4A (Expenses $ 853448550 including grants of $ 1960616) (Revenue $ 1111557714)
PRESENCE CHICAGO HOSPITALS NETWORK OPERATES 5 ACUTE CARE HOSPITALS AND 1 LONG TERM ACUTE CARE HOSPITAL. PRESENCE RESURRECTION MEDICAL CENTER IS A 320-BED HOSPITAL CAMPUS PROVIDING SERVICES WITHOUT REGARD TO PATIENT RACE, CREED, NATIONAL ORIGIN, ECONOMIC STATUS, OR ABILITY TO PAY. DURING JULY 1, 2021 - JUNE 30, 2022, PRESENCE RESURRECTION MEDICAL CENTER TREATED 11,428 ADULTS AND CHILDREN FOR A TOTAL OF 69,120 PATIENT DAYS OF SERVICE. THE HOSPITAL ALSO PROVIDED SERVICES FOR 40,144 OUTPATIENT VISITS, WHICH INCLUDED 3,475 OUTPATIENT SURGERIES AND 36,669 EMERGENCY ROOM VISITS. PRESENCE HOLY FAMILY MEDICAL CENTER IS A 172-BED HOSPITAL CAMPUS PROVIDING SERVICES WITHOUT REGARD TO PATIENT RACE, CREED, NATIONAL ORIGIN, ECONOMIC STATUS, OR ABILITY TO PAY. DURING JULY 1, 2021 - JUNE 30, 2022, PRESENCE HOLY FAMILY MEDICAL CENTER TREATED 1,119 ADULTS AND CHILDREN FOR A TOTAL OF 31,173 PATIENT DAYS OF SERVICE. THE HOSPITAL ALSO PROVIDED SERVICES FOR 897 OUTPATIENT VISITS, WHICH INCLUDED 897 OUTPATIENT SURGERIES. PRESENCE ST FRANCIS HOSPITAL IS A 191-BED HOSPITAL CAMPUS PROVIDING SERVICES WITHOUT REGARD TO PATIENT RACE, CREED, NATIONAL ORIGIN, ECONOMIC STATUS, OR ABILITY TO PAY. DURING JULY 1, 2021 - JUNE 30, 2022, PRESENCE ST FRANCIS HOSPITAL TREATED 6,180 ADULTS AND CHILDREN FOR A TOTAL OF 31,255 PATIENT DAYS OF SERVICE. THE HOSPITAL ALSO PROVIDED SERVICES FOR 36,090 OUTPATIENT VISITS, WHICH INCLUDED 2,216 OUTPATIENT SURGERIES AND 33,874 EMERGENCY ROOM VISITS. PRESENCE SAINT JOSEPH HOSPITAL - CHICAGO IS A 319-BED HOSPITAL CAMPUS PROVIDING SERVICES WITHOUT REGARD TO PATIENT RACE, CREED, NATIONAL ORIGIN, ECONOMIC STATUS, OR ABILITY TO PAY. DURING JULY 1, 2021 - JUNE 30, 2022, PRESENCE SAINT JOSEPH HOSPITAL - CHICAGO TREATED 9,134 ADULTS AND CHILDREN FOR A TOTAL OF 49,416 PATIENT DAYS OF SERVICE. THE HOSPITAL ALSO PROVIDED SERVICES FOR 23,654 OUTPATIENT VISITS, WHICH INCLUDED 5,049 OUTPATIENT SURGERIES AND 18,605 EMERGENCY ROOM VISITS. AMITA HEALTH ST MARY & ELIZABETH MEDICAL CENTER IS A 446-BED HOSPITAL CAMPUS PROVIDING SERVICES WITHOUT REGARD TO PATIENT RACE, CREED, NATIONAL ORIGIN, ECONOMIC STATUS, OR ABILITY TO PAY. DURING JULY 1, 2021 - JUNE 30, 2022, AMITA HEALTH ST MARY & ELIZABETH MEDICAL CENTER TREATED 12,459 ADULTS AND CHILDREN FOR A TOTAL OF 78,994 PATIENT DAYS OF SERVICE. THE HOSPITAL ALSO PROVIDED SERVICES FOR 49,827 OUTPATIENT VISITS, WHICH INCLUDED 4,476 OUTPATIENT SURGERIES AND 45,351 EMERGENCY ROOM VISITS. PRESENCE CHICAGO HOSPITALS NETWORK OPERATES OUTPATIENT PHARMACIES. THESE PHARMACIES ARE PRIMARILY FOR THE CONVENIENCE OF PATIENTS. SEE SCHEDULE H FOR A NON-EXHAUSTIVE LIST OF COMMUNITY BENEFIT PROGRAMS AND DESCRIPTIONS. As part of the Ascension Catholic health ministry, the filing organization served in support of Ascension's commitment to both care for patients and communities and support caregivers and other associates through the challenges of the COVID-19 global pandemic in FY22.

4B (Expenses $ 16249011 including grants of $ 0) (Revenue $ 20962293)
PRESENCE CHICAGO HOSPITALS NETWORK OPERATES 3 INDEPENDENT LIVING RETIREMENT COMMUNITIES - PRESENCE RESURRECTION RETIREMENT COMMUNITY IN CHICAGO, PRESENCE CASA SAN CARLO RETIREMENT COMMUNITY IN NORTHLAKE, AND PRESENCE BETHLEHEM WOODS RETIREMENT COMMUNITY IN LA GRANGE PARK .

Schedule H, Part V, Section B, Line 3E
TO BETTER TARGET COMMUNITY RESOURCES ON THE SERVICE AREA'S MOST PRESSING HEALTH NEEDS, THE HOSPITAL PARTICIPATED IN A GROUP DISCUSSION WITH ORGANIZATIONAL DECISION MAKERS AND COMMUNITY LEADERS TO PRIORITIZE THE SIGNIFICANT COMMUNITY HEALTH NEEDS WHILE CONSIDERING SEVERAL CRITERIA: ALIGNMENT WITH ASCENSION HEALTH STRATEGIES OF HEALTHCARE THAT LEAVES NO ONE BEHIND; CARE FOR THE POOR AND VULNERABLE; OPPORTUNITIES FOR PARTNERSHIP; AVAILABILITY OF EXISTING PROGRAMS AND RESOURCES; ADDRESSING DISPARITIES OF SUBGROUPS; AVAILABILITY OF EVIDENCE-BASED PRACTICES; AND COMMUNITY INPUT. THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AS IDENTIFIED THROUGH THE CHNA. SEE SCHEDULE H, PART V, LINE 7 FOR THE LINK TO THE CHNA AND SCHEDULE H, PART V, LINE 11 FOR HOW THOSE NEEDS ARE BEING ADDRESSED.

