2019-05-15T12:46:58-05:00 2018-06-30 861065772 Deloitte Tax LLP 50 South Sixth Street Suite 2800 Minneapolis MN 55402 990 2017-07-01 362174823 Rush University Medical Center RUSH 3129428054 1700 West Van Buren Street No 153 Chicago IL 60612 John P Mordach Senior V.P. and CFO 3129425600 2019-05-15 1 Anne Fulton P00941863 6123974000 144.74.136.30 2019-05-15 12:31:59 CD P B808D9729EA3000F6F2783712D70353FBBF71986 B808D9729EA3000F6F2783712D70353FBBF71986 2017 2019-02-21 02:37:17Z John P Mordach 1700 W Van Buren St Chicago IL 60612 4110881878 0 X www.rush.edu X 1863 IL The true impact of our mission isn't only visible within the boundaries of our Medical Center campus. We also fulfill our mission in the community health clinics, outreach and mentoring programs, and many other community-based initiatives led by doctors, nurses, students and others at Rush. As a not-for-profit, charitable medical center, we offer several financial assistance programs to help patients with their health care costs for medically necessary or emergent services. At Rush, all patients are treated with dignity regardless of their ability to pay. 97 90 12126 950 668796 1203676 41292134 70672269 1663575522 1726183758 70683824 114552897 54296361 67557636 1829847841 1978966560 10004308 11951079 0 0 914360681 970383631 0 0 9486746 794939029 820983021 1719304018 1803317731 110543823 175648829 3098640902 3298337910 1301985545 1319322008 1796655357 1979015902 X The mission of Rush is to improve the health of the individuals and diverse communities we serve through the integration of outstanding patient care, education, research and community partnerships. 0 0 1368401420 389800 1565222875 Health Care: Rush University Medical Center ("Rush") is an academic medical center that brings together excellence in clinical care and research to address major health problems. Rush repeatedly has received Vizient's Quality Leadership Award, ranking fourth among 107 academic medical centers in 2017. It is the fifth consecutive time Rush has been ranked among the top five in the study and the ninth time since the study began in 2005. Rush is the only medical center in Illinois among those participating in the study to receive this award. In FY18, Rush provided patient care to more than 32,000 inpatients, and the emergency room has the capacity to handle more than 65,000 visits. A unique combination of research and patient care in FY18 earned Rush national rankings among the top 50 hospitals in 7 of 16 specialty areas according to U.S. News & World Report's 2018-19 "America's Best Hospitals" issue. Our nurses are at the forefront of our efforts to provide quality care, receiving four-year Magnet status (the highest honor in nursing) four consecutive times. Further, three Rush programs (orthopedics; ear, nose and throat; and nephrology) are the highest-ranked in Illinois, and U.S. News and World Report named five additional Rush programs as "High Performing." 80245804 11561279 83574834 Education: Rush University is a health sciences university that includes Rush Medical College, the College of Nursing, the College of Health Sciences and the Graduate College. Founded in 1837, Rush Medical College has an acclaimed history as one of the first medical colleges in the Midwest and continues to make major contributions to medical science and education through research and clinical trials. The College of Nursing is one of the nation's top-ranked nursing colleges with a national reputation for clinical excellence that helps make our graduates highly sought after by top health care employers around the country. The College of Health Sciences has been responsible for education and research in the allied health professions. The Graduate College offers masters and doctoral programs for the next generation of exceptional research and health care professionals.The Medical Center also offers many highly selective residency and fellowship programs in medical and surgical specialties and subspecialties. Rush's unique practitioner-teacher model for health sciences education and research provides its students the opportunity to learn from world-renowned instructors who practice what they teach. With more than 40 degree and certificate options, Rush educated more than 2,500 students in FY18. Rush University provides outstanding health sciences education and conducts major research in a culture of inclusion, focused on the promotion and preservation of the health and wellbeing of our diverse communities. 160794367 123215407 Research: Because Rush is an academic medical center, research and clinical care come together in innovative and inspiring ways that have the power to transform lives. Even if research work starts in a laboratory, it won't stay there. Discoveries in Rush's labs lead to advances in patient care, while observations in clinical settings inspire research studies designed to improve the way we treat patients. This approach, known as translational research, has led to breakthroughs in patient care at Rush throughout the years. Investigators at Rush are involved in more than 1,700 projects, including hundreds of clinical studies to test the effectiveness and safety of new therapies and medical devices, as well as to expand scientific and medical knowledge. Total research awards in FY18 topped $95 million. 73363046 27663302 Other program services: Rush provides various services for the benefit of its patients and visitors, such as parking, food services and interpreter services. Rush also sponsors a number of programs in the community focused on improving health, expanding education in health-related careers, community-based research to reduce health disparities and initiatives to provide economic development and job creation. Rush programs influenced tens of thousands of lives in FY18. 73363046 27663302 1682804637 1 1 0 1 0 0 0 0 0 1 1 1 0 0 1 0 0 1 0 0 1 0 0 0 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 1 0 1 0 0 0 1 1 1 1 0 0 1 2024 10 1 12126 1 1 1 1 CJ 0 0 0 1 1 0 0 0 0 0 X 97 90 1 1 1 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 IL X X Melissa Coverdale 3129428054 1700 West Van Buren Street Ste 153 Chicago IL 60612 X Kapila Kapur Anand Trustee 1.00 X 0 0 0 Debra Beck Trustee 2.00 X 0 0 0 James A Bell Trustee 1.00 X 0 0 0 Matthew J Boler Trustee 1.00 X 0 0 0 Harry Bond Trustee 1.00 X 0 0 0 John L Brennan Trustee 1.00 X 0 0 0 Marca L Bristo Trustee 1.00 X 0 0 0 Peter C B Bynoe Esq Trustee 2.00 1.00 X 0 0 0 Philip A Canfield Trustee 1.00 X 0 0 0 Karen B Case Trustee 1.00 X 0 0 0 Alison Li Chung Trustee 1.00 X 0 0 0 Karen Jaffee Cofsky Trustee 1.00 X 0 0 0 Christopher L Coogan MD Trustee 41.00 0.00 X 0 0 0 E David Coolidge III Trustee 3.00 1.00 X 0 0 0 Kelly McNamara Corley Trustee 1.00 X 0 0 0 Susan Crown Trustee 3.00 1.00 X X 0 0 0 James W DeYoung Trustee 3.00 X X 0 0 0 Bruce W Dienst Trustee 1.00 1.00 X 0 0 0 William A Downe Trustee 1.00 1.00 X 0 0 0 Christine A Edwards Trustee 3.00 1.00 X 0 0 0 Francesca Maher Edwardson Trustee 1.00 X 0 0 0 Peter M Ellis Trustee 1.00 X 0 0 0 Charles L Evans PhD Trustee 1.00 X 0 0 0 Larry Field Trustee 1.00 X 0 0 0 Robert F Finke Trustee 3.00 X 0 0 0 William J Friend Trustee 1.00 X 0 0 0 Ronald J Gidwitz Trustee 1.00 X 0 0 0 H John Gilbertson Trustee 1.00 X 0 0 0 Steven Gitelis MD Trustee 1.00 X 0 0 0 William M Goodyear Trustee 4.00 1.00 X X 0 0 0 Sandra P Guthman Trustee 2.00 1.00 X 0 0 0 David C Habiger Trustee 1.00 X 0 0 0 William J Hagenah Trustee 2.00 X 0 0 0 William K Hall Trustee 2.00 X 0 0 0 Christie Hefner Trustee 1.00 X 0 0 0 Marcie B Hemmelstein Trustee 1.00 X 0 0 0 Jay L Henderson Trustee 3.00 1.00 X 0 0 0 Marvin J Herb Trustee 1.00 X 0 0 0 John W Higgins Trustee 1.00 X 0 0 0 David W Hines MD Trustee 1.00 X 0 0 0 John L Howard Trustee 1.00 X 0 0 0 Ron Huberman Trustee 1.00 X 0 0 0 Anthony D Ivankovich MD Trustee 1.00 X 0 0 0 Richard M Jaffee Trustee 1.00 X 0 0 0 Kip Kirkpatrick Trustee 1.00 X 0 0 0 Anthony M Kotin MD Trustee 1.00 X 0 0 0 Frederick A Krehbiel Trustee 1.00 X 0 0 0 Thomas E Lanctot Trustee 1.00 X 0 0 0 Sheldon Lavin Trustee 1.00 X 0 0 0 The Rt Rev Jeffrey D Lee Trustee 1.00 X 0 0 0 Aylwin B Lewis Trustee 1.00 X 0 0 0 Susan R Lichtenstein Trustee 1.00 X 0 0 0 Pamela Forbes Lieberman Trustee 1.00 X 0 0 0 Todd W Lillibridge Trustee 1.00 X 0 0 0 Donald G Lubin Esq Trustee 1.00 X X 0 0 0 Paul E Martin Trustee 1.00 X 0 0 0 Mary K McCarthy JD Trustee 1.00 X 0 0 0 Gary E McCullough Trustee 2.00 X 0 0 0 Andrew J McKenna Jr Trustee 1.00 X 0 0 0 James S Metcalf Trustee 1.00 X 0 0 0 Mark C Metzger Trustee 1.00 1.00 X 0 0 0 Wayne L Moore Trustee 2.00 X 0 0 0 Marcia Murphy DNP Trustee 41.00 0.00 X 122218 0 35192 William A Mynatt Jr Trustee 2.00 X 0 0 0 Martin H Nesbitt Trustee 1.00 X 0 0 0 Michael J O'Connor Trustee 1.00 X 0 0 0 William H Osborne Trustee 1.00 X 0 0 0 Karl A Palasz Trustee 1.00 X 0 0 0 Aurie A Pennick Trustee 1.00 X 0 0 0 Sheila A Penrose Trustee 2.00 X 0 0 0 Perry R Pero Trustee 1.00 1.00 X 0 0 0 Stephen N Potter Trustee 2.00 X 0 0 0 Jose Luis Prado Trustee 1.00 X 0 0 0 Stephen R Quazzo Trustee 1.00 X 0 0 0 Eric A Reeves Trustee 1.00 X 0 0 0 Karen C Reid Trustee 1.00 1.00 X 0 0 0 Thomas E Richards Trustee 1.00 X 0 0 0 John W Rogers Jr Trustee 2.00 1.00 X 0 0 0 Joan S Rubschlager Trustee 1.00 X 0 0 0 Jesse H Ruiz Trustee 1.00 X 0 0 0 Dino Rumoro DO Trustee 41.00 0.00 X 641226 0 50589 John J Sabl Trustee 1.00 X 0 0 0 John F Sandner Trustee 1.00 X 0 0 0 E Scott Santi Trustee 2.00 X 0 0 0 Gloria Santona Esq Trustee 1.00 X 0 0 0 Carole Browe Segal Trustee 2.00 1.00 X 0 0 0 Alejandro Silva Trustee 1.00 X 0 0 0 David H B Smith Jr Trustee 1.00 X 0 0 0 Jennifer W Steans Trustee 1.00 X 0 0 0 Joan E Steel Trustee 1.00 X 0 0 0 Carl W Stern Trustee 1.00 X 0 0 0 Carole W Streicher Trustee 1.00 X 0 0 0 Jonathan W Thayer Trustee 1.00 X 0 0 0 Charles A Tribbett III Trustee 1.00 X 0 0 0 Kenneth J Tuman MD Trustee 42.00 0.00 X 111242 0 1236 Gregory W Welch Trustee 1.00 X 0 0 0 Marilyn K Wideman DNP RN BC FAAN Trustee 1.00 X 0 0 0 John R Willis Trustee 2.00 X 0 0 0 Thomas J Wilson Trustee 1.00 X 0 0 0 Robert A Wislow Trustee 1.00 X 0 0 0 Barbara Jil Wu PhD Trustee 1.00 X 0 0 0 Larry Goodman MD CEO, RUMC & RSH 43.00 1.00 X X 2202835 0 305765 Joseph Anderson VP, Human Resources Operations 40.00 0.00 X 235348 0 44850 David Ansell MD SVP, Community Health Equity 40.00 1.00 X 816665 0 126586 Cynthia Barginere DNP COO, Rush University Hospital 40.00 0.00 X 523690 0 104358 Carl Bergetz JD SVP, Legal Affairs 40.00 1.00 X 463442 0 103981 Antonio Bianco MD SVP Clinical Affairs Ended 7/31/18 40.00 0.00 X 639592 0 105016 Cynthia Boyd MD Chief Compliance Officer 40.00 0.00 X 440831 0 61473 Edward Conway VP, Administration and Finance 40.00 0.00 X 354546 0 84961 Melissa Coverdale VP, Finance 40.00 1.00 X 358639 0 70247 Michael Dandorph President, RUMC & RSH 40.00 2.00 X 1080309 0 201033 Richard B Davis VP, HR Operations Ended 9/1/17 40.00 0.00 X 388184 0 46409 Richard K Davis VP, University Affairs 40.00 0.00 X 412319 0 92052 Thomas Deutsch MD Provost, Rush University 40.00 0.00 X 919007 0 153635 Bruce Elegant VP, Hospital Operations 1.00 40.00 X 517231 0 78084 Brent Estes SVP, Business/Network Development 40.00 0.00 X 523358 0 99898 Marquis Foreman PhD Dean, College of Nursing 40.00 0.00 X 326225 0 59684 Richa Gupta MBBS Chief Quality Officer 40.00 0.00 X 311214 0 57698 Bala Hota MD Vice President and 40.00 0.00 X 499065 0 90711 Joshua Jacobs MD VP, Research 40.00 0.00 X 570863 0 66068 Kousik Krishnan MB ChB Dean, Rush Medical College 40.00 0.00 X 518963 0 173180 Joan Kurtenbach VP, Strategic Planning-Marketing 40.00 1.00 X 340904 0 87160 Michael Lamont VP, Facilities Management 40.00 0.00 X 365020 0 61142 Omar Lateef DO Chief Medical Officer 40.00 1.00 X 853647 0 156450 Diane McKeever Chief Development Officer 40.00 1.00 X 1516377 0 115620 John Mordach Chief Financial Officer 40.00 1.00 X 905870 0 176936 Michael Mulroe VP, Hospital Operations 40.00 0.00 X 377056 0 86270 James Mulshine Interim Dean, Ended 40.00 0.00 X 369542 0 82949 Patricia Nedved VP, Professional Nursing Practice Ended 40.00 0.00 X 251667 0 45921 Patricia O'Neil Chief Investment Officer 40.00 0.00 X 314316 0 67369 Jaime Parent VP, Information Tech, Ended 7/7/17 40.00 0.00 X 692226 0 71938 Brian Patty MD Chief Medical Information Officer 40.00 0.00 X 422995 0 89088 Anthony Perry MD VP, Ambulatory Transformation 40.00 0.00 X 399767 0 92628 Terry Peterson VP, Corporate and External Affairs 40.00 0.00 X 363747 0 58088 Shafig Rab MBBS MPH CHCIO Chief Information Officer 40.00 1.00 X 654464 0 115491 Angelique Richard PhD RN Chief Nursing Officer 40.00 1.00 X 449993 0 77217 Charlotte Royeen PhD Dean, College of Health Sciences 40.00 0.00 X 305835 0 68032 Mary Ellen Schopp Chief Human Resources Officer 40.00 0.00 X 470933 0 116988 Scott Sonnenschein VP, Hospital Operations 40.00 0.00 X 392320 0 86664 Katharine Struck JD VP, Integrated Solutions & Optimization 40.00 0.00 X 315888 0 37289 Denise Szalko VP, Revenue Cycle 40.00 0.00 X 383864 0 71860 Judson Vosburg VP, Financial Plan & Support Ended 6/30/17 40.00 0.00 X 410810 0 40123 Lynne Wallace VP, Human Resources 40.00 0.00 X 224630 0 64726 Nicole Sibol VP,Business Development 40.00 0.00 X 5381 0 574 Thomas P Wick VP, Principal & Major Gifts 40.00 0.00 X 0 0 0 Peter Briechle PhD VP, Philanthropy 40.00 0.00 X 0 0 0 Demetrius Lopes MD Physician 40.00 0.00 X 1127727 0 45589 Vincent Traynelis MD Physician 40.00 0.00 X 1079064 0 31258 Michael Liptay MD Physician 40.00 0.00 X 1230119 0 52324 Lorenzo Munoz MD Physician 40.00 0.00 X 1083850 0 45589 Richard Byrne MD Physician 40.00 0.00 X 1154623 0 48289 Peter Butler Former President 0.00 0.00 X 271889 0 1200 Anne Murphy JD Former SVP Legal Affairs 0.00 0.00 X 489875 0 0 Brian Smith Former VP Clinical Affairs 0.00 0.00 X 994335 0 25989 31195746 0 4333467 1681 1 1 0 INTERIOR INVESTMENTS LLC 205 W WAVKER DRIVE CHICAGO IL 60606 OFFICE SPACE CONSULTANTS 17421263 BULLEY & ANDREWS LLC 1755 W ARMITAGE AVENUE CHICAGO IL 60622 CONSTRUCTION 17176978 WALSH CONSTRUCTION COMPANYF 929 W ADAMS STREET CHICAGO IL 60607 CONSTRUCTION 9938927 FORWARD SPACE LLC 1142 N NORTH BRANCH CHICAGO IL 60642 OFFICE SPACE CONSULTANTS 6132226 COMMERCIAL HEATING 12033 S SPAULDING SCHOOL DRIVE PLAINFIELD IL 60585 HEATING & COOLING 4081359 180 2143551 2281615 66247103 8602194 70672269 Medicare/Medicaid 541900 780906000 780906000 Patient Services 900099 431905695 431905695 Physician Practices 621110 278918520 278918520 Research 621500 123215407 123215407 Tuition 900099 83574834 83574834 27663302 27663302 1726183758 79834090 79834090 8965169 15184270 -6219101 -6219101 167151 -6386252 2112007000 2077288193 34718807 34718807 34718807 533005 2143551 776401 -243396 -243396 57800 31972 25828 25828 112127142 38634482 73492660 73492660 Investment UBI 900003 259515 259515 Vyridian 541900 182743 182743 Laboratories 621500 50789 50789 8598 8598 501645 1978966560 1799676418 668796 107949077 389800 389800 11561279 11561279 32429713 5898432 24899285 1631996 3167808 3167808 773601399 746143612 23093355 4364432 24810105 21538911 3174469 96725 82849920 74009820 7606699 1233401 53524686 51769047 1647690 107949 38597196 27717528 9983957 895711 3984496 1331234 2653262 993928 298179 695749 687820 687820 4259109 4259109 50133929 46833197 3296296 4436 3251204 2623908 627296 8936538 6663979 2003786 268773 31086198 28435381 2646449 4368 182207 182187 20 29911546 24265659 5242889 402998 2697198 2350971 272332 73895 3602396 2879195 616819 106382 19781191 19781191 100792682 88507566 12285116 55842892 55836814 6078 Supplies 384391578 382380706 1917533 93339 Medicare Provider Tax 37652287 37652287 Equipment Rent/Purchase 21560003 21065564 455311 39128 Operational Charges 19443224 18804971 475060 163193 3195399 3195399 1803317731 1682804637 111026348 9486746 569489 95355 56606864 114750567 19079397 27890956 312226433 333184583 23819337 26215584 13497917 23910926 2445788258 1194182675 1224649614 1251605583 980317535 1137743641 452393000 368600919 15481316 14339796 3098640902 3298337910 324021478 342295833 12489757 49970183 514013456 499426606 376533591 354868787 74927263 72760599 1301985545 1319322008 X 1098578045 1213622786 434480597 493027260 263596715 272365856 1796655357 1979015902 3098640902 3298337910 X 175648829 -11750708 18462424 X 0 1 X 1 1 1 X 0 1 0 0 0 0 1 687620 0 1 180164 867784 0 Part II-B, Line 1: Lobbying activities consist of promoting legislation that would protect and promote the continued ability of the organization to further its exempt purpose of providing excellence in healthcare. The increase in other activities stems from activities associated with proposed satellite and ambulatory facilities. A portion of the lobbying expenditure stems from dues to hospital organizations that lobby on behalf of the healthcare industry. 