510000 Community support VNA Healthcare 400 N Highland Ave Aurora IL 60506 362182095 501(c)3 500000 Healthcare support Near North Health Services Corp 1276 N Clybourn Ave Chicago IL 60610 363197647 501(c)3 350000 Community health DuPage Coalition (Access DuPage) 511 Thornhill Dr Carol Stream IL 60188 364448208 501(c)3 222075 Access to healthcare for low income Winfield Fire Protection District 27W560 High Lake Rd Winfield IL 60190 362797572 Government 200000 Community safety Evans Scholars Foundation 1 Briar Rd Golf IL 60029 362518129 501(c)3 125000 Education support YMCA OF METROPOLITAN CHICAGO 824 N Hamlin Chicago IL 60651 362179782 501(c)3 118720 Support community health and education University of Illinois Foundation 1305 W Green St Urbana IL 61801 376006007 501(c)3 112000 Youth Violence prevention and Hispanic medical education SPECTRIOS INSTITUTE FOR LOW VISION 219 E Cole Ave Wheaton IL 60187 363083157 501(c)3 109624 Pediatric Vision Outreach Community Health 2611 W Chicago Ave Chicago IL 60622 363831793 501(c)3 107965 Access to healthcare for low income Bright Star Community Outreach 4518 S Cottage Grove Chicago IL 60653 262007088 501(c)3 40000 Access to mental health services for low income Kane County 719 S Batavia Ave Geneva IL 60134 366006585 Government 81854 Support community health and education PRESERVATION OF EGYPTIAN THEATRE INC 135 N 2nd St DeKalb IL 60115 363011960 501(c)3 75000 Community project TRI CITY HEALTH PARTNERSHIP INC 318 Walnut St St Charles IL 60174 364475369 501(c)3 70000 Healthcare for un- or underinsured Lazarus House 214 Walnut St St Charles IL 60174 364187609 501(c)3 50000 Shelter and meals for homeless COMMUNITY FOUNDATION OF THE FOX RIVER VALLEY 111 W Downer Pl Aurora IL 60506 366086742 501(c)3 38700 Support community education Chicago Assoc for Research and Education in Science PO Box 250 Hines IL 60141 363334177 501(c)3 30000 Research and education for veterans' health Opportunity House 202 Lucas St Sycamore IL 60178 362476231 501(c)3 30000 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 30000 Support individuals and families in DeKalb Co Kishwaukee Family YMCA 2500 W Bethany Rd Sycamore IL 60178 362379643 501(c)3 25500 Support individuals and families in DeKalb Co Almost Home Kids 7S721 State Rte 53 Naperville IL 60540 363822010 501(c)3 25000 Support for children with special-needs American Cancer Society 143 First St Batavia IL 60510 131788491 501(c)3 25000 Support Relay for Life event DeKalb County Economic Development Corporation 421 N California St Sycamore IL 60178 363524353 501(c)3 20075 Support DeKalb economic development Sycamore Park District 940 E State St Sycamore IL 60178 366006122 Government 20000 Support park district programs Kishwaukee College Foundation 21193 Malta Rd Malta IL 60150 237433949 501(c)3 18500 Support community education Voluntary Action Center Of DeKalb County 1606 Bethany Rd Sycamore IL 60178 362798257 501(c)3 16000 Transportation and nutrition needs in the community Northern Illinois Food Bank 273 Dearborn Geneva IL 60134 363203648 501(c)3 15210 Nutrition for low income in the community Linking Efforts Against Drugs 400 E Illinois Rd Lake Forest IL 60045 311501805 501(c)3 15000 Drug abuse prevention and education Common Threads 3811 Bee Caves Rd Austin TX 78746 200106847 501(c)3 15000 Teach low income children to cook wholesome and affordable meals Winfield Park District 0N020 County Farm Rd Winfield IL 60190 363303703 Government 15000 Community