Schedule H, Part V, Section B, Line 5 Facility A, 1
Facility A, 1 - AMITA HOSPITALS. In Resurrection, Holy Family, Saint Francis, Saint Joseph and Saints Mary and Elizabeth's most recent CHNA, community input was obtained through the following methods. Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. Recognizing its vital importance in understanding the health needs and assets of the community, Alliance for Health Equity consulted with a range of public health and social service providers that represent the broad interest of Cook County. A concerted effort was made to ensure that the individuals and organizations represented the needs and perspectives of 1) public health practice and research; 2) individuals who are medically underserved, are low-income, or considered among the minority populations served by the hospital; and 3) the broader community at large and those who represent the broad interests and needs of the community served. Multiple methods were used to gather community input, including key stakeholder focus groups, community focus groups and community surveys for the TY21 CHNA. Community focus groups A series of 43 focus groups were conducted by Alliance for Health Equity & its hospital collaborators to gather feedback from the community on the health needs and assets of Cook County. Held between September 2021 and January 2022, most focus groups were 90 minutes in duration with an average of 10 participants. Thirteen sessions were conducted virtually via Zoom and 30 groups were conducted in-person. Populations represented by participants included: - Individuals living with mental health conditions and/or substance use disorders - Older adults - Youth and young adults - Justice involved - Faith communities - LGBTQ+ community members - Individuals living with chronic conditions - Immigrants and refugees - Community Health Workers - Homeless and housing unstable - Low-income families Community surveys A survey was conducted by the Alliance for Health Equity to gather the perceptions, thoughts, opinions, and concerns of the community regarding health outcomes, health behaviors, social determinants of health, and clinical care for Cook County. Over 5,200 individuals participated in the survey, held between September 2021 and December 2021. The data gathered and analyzed provides valuable insight into the issues of importance to the community. The survey contained 24 questions and was available online in English and Spanish. In addition, surveys were collected in paper format at focus groups and at select in-person events. Populations represented by participants included: - Non-English speaking - LGBTQ+ community members - Households with individual(s) with a disability - Youth - Families with children - Low-income persons Key stakeholder focus groups A series of focus groups and listening sessions were conducted by Alliance for Health Equity to gather feedback from key stakeholders on the health needs and assets of Cook County. The Alliance for Health Equity compiled key issues and themes from Forces of Change assessments led by the Chicago Department of Public Health (CDPH), Cook County Department of Public Health (CCDPH) and the Illinois Department of Public Health (IDPH) then discussed opportunities and barriers related to these key issues with members of the collaborative (both healthcare and community organizations). Sectors represented by participants are noted below for this input that was collected between July 2021 and December 2021. Populations represented by participants included: - Healthcare - Public health - Social Services - Education - Community Organizers Organizations participating in providing or collecting community input for the most recent CHNA include: Partners for Our Community, NAMI, Asian Human Services, WINGS Program Inc, Hoffman Estates Park District, Centro de Informacion, Greater Chicago Food Depository, Evanston Township High School, 14th District Police CAPS, 1st Congregational Church of Christ, 1st, 2nd and 26th Aldermanic Wards, Associate House, Bickerdike Redevelopment Council, BUILD, Inc, Casa Central, European Association of America Food Shelter, Greater West Town Project, West Side United, La Casa Norte, Linden House, LUCHA, Mr. Kites, PrimeCare Health Clinic, Puerto Rican Cultural Center, St. Aloysius Parish, Urban Canopy, West Town Bikes, Loyola University-Nursing, Mary Seat of Wisdom Parish, Maine Community Youth Assistance Foundation, New Hope Community Food Pantry, Niles Fire Department, Norwood Senior Center, Norwood Park Fire Department, Our Lady Mother of the Church, Park Ridge Fire Department, Resurrection College Prep, Oak Point University- Nursing, Rosemont Park District, Rosemont Public Safety, Rosemont Senior Center, School District 207-Maine Township, Holy Virgin Martyrs, St. Juliana Parish, Irving Park Community Food Pantry, Chicago Public Schools, New Life Covenant Church, City of Des Plaines Park District, City of Des Plaines Police & Fire, City of Des Plaines School District 607, City of Des Plaines School District 62, Frisbie Senior Center, Maryville Academy, Oakton Community College, Self-Help Closet & Food Pantry of Des Plaines, Shrine of Our Lady of Guadalupe, Center of Concern, City of Des Plaines Public Library, City of Des Plaines Ministerial Association, Bessie's Table First United Methodist Church, Access Genesis Center for Health and Empowerment, Chicago Department of Public Health, Cook County Department of Public Health, Metopio, Alliance for Health Equity.

Schedule H, Part V, Section B, Line 6a Facility A, 1
Facility A, 1 - FACILITY REPORTING GROUP A. For the Tax Year 2021 collaborative Cook County CHNA, hospital and health system partners included: Nonprofit Hospital Members: AdventHealth La Grange Advocate Aurora Children's Hospital Advocate Aurora Christ Medical Center Advocate Aurora Illinois Masonic Medical Center Advocate Aurora Lutheran General Hospital Advocate Aurora South Suburban Hospital Advocate Aurora Trinity Hospital Ann & Robert H. Lurie Children's Hospital of Chicago Ascension Alexian Brothers Ascension Alexian Brothers Behavioral Health Hospital Ascension Holy Family Ascension Resurrection Ascension Saint Alexius Ascension Saint Francis Ascension Saint Joseph - Chicago Ascension Saints Mary and Elizabeth Cook County Health Humboldt Park Health Jackson Park Hospital The Loretto Hospital Loyola Medicine- Gottlieb Memorial Hospital Loyola Medicine- Loyola University Medical Center Loyola Medicine- MacNeal Hospital Northwestern Memorial Hospital Northwestern Palos Community Hospital OSF Little Company of Mary Medical Center Roseland Community Hospital Rush Oak Park Rush University Medical Center Sinai Health System- Holy Cross Hospital Sinai Health System- Mount Sinai Hospital Sinai Health System- Schwab Rehabilitation Hospital South Shore Hospital Swedish Hospital University of Illinois Hospital and Health Sciences System

Schedule H, Part V, Section B, Line 6b Facility A, 1
Facility A, 1 - FACILITY REPORTING GROUP A. For the Tax Year 2021 collaborative Cook County CHNA, collaborating health departments were: Chicago Department of Public Health Cook County Department of Public Health Illinois Public Health Institute

Schedule H, Part V, Section B, Line 7 Facility A, 1
Facility A, 1 - FACILITY REPORTING GROUP A. COPIES OF THE CHNA REPORT WERE MAILED AND/OR E-MAILED TO COMMUNITY PARTNERS WHO PARTICIPATED IN THE CHNA PROCESS. PARTNERS WERE ALSO PROVIDED LINKS TO THE WEBSITE FOR DISSEMINATION TO INDIVIDUALS ON THEIR MAILING LISTS AND RESPECTIVE CONSTITUENTS.

