4A (Expenses $ 291436943 including grants of $ 500) (Revenue $ 383365737)
"THE MISSION OF RUSH COPLEY IS TO PROVIDE ADVANCED MEDICINE WITH QUALITY OUTCOMES AND EXTRAORDINARY CARE. IN FY2022, COPLEY MEMORIAL HOSPITAL PROUDLY COLLABORATED WITH DOZENS OF CIVIC AND COMMUNITY GROUPS TO IMPACT THE KNOWLEDGE, HEALTH AND WELL-BEING OF THE COMMUNITY. COPLEY MEMORIAL HOSPITAL OFFERS FREE HEALTH EDUCATION AND WELLNESS PROGRAMS RANGING FROM DIABETES, HEART HEALTH, CANCER PREVENTION, WEIGHT CONTROL, SMOKING CESSATION, CHRONIC HEALTH, CHILDBIRTH EDUCATION AND MORE. SUMMARY OF FY22 HEALTH PROGRAMMING THE PANDEMIC HAD SIGNIFICANT IMPACT ON THE COMMUNITIES' PUBLIC PROGRAMMING AND, RELATEDLY, COPLEY MEMORIAL HOSPITAL SPONSORSHIP, PARTNERSHIP AND PARTICIPATION IN COMMUNITY PROGRAMS. IN FY22, THE HOSPITAL PARTICIPATED IN NEARLY 200 COMMUNITY-BASED PROGRAMS AND EVENTS WITH SPECIAL EMPHASIS ON IMPROVING THE HEALTH AND WELLNESS OF ADULTS, CHILDREN AND UNDERSERVED POPULATIONS. DIABETES EDUCATION PROGRAM FREE DIABETES EDUCATION IS PROVIDED TO LOW-INCOME PATIENTS, GIVING THEM THE KNOWLEDGE AND SKILLS THEY NEED TO AVOID OR DELAY LONG-TERM COMPLICATIONS OF DIABETES. IN FY22, FREE FASTING GLUCOSE SCREENINGS AND EDUCATION WERE PROVIDED TO APPROXIMATELY 228 UNIQUE COMMUNITY MEMBERS SERVED WITH 419 EDUCATION SESSIONS. FOOD INSECURITY THE RUSH COPLEY PROMISE PANTRY PROVIDES PATIENTS AND THEIR FAMILIES FACING FOOD INSECURITY WITH A BAG OF SHELF STABLE FOOD ITEMS ALONG WITH A LIST OF FOOD PANTRIES WITHIN RUSH COPLEY'S SERVICE AREA AND HANDOUT ON SNAP. IT WAS BORN FROM THE RUSH COPLEY PROMISE - A COMMITMENT WE MAKE TO ALL PATIENTS, THEIR FAMILIES AND GUESTS TO DO EVERYTHING POSSIBLE TO PROVIDE YOU WITH COMPASSIONATE AND EXCEPTIONAL CARE. IN MAY OF 2022 RUSH COPLEY MEDICAL CENTER PARTNERED WITH LOAVES AND FISHES COMMUNITY SERVICES, A LOCAL FOOD PANTRY THAT NOW PROVIDES THE BAGS OF SHELF STABLE FOOD ITEMS FOR THE RUSH COPLEY PROMISE PANTRY. IN FY22 THE RUSH COPLEY PROMISE PANTRY PROVIDED 717 PROMISE PANTRY BAGS, THIS IS EQUIVALENT TO 4,302 MEALS. ADDITIONALLY, THE COOK BOOK, ""EAT WELL ON $4/DAY GOOD AND CHEAP"" BY LEANNE BROWN AVAILABLE IN ENGLISH AND SPANISH ARE PROVIDED TO PATIENTS AND FAMILIES THROUGH THE RUSH COPLEY PROMISE PANTRY. OVER 400 COOK BOOKS WERE PROVIDED TO PATIENTS AND FAMILIES IN FY22. COMMUNITY FOOD DISTRIBUTION RUSH COPLEY MEDICAL CENTER PARTNERSHIP WITH TOP BOX, AMERICAN DIABETES ASSOCIATION, BLUE CROSS AND BLUE SHIELD OF ILLINOIS AND TOP BOX FOODS TO HOST A COMMUNITY FOOD DISTRIBUTION AT WATERFORD PLACE CANCER RESOURCES CENTER. COMMUNITY MEMBERS RECEIVED A BOX OF FRESH PRODUCE AND HEALTH PROTEINS, A TOTAL OF 250 BOXES WERE DISTRIBUTED IN FY22. PREGNANCY AND CHILDBIRTH PRE-AND POSTNATAL CLASSES ARE OFFERED TO COUPLES AND FAMILIES WHO ARE EXPECTING OR HAVE A BABY. CLASS TOPICS INCLUDE: CHILDBIRTH EDUCATION. BABY CARE BASICS, BIRTH CHOICES/WATER BIRTH, UNDERSTANDING BREASTFEEDING, BREASTFEEDING PART II, WORKING & BREASTFEEDING, BECOMING A GRANDPARENT, BOOT CAMP FOR NEW DADS, BRINGING HOME BABY, INFANT MASSAGE, FAMILY BIRTH CENTER TOURS, CHILD SEAT SAFETY, SIBLING