health American Heart Association 205 N Michigan Ave Chicago IL 60604 135613797 501(c)3 15000 Education/research/support Safe Passage PO Box 621 DeKalb IL 60115 363108372 501(c)3 15000 Prevention of domestic violence Fox Valley Older Adult Services 1406 Suydam Rd Sandwich IL 60548 362738669 501(c)3 13850 Support for seniors in the community Western DuPage Special Recreation District 116 N Schmale Rd Carol Stream IL 60188 363932924 501(c)3 13000 Recreation scholarships for persons with disabilities DuPage PADS 601 W Liberty Wheaton IL 60187 363675494 501(c)3 13000 Recuperation program for homelessness Fox Valley YMCA 3875 Eldamain Rd Plano IL 60545 363028169 501(c)3 13000 Programs to promote healthy lifestyle Sandwich Park District #430 1001 N Latham Rd Sandwich IL 60548 362646087 Government 13000 Support for park district programs MARCH OF DIMES FOUNDATION 111 W Jackson Blvd Chicago IL 60604 131846366 501(c)3 11500 Infant Health Boy Scouts of America Three Fires Council Troop 575 St Charles IL 60174 363831877 501(c)3 10700 Support for community youth program Special Camps for Special Citizens 26W684 Lindsey Winfield IL 60190 364002804 501(c)3 10585 Recreational program support Knights of Columbus 0S233 Church St Winfield IL 60190 363180409 501(c)8 10000 Community support Roman Catholic Diocese of Joliet-St John the Baptist 0S259 Church St Winfield IL 60190 362167849 501(c)3 10000 Community support Friends for Therapeutic Equine Activities 28W051 Liberty St Winfield IL 60190 364095011 501(c)3 10000 Programs for special needs children/adults TriCities Family Services 1120Randall Ct Geneva IL 60134 237310008 501(c)3 10000 Mental health program for low income Ecker Center for Mental Health 1845 Grandstand Pl Elgin IL 60123 362312495 501(c)3 10000 Mental health program for low income Hope Haven of DeKalb County Inc 1145 Rushmoore Dr DeKalb IL 60115 363537762 501(c)3 10000 Shelter and meals for homeless CASA - DeKalb County 407 W State St Sycamore IL 60178 363903898 501(c)3 10000 Legal services for abused and neglected children Samaritan Interfaith Counseling Center Inc 1819 Bay Scott Cr Naperville IL 60540 362846570 501(c)3 9150 Mental health program for low income DeKalb Chamber of Commerce 164 E Lincoln Hwy DeKalb IL 60115 360981630 501(c)6 8400 Community support The Civic Federation 10 N Dearborn St Chicago IL 60602 362170124 501(c)3 8000 Improve government efficiency The Chicago Council on Global Affairs 180 N Stetson Ave Chicago IL 60601 362181969 501(c)3 8000 Support local economic growth World Business Chicago 177 N State St Chicago IL 60601 364313685 501(c)3 8000 Support local economic growth Winfield Lions Club PO Box 252 Winfield IL 60190 363332525 501(c)4 8000 Vision and hearing assistance programs Winfield Public Library 0S291 Winfield Rd Winfield IL 60190 364050052 Government 8000 Community support Adventure Works of DeKalb County 2500 N Annie Glidden Rd DeKalb IL 60115 271897885 501(c)3 8000 Programs for Youth with disabilities St Charles Community Kick-A-Thon 201 S 7th St St Charles IL 60174 352491019 501(c)3 8000 Community event support Greater Sycamore Chamber of Commerce 407 W State St Sycamore IL 60178 361848940 501(c)6 7800 Community support Kells Park Community Council 3601 W Chicago Ave Chicago IL 60651 811712741 501(c)3 7590 Support community health and education DeKalb County Youth Services Bureau 330 Grove St DeKalb IL 60115 363034427 501(c)3 7500 Behavioral health for area youth ABD Cycling Club 27W181 Geneva