Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2024 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2024 |
(iii) Distributable Amount for 2024 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2024 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2024 (reasonable cause required-- explain in Part VI).
See instructions. |
||||
| 3 Excess distributions carryover, if any, to 2024: | ||||
| a From 2019....... | ||||
| b From 2020....... | ||||
| c From 2021....... | ||||
| d From 2022....... | ||||
| e From 2023....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2024 distributable amount | ||||
|
i
Carryover from 2019 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2024 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2024 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2024, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
||||
|
6
Remaining underdistributions for 2024. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
||||
|
7 Excess distributions carryover to 2025. Add lines 3j and 4c. |
||||
| 8 Breakdown of line 7: | ||||
| a Excess from 2020..... | ||||
| b Excess from 2021..... | ||||
| c Excess from 2022..... | ||||
| d Excess from 2023..... | ||||
| e Excess from 2024..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|
| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4C, STATEMENT OF PROGRAM SERVICE ACCOMPLISHMENTS: | SOCIAL IMPACT. IN COLLABORATION WITH THE SOCIAL IMPACT TEAM, ENVIRONMENTAL SUSTAINABILITY LAUNCHED THE SUSTAINABLE FOOD SYSTEMS TASK FORCE. THE TASK FORCE IS CHARGED WITH INCREASING HEALTHY FOOD ACCESS AND ADDRESSING FOOD INSECURITY WITHIN OUR COMMUNITIES, RE-ENVISIONING OUR HOSPITAL MENUS WITH PLANT-FORWARD MEALS TO BETTER SUPPORT HEALTH, REDUCING OUR FOOD-BASED GREENHOUSE GAS EMISSIONS, AND BUILDING A RESILIENT LOCAL FOOD ECONOMY CENTERED ON LOCAL FARMERS AND FOOD PRODUCERS. IN 2024, 20% OF OUR TOTAL FOOD PURCHASES IN ILLINOIS WERE SOURCED FROM LOCAL FARMERS AND PRODUCERS. SUSTAINABLE BUILDINGS AND ENERGY SECURITY. SUSTAINABILITY, SAFETY, AND EFFICIENCY ARE CORE ELEMENTS OF ADVOCATE HEALTH'S BUILDING AND OPERATIONS PILLAR. IN 2024, ADVOCATE HEALTH INITIATED A SUITE OF ENERGY REDUCTION AND ONSITE RENEWABLES PROJECTS WHICH WILL CULMINATE IN OVER $5.1M IN ANNUAL UTILITY EXPENSE REDUCTION, WHILE ALSO REDUCING OUR EMISSIONS BY MORE THAN 22,000 MTCO2E EQUIVALENT TO THE ELECTRICITY USED BY 4,383 HOMES IN A YEAR. THE RENEWABLES PROJECTS WILL ALSO RESULT IN AN ESTIMATED $24.1 TO $54.2M IN AVOIDED HEALTHCARE COSTS FROM FOSSIL-FUEL RELATED POLLUTION1. ADVOCATE HEALTH CARE PURSUES LEADERSHIP IN ENERGY AND ENVIRONMENTAL DESIGN (LEED) CERTIFICATION FOR ALL NEW MAJOR BUILDINGS AND THE HEALTHY SPACES ROADMAP CERTIFICATION FOR ALL OTHER APPLICABLE CONSTRUCTION PROJECTS TO ENSURE