On the agenda: Bloomington meeting — colocation (Jan 14)

The McLean County Board of Health
Wednesday, January 14, 2026, at 5:30 p.m.
McLean County Health Department, Room 324
200 W. Front Street
Bloomington Illinois 61701
IN-PERSON

1. Call to Order
2. Roll Call
3. Public Participation
4. Presentation on the updated Behavioral Health Action Plan- Marita Landreth (Director of McLean
County Behavioral Health Coordination), Judge Rebecca Foley (Behavioral Health Coordinating
Council)
5. Approve Minutes: December 10, 2025, Regular Meeting
6. Consent Agenda
A. Bills to be Paid
Dental Program
WIC
Preventive Health Program
Family Case Management
AIDS/COMM Disease Control
Health Department
Total

0102
0103
0105
0106
0107
0112

December 2025
$18,635.08
$5,586.02
$283.72
$18,666.36
$3,022.56
$478,244.70
$524,438.44

7. Health Department Administrator’s Report
A. 2025 Employee of the Year and Employee Longevity
B. 2025 End of Year Reports
1. Administration Division (Jessica McKnight)
2. Community Health Services Division (Geri Stuart)
3. Environmental Health Division (Tom Anderson)
4. Maternal Child Health Division (Kim Anderson)
5. Community Outreach and Education (Tammy Brooks)

1

Pages
3-4
5-6
7-13
14-24
25-28
29-37

C. 4th Quarter Budget Report

38-39

8. Action Items
A. Nomination Committee Report and Election of Officers
B. Approval of the 2026-2028 McLean County Community Health Improvement Plan
40-142
C. Approval of the 2026-2028 McLean County Health Department Strategic Plan
143-150
D. Approval of the Illinois Vaccine Access Program Grant
151-190
E. Approval of the Women to Women Giving Circle Grant
191-195
F. Approval of Interpretation and Translation Services Agreement with Western Avenue
Community Center
196-201
9. Board of Health Committee Reports
A. Behavioral Health Policy and Funding Standing Committee (Sue Grant)
B. Mental Health Advisory Board (Cory Tello)
Reappointment: Mary Campbell- three-year appointment scheduled to expire February 2029
10. Adjunct Reports
A. County Board (Corey Beirne)
11. Informational Items
A. 2026 Public Health Award

202

12. Other Business and Communication
A. Illinois Childhood Vaccine Policy
B. Next Meeting Date: Wednesday, March 11, 2026
13. Adjournment

2

To: Board of Health President Robert Kohlhase; Board of Health Members
From: Jessica McKnight, Health Department Administrator
Date: January 6, 2026
Re: 2025 Employee of the Year and Employee Longevity
2025 Employee of the Year
The recipient of the 2025 Alice J. Olsson Employee of the Year award was Sabrina Lawrence,
HealthWorks Lead Agency Coordinator.
Sabrina was recognized during our December staff meeting.
Sabrina was described in the nomination from her co-worker as someone who:
• Has shown unwavering commitment during a challenging period for the HealthWorks program
• Took on additional responsibilities while also balancing her own workload
• Ensured continuity, stability, and support for her team
• Brought compassion during a difficult time, honoring the legacy of a beloved coworker with
sensitivity and respect
• Exemplifies what it means to be a leader, a teammate, and a person of character

3

The following McLean County Health Department employees were also recognized during the
December staff meeting for celebrating longevity anniversaries in 2025 for their years of service with
the County:
5 Years:

Jamie Anderson- Registered Nurse, Better Birth Outcomes program
Caprice Elliott- Family Engagement Specialist, AOK Network
Shannon Garlock- Accounting Specialist I
Makenzie Hayes- WIC Nutritionist
Jessica McKnight- Health Dept. Administrator

10 Years:

Holly McGinnis- Administrative Specialist I, Environmental Health

20 Years:

Sabrina Lawrence- HealthWorks Lead Agency Coordinator
Shuh Schuller- WIC Nutritionist
Sophie Rebert- Case Management Supervisor

30 Years:

Tina Phillips- Administrative Specialist II, Vital Records

4

To: Board of Health President Robert Kohlhase; Board of Health Members
From: Jessica McKnight, Health Department Administrator
Date: January 9, 2026
Re: 2025 Administration Division Report
Public Affairs
McLean County Health Department saw an increase in media presence in 2025 compared to 2024.
Public Affairs Coordinator Marianne Manko arranged for 56 media interviews, including our monthly
WJBC radio spot where staff covered a range of timely public health topics and promoted upcoming
Health Department events.
Eighteen press releases were sent to local media partners this year to promote the diabetes prevention
program, car seat safety checks, vaccine clinics, HIV/STI testing, QPR suicide intervention training, and
vector surveillance. Interviews and press releases in 2025 resulted in 84 published media stories
featuring McLean County Health Department.
Vital Records
Vital records staff served a total of 2,605 people in 2025, providing over 13,800 copies of birth and
death certificates in the year.
4th Quarter 2025 stats

2024 Birth
Certificates
Printed
Oct 282
Nov 740
Dec 237

2025 Birth
Certificates
Printed
254
226
270

2024 Death
Certificates
Printed
1012
740
930

2025 Death
Certificates
Printed
849
718
766

# of people
served 2025
193
161
190

2026
Professional Development: I am excited to be participating as a Fellow in the spring Illinois Public
Health Leadership Institute for Systems Change cohort. The program, which is facilitated in
partnership with Illinois Department of Public Health and UIC Policy, Practice and Prevention Research
Center guides governmental public health professionals through an intentional journey to apply
practical and actionable systems-thinking approaches to long-term complex public health challenges.
Fellows also participate in coaching pods to apply leadership skills to explore the root causes of

5

systems challenges, identify creative solutions, and increase their capacity to address and influence
change in their organizations and communities.

PHAB Accreditation: An internal team of MCHD employees was assembled last fall and begin reviewing
the standards and processes necessary for the agency to achieve initial accreditation through the
national Public Health Accreditation Board (PHAB). Accreditation provides a framework for health
departments to identify performance improvement opportunities, demonstrate credibility, develop
leadership, and improve relationships with the community. It serves as both an accountability and
transparency mechanism and is a step on a journey to transform public health practice.
In addition to the Illinois Department of Public Health, there are currently only 10 local public health
departments in the state of Illinois that are accredited.
The pathway to initial accreditation for us will be an arduous process on internal review and gathering
documentation to submit before MCHD would be fully accredited through PHAB. The team has begun
the process of an internal readiness assessment, and based on all the designated pathways and
requirements has set a target date of April 2029 to be fully accredited.

6

To:

Robert Kohlhase, Board of Health President
Members of the Board of Health

From: Geri Stuart, Community Health Division Director
Date: January 14, 2026
Below are highlights of the various programs within the CHS division that took place in
throughout the 2025 year.
In 2025, MCHD CHS Division implemented several significant changes to improve clinic
efficiency, staffing flexibility, and access to services for the community. One of the most
impactful initiatives was the merger of the Immunizations Clinic and the Communicable Disease
Clinic. Historically, these services operated as separate clinics, often referred to as “Adult STI
Clinic” and “Imms.” To better meet community needs and respond to ongoing staffing
challenges, these services were consolidated into a single, integrated clinic. This transition
required updates to both training and workflow processes. All newly hired nurses are now cross
trained across all clinic services, including immunizations, TB testing, and STI testing and
treatment. This approach has increased staff competency, improved coverage during highvolume periods, and enhanced continuity of care across programs.
Along with clinic area movement, there were management staff changes that occurred in the
division and a reorganization of supervisory responsibilities. A Clinic Nurse Manager, who
supervises the nurses and clinic area; and CD Supervisor, who oversees reportable disease
surveillance activities along with DIS and HIV Case Manager staff, were hired in 2025.
Communicable Disease
Despite several staff changes within the Communicable Disease Program, the team successfully
maintained core public health functions, including reportable disease surveillance and
investigations of animal bites and food- and waterborne illnesses. During this period, 1327
disease investigations were confirmed, completed and closed. These investigations are essential
to protecting community health, as they enable early detection, prompt response, and prevention
of further illness within the population.
The following table lists the reportable disease cases that were investigated throughout the year
along with the timeframe in which each should be reported to MCHD.

7

Disease Category

Report
Within

STIs and HIV

2025
Total

Chlamydia

3 days

806

Gonorrhea
Syphilis

3 days
3 days

151
46

Vaccine Preventable Diseases
Chickenpox (varicella)
24 hours

5

COVID-19, ICU admissions

3 days

14

Haemophilus influenzae, invasive

24 hours

4

Hepatitis A

24 hours

2

Hepatitis B (acute, chronic, perinatal)

3 days

25

Influenza, ICU admissions
Mumps

3 days
24 hours

26
0

Pertussis (whooping cough)

24 hours

12

Vector-Borne Diseases
Chikungunya virus
Lyme Disease
Malaria

3 days
3 days
3 days

2
12
1

Spotted fever rickettsioses

3 days

1

West Nile Virus

3 days

1

Food and Water-Borne Diseases
Campylobacteriosis
Cyclosporiasis

3 days
3 days

52
2

Escherichia coli infections (E. coli
O157, and other Shiga Toxinproducing E. coli)

24 hours

3

Legionellosis

3 days

3

Salmonellosis, other than typhoid or
paratyphoid

3 days

18

Shigellosis

3 days

4

Other Communicable Diseases
Hepatitis C (acute, chronic, perinatal)

3 days

48

Histoplasmosis

3 days

13

Multidrug-resistant organisms
(MDROs)

3 days

2

Q fever (Coxiella burnetti)
Respiratory Syncytial Virus (RSV):
ICU admissions

24 hours

1

3 days

4

Rabies, potential human exposure
Group A Streptococcal infections,
invasive disease, in those admitted to
hospital or living in residential facility

24 hours

53

24 hours

13

Tuberculosis, active
3 days
Toxic shock syndrome, due to s.
aureus
24 hours
Year Total

2
1
1327

8

Along with the above numbers, 42 Food and Waterborne Complaints were investigated, 266
Animal Bites were investigated, and 539 Brown Bags for Gonorrhea and Chlamydia were
processed.
Other highlights from 2025 are:
•
•

•

•

•

•

Chlamydia continues to be the largest proportion of the CD case load year over year.
We saw an increase in Hep B cases compared to the last two years (25 in 2025 compared
to 9 in both 2024 and 2023). We saw the same trend for Hep C (48 in 2025 with a median
of 34 over the past 5 years).
We also saw a rise in both COVID-19 and Influenza ICU admissions in 2025 (14 and 26,
respectively) compared to 2024 (3 COVID ICU and 7 Influenza ICU). Last year’s
respiratory season (October 2024-April 2025) was especially severe nationally and
locally.
The number of Lyme cases in 2025 was 12 compared to 3 in 2024 and 2 in 2023.
Campylobacteriosis cases are right around the average for the past 5 years.
Histoplasmosis cases are up too (13 in 2025 compared to 7 in 2024 and 2 in 2023).
Rabies, potential human exposure is just the number of people who received PEP in
2025. This does not mean those individuals tested positive for rabies. The 53 cases in
2025 are actually lower than the case count in 2024 (77).
The 2 active TB cases in 2025 are right around our 5-year median.

Dental
The “Cavity Free Tree” remains a highlight for children and parents who are served by our
Dental clinic.
Highlights for the dental program in 2025 are:
•
•
•
•

1946 routine – (Hygiene and Sealant placement) appointments were completed.
620 problem focused appointments were completed.
Average percent of children without cavities during appointments per month range from
low of 72.6% to high of 85.8% with an average of 79.6% for the year.
Dr. Caruso marked 20 years of service in the MCHD Dental Clinic. She has contributed
her extensive talents and experience to address a significant gap in dental services within
the county, ensuring access to care for children who might otherwise go without.

Emergency Preparedness
Highlights for 2025 include:
• Led 45 trainings, drills, and exercises for both members of the Health Department as well
as community partners.

9

•
•
•
•
•
•

Trainings for the Health Department staff included annual updates and new employee
briefings.
Assisted in A Tri-annual Central Illinois Regional Airport exercise in June by briefing
and organizing volunteers.
Conducted tabletop simulations of the relationship between administration, public health,
and hospital nursing staff for Illinois Wesleyan students and some MCHD staff.
Hosted several “Stop the Bleed” trainings to MCHD staff, young people at Juvenile
Detention Center, and attendees at the Illinois Public Health Association conference.
Provided logistical and technical support at 6 vaccination clinics throughout the year.
Conducted a weather preparedness training at the Activity and Recreation Center,
advising community members on tornadoes, thunderstorms, and weather radios.

Epidemiology
Near the end of 2024, Kristina Kaput, MPH, was hired to fill an epidemiologist position. She has
become a valuable asset to the CHS division, applying her expertise to better organize data and
make it more meaningful in evaluating and supporting program activities. Many of the graphs,
tables, and data summaries in this report were completed by her.
Immunizations
Throughout 2025, the Immunization Program actively partnered with community organizations
and educational institutions to expand access to vaccines and support public health efforts across
McLean County. For back-to-school initiatives, we collaborated with Carle Health to provide
immunizations at a community event held at the Western Avenue location, along with Chestnut
Family Health. This partnership helped reach families in a familiar, accessible setting and
reduced barriers to vaccination for school-aged children.
We also partnered with local universities, including Illinois State University (ISU) and Illinois
Wesleyan University (IWU), to provide seasonal influenza and COVID-19 vaccines to faculty
and staff. These collaborations allowed vaccines to be delivered directly within campus
communities, improving convenience, increasing uptake, and supporting disease prevention
during peak respiratory virus season.
In 2025 and despite staffing changes, the program provided 5497 vaccines to 1979 individuals.
The first two graphs show county-wide vaccine uptake (MCHD plus pharmacies, doctors’ offices, etc.).
The first graph is for both Flu and COVID. The second is only for Flu vaccines. You can see that overall,
our county vaccine uptake for both COVID and Influenza vaccines is declining year over year and 2025
saw the lowest uptake of both Flu and COVID for the entire analysis period.

o IDPH only publicly publishes data on county-wide COVID vaccine uptake
beginning in 2023. All 2021 and 2022 data would be in ICARE but are
incomplete for the county.

10

McLean County Influenza Vaccine Uptake by Month 20192025
30000
2019

Shots Count

25000

2020

20000

2021

15000

2022
2023

10000

2024

5000
0

2025

Jul

Aug

Sept

Oct

Nov

Dec

Jan

Month

The third and fourth graphs are meant to show the same thing in slightly different ways. Graph 3 shows
the number of seasonal immunizations given by MCHD (in navy) and county-wide (in red orange) for
2023 through the end of 2025. It may be hard to even see the MCHD navy color on graph 3 for some
years, that is intentional! MCHD only does about 1-2% of all seasonal immunizations (Flu/COVID)
within the county which you can see in graph 4.

11

Graph 4 divides the MCHD total (navy in graph 3) by the county total for each vaccine (the red orange in
graph 3) to get the percentage of seasonal immunizations given by MCHD in a year.

MCHD and County-Wide Seasonal Immunizations Given
2023-2025
48,595

50000

46,701

45000

39,998

40000

Shots Count

35000
30000
25000

22,247

20,859

MCHD

20000

McLean County

12,510

15000
10000
5000
0

430

396
COVID

Flu

505

366
COVID

2023

2024

Flu

815

254
COVID

Flu

2025

Year

MCHD Seasonal Immunizations as Percentage of
County Total 2023-2025
2.50

Percentage

2.00
1.50
1.00
0.50
0.00

COVID

2023

Flu

COVID

2024

Flu

Year

12

COVID

2025

Flu

Overall, 2025 was a year of growth, innovation, and collaboration. The programs in the division
demonstrated their ability to evolve while remaining focused on equitable access, community
partnerships, and protecting the health of McLean County residents.
I am happy to provide any additional information and answer any questions.
Respectfully,
Geri Stuart

13

MEMORANDUM
TO:

Robert Kohlhase, President, McLean County Board of Health
Members of the McLean County Board of Health

FROM:

Tom Anderson, Director of Environmental Health

DATE:

January 7, 2026

RE:

Fourth Quarter Activity Report and 2025 Annual Highlights of the McLean County
Environmental Health Division

The following information represents a summary of Environmental Health programs activities from October
1 to December 31, 2025, and annual highlights for 2025:
The fourth quarter of the year started off with the discovery of food products containing
Tetrahydrocannabinol (THC) offered to the public in various retail food establishments. THC is not a
Food and Drug Administration (FDA) approved food additive. The presiding statutes and codes are
vague on the regulation of cannabinoids in foods at the processing and distribution levels of the food
manufacturing process. The health department is continuing communications with the McLean County
Administration, State’s Attorney’s Office, and the Illinois Department of Public Health (IDPH) to
determine the future legal or regulatory developments that may affect the sale or distribution of such
products.
The division is continuing its collaboration with the Bloomington – Normal Water Reclamation District
(BNWRD) to extend municipal sewer to individual unsewered properties and neighborhoods within and
surrounding Bloomington – Normal. Approximately twelve properties were connected to municipal sewer
in the fourth quarter of 2025.
The division also initiated the food permit renewal process. 137 fee exempt and 762 fee required food
services have received notices to renewal their food permit for 2026. 751 food establishments have renewed
their food permit for 2026.
In November, Food Program Supervisor, Angie Crawford and Environmental Health Practitioner Xavier
Braboy presented information on how to start a food establishment and mobile food establishment business
to 45 attendees during events hosted by the Illinois Wesleyan University’s Small Business Development
Center.
Additionally, Ms. Crawford completed two radio and one television holiday food preparation safety
interviews with the assistance of the department’s Public Affairs Coordinator, Marianne Manko.

14

Robert Kohlhase, President, McLean County Board of Health
Members of the McLean County Board of Health
January 7, 2026
Page 2
On October 10, the division completed required fall tick drags to meet the deliverables of the Tick
Surveillance grant. The fall tick drags focus specifically on collecting Black Legged tick species, also known
as the Deer Tick. The Black Legged tick is a common vector for Lyme disease in the Midwest. Three tick
drags were conducted in three different McLean County public access recreational areas. No ticks were
collected during the fall tick drag sessions.
The division is responsible for assuring non-community water supply (NCWS) operators routinely maintain
and sample their water supply for chemical and biological contaminants. Water samples submitted for
analysis are time sensitive and must be received by the laboratory within the established time for accurate
results. The samples collected and shipped by local health departments are paid by IDPH and required to
be shipped through FedEx. FedEx closed its local express drop-off in late September. This resulted in water
sample analyses returned to the department as “too old to test”. IDPH was notified of the difficulty in
sending water samples to the laboratory within the established time. The shipping delay was experienced by
health departments throughout the state. The division temporarily discontinued submitting private water
samples of newly constructed private wells. Water samples for NCWS program compliance continued to
be collected and sent to IDPH laboratories and maintaining tracking documentation to illustrate the delayed
shipping through FedEx. The delayed shipping issue was resolved the first week of 2026.
2025 began with Linda Foutch retiring as the McLean County Food Program Supervisor in late January
after 37 ¼ years of service to McLean County. Linda’s knowledge of food safety and her contributions as a
member to the Illinois Food Safety Advisory Committee were invaluable to people wanting to start a food
service business and associates at the state level and other health departments looking for experiential advice
on food safety issues. She was succeeded as the Food Program Supervisor by the Senior Environmental
Health Practitioner (EHP), Angie Crawford. Angie had 25 years of public health experience at the time of
her promotion to Food Program Supervisor.
The Senior EHP position was filled by Cathy Stone. Cathy had 17 years of public health experience upon
her promotion from EHP to Senior EHP.
The division welcomed Jami Dubois and Ashley Lopez as new EHPs and fully staffing the division for the
first time in over a year.
In October, Scott Sorenson resigned from his position as an EHP. He was employed with the department
for 13 months. The division is currently attempting to fill Scott’s open position.
The mosquito positivity rate in the West Nile Virus surveillance program was higher in 2025 than recent
past years with a positivity rate of 5.6 percent. The IDPH suspended bird collection and analysis in 2025
due to the persistence of Avian Influenza (H5N1) in the wild bird population.
The division initiated a tick surveillance program within the county. Nine tick drags were completed in the
spring and fall. The surveillance activities resulted in the collection of three ticks from McLean County

15

Robert Kohlhase, President, McLean County Board of Health
Members of the McLean County Board of Health
January 7, 2026
Page 3
outdoor recreational areas. The IDPH confirmed identification and completed pathogen testing of the ticks.
The ticks were all American Dog ticks and tested negative for any pathogens. The American Dog tick is
known to be a vector of spotted fever.
Staff completed 3,101 food safety inspections of full service and temporary food establishments in
2025.
2025 ended with 899 active permitted full-service food establishments, 422 temporary food establishments,
and 89 registered Cottage Food Vendors.
Temporary food establishment operations in 2025 have gradually increased since the Covid-19 pandemic
and have reached similar activity to that before 2020.
Installation of private sewage disposal systems continued to trend downward in 2025. Installations have
fallen 10 percent compared to 2024. Conversely, septic system evaluations requested by third parties have
increased 14 percent from 141 in 2024 to 160 in 2025.
Private water sample collections and analyses reporting have increased from 101 in 2024 to 148 in 2025
reflecting a 47 percent increase in water testing and reporting activities.
These activities are representative of the activities completed by the Environmental Health Division
throughout 2025. The application of department values and the strategic plan aids in accomplishing these
activities in an efficient manner while building McLean County as a healthy, safe, and resilient community.
I will be happy to answer any questions you may have prior to or during the January 14, 2026 Board of
Health meeting.

TJA
TA-0101-25 fourth qtr BOH summary & EOY highlights

16

ENVIRONMENTAL HEALTH DIVISION
Quarterly Report
October 1, 2025 – December 31, 2025
FOOD INSPECTION PROGRAM
Full-Time Food Establishments

2025

2024

Active Food Permits - With Fees
Active Food Permits - No Fees
Total Active Food Permits

762
137
899

760
138
898

New Food Permits Issued for Report Interval
New Food Permits Issued for Year-To-Date

19
72

6
101

Food Permits Inactivated for Report Interval
Food Permits Inactivated for Year-To-Date

25
71

23
93

Year to date food permit trends
950
900
850
800
750
700
650
600
550
500
450
400
350
300
250
200
150
100
50
0

899

72 71
Jan - Dec '25

898

10193

Jan - Dec '24
Total Active Est.

893

861

847

840

75 49

83 75

60 55

49 53

Jan - Dec '23

Jan - Dec '22

Jan - Dec '21

Jan - Dec '20

Newly Issued permits

17

Inactivated Permits

Temporary Food Establishments

2025 2024

Single Event Temp. Food Permits Issued for Report Interval
Single Event Temp. Food Permits Issued for Year-To-Date

76
380

37
366

Multiple Event Temporary Permits Issued for Report Interval
Multiple Event Temporary Permits Issued for Year-To-Date

0
42

0
34

Total Temporary Food Permits Issued for Report Interval
Total Temporary Food Permits Issued for Year-To-Date

76
422

37
400

Temporary Food Pemits Issued Year to Date
430
422
420

410
400

400

390

380

2025

2024

Cottage Food Registrations

2025

2024

Registered Cottage Food Vendors for Report Interval……………………………
8
Registered Cottage Food Vendors for Year-to-date……………………………… 89

2
72

Cottage Food Registrations Year-to-Date
100

89

72

50
0

2025

2024

18

Food Establishment Complaints
Food Est. Complaints Received for Report Interval
Insects

3

Food
Contamination
Water Supply
Unapproved
Additives

2025
39

5 Food Quality

3

Facility
Cleanliness
Odors

2

Hand Washing

1

Unauthorized
Animals

2 Food
Temperature
1

2

2024
18

2 Food Handling 6

Waste disposal

1 Employee
1
Hygiene
6 Offering Food 4
without Permit

Food Est. Complaints Received for Year-To-Date

95

108

Year to date food complaint trends
140
120
100

108

95

123

114
80

80

73

60
40
20
0

Jan - Dec '25

Jan - Dec '24

Jan - Dec '23

Jan - Dec '22

Food Product Inquiries
Food Product Inquiries Received for Report Interval
Food Product Inquiries Received for Year-To-Date
Food Establishment Plan Reviews
Plans Received for New/Remodeled Food Est. for Report Interval
Plans Received for New/Remodeled Food Est. for Year-To-Date

19

Jan - Dec '21

Jan - Dec '20

2025

2024

0
1

1
3

2025

2024

7
51

8
59

Year to date submitted food plan trends
70

80

59

51

60

58

54
43

40
20
0

Jan - Dec '25

Jan - Dec '24

Jan - Dec '23

Jan - Dec '22

Jan - Dec '21

Jan - Dec '20

PRIVATE SEWAGE DISPOSAL PROGRAM
2025

2024

Permits Issued for New Construction for Report Interval
Permits Issued for New Construction for Year-To-Date

7
32

2
36

Permits Issued for Repairs or Additions to Existing Systems for Report Interval
Permits Issued for Repairs or Additions to Existing Systems for Year-To-Date

3
13

2
10

Permits Issued for the Replacement of a Previous Legal System for Report Interval
1
Permits Issued for the Replacement of a Previous Legal System for Year-To-Date 13

2
11

Permits Issued for the Replacement of a Previous Illegal System for Report Interval

3
27

6
20

Permits Issued for the Replacement of a Previous Illegal System for Year-To-Date

Replaced illegal discharges

Replacement of Illegal discharges and removal of untreated
waste water year to date
50

6
5

40
30
20
10
0

2.6

3.4

4.7

4.6

39

37

36

5

4.5

4

35

3

27

2

20

Jan -Dec '25

1
Jan-Dec '24

Jan-Dec '23

Jan-Dec '22

Jan-Dec '21

0

Jan-Dec '20

Million gallons of water / year

Private Sewage Disposal Permits

Permits Issued for Systems Probed by Sanitarians for Report Interval
Permits Issued for Systems Probed by Sanitarians for Year-To-Date

0
0

0
0

Permits Issued for “Information Only” Systems for Report Interval

0

2

20

Permits Issued for “Information Only” Systems for Year-To-Date

2

5

Permits Voided for Report Interval
Permits Voided for Year

0
0

0
0

17

11

Total Private Sewage Disposal System Permits Issued for Report Interval

Number of Permits issued

Total Private Sewage Disposal System Permits Issued for Year-To-Date

120
100
80

89

80

96

80

89

106

109

112

Jan-Dec '22

Jan-Dec '21

Jan-Dec '20

60
40
20
0

Jan-Dec '25

Jan-Dec '24

Jan-Dec '23

Septic system permits issued year to date

Septic System Evaluations
Septic System Evaluations Received and Reviewed for Report Interval
Septic System Evaluations Received and Reviewed for Year-To-Date

2025

2024

26
160

15
141

Number of reviewed evaluations

Reviewed septic evaluations year to date
350

295

300

258

250
200

160

150

141

165

163

Jan-Dec '23

Jan-Dec '22

100
50
0

Jan-Dec '25

Jan-Dec '24

21

Jan-Dec '21

Jan-Dec '20

Licensed Private Sewage System Installers
Licensed Private Sewage System Installers for Report Interval
Licensed Private Sewage System Installers for Year-To-Date
Licensed Private Sewage System Pumpers
Licensed Private Sewage System Pumpers for Report Interval
Licensed Private Sewage System Pumpers for Year-To-Date
Private Sewage System Complaints

2025

2024

1
14

0
16

2025

2024

0
13

0
16

2025 2024

Private Sewage System Complaints for Report Interval
Private Sewage System Complaints for Year-To-Date
Other Sewage Related Complaints

0
2

0
3

2025 2024

Other Sewage Complaints Received for Report Interval
Other Sewage Complaints Received for Year-To-Date

0
7

0
1

2025

2024

Private Water Reports Sent Out for Report Interval
Private Water Reports Sent Out for Year-To-Date

9
157

43
163

Non-Community Water Supplies

2025 2024

Private Water Reports

POTABLE WATER PROGRAM

New Non-Community Water Supplies for Report Interval
Non-Community Water Supplies Year-To-Date

Water Well Permits

WATER WELL PROGRAM

Water Well Permits Issued for Report Interval
Water Well Permits Issued for Year-To-Date

22

0
32

0
31

2025

2024

23
72

13
114

Water Well Permits Issued Year to Date
120
100
80
60
40
20
0

114

72

2025

2024

Abandoned Water Wells Properly Sealed for Report Interval
Abandoned Water Wells Properly Sealed Year-To-Date

7
30

4
49

2025

2024

2
5

2
6

GEOTHERMAL EXCHANGE SYSTEM PROGRAM
Geothermal Exchange System Registrations
Geothermal Exchange System Registrations for Report Interval
Geothermal Exchange System Registrations Year-To Date

SOLID WASTE, NUISANCES, PEST CONTROL AND OTHER ENVIRONMENTAL
COMPLAINTS
Solid Waste, Nuisance, Pest Control and Other Complaints

2025 2024

Complaints Received for Report Interval

13

Housing
Indoor Air Quality

4
1

1

Rodents
Hygienic
Practices

Odors

4

4
2

Insects

1

Complaints Received for Year-To-Date

72

23

61

Tick Surveillance

2025

2024

Number of tick drags completed……………………………………………………
Total Tick Drags Completed Year to Date………………………………………

3
9

0
0

Number of ticks collected…………………………………………………………..
Total Number of Tick Collected Year to Date…………………………………...

0
3

0
0

Number of Locally Acquired Reported Tickborne Illnesses………………………
1
Total Number of Locally Acquired Reported Tickborne Illnesses Year to date.. 2

0
0

Fourth Qtr 2025

10/25

24

To:

McLean County Board of Health President Robert Kohlhase;
Members of the McLean County Board of Health
From: Kim Anderson, Maternal and Child Health Services Division Director
Date: January 7, 2026
Re:
Maternal and Child Health Services Division 2025 program highlights and stats for the January
14, 2026 McLean County Board of Health Meeting
All Our Kids Birth to 5 Network (AOK)
• Parent & Caregiver Education: In spring 2025, Parent Ambassadors partnered with Prevent
Child Abuse Illinois to deliver a three-part training series for parents, caregivers, and
professionals focused on trauma and resilience. Topics included Trauma 101: The Impact of
Childhood Trauma; Understanding ACEs: How the Body Keeps Score; and Building a Road to
Resilience. Parent Ambassadors also hosted two Parent Cafés addressing Self-Care: Beyond the
Bubble Bath and Connection: Less Presents, More Presence.
• Systems Collaboration & Referral Expansion: AOK partnered with the county’s System of Care
program to expand use of the IRIS referral system in McLean County. Three additional
community partners have joined the system, increasing access to coordinated mental health
referrals. The AOK Program’s strategic plan aims to engage 95 additional agencies and programs
over the next five years.
• Staffing & Leadership Recognition: Maureen Sollars, AOK Program Coordinator, was honored at
the June AOK State Meeting for 25 years of service. In November, she also received the McLean
County System of Care Collaborative Spirit Award in recognition of her leadership in crossagency collaboration to improve outcomes for youth and families.
• Workforce & Community Capacity Building: In 2025, the program offered 11 Mental Health
First Aid courses, certifying 107 individuals to better recognize and respond to mental health
challenges.
Jan

Feb

Mar

Apr

AOK Program Stats 2025
May
Jun
Jul
Aug
Sep

Oct

Nov

Dec

Total

Number of AOK sponsored events or community events attended as an active participant each
month
5
8
9
7
7
8
8
7
9
9
9
4
90

1-Y
58

Mental Health First Aid courses taught
(R = Mental Health First Aid course; Y = Youth MHFA; A = Older Adult MHFA)
Numbers are also included in the sponsored events above
1-Y
2-R
1-R
1-Y
1-R
0
1-R
1-Y
0
1-R
0
6-R
1-Y
5-Y
Attendance at AOK sponsored events or outreach at community events each month
64
59
52
91
131
70
51
121 93
65
14
869

25

Better Birth Outcomes-Comprehensive (BBO)
Family Case Management/BBO (January 1 – June 30, 2025), BBO-C (July 1 – December 30, 2025)
• Program Redesign & Service Delivery: At the start of the state fiscal year in July, Family Case
Management and Better Birth Outcomes transitioned into a single program, Better Birth
Outcomes–Comprehensive. This participant-driven model strengthens connections to prenatal
care, resources, and education to support healthier birth outcomes. The redesign includes
smaller caseloads for case managers, a revised service period ending at six months of age
(previously one year), and community-specific adaptations. These changes have been positively
received by participants.
• Staffing & Leadership Development: Sophie Rebert, Better Birth Outcomes Program
Supervisor, completed a six-month fellowship with the Illinois Public Health Leadership for
Systems Change. Her project focused on improving access to care and resulted in direct
engagement with OSF labor and delivery leadership to explore collaborative opportunities.
• Community Collaboration: The BBO program reestablished regular coordination meetings with
The Baby Fold and Brightpoint Healthy Start program supervisors to strengthen interagency
collaboration and improve support for pregnant persons.
• Policy & Public Health Impact: In early 2025, the Illinois Lead Poisoning Prevention Program
lowered the threshold for reportable elevated blood lead levels, enabling earlier identification
and intervention for children with elevated levels.
FCM/
BBO
FCM

Jan

Feb

Mar

FCM/BBO Stats 1/1/25-6/30/25
Apr May Jun Jul Aug Sep

775

750

718

710

711

BBO

73

97

93

91

94

Contacts

878

938

979

979

1003

BBO-C

Oct

Nov

Dec

FCM and BBO grants ended 6/30/25.
Caseload figures are not available for June
2025 due to the sunset of the electronic
information management system in early
July.
824

BBO-C Stats 7/1/25-12/31/25
Program started July 1, 2025; still awaiting an electronic information
management system to allow for more data collection. Total number for BBO-C
is a total caseload count as of the end of 2025.