Rd Winfield IL 60190 364346692 501(c)7 7000 Support of the Winfield Criterium Melanoma Research Foundation 1411 K Street NW Washington DC 20005 760514428 501(c)3 7000 Support research and education NAMI DuPage 115 N County Farm Rd Wheaton IL 60187 363412057 501(c)3 6800 Support for mental health programs Genoa Chamber of Commerce 111 N Sycamore St Genoa IL 60135 362355846 501(c)6 6300 Community support Winfield in Action 0S623 Jefferson St Winfield IL 60190 237359257 501(c)3 6000 Recreational program support Winfield Public Schools 0S15 Winfield Rd Winfield IL 60190 366004497 Government 6000 Student Health and safety World Relief 7 E Baltimore St Baltimore MD 21202 236393344 501(c)3 6000 Refugee psych/social adjustment program Phil's Friends 1350 Lake St Roselle IL 60172 203087488 501(c)3 5000 Providing support and hope to those affected by cancer Fox Valley Food For Health PO Box 532 Geneva IL 60134 460961627 501(c)3 5000 Support healthy eating education for youth Make A Difference DKC 258 May St Sycamore IL 60178 462730003 501(c)3 5000 Support meal program for youth Northern Illinois University Foundation Altgeld Hall 134 DeKalb IL 60115 366086819 501(c)3 5000 Community Support Family Shelter Service 605 E Roosevelt Rd Wheaton IL 60187 362883552 501(c)3 5000 Support for victims of domestic abuse 68 6 SCHOLARSHIPS 77 182679 EMPLOYEE CRISIS ASSISTANCE 80 117506 PATIENT BILL ASSISTANCE 20 68750 PATIENT TRANSPORTATION ASSISTANCE 280 8048 FOOD VOUCHERS FOR LOW INCOME PATIENTS 150 6834 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. X true true X X X X X X true true false true false false false true false Howard B Chrisman MD See Schedule O 597946 0 264800 0 23150 0 51900 0 6223 0 944020 0 0 0 JULIE L CREAMER See Schedule O 598022 0 411612 0 777922 0 137677 0 28000 0 1953234 0 0 0 James C Dechene See Schedule O 577084 0 247919 0 278923 0 15900 0 26904 0 1146730 0 155200 0 Pamela Duffy See Schedule O 215642 0 80869 0 29546 0 21304 0 10648 0 358009 0 0 0 Erik Englehart MD See Schedule O 152207 0 64110 0 720 0 15900 0 29000 0 261937 0 0 0 Stephen Falk See Schedule O 459024 0 207126 0 111000 0 15900 0 20528 0 813578 0 0 0 Matthew J Flynn See Schedule O 305767 0 139308 0 3881 0 56100 0 26586 0 531642 0 0 0 James Giblin MD See Schedule O 487269 0 212161 0 185061 0 100956 0 31084 0 1016531 0 0 0 Dean M Harrison See Schedule O 1535917 0 2213299 0 985015 0 460903 0 21110 0 5216245 0 0 0 Emily J Kozak See Schedule O 187736 0 57809 0 394 0 12164 0 30204 0 288306 0 0 0 Thomas J McAfee See Schedule O 557935 0 393433 0 96643 0 250904 0 28308 0 1327223 0 90814 0 Eric G Neilson MD See Schedule O 539715 0 462038 0 15975 0 15642 0 16677 0 1050047 0 0 0 John A Orsini See Schedule O 692829 0 521225 0 7410 0 302750 0 27137 0 1551350 0 0 0 Kevin P Poorten See Schedule O 652921 0 297780 0 159439 0 79900 0 31547 0 1221586 0 0 0 Maureen A Taus See Schedule O 300567 0 128700 0 1999 0 50567 0 24542 0 506375 0 0 0 Patrick Towne MD See Schedule O 393737 0 178578 0 2809 0 38658 0 25307 0 639089 0 0 0 Michael Vivoda See Schedule O 918864 0 639000 0 11195 0 425111 0 32352 0 2026523 0 0 0 ANTHONY ALTIMARI MD See Schedule O 619619 0 0 0 74966 0 15900 0 23517 0 734003 0 0 0 Azeem Haleem MD See Schedule O 364200 0 74132 0 6936 0 15900 0 31550 0 492718 0 0 0 Michael Kulisz Jr DO See Schedule O 396774 0 264324 0 83000 0 66603 0 29470 0 840171 0 0 0 PATRICK M MCCARTHY MD See Schedule O 1365040 0 0 0 21866 0 15900 0 9016 0 1411822 0 0 0 Amy S Paller MD See