SUSTAINABILITY IN ALL ITS RENOVATIONS AND PROJECTS. THE HEALTHY SPACE ROADMAP IS AN INTERNAL SELF-DEVELOPED CHECKLIST BASED ON LEED AND SEVERAL OTHER LEADING SUSTAINABILITY CERTIFICATIONS PROGRAMS FOR PROJECTS NOT SUITED FOR LEED CERTIFICATION. IN 2024, ADVOCATE HEALTH ACROSS ILLINOIS AND WISCONSIN TRANSITIONED 554,409 MWH OF ITS ELECTRICITY LOAD TO RENEWABLE ENERGY OR 13% OF OUR ESTIMATED ENERGY CONSUMPTION, AVOIDING THOUSANDS OF TONS OF CARBON DIOXIDE AND OTHER POLLUTANTS. ADDITIONALLY, WE HAVE BUILT 1,000 MWH OF ONSITE SOLAR IN OUR EFFORTS TO REDUCE UTILITY COSTS, BUILD RESILIENCY, AND REDUCE POLLUTION FROM FOSSIL FUELS. WASTE REDUCTION. ADVOCATE HEALTH'S SUSTAINABLE OPERATIONS INCLUDE WASTE MINIMIZATION AND RECYCLING. ADVOCATE HEALTH IS A MEDICAL EQUIPMENT AND SUPPLY DONATION PARTNER OF PROJECT C.U.R.E., THE WORLD'S LEADING MEDICAL SUPPLY DISTRIBUTION ORGANIZATION BENEFITING RESOURCE-LIMITED AREAS ACROSS THE GLOBE. IN 2024, ADVOCATE HEALTH DONATED 79,600 LBS OF MEDICAL SUPPLIES AND EQUIPMENT TO PROJECT C.U.R.E. IN 2024, IL HOSPITALS DIVERTED 4,018 TONS OF MATERIALS FOR RECYCLING, EQUIVALENT TO THE WEIGHT OF 803 ADULT ELEPHANTS. ADVOCATE HEALTH'S COMMUNITY STRATEGY ADVOCATE HEALTH (AAH) HAS A STRONG HISTORY OF COMMUNITY ENGAGEMENT AND SERVICE. A TARGETED STRATEGY HAS BEEN DEVELOPED TO BUILD ON THIS HISTORY AND TO TRANSFORM THE COMMUNITY FACING WORK TO PROVIDE SUPPORT FOR PATIENT HEALTH AND TO BUILD HEALTH EQUITY IN COMMUNITIES. THIS FOCUSED COMMUNITY STRATEGY WILL IMPACT HEALTH OUTCOMES FOR AAH PATIENTS AS WELL AS THE BROADER COMMUNITY WITH THE LONG-TERM GOAL OF REDUCING HEALTH INEQUITIES ACROSS THE ORGANIZATION'S FOOTPRINT. TO ADVANCE AAH'S COMMITMENT AND INVESTMENT IN HELPING PEOPLE LIVE WELL AND ACHIEVE HEALTH EQUITY, A MULTIDISCIPLINARY TEAM OF LEADERS FROM COMMUNITY HEALTH, COMMUNITY RELATIONS, DIVERSITY, EQUITY AND INCLUSION, GOVERNMENT RELATIONS, MISSION AND SPIRITUAL CARE AND POPULATION HEALTH DEPARTMENTS CONVENED IN NOVEMBER 2018. THE ADVOCATE AURORA HEALTH COMMUNITY STRATEGY DEVELOPED FROM THIS WORK IS A TARGETED SYSTEMWIDE APPROACH TO ADDRESSING HEALTH EQUITY. THE COMMUNITY STRATEGY INCLUDES SIX FOCUS AREAS AND FOUR ENABLING STRATEGIES, WHICH TAKE AN UPSTREAM APPROACH TO ADDRESSING HEALTH EQUITY. COMMUNITY STRATEGY SUBCOMMITTEES AND AAH TEAM MEMBERS AND LEADERS JOINED FORCES TO DEVELOP SPECIFIC PROGRAMS, INITIATIVES, AND SERVICES FOR EACH OF THE COMMUNITY STRATEGY FOCUS AREAS AND ENABLING STRATEGIES. COMMUNITY STRATEGY FOCUS AREAS ACCESS/PRIMARY MEDICAL HOMES: PRIMARY CARE IS CRITICAL FOR IMPROVING POPULATION HEALTH AND REDUCING HEALTH DISPARITIES. AAH CONNECTS PEOPLE WITH CARE AND SERVICES AT THE RIGHT TIME, IN THE RIGHT PLACE WITH THE OUTCOME OF REDUCING LOW ACUITY ED VISITS AND HOSPITAL READMISSIONS. ACCESS/BEHAVIORAL