Total
733
Ave
90
Ave
934
Ave
493

HealthWorks Lead Agency and Medical Case Management (HWLA and MCM)
• Children Served & Medical Oversight: In 2025, 258 children entered care across the Lead
Agency counties (McLean, Livingston, DeWitt, and Piatt), with an average monthly in-care
population of 342 children. Ninety-nine percent of children had an assigned primary care
physician, ensuring access to necessary medical services. HealthWorks also secures complete
birth and medical records for each child, supporting timely permanency outcomes by preventing
delays in adoption or guardianship proceedings.
• Staffing & Leadership Recognition: In July 2025, Medical Case Manager Sabrina Lawrence was
promoted to HealthWorks Program Coordinator. In December 2025, Sabrina was named the
Alice J. Olsson Employee of the Year in recognition of her leadership of the HealthWorks

26

•
•

program, her role in keeping the program on track and exceeding expectations, and her
commitment to continuity, stability, and team support.
Quality & Compliance: The program achieved an average score of 92% on quarterly desk audits
in 2025, reflecting strong compliance and program performance.
Program Expansion: In 2026, the program will expand to include Ford County, increasing the
Lead Agency service area to five counties: McLean, Livingston, DeWitt, Piatt and Ford.
HWLA Program Stats 2025

Jan
33

Feb
20

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

9

Number of children coming into care each month
33
29
21
25
19
30
17

Nov

Dec

Total

7

15

258

McLean County HW caseload total in care (0-21 yrs)
218

365

233

191

204

215

210

205

187

190

192

187

181

201
Ave
HWLA caseload total in care (0-21 yrs) for DeWitt, Livingston, McLean and Piatt Counties
380

335

347

362

357

348

325

327

329

319

311

342
Ave

Special Supplemental Nutrition Program for Women, Infants and Children (WIC) and Breastfeeding
Peer Counselor Program (BPC)
• Education & Workforce Development: In 2025, the WIC program hosted two graduate dietetic
interns and one undergraduate intern from Illinois State University. In addition, a WIC
nutritionist presented to an ISU nutrition course, providing education on the WIC program and
breastfeeding support services.
• Community Engagement & Partnerships: The WIC program expanded community-based service
delivery by beginning onsite WIC services at Heartland Head Start in August. Staff also engaged
in multiple community outreach efforts, including hosting a breastfeeding room at the McLean
County Fair, participating in a community baby shower and a Trunk or Treat event at Youth and
Family Solutions, supporting a vigil at Carle in memory of pregnancy loss and infant death, and
providing breastfeeding-in-the-workplace resources at the McLean County and City of
Bloomington Employee Wellness Fair.
• Staffing & Leadership Development: Mary Colby, WIC Program Supervisor, completed the 2025
Public Health Leadership Institute for Systems Change fellowship, with a project focused on
strengthening the Heartland Head Start collaboration to improve access to WIC program
services. Mary also participated in the Illinois WIC Program’s 90% Advisory Group, helping to
establish a more realistic statewide breastfeeding peer counselor performance measure that
has supported improved clinic practices and outcomes.
• Nutrition Access & Food Security: In 2025, the WIC program distributed all 140 farmers market
voucher booklets ($30 each) to participants during July and August. These vouchers supported
access to fresh, locally grown fruits and vegetables at participating farmers markets and farm
stands.

27

WIC, BPC and Farmers Market Program Stats 2025
Jan
2174

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Total

2121

Caseload: number of participants with active benefits each month
2104 2105 2103 2108 2110 2134 2159 2169 2155

2127

2131
Ave

Number of clients seen for clinic or nutrition education appointments each month
681

610

623

616

700

649

647

754

636

604

530

669

Number of contacts made by Breastfeeding Peer Counselors each month
169

151

86

71

119

93

92

105

109

112

121

643
Ave

115

112
Ave
WIC Farmer Market program is operational from July through October. One hundred forty voucher
booklets ($30 value each) were received in July and all were distributed in the first two months of
the program period.
NA
NA
NA
NA
NA
NA
40
100
**
**
NA
NA
140
*
*
*
*
*
*
*
*
This report summarizes the past year’s accomplishments across All Our Kids Birth to 5 Network, Better
Birth Outcomes-Comprehensive, HealthWorks, and WIC, providing a snapshot of the division’s work and
highlighting its continued focus on access, collaboration, and positive outcomes for children and
families. I am happy to provide any additional information and answer any questions.
Respectfully,
Kim Anderson

28

To: Board of Health President Robert Kohlhase; Board of Health Members
From: Tammy Brooks, Assistant Administrator
Re: 2025 Community Education and Outreach Report
Date: January 6, 2026

Please find the education and outreach reports for Q3 and Q4.
Also included is a summary of regularly occurring education programs offered by health
department staff. Some education programs are a one and done style presentation and others are
delivered through a series of sessions.

Additional items not included in the quarterly reports:
Gun Safety kits – 276 distributed. The kits are made available at the public reception areas of the
department and include gun safety educational materials and a gun lock.
Mobile Unit – The mobile unit generally goes into hibernation mode sometime in the October
timeframe. In 2025 the unit made 26 appearances throughout McLean County. Mobile unit staff
had 360 interactions with the public and provided 174 services ranging from BMI screenings,
blood pressure screenings, and A1C screenings.

Respectfully,
Tammy Brooks

29

Education Summary – 2025
Child Passenger Safety
The child passenger safety program provides child passenger safety education, car seat
inspection, car seat installation, and when necessary, a child passenger safety seat at
no cost. The department currently has two trained child passenger safety technicians
who are accepting referrals from the WIC and Family Case Management programs.
The department offered individual car seat safety appointments, participated in one
event in collaboration with OSF, and hosted one MCHD event. This initiative ensured
car seat safety for over 40 children through parent/caregiver education and observed
car seat installation.

Diabetes Prevention Program (DPP)
The Diabetes Prevention Program (DPP) is a 1 year, CDC-recognized, evidence-based
lifestyle change program designed to help individuals at risk for type 2 diabetes. It
focuses on healthy eating, increasing physical activity, and making sustainable behavior
changes to improve overall health and reduce the risk of developing diabetes.





Cohort 4 – ARC – completed
Cohort 5 – Chestnut - 10 participants
Cohort 6 – ARC - 20 new participants
Cohort 7 – Begins January 2026

Employee Wellness
The employee wellness program promotes healthy eating and physical activity for all
County employees through quarterly wellness challenges and educational lunch and
learn events. During the six-week challenges, employees are offered tips on healthy
eating and provided with ideas on how to make staying active fun and challenging. Each
challenge also offers employees a chance to track their progress and win prizes. In
collaboration with the City of Bloomington, the employee wellness program offers an
annual wellness fair that brings in various community businesses and attracts over 200
employees.
 Play Your Heart Out
 Spring in Your Step

30

 Outdoor & Explore
 Maintain Don’t Gain

Healthy Lifestyles
The Healthy Lifestyles program offers educational presentations for a variety of topics
based on the principles of the Healthy Eating/Active Living priority identified in the
Community Health Improvement Plan. Topics presented this year include:






Healthy Eating on a Budget
Carbohydrates
MyPlate
Hydration
Strength Training

Illinois Tobacco Prevention and Control
The ITPC program focuses on preventing the harmful effects of tobacco use
through education, promotion of cessation, and elimination of public exposure
through regulation. Programs utilized: Intervention for Nicotine Dependence:
Education, Prevention, Tobacco, and Health (INDEPTH), Catch My Breath, and
Freedom from Smoking.
 INDEPTH – 27 sessions at the JDC site: average of 12/session
 Catch My Breath – 24 sessions at the JDC site: average of 12/session
2 sessions at Boys and Girls Club: average of 40/session
 Freedom from Smoking – 6 sessions at the Junction: 2/session
8 sessions at FUSE: 4/session
8 sessions at MCHD: 3/session

Mental Health First Aid
The MHFA program teaches participants to recognize and support individuals
experiencing mental health issues and substance use challenges. MCHD staff are

31

trained to facilitate MHFA trainings as well as coordinate some MHFA trainings lead by
other community agency staff.
 Mental Health First Aid trainings – 57 participants
 Youth Mental Health First Aid trainings – 35 participants

Parent Café
Parent Cafés use structured, small group conversations to strengthen families, build
community, develop peer-to-peer relationships, and engage parents as partners in the
programs that serve them.

32

33

34

35

36

37

38

39

To: Board of Health President Robert Kohlhase; Board of Health Members
From: Jessica McKnight, McLean County Health Department Administrator
Date: January 9, 2026
Re: Action Item B: 2026-2028 Community Health Improvement Plan

Please find the final draft of the 2026-2028 McLean County Community Health Improvement Plan
(CHIP) included for your review. McLean County Health Department along with OSF Healthcare St.
Joseph Medical Center, Carle BroMenn Medical Center, and Chestnut Family Health Center make up
the Executive Steering Committee of the McLean County Community Health Council.
Under the facilitation of the Executive Steering Committee members the Council, which is
comprised of representatives from over 25 organizations, complete a joint Community Health Needs
Assessment and Improvement Plan every three years.
The attached 2026-2028 CHIP document contains the three action plans, completed by each Priority
Action Team, with strategies and interventions to address the health priorities identified by the
Council using data from the 2025 Community Health Needs Assessment. The collaborative process
used for the development of the Improvement Plan, including acknowledgement of community
partner participation, is further detailed within the document.
At the end of each year data is collected from all members of the Community Health Council on the
outcome and impact objectives and outcome indicators for each priority area. A summary report of
measurable progress is then provided by the four entities of the Executive Steering Committee and
members of the Council.
McLean County Health Department meets two of the three essential elements of the Illinois Project
for Local Assessment of Needs (IPLAN) that are required for local health department certification
under Illinois Administrative Code Section 600.400 through the completion of a joint Community
Health Needs Assessment (CHNA) and CHIP.(*)
*the third essential element for our certification is completion of an organizational capacity
assessment through our Strategic Plan process
Respectfully,
Jessica McKnight

40

41

McLean County IL
Community Health Improvement Plan
2026 – 2028
Table of Contents
I. Introduction from the McLean County Community Health Council’s Executive Steering Committee ..... 4
a)

Philosophy and Development of Collaborative ............................................................................... 4

b)

Community Health Improvement Plan Report Approval................................................................. 4

II. Acknowledgements................................................................................................................................... 6
a) McLean County Community Health Council Executive Steering Committee ....................................... 6
a)

2025 McLean County Community Health Council Members .......................................................... 8

III. Executive Summary - McLean County Joint Community Health Improvement Plan (2026 - 2028) .. 10
a) Statement of Purpose ......................................................................................................................... 10
b) Development Process for the Community Health Improvement Plan ............................................... 11
c) The Health Needs Not Selected .......................................................................................................... 13
Chronic Disease .................................................................................................................................. 14
Infectious Disease............................................................................................................................... 14
Oral Health.......................................................................................................................................... 14
d) The Three Health Priorities Selected for McLean County .................................................................. 14
Health Priority #1: Access to Care ..................................................................................................... 14
Health Priority # 2: Healthy Eating/Active Living .............................................................................. 15
Health Priority #3: Behavioral Health (Mental Health and Substance Abuse) ............................... 15
e) Community Involvement ................................................................................................................... 16
IV. Health Priority #1: Access to Care......................................................................................................... 17
a) Description of the Health Priority ....................................................................................................... 17
b) Chart of Health Priority Risk Factors and Direct/Indirect Contributing Factors ................................. 23
c) Rationale for Choice as a Health Priority ............................................................................................ 24
d) McLean County Community Health Improvement Plan Summary: Access to Care ........................ 24
e) Funding for Implementing Interventions............................................................................................ 44
f) Barriers to Achieving Health Improvements ....................................................................................... 44
g) Evaluation and Monitoring Plan ........................................................................................................ 45

42

V. Health Priority #2: Behavioral Health (Mental Health and Substance Use) .......................................... 46
a) Description of the Health Priority ....................................................................................................... 46
b) Chart of Health Priority Risk Factors and Direct/Indirect Contributing Factors ................................. 49
c) Rationale for Choice as a Health Priority ............................................................................................ 51
d) McLean County Community Health Improvement Plan Summary: Behavioral Health ..................... 51
e) Funding for Implementing Interventions............................................................................................ 70
f) Barriers to Achieving Health Improvements ....................................................................................... 70
g) Evaluation and Monitoring Plan ......................................................................................................... 71
VI. Health Priority #3: Healthy Eating/Active Living (HEAL) ....................................................................... 72
a) Description of the Health Priority ....................................................................................................... 72
b. Chart of Health Priority Risk Factors and Direct/Indirect Contributing Factors ................................. 76
c) Rationale for Choice as a Health Priority ............................................................................................ 78
d) McLean County Community Health Improvement Plan Summary: Healthy Eating and Active Living
(HEAL)...................................................................................................................................................... 78
e) Funding for Implementing Interventions............................................................................................ 99
f) Barriers to Achieving Health Improvements ....................................................................................... 99
g) Evaluation and Monitoring Plan ....................................................................................................... 100
VII. Vehicle for Community Feedback ....................................................................................................... 101
VIII. Appendices ........................................................................................................................................ 102
Appendix 1 - 2026 – 2028 McLean County Community Health Improvement Plan Data Sources ....... 102

43

I. Introduction from the McLean County
Community Health Council’s Executive Steering
Committee
a) Philosophy and Development of Collaborative
The formation of the McLean County Community Health Council, and the decision for the four entities to
collaborate to produce a joint community health needs assessment (CHNA) and joint community health
improvement plan (CHIP), in April 2015, marked an important milestone for community health in
McLean County. Prior to the formation of the Council, the two hospitals in McLean County and the
McLean County Health Department each conducted their own community health needs assessments,
resulting in three separate community health plans for the county. At the same time, United Way of
McLean County conducted a broad-based community needs assessment. To better serve the
community, the four organizations listed above decided to collaborate and develop a joint 2016 McLean
County CHNA Report and joint McLean County 2017 – 2019 CHIP. For the 2019, 2022 and 2025 McLean
County Community Health Needs Assessment, Chestnut Health Systems replaced United Way as the
fourth partner for the joint reports. Chestnut Health Systems, like the hospitals, is required by federal
guidelines to complete a community health needs assessment every three years. All four organizations
are dedicated to working with partners to improve the health of the community and strongly believe in
the philosophy of collaboration.
The Executive Steering Committee of the McLean County Community Health Council, consisting of at
least one member from each of the four organizations required to complete periodic community health
needs assessments (Carle BroMenn Medical Center, McLean County Health Department, OSF St. Joseph
Medical Center and Chestnut Health Systems), was identified to lead this collaborative process and
worked together to produce the 2025 McLean County Community Health Needs Assessment. The 2025
CHNA was posted on each organization’s website for public access in August 2025. The McLean County
Community Health Council met three times in 2025 to oversee the needs assessment and plan
development as well as to monitor progress made through the three priority action teams formed for
each of the three significant health needs identified through the needs assessment and subsequent
McLean County Community Health Council meetings: Behavioral Health, Access to Care and Healthy
Eating/Active Living.
The result of the third round of this collaborative process was the production of a joint community
health needs assessment in 2025 followed by a joint community health improvement plan for McLean
County for 2026 - 2028.

b) Community Health Improvement Plan Report Approval
Carle BroMenn Medical Center and OSF St. Joseph Medical Center are utilizing this joint Community
Health Improvement Plan to meet their 2025 Community Health Needs Assessment and 2026 – 2028

44

Community Health Improvement/Implementation Plan requirements under 501(r) added to the Internal
Revenue Code as part of the Patient Protection and Affordable Care Act. The McLean County Health
Department will utilize the joint 2025 Community Health Needs Assessment and 2026 – 2028
Community Health Improvement Plan to meet Illinois Project for Local Assessment of Need
requirements for local health department certification for 9/15/2022- 9/14/2027 by the Illinois
Department of Public Health. Chestnut Health Systems will use these documents to meet their federal
compliance requirement through the Health Resources Services Administration Bureau of Primary Care.
Beyond meeting requirements, this collaborative approach will help many local organizations better
serve the health needs of McLean County.
The 2026 – 2028 McLean County Community Health Improvement Plan is a joint implementation plan
developed in partnership with representatives from over 25 organizations. The McLean County
Community Health Council is comprised of 44 individuals representing the following sectors (county and
city government, public health, social services, housing/unhoused, healthcare, education,
business/economic development, faith community, youth and senior services and civic
organizations/service clubs). The four entities represented in the Executive Steering Committee (Carle
BroMenn Medical Center, the McLean County Health Department, OSF St. Joseph Medical Center and
Chestnut Health Systems) are responsible for ensuring that the plan is implemented, and all are implied
resources and partners for the plans addressing each significant health need.
The 2026 – 2028 McLean County Community Health Improvement Plan was approved by Carle Health
Central Region Board on December 16, 2025, the McLean County Board of Health on January 14, 2026,
Chestnut Health Systems’ Board of Directors on January 28, 2026 and OSF HealthCare System’s Board of
Directors on January 26 , 2026.
The McLean County Community Health Council Executive Steering Committee reserves the right to
amend this 2026 - 2028 Community Health Improvement Plan as needed to reflect each organization’s
role and responsibilities in executing the plan as well as the resources each organization is committing.
In addition, certain significant health needs may become even more significant and require amendments
to the strategies developed to address that need. Other entities or organizations in the community may
develop programs to address the same health needs or joint programs may be adopted. Finally, in
compliance with Internal Revenue Code Section 501(r) requirements for hospitals, Carle BroMenn
Medical Center or OSF St. Joseph Medical Center may refocus the limited resources the organization
committed to the plan to best serve the community.
Carle BroMenn Medical Center, the McLean County Health Department, OSF St. Joseph Medical Center
and Chestnut Health Systems are the primary organizations responsible for guiding the 2026 – 2028
McLean County Community Health Improvement Plan that will be developed based upon the McLean
County 2025 Community Health Needs Assessment. Like the 2023 - 2025 McLean County Community
Health Improvement Plan, the 2026 – 2028 McLean County Community Health Improvement Plan was
developed in partnership with other community social service agencies and organizations.

45

II. Acknowledgements

a) McLean County Community Health Council Executive Steering Committee
Representatives from the four primary organizations comprise the McLean County Community Health
Council’s Executive Steering Committee:
Carle BroMenn Medical Center: Sally Gambacorta, MS, MA, Community Health Director
Carle BroMenn Medical Center, a 200-bed hospital in Normal, Illinois, provides highly accessible, highquality care to improve health in several central Illinois counties serving a total population of more than
227,000. Among its nearly 2,000 team members are more than 150 doctors and advanced practice
providers. Carle BroMenn holds Magnet® designation for nursing excellence and is designated as a
Primary Stroke Center. It is a part of Carle Health, an integrated system of healthcare services based in
Urbana, Illinois, which includes eight, award-winning hospitals, multispecialty physician group practices,
Carle Illinois College of Medicine, Methodist College and the Stephens Family Clinical Research Institute.
Driven by a deep philanthropic spirit, Carle Health is dedicated to solving real-world health issues now
and into the future.
Sally Gambacorta is the Community Health Director for Carle BroMenn Medical Center and Carle Eureka
Hospital. Both hospitals are in central Illinois. She has worked for Carle BroMenn for 30 years in
Community Health. Sally holds a Bachelor of Science degree in Business Administration from Augustana
College, a Master of Science degree in Industrial/Organizational Science from Illinois State University
and a Master of Arts degree in Leisure Studies with a concentration in Corporate Fitness and Health
Promotion from the University of Iowa. In her community health role, Ms. Gambacorta is responsible for
the community health needs assessment and community benefits at both hospitals. She has extensive
experience collaborating with community partners to improve the health of the community. Ms.
Gambacorta is a member of the McLean County Community Health Council Executive Steering
Committee and facilitates the McLean County Behavioral Health Priority Action Team. She also serves on
the board for the Partnership for a Healthy Community for Woodford, Tazewell and Peoria Counties.
Chestnut Health Systems: Dietra Kulicke, BS, CHCEF, Vice President of Integrated Care
Chestnut Health Systems™ offers prevention and community education, substance use treatment,
mental health counseling, primary care, dental care, services for military veterans and their families and
housing. Chestnut’s Lighthouse Institute is a leader in substance use-related research. Chestnut was
established in a house on West Chestnut Street in Bloomington, Illinois, in 1973. It started with two
employees and offered a single healthcare service – substance use treatment for adults. In the years
since, Chestnut has added four service lines, eight locations in central and southern Illinois and in
Missouri and 800 employees. Chestnut believes that people who are underinsured and uninsured
deserve the same high-quality care as those with greater access to resources. To that end, Chestnut
Family Health Center, a Federally Qualified Health Center (FQHC), provides integrated primary,
behavioral health and dental care with a focus on McLean County community members with limited

46

resources or who are living at or below 200 percent of Federal Poverty Guidelines. Chestnut has earned
The Joint Commission’s (TJC) Gold Seal of Approval®, which reflects the organization’s commitment to
providing safe and effective care. TJC has continuously accredited Chestnut since 1973.
Dietra Kulicke has over 33 years of experience in the healthcare industry. Ms. Kulicke has worked for
Chestnut Health Systems since 1991 and has held a variety of clinical and non-clinical positions during
her tenure. Ms. Kulicke was the Director of Chestnut Family Health Center from 2011 to 2019 before her
transition into the vice president position. She is responsible for leadership and directing the provision
of integrated prevention, medical, behavioral and dental services at Chestnut Health Systems’ locations
in Logan, Mason, McLean, Livingston, Ford, Grundy and Southern Will counties. Ms. Kulicke received her
Bachelor of Science degree in Business Education from Bowling Green State University in Bowling Green,
Ohio, in 1991. She completed the 11-month Community Health Center Executive Fellowship program
through the University of Kansas Medical Center Department of Health Policy and Management in
November 2012.
McLean County Health Department: Jessica McKnight, Administrator and Megan Wilson, BS, Health
Promotion Program Manager
Since 1946, the McLean County Health Department has worked to protect and promote the health and
wellness of McLean County citizens. The department serves the largest geographic county in Illinois,
with more than 172,052 residents. Many people may never walk through the doors of the health
department, but they all benefit from the various services offered as well as from the enforcement of
local and state regulations that protect individuals and communities through the control of infectious
diseases, sewage management, assurance of drinkable water and provision of accurate health
information. The mission of the McLean County Health Department is to protect and promote health.
This is accomplished through the provision of public health leadership, convening and collaborating with
community partners and assuring strong business practices to create healthy people and healthy places.
Jessica McKnight has been the Administrator of the McLean County Health Department since January
2020. Ms. McKnight received her Bachelor of Science degree from Southern Illinois University
Carbondale with a major in Speech Communication-Public Relations and minors in Marketing and
Journalism and her Master of Public Administration degree from Southern Illinois University
Edwardsville. Ms. McKnight has been in public health for over 10 years having previously been employed
at Southern Illinois Healthcare Foundation, a Federally Qualified Health Center, in Bethalto Illinois and as
the Assistant Director and then Director of the St. Francois County Health Center in Park Hills, Missouri.
Megan Wilson is the Health Promotion Program Manager at McLean County Health Department, with
10 years of experience in public health. She holds a Bachelor of Science degree in Social Work from
Illinois State University. In her role, Megan leads a range of initiatives that support healthy living,
including the Centers for Disease Control and Prevention’s (CDC) National Diabetes Prevention Program,
the Illinois Tobacco-Free Communities Grant, and the McLean County Employee Wellness Program. She
also oversees outreach efforts such as the mobile health unit and the distribution of educational
resources to residents and community stakeholders. In addition to her program leadership, Megan stays
involved in the community through several local committees and is the newest member of the Executive
Steering Committee. Her work reflects a deep commitment to building healthier, more informed
communities through education, outreach, and collaboration.
OSF St. Joseph Medical Center: Jill Hanson-Murray, Manager of the Community Resource Center

47

OSF St. Joseph Medical Center is a 177-bed acute care facility. The medical center has been serving
Bloomington - Normal and the surrounding communities since 1880. OSF HealthCare is a Catholic, 17hospital health system serving Illinois and the Upper Peninsula of Michigan, driven by the mission to
serve with the greatest care and love. OSF St. Joseph Medical Center is fully accredited by The Joint
Commission, an independent organization established to set the standards for measuring healthcare
quality. OSF St. Joseph Medical Center is a designated Magnet® hospital. OSF St. Joseph Medical
Center is part of OSF HealthCare System, an integrated health system owned and operated by The
Sisters of the Third Order of St. Francis. In the spirit of Christ and the example of Francis of Assisi,
the mission of OSF HealthCare is to serve persons with the greatest care and love in a community that
celebrates the gift of life.
Jill Hanson-Murray is the Manager of the Community Resource Center at OSF St. Joseph Medical Center.
With over 10 years of experience in the non-profit sector, she has focused on supporting vulnerable
populations and promoting community well-being. Prior to this role, she worked as a Performance
Improvement Specialist, managing hospital initiatives to optimize processes and outcomes. In her
current position, Ms. Hanson-Murray leads program development, coordinates the community health
needs assessment and improvement planning and manages community benefit reporting. She also
oversees the Volunteer Services Department and the Communications team. Dedicated to improving
public health, she focuses on creating impactful initiatives that enhance health education and encourage
collaboration across community partners. She values strong partnerships that drive lasting positive
change in the Bloomington–Normal community. In addition to her programmatic responsibilities, Ms.
Hanson-Murray facilitates the Worksite Wellbeing Committee and contributes to local organizations
such as the BN (Bloomington–Normal) Parents Coalition and Women Empowered. She holds a Bachelor
of Business Administration, is a graduate of the Multicultural Leadership Program (MCLP), is a National
Certified Guardian (NCG) and is currently pursuing a graduate certificate in Human Resources.
Additional Assistance to the Executive Steering Committee
In addition to the previously listed individuals serving on the Executive Steering Committee, Dr.
Laurence G. Weinzimmer was contracted by OSF HealthCare for assistance during the community health
needs assessment to conduct the 2024 McLean County Community Health Survey of adults, a primary
data source for the needs assessment. Dr. Weinzimmer has a PhD. and is the Caterpillar Inc. Professor of
Strategic Management in the Foster College of Business at Bradley University in Peoria, Illinois. An
internationally recognized thought-leader in organizational strategy and leadership, he is a sought-after
consultant to numerous Fortune 100 companies and not-for-profit organizations. Dr. Weinzimmer has
authored over 100 academic papers and four books, including two national best sellers. His work
appears in 15 languages, and he has been widely honored for his research accomplishments by many
prestigious organizations, including the Academy of Management. Dr. Weinzimmer has served as
principle investigator for numerous community assessments, including the United Way, Economic
Development Council and numerous hospitals. His approach to community health needs assessments
was identified by the Healthcare Financial Management Association (HFMA) as a best-in-practice
methodology.

a) 2025 McLean County Community Health Council Members

48

The Executive Steering Committee would like to acknowledge and thank the following individuals and
organizations that contributed their time as members of the McLean County Community Health Council
to complete the joint 2025 McLean County Community Health Needs Assessment and the joint 2026 –
2028 McLean County Community Health Improvement Plan.

Organization
Bloomington Normal Boys & Girls
Club
Bloomington Normal Economic
Development Council
Bloomington Normal Faith in Action
Carle BroMenn Medical Center
Carle BroMenn Medical Center
Carle BroMenn Medical Center
Carle BroMenn Medical Center
Carle BroMenn Medical Center
Chestnut Health Systems
City of Bloomington
City of Bloomington
District 87
East Central Illinois Area Agency on
Aging
East Central Illinois Area Agency on
Aging
EasterSeals of Central Illinois
Faith in Action
Heartland Community College
Heartland Community College
Home Sweet Home Ministries
Home Sweet Home Ministries
Illinois State University
Illinois State University
Illinois State University
Illinois State University
Immigration Project

Name

Stakeholder Role

Elizabeth Holtz

Social service/youth

Patrick Hoban

Business development

Darla Heath
Logan Frederick
Sally Gambacorta
Sarah Kolokolo
Angie McLaughlin
Chris Schilling
Dietra Kulicke
Jason Greer
William Bessler
Leslie Blockman

Social service/seniors
Healthcare
Healthcare
Healthcare
Healthcare
Healthcare
Healthcare
Fire department
City government
Education/schools

Mike O’Donnell

Social service/seniors

Kathryn Johnson

Social service/seniors

Eric Glow
Darla Heath
Kelly Pyle
Susan Carl
Matt Burgess
Kathleen Lorenz
Jackie Lanier
Amelia Ennis
Anne Alexander
Alicia Wodika
Rocio Peralta

McLean County Government

Marita Landreth

McLean County Health Department

Maureen Sollars

McLean County Health Department

Kim Anderson

McLean County Health Department
McLean County Health Department
McLean County Regional Planning
Commission
NAACP of Bloomington Normal
NAACP of Bloomington Normal
NAACP of Bloomington Normal

Jessica McKnight
Megan Wilson

Social services/youth
Social services/seniors
Education/schools
Education/schools
Social service/homeless
Social service/homeless
Education/schools
Education/schools
Education/schools
Education/schools
Social services/immigrants
County government, behavioral
health
Public health
Public health; maternal/child
health
Public health
Public health

Raymond Lai

County government/planning

Willie Holton-Halbert
Linda Foster
Charles Halbert

Civic organization
Civic organization
Civic organization

49

Organization

Name

Stakeholder Role

NAACP of Bloomington Normal
OSF HealthCare System
OSF St. Joseph Medical Center
OSF St. Joseph Medical Center
Project Oz
Regional Office of Education
Regional Office of Education
Town of Normal
The Baby Fold
The Salvation Army
The Salvation Army
Unit 5
YMCA
YWCA

Ginny Riggins
Dawn Tuley
Adrianna Ramirez
Erin Kennedy
Joanne Glancy
Mark Jontry
Trisha Malott
Doug Damery
Clete Winkelmann
Dan Leisher
Adam Lovell
Kristal Shelvin
Brad Ruehrdanz
Alicia Evans

Civic organization
Healthcare
Healthcare
Healthcare
Social service/youth
Education/schools
Education/schools
Parks & Recreation
Social service
Social service/homeless
Social service/homeless
Education/schools
Social service
Social service

III. Executive Summary - McLean County Joint
Community Health Improvement Plan (2026 2028)
a) Statement of Purpose
The purpose of the 2026 – 2028 McLean County Community Health Improvement Plan is to improve the
health of McLean County residents by developing and maintaining partnerships to implement
community health improvement plan interventions, working together to encourage health and
healthcare access awareness and to foster systemic approaches that will improve the health and wellbeing of county residents and the community.
With substantial support from the community, this fourth cycle of a joint Community Health Needs
Assessment (2025) and Community Health Improvement Plan (2026 – 2028) process builds upon the
considerable progress made during the first three cycles of the joint process, facilitated by
representatives from Carle BroMenn Medical Center, Chestnut Health Systems, McLean County Health
Department, and OSF St. Joseph Medical Center, which make up the Executive Steering Committee of
the McLean County Community Health Council. The process receives input/oversight from the 44
members of the McLean County Community Health Council, with representation from 25 organizations
from the following sectors: civic organizations/service clubs, county and city government,
business/economic development, education, faith community, healthcare, housing, public health, social
service youth services and senior services. The development and implementation of this 2026 – 2028
McLean County Community Health Improvement Plan is due in large part to the three priority action
teams, with one team assigned to each of the three health priorities: behavioral health, access to care
and healthy eating/active living. Each priority action team has between 38 and 52 members, with each a

50

stakeholder in the significant health need area and eager to continue their mission and journey to
improve the health and well-being of McLean County residents.

b) Development Process for the Community Health Improvement Plan
The completion and approval of the joint 2025 McLean County Community Health Needs Assessment in
the summer of 2025 included a summary of 2023 – 2025 Community Health Improvement Plan key
accomplishments for the first two years of the plan (found here on pages 19 – 45) and the identification
of three health priorities. It provided the groundwork for the development of the 2026 – 2028 McLean
County Community Health Improvement Plan from September through December of 2025. Approvals of
the document were attained by the McLean County Community Health Council on December 12, 2025,
and all four governing bodies represented in the Executive Steering Committee by the end of January
2026.
For the development of the 2025 McLean County Community Health Needs Assessment, at least one
member from each of the four primary organizations made up the Executive Steering Committee of the
McLean County Community Health Council. The Executive Steering Committee met twice a month and
analyzed an extensive quantity of both primary and secondary data in the fall and winter of 2024 – 2025.
The Executive Steering Committee was able to analyze some additional hospital data at a more detailed
level and through it was able to identify health disparities for gender, age, race/ethnicity and ZIP code
for a variety of health outcomes.
In January and February 2025, the Executive Steering Committee presented six health issues to the
McLean County Community Health Council during a series of three two-hour meetings. The McLean
County Community Health Council consists of 44 individuals from 25 organizations in McLean County
representing public entities, faith-based and private organizations, education, social service
organizations, healthcare facilities, youth and senior services and city and regional planning. Although a
standard prioritization methodology was not utilized at this stage in the process, the following factors
were taken into consideration in the decision-making process when analyzing the data:
•
•
•
•
•
•
•

Size of the issue.
Rates worse than Illinois counties or state rate.
Disparities by race/ethnicity, age and gender.
Disparities by ZIP code.
Percent of indicators trending unfavorably in a statistically significant direction.
Data that does not meet Healthy People (HP) 2030 target.
Does working on the issue impact other issues for collective impact?

The six significant health needs that rose to the top for McLean County are listed below in alphabetical
order and were presented to the McLean County Community Health Council for eventual prioritization
at three meetings held on January 30, February 13, and February 27, 2025:
•
•
•
•
•

Access to Care.
Behavioral Health (mental health and substance use).
Chronic Disease.
Healthy Eating and Active Living (exercise, nutrition, obesity and food access/insecurity).
Infectious Disease.