588315306 6957150 51532395 2968721 16097830 417204 627321096 505278670 4226027 97185668 2684169 15222879 468011 588315306 521164012 4047128 -2040476 2629194 14807856 454944 505278670 521793095 4864889 11650065 1830428 14809823 503786 521164012 475694471 6566825 56203563 1782744 14424023 464997 521793095 0.01200 0.43400 0.55400 0 0 50906485 50906485 1630430869 740035865 890395004 48607085 40530257 8076828 561983646 413616553 148367093 153860173 153860173 1251605583 368600919 F 368600919 Swap Valuation 11599697 Pension Liabilities 33054881 Securities Lending Liabilities 7027720 Annuities-Philanthropy 657907 Asset Retirement Cost 20316720 Payable to Affiliate 103674 72760599 1938054629 -11750708 -11750708 1949805337 29161223 29161223 1978966560 1843390628 0 1843390628 -40072897 -40072897 1803317731 Part XI, Line 4b - Other Adjustments: Investment Management fees booked as reduction of revenue 4,259,109. Cost of Goods reported in revenue section of 990 -38,634,482. Fundraising expenses booked as reduction in revenue 9,486,746. Net assets released from restriction 49,915,970. Rental Expense reported in revenue section of 990 -15,184,270. Restricted Contributions 19,318,150. Part XII, Line 4b - Other Adjustments: Investment Management fees booked as reduction of revenue 4,259,109. Cost of Goods reported in revenue section of 990 -38,634,482. Rental expesne reported in revenue section of 990 -15,184,270. Fundraising expenses booked as reduction in revenue 9,486,746. Schedule D Part V Line 4 -The endowments are used to fund professorships (38%), research (13%), free care (8%), student financial aid (12%), education and fellowships (12%) and other programs (17%). Central America and the Caribbean - Antigua & Barbuda, Aruba, Bahamas, 0 0 Program Service Self Insurance 2199049 Central America and the Caribbean - Antigua & Barbuda, Aruba, Bahamas, 0 0 Program Service Charitable Health Care and healthcare related conferences. 44882 East Asia and the Pacific - Australia, Brunei, Burma, Cambodia, 0 0 Program Service Charitable Health Care and healthcare related conferences. 483475 Europe (Including Iceland & Greenland) - Albania, Andorra, Austria, Belgium 0 0 Program Service Charitable Health Care and healthcare related conferences. 397185 Middle East and North Africa - Algeria, Bahrain, Djibouti, Egypt, 0 0 Program Service Charitable Health Care and healthcare related conferences. 153887 North America - Canada and Mexico, but not the United States 0 0 Program Service Charitable Health Care and healthcare related conferences. 1083572 South America - Argentina, Bolivia, Brazil, Chile, Columbia, Ecuador, 0 0 Program Service Charitable Health Care and healthcare related conferences. 687701 Central America and the Caribbean - Antigua & Barbuda, Aruba, Bahamas, 0 0 Investments 87634628 Sub-Saharan Africa - Angola, Benin, Botswana, Burkina Faso, 0 0 Program Service Charitable Health Care and healthcare related conferences. 20453 South Asia 0 0 Program Services Charitable Health Care and healthcare related conferences. 13967 Russia and Neighboring States 0 0 Program Services Charitable Health Care and healthcare related conferences. 1122 0 0 0 0 0 0 92684379 35542 92719921 1 0 1 0 0 0 Part I, Line 2: RUMC did not issue grants to foreign organizations or individuals. The amounts presented were for foreign travel to assist countries in time of need and for participation in foreign held seminars and conferences. There were also payments to foreign vendors for purchases and to foreign individuals for services rendered. These were verified through purchase requisitions, validations and invoices. Road Home Program 1191105 1153305 37800 65349 2490 82828 Fashion Show 669788 478288 191500 5000 24159 83752 10198 119805 3 815663 511958 303705 30430 28610 136252 77922 109606 2676556 2143551 533005 5000 30430 52769 285353 90610 312239 776401 -243396 57800 5000 26972 1 1.00000 57800 5000 26972 31972 25828 IL 1 0 1 0 0.00000 1.00000 Patty Ruiz Ostrow Reisin Berk Ab 455 N Cityfront Plaza Dr Suite 1500 Chicago IL 60611 0 Catherine Kenyon 0 Record Keeping and Bank Deposit X 1 25828 1 1 1 X 300.000000000000 1 X 1 1 0 1 1 24769146 24769146 0.01370 315122669 234918533 80204136 0.04450 339891815 234918533 104973282 0.05820 480050 14338186 7448230 6889956 0.00380 154826170 94578988 60247182 0.03340 346057288 279587988 66469300 0.03690 164581047 124032510 40548537 0.02250 392300 392300 0.00020 480050 680194991 505647716 174547275 0.09680 480050 1020086806 740566249 279520557 0.15500 2088867 2088867 0.00120 148232 148232 0.00010 3328589 1000000 2328589 0.00130 5565688 1000000 4565688 0.00260 1 12594529 258521869 240893771 17628098 X 1 1 1 Rush Surgicenter Healthcare 0.51090 0.48910 1 1 Rush University Medical Center 1653 W Congress Parkway Chicago IL 60612 www.rush.edu 0001917 X X X X X X X Rush University Medical Center 1 0 0 1 X X X X X X X X X 15 1 1 1 1 X See Part V Section C X X 1 16 1 See Part V Section C 0 1 X 300.000000000000 400.000000000000 X X X X X 1 1 X X X 1 X www.rush.edu/sites/default/files/financial-assistance-policy-3-2018.pdf X www.rush.edu/sites/default/files/financial-assistance-application.pdf X www.rush.edu/sites/default/files/financial-assistance-brochure-2018.pdf X X X X X 1 X 0 X X X X 1 X 0 0 Rush University Medical Center Part V, Section B, Line 5: Over a period of 18 months, multiple stakeholders engaged in significant reflection in preparation for Rush's second iteration of the Community Health Needs Assessment (CHNA), of which serves as our system mission, which is to improve health. At Rush, the process was led by the Center for Community Health Equity (www.healthequitychicago.org), coordinated by the Office of Community Engagement, and overseen by the Building Healthy Communities Steering Committee (which has transformed into the Community Health Equity leadership group in 2017). First, the Rush team reviewed its initial CHNA reports from the previous iteration, benchmarked it against others produced three years ago in the region and assessed whether the reports contained the right content to enable us to make an impact. We sought to include more stakeholders in our process of developing the CHNA. We began by gathering input from community members as well as from Rush faculty, students and staff (especially those who live in our service area). We sought perspective from our colleagues at health systems and public health entities in the area; community leaders and members; our colleagues in the Center for Community Health Equity based at Rush University and DePaul University; and those participating in the Alliance for Health Equity (formerly the Health Impact Collaborative of Cook County (HICCC) and the Healthy Chicago Hospital Collaborative, as the two collaborates merged in 2017 - the lead for the CHNA was the former). The Alliance for Health Equity is a collaborative group convened by the Illinois Public Health Institute and consisted at the time of 26 hospitals, seven health departments and more than 100 community-based organizations working together on a joint CHNA process. As described, this group has since grown with the merging of HICCC and the Healthy Chicago Hospital Collaborative. As we developed our recommended actions for this iteration of the CHNA, we again sought input from our key stakeholders. To see a list of those who engaged in this process and Rush worked with at the time, please view our CHNA online and proceed to Appendix 2 on Page 73. Rush University Medical Center Part V, Section B, Line 6a: Rush conducted its CHNA with the Alliance for Health Equity(formerly Health Impact Collaborative of Cook County). This initiative is one of the largest collaborative CHNAs in the country. It grew from 22 members in 2016 to a current involvement of over 30 nonprofit and public hospitals, along with seven local health departments, and representatives of more than 100 community organizations serving on action teams. Rush also followed best practice to complete a comprehensive CHNA and Community Health Improvement Plan (CHIP) for both Rush University Medical Center and Rush Oak Park Hospital.Participating partner hospitals in the Health Impact Collaborative of Cook County (as of June 2016):Advocate Children's Hospital (adjunct) Advocate Christ Medical Center Advocate Illinois Masonic Medical Center Advocate Lutheran General Hospital Advocate South Suburban Medical Center Advocate Trinity Hospital Gottlieb Memorial Hospital Loyola University Medical Center Mercy Hospital & Medical Center NorthShore Evanston Hospital NorthShore Glenbrook Hospital NorthShore Skokie Hospital Norwegian American Hospital Presence Holy Family Medical Center Presence Resurrection Medical Center Presence Saint Francis Hospital Presence Saint Joseph Hospital Presence Saints Mary and Elizabeth Medical Center Provident Hospital RML Specialty Hospitals Roseland Community Hospital John H. Stroger, Jr. Hospital of Cook County Rush University Medical Center Part V, Section B, Line 6b: Participating health departments in the Health Impact Collaborative of Cook County: Chicago Department of Public Health Cook County Department of Public Health Evanston Health Department Oak Park Health Department Skokie Public Health District Stickney Health Department Rush University Medical Center Part V, Section B, Line 7d: Rush has actively worked to promote its Community Health Needs Assessment (CHNA). The document is located on our website, and we are proud to say that given our growing commitment to community, we have actually developed a new Community Engagement and Community Health Equity website. We have brought the CHNA to meetings with community based organizations across the entire west side of Chicago since its adoption, as we view this as a public good for our respective communities. Rush has also presented on the CHNA at many national meetings and conferences, as Rush views the document as a prime example of our commitment to connecting academic and community impact. Since the adoption of the CHNA, Rush also completed a "What We Heard" tour with 16+ partner agencies to talk about needs and improvements on an ongoing basis. This document is published on the Rush website as our commitment to continuing to engage our greater community. The document can be found at the following link https://www.rush.edu/sites/default/files/what-we-heard-july-2017.pdf. Rush University Medical Center Part V, Section B, Line 11: Rush's Community Health Implementation Plan (CHIP) was adopted in November 2016. The following Community Health Needs/Improvements were identified in partnership with the Alliance for Health Equity (formerly Health Impact Collaborative of Cook County), as a result we developed our internal CHIP as a roadmap on how to achieve improvements in these areas for our communities. There have been seven work-groups formed around the CHIP strategies consisting of Rush leaders, community partners, and community residents in order to collaboratively tackle these with a collective impact approach. Our CHIP is as follows, as well highlights of some of our efforts:Goal 1: Reduce inequities caused by the social, economic and structural determinants of health a.Improve educational attainment Rush has been working to improve educational attainment through long standing programs such as our partnership with Malcolm X College, Richard T. Crane Medical Preparatory High School, and the K-12 program in affiliation with our Science and Math Excellence Network (SAME) program. Most recently, Rush has made strategic decisions to align these programs under one organizational effort - REACH, the Rush Education and Career Hub. This builds on years of partnership, but focuses our efforts in communities we identified with the most need. In FY18, the programs served more than 1,400 students, 300 parents and more than 51 teachers.b.Identify, measure and mitigate the social determinants of health among those at risk - particularly children, young adults and people with chronic illness.During the fiscal year, Rush implemented a screening tool to identify non-medical barriers to good health, such as food insecurity, homelessness, lack of utilities, transportation barriers, and lack of primary care/insurance. This screening tool was implemented in the Rush University Hospital Emergency Department, primary care settings, and community based settings. Patients screened for these social determinants of health (SDOH) were connected to services via a partnership with NowPow, a locally-based, resource directory company which provides curated, personalized resources that are shared with patients. During the pilot this past fiscal year, we screened 928 patients in the ED of which 291 were identified with need referred to social and other services. This led to a commitment to expand based on demonstrated need.Rush joined the Alliance for Health Equity (AHE) early on and is a member of the steering committee. In addition, a Rush representative chairs several work-groups, including the Food Security and Social Determinants workgroups. Rush is particularly invested in helping guide AHE to focus on our identified needs and improvements. Rush also has a leadership role data, policy, and trauma informed care work groups. Goal 2: Improve access to mental and behavioral health services a.Address psychological trauma through screening tools and referral programs in school-based health centers and faith-based organizationsRush is working to address the mental and behavioral health needs of our patients and communities by having social work services offered to our primary care, inpatient, and emergency department patients. The College of Nursing and Rush Community Based Practices offers mental health services in the community at Simpson Academy for Young Women and the College of Nursing Faculty Practice sites. Rush offers mental/behavioral health services through the Health Legacy Program for Women.School Based Students seen in the SBHCs are receiving age-appropriate risk screening and evaluation for mental health issues. Those identified with mental health issues are referred for in-SBHC or community-based counseling and psychiatric services. In FY18, 941 risk screenings were completed, resulting in 175 referrals for additional mental health services. Of those 175, 116 were successfully linked to care. Among the 116 are 18 pregnant teens who have been referred to home visiting services through the ACEs in Pregnancy program. Through a partnership with the Rush Department of Psychiatry, psychiatric services, provided both in-SBHC and by telehealth visits, launched in January 2018. Faith Based A total of 25 congregants from 7 partner churches were trained in Mental Health First Aid, which teaches lay people how to help someone who is developing a mental health problem or experiencing a mental health crisis. Further, ninety-five (95) congregants were trained in Bridges of Hope Mental Health Awareness to educate faith communities about mental