Schedule H, Part V, Section B, Line 11 Facility A, 1
Facility A, 1 - AMITA HEALTH SAINT JOSEPH HOSPITAL. Together, AMITA HEALTH SAINT JOSEPH HOSPITAL as part of Presence Chicago Hospitals Network and its collaborative partners and stakeholders have identified the following prioritized health needs in our community on the FY2019/TY2018 Community Health Needs Assessment: Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Saint Joseph Hospital Social & Structural Determinants of Health Strategy: Common Pantry Financial Counselor Progress: In FY22, the Common Pantry Financial Counselor program had challenges due to the continued pandemic. The financial counselor referred clients to the Laboure Clinic and assisted 99 clients for access to care services during the tax year. Access to Care, Community Resources & Systems Improvement Strategy: Community Resource Directory (Aunt Bertha/Findhelp.org) Progress: Saint Joseph associates utilized the social determinant of health software, Aunt Bertha, to connect and refer patients to local resources such as food pantry, health clinics, utilities support and more. Additionally, an external website is hosted for the community as a community benefit to search for their own resources. In FY22, additional community partners were added to the resource portal and training held for Community Based Organizations and internal associates. There are on average 4,610 resources available in the directory for the hospital community. Mental Health & Substance Use Disorder Strategy: Mental Health First Aid Trainings Progress: In FY22, Saint Joseph Hospital continued reaching out to external partners to host trainings. In FY22, one youth training session was held for 13 community participants. Chronic Condition Prevention & Management Strategy: Diabetes Prevention Program Progress: Due to the pandemic, the Diabetes Prevention Program was not provided in FY22. The certified diabetic educator provided 15 virtual support group sessions during the tax year. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. AMITA Health Saint Joseph Hospital Chicago will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Violence and Community Safety, Injury, including Violence-related injury - Trauma-Informed Care - Maternal and Child Health The community health needs assessment inevitably identified more significant health needs than the hospitals, health system, and community partners can or should address as priority health needs. While critically important to overall community health, these specific priorities did not meet internally determined criteria that prioritized addressing needs by either continuing or expanding current programs, services, and initiatives to steward resources and achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. AMITA Health Saint Joseph Hospital Chicago will work collaboratively with these organizations as appropriate to ensure optimal service coordination and utilization.

Schedule H, Part V, Section B, Line 11 Facility A, 2
Facility A, 2 - AMITA HEALTH RESURRECTION MEDICAL CENTER - PART 1. Together, AMITA HEALTH RESURRECTION MEDICAL CENTER as part of Presence Chicago Hospitals Network and its collaborative partners and stakeholders have identified the following prioritized health needs in our community on the FY2019/TY2018 Community Health Needs Assessment: Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Social & Structural Determinants of Health Strategy: Community Garden Progress: Each year, 100% of the produce from the community garden will be donated to the underserved clients of the local food pantry: New Hope Community Food Pantry. Nearly 523 pounds of produce was provided to the pantry in the tax year that assisted 437 low-income community members. In FY22, the Community Garden had 4 additional beds added to expand efforts. Social & Structural Determinants of Health Strategy: Kids Summer Meals Program & Weekend Backpack Program Progress: In FY22, The Kids Summer Meal Program collaborated with Greater Chicago Food Depository, New Hope Community Food Pantry, and Union Ridge School District 86 to support 342 children who received 1,691 meals from over 4 different schools and 3 zip codes. Race/Ethnicity: White/Causacian: 42%; Hispanic: 23%; African American 16%; Asian 7%; Middle Eastern 6%. Due to the COVID-19 pandemic, the Weekend Backpack Food Rescue Program transformed to a referral delivery service with the New Hope Community Food Pantry and a Micropantry was created at Resurrection. Access to Care, Community Resources & Systems Improvement Strategy: Community Resource Directory (Aunt Bertha/Findhelp.org) Progress: Resurrection associates utilized the social determinant of health software, Aunt Bertha, to connect and refer patients to local resources such as food pantry, health clinics, utilities support and more. Additionally, an external website is hosted for the community as a community benefit to search for their own resources. In FY22, additional community partners were added to the resource portal and training held for Community Based Organizations and internal associates. There are on average 4,583 resources available in the directory for the hospital community. Thirty referrals were made for the community members & a pilot program was launched for the hospital's Faith Community Nurses to use the tool in the community. Chronic Condition Prevention & Management Strategy: Diabetes Prevention Program Progress: In FY22, for the Diabetes Prevention Program (DPP), there were 2 in-person cohort groups with 100% completion rate. Due to the COVID-19 continued pandemic, participants were hesitant to register for the sessions. Additionally, two virtual sessions were offered. Chronic Condition Prevention & Management Strategy: Flu/Fecal Occult Blood Test (FOBT) Screenings Progress: In FY22, the Flu/FOBT Screening program provided 1,168 standard and high-dose influenza vaccinations in 23 clinics. The Colorectal Cancer Screenings were conducted in 4 clinics with these results: 81 total screened; 28 eligible to receive the FOBT kit; one returned kit with a negative result. One eligible/refused the FOBT; 12 were older than 85 years old not eligible, and 40 were not eligible to have the procedure. Mental Health & Substance Use Disorder Strategy: Mental Health First Aid Trainings Progress: In FY22, Resurrection Medical Center continued reaching out to external partners to host trainings. One Adult Mental Health First Aid virtual training was completed with 26 community participants during the tax year.

Schedule H, Part V, Section B, Line 11 Facility A, 3
Facility A, 3 - AMITA HEALTH SAINT FRANCIS HOSPITAL. Together, AMITA HEALTH SAINT FRANCIS HOSPITAL as part of Presence Chicago Hospitals Network and its collaborative partners and stakeholders have identified the following prioritized health needs in our community on the FY2019/TY2018 Community Health Needs Assessment: Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Access to Care, Community Resources & Systems Improvement Strategy: Community Resource Directory (Aunt Bertha/Findhelp.org) Progress: Saint Francis associates utilized the social determinant of health software, Aunt Bertha, to connect and refer patients to local resources such as food pantry, health clinics, utilities support and more. Additionally, an external website is hosted for the community as a community benefit to search for their own resources. In FY22, additional community partners were added to the resource portal and training held for Community Based Organizations and internal associates. There are on average 3,946 resources available in the directory for the hospital community with 14 referrals made for community members. Mental Health & Substance Use Disorder Strategy: Mental Health First Aid Trainings Progress: In FY22, Saint Francis Hospital continued reaching out to external partners to host trainings. In FY22, one adult Mental Health First Aid and eight youth Mental Health First Aid sessions were held for 65 community members. Mental Health & Substance Use Disorder Strategy: Trilogy Linkage Program Progress: In FY22, Saint Francis Hospital continued to offer a mental health worker to the patients and the community. In FY22, there were 437 patients referred into Peer and Trilogy with 42 patients served to PEER and 8 served to Trilogy. Chronic Condition Prevention & Management Strategy: Diabetes Prevention Program Progress: In FY22, Ascension Saint Francis once again partnered with McGaw YMCA and utilized an outside consultant CDE to conduct the Diabetes Prevention Program (CDC model). There were 3 cohorts with 14 individuals during the tax year. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. AMITA Health Saint Francis Hospital Evanston will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Violence and Community Safety, Injury, including Violence-related injury - Trauma-Informed Care - Maternal and Child Health The community health needs assessment inevitably identified more significant health needs than the hospitals, health system, and community partners can or should address as priority health needs. While critically important to overall community health, these specific priorities did not meet internally determined criteria that prioritized addressing needs by either continuing or expanding current programs, services, and initiatives to steward resources and achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. AMITA Health Saint Francis Hospital Evanston will work collaboratively with these organizations as appropriate to ensure optimal service coordination and utilization.