HEALTH SERVICES: MENTAL HEALTH IS INTEGRAL TO OVERALL HEALTH AND WELL-BEING. AAH PROVIDES BEHAVIORAL HEALTH ASSESSMENTS TO EXPEDITE REFERRAL OF PATIENTS TO APPROPRIATE LEVELS OF CARE AND TO SUPPORTIVE RESOURCES. WORKFORCE DEVELOPMENT: UNEMPLOYMENT AFFECTS HEALTH THROUGH FINANCIAL DEPRIVATION AND SOCIAL AND EMOTIONAL STRAIN. AAH PROVIDES SKILL-BUILDING PROGRAMS TO IMPROVE EMPLOYMENT SKILLS FOR COMMUNITY MEMBERS AND WORKFORCE DEVELOPMENT PROGRAMS FOR TEAM MEMBERS. COMMUNITY SAFETY: VIOLENCE AFFECTS THE VICTIM, THEIR FAMILY AND SOCIAL NETWORK, THE PERPETRATOR, AND ULTIMATELY THE ENTIRE COMMUNITY. AAH IMPLEMENTS PROGRAMS TO SUPPORT ALL THESE LEVELS LIKE THE AURORA HEALING CENTER IN MILWAUKEE COUNTY, SEXUAL ASSAULT NURSE EXAMINERS (SANES), AND ADVOCATE TRAUMA RECOVERY CENTER. HOUSING: ADEQUATE AND SAFE HOUSING IS CRITICAL TO POSITIVE HEALTH OUTCOMES. AAH HOSPITALS ARE TAKING STEPS TO PROVIDE PATIENTS WITH A HEALTHY AND SAFE HOME ENVIRONMENT TO HEAL SUCH AS THE SAFE HOME ENVIRONMENT PROGRAM AND THE COOK COUNTY FLEXIBLE HOUSING POOL. FOOD SECURITY: FOOD INSECURITY LEADS TO POOR HEALTH OUTCOMES AND IS LINKED TO OBESITY, INCREASED RISK OF CHRONIC DISEASE, AND MALNUTRITION. AAH TEAMS HAVE ACTIVATED FOOD DISTRIBUTION PLANS TO ADDRESS FOOD INSECURITY BY COLLABORATING WITH COMMUNITY SERVICE GROUPS AND FAITH PARTNERS. COMMUNITY STRATEGY ENABLING STRATEGIES: SOCIAL DETERMINANTS OF HEALTH (SDOH) SCREENING AND REFERRAL: COLLECTING AND USING DATA FROM PATIENTS LIVING IN THE COMMUNITIES WE SERVE IS AN IMPORTANT FIRST STEP IN DEVELOPING UPSTREAM SOLUTIONS TO ADDRESS THE SOCIAL NEEDS OF OUR PATIENTS. AAH TEAM MEMBERS DEVELOPED PROCESSES, TOOLS, AND TRAINING NECESSARY TO SCREEN PATIENTS FOR SDOH AND TO RESOURCE PATIENTS FOR IDENTIFIED GAPSTRACKING UTILIZATION OF THESE RESOURCES IN A CLOSED-LOOP SYSTEM. LOCAL PURCHASING (BUSINESS DIVERSITY): AN ANCHOR STRATEGY THAT BUILDS UPON EXISTING DEI PURCHASING STRATEGIES AND ESTABLISHES TARGETS TO INCREASE NUMBER OF LOCAL AND DIVERSE VENDORS. COMMUNITY INVESTMENT: ANCHOR STRATEGY INVESTMENTS TARGETED TO ENHANCE CRITICAL SERVICES SUCH AS AFFORDABLE OR SUPPORTIVE HOUSING AND FOOD ACCESS IN COMMUNITIES THAT LEAD TO IMPROVED HEALTH AND DEMONSTRATED DOWNSTREAM BENEFITS TO OUR PATIENTS AND THE COMMUNITY. MAY ALSO SUPPORT STRATEGIC BUSINESSES TO QUALIFY AS DIVERSE VENDORS. PHILANTHROPY: CHARITABLE INVESTMENTS AND GRANTS FUND ESSENTIAL COMMUNITY PROGRAMS AND SUPPORT EXECUTION OF AAH'S COMMUNITY STRATEGY TO CREATE HEALTHIER COMMUNITIES AND IMPACT VULNERABLE POPULATIONS. AAH'S COMMUNITY STRATEGY DEMONSTRATES THE ORGANIZATION'S RESPONSE TO CURRENT FORCES OF CHANGE IN HEALTH CARE, AS WELL AS THEIR COMMITMENT TO ADVANCING HEALTH EQUITY. WITH EFFECTIVE IMPLEMENTATION AND EVALUATION, COMMUNITY PARTNERSHIPS AND LONG-TERM INVESTMENT, ADVOCATE AURORA HEALTH'S COMMUNITY STRATEGY WILL NOT ONLY IMPROVE HEALTH EQUITY BUT TRANSFORM AND IMPROVE THE LIVES AND WELL-BEING OF THE COMMUNITIES WE SERVE. |