illness so that they can create stronger safety nets and welcoming communities of faith for people affected by mental illness. Grief workshops were also conducted with 19 congregants from 7 West Side partner churches to provide tools for dealing with loss. b.Expand access to other screenings and servicesThrough a partnership with the Rush Department of Psychiatry launched in January of 2018, Rush provided psychiatric services, in-SBHCs and by telehealth visits. From January through June 2018, 116 screenings resulted in 18 student referrals for psychiatric care. Nearly two thousand hours of education that focused on trauma, mental health, identification of mental health issues, and skill building for resilience was provided to 825 students through school outreach activities Goal 3: Prevent and reduce chronic disease by focusing on risk factors a.Reduce risk factors through assessments, disease management programs and improved access to healthy food The Food Surplus Project was created to alleviate food insecurity in the greater community by redistributing unused food from hospitals to local food pantries and other community based partners. This is a collaborative community effort that arose from an ROPH nurse's leadership program at Dominican University. Representatives from several local organizations, including ROPH, the Oak Park-River Forest Day School, Oak Park-River Forest High School, Thrive Counseling Center and the Oak Park-River Forest Food Pantry, worked together to create the infrastructure of the program and implement strategies to reduce food insecurity. Rush has provided over 25,000 free meals to the organizations. In FY18, 741 unique Rush employees participated in this program. ROPH's community wellness program screens and connects individuals to resources for at Oak Park River Forest Food Pantry, a nursing led screening program. It provides free educational seminars and fitness classes, which are designed to help community members lead healthier lives and address chronic disease. Healthy Motivations provided education on topics such as heart and vascular disease, preventive health, depression and more. FY2018, the program provided services to over 350 women and families. The Metropolitan Chicago Breast Cancer Task Force launched in 2007 as an independent nonprofit based at Rush, with the goal of reducing the disparity in breast cancer deaths between black women and white women in Chicago. After these initiatives launched, the disparities began to decrease. In addition, ROPH provides free mammograms to uninsured or underinsured women who live in Oak Park, River Forest and Proviso Township. In the past fiscal year, Rush has been working on standardizing its approach to tobacco control and cessation per our defined needs and our work with the Chicago Department of Public Health's (CDPH) Healthy Chicago 2.0 Chicago Quits grant in partnership with Respiratory Health Association. Rush is working with West Side entities to bring Courage to Quit and Counsel to Quit, the Respiratory Health Association's tobacco cessation programming, to our west side community partners. Goal 4: Increase access to care and community services In 2016 Rush established a formal partnership with CommunityHealth, the largest free clinic in the City of Chicago. Rush attending physicians, medical residents and students volunteer their time and skills through rotations to provide medical, dental, mental health and free prescription services at CommunityHealth. The formal partnership serves as a way to better connect patients to primary care and insurance. If the patients need insurance or primary care, they are referred to Rush's Transitional Care Program (TCP) where patient navigators determine the best place of service for the patient. CommunityHealth offers health services ranging from routine physicals and immunization programs to a full laboratory and pharmacy as well as free services for medications and dental. In FY18, 279 patients have been referred to CommunityHealth. Rush University Medical Center Part V, Section B, Line 13h: The State of Illinois requires that hospitals make a good faith effort to identify presumptive charity care for uninsured patients under 200% of FPL. We complete this process by receiving income information from a 3rd party vendor for all uninsured patients.In addition to meeting financial and residency requirements, individuals applying for financial assistance must: cooperate with Rush and provide a information and documentation truthfully and in a timely manner; make a good faith effort to honor the terms of reasonable payment terms on open balances if the individual qualifies only for a partial discount; notify Rush of any change in financial situation which may impact the individuals eligibility for financial assistance or payment plans; and agree to apply for local, state or federal assistance for which the individual may be eligible to help pay for some or all of the individual's hospital bill. Rush University Medical Center Part V, Section B, Line 20e: Rush conducts all of the efforts described in lines 20a-d prior to initiating any extroadinary collection activities described in line 19. Rush reports unpaid balances to credit agencies, which generally occurs no sooner than 540 days after the date on which the service was provided. Rush also will potentially defer care for patients in a bad debt collection status for a prior balance. However, if the patient applies for financial assistance, makes a payment, or sets up a payment plan, they will not have care deferred. Part V, Section B Line 7a https://www.rush.edu/sites/default/files/rush-chna-2016.pdf Part V, Section B Line 10 https://www.rush.edu/sites/default/files/community-health-implementation-plan.pdf Part I, Line 3c: Other factors include Rush's Presumptive Charity Care Program. For this program, Rush utilizes data received from a third party vendor to determine whether the patient's income meets the income threshold. Charges for services rendered to patients meeting this threshold are written off in full prior to a bill being sent to the patient. A patient may also be eligible for presumptive charity care if the patient is eligible for Medicaid for other dates of service or services deemed non-covered by Medicaid; the patient is enrolled in, or eligible for, an assistance program for low income individuals; or the patient is homeless, deceased with no estate, or mentally incapacitated with no one to act on the patient's behalf. Patients not qualifying for Presumptive Charity Care, may also complete an application to determine eligibility under Rush's Charity Care and Limited Income Programs identified in the Financial Assistance Policy. Both programs are income-based but also utilize an asset test to determine eligibility. Patients meeting the asset test whose income is 201-300% of FPG qualify for 100% discount to their hospital bill; patients meeting the asset test whose income is 301-400% FPG qualify for a 75% discount to their hospital bill. Discounts under both programs may be applied after primary insurance payment to cover deductibles, coinsurance, and copays. Part I, Line 6a: The Community Benefit Report for Rush University Medical (RUMC) is a separate report prepared by Rush. Rush prepares and files the Annual Non-Profit Community Benefit Plan Report with the Attorney General's Office of the State of Illinois which includes Schedule H information about RUMC and ROPH. For the purpose of Schedule H, only financial information for RUMC is reported. There is no data included for ROPH. Part I, Line 7: The calculation of the ratio of patient cost to charges was determined utilizing RUMC's 2018 As-Filed Medicare Cost Report. Medicare revenues and costs were extracted from the FY18 As-Filed Medicare Cost Report. Part I, Line 7g: Rush has included Rush owned physician clinics in subsidized health. There is $248,062,013 in costs in line 7g which represents these clinics. Part I, Ln 7 Col(f): Total expenses reported on Form 990, Part IX, line 25, column (A) does not include bad debt expense. The bad debt expense was reported as a reduction of revenue on Form 990, Part VIII. The amount of bad debt is $38,908,257.The calculation of the ratio of patient cost to charges was based on Rush's FY18 As-Filed Medicare Cost Report. This cost to charge ratio is applied to Part I, line 7a and 7b. Rush calculates a separate cost to charge ratio for subsidized health services which more accurately portrays those services. Rush utilizes a cost accounting system to calculate a separate cost to charge ratio of physician clinics and hospital service lines. Those services are then combined to derive a unique cost to charge ratio for subsidized health services. The cost accounting system was used to calculate Lines 7e, 7f, 7h and 7i. Part II, Community Building Activities: Physical improvements and housingRush has committed to the concept of housing as health, with senior leadership approving a pilot program to house 6 of our chronically homeless patients in partnership with the Center for Housing and Health, a subsidiary of the AIDS Foundation of Chicago. This pilot follows HUD definitions and guidelines and provides both bridge and permanent, supportive housing to individuals in need. Rush has invested $55,000 in this programEconomic DevelopmentIn FY18, Rush made strategic investments worth $2.08M in social impact projects through Community Development Financial Institutions (CDFIs) - Chicago Community Loan Fund (CCLF) and IFF - with the long term goal to impact the social determinants of health. As part of these ventures Rush invested $1.08M in Chicago Neighborhood Rebuild Pilot Program and People's Community Development Association of Chicago (PCDAC). The Rebuild Pilot Program was announced by the City of Chicago and aims at acquiring and rehabilitating vacant homes in Chicago neighborhoods that need investment and jobs. The goal of the program is to create opportunities for local businesses and at-risk youth while supporting affordable ownership and community stability. The PCDAC investment involved acquiring land adjacent to Harvest Homes located in the East Garfield Park neighborhood for future development. We invested another $1M in The Hatchery Project which is a local incubator for food and beverage related businesses in East Garfield Park.Rush is also committed to buying and sourcing locally. For example, Rush intentionally does business with vendors in our West Side communities and creates business incubation opportunities for vendors. Rush launched the Business of the Week and Shop the West Side initiatives in FY18-bringing these local businesses onto the Rush campus. Some of the vendors included Arise Creations, Accessorize Me, Against the Grain Designs (watches and glasses), At Her Leisure (travel accessories and wearable art), and the Chicago Lighthouse Industries (planners, calendars, banners, ergonomic footrests, monitor arms, and cooking thermometers). Rush has also worked with new West Side vendors for services such as IPromo - Promotional Items and SS Media 7 - Awards Services Vendor, Catering Out of the Box and Inspiration Kitchens. Environmental Improvements Rush understands that in its commitment to improving health, it must also be aware of its environmental footprint. As a result, Rush developed The Green Team at Rush University Medical Center and continued to support The Green Team at Rush Oak Park Hospital. Each of the green teams have adopted a mission to improve the social and physical wellbeing of the patients, students, employees and community we serve through a culture of environmental sustainability. Institute a task force to focus on inbound and outbound environmentally friendly programs through: Energy and water conservation; Reduction of our carbon footprint; Recycling program and waste reduction; Local & sustainable food; Establishing sourcing relationships with environmentally conscious vendors. Rush has also engaged Practice Green Health, which is an advisory service to attain green culture. In early 2018 Rush became the first academic health system in the region to adopt a comprehensive clean air policy. This policy includes guidelines for all new construction on the downtown and Oak Park campuses that will adopt the cleanest diesel policies for our air quality and also developed guidelines to limit all unnecessary idling on. This policy was adopted by Rush in partnership with Respiratory Health Association and Environmental Law and Policy Center. Coalition BuildingWest Side United (WSU, westsideunited.org)WSU is a collaborative of 6 health institutions including Rush University Medical Center, Cook County Health, Ann and Robert H. Lurie Children's Hospital, Presence/AMITA Health System, Sinai Health System, UI Health, and other healthcare providers, education providers, the faith community, business, government and residents. This collaborative is working to improve neighborhood health by addressing inequities in healthcare, education, economic vitality and the physical environment using a cross-sector, place-based strategy. The overarching aim is to reduce life expectancy gaps between the Loop and the 10 Westside neighborhoods of focus by 50% by 2030.West Side United envisions vital, healthy communities for all residents and stakeholders by:Providing equal access to behavioral and physical health servicesEliminating food insecurity and improve access to healthy food Reducing the wealth gap between the North and West Side by creating new jobs and career pathwaysProviding summer jobs, apprenticeships and access to post-secondary education for all high schoolIn February 2018, West Side United announced 15 initiatives to meet those goals. Health and HealthcareCommunity Health StrategyCommunity Health WorkersExplore Co-Locating Health ServicesNeighborhood and Physical EnvironmentImpact InvestingHealth Food StrategyEconomic VitalityLocal HiringEmployee Professional GrowthBusiness DevelopmentSmall Business Grant PoolEducationHigh School Internships & College ApprenticeshipsCivic Consulting Alliance (CCA, ccachicago.org)CCA has provided consulting services to Rush and WSU to help address the region's most pressing problems and greatest opportunities in four areas: Education; Criminal Justice and Public Safety; Economic Vitality; and inclusive Civic Leadership. CCA has done their work in connection with talent from one of the most respected teaching institutions in the region. Their pro bono work drives impact that no single entity can accomplish alone. They are committed to increasing the vitality of Rush's region and reducing disparity between neighborhoods by working across the three pillars of a vibrant, inclusive economy: growth, prosperity, and inclusion. Their vision in Economic Vitality is to grow an economy that works for everyone while reducing inequities between communities.West Side ConnectEDRush is a founding member of West Side ConnectED, a collaborative of 4 West Side hospitals working to improve our efforts on social determinants of health with support from Catholic Charities. The group is particularly focused on implementing screening about primary care/insurance, food security, housing, utilities, and transportation in the Emergency Departments. In FY18 Rush dedicated staff time equivalent of $5,500. The coalition also secured funding from the Illinois Health and Hospital Association (IHA) and WSU to secure a project manager and screening connections with the Patient Innovation Center.Community Health Improvement AdvocacyIn FY18, Rush supported the Alliance for Health Equity in its Tobacco 21 campaign for the State of Illinois. Workforce DevelopmentRush's Employment Preference Initiative focuses on hiring individuals from our West Side communities into frontline positions within the organization. We have partnered with non-profit