Schedule H, Part V, Section B, Line 11 Facility A, 4
Facility A, 4 - AMITA HEALTH SAINT MARY OF NAZARETH HOSPITAL. Together, AMITA HEALTH SAINT MARY OF NAZARETH HOSPITAL as part of Presence Chicago Hospitals Network and its collaborative partners and stakeholders have identified the following prioritized health needs in our community on the FY2019/TY2018 Community Health Needs Assessment: Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Social & Structural Determinants of Health Strategy: West Town Health Market Progress: In FY22, 20 markets were offered to the community with on average 6 vendors offering seasonal produce. Over 4,490 clients (SNAP beneficiaries) were served by these markets with free produce. Working with Touchpoint, the dieticians provide a healthy recipe and samples at each peak market. Baseline survey data show that participants have 2 or less fruits and vegetables per day. The Winter season provided 90 persons access to fruits and vegetables at Cermak Produce. Access to Care, Community Resources & Systems Improvement Strategy: AMITA Health Resource Directory (Aunt Bertha/Findhelp.org) Progress: Saints Mary & Elizabeth associates utilized the social determinant of health software, Aunt Bertha, to connect and refer patients to local resources such as food pantry, health clinics, utilities support and more. Additionally, an external website is hosted for the community as a community benefit to search for their own resources. In FY22, additional community partners were added to the resource portal and training held for Community Based Organizations and internal associates. There are on average 4,610 resources available in the directory for the hospital community in which 307 persons were assisted. Mental Health & Substance Use Disorder Strategy: Mental Health First Aid Trainings Progress: In FY22, Saints Mary & Elizabeth continued reaching out to external partners to host trainings. In FY22, 40 community members were trained in one adult and three youth Mental Health First Aid Trainings. Chronic Condition Prevention & Management Strategy: Diabetes Prevention Program Progress: In FY22, the program had limited participation due to the continued pandemic. There was one in-person cohort offered for six persons. Referrals were made to the virtual support groups offered by sister hospital, Saint Joseph. Chronic Condition Prevention & Management Strategy: CANDO Camp Progress: The CANDO was offered to children in both the summer of 2021 & 2022. In FY22, 16 students participated with 82% completion rate and 80% returning from previous summers. 100% of the speakers for the program were past participants of the camp. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. AMITA Health Saints Mary and Elizabeth Medical Center Chicago will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Violence and Community Safety, Injury, including Violence-related injury - Trauma-Informed Care - Maternal and Child Health The community health needs assessment inevitably identified more significant health needs than the hospitals, health system, and community partners can or should address as priority health needs. While critically important to overall community health, these specific priorities did not meet internally determined criteria that prioritized addressing needs by either continuing or expanding current programs, services, and initiatives to steward resources and achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. AMITA Health Saints Mary and Elizabeth Medical Center Chicago will work collaboratively with these organizations as appropriate to ensure optimal service coordination and utilization.

Schedule H, Part V, Section B, Line 11 Facility A, 5
Facility A, 5 - AMITA HEALTH SAINT ELIZABETH HOSPITAL. Together, AMITA HEALTH SAINT ELIZABETH HOSPITAL as part of Presence Chicago Hospitals Network and its collaborative partners and stakeholders have identified the following prioritized health needs in our community on the FY2019/TY2018 Community Health Needs Assessment: Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Social & Structural Determinants of Health Strategy: West Town Health Market Progress: In FY22, 20 markets were offered to the community with on average 6 vendors offering seasonal produce. Over 4,490 clients (SNAP beneficiaries) were served by these markets with free produce. Working with Touchpoint, the dieticians provide a healthy recipe and samples at each peak market. Baseline survey data show that participants have 2 or less fruits and vegetables per day. The Winter season provided 90 persons access to fruits and vegetables at Cermak Produce. Access to Care, Community Resources & Systems Improvement Strategy: AMITA Health Resource Directory (Aunt Bertha/Findhelp.org) Progress: Saints Mary & Elizabeth associates utilized the social determinant of health software, Aunt Bertha, to connect and refer patients to local resources such as food pantry, health clinics, utilities support and more. Additionally, an external website is hosted for the community as a community benefit to search for their own resources. In FY22, additional community partners were added to the resource portal and training held for Community Based Organizations and internal associates. There are on average 4,610 resources available in the directory for the hospital community in which 307 persons were assisted. Mental Health & Substance Use Disorder Strategy: Mental Health First Aid Trainings Progress: In FY22, Saints Mary & Elizabeth continued reaching out to external partners to host trainings. In FY22, 40 community members were trained in one adult and three youth Mental Health First Aid Trainings. Chronic Condition Prevention & Management Strategy: Diabetes Prevention Program Progress: In FY22, the program had limited participation due to the continued pandemic. There was one in-person cohort offered for six persons. Referrals were made to the virtual support groups offered by sister hospital, Saint Joseph. Chronic Condition Prevention & Management Strategy: CANDO Camp Progress: The CANDO was offered to children in both the summer of 2021 & 2022. In FY22, 16 students participated with 82% completion rate and 80% returning from previous summers. 100% of the speakers for the program were past participants of the camp. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. AMITA Health Saints Mary and Elizabeth Medical Center Chicago will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Violence and Community Safety, Injury, including Violence-related injury - Trauma-Informed Care - Maternal and Child Health The community health needs assessment inevitably identified more significant health needs than the hospitals, health system, and community partners can or should address as priority health needs. While critically important to overall community health, these specific priorities did not meet internally determined criteria that prioritized addressing needs by either continuing or expanding current programs, services, and initiatives to steward resources and achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. AMITA Health Saints Mary and Elizabeth Medical Center Chicago will work collaboratively with these organizations as appropriate to ensure optimal service coordination and utilization.