51

•

Oral Health.

The Executive Steering Committee facilitated three meetings of the McLean County Community Health
Council to prioritize the health needs derived from the data analysis.
January 30, 2025
The purpose of the first meeting was to explain the collaborative nature of the joint 2025 Community
Health Needs Assessment with Carle BroMenn Medical Center, Chestnut Health Systems, the McLean
County Health Department and OSF St. Joseph Medical Center and the end goal of producing a joint
community health improvement plan for McLean County. A feedback session was also conducted to
solicit input from the council members for the top six issues in the county.
February 13, 2025
During the second meeting, the Executive Steering Committee presented data on the significant health
needs identified for prioritization. Age, gender, race/ethnicity and ZIP code disparities were shared
when available. Questions from council members were addressed throughout the data presentation. At
the conclusion of the meeting, data summaries for the top six health needs were emailed to the council
members, in addition to the presentation given by the Executive Steering Committee during the
meeting.
February 27, 2025
At the final meeting, a prioritization method was used for the McLean County Community Health Council
to select the three most significant health needs for the 2025 McLean County Community Health Needs
Assessment and around which the 2026 - 2028 McLean County Community Health Improvement Plan
will be developed.
The following three significant health needs were selected by the McLean County Community Health
Council to be addressed in the 2026-2028 McLean County Community Health Improvement Plan:
• Access to Care.
• Behavioral Health (including mental health and substance abuse).
• Healthy Eating/Active Living (exercise, nutrition, obesity and food access/insecurity).
Exhibit 1 below illustrates the Hanlon Method prioritization results.

52

Exhibit 1: Hanlon Method Prioritization Results, 2025

Health Concern

A

B

C

D

E

Size

Seriousness

Effectiveness
of
Interventions

Priority Score
(A+2B)*C

Rank

6.7

8.1

7.0

161.4

1

7.1

7.7

7.1

158.3

2

4.2

8.0

7.1

143.1

3

4.5

5.8

6.8

108.8

4

2.7

6.6

6.5

104.2

5

1.6

5.5

7.0

88.2

6

Access to Care
Healthy
Eating/Active
Living
Behavioral
Health

Oral Health

Chronic Disease
Infectious
Disease

Source: McLean County Community Health Council Meeting February 27, 2025.

c) The Health Needs Not Selected
As illustrated in Exhibit 1 above, there was a clear divide in the scores between the top three health
concerns and the bottom three health concerns. Documentation below reflects further discussion held
by the McLean County Community Health Council on February 27, 2025, regarding the choice to not
select chronic disease, infectious disease or oral health as a top health priority.
The council acknowledged the importance of these three issues, but the prioritization scores for the
three selected issues were higher than those for the issues not selected. The council also discussed that
some of these issues might be addressed in the broader health priorities selected.

53

Chronic Disease
Chronic disease will not be directly addressed because it ranked fifth with a priority score of 104.2 and
the McLean County Community Health Council did not feel that there was a compelling reason to
eliminate one of the top three ranked health issues. Council members also felt that chronic disease
improvements could be made with a focus on access to care and healthy eating/active living.

Infectious Disease
Infectious disease will not be directly addressed because it was ranked sixth according to its priority
score of 88.2 and the McLean County Community Health Council did not feel that there was a
compelling reason to eliminate one of the health issues that ranked in the top three. The council did
discuss that improving access to care may also improve health outcomes for infectious disease.

Oral Health
Although oral health is deemed as an extremely important issue in McLean County, the McLean County
Community Health Council agreed to address the three needs that received the highest priority scores.
Oral health was ranked fourth with a score of 108.8. The council did discuss that oral health can be
addressed under access to care. The opening of dental clinics at the Community Health Care Clinic in
2019 and The Chestnut Family Health Center in 2024 is improving oral health care access.

d) The Three Health Priorities Selected for McLean County
As previously illustrated in Exhibit 1, access to care, healthy eating/active living and behavioral health
received the top three priority scores according to the Hanlon method calculations with scores of 161.4,
158.3 and 143.1 respectively. There was a clear divide in the scores between the top three issues and
the bottom three: chronic disease, infectious disease and oral health. Following a group discussion, the
McLean County Community Health Council agreed to select the top three health needs as the ones with
the highest priority scores.
After identification of the top three health priorities, the next step in the process included pulling key
stakeholders together to set high-level goals for each health priority. Separate meetings were held in
April and May 2025 with each priority action team (one for each health priority) to set a high-level goal.
Meeting dates were as follows: Access to Care Priority Action Team (5/6/25), Behavioral Health Priority
Action Team (4/17/25) and Healthy Eating/Active Living Priority Action Team (5/8/25). The 2025 CHNA
health priorities are listed below along with the high-level goal selected for each.

Health Priority #1: Access to Care
Access to care was selected as a significant health need to be addressed by the McLean County
Community Health Council not only because of its high priority score (161.4), but also because it is an
issue that affects many health outcomes. Improving access in certain areas and for certain populations
can have a widespread impact on a variety of health outcomes. The council felt that by prioritizing
access to care, it could positively impact health issues not selected such as chronic disease. Data
presented to the council also indicated that there are significant geographic and racial/ethnic disparities

54

in McLean County that may be related to access to care. Additionally, access to healthcare was rated by
the 2024 McLean County Community Health Survey respondents as the number one issue affecting
quality of life. Access to care was also selected as a health priority for the 2016, 2019 and 2022 McLean
County Community Health Needs Assessments.
High-level goal: Champion integrated systemic community approaches that enhance access to
health and wellness services for all by 2029.

Health Priority # 2: Healthy Eating/Active Living
Healthy eating/active living was selected as a significant health need to be addressed by the McLean
County Community Health Council because it ranked as number two according to its priority score of
158.3. Additionally, the council felt that by focusing on healthy eating/active living, many other health
outcomes for issues such as heart disease, cancer and diabetes could also be positively impacted. This
issue was also selected because obesity was the second top perceived health issue, according to the
2024 McLean County Community Health Survey respondents, and poor eating habits was the second
most important perceived issue impacting health. Food insecurity and food access are also areas
needing improvement in McLean County. Healthy eating/active living was selected as a health priority
for the 2019 and 2022 McLean County Community Health Needs Assessment. Obesity was selected as a
health priority for the 2016 McLean County Community Health Needs Assessment.
High-level goal: Champion integrated systemic community approaches to healthy eating, active
living and well-being accessible to all by 2029.

Health Priority #3: Behavioral Health (Mental Health and Substance Abuse)
Behavioral health was selected as a significant health need to be addressed by the McLean County
Community Health Council for several reasons. Behavioral health received the third highest priority
score (143.1), indicating the need for further improvements in this area in McLean County. There are
numerous geographic and racial/ethnic disparities for behavioral health related indicators. In addition,
mental health was rated as the top health issue by 2024 McLean County Community Health Survey
respondents. There has been a great deal of public support and momentum behind behavioral health in
McLean County for the last several years. McLean County is well situated to continue to collaborate on
mental healthcare due to the ongoing efforts of numerous organizations and the support of the McLean
County Government. Behavioral health was also previously selected as a key health priority for the 2016,
2019 and 2022 McLean County Community Health Needs Assessments.
High-level goal: Champion integrated systemic community approaches to behavioral health and
well-being accessible to all by 2029.
After the three priority action teams met in September through November 2025, the joint 2026 -2028
McLean County Community Health Improvement plan for the top three priorities was developed.
The priority action teams identified strategies and specific interventions to address the priorities and
work towards achieving the goals listed above. In addition, potential resources and partners, as well as
related efforts in the community, were identified. The results of the meetings for each of the three

55

health priorities are documented later in this document in the “McLean County Community Health
Improvement Plan Summary”.
For the three-year period of 2026 – 2028, McLean County community partners will be working together
to implement the 2026 – 2028 McLean County Community Health Improvement Plan in order to
positively impact the three health priorities.
The following pages of this document provide additional information on the 2026 – 2028 McLean
County Community Health Improvement Plan by taking each of the three health priorities and providing:
•
•
•
•

•
•
•

Description of the health priority.
Chart of health problem risk factors and direct/indirect contributing factors.
Rationale for choice as a health priority.
McLean County Community Health Improvement Plan Summary, including the following
components for each health priority
• Overall goal.
• Outcome objective (with baseline and State of Illinois Health Improvement Plan [SHIP]
alignment).
• Impact objectives (with baseline and Healthy People 2030 alignment)
• Strategies.
• Interventions (with emphasis on evidenced-based interventions
whenever possible).
• Evaluation plan (with process and outcome indicators).
• List of potential resources and potential community partners.
Funding for implementing interventions.
Barriers to achieving health improvements.
Evaluation and monitoring plan.

e) Community Involvement
Community involvement was essential for the development of both the 2025 McLean County
Community Health Needs Assessment and the 2026 – 2028 McLean County Community Health
Improvement Plan.
The 2025 McLean County Community Health Needs Assessment began with the collection of primary
data through a survey of McLean County adults in July and August 2024. The 2024 McLean County
Community Health Survey (Appendix 4 of the 2025 McLean County Community Health Needs
Assessment found here), conducted by a Bradley University researcher under contract with OSF
Healthcare, consisted of demographic and health-related questions that were administered from July
through August of 2024 to adults age 18 and over, yielding a total usable sample of 684 respondents
from McLean County residents. Of these, 107 respondents were persons with low incomes. The survey
provided valuable information about healthcare utilization and obstacles to access, rationales for health
choices, perceptions of health and health problems and the health behaviors of county residents.
Analysis of the survey responses, along with the assessment of the available secondary data, fueled the
significant health needs prioritization process as well as the identification of interventions for the three
priority health concerns identified in the 2026 – 2028 McLean County Community Health Improvement
Plan. The 44 members of the McLean County Community Health Council, with substantial community

56

representation from 25 organizations from various sectors (civic organizations/service clubs, county and
city government, business/economic development, education, faith community, healthcare, housing,
public health, social service, youth and senior services) lead the prioritization process in January –
February 2025 for the 2025 McLean County Community Health Needs Assessment.
In April and May 2025, 38 - 54 individuals were invited to participate in one of three priority action team
meetings. These teams developed the high-level goals for the 2026 – 2028 McLean County Community
Health Improvement Plan.
Additional priority action team meetings were convened in August through October 2025 to develop
objectives and identify interventions for the plan. The priority action team participants had direct input
into the 2026 – 2028 McLean County Community Health Improvement Plan, resulting in a strong plan
with actionable interventions for McLean County. Their input is vital to the success of the plan and their
knowledge of community resources and current efforts to improve health were invaluable. Their
participation expanded community involvement in the plan, cultivated investment in it and improved
the quality of it. These stakeholders are positioned for collaboration and ready to move forward with
implementation in 2026 to help improve the health and well-being of McLean County residents.

IV. Health Priority #1: Access to Care
a) Description of the Health Priority
Access to care is of vital importance in order to maintain optimal health, increase life expectancy and
improve quality of life. With access to ambulatory care and an established medical home, individuals are
more likely to accept preventive care, promptly treat and control acute episodes of illness and control
chronic diseases to prevent further morbidity or even mortality from them.
Health Perceptions in McLean County
McLean County residents agree about the importance of healthcare access. In the 2024 McLean County
Community Health Survey of adults as performed as a component of the 2025 Community Health Needs
Assessment process, 684 county residents were asked their perception regarding the three most
important factors impacting their well-being in this community. Access to healthcare was rated first, at
21 percent. In 2021, access to healthcare was rated at 20%. See Exhibit 2 below for an illustration of the
2024 survey results.

57

Exhibit 2: Issues Impacting Well-Being in McLean County, 2024

Access to Healthcare
Affordable Clean Housing
Job Opportunities
21%

Safer Neighborhoods

15%

Less Poverty

11%
11%
10%

Available Child Care
Healthy Food Choices

8%

Less Gun Violence

7%
6%

Public Transportation
Less Dsicrimination

4%
4%

Better School Attendance

2%
0%

5%

10%

15%

20%

25%

Source: McLean County Community Health Survey, 2024.
Statistics Supporting Access to Care as a Health Priority
With access to healthcare as the top factor impacting well-being in McLean County, it is important to
examine the factors that assist with gaining access to healthcare as well as the barriers to access. A
comparison of the results from the three McLean County Community Health Surveys of adults from
2018 – 2024 assists with this analysis. See Exhibit 3 below.

58

Exhibit 3: Comparison of Types of Insurance Coverage and Choice of Care (Responses to "When You
Get Sick, Where do You Go?") for McLean County Adults Completing the McLean County Community
Health Survey, 2018 - 2024
INDICATOR

2018
SURVEY

2021
SURVEY

2024
SURVEY

Have Private Insurance
No Insurance

74%
10%

61%
3%

60%
2%

Have Personal Physician

89%

89%

81%

Does Not Seek Care:
General Population
Does Not Seek Care:
At-Risk Population
Use Clinic/Physician Office:
General Population
Use Clinic/Physician Office:
At-Risk Population
Use Urgent Care Center:
General Population
Use Urgent Care Center:
At-Risk Population
Use the Emergency Department:
General Population
Use the Emergency Department:
At-Risk Population

3%

5%

6%

0%

7%

10%

73%

72%

46%

53%

57%

59%

21%

19%

44%

27%

19%

22%

3%

4%

3%

19%

16%

8%

Sources: McLean County Community Health Survey, 2018, 2021 and 2024.
The above comparison of survey data from 2018 – 2024 suggests that some improvements in access to
care have been seen in McLean County:
•

A decrease in those individuals reporting no insurance, from 10 percent (2018) to two percent
(2024).

Although some improvements in access to care have been documented in the surveys, comparing the
McLean County Community Health Survey data from 2018 – 2024 (Exhibit 3 above), also reveals some
areas of concern regarding access to care:
•
•
•

A decrease in those that indicated they had a personal physician, from 89 percent (2018 and
2021) to 81 percent (2024).
An increase in the general and at-risk population that do not seek care from 2018 – 2024
(general population – 3 percent in 2018 and 6 percent in 2024); (at-risk population – 0 percent
in 2018 to 10 percent in 2024).
Emergency department data indicates that although only three percent of the general
population selected the emergency department as their choice of medical care in 2024, eight
percent of the at-risk population chose it.

59

Disparities
When looking at the chronic conditions listed in Exhibit 4 below, Blacks or African Americans have higher
rates of disparities than any other race in McLean County, based on emergency room visits. Similarly,
Hispanics or Latinos have greater disparities in Type 2 diabetes and diabetes when compared to the rate
for McLean County.
Exhibit 4: Age-Adjusted Emergency Room Visits per 10,000 Population
by Race and Ethnicity in McLean County, 2021 - 2023

Uncontrolled Diabetes
Diabetes
Dental Problems
COPD
Pediatric Asthma
Asthma
Hypertension
Heart Failure
Type 2 Diabetes
Alcohol Use
Substance Use
Mental Health
Adult Suicide and Self-inflicted Injury
Pediatric Mental Health

Hispanic/Latino

Black/African
American

McLean County
Rate

0

50

100

150

200

Source: Conduent Healthy Communities Institute, Illinois Hospital Association, 2021 - 2023.
Many of these chronic conditions could be addressed in a primary care setting. With regular monitoring
by a healthcare provider, some emergency room visits may be avoided and healthcare costs reduced.
Identifying barriers to accessing a medical home could be an important step towards improving health
and well-being.
In addition to the disparities illustrated above, McLean County has several communities that have a
greater risk of experiencing health inequities or have a higher relative need compared to other
communities in the county. The Health Equity Index for McLean County is illustrated in Exhibit 5. McLean
County has two ZIP codes with a ranking of 5, two ZIP codes with a ranking of 4 and three ZIP codes with
a ranking of 3.

60

Exhibit 5: High Health Equity Needs ZIP Codes - McLean County, 2024
City/Town

ZIP Code

Ellsworth
Arrowsmith
Saybrook
Stanford
Cooksville
Bloomington
McLean

61737
61722
61770
61774
61730
61701
61754

Health Equity Health Equity
Ranking
Index
5
87.4
5
78.8
4
70.2
4
70.2
3
56.1
3
48.5
3
46.2

Population
447
515
990
848
348
33,855
1,115

Source: Conduent Healthy Communities Institute, 2025.
During the analysis of secondary data for the 2025 Community Health Needs Assessment, some
geographic disparities became clear, particularly when analyzing the emergency room data. Individuals
living in specific geographic areas of McLean County experience worse health outcomes than individuals
living in other geographic areas. The most significant geographic disparity is evident in Bloomington –
61701, compared to McLean County. Exhibit 6 below shows that emergency room visit rates due to
many chronic conditions are higher for Bloomington – 61701 than the rates for McLean County overall.
Exhibit 6: Age-Adjusted Emergency Room Visit Rates per 10,000 Population (various age categories) in
McLean County vs. Bloomington ZIP Code 61701, 2021 - 2023

Alcohol Use
Asthma
Adult Suicide and Self-Inflicted Injury
Pediatric Mental Health
Adolescent Suicide and Self-…
Mental Health
Uncontrolled Diabetes
Diabetes
Type 2 Diabetes
0
Bloominton-61701

50

100

150

200

250

300

Illinois ZIP codes (cut-off value for best 50th percentile)

Source: Conduent Healthy Communities Institute, Illinois Hospital Association, 2021 - 2023.
In addition to the geographic disparities illustrated above for emergency room visits for Bloomington ZIP
code 61701, there are also several disparities based on hospitalizations for Bloomington ZIP code 61701

61

and Saybrook ZIP code 61770. Hospitalizations for alcohol use, diabetes, short-term complications due
to diabetes, Type 2 diabetes, diabetes and COPD are higher for Bloomington ZIP code 61701 in
comparison to other ZIP codes in Illinois. Hospitalizations due to COPD are higher for Saybrook ZIP code
61770 in comparison to other ZIP codes in Illinois.
Like Bloomington ZIP code 61701, two rural Health Equity Needs ZIP codes with a ranking of 3, 4, or 5
(McLean ZIP code 61754 and Stanford ZIP code 61770) have several disparities for emergency room
visits compared to other ZIP codes in Illinois. McLean ZIP code 61754 has higher emergency room visits
for adult asthma, adult suicide and self-inflicted injury and pediatric mental health in comparison to
other ZIP codes in Illinois. Stanford ZIP code 61774 has higher emergency room visits for diabetes and
Type 2 diabetes compared to other ZIP codes in Illinois. See Exhibit 7 below for an illustration of these
disparities.
Exhibit 7: Age-Adjusted Emergency Room Visit Rates per 10,000 Population (various age categories)
for Rural Health Equity Needs ZIP Codes with a Ranking of 3, 4 or 5 versus Illinois ZIP Codes,
2021 - 2023

Adult Asthma

Adult Suicide and Self-Inflicted Injury

Pediatric Mental Health

Diabetes

Type 2 Diabetes

0
McLean

Stanford

20

40

60

80

100

120

140

160

180

Illinois ZIP codes (cut-off value for best 50th percentile)

Source: Conduent Healthy Communities, Illinois Hospital Association, 2021 – 2023.
Additional barriers to accessing care were identified through responses to the 2024 McLean County
Community Health Survey of adults who responded that they were unable to access various types of
care in the past year when they needed it. The top three reasons for each type of care are listed below.
•
•

The top three reasons for not being able to access medical care were: 1) Too long to wait 2)
Could not afford co-pay and 3) No insurance.
The top three reasons for not being able to access prescription medication were: 1) Could not
afford co-pay 2) No insurance and 3) Pharmacy refused insurance.

62

•
•

The top three reasons for the inability to access dental care were: 1) Could not afford co-pay 2)
Could not find and 3) Dentist refused insurance.
The top three reasons for the inability to access counseling were: 1) Wait too long 2) Could not
afford co-pay and 3) Wait too long.

b) Chart of Health Priority Risk Factors and Direct/Indirect Contributing Factors
Below is a list of risk factors as well as direct and indirect contributing factors for the development of
access to healthcare issues.
Health Problem

Risk Factor

Direct Contributing Factor _

Indirect Contributing Factor

Limited number of
primary care providers
(PCPs) accept Medicaid

Financial barriers

PCPs not welcoming of
Medicaid patients
PCPs require payment
upfront
Difficult finding PCP
with evolving insurance
policies

Barriers to
Accessing
Primary Care

Inconvenient

Restricted hours & days
of operation
Transportation barriers
Unfamiliar with PCP
setting

Lack of knowledge
Unawareness of
available options

Access to
Care

Ease of accessing
24/7 Emergency
Departments
Focus on immediate
needs

Culture of
Treatment, Not
Prevention

Lack of emphasis on
preventive
care/behaviors

Lack of awareness of
connection between
current behaviors
63and chronic disease

Open 24/7
Access now, pay later
Poverty
Profit-driven medical
care
Perception that it is
easier to treat than
prevent

c) Rationale for Choice as a Health Priority
Access to care was selected as a significant health need to be addressed by the McLean County
Community Health Council not only because of its high priority score (161.4), but also because it is an
issue that affects many health outcomes. Improving access in certain areas and for certain populations
can have a widespread impact on a variety of health outcomes. The council felt that by prioritizing
access to care, it could positively impact health issues not selected such as chronic disease. Data
presented to the council also indicated that there are significant geographic and racial/ethnic disparities
in McLean County that may be related to access to care. Additionally, access to healthcare was rated by
the 2024 McLean County Community Health Survey respondents as the number one issue affecting
quality of life. Access to care was also selected as a health priority for the 2016, 2019 and 2022 McLean
County Community Health Needs Assessments.
Access to care is an important issue that affects many health outcomes. Many factors contribute to
improving healthcare access, including increased hours of operation for urgent care clinics and primary
care offices, identifying transportation options, providing healthcare navigation services and expanding
the opportunities for education of consumers on how to obtain and use health insurance, providing
more mobile health opportunities and using community health workers and case managers in a variety
of settings to encourage and link individuals to a medical home.

d) McLean County Community Health Improvement Plan Summary: Access to
Care
The Access to Care high-level goal-setting meeting, held on May 6, 2025, was comprised of
approximately 10 individuals from the Access to Care Priority Action Team. Each individual brought
unique insights on healthcare access issues in McLean County.
The Access to Care Priority Action Team reconvened on August 25, September 18 and October 7, 2025,
to identify strategies and interventions to formulate the 2026 – 2028 Access to Care Community Health
Improvement Plan Summary, included on pages 26 – 42. The importance of addressing some of the
barriers to access were discussed and led to the development of strategies and interventions with the
potential to impact the social determinants of health as well as capacity and availability issues in our
community.

64

The Access to Care Community Health Improvement Plan for 2026 – 2028 focuses on six key strategies:
•
•
•
•
•
•

Strategy 1: Support assertive linkage navigation/engagement programs which link lower
resourced community members with a medical home, community resources and/or insurance
coverage.
Strategy 2: Increase the capacity of organizations providing dental services to low-resourced
residents of McLean County.
Strategy 3: Increase service delivery models outside brick and mortar, face-to-face services to
increase access and availability of community-based services for low-resourced McLean County
residents.
Strategy 4: Increase the capacity of organizations providing STI testing and treatment services to
lower resourced residents of McLean County.
Strategy 5: Increase the capacity of organizations providing primary care services to lower
resourced residents of McLean County.
Strategy 6: Strengthen workforce supply to meet evolving community needs for medical, dental,
behavioral health and community resources.

An overview of the goal and objectives to address Access to Care are listed below:
High-Level Goal for Access to Care: Champion integrated systemic community approaches that enhance
access to health and wellness services for all by 2029.
Outcome Objective: By 2029, reduce the percentage of individuals utilizing McLean County hospital
emergency rooms for non-emergent conditions.
o Impact Objective #1: By 2029, decrease the number of McLean County residents
identifying the emergency department as their choice of medical care.
o Impact Objective #2: By 2029, increase the number of McLean County residents
indicating they have access to a dentist.
o Impact Objective #3: By 2029, decrease the number of McLean County residents
indicating that they do not seek care.
o Impact Objective #4: By 2029, decrease the number of McLean County residents testing
positive for infectious diseases (chlamydia, gonorrhea, syphilis, HIV/AIDS, TB and others).
o Impact Objective #5: By 2029, increase the proportion of McLean County adults indicating
they have access to a physician.
o Impact Objective #6: By 2029, increase the number of internships, residencies, and other
learning opportunities for McLean County students studying healthcare and related
fields.
The following 18 pages (26 - 43) contain the 2026 – 2028 McLean County Community Health
Improvement Plan Summary for Access to Care.

65

McLean County
Community Health Improvement Plan Summary: Access to Care
January 1, 2026 - December 31, 2028
HEALTH PRIORITY: ACCESS TO CARE
GOAL: Champion integrated systemic community approaches that enhance access to health and wellness services for all by 2029.
Related Social Drivers of Health: Access to Care; Housing Instability/Quality of Housing; Transportation, Employment

OUTCOME OBJECTIVE: By 2029, reduce the percentage of individuals utilizing McLean County hospital emergency rooms for non-emergent conditions.
Baseline
• 8% of McLean County residents identified as “at risk” (Medicaid Population) reported the emergency department as their choice of medical care (McLean
County Health Survey, 2024).
State Health Improvement Plan (SHIP) 2028 Alignment
• Increase community-clinical linkages to reduce the incidence and burden of chronic diseases.
• Strengthen workforce capacity and infrastructure to screen for, assess and treat mental health conditions and substance use disorders among
pregnant/postpartum persons.
Healthy People 2030 Alignment
• Increase access to comprehensive, high-quality health care services.
See alignment items noted in the Impact Objective Areas.
THREE YEAR MEASURES
IMPACT OBJECTIVE #1:

POTENTIAL
RESOURCEs/PARTNERS*
STRATEGY 1: SUPPORT ASSERTIVE LINKAGE NAVIGATION/ENGAGEMENT PROGRAMS WHICH LINK LOWER INCOME
COMMUNITY MEMBERS WITH A MEDICAL HOME, COMMUNITY RESOURCES AND/OR INSURANCE COVERAGE.
STRATEGIES and INTERVENTIONS

66

ANNUAL EVALUATION MEASURES

By 2029, decrease the number of
McLean County residents identifying
the emergency department as
choice of medical care.

Intervention 1.1: Utilize trained and certified
community members and/or workers to assist
McLean County residents who have no
insurance coverage in enrolling in either
Medicaid or a Marketplace product.

BASELINE DATA
•

8% of the at-risk population
identified the emergency room
as their primary choice of
medical care (McLean County
Community Health Survey, 2024)

•

3% of the general population
identified the emergency room
as their primary choice of
medical care (McLean County
Community Health Survey, 2024)

Intervention 1.1: Process
Indicators
• # of community members
receiving assistance with
Medicaid or Marketplace
enrollment (baseline: 88
community members in 2024)
• # of community members
enrolled in Medicaid or
Marketplace (baseline: 88
community members in 2024)
• # of community members who
have completed the CMS
and/or State of IL Certified
Application Counselor training
and obtained certification
(baseline: 9 community
members in 2024)

Healthy People 2030 Alignment

Intervention 1.1: Outcome
Indicators

•

•

•
•
•

Increase the proportion of
people with health insurance —
AHS‑01
Increase the proportion of
people with dental insurance —
AHS‑02
Increase the proportion of
people with prescription drug
insurance — AHS‑03
Increase the proportion of
people with a usual primary care
provider — AHS‑07

Intervention 1.2: Screen for and connect
patients and community members to care or
services related to social drivers of health
(SDOH) utilizing validated screening tools.

67

Intervention 1.3:
Resource/Partners
• Carle BroMenn Medical
Center
• Chestnut Health Systems
• McLean County Health
Department

Not Available

Intervention 1.2: Process
Indicators
• # of organizations screening
for Social Drivers of Health
(baseline: to be established)
• # of individuals screened for
Social Drivers of Health
(baseline to be established)
• # of referrals made based on
Social Drivers of Health

Intervention 1.3:
Resource/Partners
• Carle BroMenn Medical
Center
• Central Illinois Friends
• Chestnut Health Systems
• Home Sweet Home
Ministries
• OSF St. Joseph Medical
Center

Screeners (baseline: to be
established)

IMPACT OBJECTIVE #2:

BASELINE DATA
28 of 684 respondents reported
“no insurance” as their reason
for inability to access dental care
(McLean County Community
Health Survey, 2024)

•

39 of 684 respondents reported
“dentist refused insurance” as

McLean County Health
Department

Intervention 1.2: Outcome
Indicators
•
Not Available
STRATEGY 2: INCREASE THE CAPACITY OF ORGANIZATIONS PROVIDING DENTAL SERVICES TO LOW-RESOURCED
RESIDENTS OF MCLEAN COUNTY.

By 2029, increase the number of
McLean County residents indicating
they have access to a dentist.

•

•

68

their reason for inability to
access dental care (McLean
County Community Health
Survey, 2024)
•

89 of 684 of respondents
reported “could not afford copay” as their reason for inability
to access dental care (McLean
County Community Health
Survey, 2024)

Intervention 2.1: Increase the number of fulltime equivalent (FTE) dentists and hygienists
available to serve low-resourced McLean County
residents. Note FTE includes volunteer dentists
and hygienists.
Evidence:
https://www.countyhealthrankings.org/takeaction-to-improve-health/what-works-forhealth/policies/allied-dental-professional-scopeof-practice

Healthy People 2030
•

•
•

•

Reduce the proportion of people
who can't get the dental care
they need when they need it —
AHS‑05
Reduce the proportion of
children and adolescents with
lifetime tooth decay — OH‑01
Reduce the proportion of
children and adolescents with
active and untreated tooth decay
— OH‑02
Reduce the proportion of adults
with active or untreated tooth
decay — OH‑03

Intervention 2.1: Process
Indicators
• # of clinical full-time
equivalent (FTE) dentists and
hygienists working with lower
income McLean County
residents (baseline: 1.93 FTE
dentists and 3.9 hygienists in
2024)
• # of patients served and
unique visits through the
Community Health Care Clinic
(baseline: 189 patients and
927 visits in 2024)
• # of patients served and # of
unique visits through the
McLean County Health
Department (baseline: 2,600
visits in 2024)
• # of patients served and
unique visits through Chestnut
Family Health Center
(baseline: 673 patients and
1451 visits in 05/01 –
12/31/2024)
Intervention 2.1: Outcome
Indicators
• Not available

69

Intervention 2.1:
Resource/Partners
• Chestnut Health Systems
• Community Health Care
Clinic
• McLean County Health
Department

•
•
•

•
•
•

•

Reduce the proportion of older
adults with untreated root
surface decay — OH‑04
Reduce the proportion of adults
aged 45 years and over who have
lost all their teeth — OH‑05
Reduce the proportion of adults
aged 45 years and over with
moderate and severe
periodontitis — OH‑06
Increase use of the oral health
care system — OH‑08
Increase the proportion of lowincome youth who have a
preventive dental visit — OH‑09
Increase the proportion of
children and adolescents who
have dental sealants on 1 or
more molars — OH‑10
Reduce the proportion of adults
with disabilities who delay
preventive care because of cost
— DH‑01

IMPACT OBJECTIVE #3: By 2029,
decrease the number of McLean

Intervention 2.2: Expand performance of
fluoride application in pediatric and primary
care settings serving low-income pediatric
McLean County residents.
Evidence:
https://pediatrics.aappublications.org/content/1
15/1/e69

Intervention 2.2: Process
Indicators
• # of primary care/ pediatric
practices performing fluoride
applications in the primary
care/ pediatric settings
(baseline: 4 practices (Carle
Pediatrics Bloomington and
Carle Family Medicine Normal,
OSF Medical Group Pediatrics,
Chestnut Family Health Center
in 2024)
• # of pediatric patients
receiving fluoride applications
in the primary care/pediatric
settings (baseline: 1694
patients (647 patients Carle
Pediatrics Bloomington and
Carle Family Medicine Normal
and 1047 patients OSF St.
Joseph Medical Center in
2024)

Intervention 2.2:
Resource/Partners
• Carle Pediatrics
Bloomington
• Carle Family Medicine
Normal
• Chestnut Health Systems
• OSF Medical Group
Pediatrics

Intervention 2.2: Outcome
Measures
• Not Available

STRATEGY 3: INCREASE SERVICE DELIVERY MODELS OUTSIDE BRICK AND MORTAR, FACE-TO-FACE SERVICES, TO
INCREASE ACCESS AND AVAILABILITY OF COMMUNITY-BASED SERVICES FOR LOWRESOURCED MCLEAN COUNTY
RESIDENTS.

70

County residents indicating that
they do not seek care.

Intervention 3.1: Provide patients with options
for virtual visits to support accessing care.