Schedule O 247453 0 138024 0 12090 0 15900 0 25374 0 438841 0 0 0 TERRANCE D PEABODY MD See Schedule O 591309 0 165067 0 2099 0 15900 0 22945 0 797320 0 0 0 RONALD J SEVERINO MD See Schedule O 277939 0 0 0 117809 0 15900 0 26304 0 437953 0 0 0 DEAN P SHOENER MD See Schedule O 493459 0 10897 0 97648 0 15900 0 27481 0 645385 0 0 0 NATHANIEL J SOPER MD See Schedule O 605859 0 170605 0 19649 0 0 0 17807 0 813920 0 0 0 DEAN G TSARWHAS MD See Schedule O 883642 0 75000 0 20317 0 15900 0 31586 0 1026445 0 0 0 Nicholas J Volpe MD See Schedule O 369276 0 131605 0 18400 0 15900 0 25635 0 560816 0 0 0 JEFFREY D WAYNE MD See Schedule O 327122 0 0 0 24102 0 15900 0 24373 0 391497 0 0 0 Maureen Bryant See Schedule O 401962 0 187063 0 171935 0 15900 0 10811 0 787671 0 0 0 Brian J Lemon See Schedule O 522109 0 236863 0 223692 0 15900 0 26730 0 1025294 0 0 0 Danae K Prousis See Schedule O 474684 0 203818 0 76746 0 15900 0 12884 0 784031 0 0 0 Kathleen Yosko See Schedule O 322901 0 79200 0 31012 0 15900 0 9001 0 458014 0 0 0 Douglas M Young See Schedule O 352650 0 154097 0 81693 0 15900 0 27448 0 631788 0 0 0 Aaron Bare MD See Schedule O 836851 0 0 0 204023 0 15900 0 29678 0 1086452 0 0 0 Michael Lee MD SEE SCHEDULE O 1188561 0 0 0 780 0 15900 0 27332 0 1232574 0 0 0 Harish Shownkeen MD See Schedule O 1208499 0 0 0 444333 0 15900 0 26072 0 1694804 0 0 0 Regina Stein MD See Schedule O 704248 0 0 0 283682 0 15900 0 27332 0 1031162 0 0 0 Claudia Tellez MD See Schedule O 703873 0 0 0 357221 0 15900 0 22689 0 1099683 0 0 0 James Adams MD See Schedule O 576707 0 300300 0 20884 0 44064 0 9023 0 950979 0 0 0 Michael Ankin MD SEE SCHEDULE O 256575 0 158577 0 78300 0 15900 0 14906 0 524258 0 0 0 Roger Bell SEE SCHEDULE O 287516 0 291171 0 20749 0 33900 0 20848 0 654185 0 0 0 Norman Botsford SEE SCHEDULE O 0 0 0 0 143530 0 0 0 4581 0 148111 0 0 0 Steven Burandt MD See Schedule O 170367 0 0 0 111955 0 15900 0 24058 0 322280 0 0 0 Abraham Chacko SEE SCHEDULE O 13907 0 0 0 115442 0 15900 0 3937 0 149186 0 0 0 Carl Christensen See Schedule O 454756 0 195127 0 4464 0 164844 0 24809 0 844000 0 0 0 Brad Copple SEE SCHEDULE O 290266 0 129805 0 45467 0 36760 0 29001 0 531299 0 0 0 Mark Daniels MD See Schedule O 318913 0 133860 0 23784 0 15900 0 24717 0 517174 0 0 0 Joseph Dant SEE SCHEDULE O 277355 0 293871 0 1883 0 17400 0 7860 0 598368 0 0 0 Loren Foelske SEE SCHEDULE O 264856 0 98513 0 88718 0 13684 0 21289 0 487060 0 0 0 Francis Fraher SEE SCHEDULE O 238248 0 72858 0 14933 0 15900 0 25608 0 367547 0 0 0 David Hensley SEE SCHEDULE O 226619 0 98774 0 10110 0 27968 0 18447 0 381918 0 0 0 John Hubbe SEE SCHEDULE O 130099 0 250 0 4115 0 10144 0 31002 0 175610 0 0 0 Daniel Kinsella SEE SCHEDULE O 0 0 0 0 433387 0 8543 0 17973 0 459903 0 0 0 Michael Kokott See Schedule O 40459 0 37586 0 14716 0 11834 0 2225 0 106820 0 0 0 David Mahvi MD SEE SCHEDULE O 315892 0 0 0 199875 0 15900 0 0 0 531667 0 0 0 Denise Majeski SEE SCHEDULE O 233559 0 110851 0 18088 0 15900 0 11764 0 390162 0 0 0 Dean Manheimer See Schedule O 548577 0 383911 0 301624 0 223861 0 26472 0 1484445 0 0 0 Peter McCanna See Schedule O 976848 0 968702 0 8611771 0 579219 0 27460 0 11164000 0 7857866 0 Michele McClelland SEE SCHEDULE O 190493 0 74798 0 39576 0 13062 0 20686 0 338615 0 0 0 Gary Noskin MD See Schedule O 399164 0 203800 0 23933 0 41238 0 26701 0 694837 0 0 0 David Proulx SEE SCHEDULE O 0 0 0 0 178108 0 0 0 0 0 178108 0 0 0 Elizabeth Rosenberg See Schedule O 583659 0 451213 0 9984 0 250311 0 33573 