Schedule H, Part V, Section B, Line 11 Facility A, 6
Facility A, 6 - AMITA HEALTH HOLY FAMILY MEDICAL CENTER. Together, AMITA HEALTH HOLY FAMILY MEDICAL CENTER as part of Presence Chicago Hospitals Network and its collaborative partners and stakeholders have identified the following prioritized health needs in our community on the FY2019/TY2018 Community Health Needs Assessment: Social and Structural Determinants of Health, including policies that advance equity and promote physical and mental well-being, and conditions that support healthy eating and active living. Access to Care, Community Resources, and Systems Improvements, consisting of timely linkage to appropriate care, and resources, referrals, coordination, and connection to community-based services. Mental Health and Substance Use Disorders, especially reducing stigma, increasing the reach and coordination of behavioral health services, and addressing the opioid epidemic. Chronic Condition Prevention and Management, focusing especially on metabolic diseases such as diabetes, heart disease, and hypertension, and on asthma, cancer, and complex chronic conditions. However, certain factors impact the Presence Chicago Hospitals Network ability to fully address all of the identified needs. Presence Chicago Hospitals Network will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Maternal and Child Health - Violence and Community Safety, Injury - Trauma-Informed Care While critically important to overall community health, these specific priorities did not meet internal criteria that further prioritized how to achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. Presence Chicago Hospitals Network will work collaboratively with and support these organizations as appropriate to ensure service coordination and utilization. The information below describes actions taken in the reporting period from the Presence Chicago Hospitals Network 2019-2022 Implementation Strategy plans and other priority programs designed to address each priority need including any indicators for improvement. In 2020-2021, due to the continued COVID-19 pandemic, some of its community priorities were shifted to meet the immediate needs of the communities that we serve as well as provided COVID-19 vaccination efforts for associates and the community. The hospitals remained focused on continued re-emergence of implementation strategy plans while addressing other key issues exacerbated by the pandemic, such as food insecurity, COVID-19 vaccination efforts and connecting people to vital resources in the community. Social & Structural Determinants of Health Strategy: Backpack Ministry Program Progress: In FY22, the program was offered with District 62 elementary schools to families in need. This program screened 21 students, enrolled 13 students, assisted 55 persons with 270 meals during a nine-month period. Access to Care, Community Resources & Systems Improvement Strategy: Community Resource Directory (Aunt Bertha/Findhelp.org) Progress: Holy Family associates utilized the social determinant of health software, Aunt Bertha, to connect and refer patients to local resources such as food pantry, health clinics, utilities support and more. Additionally, an external website is hosted for the community as a community benefit to search for their own resources. In FY22, additional community partners were added to the resource portal and training held for Community Based Organizations and internal associates. There are on average 3,942 resources available in the directory for the hospital community. Access to Care, Community Resources & Systems Improvement Strategy: New Beginnings Prenatal Program Progress: Holy Family Medical Center continued to provide funding for this program in FY22. This program served 428 women and children with 1250 total visits. Mental Health & Substance Use Disorder Strategy: Mental Health First Aid Trainings Progress: In FY22, Holy Family Medical Center continued reaching out to external partners to host trainings. Two Mental Health First Aid trainings were held for 27 persons in which 80% increased knowledge. Additionally, the hospital continued to offer the Keys to Recovery program hosting three community events during the year and two collection drives to collect unused prescriptions. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. AMITA Health Holy Family Medical Center- Des Plaines will not directly address the following focus areas/priorities identified in the 2019 CHNA: - Economic Vitality and Workforce Development - Education and Youth Development - Housing, Transportation, and Neighborhood Environment - Violence and Community Safety, Injury, including Violence-related injury - Trauma-Informed Care - Maternal and Child Health The community health needs assessment inevitably identified more significant health needs than the hospitals, health system, and community partners can or should address as priority health needs. While critically important to overall community health, these specific priorities did not meet internally determined criteria that prioritized addressing needs by either continuing or expanding current programs, services, and initiatives to steward resources and achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. AMITA Health Holy Family Medical Center will work collaboratively with these organizations as appropriate to ensure optimal service coordination and utilization.

Schedule H, Part V, Section B, Line 11 Facility A, 7
Facility A, 7 - AMITA HEALTH RESURRECTION MEDICAL CENTER - PART 2. Additionally, beginning in 2021, Ascension Illinois partnered with the Alliance for Health Equity on the TY2021 Community Health Needs Assessment (CHNA) for its Cook County hospitals. This collaborative CHNA for Cook County, Illinois was conducted by the Alliance for Health Equity, a collaborative of 35 hospitals working with health departments and community-based organizations to improve health equity, wellness, and quality of life across Chicago and Suburban Cook County. The following are the significant that were determined from the assessment: - Social and Structural Determinants of Health - Access to Care and Community Resources - Prevention and Treatment of Priority Health Conditions: Chronic Conditions, COVID-19, Injury (including violence related), Maternal and Child Health, Mental Health, Substance Use Disorders Presence Chicago Hospitals Network intends to prioritize these significant needs to address in the next implementation strategy plan. As the TY2021 Community Health Needs Assessment was approved at the end of the fiscal year, no actions have yet been taken during the tax year. AMITA Health Resurrection Medical Center-Chicago will not directly address the following focus areas/priorities identified in the 2019 CHNA: * Economic Vitality and Workforce Development * Education and Youth Development * Housing, Transportation, and Neighborhood Environment * Violence and Community Safety, Injury, including Violence-related injury * Trauma-Informed Care * Maternal and Child Health While critically important to overall community health, these specific priorities did not meet internally determined criteria that prioritized addressing needs by either continuing or expanding current programs, services, and initiatives to steward resources and achieve the greatest community impact. For these areas not chosen, there are service providers in the community better resourced to address these priorities. AMITA Health Resurrection Medical Center will work collaboratively with these organizations as appropriate to ensure optimal service coordination and utilization.

Schedule H, Part I, Line 3c FACTORS OTHER THAN FPG
"IN ADDITION TO FPG, THE ORGANIZATION USES MEDICAL INDIGENCY, ASSET TEST, INSURANCE STATUS AND RESIDENCY AS OTHER FACTORS IN DETERMINING ELIGIBILITY FOR FREE OR DISCOUNTED CARE. A Patient may not be eligible for the financial assistance if such Patient is deemed to have sufficient assets to pay pursuant to an ""Asset Test."" The Asset Test involves a substantive assessment of a Patient's ability to pay based on the categories of assets measured in the FAP Application. A Patient with such assets that exceed 250% of such Patient's FPL amount may not be eligible for financial assistance. AN ASSET TEST APPLIES IF A PATIENT HAS ELIGIBLE LIQUID ASSETS THAT EXCEED 250% OF THE PATIENT'S FPG LEVEL FOR CONSIDERATION OF FINANCIAL ASSISTANCE ELIGIBILITY. LIQUID ASSETS INCLUDE ASSETS THAT CAN BE CONVERTED TO CASH WITHIN 1 YEAR. THESE INCLUDE ITEMS SUCH AS CHECKING ACCOUNTS, SAVINGS ACCOUNTS, TRUST FUNDS AND LUXURY ITEMS SUCH AS RECREATIONAL VEHICLES, BOATS, A SECOND HOME, ETC."

Schedule H, Part I, Line 5a BUDGET AMOUNTS FOR FREE OR DISCOUNTED CARE
THE ORGANIZATION ADMINISTERS ITS FINANCIAL ASSISTANCE POLICY IN ACCORDANCE WITH THE TERMS OF THE POLICY.

Schedule H, Part I, Line 6a Community benefit report prepared by related organization
PRESENCE CHICAGO HOSPITALS NETWORK REPORTS COMMUNITY BENEFIT INFORMATION AS PART OF THE FOLLOWING RELATED ORGANIZATION'S ANNUAL COMMUNITY BENEFIT REPORT: ALEXIAN BROTHERS HOSPITAL NETWORK 36-3276552

Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
"THE COST OF PROVIDING CHARITY CARE, MEANS-TESTED GOVERNMENT PROGRAMS, AND OTHER COMMUNITY BENEFIT PROGRAMS IS ESTIMATED USING INTERNAL COST DATA, AND IS CALCULATED IN COMPLIANCE WITH CATHOLIC HEALTH ASSOCIATION (""CHA"") GUIDELINES. THE ORGANIZATION USES A COST ACCOUNTING SYSTEM THAT ADDRESSES ALL PATIENT SEGMENTS (FOR EXAMPLE, INPATIENT, OUTPATIENT, EMERGENCY ROOM, PRIVATE INSURANCE, MEDICAID, MEDICARE, UNINSURED, OR SELF PAY). THE BEST AVAILABLE DATA WAS USED TO CALCULATE THE AMOUNTS REPORTED IN THE TABLE. FOR THE INFORMATION IN THE TABLE, A COST-TO-CHARGE RATIO WAS CALCULATED AND APPLIED."