CLASS, SIBLING TOURS, FIRST STEPS AND NOT WHAT I EXPECTED SUPPORT GROUPS, AND INFANT CPR AND HOME SAFETY. NEARLY 1,500 PEOPLE PARTICIPATED IN FY22. CHILD PASSENGER SAFETY COPLEY MEMORIAL HOSPITAL SERVES AS THE REGIONAL TRAFFIC SAFETY RESOURCE CENTER FOR SUBURBAN COOK AND SIX COLLAR COUNTIES (LAKE, DUPAGE, MCHENRY, KANE, KENDALL AND WILL). SIX OF THE SEVEN COUNTIES IN OUR REGION ARE PART OF THE ILLINOIS DEPARTMENT OF TRANSPORTATION'S 23-COUNTY MODEL. IN FY22, THE PROGRAM EDUCATED MORE THAN 5,000 CITIZENS ON TRAFFIC SAFETY, PEDESTRIAN SAFETY, MOTORCYCLE SAFETY, OLDER DRIVERS, AND BICYCLE SAFETY IN COOK AND COLLAR COUNTIES. TEEN PROGRAMMING FROM GIRL TO YOUNG WOMAN IS A PROGRAM FOR GIRLS 9 TO 12 YEARS OLD AND FOCUSES ON THE PHYSICAL AND MENTAL CHANGES THAT HAPPEN DURING THIS AGE. DURING FY22, 100 GIRLS AND THEIR FEMALE CAREGIVERS ATTENDED. MOVEMENT DISORDERS RUSH COPLEY'S MOVEMENT DISORDERS PROGRAM PROVIDES SUPPORT AND MANAGEMENT OF PARKINSON'S DISEASE, ESSENTIAL TREMOR, DYSTONIA AND ATAXIA, AS WELL AS OTHER MOVEMENT DISORDERS, TO HELP PARTICIPANTS MAXIMIZE THEIR MOBILITY, COORDINATION, AND QUALITY OF LIFE. PROGRAM OFFERINGS WERE OFFERED HYBRID IN FY22, AND INCLUDED MONTHLY SUPPORT GROUPS FOR PARTICIPANTS AND CARE PARTNERS/CAREGIVERS, EXERCISE CLASSES, AND MUSIC THERAPY TO MORE THAN 150 PARTICIPANTS. CANCER RESOURCE CENTER WATERFORD PLACE CANCER RESOURCE CENTER OFFERED 40 PROGRAMS PER MONTH IN FY22 IN-PERSON OR HYBRID. PROGRAMS INCLUDED WELLNESS, EXERCISE, SALON AND SPA, AND EDUCATION PROGRAMS REACHING 445 UNIQUE PARTICIPANTS WITH A TOTAL OF 3,110 VISITS. PHYSICIAN REFERRAL AND SERVICE LINE COPLEY MEMORIAL HOSPITAL OFFERS A FREE PHYSICIAN AND INFORMATION REFERRAL TELEPHONE SERVICE TO THE COMMUNITY. THIS SERVICE ALLOWS COMMUNITY MEMBERS TO TALK WITH A CALL ADVISOR TO MATCH A PERSON'S HEALTH NEEDS AND PREFERENCES WITH THE PHYSICIAN OF THEIR CHOICE, LINKS CALLERS TO SERVICES PROVIDED BY THE MEDICAL CENTER AND MANAGES REGISTRATION FOR RUSH COPLEY CLASSES AND PROGRAMS. OVER 8,000 PEOPLE USED THIS SERVICE IN FY22. HEALTH TALK HEALTH TALKS IS A SERIES OF FREE COMMUNITY HEALTH PROGRAMS HOSTED IN PERSON AND VIRTUALLY DURING FY22 ON A VARIETY OF TOPICS DESIGNED TO HELP IMPROVE WELL-BEING. RESPECTED RUSH EXPERTS SHARE INSIGHTS AND TIPS FOR HEALTHY LIVING. TOPICS INCLUDED: BREAST CANCER, CERVICAL CANCER, COLORECTAL CANCER, TOBACCO CESSATION. (ENGLISH AND SPANISH). MORE THAN 200 PARTICIPANTS ATTENDED IN PERSON OR VIRTUALLY. COMMUNITY HEALTH EVENTS RUSH COPLEY PARTICIPATED IN PLANNING AND IMPLEMENTATION FOR THE COMPANEROS EN SALUD HEALTH FESTIVAL TARGETED TOWARDS THE HISPANIC/LATINX COMMUNITY IN AURORA, AURORA AFRICAN AMERICAN HEALTH FAIR WHICH FOCUSED ON HEALTH AND WELLBEING OF THE AFRICAN AMERICAN/BLACK COMMUNITY, COMMUNITY COVID-19 VACCINATION EVENTS FOCUSED ON LOW VACCINATION RATE NEIGHBORHOODS. OVER 300 COMMUNITY MEMBERS PARTICIPATED IN THE EVENT. WEBSITE COPLEY MEMORIAL HOSPITAL'S WEBSITE, RUSHCOPLEY.COM, WITH TRANSLATION AVAILABLE INTO DOZENS OF LANGUAGES, OFFERS ACCESS TO FREE HEALTH INFORMATION. IN FY22, WWW.RUSH.EDU/RUSHCOPLEY HAD MORE THAN 1 MILLION SESSIONS."

Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - COPLEY MEMORIAL HOSPITAL Inc. THE HOSPITAL TOOK INTO ACCOUNT INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY SERVED. THIS INCLUDED COMMUNITY RESIDENTS AND EXPERTS IN A RANGE OF AREAS INCLUDING PUBLIC HEALTH, MINORITY POPULATIONS, DISPARITIES IN HEALTH CARE, SOCIAL DETERMINANTS OF HEALTH, AND HEALTH & SOCIAL SERVICES. PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY SERVED INCLUDED: BOARD OF DIRECTORS, HOSPITAL ADMINISTRATION, COMMUNITY HEALTH NEEDS COMMITTEE, PARTNERSHIPS WITH KANE COUNTY, PARTNERSHIPS WITH KENDALL COUNTY, COMMUNITY HEALTH SURVEY, FOCUS GROUPS, AND SECONDARY DATA ANALYSIS. FOR COMPLETE DETAILS ABOUT HOW THE HOSPITAL TOOK INTO ACCOUNT INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY SERVED, THE HOSPITAL'S COMMUNITY HEALTH NEEDS ASSESSMENT CAN BE ACCESSED AT: https://www.rush.edu/sites/default/files/media-documents/RCMC_2025-22_CHNA_CHIP_report.pdf

Schedule H, Part V, Section B, Line 6a Facility , 1
Facility , 1 - NORTHWESTERN DELNOR HOSPITAL, AMITA MERCY MEDICAL CENTER, AMITA ST. JOSEPH HOSPITAL, AND ADVOCATE SHERMAN HOSPITAL. THE KANE COUNTY HEALTH DEPARTMENT, RUSH COPLEY MEDICAL CENTER, NORTHWESTERN DELNOR HOSPITAL, AMITA MERCY MEDICAL CENTER, AMITA ST. JOSEPH HOSPITAL (ELGIN), AND ADVOCATE SHERMAN HOSPITAL WORKED TOGETHER ALONG WITH THE INC BOARD TO DEVELOP THE COUNTY'S IPLAN (ILLINOIS PROJECT FOR LOCAL ASSESSMENT OF NEEDS). THE IPLAN IS A COMMUNITY HEALTH ASSESSMENT AND PLANNING PROCESS THAT IS CONDUCTED EVERY THREE TO FIVE YEARS BY LOCAL HEALTH JURISDICTIONS IN ILLINOIS. THE COLLABORATIVE PARTICIPATION IN THE PLANNING PROCESS, PLAN DEVELOPMENT, AND IDENTIFICATION OF THE HEALTH NEEDS FOR THE COUNTY SERVED AS A FOUNDATION FOR THE DEVELOPMENT OF EACH OF THE HOSPITAL'S RESPECTIVE COMMUNITY HEALTH NEEDS ASSESSMENTS.

Schedule H, Part V, Section B, Line 6b Facility , 1
Facility , 1 - THE KANE COUNTY HEALTH DEPARTMENT. THE KANE COUNTY HEALTH DEPARTMENT, RUSH COPLEY MEDICAL CENTER, NORTHWESTERN DELNOR HOSPITAL, AMITA MERCY MEDICAL CENTER, AMITA ST. JOSEPH HOSPITAL (ELGIN), AND ADVOCATE SHERMAN HOSPITAL WORKED TOGETHER ALONG WITH THE INC BOARD TO DEVELOP THE COUNTY'S IPLAN (ILLINOIS PROJECT FOR LOCAL ASSESSMENT OF NEEDS). THE IPLAN IS A COMMUNITY HEALTH ASSESSMENT AND PLANNING PROCESS THAT IS CONDUCTED EVERY THREE TO FIVE YEARS BY LOCAL HEALTH JURISDICTIONS IN ILLINOIS. THE COLLABORATIVE PARTICIPATION IN THE PLANNING PROCESS, PLAN DEVELOPMENT, AND IDENTIFICATION OF THE HEALTH NEEDS FOR THE COUNTY SERVED AS A FOUNDATION FOR THE DEVELOPMENT OF EACH OF THE HOSPITAL'S RESPECTIVE COMMUNITY HEALTH NEEDS ASSESSMENTS.

Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - COPLEY MEMORIAL HOSPITAL Inc. Rush Copley identified the following as the top health needs in the community to be addressed in the 2019 Community Health Needs Assessment, FY22 is the last year of the community health improvement plan for the identified needs: 1. Inequities in vulnerable populations: reduce inequities caused by the social, economic, and structural determinants of health 2. Mental and behavioral health, focusing on reducing the misuse of opioids and opioid-related deaths 3. Prevent and reduce chronic disease by focusing on risk factors, specifically reducing tobacco usage (including smoking and vaping) Rush Copley has implemented strategies to address all of these health needs, including the following: 1. Reduce inequities- through improved identification and connection of patients in need to available community resources Strategy 1: Identify, measure and mitigate the social determinants of health among those at greatest risk through improving the connection between vulnerable populations and needed socioeconomic resources * In collaboration with Rush University Medical Center, implemented a screening tool for RCMC inpatients and select ambulatory area patients that is now used to help identify the social, economic and structural determinants of health that could be affecting patient's health. * As patient needs are identified through the screening, increased and improved the referral process to resources that can help reduce inequities (NowPow). * Leveraged use of the EPIC medical record throughout the process * Rush Copley Promise Pantry established in March of 2021 to address food insecurity among Rush Copley patients, family members and caregivers and in May of 2022 partnered with Loaves and Fishes Community Services, a local food pantry to provide the pantry bags for the Promise Pantry. * All in-patient departments, Emergency Department, Cancer Care Center, Diabetes Center, Pediatric Offices, Outpatient Rehabilitation Therapy Center, and Waterford Place Cancer Resource Center * FY22 provided 717 (4,302 meals) Promise Pantry bags to patients and caregivers * In total the Promise Pantry has provided 1,562 (8,527 meals provided) Promise Pantry Bags since March of 2021 * Collaboration with Aurora Are Interfaith Food Pantry and Top Box Foods * Summer 2020, Two pop up pantries hosted that served 93 cancer care patients and caregivers * Summer 2021, One pop up pantry hosted that served 250 community members Strategy 2: Provide staff and physician education focused on the unique needs of vulnerable populations * Developed and implemented an education plan regarding social determinants of health to increase knowledge and awareness among care providers * Developed and implement care provider education focused on the unique needs of vulnerable populations. Gender affirming care modules made available to medical staff * Sexual orientation and gender identity screening incorporated in to patient profile to best meet the needs of each person. Strategy 3: Participate in local community health improvement collaborative(s) Participated in and partnered with city and county agencies, health systems, and community organizations, including but not limited to: * The Kane Health Counts Executive Committee and action team focused on access to health services. * Oswego Senior Center committee for Senior/dementia-friendly community * FUSE (Frequent Users System Engagement) initiative with the City of Aurora 2. Mental and Behavioral Health: Reduce the misuse of opioids and opioid-related deaths in the community Strategy 1: Reduce the number of opioid prescriptions and quantity prescribed * Incorporated intelligent design through the EPIC build and implementation processes that serves as a tool in the efforts to reduce opioid prescriptions/quantity prescribed. Included the following: * Updated order sets to optimize pain management while reducing the use of opioids * Implemented dose warnings for high morphine equivalent per day doses and prescribing advice of Narcan (naloxone) antidote * Developed opioid dashboards and reports to track and benchmark opioid use * Removed default durations in orders for opioid prescriptions * In partnership with Rush Copley Medical Group, implemented EPIC enhancements with Best Practice * Advisories with MME (Morphine Equivalents) * Developed and implemented provider education programs regarding the opioid crisis and ways to optimize pain management * System wide continuing education program rolled out around opioid ordering and using alternatives, which produced the following positive results. * Realized a 42% decrease in opioid prescriptions written for greater than 7 days * Realized a 60% decrease in opioid prescription written for greater than 90 Morphine * Milligram Equivalents (MME) per day. These dose levels have the highest risk of overdoses. * Realized a 49% decrease in opioid prescriptions written for greater than 50 MME per day Strategy 2: Reduce the number of opioids already existing in the community * Assessed the feasibility of implementing a prescription drop-off box on site and/or pharmaceutical disposal via mail * Additionally, disseminated information to providers, patients, and community on opioid take back locations * Assessed the feasibility of distributing Dispose Rx (or similar material) with opioid prescriptions Strategy 3: Develop and implement community, patient, and care provider education * Developed and implemented community and healthcare provider education programs regarding: * How to manage pain without medications * Education to consumers and providers regarding opioid use * How to properly dispose of unused medications * Improve discharge instructions and education through EPIC regarding opioid use Strategy 4: Participate in local community health improvement collaborative(s) Participated in and partnered with city and county agencies, health systems, and community organizations, including but not limited to: * Kane Health Counts Executive Committee * Kane County Opioid Task Force * Kane County Behavioral Health Council * Rush University System for Health Opioid Workforce * Kendall County to teach Narcan (naloxone) administration to the community 3. Prevent and Reduce Chronic Disease: Reducing tobacco usage in the community (including smoking and vaping) Strategy 1: Develop/enhance and implement education and resources to help patients and the community quit smoking/vaping * Developed/enhanced and implemented education, resources, and/or programs to help the community quit smoking * Continued to improve awareness through creating or utilizing materials in both English and * Spanish as well as having access to additional resources in other native languages for the patient population at Rush Copley * Implemented promotion and utilization of Pro-Change for Rush Copley and Rush Copley Medical Group patients and employees (web-based digital coaching for smoking cessation) * Hosted Spanish language Freedom from Smoking (FFS) programs in the community * Provided the FFS flyer to community partners to distribute among their population that are current smokers * Partnered with local school districts and health departments to discuss efforts around vaping/e-cigarette prevention and education for pre-teens, adolescents, and parents. * Community Education at schools with parents, students, school nurses and at after school program Strategy 2: Leverage the use of the EMR to improve documentation and reduce tobacco usage * Improved the assessment and documentation of patients' smoking history by implementing tools in the EPIC EMR to quantify the number of patients that smoke, as well as calculate and document their smoking history (pack year history) * Developed and implemented a tobacco smart set in the EPIC EMR for both the hospital and RCMG that will: * Track provider referrals for Freedom From Smoking program * Track provider referrals to the Illinois Tobacco Quitline * Participated in the pilot program for the Automation Referral for the Illinois Tobacco Quitline * Enhanced patient discharge instructions in the EPIC EMR system so that it incorporated and provided tobacco cessation resources for patients (state, local and Rush System resources)