BASELINE DATA

Evidence:

•

http://www.healthycommunityalliance.org/prom
isepractice/index/viw?pid=3230

6% of survey respondents
indicated that they do not seek
care when asked to choose the
type of healthcare they use when
they are sick (McLean County
Community Health Survey, 2024)

Healthy People 2030
•
•

•

•

Reduce the proportion of people
who can't get medical care when
they need it — AHS‑04
Decrease the proportion of
adults who report poor
communication with their health
care provider — HC/HIT‑02
Increase the proportion of
people who can view, download,
and send their electronic health
information — HC/HIT‑D09
Increase the proportion of adults
offered online access to their
medical record — HC/HIT

Intervention 3.1: Process
Indicators
• # of organizations offering
virtual health services
(baseline: 3 organizations
(Carle BroMenn Medical
Center, Chestnut Health
Systems, OSF St. Joseph
Medical Center)
• # of unduplicated patients
(baseline: 10,069 patients in
2024).
• # of unique virtual visits
provided
(baseline: 11,419 virtual visits
in 2024).
Intervention 3.1: Outcome
Indicators
•

71

Not available

Intervention 3.1:
Resource/Partners
• Carle BroMenn Medical
Center
• Chestnut Health Systems
• OSF St. Joseph Medical
Center
• Central Illinois Friends

Intervention 3.2: Expand the use of mobile
health in McLean County.
Evidence:
The scope and impact of mobile health clinics in
the United States: a literature review - PMC
(nih.gov)
Carle Foundation Hospital :: Promising Practices:
Care-A-Van Mobile Medical Clinic (thehcn.net)

Intervention 3.2: Process
Indicators
• # of organizations with mobile
units (baseline 3 organizations
in 2024)
• # of sites hosting mobile
clinics (baseline: 43 sites in
2024)
• # of mobile clinics days in
operation (baseline: 118 days
in 2024)
• # of patients connected with a
medical home (baseline: 144
patients in 2024)
• # of patients served at mobile
health clinics (baseline: to be
established)
Intervention 3.2: Outcome
Indicators
• Not available

72

Intervention 3.2:
Resource/Partners
• Abundant Life
• Bloomington Housing
Authority (Woodhill
Towers, Holton Homes)
• Carle Health Mobile
Health Clinic
o Carle BroMenn
Medical Center
o Carle Community
Health Initiatives
o City of
Bloomington
o Laborers
International
Union of North
America
o McLean County
Government
o McLean County
Health
Department
o Tinervin Family
Foundation
o Town of Normal
o United Way of
McLean County
• Central Illinois Friends
• Chestnut Health Systems
• Danvers Community
Center
• Home Sweet Home
Ministries

•
•
•
•
•

•

•

73

McLean County Health
Department
Ridgeview School
Rural McLean County
Communities
Salvation Army
School Districts:
o District 87
o Olympia School
District
o Ridgeview School
District
o Unit 5
Municipalities (Rural)
o Arrowsmith
o Carlock
o Chenoa
o Colfax
o Danvers
o Gridley
o LeRoy
o McLean/Funks
Grove
o Stanford
Hosting Sites * (will
update in annual progress
reports)
o Activity &
Recreation Center
(ARC)
o Bloomington
Housing Authority
(Woodhill Towers)

o

Intervention 3.3: Expand the use of mobile units
to rural McLean County communities.

74

Intervention 3.3: Process
Indicators
• # of McLean County rural
communities hosting mobile

Christ Community
Church, Gridley
o Colfax Village Hall
o Habitat ReStore
o Heartland
Community
College
o Holy Trinity
Catholic Church
o McLean/Funks
Grove Park
District
o Stanford
Township
o United
Presbyterian
Church, LeRoy
o Western Avenue
Community
Center (monthly
operations as well
as site for large
scale Back to
School Events
o White Oak
Community
Building, Carlock
o YWCA McLean
County
Intervention 3.3:
Resource/Partners
• Carle BroMenn Medical
Center
• Chestnut Health Systems

•

clinics (baseline: 16 rural
communities in 2025)
# of mobile clinics days in
operation at rural McLean
County sites (baseline: 26 days
in 2025)

Intervention 3.3: Outcome
Indicators
• Not available

75

•
•

McLean County Health
Department
Central Illinois Friends

Partner Rural Communities
• Anchor
• Arrowsmith
• Bellflower
• Carlock
• Chenoa
• Colfax
• Danvers
• Downs
• Gridley
• Heyworth
• Hudson
• LeRoy
• Lexington
• McLean/Funks Grove Park
District
• Saybrook
• Stanford
• Towanda

Intervention 3.4: Increase the use of patient
portals to schedule appointments, improve
access to their medical record and
communication with their provider and/or
provider office.
Evidence:
U.S. Department of Health and Human Services,
Office of the National Coordinator for Health
Information Technology. (n.d.). Patient
Engagement Playbook. Retrieved
from https://www.healthit.gov/playbook/pe/
This link is external
to
odphp.health.gov.

Intervention 3.5: Expand provision of medical
services at colocation sites with non-medical
community partners.

Intervention 3.4: Process
Indicators
• # of healthcare organizations
with patient portals (baseline:
to be established)
• # of patients using patient
portals to schedule
appointments, access records
or communication with
provider/provider
organization (baseline: to be
established)
Intervention 3.4: Outcome
Indicators
• Not available
Intervention 3.5: Process
Indicators
• # of non-medical
organizations with colocation
space for medical providers
(baseline: to be established)
• # of unduplicated patients
receiving medical services at
non-medical service
organizations (baseline: to be
established)
• # of visits provided by medical
personnel at non-medical
colocation sites (baseline: to
be established)
Intervention 3.5: Outcome
Indicators

76

Intervention 3.4:
Resource/Partners
• Carle BroMenn Medical
Center
• Chestnut Health Systems
• OSF St Joseph Medical
Center

Intervention 3.5:
Resource/Partners
• Chestnut Health Systems
• District 87
• Home Sweet Home
Ministries
• Illinois State University
Athletic Department
• Illinois State University
Mennonite College of
Nursing
• Illinois Wesleyan
University School of
Nursing & Health Sciences
• Lifelong Access
• OSF St. Joseph Medical
Center

•

Not available

•
•

Intervention 3.6: Expand the medical respite
model in shelter sites in collaboration with
community partners to provide medical services
following hospital encounters (ED visits &
admissions) for people experiencing
homelessness.

IMPACT OBJECTIVE #4
By 2029, Decrease the number of
McLean County residents testing
positive for infectious diseases
(Chlamydia, Gonorrhea, Syphilis,
HIV/AIDS, TB and others).

Intervention 3.6:
Resource/Partners
• Home Sweet Home
Ministries
• Chestnut Health Systems

Intervention 3.3: Outcome
Indicators
• Not available
STRATEGY 4: INCREASE THE CAPACITY OF ORGANIZATIONS PROVIDING STI TESTING & TREATMENT SERVICES TO
LOW-RESOURCED RESIDENTS OF MCLEAN COUNTY.
Intervention 4.1: Expand the number of
organizations providing STI testing to lowresourced McLean County community members.

BASELINE DATA:
•

Intervention 3.6: Process
Indicators
• # of unduplicated patients
receiving respite services at
shelter sites (baseline: to be
established)
• # of respite visits provided by
medical personnel at shelter
sites (baseline: to be
established)

Regional Alternative
School
Unit 5

1,041 Chlamydia cases in 2022
(Illinois Department of Public
Health, IQuery; IPLAN Home,

Intervention 4.1: Process
Indicator
• # of organizations offering STI
testing to lower resourced
McLean County Community
Members (baseline: to be
established)
Intervention 4.1: Outcome
Indicators
• Not available

77

Intervention 4.1:
Resource/Partners
• Carle BroMenn Medical
Center
• Central Illinois Friends
• Chestnut Health Systems
• Community Health Care
Clinic
• McLean County Health
Department

Infectious Disease Indicators;
Chlamydia, Case Counts and
Crude Rates, 2018-2022)
•

•

Intervention 4.2: Increase the number of
individuals in McLean County receiving STI
testing.

221 Gonorrhea cases in 2022 (:
Illinois Department of Public
Health, IQuery; IPLAN Home,
Infectious Disease Indicators;
Gonorrhea, Case counts and
Crude Rates, 2018-2022)

Intervention 4.2: Outcome
Indicators
• Not available

2.9 cases of syphilis per 100,000
population in 2023 (Conduent
Healthy Communities Institute,
National Center for HIV/AIDS,
Viral Hepatitis, STD, and TB
Prevention, 2011 – 2023)

Healthy People 2030
•
•

•
•

Intervention 4.2: Process
•
Indicator
• # of unduplicated patients
(baseline: to be established).
• # of tests performed (baseline:
to be established)

Reduce the syphilis rate in
females — STI‑03
Increase the proportion of
sexually active female
adolescents and young women
who get screened for chlamydia
— STI‑01
Increase knowledge of HIV status
— HIV‑02
Reduce gonorrhea rates in male
adolescents and young men —
STI‑02

78

OSF St. Joseph Medical
Center

•
•
•
•

Reduce pelvic inflammatory
disease in female adolescents
and young women — STI‑07
Reduce the proportion of
adolescents and young adults
with genital herpes — STI‑D01
Reduce the rate of acute
hepatitis B — IID‑11
Increase the proportion of
people who know they have
chronic hepatitis B — IID‑13

IMPACT OBJECTIVE #5: By 2029,
increase the proportion of McLean
County adults indicating they have
access to a physician.
BASELINE DATA:

STRATEGY 5: INCREASE THE CAPACITY OF ORGANIZATIONS PROVIDING PRIMARY CARE SERVICES TO LOWRESOURCED RESIDENTS OF MCLEAN COUNTY.
Intervention 5.1: Increase the number of
providers (physicians or mid-level providers)
accepting and providing primary care services to
lower-resourced community members.

59% of survey respondents indicated
that they have access to a physician
(McLean County Community Health
Survey, 2024)

Healthy People 2030
•

Increase the proportion of adults
who get recommended

79

Intervention 5.1 Process
Indicators:
• # of clinical full-time
equivalents (FTEs) providers
(physicians and mid-level
providers) providing services
to low-resourced McLean
County community members
(baseline: 6.1 (3.5 FTE
Chestnut Health Systems and
2.6 FTE Community Health
Care Clinic in 2018)
• # of patients served and
unique visits through the
Community Health Care Clinic

Intervention 5.1
Resource/Partners
• Chestnut Health Systems
• Community Health Care
Clinic
• Carle BroMenn Medical
Center
• OSF Medical Group
• OSF St. Joseph Medical
Center St. Joseph Family
Medicine Residency

•
•

evidence-based preventive
health care — AHS‑08
Increase the proportion of
people with a usual primary care
provider — AHS‑07
Reduce the proportion of people
who can't get medical care when
they need it — AHS‑04

IMPACT OBJECTIVE #6: By 2029,
increase the number of internships,
residencies and other learning
opportunities for McLean County
students studying healthcare and
related fields.
BASELINE DATA: To be established

•

Intervention 5.1: Outcome
Indicators
• Not available
STRATEGY 6: STRENGTHEN WORKFORCE SUPPLY IN MCLEAN COUNTY TO MEET EVOLVING COMMUNITY NEEDS FOR
MEDICAL, DENTAL, BEHAVIORAL HEALTH AND COMMUNITY RESOURCES.
Intervention 6.1: Increase the number of
internship/residency/structured-learning
opportunities for students in McLean County
working on degrees or certifications in helping
profession-related areas.

Healthy People 2030
•

(baseline: 386 patients in
2024)
# of patients served at
Chestnut Health Systems
Federally Qualified Health
Center [FQHC] (baseline:
2,292 in 2018)

Expand public health pipeline
programs that include service or
experiential learning — PHI‑R02

Intervention 6.1 Process
Indicators:
• # of organizations hosting
students (baseline: to be
established)
• # of unduplicated educational
programs hosted by
participating organizations
(baseline to be established)
• # of students hosted (baseline
to be established)
Intervention 6.1: Outcome
Indicators
• # of students hosted who
transitioned into an employee
(baseline to be established)

80

Intervention 6.1
Resource/Partners
• Behavioral Health
Coordinating Council
• Carle BroMenn Medical
Center
• Chestnut Health Systems
• Community Health Care
Clinic
• Home Sweet Home
Ministries
• Illinois Wesleyan
University School of
Nursing and Health
Sciences
• Integrity Counseling
• McLean County Health
Department
• OSF St. Joseph Medical
Center

•

The Center for Youth and
Family Solutions

Related Efforts
The following organizations received grants for implementation in 2025 for implementation in 2025/2026 or FY26 (May 1, 2025– April 30, 2026) from the
John M. Scott Health Commission. Although the grants are tied to the health priorities selected for the 2022 McLean County Community Health Needs
Assessment, the grant programs will also apply to the 2025 McLean County Community Health Needs Assessment and 2026 – 2028 McLean County
Community Health Improvement Plan as the health priorities are the same.
•
•
•
•
•

The Community Health Care Clinic received funding to support operating costs.
The Community Health Care Clinic received funding to support access to dental care.
The Community Health Care Clinic received funding to support patient medication.
Homes of Hope received funding for dental services support.
West Bloomington Revitalization Project received funding to support their Westside Rides project.

A leader from Carle BroMenn Medical Center and OSF St. Joseph Medical Center will continue to serve on the City of Bloomington’s John M. Scott Health Care
Commission Grants Committee.
Other related efforts:
•

Carle BroMenn Medical Center
o Carle BroMenn Medical Center, in collaboration with the Illinois Breast and Cervical Cancer Program and Prairie State Women's Health, will continue
to offer free, walk-in mammograms to uninsured and underinsured community members.
o Carle BroMenn Medical Center will continue to support one-time assistance needs (transportation, prescription, etc.) for patients.
o Carle BroMenn Medical Center and OSF HealthCare St. Joseph Medical Center will continue to provide support for the Community Health Care Clinic
(CHCC). The CHCC is a free clinic which provides services to the medically underserved population of McLean County to ensure that all populations
in the community have access to healthcare. All emergency room visits, diagnostic testing and hospital services are provided free of charge by Carle
BroMenn Medical Center and OSF HealthCare St. Joseph Medical Center. Carle BroMenn Medical Center also owns the building where the clinic is
located and provides maintenance for the clinic at no charge. OSF provides human resources support for the clinic.
o Carle BroMenn Medical Center will continue to lead the Carle LGBTQIA Community Advisory Council. The council fosters increased access to care by
giving voice to the LGTBQIA community and allies, in order to provide more sensitive and respectful care.
o Carle BroMenn Medical Center will leverage the 340B program to assist uninsured patients with high-cost medications.
o Carle West Physician Group, in collaboration with Illinois Wesleyan University, has been providing operational oversight and management of IWU’s
student health services center. Carle plans to renew this partnership for another three years and will continue to provide management oversight,

81

•

•
•

•

nursing care for basic and immediate care needs and coordinate care with the behavioral health specialist on site and laboratory and emergency
services conducted at on Carle BroMenn’s campus.
Chestnut Health Systems
o Chestnut Health Systems will continue work with OSF St. Joseph Medical Center to streamline the process for referrals of Medicaid patients
receiving services at the Emergency Department or the OSF Prompt Cares reporting no medical home to the Family Medicine Residency clinic
hosted at Chestnut Family Health Center.
o Chestnut Health Systems is investigating leveraging 340B programming to assist uninsured patients with high-cost medications.
o Chestnut Health Systems will continue its strategic initiative to grow dental services for lower resourced McLean County residents and will
investigate mobile dentistry.
o Chestnut Health Systems will continue its strategic initiative to increase the use of the mobile unit in collaboration with other community
partners/agencies.
o Chestnut Health Systems will continue to offer community partners and organizations the use of Chestnut’s 702 West Chestnut Street Community
Health and Wellness rooms to offer health and wellness-related programs for McLean County community members.
McLean County Health Department continues to support access to preventive services, including immunizations and STI-related care, and remains open to
partnerships that expand outreach and service availability within the community.
The Bloomington-Normal Branch of the NAACP
o The Bloomington-Normal Branch of the NAACP plans on developing a check list of questions for people of color to ask their providers.
o The Bloomington-Normal Branch of the NAACP plans on developing and conducting a questionnaire seeking input from people of color to identify
barriers to accessing health care.
o The Bloomington-Normal Branch of the NAACP plans on partnering with community organizations to host the second annual health & wellness fair
at the Juneteenth Celebration.
o The Bloomington-Normal Branch of the NAACP plans on developing and distributing access to care resources, with diverse representation, to the
black and brown community.
o The Bloomington-Normal Branch of the NAACP plans on reaching out to organizations that provide healthcare to partner on ways to increase
recruitment of black and brown health professions.
Central Illinois Friends
o Central Illinois Friends will continue to support assistance needs (transportation, prescription assistance, etc.) for patients.
o Central Illinois Friends will continue to leverage the 340B program to assist uninsured patients with high-cost medications.
o Central Illinois Friends will continue its strategic initiative to increase the use of their mobile unit in collaboration with other community
partners/agencies.
o Central Illinois Friends will continue to support the health navigation needs of patients to assist in identifying local primary care providers and
medical homes.
o Central Illinois Friends will continue to offer telehealth PrEP and gender affirming hormone therapy services to patients with transportation and
other access barriers.

82

•

o Central Illinois Friends will continue to provide low-to-no cost STI testing and treatment to lower resourced McLean County community members.
OSF St. Joseph Medical Center
o OSF St. Joseph Medical Center will continue expanding cancer services to uninsured and underinsured community members, via treatment and
screenings.
o OSF St. Joseph Medical Center will continue to provide medical and behavioral health services through Illinois State University and Illinois Wesleyan
University Athletic Departments.
o OSF St. Joseph Medical Center will expand the Family Medicine Residency program.
o OSF St. Joseph Medical Center will continue to partner with District 87 and Unit 5 Schools to reduce first day of exclusion for students who are
medically non-compliant.
**The Four Organizations comprising the McLean County Executive Steering Committee—Carle BroMenn Medical Center, Chestnut Health Systems, the McLean County
Health Department and OSF St. Joseph Medical Center—are all implied resources/partners for Access to Care.

83

e) Funding for Implementing Interventions
After approval of the 2026 – 2028 McLean County Community Health Improvement Plan, the Access to
Care Priority Action Team will further address funding options, including grant opportunities as they
become available, to address interventions impacting access to care. For several of the activities listed in
the plan, initial funding has been secured, but ongoing funding may be tenuous and sustainability issues
will need to be considered.
Many of these stakeholders have worked together throughout the needs assessment and health plan
development process, making the community better positioned for collaborative efforts, with or
without grants or other funding. In addition, since many of the intervention strategies for this health
priority fall within the mission of some of the priority action team agencies, underpinning efforts
through collaborative programs, activities with other community partners and/or generating letters of
support for grant proposal submissions will be encouraged.
As of 2019, a source of local funding has been available through the John M. Scott Commission Trust,
with the Trust providing grants from one to three years for health-related projects that demonstrate a
connection to the health priorities identified in the current McLean County Community Health Needs
Assessment. Subsequent grant proposals may also consider the concerns and interventions identified in
the 2026 – 2028 McLean County Community Health Improvement Plan.

f) Barriers to Achieving Health Improvements
A list of barriers to achieving health improvements was created during the development of the previous
Community Health Improvement Plan (2017 – 2019). In 2025, discussions during the Access to Care
Priority Action Team meetings identified additional barriers that were added to the existing list. This list
of potential barriers is included below in Exhibit 8.
Exhibit 8: Potential Barriers to Accessing Care in McLean County
Insurance &
Payment

Convenience

Barriers to Care
Clients with insurance may not be able to cover the costs associated with
deductibles, co-pays and out-of-pocket maximums.
No insurance or insurance that does not cover needed care or medications.
Some providers do not accept Medicaid or limit the number of Medicaid
patients they will accept.
Many independent specialty providers do not accept Medicaid or limit the
number of Medicaid patients they will accept.
Some providers require payment at time of service (i.e. full payment or copayment).
Difficulty knowing who primary care provider is when insurance is restrictive or
constantly changing.
Many providers are not open early in the morning, at night or on weekends.
Transit decisions have moved bus stops several blocks away from healthcare
facilities for the under-served.
44
2026-2028 McLean County Community Health Improvement Plan
84

Knowledge &
Awareness

Health
Behaviors

Public transportation to healthcare care facilities may be lacking, unreliable or
inconvenient.
Access to virtual services may be limited by Wi-Fi access or cell plans coverage.
Limited transportation resources for those who live outside of
Bloomington/Normal city limits.
Patients may not be aware of options outside of primary care. (i.e. urgent care,
virtual services, on-call or after-hours nursing).
Cultural differences or language gaps may limit access and/or communications.
Not familiar with primary care provider or primary care setting.
Navigating the healthcare system can be overwhelming or difficult for some
community members, potentially resulting in limited access to care or
coordinated care.
Low-income population may have a greater focus on meeting immediate needs
rather than preventing health issues from occurring down the road; therefore,
making and keeping healthcare-related appointments may be a lower priority.
Lack of emphasis on prevention (versus treatment) by patients, providers and
the community overall.
Lack of awareness of the connection between current behaviors and chronic
disease.

According to the 2024 McLean County Community Health Survey of adults, two percent of McLean
County residents do not have health insurance, and six percent of the general population and ten
percent of the at-risk population report not seeking medical care.
Additional barriers to accessing care were identified through responses to the 2024 McLean County
Community Health Survey of adults who responded that they were unable to access various types of
care in the past year when they needed it. The top three reasons for each type of care are listed below.
•
•
•
•

The top three reasons for not being able to access medical care were: 1) Too long to wait, 2)
Could not afford co-pay and 3) No insurance.
The top three reasons for not being able to access prescription medication were: 1) Could not
afford co-pay 2) No insurance and 3) Pharmacy refused insurance.
The top three reasons for the inability to access dental care were: 1) Could not afford co-pay, 2)
Could not find and 3) Dentist refused insurance.
The top three reasons for the inability to access counseling were: 1) Wait too long, 2) Could not
afford co-pay and 3) Wait too long.

Systems barriers are also present. As healthcare organizations and other entities seek to control costs
and gain efficiencies, the ability to add programs or staff or to adjust service lines is problematic and
creates challenges that are difficult to overcome despite a willingness to change.

g) Evaluation and Monitoring Plan
Within the 2026 – 2028 McLean County Community Health Improvement Plan Summary: Access to Care,
there is an “Annual Evaluation Measures” column that contains both process indicators and outcome
indicators. Each year, with the assistance of the Access to Care Priority Action Team, these indicators
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2026-2028 McLean County Community Health Improvement Plan
85

will be tracked throughout the three-year cycle ending in 2028. The Executive Steering Committee will
be responsible for assuring that the indicator data is being tracked and that it is shared on at least an
annual basis with the McLean County Community Health Council and the priority action team for each
health priority.
Early in 2029, data will be compared to the outcome objectives and impact objectives listed in the 2026
– 2028 McLean County Community Health Improvement Plan Summary: Access to Care, in order to
evaluate and measure progress toward meeting objectives. Through evaluation, accountability will be
increased, modifications to the plan considered and a stronger commitment to improving the health of
McLean County citizens will be communicated to its residents.
The McLean County Community Health Executive Steering Committee reserves the right to amend this
2026 – 2028 McLean County Community Health Improvement Plan as needed to reflect each
organization’s particular role and responsibilities in executing the plan as well as the resources each
organization is committing. In addition, certain significant health needs may become a community
priority during this three-year plan period and require amendments to the strategies developed to
address the emerging significant health need. Other entities or organizations in the community may
develop programs to address the same health needs or joint programs may be adopted. Finally, in
compliance with Internal Revenue Code Section 501(r) requirements for hospitals, Carle BroMenn
Medical Center or OSF St. Joseph Medical Center may refocus the limited resources the organization
committed to the Plan to best serve the community.

V. Health Priority #2: Behavioral Health (Mental
Health and Substance Use)
a) Description of the Health Priority
Mental illnesses are one of the leading causes of disability in the United States. In any given year,
approximately 13 million American adults have a seriously debilitating mental illness. Unstable mental
health can lead to suicide. An individual’s mental health is affected by a combination of factors,
including biology (genes/brain chemistry), life experiences (trauma/abuse) and family history regarding
mental health problems (Conduent Healthy Communities Institute, 2025).
Substance use is a major public health issue that has a strong impact on individuals, families and
communities. The use of illicit drugs, abuse of alcohol and addiction to pharmaceuticals is linked to
health conditions such as heart disease, cancer and liver diseases. Substance use also contributes to a
wide range of social, physical, mental and public health problems such as teenage pregnancy, HIV/AIDs,
sexually transmitted infections, domestic violence, child abuse, motor vehicle crashes, crime, homicide
and suicide (Conduent Healthy Communities Institute, 2025.)
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2026-2028 McLean County Community Health Improvement Plan
86

Because these disorders often occur together, the McLean County Community Health Council chose to
include both in one health priority category: Behavioral Health.
Health Perceptions in McLean County
The 2024 McLean County Community Health Survey asked adult respondents to rate the three most
important health issues in the community. The health issue that was ranked highest was mental health.
It was identified by 24 percent of respondents. It was also selected as the most important health issue
for the 2021 survey. See Exhibit 9 below.
Exhibit 9: Perception of Health Issues in McLean County, 2024

Mental health
Obesity/Overweight

24%
15%

Aging Issues
Dental Health

13%

Diabetes

9%

Cancer

8%

Heart disease

8%

Chronic Pain

6%

Women's Health

6%

Viruses (CV-19)

6%

STIs

3%
2%

0%

5%

10%

15%

20%

25%

Source: McLean County Community Health Survey, 2024.
The 2024 McLean County Community Health survey indicated that 27 percent of respondents reported
that they do not have access to counseling services when needed. This is an increase of 10 percent from
the 2021 survey. The top three reasons for the inability to access counseling are: 1) Wait too long (90%),
2) Could not afford co-pay (65%) and 3) Could not find (49%).
Statistics Supporting Behavioral Health as a Health Priority

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2026-2028 McLean County Community Health Improvement Plan
87

Like many illnesses, early detection and access to outpatient care as well as consistent ongoing
treatment for those with mental health and substance use disorders can improve health outcomes as
well as an individual’s quality of life. Care received in the emergency room may indicate inadequacies in
or the absence of the healthcare received outside of it. In McLean County, emergency room data from
the two local hospitals (Conduent Healthy Communities Institute, Illinois Hospital Association, 2021 2023) and other secondary data provides a snapshot of the consequences of delayed access to care,
inadequate care or insufficient treatment for mental health and substance use disorders.
•

Adolescents/Pediatrics:
o The rate for age-adjusted emergency room visits due to adolescent suicide and
intentional self-inflicted injury in McLean County is 191.0 emergency room visits per
10,000 population 10 - 17 years of age. This is in the worst 25th percentile range (red
indicator) compared to other counties in Illinois and is higher than the Illinois value of
98.9 emergency room visits per 10,000 population 10 – 17 years of age (Conduent
Healthy Communities Institute, Illinois Hospital Association, 2021 – 2023). The rate is
trending unfavorably, in a statistically significant direction (Conduent Healthy
Communities Institute, Illinois Hospital Association, 2016 – 2023). The rate for
Bloomington ZIP code 61701 is 266.2 emergency room visits per 10,000 population 10 –
17 years of age. Like the county rate, this is also in the worst 25th percentile range (red
indicator) compared to other ZIP codes in Illinois.
o The rate for age-adjusted emergency room visits due to pediatric mental health (<18
years) for McLean County is 72.8 emergency room visits per 10,000 population. This is in
the worst 50th to 75th percentile range (yellow indicator) compared to other counties in
Illinois (Conduent Healthy Communities Institute, Illinois Hospital Association, 2021 –
2023). The McLean County value is higher than the Illinois value of 52.7 emergency
room visits per 10,000 population less than 18 years of age, but is trending favorably, in
a statistically significant direction (Conduent Healthy Communities Institute, Illinois
Hospital Association, 2016 – 2023). The rate for Bloomington ZIP code 61701 (127.3
emergency room visits per 10,000 population <18 years) is in the worst 25th percentile
range (red indicator) compared to other ZIP codes in Illinois.

•

Adults:
o The rate for age-adjusted emergency room visits for adults due to suicide and
intentional self-inflicted injury in McLean County is 47.1 emergency room visits per
10,000 population ages 18 years and older (Conduent Healthy Communities Institute,
Illinois Hospital Association, 2021 – 2023). This is in the best 0 - 50th percentile range
(green indicator) compared to other counties in Illinois but is higher than the Illinois
value (39 emergency room visits per 10,000 population 18 + years). The rate is trending
unfavorably, albeit not in a statistically significant direction (Conduent Healthy
Communities Institute, Illinois Hospital Association, 2016 – 2023). The rate for
Bloomington ZIP code 61701 (97.1 emergency room visits per 10,000 population 18
years and older) is in the worst 25th percentile range (red indicator) compared to other
ZIP codes in Illinois.
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2026-2028 McLean County Community Health Improvement Plan
88

o

o

o

o

The age-adjusted death rate due to suicide in McLean County is 12.9 deaths per 100,000
population. This is in the best 0 - 50th percentile range (green indicator) compared to
other counties in the United States but it is higher than the Illinois value (10.9 deaths
per 100,000 population) and does not meet the Healthy People 2030 target (12.8 deaths
per 100,000 population) (Conduent Healthy Communities Institute, Centers for Disease
Control and Prevention, 2018 - 2020). The rate is trending unfavorably in a statistically
significant direction (Conduent Healthy Communities Institute, Centers for Disease
Control and Prevention, 2007 - 2020).
The age-adjusted emergency room rate due to mental health for Bloomington ZIP code
61701 (136.9 emergency room visits per 10,000 population 18+ years) is in the worst
25th percentile range (red indicator) compared to other ZIP codes in Illinois.
The percentage of adults who stated that their mental health was not good 14 or more
days in the past month in McLean County is 17.7 percent (Conduent Healthy
Communities Institute, CDC – Places, 2022). This is in the worst 25th percentile range
(red indicator) compared to other counties in Illinois. The percentages for Bloomington
ZIP code 61701 (18.3 percent) and Saybrook ZIP code 61770 (18.2 percent) are also in
the worst 25th percentile range (red indicator) in comparison to other ZIP codes in
Illinois.
Twenty percent of McLean County Survey respondents reported having depression or
anxiety (McLean County Community Health Survey, 2024).

Since Carle BroMenn Medical Center has the only hospital-based inpatient mental health unit in McLean
County, the need to promote and encourage early access to the available mental health and substance
abuse care and treatment services outside of the hospital is essential and could improve quality of life.
Providing more resources and evidenced-based programs to reduce behavioral health stigma and
improve coping skills may assist McLean County residents to access care and treatment earlier and
decrease substance abuse, which may reduce self-inflicted injuries as well as deaths due to suicide.

b) Chart of Health Priority Risk Factors and Direct/Indirect Contributing Factors
Both the Centers for Disease Control and Prevention and the Substance Abuse and Mental Health
Services Administration acknowledge that mental health and substance use disorders can have social,
psychological and biological components. Intervention strategies could target modifiable factors. Refer
to the chart on the following page for a list of risk factors as well as direct and indirect contributing
factors for the development of behavioral health concerns.

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2026-2028 McLean County Community Health Improvement Plan
89

Health Problem

_

Risk Factor

Direct Contributing Factor

Indirect Contributing Factor

Cultural norms
and social
environment

Peer influence

Familial history
Culture accepting of alcohol
use
Stress

Lack of coping
skills

Adverse childhood
Experiences
Lack of knowledge
Lack of a support system
Poor parenting practices

Relationships

Behavioral
Health

Substance
Use &
Mental
Health

Abuse and neglect
Community
violence/dysfunction
Long wait times

Lack of access to
services

Limited insurance coverage
or no insurance
Few providers
Stigma

Lack of using
available
services/resources

Financial barriers
Cultural norms
Genetic/Hereditary
Addiction

Biological or
chemical imbalance

Physical injuries
Brain trauma

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2026-2028 McLean County Community Health Improvement Plan
90

c) Rationale for Choice as a Health Priority
Behavioral health was selected as a significant health need to be addressed by the McLean County
Community Health Council for several reasons. Behavioral health received the third highest priority
score (143.1), indicating the need for further improvements in this area in McLean County. There are
numerous geographic and racial/ethnic disparities for behavioral health related indicators. In addition,
mental health was rated as the top health issue by 2024 McLean County Community Health Survey
respondents. There has been a great deal of public support and momentum behind behavioral health in
McLean County for the last several years. McLean County is well situated to continue to collaborate on
mental healthcare due to the ongoing efforts of numerous organizations and the support of the McLean
County Government. Behavioral health was also previously selected as a key health priority for the 2016,
2019 and 2022 McLean County Community Health Needs Assessments.
The county is well-situated to collaborate on mental health and substance use due to the ongoing
efforts of numerous organizations, committees, the Behavioral Health Priority Action Team, the Mental
Health Advisory Board and the Behavioral Health Coordinating Council, which together reflect the
community’s commitment at the local, non-profit level as well as the government level. With various
plans in place across individual organizations, programs and county government, it is important that
information is shared at meetings so that a systemic approach to addressing mental health and
substance use needs is pursued and that the 2026 – 2028 McLean County Community Health
Improvement Plan works alongside and supports these plans, including the McLean County Behavioral
Health Coordinating Council 2026 – 2029 Behavioral Health Action Plan.

d) McLean County Community Health Improvement Plan Summary: Behavioral
Health
Behavioral Health has been identified as a priority health issue in community health plans in McLean
County since at least 2012. In addition, in 2015, a Comprehensive Mental Health Action Plan was
developed along with the formation of the Behavioral Health Coordinating Council by the McLean
County Government. From 2012 to 2024, many new programs and services were implemented to
address needs, but much remains to be done.
Significant needs have been noted in both the prevention and treatment areas. The McLean County
Community Health Plan and Needs Assessment (2012 – 2017), as well as the joint plans from 2017 –
2019, 2020 – 2022, and 2023 – 2025 took a preventive approach to addressing mental health and
substance use and endeavored to unite local efforts through the use of coalitions and committees in
order to strengthen the impact of interventions. The newest plan continues to support movement
toward a systemic community approach to addressing behavioral health needs.
The Behavioral Health Priority Action Team, consisting of approximately 54 individuals representing
approximately 20 entities, held a goal-setting meeting on April 17, 2025, in preparation for the
development of the 2026 – 2028 Community Health Implementation Plan. This was followed by
meetings on August 14 and October 9, 2025, to formulate the 2026 – 2028 Behavioral Health
Community Health Improvement Plan Summary, included below.