organizations including Skills for Chicagoland's Future and the Cara Program that refer qualified candidates and provide wrap around support services. We hired 15 individuals in FY18 through the Employment Preference Initiative and 16% of all of our new hires were from our West Side communities. We are also dedicated to utilizing local labor for Capital Projects such as Rush's South Loop Clinic where we had 7.7% of construction hours worked by West Side residents in FY18. Finally, the newly launched Talent Development Initiative includes creating targeted career pathway programs for incumbent employees to help them advance in their careers. In FY18 we dedicated resources to organizing and planning the launch of two programs, the Medical Assistant Pathway Program and the Patient Care Technician Program.Rush Oak Park Hospital also supports career development of students with special needs in partnership with Oak Park River Forest High School. ROPH employs students throughout the hospital as a job development program.Employee Volunteer Program (EVP)EVP is a program to support volunteer activities that enhance and serve the communities where Rush system employee's work and live. Rush has made a commitment to working closely with our West Side of Chicago and Western Suburb communities to address social conditions that contribute to poor health outcomes for residents. Rush specifically seeks to address issues that improve health, well-being and quality of life for our neighbors, and to provide volunteer opportunities that enrich and inspire our employees. During the pilot phase of this program, there were a total of 631 volunteer hours spent in the community and planning this initiative. Part III, Line 2: The cost for the total bad debt provision of $38,908,257 was calculated using the FY18 As-Filed Medicare Cost Report as a source for computing an overall cost-to-charge ratio. This reduces the bad debt expense of $38,908,257 to cost of $12,594,529. Due to the process that Rush and other hospitals must facilitate to prove a patient's eligibility for discounted or free care, the precise amount of charity care often can be indistinguishable from other categories of uncompensated care. Without the cooperation of the patient in providing appropriate documentation, Rush cannot correctly distinguish patients who meet the defined charity care policies and appropriately categorize those individuals as charity care write-offs. Instead these patient cases can be classified as bad debt write-offs due to a lack of support information. This can create a situation in which patient scan be mistakenly classified as bad debt that could actually be classified as charity care, but cannot be confirmed. As a matter of policy, this wouldn't happen, but can on occasion. Part III, Line 4: During FY18, Rush's reported provision for bad debt was a total of $38,908,257 which equates to $12,594,529 at cost based on an overall cost to charge ratio. RUMC provides additional information on the bad debt expense in footnote #2 of the financial statements. Part III, Line 8: The calculation of the ratio of patient cost to charges was calculated utilizing RUMC's 2018 As-Filed Medicare Cost Report. Medicare revenues and costs were extracted from the FY18 As-Filed Medicare Cost Report. Part III, Line 9b: For public transparency and ease, the debt collection policy is included in the financial assistance policy within section entitled - "Collections and Other Actions Taken In the Event of Non-Payment"Rush attempts to notify patients of the financial assistance policy by means of the billing statements that are issued to patients when a balance is due. There is language in all billing statements that financial assistance is available and a plain language summary is provided on all statements prior to placing accounts with bad debt collection agency. In addition our collection agencies will attempt to notify patients of Rush's financial assistance policy before placing accounts with the credit bureau. The policy also has provisions for engaging in extraordinary collection activities. The collection agencies on behalf of Rush will issue a written notice that (i) describes the specific collection activities it intends to initiate (ii) provides a deadline after which such action(s) will be initiated (or resumed). Rush will also make a reasonable effort to orally notify the patient about the financial assistance policy and how he or she can get help with the financial assistance application process. Rush may initiate collection activities no sooner than 30 days from the date on which it issues the ECA Initiation Notice, either by mail or electronic mail. Part VI, Line 2: As an academic health system, Rush assessed the health needs of the communities which it serves in a very collaborative approach and continues to do so beyond the Community Health Needs Assessment (CHNA) process. Chicago, like any large urban city, surveys the health services it provides to its citizens. The Chicago Department of Public Health (CDPH) established a strategic planning process aimed to focus the energies of the department into a plan, Healthy Chicago 2.0, which set organizational priorities and guides the allocation of public health resources. Rush worked to align around these areas of improvement.In addition to the work completed in our 2016 Community Health Needs Assessment, Rush has been continuously surveying our communities, stakeholders, and individuals about health needs and our efforts to help create West Side United with our partners at UI Health, Cook County Health, and Presence Health/AMITA. As a follow up to the CHNA, Rush conducted a "What We Heard Tour", which involved surveying eight neighborhoods (added Humboldt Park to west side effort), 480 participants, and 21 formal community listening sessions at partner organizations. These organizations included:BUILDCoalition of HopeEl ValorEnlaceEvery Block a VillageGarfield Park Community CouncilGreater Galilee Baptist ChurchKedvale New Mt. Zion M.B. ChurchMarillac St. VincentMile Square Health CenterOakley SquareRush EmployeesSalvation ArmyCPS PrincipalsSAME Network AlumniSt. Pius VUCANWest Side StakeholdersAustin Coming Together & Westside Health AuthorityYMCAThe "What We Heard" report can be found here, which was formally released in July 2017:https://www.rush.edu/sites/default/files/what-we-heard-july-2017.pdfIn addition this this effort, through its partnership with West Side United, Rush is getting continuous feedback from its West Side Partners. Rush is actively bringing its message across the West Side organizations and working to learn about what health needs might exist and receive feedback on programmatic decisions. Rush has also ensured that community partners are involved in all of our respective Community Health Implementation Plan workgroups. Part VI, Line 3: In keeping with RUMC's mission to provide comprehensive, coordinated health care services to our patients, RUMC offers several financial assistance programs to help patients with their hospital bill.Through utilization of a patient eligibility service RUMC is extremely proactive in enrolling patients, who present for service without insurance coverage, for coverage under various state and federal programs. The maintenance of this service for our patients has a significant impact on decreasing the amount of charity care provided and ensuring that patients have the opportunity to obtain insurance. In addition to achieving appropriate, available coverage for our patients' medical services, this eligibility service also obtains eligibility for SSI or SSA benefits for applicable patients. Guiding the patient through this often time-consuming and arduous process is extremely beneficial to the patient, as once SSI/SSA eligibility is approved, the patient will begin receiving a monthly assistance check which provided a benefit well beyond their health care at RUMC.To assist the patient in deciding which is the right program for them, RUMC offers the services of Financial Counselors and Billing Customer Service Representatives. These individuals will assist patients in completion of financial application forms, obtaining an estimated cost of anticipated hospital services, providing an explanation and copy of their hospital bill, and notary services. RUMC makes all financial assistance information and policies available on the hospital's website. Part VI, Line 4: Rush provides patient care services to a much broader audience than is defined in its Community Health Needs Assessment (CHNA), but Rush defines its respective community as the West Side of Chicago and near city suburbs of Oak Park, Forest Park, and River Forest. Rush purposely chose to define its community for the CHNA as the geographic area between the two hospitals because this is an area of great need and some hardship and we are in their backyard. Rush's patient population is varied in regard to ethnicity, economic status and insurance status, but many on the west side face hardship and are members of more vulnerable populations - racial/ethnic minorities, lower socio-economic status, crowded housing, higher levels of joblessness and less access to education, transportation, and other community resources such as grocery stores and healthcare centers. Rush's defined community, most specifically the West Side of Chicago, while incredibly resilient, faces some of the greatest hardship and health disparities in the City of Chicago - Rush hopes to serve as an anchor to alleviate some of these issues through the empowerment of communities and the wonderful individuals that call the West Side home. Some of the general population demographics are that we are seeing a great deal of diversity in our communities served. For example, there are approximately 500,000 people living in our defined west sides communities. The racial / ethnic breakdowns of our communities are quite diverse, with Austin, West and East Garfield Park, and North Lawndale averaging at least 85% of the population identifying as black, South Lawndale and Lower West Side being over 80% Hispanic/Latino and Forest Park, Oak Park, and River Forest being more varied, with whites making up the majority. We also recognize that there are a great number of youth in our communities, with 19 and under making up in some communities close to a third of the population.The City of Chicago's hardship index ranks each community area's socioeconomic hardship on a scale of 0-100, with a higher number representing a greater level of hardship. The index measures: socioeconomic indicators of public health significance; the percentage of occupied housing units with more than one person per room; the percentage of households living below the federal poverty level; the percentage of people over 16 who are unemployed; the percentage of people over 25 without a high school diploma; the percentage of the population that is under 18 or over 64; per capita income. We know that most of our communities fall under the definition of "high hardship" in particular East Garfield Park, West Garfield Park, Austin, North Lawndale, South Lawndale, Lower West Side, and Austin.Some highlighted demographic information of our respective communities is that they face some of the greatest hardship in the City of Chicago. For example, life expectancy varies widely on the West Side of Chicago, as if you travel from the Loop to the West Side, in particular the West Garfield Park Community, life expectancy goes from 85 years to just under 69 years. If you look at issues such as insurance status, we have some of the highest need communities, with 34.8% of the population in South Lawndale lacking health insurance. Income segregation and employment is also of high need in some of our areas, with North Lawndale having a median household income of $23,066 and an unemployment rate of 27.4 in West Garfield Park. There are many other hospitals serving these communities, but we know that access to care and community resources is still of great need and that we must work together to improve the health of our communities. Based on market scan and our community health needs assessment, we have identified 15+ hospitals located in our communities. For more information on our neighborhood breakdowns and specific demographic information, please visit our FY17-FY19 CHNA at https://www.rush.edu/sites/default/files/rush-chna-2016.pdf and the community health needs assessment plan at https://www.rush.edu/sites/default/files/community-health-implementation-plan.pdf Part VI, Line 5 Supporting Information - Community Health Implementation PlanThe following is a comprehensive narrative of Rush's efforts to improve the health of those we serve given a shared adopted Community Health Needs Assessment and Community Health Implementation Plan. Given Rush's recent system focus, the Office of Community Engagement has expanded its efforts to include alignment with system programming and talks about Rush as one entity, and lists efforts for both hospitals, including numbers. The numbers are broken down in the financials, but the description is comprehensive and the same for both hospitals - we are one Rush and have described it as suchGoal 1: Reduce inequities caused by the social, economic and structural determinants of health Rush Education and Career Hub (REACH)The Rush Education and Career Hub (REACH) extends Rush's 28-year legacy of support for Chicago school communities. Since 1990, thousands of students from pre-kindergarten to college have participated in science and math enrichment learning experiences. The REACH model provides these offerings and integrates them into a cradle-to-career pathway with a mission of increasing diversity in STEM/health care professions. Our overall goals are to increase high school graduation rates, college matriculation, interest in healthcare/STEM careers; and to build skills for the 21st-century workforce, including communication, collaboration, critical thinking, creativity, and leadership. Through enrichment, engagement, skills training and high-quality work-based learning, Rush is preparing underrepresented youth for success in the healthcare industry. Rush's dedication to promoting a healthy community has fostered a strong commitment to supporting the growth and development of our local neighborhoods; including school communities. In FY18, REACH deepened its collaboration with five partner elementary schools and four high schools with STEM and/or healthcare programs. Rush University Medical Center is uniquely situated to increase the diversity of the healthcare workforce; addressing educational opportunity gaps, and cultivating a pipeline of health professionals focused on reducing health disparities for west side neighborhoods. REACH provides programming across the pre-K-16 educational continuum through the initiatives highlighted below:Elementary Outreach (Gr. Pre-K-5)In 1998, REACH developed its preschool program to introduce preschool children to science, math, and literacy skills. REACH later expanded to include primary grades and currently provides education outreach in 6 public and private schools. The goal of the REACH Elementary Initiative is to provide a stimulating environment for the development of science, math, and literacy skills by providing science /STEM labs and materials appropriate for young children. REACH works with educators to facilitate understanding of fundamental science and math concepts and support student development of inquiry skills by using their natural curiosity to explore their surroundings. In addition to academic enrichment, Rush exposes students and their families to a variety of STEM/healthcare career pathways to inspire future career plans. REACH believes that early parental involvement is crucial for children to be successful in school and supportive