Schedule H, Part II Community Building Activities
Resurrection participated in youth workforce development programs with Resurrection College Prep High School. Additionally, Resurrection hosted community leaders throughout the year as an advisory committee. Holy Family participated in many community coalition meetings to improve the overall health of the community with local school districts, community-based organizations and with elected officials. Additionally, Holy Family provided support to a local veteran's workforce initiative and local housing improvement effort. Saint Francis participated in youth workforce development programs with Chicago Public Schools and Evanston Township High School in the tax year. Saint Joseph participated in youth workforce development programs with Chicago Public Schools in the tax year. Saints Mary & Elizabeth participated in youth workforce development programs with Chicago Public Schools in the tax year.

Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
AFTER SATISFACTION OF AMOUNTS DUE FROM INSURANCE AND REASONABLE EFFORTS TO COLLECT FROM THE PATIENT HAVE BEEN EXHAUSTED, THE CORPORATION FOLLOWS ESTABLISHED GUIDELINES FOR PLACING CERTAIN PAST-DUE PATIENT BALANCES WITHIN COLLECTION AGENCIES, SUBJECT TO THE TERMS OF CERTAIN RESTRICTIONS ON COLLECTION EFFORTS AS DETERMINED BY ASCENSION HEALTH. ACCOUNTS RECEIVABLE ARE WRITTEN OFF AFTER COLLECTION EFFORTS HAVE BEEN FOLLOWED IN ACCORDANCE WITH THE CORPORATION'S POLICIES. AFTER APPLYING THE COST-TO-CHARGE RATIO, THE SHARE OF THE BAD DEBT EXPENSE IN FISCAL YEAR 2022 WAS $542,873 AT CHARGES, $135,685 AT COST).

Schedule H, Part III, Line 3 Bad Debt Expense Methodology
BASED ON THE ORGANIZATION'S ADMINISTRATION OF ITS FINANCIAL ASSISTANCE PROGRAM, NO ESTIMATE FOR BAD DEBT ATTRIBUTABLE TO FINANCIAL ASSISTANCE ELIGIBLE PATIENTS IS DEEMED APPLICABLE TO HOSPITAL OPERATIONS.

Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
THE ORGANIZATION IS PART OFASCENSION HEALTH ALLIANCE'S CONSOLIDATED AUDIT IN WHICH THE FOOTNOTE THAT DISCUSSESBAD DEBT (IMPLICIT PRICE CONCESSIONS) EXPENSE IS LOCATED IN FOOTNOTE #2, PAGES 17-20, OF THE AUDITED FINANCIAL STATEMENTS.

Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
A COST TO CHARGE RATIO IS APPLIED TO THE ORGANIZATION'S MEDICARE GROSS CHARGES TO CALCULATE MEDICARE COSTS, WHICH ARE THEN COMPARED TO MEDICARE PAYMENTS RECEIVED, TO DETERMINE A MEDICARE GAIN OR LOSS. ASCENSION HEALTH AND ITS RELATED HEALTH MINISTRIES FOLLOW THE CATHOLIC HEALTH ASSOCIATION (CHA) GUIDELINES FOR DETERMINING COMMUNITY BENEFIT. CHA COMMUNITY BENEFIT REPORTING GUIDELINES SUGGEST THAT A MEDICARE SHORTFALL (LOSS) IS NOT TREATED AS COMMUNITY BENEFIT, EVEN THOUGH THE HOSPITAL HAS INCURRED LOSSES IN PROVIDING CARE TO MEDICARE PATIENTS. THEREFORE, NONE OF THE AMOUNT ON LINE 7 IS TREATED AS COMMUNITY BENEFIT.

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
Presence Chicago Hospitals Network FOLLOWS THE ASCENSION GUIDELINES FOR COLLECTION PRACTICES RELATED TO PATIENTS QUALIFYING FOR CHARITY OR FINANCIAL ASSISTANCE. A PATIENT CAN APPLY FOR CHARITY OR FINANCIAL ASSISTANCE AT ANY TIME DURING THE COLLECTION CYCLE. ONCE QUALIFYING DOCUMENTATION IS RECEIVED THE PATIENT'S ACCOUNT IS ADJUSTED IF ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY. PATIENT ACCOUNTS FOR THE QUALIFYING PATIENT IN THE PREVIOUS SIX MONTHS MAY ALSO BE CONSIDERED FOR CHARITY OR FINANCIAL ASSISTANCE. ONCE A PATIENT QUALIFIES FOR CHARITY OR FINANCIAL ASSISTANCE, ALL COLLECTION ACTIVITY IS SUSPENDED FOR THE AMOUNTS FOR WHICH THE PATIENT QUALIFIES.

Schedule H, Part V, Section B, Line 16a FAP website
A - PRESENCE SAINT JOSEPH HOSPITAL: Line 16a URL: https://www.amitahealth.org/pay-your-bill/financial-assistance/financial-assistance-forms-and-policy;

Schedule H, Part V, Section B, Line 16b FAP Application website
A - PRESENCE SAINT JOSEPH HOSPITAL: Line 16b URL: https://www.amitahealth.org/pay-your-bill/financial-assistance/financial-assistance-forms-and-policy;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
A - PRESENCE SAINT JOSEPH HOSPITAL: Line 16c URL: https://www.amitahealth.org/pay-your-bill/financial-assistance/financial-assistance-forms-and-policy;