Schedule H, Part V, Section B, Line 11 Facility , 2
"Facility , 2 - COPLEY MEMORIAL HOSPITAL Inc. Strategy 3: Develop/enhance care provider education to increase engagement of tobacco cessation and assessment of willingness to quit * Strategically developed staff and physician education around engagement of tobacco cessation and addressing patients' willingness to quit smoking (among current smokers) * Began with education among RCMG practices and then transitioned into RCMC department education * Assessed and determined the best teaching methods for each department in order to engage their respective patient population(s) in tobacco cessation discussions and assessment of willingness to quit, which translated into a positive patient experience vs. a negative experience * Educated clinical staff regarding utilization of the Illinois Tobacco Quitline Referral Forms on Policy & Procedures Portal * Tobacco Cessation Resources SmartSet has been completed among clinical and non-clinical staff Vaping and Marijuana CME Strategy 4: Participate in local community and Rush System health improvement collaborative(s) Participated in and partnered with city and county agencies, health systems, and community organizations, including but not limited to: * Kane Health Counts Executive Committee * Kane County Tobacco Coalition * Rush University's Tobacco Oversight Committee 2022 Community Health Needs Assessment 1. Access to Health Services: Leverage patient and community-driven data to advance health equity. 2. Behavioral Health (includes mental health and substance abuse): Increase awareness on behavioral health conditions and navigation of behavioral health services in the community. Continue focus on reducing the misuse of opioids and opioid-related deaths. 3. Chronic Disease: Health Behaviors and Management: Reduce health behaviors related to chronic health conditions and increase management of chronic disease in the community. 4. Inequities in vulnerable populations: Reduce inequities caused by the social, economic, and structural determinants of health, focusing on reducing inequities in vulnerable populations through improved identification and connection of patients in need to available community resources. FY23-25 Community Health Implementation Plan 1. Access to Health Services: Leverage patient and community-driven data to advance health equity. * Increase referrals to a primary care provider or medical home for patients seen in the Emergency Room * Continue partnership with local federally qualified healthcare centers to connect uninsured patients with insurance benefits * Create culturally sensitivity training for staff on capturing Race, Ethnicity and Language (REAL) and Sexual Orientation and Gender Identity (SOGI) patient data * Continue to provide accessible community programing: Tobacco Cessation, Diabetes Management, Movement Disorders Program and Waterford Place Cancer Resource Center * Participate in local community health improvement collaborative(s) 2. Behavioral Health (includes mental health and substance abuse): Increase awareness on behavioral health conditions and navigation of behavioral health services in the community. Continue focus on reducing the misuse of opioids and opioid-related deaths. * Develop partnership with Kane County Health Department's Integrated Referral and Information System (IRIS) to provide close loop referrals * Develop partnership for ""soft handoff"" with community behavioral health organizations * Continue reduction on the number of opioid prescriptions and assess other opportunities to address the opioid crisis * Collaborate with local community based behavioral health organizations to establish educational opportunities * Participate in local community health improvement collaborative(s) 3. Chronic Disease: Health Behaviors and Management: Reduce health behaviors related to chronic health conditions and increase management of chronic disease in the community. * Adopt the Steps to Healthy Living, Chronic Disease Self-Management Workshop * Leverage community referral resource system (i.e. IRIS, Now Pow, Kane 211, etc.) to generate referrals for the Chronic Disease Self-Management Workshop * Continue to provide community programing: tobacco cessation, diabetes management, Movement Disorders and Waterford Place Cancer Resource Center * Partner with Kane County Health Department to create and develop a backbone entity in the community that builds and supports community-based programming related to nutrition, exercise and weight * Participate in local community health improvement collaborative(s) 4. Inequities in vulnerable populations: Reduce inequities caused by the social, economic, and structural determinants of health * Identify benchmarks for Social Determinants of Health (SDoH) screening * Continue to develop and establish SDoH screening to emergency room and ambulatory departments * Assess potential impact of a community health worker to conduct SDoH screening in Emergency Room * Partner with local food pantry to provide a healthy box of produce and protein to patients that screen positive for the SDoH, close loop referral * Participate in local community health improvement collaborative(s)"

Schedule H, Part I, Line 3c
DETAILS ARE IDENTIFIED UNDER THE FINANCIAL ASSISTANCE POLICY, PATIENTS MUST COMPLETE AN APPLICATION, MEET THE QUALIFICATIONS AND RESPONSE WITH THE REQUESTED DOCUMENTATION UNDER THE POLICY TO DETERMINE THE DISCOUNT AMOUNT, IF ANY, THAT WOULD APPLY TO THEIR HOSPITAL BILL.