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2026-2028 McLean County Community Health Improvement Plan
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The Behavioral Health Community Health Improvement Plan for 2026 – 2028 focuses on three key
strategies:
Strategy 1:
• Support educational programs aimed at reducing behavioral health stigma, increasing mental health
awareness and/or improving mental health status.
o Efforts may include the use of evidence-based programs (e.g., Ending the Silence) and
evidence-informed programs (e.g., Mental Health First Aid).
Strategy 2:
• Support drug and alcohol educational programs and collaborative coalitions to increase knowledge
and decrease substance use.
o Efforts may include the use of evidence-based programs (e.g., Too Good for Drugs) and
coordination of Recovery Oriented Systems of Care (ROSC) community-based recovery
services.
Strategy 3:
• Increase access to behavioral health services at various sites within the community.
o Efforts may include a) supporting telepsychiatry, embedded behavioral health in schools, onsite or integrated behavioral health at primary care offices, Frequent Users System
Engagement (FUSE), Central Illinois Bridge Academy, Behavioral Health Urgent Care,
integration of counseling/therapy services for vulnerable populations at various sites in the
community, and b) offering evidence-based programming to address later-life depression
(e.g., PEARLS).
An overview of the goals and objectives to address Behavioral Health are listed below.
High-Level Goal for Behavioral Health: Champion integrated systemic community approaches to behavioral
health and well-being accessible to all by 2029.
•
•

Outcome Objective #1: By 2029, reduce the number of deaths due to suicide and emergency room
visits due to suicide and intentional self-inflicted injury.
Outcome Objective #2: By 2029, reduce the death rate due to drug poisoning and emergency room
visits due to alcohol use.
o Impact Objective #1: By 2029, increase the percent of McLean County residents reporting
good mental health and feeling less sad, depressed, stressed or anxious.
o Impact Objective #2: By 2029, decrease the percent of McLean County residents reporting
heavy or binge drinking and the use of any type of substance.
o Impact Objective #3: By 2029, increase access to behavioral health services in McLean
County.

The following 17 pages (53 – 69) contain the 2026 – 2028 McLean County Community Health Improvement
Plan Summary for Behavioral Health.

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92

McLean County
Community Health Improvement Plan Summary: Behavioral Health
January 1, 2026 - December 31, 2028
HEALTH PRIORITY: BEHAVIORAL HEALTH
GOAL: Champion integrated systemic community approaches to behavioral health and well-being, accessible to all by 2029.
Related Social Drivers of Health: Access to Care; Housing Instability/Quality of Housing
OUTCOME OBJECTIVES: By 2029, reduce the number of deaths due to suicide and emergency room visits due to suicide and intentional self-inflicted injury.
By 2029, reduce the death rate due to drug poisoning and emergency room visits due to alcohol use.
Baseline
• 19 deaths due to suicide, McLean County Coroner’s Office, 2024.
• 47.1 emergency room visits per 10,000 population ages 18 years and older due to suicide and intentional self-inflicted injury (Conduent Healthy Communities
Institute, Illinois Hospital Association, 2021 – 2023).
• 191 emergency room visits per 10,000 population 10 - 17 years of age due to adolescent suicide and self-inflicted injury (Conduent Healthy Communities Institute,
Illinois Hospital Association, 2021 – 2023).
• 14.6 deaths/100,000 population due to drug poisoning (Conduent Healthy Communities Institute, County Health Rankings, 2019 – 2021).
• 48.1 emergency room visits per 10,000 population 18 years and older due to alcohol use (Conduent Healthy Communities Institute, Illinois Hospital Association,
2021 – 2023).
McLean County Behavioral Health Coordinating Council: 2026 – 2028 Behavioral Health Action Plan Alignment
State Health Improvement Plan (SHIP) 2028 Alignment
• Improve the mental health and SUD system’s infrastructure to support and strengthen prevention and treatment.
• Reduce mortality due to mental health conditions and SUD through harm reduction and preventative care strategies.
Healthy People 2030 Alignment
• Improve mental health
• Reduce drug and alcohol addiction
See alignment items noted in the Impact Objective Areas
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2026-2028 McLean County Community Health Improvement Plan
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THREE YEAR MEASURES

STRATEGIES and INTERVENTIONS

IMPACT OBJECTIVE #1:

STRATEGY 1: SUPPORT EDUCATIONAL
PROGRAMS AIMED AT REDUCING
BEHAVIORAL HEALTH STIGMA, INCREASING
MENTAL HEALTH AWARENESS AND/OR
IMPROVING MENTAL HEALTH STATUS.

By 2029, increase the percent of
McLean County residents reporting
good mental health and feeling less
sad, depressed, stressed or anxious.
BASELINE DATA
•

30% of 8th, 10th and 12th grade
students reported feeling so sad
or hopeless almost every day for
two weeks or more in a row that
they stopped doing some usual
activities (Illinois Youth Survey,
2024)

•

Residents reported that their
mental health was not good 4.4
days in the past 30 days (County
Health Rankings, 2021)

•

19% of survey respondents
reported their overall mental
health as good (McLean County
Community Health Survey, 2024)

•

30% of survey respondents
reported feeling depressed for 3
or more days in the 30 days prior

ANNUAL EVALUATION MEASURES

Intervention 1.1: Offer Mental Health First
Aid (MHFA) courses to the community
(evidence- based program).
Evidence:
https://www.countyhealthrankings.org/takeaction-to-improve-health/what-works-forhealth/policies/mental-health-first-aid

Intervention 1.1: Process Indicators
• # of MHFA courses sponsored by Carle
BroMenn Medical Center in collaboration
with the McLean County Health
Department (baseline: 3 courses –McLean
County MHFA Collaborative, 2024)
• # of MHFA courses sponsored by OSF St.
Joseph Medical Center in collaboration
with the McLean County Health
Department (baseline: 4 courses– McLean
County MHFA Collaborative, 2024)
• # of MHFA courses offered by the Center
for Human Services (baseline to be
established)
• # of MHFA courses offered by the Regional
Office of Education #17
(3 Youth MHFA courses and 1 Teen MHFA
course, 2024)
• # of courses offered by District 87
(3 Youth MHFA courses, 2024)
• # of McLean County community members
trained in MHFA per year (baseline: 278
community members; 152 through MHFA
collaborative, 36 through District 87 and 90

POTENTIAL
RESOURCES/PARTNERS*

Intervention 1.1:
Resources/Partners
• Carle BroMenn Medical
Center
• Center for Human
Services
• Chestnut Health
Systems
• District 87
• Illinois State University
• Illinois Wesleyan
University
• McLean County
employers
• McLean County faith
community
• McLean County Health
Department
• McLean County schools
• OSF St. Joseph Medical
Center
• Project Oz

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•

to the survey (McLean County
Community Health Survey, 2024)

through ROE. #17 (includes 22 students
trained in Teen MFHA)

25% of survey respondents
reported feeling stressed or
anxious for 3 or more days in the
30 days prior to the survey
(McLean County Community
Health Survey, 2024)

Intervention 1.1: Outcome Indicators
• % of MHFA course participants that “may”
or are “very likely ” post MHFA training to
have a supportive conversation with an
adult experiencing signs and symptoms of a
mental health or substance use challenge
or crisis (baseline: to be established)
• % of MHFA course participants that report
that they would not find it difficult at all or
only somewhat difficult to “refer…
someone showing signs & symptoms of a
mental health or substance use
challenge(s) to a health professional.
• % of MHFA course participants report they
Agree or Strongly agree that “Currently, I
am confident that I can: Ask anyone
directly whether they are considering killing
themselves.”

•

Healthy People 2030
•

•

•

•

•

•

Increase the proportion of
children and adolescents who get
preventive mental health care in
school — EMC‑D06
Increase the proportion of
trauma-informed early childcare
settings and elementary and
secondary schools — AH‑D01
Increase the proportion of
children and adolescents with
symptoms of trauma who get
treatment — AH‑D02
Increase the proportion of
children and adolescents who
show resilience to challenges and
stress — EMC‑D07
Increase the proportion of
children with mental health
problems who get treatment —
MHMD‑03

Intervention 1.2: Offer National Alliance on
Mental Health (NAMI) Ending the Silence in
McLean County public schools (evidencebased program).
Evidence:
https://www.countyhealthrankings.org/takeaction-to-improve-health/what-works-for-

Intervention 1.2: Process Indicators
• # of public schools in McLean County where
Ending the Silence is implemented
(baseline: 19 public schools, Project Oz,
2024)
• # of students in McLean County public
schools participating in Ending the Silence
(baseline: 3,180 students, Project Oz, 2024)

Regional Office of
Education (ROE) #17
Unit 5

Intervention 1.2:
Resources/Partners
• Central Catholic High
School
• International Interior
Design Association
• McLean County Health
Department

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2026-2028 McLean County Community Health Improvement Plan
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•

•

•
•
•

health/policies/universal-school-basedIncrease the proportion of
children and adolescents who get suicide-awareness-education-programs
appropriate treatment for
anxiety or depression —
EMC‑D04
Increase the proportion of
children and adolescents who get
appropriate treatment for
behavior problems — EMC‑D05
Reduce emergency department
visits for nonfatal intentional
self-harm injuries — IVP‑19
Reduce the suicide rate —
MHMD‑01
Reduce drug overdose deaths —
SU‑03

IMPACT OBJECTIVE #2:
By 2029, decrease the percent of
McLean County residents reporting
heavy or binge drinking and the use
of any type of substance.
BASELINE DATA

Intervention 1.2: Outcome Indicators
• % of Ending the Silence student participants
agreeing with the following statement, “As a
result of this presentation, I know how to
help myself or a friend if I notice any of the
warning signs” (baseline: 93% of students,
Project Oz, 2024)
• % of Ending the Silence student participants
agreeing with the following statement, “I
know the early warning signs of mental
illness” (baseline: 93% of students, Project
Oz, 2024)
• % of students reaching out for help as a
direct result of Ending the Silence
presentations (baseline: 14% of students
who completed an evaluation, Project Oz,
2024)

•

Intervention 2.1: Process Indicators
• # of public-school districts in McLean County
where Too Good for Drugs is implemented
(baseline: 7 public school districts, Project
Oz, 2024)

Intervention 2.1:
Resources/Partners
• Illinois Department of
Human Services
• McLean County Board
of Health

•
•

•
•
•
•

McLean County
Juvenile Detention
Center
McLean County public
school districts
National Alliance on
Mental Illness (NAMI)
NAMI Mid Central
Illinois
Project Oz
Regional Alternative
School
Trinity Lutheran School
University High School

STRATEGY 2: SUPPORT DRUG AND
ALCOHOL EDUCATIONAL PROGRAMS and
COLLABORATIVE COALITIONS TO INCREASE
KNOWLEDGE AND DECREASE SUBSTANCE
USE.
Intervention 2.1: Offer Too Good for Drugs
in McLean County public schools (evidencebased program).
Evidence:

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2026-2028 McLean County Community Health Improvement Plan
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•

18.3% of adults reported heavy
or binge drinking (County Health
Rankings, 2021)

•

12% of survey respondents
reported using marijuana one or
more times/day (McLean County
Community Health Survey, 2024)

•

26% of survey respondents
reported having an alcoholic
drink one or more times/day
(McLean County Community
Health Survey, 2024)

•

5% of survey respondents
reported the use of illegal
substances one or more
times/day (McLean County
Community Health Survey, 2024)

•

7% of survey respondents
reported the improper use of
prescription medication one or
more times/day (McLean County
Community Health Survey, 2024)

•

24% of 12th grade students
reported that they drank alcohol
during the 30 days prior to the
survey (Illinois Youth Survey,
2024)

http://www.toogoodprograms.org/toogood/evidence-base/

Intervention 2.2: Coordinate Recovery
Oriented Systems of Care (ROSC)
community-based recovery services in
McLean County for the following behavioral
health areas: Behavioral Health & Wellness,
Sober Living, Spirituality, Recovery
Recreation, Diversity in Recovery and
various activities organized by the McLean
County ROSC.
Evidence:
Strategic Prevention Framework | SAMHSA
William White Papers | Chestnut Health
Systems

• # of students in McLean County public
schools participating in Too Good for Drugs
(baseline: 2,923 Project Oz, 2024)

•

Intervention 2.1: Outcome Indicator(s)
• Average improvement in student pre and
post–test scores for Too Good for Drugs
(baseline: +3.1, Project Oz, 2024)
Intervention 2.2: Process Indicators
• # of community sectors participating in
ROSC council meetings. (baseline: 13
community sectors, 2025)
• # of community agencies participating
in ROSC council meetings (baseline: 44
community agencies, 2025)
• # of outreach events attended
(baseline: 9 events, 2024)
• # of unduplicated participants served
during outreach events (baseline: 106
unduplicated participants, 2024)
• # of NARCAN boxes distributed
(baseline: 600 individual boxes, 2024)
• # of outreach materials distributed
(baseline: 1,200 materials, 2024)

•

Intervention 2.2: Outcome Indicator(s)
• Substance use and mental health
stigma reduction
• Increased knowledge/awareness of
substance use resources and how to
access

•

McLean County Health
Department
McLean County public
school districts
Project Oz

Intervention 2.2:
Resources/Partners
• A New Horizon RCC
• Allies Against
Trafficking
• Bloomington Housing
Authority
• Bloomington Police
Department
• Bloomington-Normal
Libraries
• Bridgeway
• Carle BroMenn Medical
Center
• Center for Human
Services
• Chestnut Health
Systems
• Children’s Home + Aid
• City of Bloomington Township
• Community Health Care
Clinic
• Cruisin’ Outta Poverty
Services
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2026-2028 McLean County Community Health Improvement Plan
97

•

•

12% of 12th grade students
reported using marijuana 1 or
more times in the past 30 days
(Illinois Youth Survey, 2024)

•

•
•
•
•
•
•
•

•
•
•
•
•

Healthy People 2030
•

Increased knowledge/awareness of
harm reduction services and supports

Increase the proportion of
adolescents who think substance
abuse is risky — SU‑R01
Reduce the proportion of people
under 21 years who engaged in
binge drinking in the past month
— SU‑09
Reduce the proportion of
adolescents who drank alcohol in
the past month — SU‑04
Reduce the proportion of
adolescents who used drugs in
the past month — SU‑05
Reduce the proportion of
adolescents who used marijuana
in the past month — SU‑06
Reduce current tobacco use in
adolescents — TU‑04
Reduce current e-cigarette use in
adolescents — TU‑05
Reduce current cigarette
smoking in adolescents — TU‑06
Reduce current cigar smoking in
adolescents — TU‑07

•
•

•
•
•
•
•
•
•
•
•
•
•
•
•

Family Community
Resource Center
Gateway Foundation
Heartland Community
College
Heartlife Ministries
Illinois Coalition to End
Permanent
Punishments
Illinois Department of
Mental Health
Illinois Department of
Substance Use
Prevention and
Recovery
Integrity Counseling
Illinois State University
Joy Care Center/Jobs
Partnership
Labyrinth House
LifeCil
Lifelong Access
Living Well United
McLean County Health
Department
Mid Central Community
Action
NAACP
NAMI
Normal Police
Department
OMNI Youth Services
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2026-2028 McLean County Community Health Improvement Plan
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•
•
•
•
•
•

•
•
•
•

Reduce current use of smokeless
tobacco products among
adolescents — TU‑08
Eliminate cigarette smoking
initiation in adolescents and
young adults — TU‑10
Reduce the proportion of people
who had alcohol use disorder in
the past year — SU‑13
Reduce the proportion of people
who had opioid use disorder in
the past year — SU‑18
Reduce the proportion of people
who had marijuana use disorder
in the past year — SU‑14
Reduce the proportion of people
who had drug use disorder in the
past year — SU‑15

IMPACT OBJECTIVE #3
By 2029, increase access to
behavioral health services in
McLean County.

•
•
•
•
•
•
•

STRATEGY 3: INCREASE ACCESS TO
BEHAVIORAL HEALTH SERVICES AT VARIOUS
SITES WITHIN THE COMMUNITY.

BASELINE DATA

Intervention 3.1: Support on-site or
integrated behavioral health at primary care
offices.

•

Evidence:

27% of McLean County residents
reported that they needed
counseling and were not able to
get it (McLean County
Community Health Survey, 2024)

Oxford House
PATH
Prairie Pride Coalition
Prairie State Legal
Services
Project Oz
Salvation Army
Synergy Home Care
Treatment Alternatives
for Safe Communities
(TASC)
Veterans Treatment
Court
Wayman AME Church
YWCA

https://www.countyhealthrankings.org/takeaction-to-improve-health/what-works-for-

Intervention 3.1: Process Indicators
• # of organizations that have integrated or
co-located behavioral health services at
primary care locations (baseline: 3
organizations - Chestnut Family Health
Center, OSF Medical Group Primary Care
offices and Center for Youth and Family
Solutions at the Community Health Care
Clinic)

Intervention 3.1:
Resources/Partners
• Center for Youth and
Family Solutions
• Chestnut Family Health
Center
• Community Health Care
Clinic
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2026-2028 McLean County Community Health Improvement Plan
99

Healthy People 2030

health/policies/behavioral-health-primarycare-integration

•

Intervention 3.2: Support telepsychiatry.

•
•
•

•
•

•

•

Increase the ability of primary
care and behavioral health
professionals to provide more
high-quality care to patients who
need it — AHS‑R01
Increase the use of telehealth to
improve access to health services
— AHS‑R02
Increase the proportion of adults
with serious mental illness who
get treatment — MHMD‑04
Increase the proportion of
homeless adults with mental
health problems who get mental
health services — MHMD‑R01
Increase the proportion of adults
with serious mental illness who
get treatment — MHMD‑04
Increase the proportion of
people with substance use and
mental health disorders who get
treatment for both — MHMD‑07
Increase the proportion of
people who need alcohol and/or
drug treatment who got
treatment in the past year —
SU‑01
Increase the proportion of public
schools with a counselor, social

Evidence :
https://www.countyhealthrankings.org/takeaction-to-improve-health/what-works-forhealth/policies/telemental-health-services

•
Intervention 3.1: Outcome Indicators
• Not available
Intervention 3.2: Process Indicators
• # of sites where telepsychiatry is available
(baseline: 5 sites, 2024)
• # of individuals receiving services via
telepsychiatry (baseline: Total of at least
1,857 individuals, 2024 – some data not
available by individual)
Intervention 3.2: Outcome Indicator(s)
• Not available

Intervention 3.3: Support Frequent Users
System Engagement (FUSE).
FUSE is a program designed to break the
cycle of homelessness and crisis among
individuals with complex medical and
behavioral health challenges who are
intersecting the justice, homeless or
emergency systems of care frequently.

Intervention 3.3: Process Indicators
• # of FUSE participants (baseline: 37
participants, McLean County Government,
2024)
Intervention 3.3: Outcome Indicators
• Decrease in average # mental health
emergency room contacts pre-FUSE (18
months prior to joining FUSE) versus postFUSE (baseline: average of 3.1 mental
health emergency room contacts pre-FUSE
versus 1 contact post-FUSE, McLean County
Government, 2024)
• Reduction in average # of justice contacts
pre-FUSE (18 months prior to joining FUSE)
versus post-FUSE (baseline: average of 3.3
justice contacts pre-FUSE versus .36 justice
contacts post-FUSE, McLean County
Government, 2024)

Evidence:
https://www.csh.org/fuse/

OSF Medical Group
Primary Care Offices

Intervention 3.2:
Resources/Partners
• Carle BroMenn Medical
Center
• Chestnut Health
Systems
• McLean County
Government
• McLean County Jail
• OSF St. Joseph Medical
Center
Intervention 3.3:
Resources/Partners
• Bloomington Housing
Authority
• Bloomington Illinois
Secretary of State
Facility
• Bloomington Police
Department
• Carle BroMenn Medical
Center
• Center for Human
Services
• Center for Human
Services
• Chestnut Health
Systems
• Department of Human
Services (Bloomington)
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2026-2028 McLean County Community Health Improvement Plan
100

•
•

•

•

•

•

•

•

worker, and psychologist —
AH‑R09
Increase the proportion of adults
with depression who get
treatment — MHMD‑05
Increase the proportion of
trauma-informed early childcare
settings and elementary and
secondary schools — AH‑D01
Increase the proportion of
children and adolescents with
symptoms of trauma who get
treatment — AH‑D02
Increase the proportion of
children and adolescents who
show resilience to challenges and
stress — EMC‑D07
Increase the proportion of
children and adolescents with
ADHD who get appropriate
treatment — EMC‑04
Increase the proportion of
children with mental health
problems who get treatment —
MHMD‑03
Increase the proportion of
children and adolescents who get
appropriate treatment for
anxiety or depression —
EMC‑D04

Decrease in average # of shelter bed
contacts pre-FUSE (18 months prior to
joining FUSE) versus post-FUSE (baseline:
average of 1.4 shelter bed contacts preFUSE versus .38 shelter bed contacts postFUSE, McLean County Government, 2024)

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

God’s Mission Ministry
Home Sweet Home
Ministries
Illinois State University
Police Department
JOLT
McLean County Court
Services
McLean County
Government
McLean County Jail
McLean County Public
Defender’s Office
McLean County Sheriff
Mid Central Community
Action
Normal Police
Department
OSF St. Joseph Medical
Center
PATH
Prairie State Legal
Services
Recycling Furniture for
Families
Re-entry Council
Salvation Army
Treatment Alternatives
for Safe Communities
(TASC)

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2026-2028 McLean County Community Health Improvement Plan
101

•

Increase the proportion of
children and adolescents who get
appropriate treatment for
behavior problems — EMC‑D05

•

Intervention 3.4: Support Behavioral Health
Urgent Care.

U.S. Social Security
Administration
(Normal)

Intervention 3.4: Process Indicators
• # of clients served (baseline: 161 clients,
McLean County Center for Human Services,
Behavioral Health Urgent Care is a walk-in
2024)
option for individuals experiencing a
• Total # of encounters (baseline: 698
behavioral health crisis.
encounters, McLean County Center for
Human Services, 2024)
Evidence:
• Average number of encounters per client
(baseline: 4.34 services, McLean County
https://www.nlc.org/resource/triage-centersCenter for Human Services, 2024)
as-alternatives-to-jail-for-people-inbehavioral-health-crises/
Intervention 3.4: Outcome Indicator(s)
• % of client interactions that do not result in
https://www.gjcpp.org/pdfs/2013-007-finala psychiatric hospitalization (baseline:
20130930.pdf
96.7%, McLean County Center for Human
Services, 2024)
• % of client interactions that do not result in
law enforcement involvement post initial
hand-off (100%, McLean County Center for
Human Services, 2024)

Intervention 3.4:
Resources/Partners
• Center for Human
Services

Intervention 3.5: Offer PEARLS to McLean
County Older Adults in the home.

Intervention 3.5:
Resources/Partners
• CCSI Case Coordination
LLC
• East Central Illinois
Area Agency on Aging

The Program to Encourage Active, Rewarding
Lives (PEARLS) is a national evidence-based
program for late-life depression.
PEARLS brings high quality mental health care
into community-based settings that reach
vulnerable older adults.

Intervention 3.5: Process Indicators
• # of persons served (baseline: 54 older
adults, CCSI Case Coordination LLC, FY2021)
• # of units/hours for individuals in PEARLS
(657 units/hours, CCSI Case Coordination
LLC, FY2021)
Intervention 3.5: Outcome Indicator(s)

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2026-2028 McLean County Community Health Improvement Plan
102

•
Evidence:
https://depts.washington.edu/hprc/evidence
-based-programs/pearls-program/pearlsevidence/
Intervention 3.6: Support Embedded
Behavioral Health in Schools.
Defined as a community agency providing
services through a school setting in McLean
County. Community agency can bill Medicaid
or Medicare.

Average PHQ-9 score pre-PEARLS versus six
months post PEARLS (baseline to be
established)

Intervention 3.6: Process Indicators
• Number of school districts with embedded
behavioral health in schools
(baseline: 5 school districts, Center for
Human Services and Chestnut Health
Systems, 2024)
• Number of students receiving counseling
services in school setting through
Embedded Behavioral Health in Schools
(baseline: 849 students, Center for Human
Services and Chestnut Health Systems,
2024)
Intervention 3.6: Outcome Indicators
• Not available

Intervention 3.7: Support Central Illinois
Bridge Academy.
Central Illinois Bridge Academy is a
specialized alternative educational program
under ROE #17 to serve adolescents in 6th
through 12th grade with internalizing mental
health concerns at risk for hospitalization,
returning from hospitalization, or utilizing
significant resources that exceed their
school's ability. Students attend for full days,

Intervention 3.7: Process Indicators
• The number of students served by Bridge
Academy (baseline: 2023 – 2024 school
year: 30 students served; 2024 – 2025
school year: 21 students enrolled on first
day of school, 30 students enrolled (as of
January 10, 2025), Regional Office of
Education #17, 2024
• The number of school districts and/or
schools served within ROE (baseline: 7
districts served as of January 10, 2025; 8

Intervention 3.6:
Resources/Partners
• Bloomington District 87
• Center for Human
Services
• Chestnut Health
Systems
• Lexington CUSD #7
• McLean County Unit
District #5
• Olympia CUSD #16
• Ridgeview CUSD #19
• Tri-Valley CUSD #3

Intervention 3.7:
Resources/Partners
•

•

Original training
resources for staff; The
Baby Fold, Mental
Health First Aid
Collaborative and
Lifelong Access
All districts within ROE
#17 counties (DeWitt,
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2026-2028 McLean County Community Health Improvement Plan
103

meet state standards for their academics
through project-based learning, with full
access to case managers, a therapist and
sensory room onsite, as well as community
connections for ongoing resources.

districts served within 2024 – 2025 school
year, 13 total districts served since opening
Fall 2022, Regional Office of Education #17,
2024)
Intervention 3.7: Outcome Indicators

Evidence:

•
•
•

•

https://safesupportivelearning.ed.gov/sites/defau
lt/files/13-ImpSchMnHlthSprtBtPrt-508_0.pdf
https://store.samhsa.gov/sites/default/files/d7/pr
iv/pep19-school-guide.pdf
https://oschool.org/

Intervention 3.8: Support integration of
counseling/therapy services for vulnerable
populations at various sites in the
community.
The Center for Youth and Family Solutions
provides counseling services that are traumainformed, strengths-based, and family

The average percentage of full-day
attendance pre-Bridge Academy
enrollment versus post Bridge Academy
enrollment (baseline: 47% pre-Bridge
Academy versus 75% post-Bridge Academy;
18 students remained the same or had an
increase in attendance compared to prior
year attendance (pre-Bridge Academy
attendance data not available for 12
students). Students who had a decrease in
attendance rate was due to hospitalization
impacting dates in attendance, Regional
Office of Education #17, 2024)
• Behavioral Assessment System for Children
3rd Edition (BASC – 3) scores upon
enrollment at Bridge Academy versus oneyear post-Bridge Academy enrollment
(baseline: to be established)
Intervention 3.8: Process Indicators
• # of individuals receiving counseling
services at the Community Health Care
Clinic
• # of individuals receiving counseling
services at Home Sweet Home Ministries

Livingston, Logan and
McLean)
Lifelong Access
Community social
service agencies
Harmonium Music
Therapy, LLC

Intervention 3.8
Resources/Partners
• Center for Youth and
Family Solutions
• Community Health Care
Clinic
• Evergreen Senior Living
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2026-2028 McLean County Community Health Improvement Plan
104

focused. Feedback Informed Therapy, an
evidenced based practice, is utilized to
increase engagement and track outcomes.

•

Evidence:

Intervention 3.8: Outcome Indicators
• % of clients experiencing improvement in
their overall sense of well-being and
functioning
• % of clients who report feeling heard,
understood, and respected in the
therapeutic relationship

Using Formal Client Feedback to Improve
Retention and Outcome: Making Ongoing,
Real-Time Assessment Feasible.
https://scottdmiller.com/wpcontent/uploads/1%20Using%20Formal%20C
lient%20Feedback.pdf

# of seniors receiving counseling services at
assisted living, congregate care, or in-home
setting.

•
•
•

Home Sweet Home
Ministries
Luther Oaks
McLean County Health
Department

RELATED IMPROVEMENT PLAN EFFORTS
The following organizations received grants for implementation in 2025 for implementation in 2025/2026 or FY26 (May 1, 2025– April 30, 2026) from the John M.
Scott Health Commission. Although the grants are tied to the health priorities selected for the 2022 McLean County Community Health Needs Assessment, the
grant programs will also apply to the 2025 McLean County Community Health Needs Assessment and 2026 – 2028 McLean County Community Health
Improvement Plan as the health priorities are the same.
•
•
•
•
•
•

Project Oz received a grant for its Transitional Living Program for homeless youth.
Youthbuild of McLean County received a grant for mental health services and interventions.
The Boys & Girls Club of Bloomington-Normal received a grant to support mental health services to children.
The Center for Youth and Family Solutions received a grant to support child, adolescent and family behavioral health services.
Integrity Counseling received a grant to support mental health services to the uninsured and underinsured.
The Girls Scouts of Central Illinois received a grant for behavioral health support.

A leader from Carle BroMenn Medical Center and OSF St. Joseph Medical Center will continue to serve on the City of Bloomington’s John M. Scott Health Care
Commission Grants Committee.
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Other related efforts:
•

•

•

•

Carle Behavioral Health Bloomington and United Way of McLean County plan on continuing their partnership entitled ThriveMind to increase rural access to
behavioral health services for kindergarten through twelfth grade students, who do not readily have access to these services, in Olympia, Ridgeview and
Lexington schools. As a part of the collaboration, students are able to receive counseling services at no charge and without a limit on the number of services
received.
Carle BroMenn Medical Center
o Carle BroMenn will continue to partner with National Youth Advocate Program for the Front Door Diversion Program (FDDP). FDDP empowers
individuals who are being considered for possible long-term mental health care with a community-living option following hospital discharge. FDDP
assists and transitions individuals into independence while offering supportive community programming that best fits their needs as an alternative to
long-term care facilities. S
o Carle BroMenn will continue to offer the Adult Mental Health Day Program, which consists of three levels of care: Partial Hospitalization Program
(PHP), Intensive Outpatient program (IOP) and Continuing Care. PHP and IOP are structured, group-based outpatient programs that incorporate group
counseling, psychoeducation, and individualized recovery planning through Wellness Recovery Action Plans (WRAPS). Continuing Care provides stepdown support, allowing patients to sustain recovery by continuing to implement and refine their WRAPS.
o Carle BroMenn, in partnership with Cook County, the State of Illinois and McLean County courts, will support the Assisted Outpatient Therapy (adult
psychiatry/care management) (AOT) pilot program for McLean County. The pilot will expand the successful use of court ordered outpatient behavioral
health treatment. Court ordered outpatient treatment is an underutilized resource in the State of Illinois; this program will create models that can be
expanded and replicated in other Illinois counties.
Project Oz
o Project Oz will continue to have Restorative School Counselors in local public schools. School counselors offer individual counseling/mentoring, family
outreach, and training and leadership through Restorative Practices. The program helps students succeed in school, resolve conflicts, overcome
challenges and build positive community connections. Currently there are counselors in the following schools: Normal Community High School,
Normal West High School, Bloomington High School, Bloomington Junior High School, Sheridan Elementary School and Irving Elementary School.
o Project Oz will continue to provide print and electronic documents for parents and caregivers of youth dealing with mental health challenges.
o Project Oz will continue to conduct virtual and in-person presentations in community settings to assist individuals in addressing youth mental health
concerns.
Chestnut Health Systems
o Chestnut Health Systems will work with local community collaborators to expand outpatient and intensive outpatient substance use treatment
programming for adolescents and young adults.
o Chestnut Health Systems will investigate leveraging 340B to assist uninsured patients with high-cost medications for behavioral-health related
conditions.