0 1328741 0 0 0 Marcy Rubic SEE SCHEDULE O 114722 0 15815 0 15533 0 10391 0 530 0 156991 0 0 0 Brian Walsh See Schedule O 343419 0 149893 0 50035 0 15900 0 27499 0 586746 0 0 0 Jennifer Wooten Ierardi See Schedule O 238665 0 93427 0 508 0 15900 0 25790 0 374290 0 0 0 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. A ILLINOIS FINANCE AUTHORITY 861091967 45200FBZ1 2007-12-19 214500000 REFUND BONDS ISSUED 05/27/2004 false false false B ILLINOIS FINANCE AUTHORITY 861091967 45200FTB5 2009-01-13 207360000 REFUND BONDS ISSUED 05/27/2004 false false false C ILLINOIS FINANCE AUTHORITY 861091967 45200FWW5 2009-04-09 470335841 SEE SUPPLEMENTAL INFORMATION P VI true false false D ILLINOIS FINANCE AUTHORITY 861091967 45200FXQ7 2009-05-06 88395058 BED PAVILION, ROUTINE & WORKING CAPITAL AND REFUND SERIES 2004 B & C BONDS false false false A 9800000 269866112 1871062 267995050 2007 false true true true B 133110000 207360000 1985000 25000 205350000 2007 true false true true C 140875841 48685000 470335841 5350841 464985000 2002 true false true true D 5835000 88605393 9061071 79544322 2010 false false true true A false false true true true true 0.0 false false true B false false true true true true 0.0 false false true C false false true true true true 0.0 false false true D false false false false 0.0 false false true A true true true JPMORGAN & UBS 34.7 false false false false true true B false false true false true false false false true C false false true false false false false false true D false false false true false false false false true A true B true C true D true 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 A ILLINOIS FINANCE AUTHORITY 861091967 45200FE21 2009-11-18 241070419 SEE SUPPLEMENTAL INFORMATION false false false B ILLINOIS FINANCE AUTHORITY 861091967 2011-08-05 127150000 REFUND SERIES 2004A BONDS false false false C ILLINOIS FINANCE AUTHORITY 861091967 2011-08-24 58415000 REFUND SERIES 2008 BONDS false false false D ILLINOIS FINANCE AUTHORITY 861091967 45203HPT3 2013-02-27 119589286 SEE SUPPLEMENTAL INFORMATION false false false A 24670000 241737003 21188809 5527050 112884717 102136427 2012 true false true true B 10850000 127150000 127150000 2006 true false true true C 1820000 58415000 58415000 2011 true false true true D 119738878 1667403 65004825 53066650 2011 false true true true A false false false false 0.0 false false true B false false true true true true 0.0 false false true C false false true true true true 0.0 false false true D false false true true true true 0.0 0.0 0.0 false false true A false false false true false false false true true B false false true false true false false false true C false false true false false false false false true D false true false false false false false false true A true B true C true D true A ILLINOIS FINANCE AUTHORITY 861091967 45200PWC7 2003-07-17 47775000 SEE SUPPLEMENTAL INFORMATION PART VI false false false B ILLINOIS FINANCE AUTHORITY 861091967 2015-03-02 12300000 BUILDING ACQUISITION false false false A 27825000 51518294 651936 1167763 14133312 35565283 2003 true false true true B 1141815 12300000 12300000 2015 false false true true A false false false false 0.0 false false true B false true false false 0.0 false false true A false false true false false false false true true B false true false false false false false false true A true B true MALCOLM DECAMP FORMER DIRECTOR RECRUITMENT X 300000 45000 false false true JOACQUIN BRIEVA FORMER DIRECTOR RETENTION