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

Schedule H, Part VI, Line 2 Needs assessment
PRESENCE CHICAGO HOSPITALS NETWORK JOINS FORCES WITH LOCAL COMMUNITY ORGANIZATIONS TO ASSESS THE HEALTH NEEDS OF THE COMMUNITY. COMMUNITY HEALTH NEEDS ASSESSMENTS (CHNAS) ARE COMPLETED FOR THE INDIVIDUAL COUNTIES WE SERVE WITH COMMUNITY PARTNERS EVERY 3 YEARS AS REQUIRED. TO SUPPLEMENT THE CHNA, PRESENCE HOSPITALS ALSO REVIEW AND ANALYZE INPATIENT AND EMERGENCY DEPARTMENT UTILIZATION ON AN ANNUAL BASIS TO UNCOVER ANY NEW COMMUNITY HEALTH TRENDS. THE COOK COUNTY HOSPITALS IN PRESENCE HEALTH SOURCED DATA ABOUT THEIR COMMUNITIES FROM PUBLICLY AVAILABLE SOURCES, SUCH AS THE US CENSUS BUREAU'S AMERICAN COMMUNITY SURVEY. IN ADDITION TO ASSESSING THE HEALTH NEEDS, PRESENCE HOSPITAL MINISTRIES ALSO COMPLETE MEDICAL STAFF DEVELOPMENT PLANS. THE PLANS ARE CONDUCTED BY EXTERNAL CONSULTANTS, WHOPROVIDE AN INDEPENDENT ASSESSMENT OF THE NEED FOR PHYSICIANS BY SPECIALTY WITHIN THE HOSPITAL'S PRIMARY SERVICE AREA AS DEFINED BY STARK REGULATIONS. IDENTIFYING COMMUNITY NEEDS IS JUST ONE STEP IN THE CHNA PROCESS. THE MOST CRITICAL STEP IS PRIORITIZING AND ALIGNING EXPERTISE TO MAKE AN IMPACT ON THE IDENTIFIED NEEDS. TO FACILITATE THIS PROCESS, THE BOARD OF DIRECTORS OF EACH HOSPITAL MINISTRY HAS APPOINTED A COMMUNITY LEADERSHIP BOARD THAT IS ULTIMATELY RESPONSIBLE FOR THE OVERSIGHT AND DIRECTION OF THE COMMUNITY BENEFIT INITIATIVES. ON A TRIENNIAL BASIS THIS ADVISORY BOARD, WHICH IS MADE UP OF COMMUNITY MEMBERS, APPROVES THE HOSPITAL'S IMPLEMENTATION STRATEGY PURSUANT TO AUTHORITY DELEGATED BY THE HOSPITAL MINISTRY'S BOARD OF DIRECTORS. THIS PLAN IDENTIFIES THE PRIORITIES AND ACTIONS THAT WILL TAKE PLACE TO TRANSFORM COMMUNITY HEALTH.

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
Presence Chicago Hospitals Network IS COMMITTED TO DELIVERING EFFECTIVE, SAFE, PERSON-CENTRIC, HEALTH CARE TO ALL PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. AS A NONPROFIT HOSPITAL, IT IS OUR MISSION AND PRIVILEGE TO PLAY THIS IMPORTANT ROLE IN OUR COMMUNITY. STAFF SCREEN UNINSURED PATIENTS AND IF FOUND POTENTIALLY ELIGIBLE FOR A GOVERNMENT FUNDING SOURCE, PROVIDE ASSISTANCE AND/OR RESOURCES TO THE PATIENT AND THEIR FAMILY. IF A PATIENT IS NOT ELIGIBLE FOR A PAYMENT SOURCE, Presence Chicago Hospitals Network FINANCIAL ASSISTANCE POLICY COVERS PATIENTS WHO LACK THE FINANCIAL RESOURCES TO PAY FOR ALL OR PART OF THEIR BILLS. ELIGIBILITY FOR FINANCIAL ASSISTANCE IS BASED UPON THE ANNUAL FEDERAL POVERTY GUIDELINES; Presence Chicago Hospitals Network PROVIDES FINANCIAL ASSISTANCE FOR THOSE WHO EARN UP TO 250% OF THE FEDERAL POVERTY LEVEL. Presence Chicago Hospitals Network WIDELY PUBLICIZES ITS: - FINANCIAL ASSISTANCE POLICY - FINANCIAL ASSISTANCE APPLICATION - FINANCIAL ASSISTANCE POLICY SUMMARY - LIST OF PROVIDERS COVERED BY THE FINANCIAL ASSISTANCE POLICY VIA THE HOSPITAL FACILITY'S WEBSITE - https://www.amitahealth.org/pay-your-bill/financial-assistance/financial-assistance-forms-and-policy Presence Chicago Hospitals Network MAKES PAPER COPIES OF THE: - FINANCIAL ASSISTANCE POLICY - FINANCIAL ASSISTANCE APPLICATION - FINANCIAL ASSISTANCE POLICY SUMMARY - LIST OF PROVIDERS COVERED BY THE FINANCIAL ASSISTANCE POLICY - AMOUNT GENERALLY BILLED CALCULATION. THE PAPER COPIES ARE MADE READILY AVAILABLE AS PART OF THE INTAKE, DISCHARGE AND CUSTOMER SERVICE PROCESSES. UPON REQUEST, PAPER COPIES CAN ALSO BE OBTAINED BY MAIL. Presence Chicago Hospitals Network INFORMS ITS PATIENTS OF THE FINANCIAL ASSISTANCE POLICY VIA A NOTICE ON PATIENT BILLING STATEMENTS, INCLUDING THE PHONE NUMBER AND WEB ADDRESS WHERE MORE INFORMATION MAY BE FOUND. Presence Chicago Hospitals Network INFORMS ITS PATIENTS OF THE FINANCIAL ASSISTANCE POLICY VIA SIGNAGE DISPLAYED IN THE EMERGENCY ROOM AND ADMISSIONS AREAS.

Schedule H, Part VI, Line 5 Promotion of community health
PRESENCE CHICAGO HOSPITALS NETWORK CONSISTS OF FAITH-BASED MINISTRIES THAT PROVIDE SERVICES BASED UPON THE ETHICAL AND RELIGIOUS DIRECTIVES OF THE CATHOLIC CHURCH. PRESENCE HEALTH HOSPITALS ENHANCE THE PUBLIC HEALTH OF OUR COMMUNITIES BY: 1. ENSURING OUR MEDICAL STAFF IS OPEN TO ALL QUALIFIED PHYSICIANS. 2. ALL OF OUR HOSPITALS ARE ACCREDITED AND IN GOOD STANDING WITH THE JOINT COMMISSION ACCREDITATION OF HEALTHCARE ORGANIZATIONS. 3. ENSURING OUR BOARD OF DIRECTORS IS DIVERSE AND ABLE TO PROVIDE EXPERTISE, AND MADE UP OF INDEPENDENT MEMBERS OF THE COMMUNITIES WE SERVE. OUR BOARD MEMBERS MUST FOLLOW A CONFLICT OF INTEREST POLICY. 4. REINVESTING SURPLUS FUNDS INTO THE ORGANIZATION TO IMPROVE PATIENT CARE THOUGH NEW PROGRAMS AND TECHNOLOGY. 5. PROVIDING FINANCIAL ASSISTANCE, SLIDING SCALE DISCOUNTS AND HAS COLLECTION PRACTICES THAT ARE IN COMPLIANCE WITH STATE AND FEDERAL GUIDELINES. IN ADDITION, WE FOLLOW THE FINANCIAL ASSISTANCE AND CHARITY GUIDELINES OF THE CATHOLIC HEALTH ASSOCIATION. 6. PARTICIPATING IN ALL GOVERNMENT SPONSORED HEALTH CARE PROGRAMS, MEDICARE, MEDICAID, CHAMPUS, TRICARE, SCHIP AND OTHERS. 7. PROVIDING EMERGENCY ROOM SERVICES IN ALL OF OUR COMMUNITIES AND PROVIDING TRAINING TO LOCAL FIRE DEPARTMENTS AND AMBULANCES. OUR EMERGENCY ROOM PARTICIPATES WITH LOCAL POLICE AND FIRE DEPARTMENTS IN DISASTER DRILLS. 8. STAFFING BOARD CERTIFIED EMERGENCY ROOM PHYSICIANS IN OUR EMERGENCY ROOM AND URGENT CARE SERVICES. WE TREAT PATIENTS ACCORDING TO EMTALA GUIDELINES AND SERVE ALL PATIENTS REGARDLESS OF ABILITY TO PAY. IN ADDITION, WE ARE COMMITTED TO DETERMINING THE NEEDS OF OUR COMMUNITIES AND CREATING WAYS TO MEET THOSE NEEDS. THE OBLIGATION TO REACH OUT TO THOSE IN NEED AND IMPROVE HEALTH FLOWS DIRECTLY FROM OUR CATHOLIC IDENTITY AND THE HERITAGE OF OUR FOUNDING CONGREGATIONS. IN EACH OF THE COMMUNITIES WE SERVE, WE WORK WITH OTHERS - INCLUDING CHARITABLE ORGANIZATIONS, COMMUNITY HEALTH PROVIDERS, ELECTED OFFICIALS, BUSINESS LEADERS, SCHOOLS, CHURCHES, AND RESIDENTS - TO LOOK AT THE OVERALL HEALTH OF THE COMMUNITY AND IDENTIFY THE GREATEST NEEDS. WE THEN MAKE A PLAN AND DEVELOP STRATEGIES TOGETHER WITH OUR COMMUNITIES TO ADDRESS THE HIGHEST PRIORITY HEALTH NEEDS.