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o

•

•

•

•
•

Chestnut Health Systems will continue to offer on-site pharmacy services through Genoa Healthcare to assist in removing transportation as a barrier
to accessing pharmacy services for those receiving services.
o Chestnut Health Systems will continue to provide domestic violence intervention programs for both those who have committed and survived acts of
domestic abuse utilizing evidence based treatment protocols that comply with the Illinois Protocol for Partner Abuse Intervention Programs.
o Chestnut Health Systems will continue to collaborate with local community partners to provide specialized programming for court-involved
community members.
o Chestnut Health Systems will continue to offer training on overdose prevention education and proper use of Naloxone.
o Chestnut Health Systems will continue to provide access to and distribute Naloxone throughout McLean County.
McLean County’s Behavioral Health Coordination department, supported by the Mental Health and Public Safety Fund, will continue to coordinate efforts
between public and private entities for the support of community behavioral health initiatives, as supported by the Behavioral (Mental) Health Action Plan.
This includes providing administrative support to the Behavioral Health Coordinating Council (BHCC), administering programs or initiatives like the Children’s
Mental Health Initiative System of Care Grant (ends October 2027) and providing local funding opportunities for behavioral health initiatives to the
community, including initiatives aimed at increasing access. Both the BHCC and the System of Care Council have identified access to behavioral health care as
an important category for growth in McLean County and are exploring a multi-stage, robust assessment of access to behavioral health care in McLean County
in 2026.
Heartland Community College will continue to offer the Certified Recovery Support Specialist (CRSS) program during the three-year period of this 2026 – 2028
McLean County Community Health Improvement Plan. This unique certificate program prepares students for entry-level positions as a recovery support
specialist, specifically in substance abuse and mental health recovery. Through a combination of academic courses, practical experience, and professional
training, students learn how to facilitate recovery, build resilience of people in recovery, and use principles to guide ethical decision-making. Upon
completion, students demonstrate competency in advocacy, mentoring and education, professional responsibility, recovery support and wellness skills.
BN Parents, a prevention coalition consisting of community sectors whose mission is to work to improve parent/teen communication to reduce risks during
the teen years, will continue to provide and support multiple educational prevention campaigns to several target populations. Campaigns include: Parents
Make a Difference (for parents of Bloomington-Normal students with a goal to educate, inform and empower parents to assist their students in making the
best decisions around alcohol, marijuana, and other substances); Always Unstoppable (targeted toward high school students in BloomingtonNormal Schools
encouraging them to recognize their strengths and help to make healthy decisions regarding substance use); Becoming Unstoppable (campaign focused
towards junior high students in Bloomington-Normal, supporting them in positive decision making). Chestnut Health Systems is the fiscal agent for these
projects. Through the Partnership for Success Federal Project, supportive efforts have been expanded to the local college communities and local elementary
schools in the Bloomington-Normal community.
PATH will continue to offer PATH Pals, a children’s mental health program that uses puppetry and storytelling to promote emotional well-being. The program
helps children identify and express emotions, reinforces that they are not alone, and provides caregivers and educators with tools to support healthy
development.
McLean County Unit 5

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o

•
•

•
•

•

Unit 5 will continue to offer telehealth therapy services through Daybreak for students and families regardless of insurance status. The Daybreak care
programs are personalized to an individual’s unique needs.
o Unit 5 will continue to partner with the Illinois State University School Psychology program to expand social-emotional supports for students and
contribute to the pipeline of future school-based mental health providers.
District 87 will continue to offer virtual mental health services through Cartwheel for students and families.
The Center for Human Services (CHS)
o CHS will offer an outpatient fitness restoration program to increase prompt access to clinically appropriate outpatient fitness restoration services for
adults and juveniles determined to be unfit to stand trial (UST) who do not require the restrictiveness of a hospital setting, and to monitor and report the
progress and/or fitness to the courts for individuals who are found UST or not guilty by reason of insanity (NGRI).
o CHS will continue to receive referrals from PATH for clients who meet the criteria for permanent supported housing/rapid rehousing and assist clients
in locating housing in the community.
o CHS will continue to offer The Recovery Community Center (RCC). RCC is a peer-driven, person-centered program that offers recovery support
services for those with a substance use disorder or co-occurring disorder. These services are available to individuals and/or their families, significant
others, and allies. Services may include employment coaching, peer coaching, recovery coaching, recovery skills, and spiritual support. The RCC also
provides education on mental health awareness training to the community.
Brightpoint will continue to offer Healing Beyond Violence. This program provides counseling services to children and youth, ages 0-18, who have been
exposed to domestic violence. Staff members work with children and their safe caregivers to grow their attachment and heal beyond violence. Case
management is also offered to help families with stressors or barriers so they can focus on their healing.
CCSI Case Coordination LLC
o CCSI Case Coordination LLC, funded through the East Central Illinois Area Agency on Aging, will continue to offer Caregiver Advisory services which
includes grandparents or relatives raising minor children. TCARE is a caregiver assessment and referral tool to identify stressors and provide
personalized support plans. The goal is to prevent burnout in caregivers of older adults and families caring for minor children that are not biologically
their own. Through a TCARE assessment with a caregiver advisor, participants receive validation of their identity as a caregiver and connect with
resources like counseling, support groups, training & education, or respite services, ensuring they can better manage their role and well-being.
o CCSI Case Coordination, funded through the East Central Illinois Area Agency on Aging, will continue to offer Stress Busters for Family Caregivers. This
is an evidence-based, 9-week training series for informal family caregivers of individuals with Alzheimer's or related dementias, equipping them with
vital knowledge, skills, and self-care strategies. This healthy aging program was developed through research at the University of Texas Health Science
Center, San Antonio and has measurable positive health outcomes for those participants who complete the class.
The Bloomington-Normal Branch of the NAACP
o The Bloomington-Normal Branch of the NAACP plans on encouraging and promoting the usage of puzzles, walks, and other activities associated with
brain health.
o The Bloomington-Normal Branch of the NAACP plans on offering sessions on the power of laughter, affirmation statements and motivational reading
or audio-visual materials.
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•

•

Girls Scouts Central Illinois plans on offering the Mental Wellness Patch Program. The national organization, GSUSA, introduced its Mental Wellness patch
program, made possible by the HCA Healthcare Foundation and developed in collaboration with the National Alliance on Mental Illness (NAMI), which GSCI
promotes to the Council’s 10,000 Girl Scouts and 3,000 adult volunteers. This new Girl Scouts patch program reminds girls that they are never alone in facing
challenges and further invites them to dive into and understand their emotions. They do this by participating in activities, such as making art or writing poetry,
that foster resilience and help them to better understand their world. With free activity sheets and facilitator guides online, this initiative supports the wellbeing of Girl Scouts – and all girls – grades 4-12, as they learn about their emotions, find their voices, and learn ways to support each other and themselves.
OSF Healthcare will continue to expand access to behavioral health services by recruiting additional providers, monitoring community needs, and
collaborating with local partners to strengthen the behavioral health network.

*The four organizations comprising the McLean County Executive Steering Committee—Carle BroMenn Medical Center, Chestnut Health Systems, the McLean County
Health Department and OSF St. Joseph Medical Center—are all implied resources/partners for Behavioral Health.

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e) Funding for Implementing Interventions
After approval of the 2026 – 2028 McLean County Community Health Improvement Plan, the Behavioral
Health Priority Action Team will further address funding options, including grant opportunities as they
become available, to address behavioral health interventions. For several activities listed in the plan,
initial funding has been secured, but ongoing funding may be tenuous and sustainability issues will need
to be considered.
Many of these stakeholders have worked together throughout the needs assessment and health plan
development process, making the community better positioned for collaborative efforts, with or
without grants or other funding. In addition, since many of the intervention strategies for this health
priority fall within the mission of some of the priority action team agencies, underpinning efforts
through collaborative programs, activities with other community partners, and/or generating letters of
support for grant proposal submissions, will be encouraged.
As of 2019, a source of local funding has been available through the John M. Scott Commission Trust,
with the Trust providing grants from one to three years for health-related projects that demonstrate a
connection to the health priorities identified in the current McLean County Community Health Needs
Assessment. Subsequent grant proposals may also consider the concerns and interventions identified in
the 2026 – 2028 McLean County Community Health Improvement Plan.

f) Barriers to Achieving Health Improvements
Multiple barriers exist for individuals and families seeking behavioral health services. Although mental
health and substance abuse services are available in McLean County, the largest geographic county in
Illinois, they are located primarily in the twin cities of Bloomington and Normal; few services exist in
rural areas, transportation options to get to services anywhere are limited, and throughout the county,
service capacity is limited. Additional barriers were identified in the responses to the 2024 McLean
County Community Health Survey of adult county residents. The survey identified that 27 percent of
respondents did not have access to needed counseling services within the past year. Exhibit 10 below
illustrates the reasons for being unable to access counseling.

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Exhibit 10: Causes of Inability to Access Counseling for McLean County Survey Respondents, 2024

Wait Too Long
Could Not Afford
Could Not Find
100
80
60

90

No Trust
Transportation

65

No Insurance
49

46

46

42

Discrimination
38

40

35

Refused Insurance
24

Embarrassment

20
0

Source: McLean County Community Health Survey, 2024.
In addition to the above barriers, the number of behavioral health providers, particularly psychiatrists, in
the community is limited and often there are eligibility requirements for services, which at times
restricts the ability of the provider to offer services in a timely manner. Stigma/embarrassment
continues to influence care-seeking behaviors; even if reduced so that behavioral health care is sought
out early, county residents may still not be able to access local services quickly due to the lack of
providers, transportation issues and financial barriers.

g) Evaluation and Monitoring Plan
Within the 2026 – 2028 McLean County Community Health Improvement Plan Summary: Behavioral
Health, there is an “Annual Evaluation Measures” column that contains both process indicators and
outcome indicators. Each year, with the assistance of the Behavioral Health Priority Action Team, these
indicators will be tracked throughout the three-year cycle ending in 2028. The Executive Steering
Committee will be responsible for assuring that the indicator data is being tracked and that it is shared
on an annual basis with the McLean County Community Health Council and the priority action team for
each health priority.
Early in 2029, data will be compared to the outcome objectives and impact objectives listed in the 2026
– 2028 McLean County Community Health Improvement Plan Summary: Behavioral Health, in order to
evaluate and measure progress toward meeting objectives. Through evaluation, accountability will be
increased, modifications to the plan considered and a stronger commitment to improving the health of
McLean County citizens will be communicated to its residents.

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The McLean County Community Health Executive Steering Committee reserves the right to amend this
2026 – 2028 McLean County Community Health Improvement Plan as needed to reflect each
organization’s role and responsibilities in executing the plan, as well as the resources each organization
is committing. In addition, certain significant health needs may become a community priority during this
three-year plan period and require amendments to the strategies developed to address the emerging
significant health need. Other entities or organizations in the community may develop programs to
address the same health needs or joint programs may be adopted. Finally, in compliance with Internal
Revenue Code Section 501(r) requirements for hospitals, Carle BroMenn Medical Center or OSF St.
Joseph Medical Center may refocus the limited resources the organization committed to the plan to best
serve the community.

VI. Health Priority #3: Healthy Eating/Active
Living (HEAL)
a) Description of the Health Priority
Improving healthy eating and physical activity in McLean County can reduce obesity and improve overall
health. This priority addresses a key concern for residents and supports better outcomes for chronic
conditions like diabetes, heart disease, and mental health.
Health Perceptions in McLean County
In the 2024 McLean County Community Health Survey of 716 adults, obesity was identified as the
second most important health issue by 15 percent of respondents (see Exhibit 11). Similarly, in the
previous 2021 survey, obesity also ranked second at 16 percent, indicating continued concern in the
community.

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Exhibit 11: Perception of Health Issues, McLean County, 2024

Mental health
Obesity/Overweight

24%
15%

Aging Issues
Dental Health

13%

Diabetes

9%

Cancer

8%

Heart disease

8%

Chronic Pain

6%

Women's Health

6%

Viruses (CV-19)

6%

STIs

3%
2%

0%

5%

10%

15%

20%

25%

Source: McLean County Community Health Survey, 2024.
In the same 2024 McLean County Community Health Survey, 13 percent of adult respondents identified
"Poor Eating Habits" as the second most common unhealthy behavior affecting overall health in the
community, out of a list of ten possible choices. This result highlights growing awareness of the impact
that daily nutrition and dietary choices have on health perceptions among residents.
Statistics Supporting Healthy Eating/Active Living as a Priority
Obesity
According to a Centers for Disease Control and Prevention (CDC) report based on data from August 2021
through August 2023, approximately 40.3 percent of U.S. adults are classified as obese (BMI ≥ 30).
Obesity remains one of the most significant public health challenges in the United States, including here
in Illinois and in McLean County. Approximately 35 percent of McLean County adults are classified as
obese, which is higher than the Illinois statewide rate of 33 percent (County Health Rankings, 2025). The
2024 Illinois Youth Survey also indicates growing concern among local youth, with an average of 9.6
percent of 8th, 10th, and 12th grade students in McLean County classified as obese and an additional 16
percent considered overweight. The CDC highlights that obesity is linked to several of the leading causes
of death, including Type 2 diabetes, stroke, heart disease, and certain cancers. Beyond its serious health
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consequences, obesity places a heavy financial strain on the healthcare system—costing the U.S. nearly
$173 billion annually in medical expenses (CDC, 2025).
Healthy Eating
According to the 2024 McLean County Community Health Survey, 58 percent of county residents
reported either no consumption or low consumption (defined as one to two servings per day or less) of
fruits and vegetables (see Exhibit 12). Additionally, 95 percent of respondents reported consuming
fewer than five servings of fruits and vegetables per day.
Among those who reported not eating fruits or vegetables, common reasons included not liking them,
not knowing how to prepare them, or not being able to afford them. Alarmingly, only eight percent of
students in grades 8, 10, and 12 reported consuming fruits or vegetables four or more times per day.
These findings highlight the critical need for community-driven nutrition education, better access to
affordable healthy foods, and focused efforts to support healthier eating habits across all age groups.
Exhibit 12: Responses to “On a typical day, how many servings of fruit and/or vegetables do
you eat?”, 2024

58%

I Don't
1 to 2

60%
33%

50%

3 to 5
More than 5

40%
30%
20%

4%

10%
0%

Source: McLean County Community Health Survey, 2024
Food insecurity continues to impact individuals and families across McLean County, limiting access to
the nutritious food needed for a healthy life. While overall rates are relatively low compared to national
averages, disparities remain—especially among racial and ethnic minorities and children. Limited access
to grocery stores in some neighborhoods further compounds the issue, with food deserts reducing the
availability of affordable, healthy options. This directly affects fruit and vegetable consumption and
contributes to poor diet quality and health outcomes.
•

Food Insecurity
Food insecurity affects 10.9% of McLean County residents, indicating that over one in ten people
experienced uncertainty or lack of consistent access to enough food during the year. While this rate
places the County in the best 50th percentile nationally, it masks significant racial disparities.
Black/African American residents experience food insecurity at a rate 156 percent higher than the
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County average, and Hispanic/Latino residents at a rate 74 percent higher. Additionally, three
percent of surveyed McLean County residents reported going hungry three to five days per week,
highlighting the presence of chronic food hardship for a portion of the community. These disparities
and persistent hunger underscore the need for targeted interventions to address food insecurity at
both community-wide and subgroup levels.
•

Food Insecure Children
While overall food insecurity rates are relatively low, the County ranks in the worst 25th percentile
nationally for indicators related to food insecure children and access to assistance. An estimated 40
percent of children live in households with incomes above 185% of the federal poverty level, which
likely makes them ineligible for federal nutrition assistance programs such as SNAP or free/reducedprice school meals. Despite being above traditional income thresholds, many of these families still
struggle to afford enough nutritious food, creating a significant service gap for children in need.
Data from the Illinois Youth Survey adds further context:
•
•

Six percent of youth reported sometimes going hungry in the past 30 days due to insufficient
food at home.
1.6 percent reported being hungry most of the time and lacking enough food consistently.

These findings point to a growing population of food-insecure children who are not being
adequately reached by existing safety net programs.
•

Access to Grocery Stores
Access to full-service grocery stores remains a significant barrier in parts of McLean County. Much of
Bloomington’s 61701 ZIP code is designated as a food desert, meaning residents must travel long
distances to reach a grocery store offering fresh, affordable, and nutritious food. This issue also
affects students at Illinois State University, which is located within a food desert. Many students face
additional challenges such as limited budgets, unfamiliarity with the area, and restricted access to
transportation. As a result, they are often forced to rely on convenience stores or fast food
restaurants, which typically offer fewer healthy options. The combination of economic hardship and
limited geographic access to healthy food contributes to poor diet quality and increases the risk of
chronic health issues in these communities.

Active Living
Regular physical activity and healthy eating are key lifestyle behaviors that can help reduce obesity,
manage chronic diseases, and support long-term weight maintenance. The Physical Activity Guidelines
for Americans, 2nd Edition (U.S. Department of Health and Human Services, 2018) remains the most
current national guideline, and its core recommendations continue to be supported by a wide body of
ongoing scientific research. These recommendations include:
•

For adults: engaging in at least 150 to 300 minutes of moderate-intensity activity, or 75 to 150
minutes of vigorous-intensity activity per week—or an equivalent combination of both. Adults
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•

should also incorporate muscle-strengthening activities on two or more days per week that
work all major muscle groups.
For children and adolescents (ages 6–17): at least 60 minutes of moderate to vigorous physical
activity daily, which should include aerobic, muscle-strengthening, and bone-strengthening
activities across the week.

The 2024 McLean County Community Health Survey revealed that 16 percent of McLean County
adults do not exercise, and 40 percent reported exercising one to two times per week. See Exhibit
13.
Exhibit 13: Exercise Frequency for McLean County Residents, 2024

40%
I Don't

32%

40%

1 to 2 days per week

35%
30%

3 to 5 days per week

16%

25%

More than 5 per week
12%

20%
15%
10%
5%
0%

Source: McLean County Community Health Survey, 2024.
Compared to the 2021 McLean County Community Health Survey, the percentage of adults who
reported no physical activity decreased by eight percent in 2024. Despite this improvement, the most
commonly cited barriers have remained consistent across survey years: feeling too tired, a dislike of
exercise, and a lack of time.
As part of the 2026–2028 McLean County Community Health Improvement Plan, identifying these
ongoing barriers and developing strategies to address them will be a central focus. Stakeholders
involved in the plan will work to implement policy, systems, and environmental changes that make it
easier for residents to be physically active and adopt healthier eating habits.

b. Chart of Health Priority Risk Factors and Direct/Indirect Contributing Factors
According to the Centers for Disease Control and Prevention (CDC), obesity is a complex condition with
multiple causes and contributing factors. While often influenced by barriers to healthy eating and active
living, obesity can also result from a combination of behavioral, biological, and environmental factors.
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116

These include modifiable behaviors such as physical inactivity and unhealthy dietary patterns, as well as
non-modifiable influences like genetics, certain health conditions (e.g., Cushing’s disease, polycystic
ovary syndrome), and the use of specific medications (e.g., corticosteroids, some antidepressants) (CDC,
2023). Behaviors related to physical activity and diet are particularly important, as they can be positively
modified to support healthy weight management.
Refer to the chart below for a detailed overview of risk factors contributing to obesity, including direct
and indirect contributing factors, many of which can be addressed through improved nutrition and
increased physical activity.
Health Problem

Risk Factor

Direct Contributing Factor

_____Indirect Contributing Factor
Too expensive

Limited access to
healthy foods

Live in a food desert
No transportation
Fast-paced lifestyle
Poor meal planning

Dependence on
"fast food"

Financial barriers
Convenience

Poor Eating
Habits

Consumption of
sugar sweetened
beverages

Lack of knowledge
Sugar addiction
Family and peer
influence

Cultural norms

Culture of "eating out"
Financial barriers
Mental health status

Obesity

Adverse Childhood
Experiences

Overeating

Excessive screen
time

Sedentary
Lifestyle

Excessive portion sizes

Busy lifestyle
doesn't allow time
No motivation/
Too tired

Stress

Low self-efficacy
Family and peer
influence

Stress
Environmental
agents/toxins

Biological

Genetics

2026 -2028 McLean County Community Health Improvement Plan
117

77

c) Rationale for Choice as a Health Priority
Healthy eating and active living were identified as key health priorities by the McLean County
Community Health Council, ranking third overall with a priority score of 158.3. The council selected this
focus area not only because of its high ranking, but also due to its potential to positively influence a
range of chronic conditions, including heart disease, cancer, and diabetes. Results from the 2024
McLean County Community Health Survey further reinforced this need: obesity was identified as the
second most pressing health concern, and poor eating habits were named the second most important
issue affecting overall health. Additionally, food insecurity and limited access to nutritious food remain
ongoing challenges in the county. Healthy eating and active living were also prioritized in McLean
County’s 2019 and 2022 Community Health Needs Assessments, while obesity was identified as a top
priority in the 2016 assessment—demonstrating a consistent community focus on improving nutrition,
increasing physical activity, and reducing related health risks.

d) McLean County Community Health Improvement Plan Summary: Healthy
Eating and Active Living (HEAL)
The Healthy Eating/Active Living (HEAL) Priority Action Team, composed of approximately 45 community
members and stakeholders, played an active role in shaping the 2026–2028 McLean County Community
Health Improvement Plan (CHIP) through sustained collaboration and a variety of engagement efforts.
The team began with a goal-setting session on May 8, 2025, and remained engaged throughout the
planning process. A follow-up meeting on August 5, 2025, provided an opportunity for participants to
share input on current initiatives they’d like to continue, new strategies to explore, and key areas to
prioritize in the HEAL section. Their collective contributions are reflected in the Healthy Eating and
Active Living section of the CHIP, located on pages 80 – 98.

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The Healthy Eating/Active Living Community Health Improvement Plan for 2026 – 2028 focuses on three
key strategies.
•
•
•

Strategy 1: Support, promote and educate the community about the availability of fruits and
vegetables in McLean County.
Strategy 2: Promote active living in the workplace and community.
Strategy 3: Promote and support community-based programs focused on chronic disease
prevention, risk reduction, and overall wellness.

An overview of the goal and objectives to address Healthy Eating/Active Living are listed below:
High-Level Goal for Healthy Eating/Active Living: Champion integrated systemic community approaches
to healthy eating, active living, and wellbeing accessible to all by 2029.
•

Outcome Objective: By 2029, maintain or increase the percentage of people living at a healthy
body weight in McLean County, and increase the percentage of residents who engage in regular
physical activity.
o Impact Objective #1: By 2029, increase opportunities for healthy eating.
o Impact Objective #2: By 2029, increase opportunities for active living.
o Impact Objective #3: Promote opportunities for chronic condition prevention and wellness
programs in the community.

The following thirteen pages (80- 96) contain the 2026 – 2028 McLean County Community Health
Improvement Plan Summary for Healthy Eating/Active Living.

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McLean County
Community Health Improvement Plan Summary: Healthy Eating/Active Living
January 1, 2026 - December 31, 2028
HEALTH PRIORITY: HEALTHY EATING/ACTIVE LIVING (HEAL)
GOAL: Champion integrated systemic community approaches to healthy eating, active living, and wellbeing accessible to all by 2029.
Related Social Drivers of Health: Food Insecurity, Transportation
OUTCOME OBJECTIVE: By 2029, maintain or increase the percentage of people living at a healthy body weight in McLean County, and increase the percentage
of residents who engage in regular physical activity.
Baseline
• Adults: 35% of McLean County adults are classified as obese (County Health Rankings, 2025).
• Adolescents: 10% of 8th graders, 9% of 10th graders, 10% of 12th graders in McLean County are obese (Illinois Youth Survey, 2024).
• 20.5% of adults (ages 20 and older) in McLean County reported no leisure-time physical activity outside of their regular job (Conduent Healthy Communities
Institute, Center for Disease Control and Prevention, 2021).
• According to the 2024 McLean County Community Health Survey, 16% of respondents are not engaging in any form of exercise.
• 17.3% of McLean County 8th, 10th, and 12th graders were physically active for at least 60 minutes on five of the past seven days, while 8.6% reported no
physical activity during that time (Illinois Youth Survey, 2024).
State Health Improvement Plan (SHIP) 2028 Alignment
• Increase opportunities for active living.
• Decrease preventable chronic diseases through nutrition.
• Increase community-clinical linkages to reduce the incidence and burden of chronic disease.
• Increase opportunities for tobacco-free living.
Healthy People 2030
• Improve health by promoting healthy eating and making nutritious foods available.
• Reduce overweight and obesity by helping people eat healthy and get physical activity.
• Improve health, fitness, and quality of life through regular physical activity.

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THREE YEAR MEASURES

STRATEGIES and INTERVENTIONS

IMPACT OBJECTIVE #1: By
2029, increase
opportunities for healthy
eating.

STRATEGY #1: SUPPORT, PROMOTE, AND EDUCATE THE
COMMUNITY ABOUT THE AVAILABILITY AND ACCESSIBILITY
OF FRUITS AND VEGETABLES IN MCLEAN COUNTY.

BASELINE DATA

Intervention 1.1: Develop and deliver educational
initiatives that improve residents’ knowledge of healthy
food choices, meal preparation and local nutrition
resources.

•

35% of adults (18+) are
obese; 28.9% of adults
(20+) are obese
(Conduent Healthy
Communities Institute,
County Health Rankings,
2025)

•

95% of McLean County
residents do not
consume 5+ servings of
fruit and vegetables per
day; citing
transportation issues or
“don’t like”. (McLean
County Community
Health Survey, 2024)

POTENTIAL
RESOURCES/
PARTNERS*

ANNUAL EVALUATION MEASURES

Intervention 1.1: Process Indicators
• # of free programs that help
identify healthy food choices
and preparation
(baseline: 39 free programs,
2024)
• # of participants who attend
free programs that help identify
healthy food choices and
preparation (baseline: 1,700
participants, 2024)
• # of paid programs that help
identify healthy foods choices
and preparation
(baseline: 3 paid programs,
2024)
• # of participants who attend
programs (with a fee) that help
identify healthy food choices
and preparation
(Baseline: 63 participants, 2024)

81
2026 -2028 McLean County Community Health Improvement Plan
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Intervention 1.1:
Resources/Partners
• Bloomington
Normal YMCA
• Bloomington
Parks and
Recreation (data
TBD)
• Carle Health &
Fitness Center
• Chestnut Health
Systems
• McLean County
Health
Department
• OSF St. Joseph
Medical Center
• Town of Normal
• University of
Illinois Extension

•

•

•

10.9% of people in
McLean County
experience food
insecurity (Conduent
Healthy Communities
Institute, Feeding
America, 2025)
An average of 18
percent of 8th, 10th and
12th graders ate fruit two
times per day in the last
seven days and an
average of 14 percent
ate three or more
vegetables per day in
the last seven days
(Illinois Youth Survey,
2024)

Intervention 1.1: Outcome
Indicators
• % of participants who report
increased knowledge of how to
prepare healthy foods- TBD
Intervention 1.2: Enhance support for families enrolled in
the Special Supplemental Nutrition Program for Women,
Infants, and Children (WIC), including nutrition education
and breastfeeding promotion.
Evidence: https://www.fns.usda.gov/wic/helps

Healthy People 2030
Alignment
•
•

# of promotional activities
taking place to encourage
healthy eating (QR code,
newsletters, websites, chat
boxes, social media, etc.)
(baseline: 8 activities, 2024)

Reduce household food
insecurity and hunger—
NWS-01
Eliminate very low food
security in children—
NWS-02

Intervention 1.2: Process Indicators
• # of WIC participants receiving
nutrition education (baseline:
6,670 participants, 2024)
• # of WIC participants receiving
services (baseline: 8,012
participants, 2024)
• # of breastfeeding support
contacts (2,675 contacts, 2024)
• # of ounces of human milk
donated to MCHD milk depot
(baseline: 3,057 ounces, 2024)
Intervention 1.2: Outcome
Indicators
• % of WIC infants exclusively
breastfed (baseline: 13.7%,
FY2025)

82
2026 -2028 McLean County Community Health Improvement Plan
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Intervention 1.2:
Resources/Partners:
• McLean County
Health
Department

•

•

•
•

Increase fruit
consumption by people
aged 2 years and over—
NWS-06
Increase vegetable
consumption by people
aged 2 years and older—
NWS-07
Reduce the proportion
of adults with obesity—
NWS-03
Reduce the proportion
of children and
adolescents with
obesity—NWS-04

•

Intervention 1.3: Promote healthy food accessibility in
McLean County.
Evidence: https://www.countyhealthrankings.org/takeaction-to-improve-health/what-works-forhealth/policies/community-gardens
https://www.countyhealthrankings.org/take-action-toimprove-health/what-works-for-health/policies/healthyfood-initiatives-in-food-banks

% of WIC infants partially
breastfed (baseline: 28%,
FY2025)
• % of WIC infants ever breastfed
(baseline: 55.2%, FY2025)
Intervention 1.3: Process Indicators
Veggie Oasis:
• # of pounds of produce donated
to the community
(baseline: 5,200 pounds, 2024)
OSF SmartMeals:
• # of meals given
(baseline: 2,086 meals, 2024)
Midwest Food Bank:
• # of cases of healthier foods
donated
(baseline: 342,589 cases, 2023)
• # of organizations reached
(baseline: 127 organizations,
2023)
Food Farmacy
• # of members in program
(baseline: 115 members, 2024)
• # of visits
(baseline: 307 visits, 2024)
Soup Kitchen:
• # of participants who consume
a salad
83

2026 -2028 McLean County Community Health Improvement Plan
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Intervention 1.3:
Resources/Partners:
• Carle BroMenn
Medical Center
• Carle BroMenn
Faith Community
Partners
• Chestnut Health
Systems
• City of
Bloomington
• Community
Health Care
Clinic
• District 87
Schools
• East Central
Illinois Area
Agency on Aging
• Food Pantry
Network
• Home Sweet
Home Ministries
• McLean County
Health
Department
• Midwest Food
Bank

•
•

•

(baseline: 9,745 participants,
2024)
% of healthier foods offered
(baseline: 80% healthier foods
offered, 2024)
# of meals given:
o Lunch 12,606 - 2024
o Dinner 15,237 - 2024
o Sack Lunches 11,533 –
2024

•
•
•
•

Bread for Life Co-op:
• # of visits 1,655 - 2024
• # of shopping carts 1,854 - 2024

•
•
•

•

Community Gardens:
• # of pounds of produce donated
(baseline: 543 pounds, 2024)
• 2 community gardens (OSF St.
Joseph Medical Center, Mayors
Manor)
Community Food Drives
• # of healthy food drives
(baseline: 2 food drives, 2024)
• # of partnerships
(baseline: 2 partnerships, 2024)
Farmer’s Market
• # of Double Snap participants
(baseline: 208 unique
participants, 2024)
84
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•

•

Mount Pisgah
Church
OSF St. Joseph
Medical Center
Saint Vincent
DePaul
Salvation Army
Tinervin
Foundation
Unit 5 Schools
United Way
Unity
Community
Center
University of
Illinois Extension
Office
West
Bloomington
Revitalization
Project
Western Ave
Community
Center

•
•

# of Farmers Market coupons
distributed to WIC participants
(baseline: 1200 coupons, 2024)
# of Farmers Market coupons
distributed to low-income
adults 60+ (baseline: 700
coupons, 2024)

Prepared Food Boxes:
• # of boxes donated
(baseline: 1160 boxes, 2023)
OSF Peace Meal Senior Nutrition
Program
• # of meals served
(baseline: 162,615 meals, 2024)
Carle BroMenn Medical Center
Compassion Cupboard
• # of healthy food bags given to
patients (baseline: 70 food
bags, 2024)
Salvation Army Safe Harbor Kitchen
• # of meals provided (baseline:
35, 541 meals, 2024)
Salvation Army Youth Program
(weekly program for youth 4-17,
meeting once a week for 22 weeks
annually. Each session includes a
healthy meal.)

85
2026 -2028 McLean County Community Health Improvement Plan
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•

# of meals provided: (baseline:
660 meals served, 2024)

Intervention 1.3: Outcome
Indicators
• % of Peace Meal clients who
can stay home because meals
are being delivered
(baseline: 88.2%, 2024)
• % of Peace Meal clients who are
eating healthier due to the
meals served
(baseline: 93.1%, 2024)
•
•

Intervention 1.4: Enhance food security and access to
nutritious meals for students and their families through
school-based initiatives, including meal programs and in
school food pantries.
Evidence:

% of WIC farmers market
coupons used (baseline: 25.5%
or 306 coupons used, 2024)
% of farmers market coupons
for adults 60+ used (baseline:
66.77% used, 2024)

Intervention 1.4: Process Indicators
• # of schools operating in-school
food pantries
(baseline: TBD)
• Monthly average # of families
utilizing school pantries
• # of free meals provided to
students
(baseline: 630,606 meals, 2024)
86

2026 -2028 McLean County Community Health Improvement Plan
126

Intervention 1.4:
Resources/Partners:
• District 87
Schools
• Unit 5 Schools

https://www.countyhealthrankings.org/strategies-andsolutions/what-works-for-health/strategies/healthy-schoollunch-initiatives

•

# of reduced priced meals
provided to students
(33,863 reduced price meals,
2024)

Intervention 1.4: Outcome
Indicators
• % of eligible students
participating in school breakfast
and lunch programs (baseline:
TBD)
• # of schools maintaining or
expanding food access
initiatives
(baseline: TBD)
IMPACT OBJECTIVE #2: By
2029, increase
opportunities for active
living.

STRATEGY #2: PROMOTE ACTIVE LIVING IN THE
WORKPLACE AND COMMUNITY.

BASELINE DATA:

Intervention 2.1: Promote access to wellbeing programs in
the workplace.

•

•

Access to exercise
opportunities Adults:
83% have access
(Conduent Healthy
Communities Institute,
County Health Rankings,
2025)
Physical Activity: Adults:
20.5% did not

Evidence:
https://www.thecommunityguide.org/findings/obesityworksite-programs
https://www.countyhealthrankings.org/take-action-toimprove-health/what-works-for-health/policies/communityfitness-programs

Intervention 2.1: Process Indicators
• # of employers offering at least
3 worksite wellbeing
opportunities in the workplace
per year (EAP, Employee
Surveys, education programs)
(13 employers, 2024)
Intervention 2.1: Outcome
Indicators
• Not available

87
2026 -2028 McLean County Community Health Improvement Plan
127

Intervention 2.1:
Resources/Partners:
• Carle BroMenn
Medical Center
• Carle Health &
Fitness Center
• Chestnut Health
Systems
• City of
Bloomington
• Heartland Head
Start

•

participate in any
leisure-time physical
activities in the past
month (Conduent
Healthy Communities
Institute, County Health
Rankings, 2025)
•

•

•

88% of McLean County
residents are not
meeting exercise
guidelines (150 minutes
per week); 28% report
being too tired to
exercise, 21% report
they don’t like to
Intervention 2.2: Promote access to wellbeing programs in
exercise (McLean County the community.
Community Health
Survey, 2024)
An average of 26% of 8th,
10th and 12th graders
were physically active
for at least 60-minutes
for 5 days, during the
past 7 days (Illinois
Youth Survey, 2024)

An average of 27% of
8th, 10th and 12th
graders reported being

Evidence:
https://www.countyhealthrankings.org/strategies-andsolutions/what-works-for-health/strategies/communitybased-social-support-for-physical-activity
https://www.countyhealthrankings.org/strategies-andsolutions/what-works-for-health/strategies/communitybased-social-support-for-physical-activity

Intervention 2.2: Process Indicators
• # of free programs/events
promoting physical activity in
the community
(baseline: 18 programs, 2024)
• # of community members
participating in free
programs/events promoting
physical activity (baseline: 515
community members, 2024)
• # of public spaces (parks, trails,
school facilities) used to host
free physical activity events
(baseline: TBD)
• Adult memberships (ages 55+)
at the Activity & Recreation
Center:
88

2026 -2028 McLean County Community Health Improvement Plan
128

Home Sweet
Home Ministries
• Illinois State
University
• McLean County
Health
Department
• OSF St. Joseph
Medical Center
• Project Oz
• The Baby Fold
• Town of Normal
• Western Avenue
Community
Center
Intervention 2.2:
Resources/Partners:
• Activity and
Recreation
Center
• Bloomington
Normal YMCA
• Bloomington
Parks &
Recreation (data
TBD)
• Carle Health &
Fitness Center
• Chestnut Health
Systems
• Heartland
Community
College

o

physically active for a
total of 60 minutes per
day for 7 days a week
(Illinois Youth Survey,
2024)
•

215.7 emergency room
visits/10,000 population
18+ years due to
unintentional falls
(Conduent Healthy
Communities Institute,
Illinois Hospital
Association, 2021-2023)

Healthy People 2030
Alignment
•

•

•

Increase the proportion
of worksites that offer
an employee nutrition
program ECBP-D05
Increase the proportion
of adults who do enough
aerobic and muscle
strengthening activity—
PA-05
Reduce the proportion
of adults who do no
physical activity in their
free time—PA-01

Intervention 2.3: Offer A Matter of Balance to older adults.