Schedule H, Part I, Line 7g Subsidized Health Services
Reported $16,302,258 costs from physician clinics

Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
A COST ACCOUNTING SYSTEM WAS USED TO CALCULATE THE AMOUNTS REPORTED IN THE TABLE. A COST TO CHARGE RATIO WAS UTILIZED. THE COST ACCOUNTING SYSTEM ADDRESSES ALL PATIENT SEGMENTS (INPATIENT, OUTPATIENT, EMERGENCY ROOM, PRIVATE INSURANCE, MEDICAID, MEDICARE, UNINSURED AND SELF PAY).

Schedule H, Part II Community Building Activities
Local high school students come to the hospital to observe various areas of the hospital to get an understand of the work performed in each area and how patients are cared for and treated. Hopefully this encourages some of the students to persue healthcare careers.

Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
BAD DEBT EXPENSE IS CALCULATED BASED ON ACTUAL WRITE OFF'S DURING THE YEAR AND APPLYING HISTORICAL UNCOLLECTED PERCENTAGES TO CURRENT OUTSTANDING BALANCES.

Schedule H, Part III, Line 3 Bad Debt Expense Methodology
THE ESTIMATED AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY IS 10% OF THE ORGANIZATION'S BAD DEBT EXPENSE REPORTED ON PART III, LINE 2.

Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
NET PATIENT SERVICE REVENUE IS REPORTED AT THE ESTIMATED NET REALIZABLE AMOUNTS FROM THIRD PARTY PAYORS, PATIENTS, AND OTHERS FOR SERVICES RENDERED. RCMC HAS AGREEMENTS WITH THIRD PARTY PAYORS THAT PROVIDE FOR PAYMENT AT AMOUNTS DIFFERENT FROM ESTABLISHED RATES. PAYMENT ARRANGEMENTS INCLUDE PROSPECTIVELY DETERMINED RATES PER DISCHARGE, REIMBURSED COSTS, PER DIEM PAYMENTS, AND DISCOUNTED CHARGES, INCLUDING ESTIMATED RETROACTIVE SETTLEMENTS UNDER PAYMENT AGREEMENTS WITH THIRD PARTY PAYORS. RCMC RECOGNIZES PATIENT SERVICE REVENUE ASSOCIATED WITH SERVICES PROVIDED TO PATIENT WHO HAVE THIRD PARTY PAYOR COVERAGE ON THE BASIS OF CONTRACTUAL RATES FOR SERVICES RENDERED. PROVISIONS FOR ADJUSTMENTS TO NET PATIENT SERVICE REVENUE ARE ACCRUED ON AN ESTIMATED BASIS IN THE PERIOD THE RELATED SERVICES ARE RENDERED AND ADJUSTED TO FUTURE PERIODS AS FINAL SETTLEMENTS ARE DETERMINED. FOR UNINSURED PATIENTS THAT DO NOT QUALIFY FOR CHARITY CARE, RCMC RECOGNIZES REVENUE BASED ON ITS DISCOUNTED RATES. ON THE BASIS OF HISTORICAL EXPERIENCE, A SIGNIFICANT PORTION OR RCMC'S UNINSURED PATIENTS WILL BE UNABLE OR UNWILLING TO PAY FOR SERVICES PROVIDED. THUS, RCMC RECORDS A SIGNIFICANT PROVISION FOR UNCOLLECTIBLE ACCOUNTS RELATED TO UNINSURED PATIENTS IN THE PERIOD THE SERVICES ARE PROVIDED. PATIENT ACCOUNTS RECEIVABLE ARE BASED ON GROSS CHARGES AND STATED AT NET REALIZABLE VALUE. ACCOUNTS RECEIVABLE ARE REDUCED BY AN ALLOWANCE FOR CONTRACTUAL ADJUSTMENTS, BASED ON EXPECTED PAYMENT RATES FROM PAYORS UNDER CURRENT REIMBURSEMENT METHODOLOGIES, AND ALSO BY AN ALLOWANCE FOR DOUBTFUL ACCOUNTS. IN EVALUATING THE COLLECTABILITY OF ACCOUNTS RECEIVABLE, THE HOSPITAL ANALYZES ITS PAST HISTORY AND IDENTIFIES TRENDS FOR EACH OF ITS MAJOR PAYOR SOURCES OF REVENUE TO ESTIMATE APPROPRIATE ALLOWANCE FOR DOUBTFUL ACCOUNTS AND PROVISION FOR UNCOLLECTIBLE ACCOUNTS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYOR SOURCES OF REVENUE IN EVALUATING THE SUFFICIENCY OF THE ALLOWANCE FOR CONTRACTUAL ADJUSTMENTS AND ALLOWANCE FOR DOUBTFUL ACCOUNTS. FOR RECEIVABLES ASSOCIATED WITH SERVICES PROVIDED TO PATIENTS WHO HAVE THIRD-PARTY COVERAGE, RCMC ANALYZES CONTRACTUALLY DUE AMOUNTS AND PROVIDES AN ALLOWANCE FOR DOUBTFUL ACCOUNTS AND A PROVISION FOR UNCOLLECTIBLE ACCOUNTS (FOR EXAMPLE, FOR EXPECTED UNCOLLECTIBLE DEDUCTIBLES AND COPAYMENTS ON ACCOUNTS FOR WHICH THE THIRD-PARTY PAYOR HAS NOT YET PAID, OR FOR PAYORS WHO ARE KNOWN TO BE HAVING FINANCIAL DIFFICULTIES THAT MAKE THE REALIZATION OF AMOUNTS DUE UNLIKELY). FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS (WHICH INCLUDES BOTH PATIENTS WITHOUT INSURANCE AND PATIENTS WITH DEDUCTIBLE AND COPAYMENT BALANCES DUE FOR WHICH THIRD-PARTY COVERAGE EXISTS FOR PART OF THE BILL), RCMC RECORDS A SIGNIFICANT PROVISION FOR UNCOLLECTIBLE ACCOUNTS IN THE PERIOD OF SERVICE ON THE BASIS OF ITS PAST EXPERIENCE, WHICH INDICATES THAT MANY PATIENTS ARE UNABLE OR UNWILLING TO PAY THE PORTION OF THEIR BILL FOR WHICH THEY ARE FINANCIALLY RESPONSIBLE. THE DIFFERENCE BETWEEN THE DISCOUNTED RATES AND THE AMOUNTS ACTUALLY COLLECTED AFTER ALL REASONABLE COLLECTION EFFORTS HAVE BEEN EXHAUSTED IS CHARGED OFF AGAINST THE ALLOWANCE FOR DOUBTFUL ACCOUNTS IN THE PERIOD THEY ARE DETERMINED UNCOLLECTIBLE.

Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
ALL OF THE SHORTFALL SHOULD BE TREATED AS COMMUNITY BENEFIT BECAUSE IF WE DID NOT PROVIDE THE SERVICE, THE BURDEN OF THE COSTS WOULD FALL ON THE GOVERNMENT.

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
IT IS OUR POLICY NOT TO PURSUE COLLECTION PRACTICES AGAINST PATIENTS KNOWN TO QUALIFY FOR CHARITY CARE OR OTHER FINANCIAL ASSISTANCE. IN CERTAIN CASES IT MAY NOT BE EASILY DETERMINE WHETHER OR NOT A PATIENT QUALIFIES FOR CHARITY CARE OR FINANCIAL ASSISTANCE. HOWEVER, IF AFTER COLLECTION PRACTICES HAVE BEGUN, IT BECOMES KNOWN THE PATIENT QUALIFIES, THE COLLECTION EFFORTS CEASE.

Schedule H, Part V, Section B, Line 16a FAP website
- COPLEY MEMORIAL HOSPITAL Inc: Line 16a URL: https://www.rush.edu/patients-visitors/financial-assistance;

Schedule H, Part V, Section B, Line 16b FAP Application website
- COPLEY MEMORIAL HOSPITAL Inc: Line 16b URL: https://www.rush.edu/patients-visitors/financial-assistance;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
- COPLEY MEMORIAL HOSPITAL Inc: Line 16c URL: https://www.rush.edu/patients-visitors/financial-assistance;

Schedule H, Part VI, Line 2 Needs assessment
COMMUNITY NEED IS ASSESSED THROUGH REVIEW OF COMMUNITY AND HOSPITAL DATA, PERIODIC ASSESSMENTS WITH PHYSICIAN AND CLINICIANS, AND REPORTING OF INFORMATION FROM HOSPITAL COMMITTEES. FURTHER INPUT FROM THE COMMUNITY ARISES FROM THE COMMUNITY BASED BOARD OF DIRECTORS, VARIOUS FORMS OF PATIENT INPUT, AND HOSPITAL INVOLVEMENT WITH GOVERNMENT, HEALTH INDUSTRY, AND COMMUNITY AGENCIES. THE HOSPITAL ALSO ACTIVELY PARTICIPATES IN FORMAL NEEDS ASSESSMENTS CONDUCTED BY GOVERNMENT AND COMMUNITY AGENCIES.

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
AT THE TIME OF SERVICE, COPLEY MEMORIAL HOSPITAL, INC. PATIENTS ARE GIVEN A BILLING BROCHURE, WHICH DESCRIBES THE FINANCIAL ASSISTANCE/CHARITY CARE PROGRAMS AVAILABLE. THIS INFORMATION IS ALSO POSTED AT THE REGISTRATION CHECK-IN DESKS, IN AN INPATIENT GUIDE, AND ON THE RUSH COPLEY WEBSITE. FINANCIAL COUNSELORS ARE AVAILABLE TO EXPLAIN THE PROGRAM IN DETAIL TO PATIENTS WHO ARE SEEN WITHOUT INSURANCE COVERAGE. ALL PATIENT BILLING STATEMENTS ADVISE THE PATIENTS TO CALL AND INQUIRE ON THE DETAILS AS NEEDED.