Schedule H, Part VI, Line 4 Community information
There are four hospitals, described below, which are all located in densely populated urban areas in Chicago/Evanston. Resurrection Medical Center The population of the 14 zip codes of Resurrection Medical Center primary service area is estimated to be 590,190 in 2023 (Claritas) and is expected to decrease by approximately -1.67% to 580,353 residents in five years. The average family income was $110,673 which is higher than the state of Illinois. 47% percent of the population is White, with 9% as Asian and 4% as Black. 37% of the population is Hispanic or Latinx ethnicity. Approximately 6.4% of the service area residents live below the poverty line, with 19.8% uninsured or Medicaid patients. Within the Resurrection primary service area there are 12 federally designated medically underserved areas. There are 2 other acute care hospitals located within the primary service area. Saint Francis Hospital The population of the 7 zip codes of Saint Francis Hospital primary service area was estimated to be 258,434 in 2023 and is expected to decrease by approximately -1.26% to 255,179 residents in five years. The average family income was $100,998 which is higher than the state of Illinois. Forty-four % of the population is White, with 18.8% as Asian, 14.3% as Black. 17.6% of the population is Hispanic or Latinx ethnicity. Approximately 9.2 % of the service area residents live below the poverty line, with 29% uninsured or Medicaid patients. Within the Saint Francis Hospital primary service area there are 9 federally designated medically underserved areas. There is 1 other acute care hospitals located within the primary service area Saint Joseph Chicago The population of the 13 zip codes of Saint Joseph Chicago primary service area is estimated to be 801,377 in 2023 and is expected to decrease by approximately -0.94% to 793,807 residents in five years. The average family income was $124,123 in this PSA. Nearly forty eight percent of the population is White, with 9.9% as Asian and 8.8% as Black. Twenty nine percent of the population is Hispanic or Latinx ethnicity. The poverty rate in the hospital's primary service area is 8.5%, which is lower than the state of Illinois. Approximately 28.6% of the patients are uninsured or Medicaid patients. Within the Saint Joseph Chicago primary service area there are 18 federally designated medically underserved areas. There are 3 other acute care hospitals located within the primary service area. St. Mary's Chicago The population of the 12 zip codes of St. Mary's Chicago primary service area is estimated to be 725,624 in 2023 and is expected to decrease by approximately -1.12% to 717,486 residents in five years. The average family income is $107,247, which is lower than the state of Illinois ($108,495). Thirty percent of the population is White, with 20.2% as Black. Forty two percent of the population is Hispanic or Latinx ethnicity, which is higher than the state of Illinois (19.1%). Approximately 12.5 % of the service area residents live below the poverty line, with 51.6% uninsured or Medicaid patients. Within the Saint Mary's Chicago primary service area there are 19 federally designated medically underserved areas. There is 6 other acute care hospitals located within the primary service area Holy Family Holy Family Medical Center service area includes the zip codes 60016 and 60018, which correspond to the communities of Des Plaines city and unincorporated Maine township. The total population of zip codes 60016 and 60018 in 2023 is projected to be 88,860. The racial and ethnicity statistics include 54% White followed by 20.2% Asian. Holy Family Medical Center (HFMC) is a long-term acute care hospital, serving a specialty population of medically complex patients. HFMC specializes in providing care for patients who are critically ill with complex conditions and must be hospitalized for an extended period. It is the only such hospital in northwest Chicagoland. Within the Holy Family primary service area there is 1 federally designated medically underserved area. There are no other LTAC hospitals located within the primary service area.

Schedule H, Part VI, Line 6 Affiliated health care system
PRESENCE CHICAGO HEALTH NETWORK IS A MEMBER OF ASCENSION. ASCENSION HEALTH ALLIANCE, D/B/A ASCENSION (ASCENSION), IS A MISSOURI NONPROFIT CORPORATION FORMED ON SEPTEMBER 13, 2011. ASCENSION IS THE SOLE CORPORATE MEMBER AND PARENT ORGANIZATION OF ASCENSION HEALTH, A CATHOLIC NATIONAL HEALTH SYSTEM CONSISTING PRIMARILY OF NONPROFIT CORPORATIONS THAT OWN AND OPERATE LOCAL HEALTHCARE FACILITIES, OR HEALTH MINISTRIES, LOCATED IN 19 OF THE UNITED STATES AND THE DISTRICT OF COLUMBIA. ASCENSION IS SPONSORED BY ASCENSION SPONSOR, A PUBLIC JURIDIC PERSON. THE PARTICIPATING ENTITIES OF ASCENSION SPONSOR ARE THE DAUGHTERS OF CHARITY OF ST. VINCENT DE PAUL, ST. LOUISE PROVINCE; THE CONGREGATION OF ST. JOSEPH; THE CONGREGATION OF THE SISTERS OF ST. JOSEPH OF CARONDELET; THE CONGREGATION OF ALEXIAN BROTHERS OF THE IMMACULATE CONCEPTION PROVINCE, INC. - AMERICAN PROVINCE; AND THE SISTERS OF THE SORROWFUL MOTHER OF THE THIRD ORDER OF ST. FRANCIS OF ASSISI - US/CARIBBEAN PROVINCE. PRESENCE CHICAGO HEALTH NETWORK OPERATES HOSPITAL FACILITIES and is part of ASCENSION ILLINOIS WHICH ALSO OWNS AND OPERATES OTHER HEALTH CARE RELATED ENTITIES, THE HEALTH SYSTEM PROVIDES INPATIENT, OUTPATIENT, AND EMERGENCY CARE SERVICES FOR RESIDENTS OF PRESENCE CHICAGO HEALTH NETWORK AREA.