X 50000 20000 false false true 65000 JAMES TOWNE JAMES TOWNE, EMPLOYEE OF THE ORG AND BROTHER OF PATRICK TOWNE, A DIRECTOR OF CDPG 262039 EMPLOYEE false WILLIAM TOWNE WILLIAM TOWNE, EMPLOYEE OF THE ORG AND BROTHER OF PATRICK TOWNE, A DIRECTOR OF CDPG 560348 EMPLOYEE false PAUL BOTSFORD PAUL BOTSFORD, EMPLOYEE OF THE ORG AND THE SON OF NORMAN BOTSFORD, A FORMER OFFICER OF NMG 74076 EMPLOYEE false MEDLINE CHARLES N. MILLS, A DIRECTOR NLFH, INDIRECTLY OWNS A GREATER THAN 35% INTEREST 1041138 MEDICAL PRODUCTS false CHRISTINE E ENGLEHART CHRISTINE E. ENGLEHART, EMPLOYEE OF THE ORG AND DAUGHTER OF ERIK ENGLEHART, M.D., A DIRECTOR OF KCH 74008 EMPLOYEE false Hailey Orsini HAILEY ORSINI, EMPLOYEE OF NMHC AND DAUGHTER OF JOHN ORSINI, CURRENT DIRECTOR OF NMHC 14483 EMPLOYEE false X 44 950829 Market value 0 false true true 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. 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: CADENCE AMBULATORY SURGERY CENTER LLC 541 N Fairbanks Ct Rm 1630 CHICAGO IL 60611 800838376 HEALTHCARE IL 9737728 16076614 CDH-DELNOR HLTH SYS CADENCE MEDICAL PARTNERS LLC 541 N Fairbanks Ct Rm 1630 CHICAGO IL 60611 900917479 HEALTHCARE IL 25026261 3316866 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 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 true NORTHWESTERN MEMORIAL FOUNDATION 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363155315 FUNDRAISING IL 501(c)(3) 7 NMHC true NORTHWESTERN LAKE FOREST HOSPITAL 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 362179779 HOSPITAL IL 501(c)(3) 3 NMHC 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 true NORTHWESTERN MEDICAL FACULTY FOUNDATION 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363097297 HEALTHCARE IL 501(c)(3) 3 NMHC 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 true CDH-DELNOR HEALTH SYSTEM 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363099698 MANAGEMENT IL 501(c)(3) Type II NMHC 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 true DELNOR-COMMUNITY HOSPITAL 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363484281 HOSPITAL IL 501(c)(3) 3 CDH-DELNOR HLTH SYSTEM 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 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 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 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 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 true PAHCS II 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363887234 OCCUPATIONAL HEALTH IL 501(c)(3) 10 CDH-DELNOR HLTH SYSTEM true KISHHEALTH SYSTEM 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363649080 MANAGEMENT IL 501(c)(3) Type II NMHC true KISHWAUKEE COMMUNITY HOSPITAL 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 237087041 HOSPITAL IL 501(c)(3) 3 KISHHEALTH SYSTEM true VALLEY WEST COMMUNITY HOSPITAL 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 364244337 HOSPITAL IL 501(c)(3) 3 KISHHEALTH SYSTEM true KISHHEALTH FOUNDATION 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363649077 FUNDRAISING IL 501(c)(3) 7 KISHHEALTH SYSTEM true KISHWAUKEE PHYSICIAN GROUP INC 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 651293967 HEALTHCARE IL 501(c)(3) 3 KISHHEALTH SYSTEM true KISHHEALTH SYSTEM HOME CARE 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 371703513 HOME HEALTH IL 501(c)(3) 3 KISHHEALTH SYSTEM true DEKALB COUNTY HOSPICE INC 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363164329 HOSPICE IL 501(c)(3) 7 