Evidence:
https://ijbnpa.biomedcentral.com/articles/10.1186/s12966017-0509-8

annual membership
($30/year) - baseline: 3,351
members, 2024
o Health incentive
memberships- baseline:
1,439 members, 2024
o Free or reduced-cost
memberships- baseline: 63
members, 2024
Intervention 2.2: Outcome
Indicators
• % of participants in free/lowcost programs who report
increased physical activity
(baseline: TBD)
Intervention 2.3: Process Indicators
• # of people participating in the
A Matter of Balance course
(baseline: 26 participants, 2024)
• # of Matter of Balance courses
offered (baseline: 4 courses,
2024)
Intervention 2.3: Outcome
Indicators
• % of participants reported
“feeling a reduction in a fear of
falling”
(baseline: 94.1%, 2023)
• % of participants reported
“feeling improved strength”
(baseline: 88.3%, 2023)
89

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129

•
•
•

Illinois Extension
Office
Normal Parks
and Recreation
OSF St. Joseph
Medical Center

Intervention 2.3:
Resources/Partners:
• CCSI Case
Coordination LLC

•

•

Increase the proportion
of children who do
enough aerobic physical
activity—PA-09
Reduce the rate of
emergency department
visits due to falls among
older adults—OA-03

Intervention 2.4: Offer Partnership in Health to individuals
with developmental and intellectual disabilities and to their
support workers
Evidence:
https://ijbnpa.biomedcentral.com/articles/10.1186/14795868-10-18

Intervention 2.5: Promote the 5-2-1-0 Campaign amongst
school-aged kids.
Evidence:
https://www.countyhealthrankings.org/take-action-toimprove-health/what-works-for-health/policies/communitywide-physical-activity-campaigns

Intervention 2.4: Process Indicators
• # of people participating in the
Partnership in Health program
(baseline: 21 participants, Carle
Health & Fitness Center, 2024)
Intervention 2.4: Outcome
Indicators
• % of participants who
decreased their blood pressure
(baseline: 45% of participants
decreased their systolic
pressure, 50% of participants
decreased their diastolic
pressure, Carle Health & Fitness
Center, 2024)
• % of participants who improved
or maintained their waist
circumference
(baseline: 60%, Carle Health &
Fitness Center, 2024)
• % of participants who improved
their BMI
(baseline: 60%, Carle Health &
Fitness Center, 2024)
Intervention 2.5: Process Indicators
• Track # of facilities who
promote the 5-2-1-0 campaign
(baseline: 3 facilities, 2024)
• Track # of children educated on
the 5-2-1-0 Campaign amongst
school-aged kids
90

2026 -2028 McLean County Community Health Improvement Plan
130

Intervention 2.4:
Resources/Partners:
• Carle Health &
Fitness Center
• Homes of Hope
• Lifelong Access
• McLean County
Board for the
Care and
treatment of
Persons with a
Developmental
Disability

Intervention 2.5
Resources and
Partners:
• Boys & Girls Club
of BN
• Heartland Head
Start

https://www.countyhealthrankings.org/take-action-toimprove-health/what-works-for-health/policies/screen-timeinterventions-for-children

•

(baseline: 880 children, OSF St.
Joseph Medical Center, 2024)
Intervention 2.5: Outcome
Indicators
• Not available

Intervention 2.6: Increase physical activity access in the
pediatric population through Healthy Kids University.

Intervention 2.6: Process Indicators
• # of participants
(baseline: 50 kids, 2024)

Evidence:
https://www.countyhealthrankings.org/take-action-toimprove-health/what-works-for-health/policies/multicomponent-obesity-prevention-interventions

Intervention 2.6: Outcome
Indicators
• % of individuals who report
feeling healthier
(100%, 2024)
• % of individuals that adopted
healthier behaviors
(100%, 2024)
Intervention 2.7: Process Indicators
• # of participants
(baseline: 142 participants,
2024)
• # of programs offered in
McLean County
(baseline: 9 sites, 2024)

Intervention 2.7: Promote and implement Girls on the Run
program in McLean County.
Evidence:
Our Impact | Girls Empowerment Program | Girls on the Run

Intervention 2.7: Outcome
Indicators

91
2026 -2028 McLean County Community Health Improvement Plan
131

Illinois Extension
Office
• McLean County
Health
Department
• OSF St. Joseph
Medical Center
• YMCA
• YWCA
Intervention 2.6
Resources and
Partners:
• Bloomington
Normal YMCA
• OSF St. Joseph
Medical Center

Intervention 2.7
Resources and
Partners:
• District 87
• OSF St. Joseph
Medical Center

•

•

IMPACT OBJECTIVE #3: By
2029, increase
opportunities for chronic
disease prevention and
community wellness
programs.
BASELINE DATA:
•

STRATEGY #3: PROMOTE AND SUPPORT COMMUNITYBASED PROGRAMS FOCUSED ON CHRONIC DISEASE
PREVENTION, RISK REDUCTION, AND OVERALL WELLNESS.
Intervention 3.1: Offer community-based programs and
screenings focused on heart disease prevention and
management.

Evidence:
77% of adults have taken
medication for high
blood pressure
https://www.countyhealthrankings.org/strategies-and(Conduent Healthy
solutions/what-works-for-health/strategies/chronicCommunities Institute,
disease-management-programs
CDC – Places, 2025)

•

30.4% of adults have
been told that their
cholesterol is high
(Conduent Healthy
Communities, CDCPlaces, 2021)

•

8.2% of adults (>=20
years) have been

% of participants who increased
physical activity
(37%, 2024)
% of participants who improved
confidence and connection
(94%, 2024)

Intervention 3.1: Process Indicators
• # of blood pressure screening
participants
(baseline: 328 participants,
2024)
• # of heart disease educational
classes offered
(14 classes, 2024)
• # of participants in heart
disease educational classes
(baseline: 988 participants,
2024)
• # of cholesterol screening
participants
(baseline: 579 participants,
2024)
Intervention 3.1: Outcome
Indicators
• Not available

92
2026 -2028 McLean County Community Health Improvement Plan
132

Intervention 3.1 –
3.8: Resources and
Partners:
• Activity and
Recreation
Center
• Boys & Girls Club
• Carle BroMenn
Medical Center
• Carle Cancer
Institute Normal
• Carle Health &
Fitness Center
• CCSI Case
Coordination LLC
• Chestnut Health
Systems
• Community
Health Care
Clinic

diagnosed with diabetes
(Conduent Healthy
Communities Institute,
Centers for Disease
Control and Prevention,
2021)
•

10.1% of adults have
been told by a
healthcare provider that
they have asthma
(Conduent Healthy
Communities Institute,
CDC – Places, 2022).

Healthy People 2030
Alignment
•

•

•

Reduce the proportion
of adults who don’t
know they have
prediabetes—D-02
Increase the proportion
of eligible people
completing CDC
recognized type 2
diabetes prevention
programs
Increase control of high
blood pressure in
adults—HDS-05

Intervention 3.2: Provide stress reduction programs and
resources to support mental and physical well-being.
Evidence:
https://onlinelibrary.wiley.com/doi/full/10.4073/csr.2017.
11?msockid=2fc0ddeca8886e600372cbdfa90e6f05

Intervention 3.3: Offer Diabetes Prevention Program and
other classes related to diabetes risk reduction and
management to community members.
Evidence:
https://coveragetoolkit.org/about-national-dpp/evidence/

Intervention 3.4: Offer programs related to cancer
prevention/diagnosis to community members.

Intervention 3.2: Process Indicators
• # of participants in stress
reduction classes
(baseline: 1,282 participants,
2024)
• # of stress reduction classes
offered
(baseline: 14 classes, 2024)
Intervention 3.2: Outcome
Indicators
• Not available
Intervention 3.3: Process Indicators
• # of Diabetes Prevention
Program
participants
(41 participants, 2024)
• # of Diabetes Prevention
Program classes
(52 classes, 2024)
Intervention 3.3: Outcome
Indicators
• # of persons who decreased
their body weight
(baseline: 35 participants, 2024)
• # of people who increased
physical activity
(baseline: 37 participants, 2024)
Intervention 3.4: Process Indicators
• Cancer support group
o # of participants
93

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133

•
•

•
•
•
•

•

District 87
McLean County
Health
Department
OSF St. Joseph
Medical Center
Town of Normal
Unity
Community
Center
University of
Illinois Extension
Office
Western Avenue

•
•
•
•

•

Increase cholesterol
treatment in adults—
HDS-07
Improve cardiovascular
health in adults—HDS01
Reduce current tobacco
use in adults—TU-01
Increase use of smoking
cessation counseling and
medication in adults
who smoke—TU-13
Reduce current cigarette
smoking in
adolescents—TU-06

(baseline: 46 participants,
2024)
o # of programs offered
(baseline: 10 programs)

Evidence:
https://pubmed.ncbi.nlm.nih.gov/37830356/

Intervention 3.5: Offer programs related to achieving a
healthy body weight to community members.

•

Cancer group fitness classes
o # of participants
(baseline to be established)
o # of classes offered
(baseline to be established)

•

Cancer education classes
o # of participants
(baseline: 89 participants,
2024)
o # of classes offered
(baseline: 3 classes, 2024)

Intervention 3.4: Outcome
Indicators
• Not available
Intervention 3.5: Process Indicators
• Healthy weight education
classes
o # of participants
(baseline: 66 participants,
2024)
o # of classes offered
(baseline: 2 classes)
Intervention 3.5: Outcome
Indicators
• Not available

94
2026 -2028 McLean County Community Health Improvement Plan
134

Intervention 3.6: Provide smoking cessation programs and
resources to support tobacco-free living to community
members.

Evidence:
Best Practices for Comprehensive Tobacco Control Programs
- Healthy People 2030 | health.gov

Intervention 3.7: Offer programs related to chronic disease
management to community members.
Evidence:
https://www.countyhealthrankings.org/strategies-andsolutions/what-works-for-health/strategies/chronicdisease-management-programs

Intervention 3.6: Process Indicators
• Freedom From Smoking
Program
o # of participants
(baseline: 26 participants,
2024)
o # of classes offered
(baseline: 4, 2024)
•

Vaping for Teens Program
o # of participants
(baseline to be established)
o # of classes offered
(baseline to be established)

Intervention 3.6: Outcome
Indicators
• # of participants who quit
smoking (baseline: 2
participants, 2024)
Intervention 3.7: Process Indicators
• Chronic Disease Management
Course
o # of participants
(baseline: 83 participants,
2024)
o # of classes offered
(baseline: 1 class, 2024)
Intervention 3.7: Outcome
Indicators
Not available

95
2026 -2028 McLean County Community Health Improvement Plan
135

RELATED IMPROVEMENT PLAN EFFORTS

The following organizations received grants for implementation in 2025 for implementation in 2025/2026 or FY26 (May 1, 2025– April 30, 2026) from
the John M. Scott Health Commission. Although the grants are tied to the health priorities selected for the 2022 McLean County Community Health
Needs Assessment, the grant programs will also apply to the 2025 McLean County Community Health Needs Assessment and 2026 – 2028 McLean
County Community Health Improvement Plan as the health priorities are the same.
•
•
•
•
•
•

Project Oz received a grant for its Transitional Living Program for homeless youth.
Youthbuild of McLean County received a grant for mental health services and interventions.
The Boys & Girls Club of Bloomington-Normal received a grant to support mental health services to children.
The Center for Youth and Family Solutions received a grant to support child, adolescent and family behavioral health services.
Integrity Counseling received a grant to support mental health services to the uninsured and underinsured.
The Girls Scouts of Central Illinois received a grant for behavioral health support.

A leader from Carle BroMenn Medical Center and OSF St. Joseph Medical Center will continue to serve on the City of Bloomington’s John M. Scott Health Care
Commission Grants Committee.
Other related efforts:

•

•

The Carle Health & Fitness Center
o The Carle Health & Fitness Center will continue to offer Free Friend Friday on the first Friday of each month. Members are allowed to bring a
non-member friend to utilize the center on this day to encourage physical activity.
o The Carle Health & Fitness Center will continue to offer their Exercise is Medicine program to the community. The program includes referrals
from a variety of healthcare providers such as physicians, dentists, and chiropractors. Referred individuals receive a discount on the
membership for two months and have full access to all the services and programs offered by the health and fitness center. Individuals also
receive two-hour sessions with a certified fitness specialist to receive guidance and an individual exercise prescription.
Carle BroMenn Medical Center
96

2026 -2028 McLean County Community Health Improvement Plan
136

o
o

Carle BroMenn Medical Center will continue to partner with the Tinervin Foundation to offer food boxes at mobile health clinics.
Carle BroMenn Medical Center will continue a food waste composting pilot that began in August 2024 to divert food waste from landfills.

o

•
•

•

•
•

The Spiritual Care department at Carle BroMenn Medical Center, in cooperation with the Carle BroMenn Faith Community Partners, will
continue to manage the Compassion Cupboard. The Compassion Cupboard began in May 2023 as a pilot program to provide bags of basic
food items such as canned fruits, vegetables, proteins and grains to individuals experiencing food insecurity that were discharged from the
hospital or sought services at an outpatient clinic. The intent of the food bags is to aid with food insecurity in the short term. Information
about local food pantries and support programs is also included in each bag.
Carle Cancer Institute Normal will continue to host Trail Tuesdays from June to October to boost physical activity for current and previous cancer
patients.
Chestnut Health Systems
o Chestnut Health Systems will collaborate with McLean County organizations to provide meeting space to community agencies at the 702 West
Chestnut Street Community Health and Wellness rooms which includes access to a teaching kitchen.
o Chestnut Health Systems will continue to screen patients for social drivers of health and when food security is identified as an issue, staff will
connect patients with local resources.
o Chestnut Health Systems will continue to collect height, weight, and body mass index (BMI) on all patients 3–17 years of age who had an outpatient
visit with a primary care physician and will provide counseling for nutrition and physical activity.
o Chestnut Health systems will continue to collect height, weight and body mass index (BMI) on all patients aged 18 years and older and will work
with the patient on a follow-up plan if BMI was outside of normal parameters.
o Chestnut Health Systems will continue to collaborate with Home Sweet Home Ministries on a Food Pharmacy project focused on providing
applicable Chestnut patients with prescriptions for healthy foods at Home Sweet Home Ministries along with access to nursing support.
o Chestnut Health Systems will continue to pursue opportunities to further integrate food into medicine leveraging the health center’s teaching
kitchen and collaborations with local, state and national partners.
o Chestnut Health Systems will continue to pursue opportunities to expand education/training opportunities for students participating in allied
health-related programs.
OSF HealthCare
o OSF HealthCare will continue to sponsor the Peace Meal Senior Nutrition Program to seniors living in McLean County.
o OSF HealthCare will continue to sponsor Girls on the Run for local programming to improve the wellbeing of grade school girls.
o OSF HealthCare will continue to sponsor Student Health 101 emails to all student homes attending Normal Community West and Normal
Community High Schools. These weekly emails promoted overall health and wellbeing education and resources to parents and students.
McLean County Health Department will continue to promote and educate the community on the importance of a healthy lifestyle.
The Bloomington-Normal Branch of the NAACP
o The Bloomington-Normal Branch of the NAACP will offer quarterly healthy eating classes and healthy meals.

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o

•
•
•
•

The Bloomington-Normal Branch of the NAACP will offer weekly group physical exercise classes via zoom or in person utilizing local resources
currently available.
o The Bloomington-Normal Branch of the NAACP will host a Matter of Balance workshop.
o The Bloomington-Normal Branch of the NAACP will participate in annual events in McLean County to support health and wellness including
Juneteenth, Culture Fest, Pride, etc.
East Central Illinois Area Agency on Aging will continue to offer funding opportunities for older adult programs that support nutrition, active living,
and overall wellness.
Unit 5 School District will continue to provide physical education five days a week, exceeding the Illinois state requirement of three days, as part of
their ongoing commitment to student health and wellness.
Faith in Action will continue to provide transportation for older adults to grocery stores, food pantries, and chronic disease management
appointments. Will also continue to share articles on nutrition and chronic disease and offer friendly visits and calls to support social connection.
The Activity and Recreation Center will continue to promote healthy aging through daily fitness classes, nutrition support, and over 50 free monthly
activities. The ARC maintains strong partnerships, continually seeks new collaborations, and will continue these efforts to provide valuable services to
its members.

*The four organizations comprising the McLean County Executive Steering Committee—Carle BroMenn Medical Center, Chestnut Health Systems, the McLean County
Health Department and OSF St. Joseph Medical Center —are all implied resources/partners for Healthy Eating/Active Living.

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e) Funding for Implementing Interventions
Following approval of the 2026–2028 McLean County Community Health Improvement Plan (CHIP), the
Healthy Eating/Active Living (HEAL) Priority Action Team will continue exploring funding opportunities—
including grants—as they become available to support implementation of HEAL-related interventions.
While initial funding has been secured for several activities outlined in the plan, long-term sustainability
remains a concern, and additional resources will be needed to maintain and expand these efforts.
Stakeholders involved in the HEAL Priority Action Team have participated throughout the McLean
County Community Health Needs Assessment and planning process, helping to build connections that
may support future collaborative efforts. Many of the strategies align with the missions of participating
organizations, so ongoing collaboration through shared programs, activities, and letters of support for
funding opportunities will continue to be encouraged.
As of 2019, a source of local funding has been available through the John M. Scott Commission Trust,
offering one-to-three-year grants for health-related projects that align with priorities identified in the
McLean County Community Health Needs Assessment. Future funding proposals may also reflect the
evolving priorities and interventions outlined in the 2026–2028 McLean County Community Health
Improvement Plan.
Additionally, in 2024, members of the Executive Steering Committee—alongside the Community
Development Division of the City of Bloomington—secured an Invest Health planning grant, funded by
the Robert Wood Johnson Foundation and the Reinvestment Fund. Bloomington was one of 50 midsized U.S. cities selected. While the grant primarily focused on housing, it also served as an opportunity
to engage diverse community partners and consider ways to enhance the built environment to support
healthier living.

f) Barriers to Achieving Health Improvements
The 2024 County Community Health Survey, which included responses from 716 McLean County adults,
shed light on several barriers that may hinder efforts to increase the percentage of individuals
maintaining a healthy body weight. Among respondents, 16 percent reported not engaging in any
exercise. The primary reasons cited for not exercising were feeling too tired, disliking exercise, and
lacking sufficient time.
To effectively promote active living, strategies may need to focus on integrating more physical activity
into locations where adults already spend time—such as workplaces or social settings.
Healthy eating, including reducing consumption of sugar-sweetened beverages, plays a crucial role in
weight management. Survey results showed that only five percent of adults consumed more than five
servings of fruits and vegetables per day; 33 percent ate three to five servings; 58 percent had one to
two servings; and 4 percent did not consume any fruits or vegetables. Among those who did not eat
fruits or vegetables, common reasons included disliking them, not knowing how to prepare them, and
affordability concerns.
Enhancing access to healthy foods, coupled with education on preparing nutritious meals, may help
increase daily fruit and vegetable consumption.
In addition to dietary habits, other barriers to healthy eating and active living must be addressed to
support positive change. These barriers include:
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•
•
•
•
•
•
•
•
•

Inadequate community infrastructure, such as lack of sidewalks, recreational spaces, and
presence of food deserts in some areas.
Limited access to healthy options in some areas to include healthy food, parks and play areas.
Financial challenges, as healthier foods often cost more than processed or less nutritious
options.
School-based weekend backpack programs focus on easily prepared foods that are often high in
calories, high in carbohydrates and less nutritious.
Time constraints due to busy schedules, multiple jobs, and fast-paced lifestyles that reduce time
for exercise and meal preparation.
Rural specific challenges such as fewer healthcare resources, limited community programs, and
social isolation.
Lack of motivation or time to exercise or to prepare a healthy meal or snack.
Lack of support system for making healthy changes.
Lack of knowledge of the health impacts of obesity and how to maintain a healthy weight.

g) Evaluation and Monitoring Plan
The 2026–2028 McLean County Community Health Improvement Plan (CHIP) Summary for Healthy
Eating and Active Living includes a column for “Annual Evaluation Measures,” outlining both process and
outcome indicators. These indicators will be tracked each year throughout the plan period, with support
from the Healthy Eating/Active Living (HEAL) Priority Action Team. The Executive Steering Committee
will be responsible for overseeing data collection and ensuring that results are shared at least annually
with the McLean County Community Health Council and relevant priority action teams.
Early in 2029, data will be reviewed and compared to the outcome and impact objectives outlined in the
CHIP. This evaluation process will help measure progress, identify needed adjustments, and support
continuous improvement. Ongoing evaluation promotes transparency, strengthens accountability, and
demonstrates the community’s commitment to improving health outcomes.
The Executive Steering Committee reserves the right to revise the CHIP during the three-year period to
reflect updated organizational roles, available resources, and emerging community priorities. If new or
significant health needs arise, existing strategies may be adjusted, and additional programs may be
introduced. Other organizations across the community may also develop their own initiatives or join
collaborative efforts to address shared priorities.
In alignment with IRS Section 501(r) requirements, Carle BroMenn Medical Center and OSF St. Joseph
Medical Center may refocus the limited resources the organization committed to the plan to best serve
the community.

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140

VII. Vehicle for Community Feedback
We welcome your feedback regarding the 2025 McLean County Community Health Needs Assessment
(CHNA) Report and the 2026 – 2028 McLean County Community Health Improvement Plan (CHIP). If you
would like to comment on this report, please send an email to one of the two links below. We will
respond to your questions/comments within thirty days. Your comments will also be considered during
our next CHNA assessment cycle. You can also provide feedback by clicking on the link to the McLean
County Health Department’s website below and completing the CHNA feedback form.
Email contacts:
[email protected]
[email protected]
A paper copy of this report may be requested by contacting the public relations departments within
Carle BroMenn Medical Center, Chestnut Health Systems’ Chestnut Family Health Center, OSF St. Joseph
Medical Center or the McLean County Health Department. In addition, an electronic copy of this CHNA
Report is available on each organization’s website.
Carle BroMenn Medical Center: https://carle.org/about-us/community-health-needs-assessments
Chestnut Health Systems: https://www.chestnut.org/chestnut-family-health-center/data-reports/
McLean County Health Department: https://health.mcleancountyil.gov/112/Community-Health-NeedsAssessment-Health
OSF St. Joseph Medical Center Community Health | OSF HealthCare

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VIII. Appendices
Appendix 1 - 2026 – 2028 McLean County Community Health Improvement Plan
Data Sources
Centers for Disease Control and Prevention, August, 2025. https://www.cdc.gov/chronic-disease/dataresearch/facts-stats/index.html
Centers for Disease Control and Prevention, May, 2024. Adult Obesity Facts | Obesity | CDC
City of Bloomington Existing Conditions Report, 2015. 636229414190370000 (bloomingtonil.gov).
Conduent Healthy Communities Institute. 2025 The following data sources were accessed through
Conduent Healthy Communities Institute: https://carle.org/about-us/community-report-card.
Centers for Disease Control and Prevention, 2007 – 2020
CDC – Places, 2022.
County Health Rankings, 2021.
Illinois Hospital Association, 2016 – 2023.
Feeding America, 2019.
U.S. Department of Agriculture – Food Environment Atlas, 2015 - 2018.
County Health Rankings, 2025. McLean, Illinois | County Health Rankings & Roadmaps
Feeding America, 2023 Data.
Illinois Youth Survey, 2024. Illinois Youth Survey
McLean County Behavioral Health Coordinating Council 2026 – 2028 Behavioral Health Action Plan
www.mcleanbhcc.com.
McLean County Community Health Survey of Adults, 2018, 2021 and 2024; Conducted by Laurence G.
Weinzimmer, PhD, Bradley University, Peoria, IL; under contract with OSF HealthCare.
United States Department of Health and Human Services. Physical Activity Guidelines for Americans: 2nd
Edition. Washington DC., 2018.
https://health.gov/paguidelines/second-edition/pdf/Physical_Activity_Guidelines_2nd_edition.pdf.
https://www.hhs.gov/fitness/be-active/physical-activity-guidelines-for-americans/index.html.
U. S Department of Agriculture – Food Environment Atlas
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To: Board of Health President Robert Kohlhase; Board of Health Members
From: Jessica McKnight, McLean County Health Department Administrator
Date: January 9, 2026
Re: Action Item C: 2026-2028 McLean County Health Dept. Strategic Plan

Please allow this memo to provide background on the development of the final draft of the 20262028 McLean County Health Department Strategic Plan attached for your review and approval. The
organizational assessment completed as part of the plan development meets one of the three
essential elements of the Illinois Project for Local Assessment of Needs (IPLAN) that are required for
local health department certification under Illinois Administrative Code Section 600.400.
Organizational Assessment and Plan Development
The McLean County Health Department (MCHD) began planning an update to their Strategic Plan in
the beginning of 2025. Heartland Community College was retained by the Board of Health in March
to facilitate the development of the agency’s 2026-2029 Strategic Plan through a collaborative
process involving Health Department staff and key stakeholders throughout the remainder of the
year.
In April 2025 the Project Leader from Heartland Community College met with the Health
Department Administrator and Assistant Administrator to lay out a project timeline.
A project timeline and overview of the development process were introduced to the internal
leadership team (Health Department Administrator, Assistant Administrator, and Directors of the
Community Health Services, Environmental Health, and Maternal Child Health Divisions) on May 13,
2025, by the Heartland Project Leader.
Heartland Community College met with the Health Department leadership team, program
Supervisors, Managers, and Coordinators on May 21, 2025, to prepare the group to engage
employees and lead feedback gatherings discussions with their teams to kick off the plan
development process.
Throughout May and June all Health Department staff were given opportunities to provide feedback
on the priorities of the 2022-2025 Strategic Plan and where they would like to see the Health
Department be in the next three years. Feedback was provided during team meetings, by email,
and through an anonymous survey of staff.

143

Employees from across all four Divisions in the Health Department were recruited to form a
Strategic Planning Team in July 2025.
Members of the MCHD Strategic Planning Team
Employee
Kim Anderson
Tom Anderson
Brittany Brackney
Tammy Brooks
Mary Colby
Kelley Herman
Amy Hopper
Kristina Kaput
Jessica McKnight
Sophie Rebert
Aaron Schaidle
Robin Spaid
Cathy Stone
Geri Stuart

Position
Director of Maternal Child Health
Director of Environmental Health
Administrative Dental Assistant
Assistant Administrator
WIC Coordinator
WIC Nutritionist
Behavioral Health Supervisor
Epidemiologist
Health Dept. Administrator
Case Management Supervisor
Emergency Preparedness Coordinator
Disease Intervention Specialist
Senior Environmental Health Practitioner
Community Health Services Director

The Strategic Planning Team met twice in July for plan development work sessions where they
evaluated progress towards the goals and objectives in the 2022-2025 Plan and explored their vision
for the future of the Health Department. A Vision, Mission, and Values were drafted by the Team
during these sessions.
During the work session on July 25, 2025, the Team also completed a SWOT Analysis. The group
completed an assessment to look at internal strengths and weaknesses of the agency and external
opportunities and threats. Discussion was held to explore how the agency’s identified strengths and
current opportunities could be leveraged to address threats and challenges. The results of that
SWOT Analysis are shown below.

144

•
•
•
•
•

Strengths
Relationships- in the community and
among employees
Community resource-knowledge,
educated, resourced
Always a need for services
Welcoming staff and flexible
Compassion
Knowledge
Demonstrated program flexibility

•
•
•
•
•
•
•

Opportunities
Collaboration across Divisions
Mobile unit
Public engagement
Learn from the past
Engaged community
Career growth
Stepping stones to other employment

•
•

•
•
•
•
•
•

•
•
•
•
•
•
•
•
•
•

Weaknesses
Turnover leads to loss of knowledge
Not enough staff
Lack of career growth opportunities
Dental service availability
Lack of appreciation for how others
do things
Noncompetitive wages

Threats
Public distrust of government
Misinformation
Funding
Physical threats
Public image of the Health
Department
Political changes to health care
Downtown nuisances
Competition for services
Lengthy appointments
Transportation

Members of the Strategic Planning Team and Board of Health were provided opportunities in
August 2025 to review a rough draft of the updated Mission, Vision, Values, and Priorities and
provide feedback during meetings and through survey response.
The Heartland Community College team was available in September 2025 to facilitate virtual oneon-one meetings with MCHD staff to review the three new Priorities and draft goals, key actions,
and success indicators for their programs.
The Strategic Planning Team reconvened in October 2025 for a work session to finalize edits to the
document and discuss individual roles and how the Plan will be presented and implemented starting
in January 2026.

145

Implementation will include goal-setting and action planning across all teams in the agency during
the first quarter of 2026. Tracking of identified success indicators and measurements for each
Priority will be shared with the Board quarterly.
Respectfully,
Jessica McKnight

146

2026-2028 STRATEGIC PLAN
I.

STRATEGIC OVERVIEW
Vision

A healthy, safe, and resilient McLean County.

Mission

The Health Department strives to build a healthier McLean County by preventing disease, protecting
our shared community, and serving as a trusted and proactive public health partner.

Values
•

Integrity: We act ethically, honestly, and fairly in all our actions and decisions. Integrity is the
foundation of our work, guiding how we care for our community. We hold ourselves
accountable to provide the best public health solutions and services.

•

Leadership: We lead with vision, expertise, and courage, inspiring action toward a healthier
future. We lead by example, take responsibility for our actions, and operate transparently. We
build trust through our mission to support the public with consistent follow-through.

•

Partnership: We collaborate with others to advance shared goals and promote health equity.
We are dedicated to working alongside our partners to create a healthier community for all.
Through our collaborative efforts, we aim to create lasting, positive changes that benefit all
members of our community.

•

Adaptability: We stay flexible and responsive to evolving challenges and public health needs.
We adjust effectively to change in order to improve public health.

•

Innovation: We foster curiosity, creativity, and openness to new ideas that drive improved
outcomes. We support a culture where continuous learning leads to better public health for all.

MCHD Strategic Plan 2026-2028

147

Page 1 of 4

II.

STRATEGIC OVERVIEW INFOGRAPHIC

MCHD Strategic Plan 2026-2028

148

Page 2 of 4

III.

2026-2028 STRATEGIC PRIORITIES
1. Improve Public Health Outcomes and Promote Healthy Living
Objective: Reduce health disparities and increase community preparedness and resilience.
Leverage data to advise public health policies and interventions, inspire action, and inform
our community.
Goals and Key Actions

1. Identify and monitor
current health and safety
concerns through regular
data analysis and
reporting

2. Contribute to improved
public health and safety
through targeted policies
and interventions

 Complete Community Health Needs Assessment (CHNA) and
Community Health Improvement Plan (CHIP) every three years.
 Report seasonal public health trends (ex. Vector/West Nile
surveillance, respiratory illness) to inform the community.
 Evaluate and improve internal data collection and reporting
systems; make recommendations for new data sources as
needed to enhance reporting.
 Provide services that contribute to increased access to essential
health resources.
 Support programs that ensure safety and uphold standards of
wellbeing.

Success Indicators for Advancing Public Health Outcomes and Promoting Healthy Living






Increased number of people served per program
Survey data show improved access to care and services
Increased compliance in regulatory programs (e.g., Food, water, septic, and vector control)
Data collected tells a clear story that drives action and decision-making

2. Foster Trusting and Responsive Relationships with the Community
Objective: Maintain MCHD’s commitment to being an accessible and trustworthy resource
through partnerships and communication. Continue leading public engagement through
ongoing collaboration with community members and organizations.
Goals and Key Actions
 Evaluate current strategic partnerships and clarify MCHD’s role
in collaborative efforts.

1. Strengthen community
collaboration

 Align partner initiatives with public health goals, shared
messaging, and coordinated work plans.
 Establish an Infectious Disease Workgroup and hold quarterly
meetings with Environmental Health, Communicable Diseases,
and local providers.
 Organize and participate in multi-jurisdictional emergency
preparedness trainings and exercises.

MCHD Strategic Plan 2026-2028 Near-Final Draft

149

Page 3 of 4

Goals and Key Actions
2. Provide clear and
accessible
communication to
support public health
initiatives and programs

 Develop, implement, and evaluate a comprehensive publiceducation and communication plan to inform and promote
health awareness.
 Respond promptly to public requests for information and
feedback.