| FORM 990, PART VI, SECTION A, LINE 1A | BOARD DELEGATING POWERS TO EXECUTIVE COMMITTEE THE CORPORATE MEMBER'S EXECUTIVE COMMITTEE HAS NINE MEMBERS, CONSISTING OF THE CHAIRPERSON, THE VICE CHAIRPERSON, THE PRESIDENT, THE CHAIRPERSONS OF THE FINANCE, PLANNING, HEALTH OUTCOMES AND MISSION AND SPIRITUAL CARE COMMITTEES, AND TWO OTHER DIRECTORS. THE PAST CHAIRPERSON OF THE BOARD OF DIRECTORS MAY SERVE AS AN EX-OFFICIO MEMBER OF THE COMMITTEE, WITH VOTE. EACH OF THE EXECUTIVE COMMITTEE'S MEMBERS IS ON THE BOARD. THE SCOPE OF THE EXECUTIVE COMMITTEES' AUTHORITY INCLUDES: BE RESPONSIBLE FOR PLANNING EDUCATIONAL PROGRAMS FOR THE BOARD OF DIRECTORS; CONDUCT AN EVALUATION OF THE MEMBERS OF THE BOARD OF DIRECTORS; HAVE SUCH AUTHORITY AS SHALL BE DELEGATED BY THE BOARD OF DIRECTORS; AND ACT ON BEHALF OF THE BOARD OF DIRECTORS BETWEEN MEETINGS. THE EXECUTIVE COMMITTEE IS ACCOUNTABLE AS A BODY TO THE BOARD OF DIRECTORS. |
| FORM 990, PART VI, SECTION A, LINE 2 | DESCRIPTION OF BUSINESS RELATIONSHIPS THE EXECUTIVE LEADERSHIP TEAM IS COMPRISED OF EITHER DIRECTORS OR OFFICERS OF WHOLLY OWNED ADVOCATE ENTITIES. THEY ARE DEEMED TO HAVE A BUSINESS RELATIONSHIP PURSUANT TO THE INSTRUCTIONS FOR FORM 990. |
| FORM 990, PART VI, SECTION A, LINE 6 | DESCRIPTION OF CLASSES OF MEMBERS OR STOCKHOLDERS BYLAWS PROVIDE FOR CORPORATE MEMBERS. |
| FORM 990, PART VI, SECTION A, LINE 7A | DESCRIPTION OF CLASSES OF PERSONS AND THE NATURE OF THEIR RIGHTS DIRECTORS OF THE BOARD ARE CORPORATE MEMBERS OF ADVOCATE HEALTH AND HOSPITAL BOARD, WHICH ELECTS THE BOARD OF DIRECTORS. |
| FORM 990, PART VI, SECTION A, LINE 7B | DESCR CLASSES OF PERSONS, DECISIONS REQUIRING APPR & TYPE OF VOTING RIGHTS THE FOLLOWING RESERVE POWERS IDENTIFIED IN THE BYLAWS REQUIRE THE APPROVAL OF THE CORPORATE MEMBER, ADVOCATE HEALTH CARE NETWORK: APPOINT OUTSIDE AUDITORS AND ESTABLISH AND REVISE ALL FINANCIAL CONTROL POLICIES, AND ANY CHANGES TO SUCH POLICIES, BEFORE SUCH POLICIES OR CHANGES BECOME EFFECTIVE; CAUSE THE CORPORATION TO PAY, LOAN OR OTHERWISE TRANSFER PROPERTY AND FUNDS TO OTHER ENTITIES AFFILIATED WITH THE CORPORATE MEMBER; AMEND THE BYLAWS WITHOUT ACTION OR APPROVAL BY THE BOARD OF DIRECTORS (AFTER TEN DAYS NOTICE) TO THE CORPORATION'S BOARD OF DIRECTORS OF THE PROPOSED AMENDMENT(S) WITH AN OPPORTUNITY FOR BOARD MEMBERS TO CONSULT WITH THE CORPORATE MEMBER REGARDING THE PROPOSED AMENDMENT; APPROVAL OF THE OVERALL MISSION, PHILOSOPHY AND VALUES STATEMENTS AND ANY AMENDMENTS OR SUPPLEMENTS TO SUCH STATEMENTS; APPROVAL OF THE OVERALL STRATEGIC PLANS; APPROVAL OF ALL OVERALL OPERATING AND CAPITAL BUDGETS BEFORE ANY