in planning for college and career success. In FY18, 1038 students, 50 teachers and 300 parents participated in this program.Middle School Outreach (Gr. 6-8th)Middle school students participating in the College Preparatory Enrichment Program kicked off the year with a college campus experience at Benedictine University. Students received instruction in math, science, and technology, coupled with exposure to campus life. During the school year, students worked collaboratively to solve real-world challenges from the healthcare field. They used robotics to design a solution for medical triage in a disaster and developed an approach to counteract a flu epidemic. Students showcased their learning of inquiry-based science, technology and math integration at the annual STEM Celebration. In FY18, over 100 students participated in this program.In FY18, preparations also began for new programming targeted for 6th-8th grade students in the 2018-19 School Year. One of the new programs is the Future Ready Learning Lab, supported in part by Michael Reese Health Trust. Future Ready Learning Lab is an enrichment elective focused on building interest and awareness of careers in the STEM/healthcare field, increasing sense of self-efficacy, developing 21st century learning skills and transitioning to high school. The elective would be incorporated into the school day and include opportunities for parent and community engagement. Targeted schools are Nathaniel Dett Elementary and Washington Irving Elementary Schools.High School Outreach (Gr. 9-12)REACH's programs for grades 9 through 12 include academic, college and career development. Initiatives include specialized courses, site visits, job shadowing and summer internships at Rush that expose students to a wide range of health care careers. REACH also supports dual-credit enrollment opportunities, help student's complete college applications, provide mentoring and more. In FY18, REACH provided intensive experiences for 250 high school students.During the summer of 2018, Rush provided work-based learning experiences for over 200 youth across the medical campus. MedSTEM Pathways, our signature high school program, is designed to introduce teens to a wide range of clinical and non-clinical healthcare careers, develop leadership skills and build academic skills. MedSTEM Pathways provides pre-internships for rising sophomores, juniors, and internships for rising juniors and seniors. By leveraging resources from across Rush University Medical Center, we provide students with comprehensive, engaging experiences including personal development workshops, industry-recognized certifications, and networking with career professionals.In addition, with a generous grant from JP Morgan Chase, we completed a pilot of our Health IT program at Richard T. Crane Medical Preparatory High School (Crane). We ultimately served 55 students and saw 7 students complete their EPIC certifications over the summer. The Health IT program expanded to year-round programming and will include the creation of a playbook for scale-up and replication across the city. Chicago Public Schools Career and Technical Education Program Richard T. Crane Medical Preparatory High School (Crane) is part of the Chicago Pubic School (CPS) Career and Technical Education (CTE) Program established by the Cook County President's and the City of Chicago Mayor's offices to increase the number of Chicago's youth recruited into Chicago's healthcare workforce. Rush is a part of the CPS CTE program and collaborates with Crane. Through Rush Community Service Initiatives Program (RCSIP), Rush student and faculty volunteers provide mentorship and activities to facilitate the Crane students' efforts to successfully pursue their interest in health careers. CPS CTE activities are focused on awareness, exploration, and application of the health sciences. In addition to mentorship and educational services to all students at Crane, over 65 first-year high school students had paid healthcare related internships at Rush this past year. College (2yr- 4yr)Highly motivated college students can participate in a variety of postsecondary opportunities geared towards workforce development and academic research experiences. In preparation for summer 2019, we will refine and expand the career pathway opportunities for the College Workforce Development Program; offering paid internships and other resources to help students move quickly into full-time, living-wage employment after graduation. During FY18, 16 undergraduate students participated in college internships.Malcolm X College Partnership Malcolm X College (MXC), and Rush have a rich, multi-year history of collaboration. The partnership includes hosting students' clinical rotations in nursing, surgical technology, radiologic technology, EMT/paramedic, and respiratory care at Rush University Hospital and providing anatomy labs for MXC health occupations students. Rush also provides guest lecturers and recently began offering a monthly inter-professional lunch and learn series for MXC students and faculty. MXC wants to ensure that its graduates have the knowledge, skills and professional attributes they will need to function in the healthcare system, both now and in the future. To help achieve that goal, Rush participates in MXC advisory committees and provides transfer programs for graduates of the MXC radiologic technology and respiratory care programs to allow students the opportunity to obtain a bachelor's degree in their fields. Part VI, Line 5 Mini Medical School The RCSIP Mini Medical School is a ten-week program that runs from late September to mid-March for students in fourth and fifth grade, from Chicago Public Schools on Chicago's West Side. The main objective of the program is to expose young students to the health sciences. This program is held at Rush University and includes an orientation, anatomy and physiology lectures, activities on the five major body systems, dissections, homework, and a completion celebration. Rush student and physician volunteers plan the curriculum, implement activities, and assist the youth during these sessions. Nearly 100 students attended.Goal 2: Improve access to mental and behavioral health services Rush School-Based Health Centers Rush has a 30-year history of providing health care at School-Based Health Centers (SBHC). Rush currently has three SBHCs located within Chicago Public Schools that include, Orr Academy High School, Richard T. Crane Medical Preparatory High School, and Simpson Academy for Young Women. Crane and Orr have students in grades 9-12 and Simpson is for girls in grades six to 12 that are pregnant, parenting, or both. All three schools have student bodies from underserved populations, and are located in neighborhoods with high poverty levels and hardship.The Rush SBHC's act as safety nets for these vulnerable students. Wide-ranging clinic services are provided by advanced practice nurses, registered nurses, collaborating physicians and large numbers of Rush's inter-professional students. The services include physicals, immunizations, treatment of injuries, primary care, intermittent care, mental health services, prenatal care, pregnancy prevention programs, heath education programs and health care for the children of the students. Outcomes of this health care and education collaboration include improved immunization rates, decreased incidence of infectious disease, decreased emergency room usage, detecting and treating illness, healthy baby deliveries, increased access to mental health services, success in pregnancy prevention programs, and students establishing healthy living patterns aimed at chronic disease prevention and improved graduation rates. In FY18, these health centers provided 3,105 healthcare encounters to 941 students.Adolescent Family Center The Rush Adolescent Family Center (AFC) has existed for over forty years. The AFC provides reproductive healthcare, prenatal care, gynecological care, pregnancy prevention programs, sexually transmitted infection (STI) testing and treatment, and community health education to underserved Chicago-area youth. All of AFC's services are provided regardless of income or ability to pay for care. Although AFC draws patients from over 107 Chicago-area zip codes, the majority of patients served reside in the Chicago West Side communities of East Garfield Park, West Garfield Park, North Lawndale, Austin, Humboldt Park and the Near West Side. As part of AFC's community education program, staffs regularly travel off-site to Chicago-area high schools and middle schools to provide community education on pregnancy prevention, reproductive anatomy, contraception, sexually transmitted infection prevention and reproductive health. AFC also offers free prenatal education classes to pregnant teens and their partners. In FY18, AFC provided clinic services to 517 youth - in total 2,117 healthcare encounters - and provided 13,830 hours of reproductive health education to youth at 22 different schools through community education encounters. The Road Home Program at the Center for Veterans and Their Families at Rush The Road Home Program provides care for the "invisible wounds of war" for veterans and their families. Services for veterans deployed in Iraq and Afghanistan include: an adult mental health clinic that specializes in post-traumatic stress disorder; child and family services such as support groups, counseling and guidance for parenting; traumatic brain injury clinic; a military sexual trauma clinic; and an Intensive Outpatient Program (IOP). The IOP is a three-week program where veterans locally, and from all around the country fly in to receive intensive treatment Monday thru Friday, 8:00am to 4:00pm. This past year the Road Home Program provided clinical services to 725 veterans and their family members for a total of 7,523 encounters. In addition, the Road Home Program conducted veteran outreach to 14,578 people within the community (veteran organizations, veterans, and veteran family members) in the past year and has reached a total of 33,890 individuals to date.College of Nursing Faculty Practice ProgramThe College of Nursing (CON) has a 30-year history of providing healthcare services to underserved individuals, families, and communities at a variety of diverse community practice sites through the CON Faculty Practice Program. These sites are deployed where individuals live, learn and work and include a wellness and health program for the Children's School at the Lighthouse for the Blind, a women's health clinic, a case management program for chronic medical and mental illness, a work-place health clinic for the working poor and nurse practitioner led primary healthcare sites. Most recipients of care at the faculty practice sites are uninsured or underinsured and rely on the sites as their main healthcare source. In addition to the hours of care provided by Rush CON faculty practitioners, Rush nursing students deliver healthcare and health education services at the various sites. The students' efforts greatly enhance the volume of health services provided. In addition, Rush University nursing, medical, physician assistant and health systems management students volunteer at these sites developing and delivering health education programs. Nearly two-thousand health encounters are provided per year through the CON Faculty Practice Program. Goal 3: Prevent and reduce chronic disease by focusing on risk factors 5 + 1 = 20 5 + 1 = 20 is a Rush Community Service Initiatives Program (RCSIP) that aims to educate high school students at Chicago Public Schools on the five diseases prevalent in the surrounding underserved community (asthma, hypertension, HIV, diabetes, and cancer). 5 + 1 = 20 is based on the idea that knowledge of these 5 common conditions plus 1 informed high school student (or person) can extend one's life by 20 years (individuals without health insurance have a life expectancy of 20 years less than the general US population). Twice a month, Rush student volunteers teach a health topic related to the five diseases to high school students. The content of the interactive health lectures ranges from disease prevention to practical skills such checking blood pressure. The high school students have opportunities to spread their knowledge through 5 + 1 = 20 health fairs at their schools. Health fair activities include body mass index calculations, blood pressure screenings, vision screenings, glucose level checks, referrals, and health education. Health fair participants include families and friends of the students as well as other members of their communities. This past year, 5 + 1 = 20 provided health education and screenings to approximately 3,845 community members.Mini Health Fairs Rush's Professional Nursing staff helps provide Mini Health Fairs for patients receiving care at Thresholds, an organization that provides services to individuals with chronic mental illness. The Mini Health Fairs provide health education and screenings. This is important since those living with chronic mental illness have a lifespan that is 25 years less than the general population related to chronic medical diseases. This past year, PNS provided health education and screenings to approximately 75 community members.Oak Park Hospital Health & Wellness FairIn FY18 the annual ROPH health and wellness fair provided more than 366 health screenings to participants which include blood pressure, fasting glucose and lipid profile blood tests. Many departments participated by hosting health information booths. These booths were staffed with clinicians who were provided information on diabetes, stroke, cancer, weight management, breast imaging and more. In addition, primary care doctors from Rush Oak Park Physicians Group were on hand to answer health related questions. A healthy breakfast was provided to attendees. Project Lifestyle ChangeFor the sixth consecutive year, ROPH's Project Lifestyle Change, a group education and support program that informs on pre-diabetes health, continued to make an impact in the community. The program teaches blood glucose monitoring, restricted fat and calorie meal planning, exercise and behavior modification at no charge. Part VI, Line 5 Rush's Wellness Center at Facing Forward to End Homelessness Rush's Wellness Center at Facing Forward to End Homelessness is part of Rush's Building Healthy Urban Communities project, a partnership supported by BMO Harris Bank, Rush University, the Medical Home Network, and the City Colleges of Chicago. Facing Forward is a housing first program that provides permanent housing to homeless individuals with histories of substance abuse. In addition to their substance abuse histories approximately 60% have other mental health issues and a high burden of chronic diseases. The Wellness Center utilizes a holistic and diverse approach to address the mental and physical health issues of the population. The weekly sessions are supported by inter-professional student volunteers and faculty from Rush University in addition to other community partners. The Rush University students receive training in motivational interviewing to enhance their skills as life coaches when assisting participants in their decisions to make healthier life-style choices. The two hour weekly sessions incorporate blood pressures and weight checks, life coach counseling, health education lectures, healthy cooking demonstrations and 30 minutes of exercise. This program has assisted many of the women in decreasing tobacco use and reducing anxiety. Outcomes to date include an increased consciousness of the importance of taking control of one's health, healthier eating habits, increased activity, sustained weight loss, and smoking reduction. This past year, Facing Forward provided health education and screenings to