Schedule H, Part VI, Line 4 Community information
COPLEY MEMORIAL HOSPITAL INC.'S PRIMARY SERVICE AREA IS LOCATED 45 TO 55 MILES SOUTHWEST OF CHICAGO AND INCLUDES ALL OF AURORA AND MOST OF SOUTHERN KANE COUNTY AND KENDALL COUNTY, ILLINOIS. KANE COUNTY IS PREDOMINANTLY URBAN AND SUBURBAN, AND THE POVERTY RATE IS 10%. KENDALL COUNTY, TO THE SOUTH OF KANE, IS MOSTLY RURAL WHILE THE NORTHWEST SECTION OF THE COUNTY IS SUBURBAN, AND THE POVERTY RATE IN THE COUNTY IS 5.3%. THE PRIMARY SERVICE AREA HAS A POPULATION OF OVER 383,000 RESIDENTS. APPROXIMATELY 33.5% OF THE POPULATION IS OF HISPANIC OR LATINO ORIGIN. THE MEDIAN AGE OF THE COMMUNITY IS 34.3 YEARS. THE COMMUNITY CONTINUES TO RECOVER FROM THE ECONOMIC DOWNTOWN AND HAS SHOWN SIGNIFICANT IMPROVEMENT IN A NUMBER OF AREAS SINCE 2015, INCLUDING AN INCREASE IN MEDIAN HOUSING VALUES, MEDIAN HOUSEHOLD INCOME, AND IMPROVEMENT IN FORECLOSURE RATES, UNEMPLOYMENT RATES, AND ATTAINMENT OF HIGHER EDUCATION.

Schedule H, Part VI, Line 5 Promotion of community health
COPLEY MEMORIAL HOSPITAL'S MISSION IS TO PROVIDE ADVANCED MEDICINE WITH QUALITY OUTCOMES AND EXTRAORDINARY CARE. TO THAT END, THE MEDICAL CENTER SEEKS TO SERVE THE COMMUNITY IN WAYS THAT ENGAGE, EDUCATE AND EMPOWER. COPLEY MEMORIAL HOSPITAL SERVES ALL PATIENTS WHO PRESENT FOR CARE AND SERVES THE SURROUNDING COMMUNITY ALONG WITH A BOARD OF DIRECTORS WITH A STRONG COMMUNITY BASE. THE BOARD MEMBERS ARE INDEPENDENT COMMUNITY LEADERS AND ARE SELECTED BASED UPON THEIR EXPERTISE AND EXPERIENCE IN A VARIETY OF AREAS OF BENEFIT TO THE ORGANIZATION AND THEIR ROLE AS BOARD MEMBERS WHO DIRECT AND GUIDE MANAGEMENT IN CARRYING OUT OUR MISSION. BOARD MEMBERS ARE NOT COMPENSATED FOR THEIR SERVICE. AS A CHARITABLE ORGANIZATION, ALL SURPLUS FUNDS ARE USED TO FURTHER OUR CHARITABLE PURPOSE, MISSION AND TO SERVE THE COMMUNITY. SOME OF OUR PRIMARY PROGRAMS ARE: COMMUNITY HEALTH FAIRS, BREASTFEEDING EDUCATION CLASSES, CHILD CARE CLASSES, FREE AND REDUCED COST HEALTH SCREENINGS, LANGUAGE ASSISTANCE SERVICES, ETC. COPLEY MEMORIAL HOSPITAL PROVIDES ACCESS TO PHYSICIAN, ACUTE CARE, DIAGNOSTIC, AND REHABILITATIVE SERVICES TO PEOPLE, REGARDLESS OF ABILITY TO PAY, THROUGH A NUMBER OF FACILITIES AND SERVICES LOCATED THROUGHOUT THE SERVICE AREA. IT PROVIDES PROGRAMMING RELATING TO HEALTH EDUCATION, PREVENTION, AND SUPPORT TARGETED TO SPECIFIC POPULATIONS. MEDICAL EDUCATION EXTENDS TO CLINICAL SETTINGS FOR NURSING EDUCATION AND A FAMILY PRACTICE RESIDENCY. EMPLOYEES FILL BOARD AND COMMITTEE LEADERSHIP POSITIONS FOR A NUMBER OF ECONOMIC DEVELOPMENT AND SOCIAL SERVICE AGENCIES IN COMMUNITIES THROUGHOUT THE SERVICE AREA.

Schedule H, Part VI, Line 6 Affiliated health care system
"RUSH SYSTEM FOR HEALTH (""RUSH""), IS A MULTIHOSPITAL HEALTH SYSTEM WITH OPERATIONS THAT CONSIST OF SEVERAL DIVERSE ACTIVITIES WITH A SHARED MISSION OF PATIENT CARE, EDUCATION, RESEARCH, AND COMMUNITY SERVICE. RUSH CONSISTS OF AN ACADEMIC MEDICAL CENTER, RUSH UNIVERSITY MEDICAL CENTER (""RUMC""), TWO COMMUNITY HOSPITALS, RUSH COPLEY MEDICAL CENTER (""RCMC"") AND RUSH OAK PARK HOSPITAL (""RPPH""), THAT EACH SERVE DISTINCT MARKETS IN CHICAGO, ILLINOIS, METROPOLITAN AREA AND RUSH HEALTH, A PHYSICIAN HOSPITAL ORGANIZATION AND CLINICALLY INTEGRATED NETWORK."

Schedule H, Part VI, Line 7 State filing of community benefit report
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