EXPENDITURE, PURSUANT TO SUCH BUDGETS ARE MADE OR COMMITTED, AND APPROVAL OF ALL EXPENDITURES ABOVE ANY LIMIT THAT MAY BE ESTABLISHED BY THE BOARD OF THE CORPORATE MEMBER; APPROVAL OF THE INCURRENCE OR GUARANTEE OF ANY INDEBTEDNESS FOR BORROWED MONEY WHICH HAS NOT ALREADY BEEN APPROVED AS A PART OF THE BUDGET APPROVAL PROCESS OR WHICH IS ABOVE ANY LIMIT THAT MAY BE ESTABLISHED BY THE BOARD OF THE CORPORATE MEMBER; APPROVAL OF ALL TRANSFERS OF OWNERSHIP OR DONATIONS OF ASSETS ABOVE ANY LIMIT THAT MAY BE ESTABLISHED BY THE BOARD OF THE CORPORATE MEMBER; APPROVAL OF ALL AMENDMENTS TO THE ARTICLES OF INCORPORATION AND BYLAWS OF THE CORPORATION BEFORE THEY BECOME EFFECTIVE; APPROVAL OF ANY MERGER, CONSOLIDATION, OR DISSOLUTION; AND APPROVAL OF THE CREATION OF OR AFFILIATION WITH ANY SUBSIDIARY OR AFFILIATE, BEFORE SUCH ENTITY IS CREATED OR THE ENTRANCE INTO ANY JOINT VENTURE IF THE CONTEMPLATED ACTIVITY WILL INVOLVE THE EXPENDITURE OF FUNDS OR THE ASSUMPTION OF OBLIGATIONS WHICH HAVE NOT ALREADY BEEN APPROVED AS A PART OF THE BUDGET APPROVAL PROCESS OR REQUIRE MEMBER APPROVAL UNDER THE FINANCIAL CONTROL POLICIES. |
| FORM 990, PART VI, SECTION B, LINE 11B | DESCRIPTION OF THE PROCESS USED BY MANAGEMENT AND/OR GOVERNING BODY TO REVIEW 990 THE FORM 990 WAS REVIEWED BY SENIOR LEADERSHIP OF ADVOCATE AURORA HEALTH, INC. AT THE NOVEMBER AUDIT COMMITTEE MEETING, THE VP OF FINANCE/CORPORATE CONTROLLER AND CHIEF FINANCIAL OFFICER COORDINATED A REVIEW OF THE FORM 990 WITH COMMITTEE MEMBERS, AS THE AUDIT COMMITTEE IS THE COMMITTEE OF THE BOARD OF DIRECTORS CHARGED WITH OVERSIGHT OF AUDIT AND TAX MATTERS. THE VP OF FINANCE/CORPORATE CONTROLLER AND CHIEF FINANCIAL OFFICER RESPONDED TO THE AUDIT COMMITTEE MEMBERS' QUESTIONS AND PROVIDED THE OPPORTUNITY FOR DETAILED DISCUSSION OF THE FORM 990. THE CHANGES IDENTIFIED WERE INCORPORATED, AND THEN A COMPLETE COPY OF THE FINAL FORM 990 WAS PROVIDED TO EACH MEMBER OF THE ORGANIZATION'S BOARD OF DIRECTORS BEFORE THE FORM 990 WAS FILED. |
| FORM 990, PART VI, SECTION B, LINE 12C | DESCRIBE THE PROCESS TO MONITOR TRANSACTIONS FOR CONFLICTS OF INTEREST THE ORGANIZATION'S CONFLICT OF INTEREST POLICY APPLIES TO VARIOUS PEOPLE, INCLUDING MEMBERS OF ADVOCATE'S BOARD OF DIRECTORS, GOVERNING COUNCILS, OFFICERS, ASSOCIATES, VOLUNTEERS, AND MEDICAL STAFF MEMBERS WITH ADMINISTRATIVE RESPONSIBILITIES. ANNUALLY, THE COMPLIANCE DEPARTMENT SENDS THIS POLICY AND THE ADVOCATE CODE OF BUSINESS CONDUCT TO A RANGE OF INDIVIDUALS WHO MAY BE IN A POSITION TO EXERCISE SUBSTANTIAL INTEREST OVER A PARTICULAR MATTER (DEFINED AS INTERESTED PERSONS). THEY ARE REQUIRED TO READ THE POLICIES AND PROVIDE A DISCLOSURE STATEMENT TO THE COMPLIANCE DEPARTMENT, WHICH IDENTIFIES ACTIVITIES AND RELATIONSHIPS THAT COULD POTENTIALLY GIVE RISE TO A CONFLICT OF