approximately 44 residents.A weekly student-led community program at Rush Wellness Center at Facing Forward was designed to offer health screening and health coaching to underserved women and children, and enhance students' ability to provide team-based care for diverse populations. There are approximately 13-16 participants in the program and about 21 student health coaches. The health coaches are formally trained in motivational interviewing. Within two years the outcomes of this initiative included 62% of participants lost an average of 11 pounds of weight, 79% participants said that the program motivated them to eat healthier, 59% said that the program motivated them to exercise more and 14% said that the program motivated them to reduce smoking.Rush Department of Social Work and Community Health The health promotion/disease prevention focus of the Rush Department of Social Work and Community Health (SWACH) provides patients, their families, and community members access to an array of programs that provide support and promote wellness through educational programs, physical activity classes, support groups and workshops. Rush Generations, a free health affinity membership program of approximately 15,000 members, offers older adults and their caregivers the opportunity to benefit from health and wellness educational programs. Rush Generations offers its members a free quarterly newsletter, monthly e-newsletter, access to community health fairs and screenings, and opportunities to become more active and engaged by joining the Generations volunteer ambassador program. Transitional care to support patients and caregivers after hospital stays using the Bridge Model, addressing medical and non-medical issues as part of an inter-professional care team. Outpatient social work care management with social workers integrated into primary and specialty care to assess and address psychosocial issues related to care, using the AIMS Model. Mental health and collaborative care, including psychotherapy, supportive services, and coordination with primary care to support patients 12+ years old who screen positively for depression.SWACH operates the Anne Bryon Waud Resource Center and the Tower Resource Center (TRC), which are both open daily to the public. Each center is staffed by a licensed clinical social worker who is available to help with a myriad of issues related to health and chronic health issues that particularly impact adults and caregivers. The Senior Health Insurance Program (SHIP), which provides free options counseling to assist with navigation of Medicare and related benefits. SWACH is also leading the Social Determinants of Health initiative, which identifies, measures, and mitigates the social determinants of health of patients and community members by offering closed-loop referrals to services and resources to alleviate health disparities.SWACH also operates the Center for Health and Social Care Integration, which provides technical assistance and a peer learning community to support practice and systems change with community-based organizations and health systems across the country. The Center teaches lessons from research and applies them to clinical and community settings, improving how health professionals deliver care and prevent diseases. The Center does this by having its health care provider members work closely together and share information, providing services and collaborating across five core areas: Research, Older Adult and Family Care, Education, Community Health Equity and Policy.Tour de West Side Started by a Rush medical student's Summer Dean's Project, Rush began to sponsor five 5Ks on the West Side given its commitment to improving health. This idea was well received, with a committee meeting occurring on a monthly basis and an aim to encourage employees and students to sign up for the annual neighborhood 5Ks in Garfield Park, Austin, North Lawndale, Pilsen, and Little Village. Rush subsidized the cost of participation for employees. West Side Walk to WellnessThe West Side Walk to Wellness, another student's Summer Dean's Project, was developed to enhance exercise and walking in our West Side communities, create a sense of engagement, and level of safety to be outside in the community. The program, which lasted 8 weeks, engaged 125 unique community members from Rush and the communities we serve. Goal 4: Increase access to care and community servicesRCSIP Clinics RCSIP Clinics are run by Rush volunteers, more specifically a physician lead and an inter-professional team of Rush student volunteers. The clinics offer various services to patients such as physical exams, health education, free basic medications, and procedures such as wound care and use referrals to help patients establish primary and/or specialty care relationships that are affordable or available through charity care. Examples of these clinics include:1.RCSIP Clinic at Franciscan Outreach is located within the Franciscan House homeless shelter for adult men and women. Over 1,892 healthcare encounters/visits were provided during FY18.2.RCSIP Clinic at Freedom Center serves adult males that are in rehabilitation for substance abuse issues. The clinic is housed within the Salvation Army's Harbor Light Center and provided healthcare to over 158 men during FY18. 3.RCSIP Clinic at Chicago City Church serves homeless and other at-risk adults. Over 157 patients were seen at this clinic during FY 18. Additional Community Benefit ProgrammingRush maintains many partnerships and programs in order to improve the health of the communities that we serve. Programs related to community benefit, are listed below.Adopt-a-Family (AAF) and Adopt-A-Rush-Family (AARF)AAF is a program that occurs around the winter Holiday season, where families from surrounding communities are adopted to help make their holidays a little brighter. Rush employees from both hospitals donate presents for families. Most of these families are experiencing poverty or homelessness, and living at 200% or more below the poverty line. The AARF program is a new addition to this platform in which Rush employees who are experiencing hardships during the holiday season are adopted. During FY18, Rush adopted a total of 200 families, 14 of which were Rush employees.Blood Drives In collaboration with the American Red Cross (ARC), Rush hosts blood drives within both hospitals. The Donate Life event invites all of Rush and the public to join us in one convenient location to participate and sign-up for the National Marrow Donor Program (NMDP), Organ and Tissue Registration, Rush Blood and Platelet donor programs and ARC Blood Drive. By providing a central location as well as employee and student volunteers for these events, Rush provides a much needed life resources to the people of Chicago and beyond. In FY18, approximately 373 whole blood units were collected. Part VI, Line 5 Building Healthy Urban Communities The Building Healthy Urban Communities project is a public-private partnership between Rush, Malcolm X College (MXC), and the Medical Home Network (MHN), funded through a $5 million dollar grant from BMO Harris Bank to create healthier urban communities. The goals of this project are to improve education, employment, and health outcomes of the underserved West Side and South Side communities of Chicago served by Rush. This is being achieved through creating new models of care that focus on inter-professional teams and proactive care coordination, developing and training a workforce from the community that supports these new models of care, and rigorously measuring and evaluating each project component for sustainability and replication. One of the major focuses of this project is to develop and train a workforce to deliver high value population-based health care. Embedding training opportunities within existing models of care will improve quality, efficiency, and reduce costs. There are five components of workforce development that include the Rush Community Investments Initiative, and Curriculum Development for Allied Health Professionals, Scholarships for Rush Bachelor of Science in Health Sciences, Continuing Education Training for existing healthcare providers, and Health Disparities Research and Evaluation Fellowships. These components target different levels of the healthcare workforce thus creating a pipeline of educational programs. The program components are described in further detail below. Charitable ContributionsCharitable contributions are a series of donations to community based organizations and nonprofits determined by the Senior Leadership Team on behalf of Rush. The funds are intended to support community initiatives and events throughout the fiscal year. In FY18, Rush corporate funds for the hospitals were donated to 37 organizations totaled approximately $415,100. Chicago Healthcare System Coalition for Preparedness and Response Since 2008, Rush has been an active member of the Hospital Preparedness Program (HPP), administered by the Department of Health and Human Services. The HPP's mission is to improve the ability of hospitals and healthcare systems to respond to public health emergencies. The heart of the HPP is the Chicago Healthcare System Coalition for Preparedness and Response (CHSCPR). The purpose of the CHSCPR is to develop plans to unify, coordinate and manage emergency planning and response for the healthcare system within the City of Chicago. During a planned event or unplanned disaster or emergency, the CHSCPR participates and supports response efforts in coordination with the Chicago Department of Public Health [CDPH]. The support shall be in the form of sharing information and subject matter expertise that will enhance emergency preparedness capacity and proficiency across the healthcare system during emergencies. In June 2012, the HPP aligned with the Public Health Emergency Preparedness (PHEP) grant program to develop capabilities based processes targeting disaster preparedness and resiliency at the community level. The functional units of CHSCPR are working committees, which address HPP - PHEP capabilities. The committees are led by co-chairs chosen through an application process by the CHSCPR's executive committee. Rush has been actively involved in this program by co-chairing the Medical Surge Capability which has been divided into three distinct committees: Pediatrics Planning Committee, Crisis Standards of Care Planning Committee and Behavioral Health Committee.Continuing Education Training for existing healthcare providers Continuing Education Training is being offered to existing care coordinators, outreach workers, and clinicians at federally qualified health centers within the Medical Home Network Accountable Care Organization, to prepare them for future healthcare needs. The modules offered include motivational interview training, leading change, mental health first aid, and disease-specific trainings. Approximately 850 clinicians and care team members have been trained so far.Curriculum Development for Allied Health ProfessionalsA competency and assessment based basic certificate program for community health workers (CHW) has been launched at Malcolm X College in fall 2014. The goal is to allow students graduating from these programs to enroll and transfer credits to a bachelor program, thus creating career ladders for these students. We have had a completion rate of 56% from the first cohort of the CHW basic certificate program.Extreme Weather AssistanceIn conjunction with the Village of Oak Park, ROPH offers space in its emergency room for those without adequate air conditioning or heat in instances of extreme temperatures. This effort helps prevent hypothermia and frostbite in extreme cold; and heat stroke and other heat-related illnesses when the thermometers spike. Health Disparities Research and Evaluation FellowshipsThe Health Disparities Fellowship program is designed to develop a cadre of well-trained health care researchers with a passion for creating sustainable ways for providing access to high-quality care for individuals in underserved communities. The fellowship targets individuals with PhDs, MDs, and other terminal degrees with a strong foundation in research methods and knowledge of the health care field. Expertise in health services research, epidemiology, bioinformatics, community health, public health, or health economics is preferred. These mentored fellowships involve development and evaluation of new ways to educate and deploy community-based providers, and evaluation of the new models of care in which they will be working. Fellowships span over a five-year period with a timeframe of two-three years for each cohort. The third cohort began their fellowships January of 2018. Each fellow has identified an area of research that is directly aligned with the priorities of community health and quality of life improvement, with a particular focus on the communities served by Rush. Their projects will focus on care coordination, mental health, social determinants of health, education program evaluation and career pathways. Within this first year of the fellowship the second cohort has completed 19 external presentations, and had 1 manuscript accepted for publication.Illinois Medical District Hospital Emergency Preparedness CoalitionRush is a founding and active member of the Illinois Medical District Hospital Emergency Preparedness Coalition (IMD HEPC). The mission of this coalition is to create and maintain a community wide emergency management within one of the nation's largest urban healthcare, educational, research and technology districts resulting in minimal loss of life and reduced collateral damage to surrounding structures and the environment during a disaster.Medical Home Network Accountable Care OrganizationThe Medical Home Network (MHN) is a public private partnership founded by the Comer Science and Education Foundation to address the healthcare needs of underserved individuals living on the South and Southwest sides of Chicago. Most recently, MHN created the MHN Accountable Care Organization (MHN ACO), which is a partnership of 3 area hospitals (including Rush) and 9 Federally Qualified Health Centers (FQHCs) working to improve access, quality, and utilization for all of their primary care Medicaid patients enrolled in County Care. This organization is utilizing best practices in the industry to reach the most vulnerable of patients and providing care coordination enhancements to improve the lives of their patients. Rush takes a leadership role in MHN in many ways. For example, Rush's Vice President, Population Health has served on the MHN ACO board and our CEO previously served as chair for four years. As an Academic Medical Center, Rush provides the Better Care Teams educational program to MHN ACO clinicians and to the entire ACO network with the Centralized Complex Care Coordination (4C) program. 