KISHHEALTH SYSTEM 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 true CENTER FOR FAMILY HEALTH - MALTA 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 800869393 HEALTHCARE IL 501(c)(3) 3 KISHHEALTH SYSTEM true MARIANJOY INC 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363483589 MANAGEMENT IL 501(c)(3) Type III-FI NMHC true MARIANJOY REHABILITATION HOSPITAL & CLINICS INC 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 362680776 HOSPITAL IL 501(c)(3) 3 MARIANJOY INC true REHABILITATION MEDICINE CLINIC INC 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363236791 HOSPITAL IL 501(c)(3) 3 MARIANJOY INC true MARIANJOY FOUNDATION INC 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 352165613 FUNDRAISING IL 501(c)(3) 7 MARIANJOY INC true MARIANJOY REHABILITATION CENTER AUXILIARY 541 N FAIRBANKS CT Rm 1630 CHICAGO IL 60611 363896976 SUPPORTING IL 501(c)(3) Type I MARIANJOY INC 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 GROSVENOR ALTERNATIVE INVESTMENTS LP 900 NORTH MICHIGAN AVE SUITE 1 CHICAGO IL 60611 800833919 INVESTMENTS DE CDH-DELNOR HEALH SYS Excluded -1385397 211619260 false 0 false 0.9999 ILLINOIS PROTON CENTER LLC 4455 WEAVER PKWY WARRENVILLE IL 60555 260876468 HEALTHCARE DE ILLINOIS PROTON CENTER HOLDINGS Related -1514728 -15236396 false 0 false 0.8125 ILLINOIS PROTON CENTER HOLDING LLC 4455 WEAVER PKWY WARRENVILLE IL 60555 260876420 INVESTING DE CENTRAL DUPAGE HOSPITAL Excluded -1514728 -15236396 false 0 false 1 KISHWAUKEE AREA PHYSICIAN HOSPITAL ORGANIZATION LLC 541 N FAIRBANKS CT RM 1630 CHICAGO IL 60611 364205273 HEALTHCARE IL KISHWAUKEE COMM HOSP Related -23796 -12496 false 0 false 0.6667 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 RM 1630 CHICAGO IL 60611 462159685 HEALTHCARE DE NMFF Related 1996176 3354923 false 0 false 0.8 MIDLAND SURGICAL CENTER LLC 3085 WOLF CT DEKALB IL 60115 352194610 HEALTHCARE IL KISHWAUKEE COMM HOSP Related 553175 189232 false 0 false 0.745 NORTHWESTERN HEALTHCARE CORP 541 N FAIRBANKS CT SUITE 1630 CHICAGO IL 60611 363382383 HEALTHCARE IL NMH C Corporation 899934 1825398 1.00 true NORTHWESTERN MEMORIAL INSURANCE COMPANY 980384611 RISK TRANSFER CJ NMHC C Corporation DUPAGE HEALTH SERVICES INC 541 N FAIRBANKS CT SUITE 1630 CHICAGO IL 60611 363270521 HEALTHCARE IL CDH-DELNOR HEALTH SYS C Corporation 3084 1010087 1.00 true DELCOM CORPORATION 541 N FAIRBANKS CT SUITE 1630 CHICAGO IL 60611 363334711 HEALTH MGMT IL CDH-DELNOR HEALTH SYS C Corporation 5685295 14775029 1.00 true CORNERSTONE MEDICAL GROUP 541 N FAIRBANKS CT SUITE 1630 CHICAGO IL 60611 364345453 HEALTHCARE IL CDPG C Corporation 6137266 6171293 1.00 true HEALTH PROGRESS INC 541 N FAIRBANKS CT SUITE 1630 CHICAGO IL 60611 363824138 HEALTHCARE IL KISH HEALTH SYSTEM C Corporation 1633194 6307699 1.00 true true true false true true false true true false true false true true false false true true false false NORTHWESTERN HEALTHCARE CORPORATION L 650000 COST COMMUNITY NURSING SERVICE OF DUPAGE Q 445608 COST CENTRAL DUPAGE SPECIAL HEALTH ASSOCIATION L 85472 COST CENTRAL DUPAGE SPECIAL HEALTH ASSOCIATION P 167362 COST LIVING WELL CANCER RESOURCE CENTER Q 56500 COST PAHCS II L 75000 COST PACHS II Q 1030085 COST Northwestern Memorial HealthCare Group 251 E Huron 541 N Fairbanks Chicago IL 606112908 364724966 X 0 304601 304601 4726445560 4726750161 1000000 250000 0 0 0 NORTHWESTERN MEMORIAL HEALTHCARE 251 E HURON CHICAGO IL 60611 363152959 X 0 89800 89800 747992590 748082390 1000000 250000 0 0 0