INTEREST. THE CHIEF COMPLIANCE OFFICER REVIEWS THE DISCLOSURES AND PROVIDES A REPORT TO THE SYSTEM BUSINESS CONDUCT (COMPLIANCE) COMMITTEE, EXECUTIVE MANAGEMENT TEAM AND THE AUDIT COMMITTEE OF THE BOARD FOR REVIEW. THE REPORT IS THEN PROVIDED, IN RELEVANT PART, TO THE SITE CHIEF EXECUTIVE OFFICERS. POTENTIAL CONFLICTS ARE REVIEWED BY THE COMPLIANCE DEPARTMENT ON A CASE BY CASE BASIS. FOLLOW UP PROCEDURES CONDUCTED ARE UNIQUE TO THE GIVEN CIRCUMSTANCE, AND MAY INCLUDE REVIEWING THE POTENTIAL CONFLICT WITH THE INTERESTED PERSON, OR INVESTIGATING THE MATTER IN CONSULTATION WITH THE INTERESTED PERSON'S SUPERVISOR AND/OR SITE MANAGEMENT. IN CIRCUMSTANCES WHERE THE INTERESTED PERSON IS NOT A MEMBER OF THE BOARD, OR GOVERNING COUNCIL, OR A COMMITTEE THEREOF, OR A PERSON OF INTEREST, IF IT IS DETERMINED THAT THERE IS AN ACTUAL CONFLICT OF INTEREST, THE SUPERVISOR OF THE INDIVIDUAL IS RESPONSIBLE FOR MAKING AN APPROPRIATE RESPONSE, POTENTIALLY INCLUDING A RESTRICTION OF THE INDIVIDUAL'S JOB DUTIES WITH RESPECT TO THE MATTER GIVING RISE TO THE CONFLICT. |
| FORM 990, PART VI, SECTION B, LINE 15 | EXECUTIVE COMPENSATION AT THE ADVOCATE HEALTH CARE NETWORK AND SUBSIDIARIES IS BASED ON A BOARD OF DIRECTORS' APPROVED STRATEGY THAT GUIDES THE CORPORATION IN ESTABLISHING COMPENSATION OPPORTUNITIES FOR EXECUTIVES, MANAGERS, PROFESSIONALS, AND ALL EMPLOYEES. IN THIS STRATEGY, SPECIFIC MARKET COMPARISONS ARE IDENTIFIED AND THE DESIRED LEVEL OF COMPETITIVENESS IN THOSE MARKETS SPECIFIED. IN ADDITION, THE LINKAGE OF EXECUTIVE PAY TO PERFORMANCE IS ARTICULATED AND HOW THIS RELATIONSHIP IS TO BE MAINTAINED IS OUTLINED. TO SUPPORT AND IMPLEMENT THE COMPENSATION STRATEGY, FIVE BASIC ELEMENTS ARE UTILIZED. THESE ELEMENTS ARE: - A SOLID, RELIABLE AND TESTED JOB EVALUATION METHODOLOGY - ACCURATE, QUALITY AND RELEVANT COMPENSATION SURVEY INFORMATION - A CONSISTENT ANNUAL PROCESS FOR UPDATING THE COMPENSATION LEVELS - AN ACTIVE BOARD REVIEW PROCESS THAT ASSURES COMPLIANCE WITH THE COMPENSATION STRATEGY AND ON-GOING REVIEW OF THE PERFORMANCE OF THE ORGANIZATION, AND - ACTIVE, EXTERNAL REVIEW AND AUDITING OF COMPENSATION BY EXTERNAL INDEPENDENT CONSULTANTS.RNAL INDEPENDENT CONSULTANTS |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION MAKES ITS FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC THROUGH THE FOLLOWING WEB SITES: DACBOND.COM (DIGITAL ASSURANCE CERTIFICATION LLC) EMMA.MSRB.ORG (ELECTRONIC MUNICIPAL MARKET ACCESS) THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS OR CONFLICT OF INTEREST POLICY AVAILABLE TO THE PUBLIC. |
| FORM 990, PART XI, LINE 9: | PENSION PLAN 70,491,840. FUND BALANCE -9,020,996. AUXILIARY FINANCIAL STATEMENTS -76,983. RETIREE HEALTH -118,932. UNREALIZED GAIN/LOSS -1,149,994. |
| Software ID: | |
| Software Version: |