4C at Rush is a dedicated wrap-around, inter-professional care team model, which aims to provide complex care coordination and management for the highest needs ACO network patients.Rush Heart Walk The Rush University Hospital and ROPH Heart Walk team promotes heart health and associate camaraderie while raising lifesaving funds. For this event, Rush University Hospital and ROPH are closely aligned with the American Heart Association's mission of building healthier lives free of cardiovascular diseases and stroke. Our partnership is evidenced in our patient care, community education and employee wellness programs, and Heart Walk participation. Rush University Hospital and ROPH employees raised over $113,049 for this cause this past year with Rush contributing through providing internal resources for the annual Heart Walk. Part VI, Line 5 Rush TeleStroke Network The Rush TeleStroke Network consists of twelve community hospitals throughout the Chicago region and Rush University Medical Center. The network provides access to vascular neurology services for ischemic stroke patients that present in one of our affiliate emergency rooms 24-hours a day, seven days a week, 365 days a year. Board-certified vascular neurologists from the Rush Stroke Program assess patients and help the affiliate emergency department physicians determine if a patient is a candidate for tissue plasminogen activator (TPA) through an FDA-cleared telemedicine platform. Telemedicine allows consulting physicians to speak face-to-face with patients and their families, as well as remote clinical staff. The telemedicine assessment includes reviewing CT scans and vital signs, and the high-definition camera allows the Rush neurologist to even view a patient's pupils. The physician has access to the patient's medical information through an electronic health record. Within minutes, the stroke neurologist, along with the remote clinical staff, can determine a plan of care and then turn over the treatment to the emergency physician or initiate a transfer if the patient requires advanced neurological care such as an endovascular procedure. This is particularly important, as time is of the essence, and this helps remove any transportation limitations for our patients to better serve the community. During FY18, the services provided by Rush health professionals through this 12-site network impacted the lives of over 1,200 patients.Ruth M. Rothstein CORE CenterRush and the Cook County Health and Hospitals System collaborated to create the Ruth M. Rothstein CORE Center in 1998. The CORE Center is the nation's first public-private outpatient facility dedicated to the care of people with HIV/AIDS. Today, it is the largest, most comprehensive provider of HIV/AIDS treatment in the Midwest. Faculty members from Rush and Stroger Hospital work side-by-side delivering care to this population. The Center also serves patients with tuberculosis, hepatitis and other infectious diseases. Clinical research projects at the center seek new answers in screening, treating and halting the spread of infectious diseases. In addition, Larry Goodman, MD, chief executive officer at Rush University Medical Center, serves on the Board of the CORE Foundation. The Foundation built the CORE Center and completed a major facility improvement project in 2012. Rush's partnership with CORE is particularly important. While HIV is now a manageable disease in which individuals can lead healthy lives, the disease persists. In its Healthy Chicago 2.0 strategy, the Chicago Department of Public Health specifically highlights goals to end transmission.Scholarships and Internships for Rush Bachelor of Science in Health Sciences Students In an attempt to create career ladders for individuals from low-income underserved communities, a "pipeline program" is funded through this project. Individuals from the Malcolm X City College can enroll and transfer credits to the Rush Bachelor of Science in Health Sciences program. These students are offered scholarships for two years. We have offered approximately $56,000 in scholarships over a period of two years.United Way of Metropolitan Chicago The United Way of Metropolitan Chicago seeks to assist local communities of greatest need around income, education and health - the building blocks to a good quality of life. Each year through the Rush United Way Campaign, Rush employees raise money through an annual campaign to support the United Way mission, focused on the social determinants of health for individuals and families across the Chicagoland region. In 2018, Rush University Hospital and ROPH employees donated $258,204 with Rush contributing through providing internal resources for Rush's United Way campaign. Part VI, Line 6 Rush is an academic health system that includes Rush Oak Park Hospital in addition to Rush University Medical Center. Rush Oak Park Hospital (ROPH) consists of 237 beds located in Oak Park, Illinois. Together, RUMC and ROPH provide patients across the West Side with access to advanced medical treatments without having to leave their neighborhoods. ROPH is committed to balancing clinical excellence with compassionate care and greater community outreach programs in order to provide a lifetime of care for individuals and their entire family. For the purposes of Schedule H, only financial information for RUMC is reported. There is no data included for Rush Oak Park Hospital. Part VI, Line 7 List of states receiving Community Benefit Report:IL Part V, Section B Line 16i The following disclosure is in accordance with Rev. Proc 2015-21 Section 7 in regards to Schedule H, Part V, Section B, Line 16i:During part of the tax year, Rush did not have a FAP translated into the primary language spoken by LEP populations. Spanish is a primary language for the Limited English Proficiency (LEP) population. In FY18, Rush did have a Spanish application for patients applying for financial assistance. This application was available for usage by Financial Counselors and could be mailed to patients that call Customer Service requesting financial assistance. Rush also had a Spanish plain language summary available directly from the financial counselors. However, Rush was not compliant in having the full financial assistance policy translated into Spanish for all of FY18. This was discovered in November 2017 as Rush worked with tax consultants on Schedule H. As of January 26, 2018, all documents were available on the web in Spanish. However, when the FAP was updated on March 1, 2018 the updated version of the FAP was not translated nor made available on Rush's website. Rush has also implemented procedures to ensure compliance with this requirement in the future. Rush has implemented a checklist of items that will ensure compliance with the language requirement. This will involve obtaining the LEP population data and adding translations as needed. Lastly, changes to the FAP, application, or plain language summary will be made in all necessary languages as part of the checklist whenever the English version is updated. Part V, Section B Line 20a The following disclosure is in accordance with Rev. Proc 2015-21 Section 7 in regards to Schedule H, Part V, Section B, Line 20a:During part of the tax year, Rush did not provide a plain language summary of the FAP with the written notice about upcoming ECAs provided to patients at least 30 days before initiating those ECAs. In FY18, the collection agencies provided the 30 day notice that includes comments that Rush offers financial assistance to patients. This notice provided a phone number and link to the website where the patient can obtain the plain language summary, but did not technically provide the plain language summary within the written notification. This was discovered in November 2017 as Rush worked with tax consultants on Schedule H. Rush estimates that this affected approximately 14,000 RUMC patients who received the written notice about upcoming ECAs without the plain language summary. Rush implemented procedures to ensure compliance with this requirement going forward. As of May 2, 2018 Rush began including the plain language summary as part of the last collection statement that Rush sends out before placing accounts with bad debt vendors. This will ensure that all patients that could potentially receive an ECA in the event of non-payment will have received the plain language summary at least 30 days in advance. Part V, Section B Line 22b The following disclosure is in accordance with Rev. Proc 2015-21 Section 7 in regards to Schedule H, Part V, Section B, Line 22b:During FY17, Rush did not timely update the calculation of Amounts Generally Billed (AGB). Rush's AGB calculation had last been completed in January of 2016 using the look-back method based on claims allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility during a prior 12-month period. However, Rush did not calculate AGB on an annual basis after that calculation was completed in January 2016 as required. This was discovered in November 2017 as Rush worked with tax consultants on Schedule H. Rush calculated what AGB would have been for FY17 on February 2, 2018. This was evaluated by determining the AGB for claims allowed in FY17 and comparing that to the discounts offered to patients who qualify for financial assistance under the FAP (either 75% discount or 100% discount, depending on patient eligibility). Rush identified three instances where the patient remitted payment for a percent of charges exceeding AGB. These payments, totaling $305.62, were made by the patient prior to applying for and obtaining FAP eligibility. The charges in excess of AGB weren't made or requested as a pre-condition of RUMC providing medically necessary care and refunds were initiated on all three payments in FY19. Rush has provided additional training to the credit balance team and has implemented a checklist of items that will ensure compliance with the AGB requirement. The AGB calculation has been moved to a standard schedule within the accounting department to ensure this does not occur again and the most recent AGB calculation was implemented by April 1, 2019. In addition to above, in FY17 the language in the FAP was updated to include a hyperlink to the actual AGB percentage calculated, however for part of FY18 that hyperlink was not functional and the AGB percentage could not be found online. The hyperlink was updated on February 26, 2019 and the AGB percentage can now be access on Rush's website. 1 ILLINOIS TRANSPLANT FUND 425 Spring Lake Drive Itasca IL 60143 474167931 501(c)(3) 150000 General Support AMERICAN HEART ASSOC PO Box 4002902 Des Moines IA 50340 135613797 501(c)(3) 145000 General Support AMER CANCER SOCIETY 225 N Michigan Ave Chicago IL 60601 131788491 501(c)(3) 30000 General Support BEARS CARE 1000 Football Drive Lake Forest IL 60045 203902715 501(c)(3) 11000 General Support 4 0 Scholarships to attend Rush University Medical Center 1099 11561279 Part I, Line 2: Rush provides grants and assistance to organizations that are recognized public charities and to individuals primarily associated with the medical field. Rush maintains contact with the grantees through the performance of its exempt purpose. X X 1 1 X X X X 1 1 0 0 0 0 0 1 0 Marcia Murphy DNP Trustee 122218 0 0 0 0 0 11364 0 23828 0 157410 0 0 0 Dino Rumoro DO Trustee 586806 0 53251 0 1169 0 21600 0 28989 0 691815 0 0 0 Larry Goodman MD CEO, RUMC & RSH 1474442 0 284798 0 443595 0 289060 0 16705 0 2508600 0 371268 0 Joseph Anderson VP, Human Resources Operations 205832 0 29432 0 84 0 20736 0 24114 0 280198 0 0 0 David Ansell MD SVP, Community Health Equity 545502 0 98484 0 172679 0 118422 0 8164 0 943251 0 127840 0 Cynthia Barginere DNP COO, Rush University Hospital 447798 0 63060 0 12832 0 96087 0 8271 0 628048 0 0 0 Carl Bergetz JD SVP, Legal Affairs 359788 0 103065 0 589 0 75402 0 28579 0 567423 0 0 0 Antonio Bianco MD SVP Clinical Affairs Ended 7/31/18 561892 0 76032 0 1668 0 86657 0 18359 0 744608 0 0 0 Cynthia Boyd MD Chief Compliance Officer 321461 0 36709 0 82661 0 60237 0 1236 0 502304 0 65631 0 Edward Conway VP, Administration and Finance 293228 0 42701 0 18617 0 58583 0 26378 0 439507 0 0 0 Melissa Coverdale VP, Finance 314992 0 37700 0 5947 0 54458 0 15789 0 428886 0 0 0 Michael Dandorph President, RUMC & RSH 906912 0 151490 0 21907 0 176144 0 24889 0 1281342 0 0 0 Richard B Davis VP, HR Operations Ended 9/1/17 205771 0 51938 0 130475 0 26417 0 19992 0 434593 0 30945 0 Richard K Davis VP, University Affairs 341210 0 55732 0 15377 0 64973 0 27079 0 504371 0 0 0 Thomas Deutsch MD Provost, Rush University 624338 0 89834 0 204835 0 132578 0 21057 0 1072642 0 162449 0 Bruce Elegant VP, Hospital Operations 376107 0 65973 0 75151 0 68911 0 9173 0 595315 0 51204 0 Brent Estes SVP, Business/Network Development 419222 0 96085 0 8051 0 99022 0 876 0 623256 0 0 0 Marquis Foreman PhD Dean, College of Nursing 253984 0 40421 0 31820 0 51413 0 8271 0 385909 0 29961 0 Richa Gupta MBBS Chief Quality Officer 270789 0 40196 0 229 0 46877 0 10821 0 368912 0 0 0 Bala Hota MD Vice President and 444378 0 54293 0 394 0 65322 0 25389 0 589776 0 0 0 Joshua Jacobs MD VP, Research 548080 0 20314 0 2469 0 66032 0 36 0 636931 0 0 0 Kousik Krishnan MB ChB Dean, Rush Medical College 376513 0 142450 0 0 0 146791 0 26389 0 692143 0 0 0 Joan Kurtenbach VP, Strategic Planning-Marketing 286871 0 46780 0 7253 0 56079 0 31081 0 428064 0 0 0 Michael Lamont VP, Facilities Management 273883 0 36478 0 54659 0 52969 0 8173 0 426162 0 31395 0 Omar Lateef DO Chief Medical Officer 667834 0 185145 0 668 0 131946 0 24504 0 1010097 0 0 0 Diane McKeever Chief Development Officer 416288 0 59128 0 1040961 0 96725 0 18895 0 1631997 0 1023752 0 John Mordach Chief Financial Officer 762351 0 109202 0 34317 0 153247 0 23689 0 1082806 0 0 0 Michael Mulroe VP, Hospital Operations 321269 0 45755 0 10032 0 59191 0 27079 0 463326 0 0 0 James Mulshine Interim Dean, Ended 265697 0 44211 0 59634 0 56260 0 26689 0 452491 0 33011 0 Patricia Nedved VP, Professional Nursing Practice En 233113 0 18554 0 0 0 18580 0 27341 0 297588 0 0 0 Patricia O'Neil Chief Investment Officer 268914 0 39296 0 6106 0 52951 0 14418 0 381685 0 0 0 Jaime Parent VP, Information Tech, Ended 7/7/17 194465 0 57322 0 440439 0 45311 0 26627 0 764164 0 363399 0 Brian Patty MD Chief Medical Information Officer 369476 0 52128 0 1391 0 62009 0 27079 0 512083 0 0 0 Anthony Perry MD VP, Ambulatory Transformation 348916 0 50132 0 719 0 65189 0 27439 0 492395 0 0 0 Terry Peterson VP, Corporate and External Affairs 305524 0 45791 0 12432 0 56852 0 1236 0 421835 0 0 0 Shafig Rab MBBS MPH CHCIO Chief Information Officer 533324 0 119719 0 1421 0 94939 0 20552 0 769955 0 0 0 Angelique Richard PhD RN Chief Nursing Officer 396501 0 52766 0 726 0 61382 0 15835 0 527210 0 0 0 Charlotte Royeen PhD Dean, College of Health Sciences 237003 0 39095 0 29737 0 49589 0 18443 0 373867 0 28534 0 Mary Ellen Schopp Chief Human Resources Officer 405719 0 57945 0 7269 0 89799 0 27189 0 587921 0 0 0 Scott Sonnenschein VP, Hospital Operations 336146 0 49099 0 7075 0 60757 0 25907 0 478984 0 0 0 Katharine Struck JD VP, Integrated Solutions & Optimizat 244705 0 71146 0 37 0 26828 0 10461 0 353177 0 0 0 Denise Szalko VP, Revenue Cycle 330143 0 46823 0 6898 0 61789 0 10071 0 455724 0 0 0 Judson Vosburg VP, Financial Plan & Support Ended 6 164945 0 52585 0 193280 0 31330 0 8793 0 450933 0 70506 0 Lynne Wallace VP, Human Resources 199829 0 24540 0 261 0 39037 0 25689 0 289356 0 0 0 Demetrius Lopes MD Physician 969989 0 157738 0 0 0 18900 0 26689 0 1173316 0 0 0 Vincent Traynelis MD Physician 946064 0 133000 0 0 0 21600 0 9658 0 1110322 0 0 0 Michael Liptay MD Physician 1085325 0 143100 0 1694 0 18900 0 33424 0 1282443 0 0 0 Lorenzo Munoz MD Physician 891812 0 192038 0 0 0 18900 0 26689 0 1129439 0 0 0 Richard Byrne MD Physician 1075297 0 77632 0 1694 0 21600 0 26689 0 1202912 0 0 0 Peter Butler Former President 98800 0 0 0 173089 0 0 0 1200 0 273089 0 173089 0 Anne Murphy JD Former SVP Legal Affairs 0 0 0 0 489875 0 0 0 0 0 489875 0 49692 0 Brian Smith Former VP Clinical Affairs 41418 0 40311 0 912606 0 0 0 25989 0 1020324 0 523446 0 Part I, Line 1a - Housing allowance or residence for personal use - Rush owns the Sessions house which is used by the President & CEO for Rush business activities. Occasionally there is incidental personal use, the value of which is included in compensation. - Health or social club dues or initiation fees - membership is maintained for the Senior Vice President of Philanthropy & Chief Development Officer at the University Club, the President & CEO at the Chicago Club, and the Vice President of Government Affairs at the Executive Club. All memberships are used for Rush fundraising and/or business activities. Part I, Lines 4a-b The Rush Executive Retirement Plan (the "Rush ERP or the "Plan") provides supplemental retirement benefits to eligible executives of Rush University Medical Center (the "Medical Center"). These benefits are in addition to those provided under the Retirement Plan (a tax-qualified defined benefit pension plan), the 403(b) Retirement Savings Plan, and the 457(b) Supplemental Retirement Savings Plan. The Rush ERP is effective January 1, 2014, and replaces the Supplemental Executive Retirement Plan (the "SERP"), which was frozen effective December 31, 2013. Any benefits earned under SERP will be preserved. The Rush ERP is a defined contribution plan designed to provide funds to participants that can be used to provide supplemental retirement income. Once vested, the amount contributed plus investment gains (and minus losses) is paid. The retirement benefits provided under the Plan, like those provided by the SERP prior to 2014, are in addition to those provided under the Medical Center's Retirement Plan, a defined benefit pension plan, the 403(b) Retirement Savings Plan, and the 457(b) Supplemental Retirement Savings Plan. The amounts paid out from this plan were as follows: Larry J. Goodman MD-$371,268, Thomas A. Deutsch, MD - $162,449, David A. Ansell, MD-$127,840, Peter W. Butler-$173,089, Bruce M. Elegant-$51,204, Richard B. Davis-$30,945, James L. Mulshine-$33,011, Marquis D. Foreman-$29,961, Cynthia Boyd, MD - $65,631, Anne M. Murphy, JD - $49,692, Charlotte Royeen - $28,534, Michael E. LaMont - $31,395, Jaime Parent - $363,399, Diane McKeever - $1,023,752, Brian Smith - $523,446, Judson Vosburg - $70,506. The amounts listed in Schedule J, Part II, Column F reflect these distributions less the accrued earnings (which were not previously reported). Anne M Murphy received severence pay of $440,183, Jaime Parent received severence pay of $66,413, Brian Smith received severence pay of $389,160, Judson Vosburg received severence pay of $122,410, Richard B Davis received severence pay of $80,506. Part I, Line 7 - Incentive payments are based upon a formula. The amounts are calculated after certain performance and operating goals are achieved. The plan provides limited discretionary parameters if needed. A Illinois Finance Authority 861091967 000000000 2016-06-29 50000000 Series 2016 (See Part VI) 0 0 0 B Illinois Finance Authority 861091967 45203HP71 2015-02-11 457240239 Series 2015A (See Part VI) 0 0 0 C Illinois Finance Authority 861091967 000000000 2011-12-16 56000000 Series 2011 (See Part VI) 0 0 0 A 50000000 50000000 2016 1 0 1 1 B 14930000 457240239 370683697 3662582 98524954 2015 0 1 1 1 C 21335000 56000000 56000000 2012 1 0 1 1 A 0 1 1 1 1 1 0.00360 0.00360 0 0 1 B 0 1 1 1 1 1 0.00640 0.00640 0 0 1 C 0 1 1 1 1 1 0.02210 0.02210 0 0 1 A 0 1 0 0 1 0 0 0 1 B 0 1 0 0 0 0 0 0 1 C 0 0 1 0 1 0 0 0 1 A 1 B 1 C 1 Part I Rush University Medical Center's ("RUMC") long-term debt is issued under a master trust indenture which established the Rush University Medical Center obligated group ("OG") which, as of 6/30/17, was comprised of RUMC, Rush Oak Park Hospital (ROPH) and Copley Memorial Hospital, Inc. ("Copley") and its affiliates. The OG is jointly and severally liable for the obligations issued under the master trust indenture. Each OG member is expected to pay its allocated share of the debt issued on its behalf. The debt listed on lines A-C were issued for RUMC. Part I Line A --Column f Proceeds were used to refund the Series 2008A bonds issued 12/9/2008 Part I Line B --Column f Proceeds were used to refund the Series 2009C bonds issued 7/29/2009, the Series 2009A bonds issued 2/10/2009, and the Series 2006B bonds issued 5/28/2008. Part I Line C --Column f Proceeds were used to refund the Series 1998A bonds issued 12/2/1998 Part IV, Line 6, Column B This question is being answered without regard to a yield-restricted advance refunding escrow financed with the proceeds of the bonds. DONOR 19 Substantial Contributor 185006 Services rendered in the ordinary course of business 0 DONOR 45 Substantial Contributor 201953 Services rendered in the ordinary course of business 0 DONOR 47 Substantial Contributor 4554181 Sale of goods in the ordinary course of business 0 DONOR 56 Substantial Contributor 3675328 Sale of goods in the ordinary course of business 0 DONOR 80 Substantial Contributor 7040665 Sale of goods in the ordinary course of business 0 DONOR 135 Substantial Contributor 2996811 Services rendered in the ordinary course of business 0 DONOR 166 Substantial Contributor 872762 Services rendered in the ordinary course of business 0 DONOR 210 Substantial Contributor 125810 Services rendered in the ordinary course of business 0 DONOR 216 Substantial Contributor 165000 Services rendered in the ordinary course of business 0 DONOR 221 Substantial Contributor 122785 Services rendered in the ordinary course of business 0 DONOR 232 Substantial Contributor 113420 Sale of goods in the ordinary course of business 0 DONOR 245 Substantial Contributor 1155018 Sale of goods in the ordinary course of business 0 DONOR 333 Substantial Contributor 4957108 Services rendered in the ordinary course of business 0 DONOR 369 Substantial Contributor 819582 Sale of goods in the ordinary course of business 0 DONOR 400 Substantial Contributor 1122175 Sale of goods in the ordinary course of business 0 DONOR 412 Substantial Contributor 597899 Services rendered in the ordinary course of business 0 DONOR 426 Substantial Contributor 8461329 Services rendered in the ordinary course of business 0 DONOR 564 Substantial Contributor 2822041 Sale of goods in the ordinary course of business 0 Michael D Brown MD Family Member of Francesca Edwardson, current Trustee 485419 Wages 0 Walter McCarthy Family Member of Mary McCarthy, current Trustee 511614 Wages 0 X 58 8571764 FMV X Donated Raffle Prizes 48 30430 FMV 0 0 1 1 Part I, Column (b): Column B for securities represents the number of separate contributions. Column B for each type of property other than securities,represents the number of items contributed. Part I, Line 32b: All securities that are donated to RUMC are immediately sold by The Northern Trust. Proceeds are forwarded to RUMC and the value of the donated securities at the date of sale is communicated to the donor. All other contributions other than securities are used for their intended purpose. Form 990, Part VI, Section A, line 2 Christine A. Edwards and William A. Downe had a business relationship. Jesse H. Ruiz and John J. Sabl had a business relationship. E. Scott Santi, David H. B. Smith Jr., Jay L. Henderson, Charles A. Tribbett, III and Susan Crown had a business relationship. John L. Howard and E. Scott Santi had a business relationship. Kapila Kapur Anand and Carole W. Streicher had a business relationship. Martin H. Nesbit and Kip Kirklpatrick had a business relationship. John L. Brennen, Karl A. Palasz and E. David Coolidge III had a business relationship. John W. Rogers, Jr. and John F. Sandner had a business relationship. John W. Rogers Jr. and Sheila A. Penrose had a business relationship. Karen Jaffee Cofsky and Richard M. Jaffee had a business relationship. Gloria Santona, Esq and Michael J. O'Connor had a business relationship. E. David Coolidge III and Francesca Maher Edwardson had a business relationship. James A. Bell and Thomas E. Richards had a business relationship. Jose Luis Prado and Alejandro Silva had a business relationship. Stephen N. Potter, Thomas E. Richards, Sandra P. Guthman, Jay L. Henderson, Susan Crown, Jose Luis Prado and Charles A. Tribbett, III had a business relationship. Peter C. B. Bynoe, Esq. and William K. Hall had a business relationship. John W. Rogers, Jr. and Jonathan W. Thayer had a business relationship. E. Scott Santi and Charles L. Evans, PhD had a business relationship. Martin H. Nesbitt and Sheila A. Penrose had a business relationship. Form 990, Part VI, Section A, line 3 Reserved Powers over certain management duties have been delegated to Rush System for Health ("RSH") as the parent entity for the Rush system. These duties include approving various RUMC actions, including RUMC's operating budget and certain transactions, appointment of certain RUMC executives, appointment of RUMC's board members, etc.(please see below for more information). Form 990, Part VI, Section A, line 4 Changes were made in the Corporate bylaw pertaining to ratification of committees of the voting trustees. Form 990, Part VI, Section A, line 6 RSH is the sole corporate member of RUMC and parent entity of the Rush System. Form 990, Part VI, Section A, line 7a As the sole-corporate member of RUMC, RSH obtained the Reserved Power to approve the appointment of members to the RUMC board of trustees, the organization's governing body (the "RUMC Board"). Form 990, Part VI, Section A, line 7b As the sole corporate member of RUMC and Copley, and the parent entity of the Rush System, RSH holds certain Reserved Powers over RUMC and Copley in order to ensure a uniform vision and strategy across the Rush system. Form 990, Part VI, Section B, line 11b The information is compiled and reviewed internally by Corporate Finance. The return is reviewed by Deloitte Tax LLP before being submitted to the Audit Committee of the Board of Directors of Rush for review and approval. The return is distributed to the entire Board of Directors before it is filed. Form 990, Part VI, Section B, line 12c On an annual basis, members of the RUMC Board and the corporate officers of RUMC complete and return a conflicts of interests survey form. Any disclosures are reviewed by the Secretary of the RUMC Board and the RUMC General Counsel, who then submit their reports to the Audit Committee of the RUMC Board, which makes any final determinations as deemed appropriate or necessary. If it is determined that there may be a business related conflict of interest between RUMC and any members of the RUMC Board, such persons are asked to recuse themselves from any committee or RUMC Board meetings during the time an agenda item that relates to the matters giving rise to the business related conflict of interest are discussed. Form 990, Part VI, Section B, line 15 The Compensation and Human Resources Committee of the RUMC board uses an independent review, comparability data and contemporaneous substantiation to establish compensation packages for the RUMC CEO and other top management officials. All such officer compensation packages are approved by the Compensation and Human Resources Committee of the RUMC Board annually. Form 990, Part VI, Section C, line 19 The Articles of Incorporation for RUMC have been filed with the Illinois Secretary of State (the "IL SOS"). Additionally, key facts concerning the incorporation and good standing of RUMC are available through the website of the IL SOS. The financial statements of RUMC are available through the Illinois Attorney General's office. RUMC's conflict of interest policy is made available to the public upon request. Form 990,Part VII, Section A, Line 1a Payments to Larry J. Goodman, MD, Dino Rumoro, DO, Kenneth J. Tuman, MD, and Marcia P Murphy were compensated for their roles as employees not as trustees. Form 990, Part XI, line 9: Post Retirement Related Changes 18,210,125. Non Controlling interest in subsidiary 252,299. Health Delivery Management 610 S Maple Avenue Oak Park IL 60304 364085751 Healthcare IL 52983454 10865668 Rush University Medical Center Vyridian Revenue Management 820 W Jackson Blvd Chicago IL 60607 364208577 Billing Services IL 218634 984326 Rush University Medical Center Rush Oak Brook LLC 1653 W Congress Parkway Chicago IL 60612 Dormant IL 0 21698642 Rush University Medical Center Rush Oak Brook ASC LLC 1653 W Congress Parkway Chicago IL 60612 Property Management - Dormant IL 0 0 Rush University Medical Center Rush 3D LLC 1653 W Congress Parkway Chicago IL 60612 Healtcare Technology Development IL 0 0 Rush University Medical Center Rush Copley Health Care System Inc 2000 Ogden Ave Aurora IL 60504 363584043 Healthcare IL 501(c)(3) 12A Rush University Medical Center 1 Copley Ventures 2000 Ogden Ave Aurora IL 60504 363370216 Property & Healthplex Owner IL 501(c)(3) 3 Rush Copley Medical Center Inc 1 Rush Copley Foundation 2000 Ogden Ave Aurora IL 60504 363093877 Contribution Solicitation IL 501(c)(3) 7 Rush Copley Medical Center Inc 1 Copley Memorial Hospital 2000 Ogden Ave Aurora IL 60504 362170840 Healthcare IL 501(c)(3) 3 Rush Copley Medical Center Inc 1 Rush Copley Medical Center Inc 2000 Ogden Ave Aurora IL 60504 363193787 Healthcare IL 501(c)(3) 12A Rush Copley Health Care System Inc 1 Rush Oak Park Hospital 520 S Maple Ave Oak Park IL 60304 362183812 Healthcare IL 501(c)(3) 3 Rush University Medical Center 1 Rush System for Health 1725 W Harrison Street Chicago IL 60612 364046278 Healthcare IL 501(c)(3) 12C Rush University Medical Center 1 Amended & Restated General Malpractice & Worker's Comp 1700 W Van Buren Street Chicago IL 60612 366673233 Healthcare Insurance IL 501(c)(3) 12C Rush University Medical Center 1 Auxiliary of Rush Oak Park Hospital 520 S Maple Ave Chicago IL 60304 362255350 Hospital Support IL 501(c)(3) 12A Rush Oak Park Hospital 1 Circle Imaging Partners LP 1725 W Harrison Street Chicago IL 60612 363539382 Operation Imaging IL Circle Imaging Management Inc Related 968207 2453186 0 0 0.71430 Rush Surgicenter at the Professional Office Building LP 1725 W Harrison Street Chicago IL 60612 363853026 Surgery Center IL Rush University Medical Center Related 6981139 9261847 0 1 0.51090 Guardian Health Technologies 1653 W Congress Parkway Chicago IL 60612 362174823 Analytics Software License Holder IL Rush University Medical Center Related - Dormant 0 1 0.60000 Rush Copley Cardiovascular LLC 2000 Ogden Avenue Aurora IL 60504 273234201 Healthcare IL N/A Rush Copley Surgicenter LLC 2111 Ogden Avenue Aurora IL 60504 384012268 Surgery Center IL N/A Rush Copley Hospitalists LLC 2000 Ogden Avenue Aurora IL 60504 611787188 Healthcare IL N/A Rush Copley Orthopedics LLC 2111 Ogden Avenue Aurora IL 60504 611801175 Healthcare IL N/A Room Five Hundred 1725 W Harrison Street Chicago IL 60612 237139832 Dining Room IL Rush University Medical Center C 3020439 63960 1.00000 1 Rush University Medical Center Insurance CoLTD PO Box 1051 Grand Cayman CJ Insurance CJ Rush University Medical Center C 97414 11679181 1.00000 1 Rush Copley Medical Group NFP(Copley Services) 2000 Ogden Ave Aurora FL 60504 363235315 Healthcare IL N/A C 0 Pooled Income Fund (14) Investments MA Rush University Medical Center 1 Perpetual Trusts (24) Trust IL Rush University Medical Center 1 Perpetual Trust Trust MO Rush University Medical Center 1 Perpetual Trust Trust FL Rush University Medical Center 1 Charitable Remainder Trust (2) Trust CA Rush University Medical Center 1 Charitable Remainder Trust Trust IL Rush University Medical Center 1 Charitable Remainder Trust Trust PA Rush University Medical Center 1 Charitable Gift Annuity Gift Annuity WI Rush University Medical Center 1 Charitable Gift Annuity Gift Annuity MA Rush University Medical Center 1 Charitable Gift Annuity (8) Gift Annuity IL Rush University Medical Center 1 Charitable Gift Annuity Gift Annuity NV Rush University Medical Center 1 Rush University Medical Center Master Retirement Trust 1700 W Van Buren Street Chicago IL 60612 912043520 Pension Trust IL Rush University Medical Center T 149791388 1201583824 1.00000 1 0 0 0 0 1 0 0 0 0 0 1 0 0 0 1 1 1 1 1 Circle Imaging O 1921922 FMV Circle Imaging S 155832 FMV Rush Master Retirement Trust Q 34000000 FMV Copley Memorial Hospital P 81649 FMV Copley Memorial Hospital E 621247 FMV Rush University Medical Center Insurance Co P 2199049 FMV Rush Surgicenter P 129500 FMV Surgicenter O 213225 FMV Rush Health Q 3720583 FMV Rush Health S 3666139 FMV Rush Health R 12365382 FMV Rush Oak Park Hospital K 105819 FMV Circle Imaging P 258078 FMV