Success Indicators for Fostering Trusting and Responsive Relationships with the
Community

 Increased number of partnerships and referrals to MCHD
 Needs assessments reflect input from diverse community groups and organizations
 Demonstrated outcomes from collaboration with partners, such as IDoA, IDPH, and local
businesses
 Evidence of improved public understanding and engagement through communication
initiatives

3. Support and Sustain a Skilled Public Health Workforce
Objective: Provide opportunities for professional growth. Explore methods to improve staff
retention and strengthen the local public health talent pipeline to make MCHD an attractive
“home” to both existing and new public health professionals.
Goals and Key Actions
1. Provide improved
employee growth and
development to MCHD’s
internal staff.

2. Contribute to workforce
capacity by supporting
the recruitment and
retention of future
public health
professionals

 Develop and implement a Workforce Development Plan to
assess staffing needs, identify training priorities, and improve
retention efforts.
 Strengthen internal capacity through skill-building, succession
planning, and professional development.
 Support recruitment and retention of future public health
professionals through internships, practicums, and student
experiences.
 Evaluate and refine these initiatives regularly using recruitment
metrics.
 Promote public health careers through outreach, presentations,
job fairs, and recruitment campaigns.

Success Indicators for Supporting and Sustaining a Skilled Public Health Workforce





Increased employee satisfaction across tenure levels
Improved retention in high-turnover positions
Growth in staff participation in professional-development plans
More interns, practicum students, and job-shadow participants engaged in MCHD programs

MCHD Strategic Plan 2026-2028 Near-Final Draft

150

Page 4 of 4

To: Board of Health President Robert Kohlhase; Board of Health Members
From: Jessica McKnight, McLean County Health Department Administrator
Date: January 6, 2026
Re: Action Item D: Illinois Vaccine Access Program Grant

We are requesting approval of the attached Illinois Vaccine Access Program grant funding from the
Illinois Department of Public Health (IDPH) that McLean County Health Department has received to
help facilitate no-cost direct procurement for COVID-19 vaccines for underserved and high-need
populations, including the uninsured and underinsured. The one-time grant funding of $25,000 runs
from July 1, 2025, through June 30, 2026.
Goals of the Vaccine Access Program grant include:
• Expanding access to COVID-19 vaccination services, including for children under three (3)
years of age
• Ensuring compliance with IDPH vaccine guidance, standing orders, and reporting
requirements
• Strengthening coordination between local health departments, pediatric and family
medicine providers, and community partners
• Improving public awareness of vaccine availability through local outreach and
communication
• Supporting equitable access to vaccination across all geographic areas and populations
• Maintaining accurate and timely vaccination data with I-CARE
• Promoting Vaccines for Children (VFC) screening and use of VFC vaccine for all eligible
children
Our submitted budget that has been approved by IDPH includes portions of salary and fringe for
existing department staff (Clinic Nurse Manager and three Public Health Nurses), costs to provide
our Propio phone or video interpreter services used for non-English speaking clients, and some of
the supplies needed for vaccine clinics such as gloves.
Respectfully,
Jessica McKnight

151

Agreement No. 68182057N

GRANT AGREEMENT

T

BETWEEN
THE STATE OF ILLINOIS, Department of Public Health
AND
McLean County Health Department

D
R

AF

The parties to this Grant Agreement (Agreement) are the State of Illinois (State), acting through the
undersigned agency (Grantor) and McLean County Health Department (Grantee) (collectively, the
"Parties" and individually, a "Party"). The Agreement, consisting of the signature page, the parts listed
below, and any additional exhibits or attachments referenced in this Agreement, constitute the entire
agreement between the Parties. No promises, terms, or conditions not recited, incorporated or
referenced herein, including prior agreements or oral discussions, are binding upon either Grantee or
Grantor.
PART ONE – THE UNIFORM TERMS
Article I

Definitions

Article II

Award Information

Article III

Grantee Certifications and Representations

Article IV

Payment Requirements

Article V

Scope of Award Activities/Purpose of Award

Article VI

Budget

Article VII

Allowable Costs

Article VIII

Lobbying

Article IX

Maintenance and Accessibility of Records; Monitoring

Article X

Financial Reporting Requirements

Article XI

Performance Reporting Requirements

Article XII

Audit Requirements

Article XIII

Termination; Suspension; Non-compliance

Article XIV

Subcontracts/Subawards

Article XV

Notice of Change

Article XVI

Structural Reorganization and Reconstitution of Board Membership

Article XVII

Conflict of Interest

__________________________________________________________________________
FY2026, Contract # 68182057N, McLean County Health Department, Illinois Vaccine Access Program - 2026, Date: 01/02/2026

152

Page: 1 of 39

Article XVIII

Equipment or Property

Article XIX

Promotional Materials; Prior Notification

Article XX

Insurance

Article XXI

Lawsuits and Indemnification

Article XXII

Miscellaneous

Exhibit A

Project Description

Exhibit B

Deliverables or Milestones

Exhibit C

Contact Information

Exhibit D

Performance Measures and Standards

Exhibit E

Specific Conditions

PART TWO – Grantor-Specific Terms

D
R

AF

T

PART THREE – Project-Specific Terms

__________________________________________________________________________
FY2026, Contract # 68182057N, McLean County Health Department, Illinois Vaccine Access Program - 2026, Date: 01/02/2026

153

Page: 2 of 39

The Parties or their duly authorized representatives hereby execute this Agreement.
Illinois Department of Public Health

McLean County Health Department

_____________________

__________________

By :
_________________________________________

By :
_____________________________________

Sameer Vohra

Signature of Designee

Director

____________________
______________________

Date : _____________________
Date : _______________________
Printed Name : __________________
Printed Title : ____________________

AF

T

E-mail : ____________________

By : _____________________________

Signature of Second Grantor Approver,
if applicable

Signature of Second Grantee Approver,
if applicable

D
R

By : _____________________________

Date : ___________________________

Date : ___________________________

Printed Name : _____________________

Printed Name : _____________________

Printed Title : ______________________

Printed Title : ________________________
Second Grantee Approver
(optional at Grantee's discretion)

Second Grantor Approver

By : _____________________________
Signature of Third Grantor Approver,
if applicable

Date : ___________________________
Printed Name : _____________________
Printed Title : ______________________
Third Grantor Approver

__________________________________________________________________________
FY2026, Contract # 68182057N, McLean County Health Department, Illinois Vaccine Access Program - 2026, Date: 01/02/2026

154

Page: 3 of 39

PART ONE – THE UNIFORM TERMS
ARTICLE I
DEFINITIONS
1.1.

Definitions. Capitalized words and phrases used in this Agreement have the meanings stated in 2
CFR 200.1 unless otherwise stated below.
"Allowable Costs" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Award" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Budget" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Catalog of State Financial Assistance" or "CSFA" has the same meaning as in 44 Ill. Admin. Code
7000.30.
"Close-out Report" means a report from the Grantee allowing Grantor to determine whether all
applicable administrative actions and required work have been completed, and therefore closeout
actions can commence.

T

"Conflict of Interest" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Cooperative Research and Development Agreement" has the same meaning as in 15 USC 3710a.

AF

"Direct Costs" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Financial Assistance" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"GATU" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Grant Agreement" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Grantee Compliance Enforcement System" has the same meaning as in 44 Ill. Admin. Code 7000.30.

D
R

"Grant Funds" means the Financial Assistance made available to Grantee through this Agreement.
"Grantee Portal" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Indirect Costs" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Indirect Cost Rate" means a device for determining in a reasonable manner the proportion of Indirect
Costs each Program should bear. It is a ratio (expressed as a percentage) of the Indirect Costs to a
Direct Cost base. If reimbursement of Indirect Costs is allowable under an Award, Grantor will not
reimburse those Indirect Costs unless Grantee has established an Indirect Cost Rate covering the
applicable activities and period of time, unless Indirect Costs are reimbursed at a fixed rate.
"Indirect Cost Rate Proposal" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Obligations" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Period of Performance" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Prior Approval" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Profit" means an entity’s total revenue less its operating expenses, interest paid, depreciation, and
taxes. "Profit" is synonymous with the term "net revenue."
"Program" means the services to be provided pursuant to this Agreement
"Program" is used interchangeably with "Project."
"Program Costs" means all Allowable Costs incurred by Grantee and the value of the contributions
made by third parties in accomplishing the objectives of the Award during the Term of this Agreement.
"Related Parties" has the meaning set forth in Financial Accounting Standards Board (FASB)
Accounting Standards Codification (ASC) 850-10-20.

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"SAM” - has the same meaning as in 44 Ill. Admin. Code 7000.30
"State Grantee Compliance Enforcement System" means the statewide framework for State agencies
to manage occurrences of non-compliance with Award requirements.
"State-issued Award" means the assistance that a grantee receives directly from a State agency. The
funding source of the State-issued Award can be federal pass-through, State or a combination
thereof. "State-issued Award" does not include the following:

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contracts issued pursuant to the Illinois Procurement Code that a State agency uses to buy
goods or services from a contractor or a contract to operate State government-owned,
contractor-operated facilities;
agreements that meet the definition of "contract" under 2 CFR 200.1 and 2 CFR 200.331,
which a State agency uses to procure goods or services but are exempt from the Illinois
Procurement Code due to an exemption listed under 30 ILCS 500/1-10, or pursuant to a
disaster proclamation, executive order, or any other exemption permitted by law;
amounts received for services rendered to an individual;
Cooperative Research and Development Agreements;
an agreement that provides only direct cash assistance to an individual;
a subsidy;
a loan;
a loan guarantee; or
insurance.

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"Illinois Stop Payment List" has the same meaning as in 44 Ill. Admin. Code 7000.30.
"Unallowable Cost" has the same meaning as in 44 Ill. Admin. Code 7000.30.

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"Unique Entity Identifier" or "UEI" has the same meaning as in 44 Ill. Admin. Code 7000.30.

ARTICLE II
AWARD INFORMATION

2.1.

Term. This Agreement is effective on July 1, 2025 and expires on June 30, 2026 (the Term), unless
terminated pursuant to this Agreement.

2.2.

Amount of Agreement. Grant Funds must not exceed $25,000.00, of which $0.00 are federal funds.
Grantee accepts Grantor’s payment as specified in this ARTICLE.

2.3.

Payment. Payment will be made as follows (see additional payment requirements in ARTICLE IV;
additional payment provisions specific to this Award may be included in PART TWO or PART
THREE):
Grantee shall submit payment requests(quarterly reimbursements) within thirty(30) calendar days
following the end of the quarter. Quarterly reimbursements submitted through EGrAMS and are
specified in PART THREE, Article 32.2.

2.4.

Award Identification Numbers. If applicable, the Federal Award Identification Number (FAIN) is N/A,
the federal awarding agency is N/A, and the Federal Award date is N/A. If applicable, the Assistance
Listing Program Title is N/A and Assistance Listing Number is N/A. The Catalog of State Financial
Assistance (CSFA) Number is 482-00-3769 and the CSFA Name is Illinois Vaccine Access Program.
If applicable, the State Award Identification Number (SAIN) is 68182057N.

ARTICLE III
GRANTEE CERTIFICATIONS AND REPRESENTATIONS

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3.1.

Registration Certification. Grantee certifies that: (i) it is registered with SAM and NLRBMMNZVC39 is
Grantee’s correct UEI; (ii) it is in good standing with the Illinois Secretary of State, if applicable; and
(iii) Grantee has successfully completed the annual registration and prequalification through the
Grantee Portal.
Grantee must remain current with these registrations and requirements. If Grantee’s status with
regard to any of these requirements changes, or the certifications made in and information provided in
the uniform grant application changes, Grantee must notify Grantor in accordance with ARTICLE XV.

3.2.

Tax Identification Certification. Grantee certifies that: 37-6001569 is Grantee’s correct federal
employer identification number (FEIN) or Social Security Number. Grantee further certifies, if
applicable: (a) that Grantee is not subject to backup withholding because (i) Grantee is exempt from
backup withholding, or (ii) Grantee has not been notified by the Internal Revenue Service (IRS) that
Grantee is subject to backup withholding as a result of a failure to report all interest or dividends, or
(iii) the IRS has notified Grantee that Grantee is no longer subject to backup withholding; and (b)
Grantee is a U.S. citizen or other U.S. person. Grantee is doing business as a Government Entity.

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If Grantee has not received a payment from the State of Illinois in the last two years, Grantee must
submit a W-9 tax form with this Agreement.
Compliance with Uniform Grant Rules. Grantee certifies that it must adhere to the applicable Uniform
Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, which are
published in Title 2, Part 200 of the Code of Federal Regulations (2 CFR Part 200) and are
incorporated herein by reference. 44 Ill. Admin. Code 7000.40(c)(1)(A). The requirements of 2 CFR
Part 200 apply to the Grant Funds awarded through this Agreement, regardless of whether the original
source of the funds is State or federal, unless an exception is noted in federal or State statutes or
regulations. 30 ILCS 708/5(b).

3.4.

Representations and Use of Funds. Grantee certifies under oath that (1) all representations made in
this Agreement are true and correct and (2) all Grant Funds awarded pursuant to this Agreement must
be used only for the purpose(s) described herein. Grantee acknowledges that the Award is made
solely upon this certification and that any false statements, misrepresentations, or material omissions
will be the basis for immediate termination of this Agreement and repayment of all Grant Funds.

3.5.

Specific Certifications. Grantee is responsible for compliance with the enumerated certifications in this
Paragraph to the extent that the certifications apply to Grantee.

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3.3.

(a)

Bribery. Grantee certifies that it has not been convicted of bribery or attempting to bribe an
officer or employee of the State of Illinois, nor made an admission of guilt of such conduct
which is a matter of record.

(b)

Bid Rigging. Grantee certifies that it has not been barred from contracting with a unit of
State or local government as a result of a violation of Paragraph 33E-3 or 33E-4 of the
Criminal Code of 2012 (720 ILCS 5/33E-3 or 720 ILCS 5/33E-4, respectively).

(c)

Debt to State. Grantee certifies that neither it, nor its affiliate(s), is/are barred from receiving
an Award because Grantee, or its affiliate(s), is/are delinquent in the payment of any debt to
the State, unless Grantee, or its affiliate(s), has/have entered into a deferred payment plan to
pay off the debt.

(d)

International Boycott. Grantee certifies that neither it nor any substantially owned affiliated
company is participating or will participate in an international boycott in violation of the
provision of the Anti-Boycott Act of 2018, Part II of the Export Control Reform Act of 2018 (50
USC 4841 through 4843), and the anti-boycott provisions set forth in Part 760 of the federal

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Export Administration Regulations (15 CFR Parts 730 through 774).
Discriminatory Club Dues or Fees. Grantee certifies that it is not prohibited from receiving
an Award because it pays dues or fees on behalf of its employees or agents, or subsidizes or
otherwise reimburses employees or agents for payment of their dues or fees to any club
which unlawfully discriminates (775 ILCS 25/2).

(f)

Pro-Children Act. Grantee certifies that it is in compliance with the Pro-Children Act of 2001
in that it prohibits smoking in any portion of its facility used for the provision of health, day
care, early childhood development services, education or library services to children under
the age of eighteen (18) (except such portions of the facilities which are used for inpatient
substance abuse treatment) (20 USC 7181-7184).

(g)

Drug-Free Workplace. If Grantee is not an individual, Grantee certifies it will provide a drug
free workplace pursuant to the Drug Free Workplace Act. 30 ILCS 580/3. If Grantee is an
individual and this Agreement is valued at more than $5,000, Grantee certifies it will not
engage in the unlawful manufacture, distribution, dispensation, possession, or use of a
controlled substance during the performance of the Agreement. 30 ILCS 580/4. Grantee
further certifies that if it is a recipient of federal pass-through funds, it is in compliance with
the government-wide requirements for a drug-free workplace as set forth in 41 USC 8103.

(h)

Motor Voter Law. Grantee certifies that it is in full compliance with the terms and provisions
of the National Voter Registration Act of 1993 (52 USC 20501 et seq.).

(i)

Clean Air Act and Clean Water Act. Grantee certifies that it is in compliance with all
applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 USC
7401 et seq.) and the Federal Water Pollution Control Act, as amended (33 USC 1251 et
seq.).

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(e)

Debarment. Grantee certifies that it is not debarred, suspended, proposed for debarment or
permanent inclusion on the Illinois Stop Payment List, declared ineligible, or voluntarily
excluded from participation in this Agreement by any federal department or agency (2 CFR
200.205(a)), or by the State (30 ILCS 708/25(6)(G)).
Non-procurement Debarment and Suspension. Grantee certifies that it is in compliance
with Subpart C of 2 CFR Part 180 as supplemented by 2 CFR Part 376, Subpart C.

(l)

Health Insurance Portability and Accountability Act. Grantee certifies that it is in
compliance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA)
(Public Law No. 104-191, 45 CFR Parts 160, 162 and 164, and the Social Security Act, 42
USC 1320d-2 through 1320d-7), in that it may not use or disclose protected health
information other than as permitted or required by law and agrees to use appropriate
safeguards to prevent use or disclosure of the protected health information. Grantee must
maintain, for a minimum of six (6) years, all protected health information.

(m)

Criminal Convictions. Grantee certifies that:
(i) Neither it nor a managerial agent of Grantee (for non-governmental grantees only, this
includes any officer, director or partner of Grantee) has been convicted of a felony under the
Sarbanes-Oxley Act of 2002, nor a Class 3 or Class 2 felony under Illinois Securities Law of
1953, or that at least five (5) years have passed since the date of the conviction; and
(ii) It must disclose to Grantor all violations of criminal law involving fraud, bribery or gratuity
violations potentially affecting this Award. Failure to disclose may result in remedial actions

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as stated in the Grant Accountability and Transparency Act. 30 ILCS 708/40. Additionally, if
Grantee receives over $10 million in total federal Financial Assistance, during the period of
this Award, Grantee must maintain the currency of information reported to SAM regarding
civil, criminal or administrative proceedings as required by 2 CFR 200.113 and Appendix XII
of 2 CFR Part 200, and 30 ILCS 708/40.
Federal Funding Accountability and Transparency Act of 2006 (FFATA). Grantee
certifies that it is in compliance with the terms and requirements of 31 USC 6101 with respect
to Federal Awards greater than or equal to $30,000. A FFATA subaward report must be filed
by the end of the month following the month in which the award was made.

(0)

Illinois Works Review Panel. For Awards made for public works projects, as defined in the
Illinois Works Jobs Program Act, Grantee certifies that it and any contractor(s) or
subcontractor(s) that performs work using funds from this Award, must, upon reasonable
notice, appear before and respond to requests for information from the Illinois Works Review
Panel. 30 ILCS 559/20-25(d).

(p)

Anti-Discrimination. Grantee certifies that its employees and subcontractors under
subcontract made pursuant to this Agreement, must comply with all applicable provisions of
State and federal laws and regulations pertaining to nondiscrimination, sexual harassment
and equal employment opportunity including, but not limited to: Illinois Human Rights Act
(775 ILCS 5/1-101 et seq.), including, without limitation, 44 Ill. Admin. Code 750- Appendix A,
which is incorporated herein; Public Works Employment Discrimination Act (775 ILCS 10/1 et
seq.); Civil Rights Act of 1964 (as amended) (42 USC 2000a - 2000h-6); Section 504 of the
Rehabilitation Act of 1973 (29 USC 794); Americans with Disabilities Act of 1990 (as
amended) (42 USC 12101 et seq.); and the Age Discrimination Act of 1975 (42 USC 6101 et
seq.).

(q)

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(n)

Internal Revenue Code and Illinois Income Tax Act. Grantee certifies that it complies with
all provisions of the federal Internal Revenue Code (26 USC 1), the Illinois Income Tax Act
(35 ILCS 5), and all regulations and rules promulgated thereunder, including withholding
provisions and timely deposits of employee taxes and unemployment insurance taxes.

ARTICLE IV
PAYMENT REQUIREMENTS
4.1.

Availability of Appropriation; Sufficiency of Funds. This Agreement is contingent upon and subject to
the availability of sufficient funds. Grantor may terminate or suspend this Agreement, in whole or in
part, without penalty or further payment being required, if (i) sufficient funds for this Agreement have
not been appropriated or otherwise made available to Grantor by the State or the federal funding
source, (ii) the Governor or Grantor reserves funds, or (iii) the Governor or Grantor determines that
funds will not or may not be available for payment. Grantor must provide notice, in writing, to Grantee
of any such funding failure and its election to terminate or suspend this Agreement as soon as
practicable. Any suspension or termination pursuant to this Paragraph will be effective upon the date
of the written notice unless otherwise indicated.

4.2.

Pre-Award Costs. Pre-award costs are not permitted unless specifically authorized by Grantor in
Exhibit A, PART TWO or PART THREE of this Agreement. If they are authorized, pre-award costs
must be charged to the initial Budget Period of the Award, unless otherwise specified by Grantor. 2
CFR 200.458.

4.3.
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five (45) days of the end of the Period of Performance, or in the case of capital improvement Awards,
within forty-five (45) days of the end of the time period the Grant Funds are available for expenditure
or obligation, unless Grantor permits a longer period in PART TWO OR PART THREE. Grantee must
return to Grantor within forty-five (45) days of the end of the applicable time period as set forth in this
Paragraph all remaining Grant Funds that are not expended or legally obligated.
Cash Management Improvement Act of 1990. Unless notified otherwise in PART TWO or PART
THREE, Grantee must manage federal funds received under this Agreement in accordance with the
Cash Management Improvement Act of 1990 (31 USC 6501 et seq.) and any other applicable federal
laws or regulations. 2 CFR 200.305; 44 Ill. Admin. Code 7000.120.

4.5.

Payments to Third Parties. Grantor will have no liability to Grantee when Grantor acts in good faith to
redirect all or a portion of any Grantee payment to a third party. Grantor will be deemed to have acted
in good faith when it is in possession of information that indicates Grantee authorized Grantor to
intercept or redirect payments to a third party or when so ordered by a court of competent jurisdiction.

4.6.

Modifications to Estimated Amount. If the Agreement amount is established on an estimated basis,
then it may be increased by mutual agreement at any time during the Term. Grantor may decrease
the estimated amount of this Agreement at any time during the Term if (i) Grantor believes Grantee
will not use the funds during the Term, (ii) Grantor believes Grantee has used Grant Funds in a
manner that was not authorized by this Agreement, (iii) sufficient funds for this Agreement have not
been appropriated or otherwise made available to Grantor by the State or the federal funding source,
(iv) the Governor or Grantor reserves funds, or (v) the Governor or Grantor determines that funds will
or may not be available for payment. Grantee will be notified, in writing, of any adjustment of the
estimated amount of this Agreement. In the event of such reduction, services provided by Grantee
under Exhibit A may be reduced accordingly. Grantor must pay Grantee for work satisfactorily
performed prior to the date of the notice regarding adjustment. 2 CFR 200.308.

4.7.

Interest.

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4.4.

(a) All interest earned on Grant Funds held by a Grantee will be treated in accordance with 2 CFR
200.305(b)(9), unless otherwise provided in PART TWO or PART THREE. Grantee must remit
annually any amount due in accordance with 2 CFR 200.305(b)(9) or to Grantor, as applicable.
(b)Grant Funds must be placed in an insured account, whenever possible, that bears interest, unless
exempted under 2 CFR 200.305(b)(8).
4.8.

Timely Billing Required. Grantee must submit any payment request to Grantor within fifteen (15) days
of the end of the quarter, unless another billing schedule is specified in ARTICLE II, PART TWO, or
PART THREE. Failure to submit such payment request timely will render the amounts billed
Unallowable Costs which Grantor cannot reimburse. In the event that Grantee is unable, for good
cause, to submit its payment request timely, Grantee shall timely notify Grantor and may request an
extension of time to submit the payment request. Grantor’s approval of Grantee’s request for an
extension shall not be unreasonably withheld.

4.9.

Certification. Pursuant to 2 CFR 200.415, each invoice and report submitted by Grantee (or
subrecipient) must contain the following certification by an official authorized to legally bind Grantee
(or subrecipient):
By signing this report [or payment request or both], I certify to the best of my knowledge and belief
that the report [or payment request] is true, complete, and accurate; that the expenditures,
disbursements and cash receipts are for the purposes and objectives set forth in the terms and
conditions of the State or federal pass-through award; and that supporting documentation has been

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submitted as required by the grant agreement. I acknowledge that approval for any other expenditure
described herein is considered conditional subject to further review and verification in accordance with
the monitoring and records retention provisions of the grant agreement. I am aware that any false,
fictitious, or fraudulent information, or the omission of any material fact, may subject me to criminal,
civil or administrative penalties for fraud, false statements, false claims or otherwise (U.S. Code Title
18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812; 30 ILCS 708/120).

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ARTICLE V
SCOPE OF AWARD ACTIVITIES/PURPOSE OF AWARD
Scope of Award Activities/Purpose of Award. Grantee must perform as described in this Agreement,
including as described in Exhibit A (Project Description), Exhibit B (Deliverables or Milestones), and
Exhibit D (Performance Measures and Standards), as applicable. Grantee must further comply with
all terms and conditions set forth in the Notice of State Award (44 Ill. Admin. Code 7000.360) which is
incorporated herein by reference. All Grantor-specific provisions and programmatic reporting required
under this Agreement are described in PART TWO (Grantor-Specific Terms). All Project-specific
provisions and reporting required under this Agreement are described in PART THREE (ProjectSpecific Terms).

5.2.

Scope Revisions. Grantee must obtain Prior Approval from Grantor whenever a scope revision is
necessary for one or more of the reasons enumerated in 44 Ill. Admin. Code 7000.370(b)(2). All
requests for scope revisions that require Grantor approval must be signed by Grantee’s authorized
representative and submitted to Grantor for approval. Expenditure of funds under a requested
revision is prohibited and will not be reimbursed if expended before Grantor gives written approval. 2
CFR 200.308.

5.3.

Specific Conditions. If applicable, specific conditions required after a risk assessment are included in
Exhibit E. Grantee must adhere to the specific conditions listed therein. 44 Ill. Admin. Code
7000.340(e).

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5.1.

ARTICLE VI
BUDGET

Budget. The Budget submitted by Grantee at application, or a revised Budget subsequently submitted
and approved by Grantor, is considered final and is incorporated herein by reference.

6.2.

Budget Revisions. Grantee must obtain Prior Approval, whether mandated or discretionary, from
Grantor whenever a Budget revision, is necessary for one or more of the reasons enumerated in 44 Ill.
Admin. Code 7000.370(b). All requests for Budget revisions that require Grantor approval must be
signed by Grantee’s authorized representative and submitted to Grantor for approval. Expenditure of
funds under a requested revision is prohibited and will not be reimbursed if expended before Grantor
gives written approval.

6.3.

Notification. Within thirty (30) calendar days from the date of receipt of the request for Budget
revisions, Grantor will review the request and notify Grantee whether the Budget revision has been
approved, denied, or the date upon which a decision will be reached. 44 Ill. Admin. Code
7000.370(b)(7).

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6.1.

ARTICLE VII
ALLOWABLE COSTS
7.1.

Allowability of Costs; Cost Allocation Methods. The allowability of costs and cost allocation methods
for work performed under this Agreement will be determined in accordance with 2 CFR Part 200
Subpart E and Appendices III, IV, V, and VII.

7.2.

Indirect Cost Rate Submission.
(a)

All grantees, except for Local Education Agencies (as defined in 34 CFR 77.1), must make
an Indirect Cost Rate election in the Grantee Portal, even grantees that do not charge or
expect to charge Indirect Costs. 44 Ill. Admin. Code 7000.420(e).

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(i)Waived and de minimis Indirect Cost Rate elections will remain in effect until Grantee
elects a different option.
(b)

Grantee must submit an Indirect Cost Rate Proposal in accordance with federal and State
regulations, in a format prescribed by Grantor. For grantees who have never negotiated an
Indirect Cost Rate before, the Indirect Cost Rate Proposal must be submitted for approval no
later than three months after the effective date of the Award. For grantees who have
previously negotiated an Indirect Cost Rate, the Indirect Cost Rate Proposal must be
submitted for approval within 180 days of Grantee’s fiscal year end, as dictated in the
applicable appendices, such as:
(i)Appendix VII to 2 CFR Part 200 governs Indirect Cost Rate Proposals for state and Local
Governments and Indian Tribes,
(ii)Appendix III to 2 CFR Part 200 governs Indirect Cost Rate Proposals for public and private
institutions of higher education,
(iii)Appendix IV to 2 CFR Part 200 governs Indirect (F&A) Costs Identification and
Assignment, and Rate Determination for Nonprofit Organizations, and

(d)

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A grantee who has a current, applicable rate negotiated by a cognizant federal agency must
provide to Grantor a copy of its Indirect Cost Rate acceptance letter from the federal
government and a copy of all documentation regarding the allocation methodology for costs
used to negotiate that rate, e.g., without limitation, the cost policy statement or disclosure
narrative statement. Grantor will accept that Indirect Cost Rate, up to any statutory, rulebased or programmatic limit.

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(iv)Appendix V to 2 CFR Part 200 governs state/Local Governmentwide Central Service Cost
Allocation Plans.

A grantee who does not have a current negotiated rate, may elect to charge a de minimis
rate up to 15 percent of modified total direct costs, which may be used indefinitely. No
documentation is required to justify the de minimis Indirect Cost Rate. 2 CFR 200.414(f).

7.3

Transfer of Costs. Cost transfers between Grants, whether as a means to compensate for cost
overruns or for other reasons, are unallowable. 2 CFR 200.451.

7.4.

Commercial Organization Cost Principles. The federal cost principles and procedures for cost analysis
and the determination, negotiation and allowance of costs that apply to commercial organizations are
set forth in 48 CFR Part 31.

7.5.

Financial Management Standards. The financial management systems of Grantee must meet the
following standards:
(a)

Accounting System. Grantee organizations must have an accounting system that provides
accurate, current, and complete disclosure of all financial transactions related to each stateand federally-funded Program. Accounting records must contain information pertaining to
State and federal pass-through awards, authorizations, Obligations, unobligated balances,
assets, outlays, and income. These records must be maintained on a current basis and
balanced at least quarterly. Cash contributions to the Program from third parties must be
accounted for in the general ledger with other Grant Funds. Third party in-kind (non-cash)
contributions are not required to be recorded in the general ledger, but must be under
accounting control, possibly through the use of a memorandum ledger. To comply with 2
CFR 200.305(b)(7)(i) and 30 ILCS 708/97, Grantee must use reasonable efforts to ensure

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that funding streams are delineated within Grantee’s accounting system. 2 CFR 200.302.
(b)

Source Documentation. Accounting records must be supported by such source
documentation as canceled checks, bank statements, invoices, paid bills, donor letters, time
and attendance records, activity reports, travel reports, contractual and consultant
agreements, and subaward documentation. All supporting documentation must be clearly
identified with the Award and general ledger accounts which are to be charged or credited.
(i)The documentation standards for salary charges to Grants are prescribed by 2 CFR
200.430, and in the cost principles applicable to the Grantee’s organization.

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(ii)If records do not meet the standards in 2 CFR 200.430, then Grantor may notify Grantee in
PART TWO, PART THREE or Exhibit E of the requirement to submit personnel activity
reports. 2 CFR 200.430(i)(8). Personnel activity reports must account on an after-the-fact
basis for one hundred percent (100%) of the employee's actual time, separately indicating
the time spent on the Award, other grants or projects, vacation or sick leave, and
administrative time, if applicable. The reports must be signed by the employee, approved by
the appropriate official, and coincide with a pay period. These time records must be used to
record the distribution of salary costs to the appropriate accounts no less frequently than
quarterly.
(iii)Formal agreements with independent contractors, such as consultants, must include a
description of the services to be performed, the period of performance, the fee and method of
payment, an itemization of travel and other costs which are chargeable to the agreement,
and the signatures of both the contractor and an appropriate official of Grantee.

(c)

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(iv)If third party in-kind (non-cash) contributions are used for Award purposes, the valuation
of these contributions must be supported with adequate documentation.
Internal Control. Grantee must maintain effective control and accountability for all cash, real
and personal property, and other assets. Grantee must adequately safeguard all such
property and must provide assurance that it is used solely for authorized purposes. Grantee
must also have systems in place that provide reasonable assurance that the information is
accurate, allowable, and compliant with the terms and conditions of this Agreement. 2 CFR
200.303.

(d)

Budget Control. Grantee must maintain records of expenditures for each Award by the cost
categories of the approved Budget (including Indirect Costs that are charged to the Award),
and actual expenditures are to be compared with budgeted amounts at least quarterly.

(e)

Cash Management. Requests for advance payment must be limited to Grantee's immediate
cash needs. Grantee must have written procedures to minimize the time elapsing between
the receipt and the disbursement of Grant Funds to avoid having excess funds on hand. 2
CFR 200.305.

7.6.

Profits. It is not permitted for any person or entity to earn a Profit from an Award. See, e.g., 2 CFR
200.400(g); see also 30 ILCS 708/60(a)(7).

7.7.

Management of Program Income. Grantee is encouraged to earn income to defray Program Costs
where appropriate, subject to 2 CFR 200.307.

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ARTICLE VIII
LOBBYING
Improper Influence. Grantee certifies that it will not use and has not used Grant Funds to influence or
attempt to influence an officer or employee of any government agency or a member or employee of
the State or federal legislature in connection with the awarding of any agreement, the making of any
grant, the making of any loan, the entering into of any cooperative agreement, or the extension,
continuation, renewal, amendment or modification of any agreement, grant, loan or cooperative
agreement. Additionally, Grantee certifies that it has filed the required certification under the Byrd
Anti-Lobbying Amendment (31 USC 1352), if applicable.

8.2.

Federal Form LLL. If any federal funds, other than federally-appropriated funds, were paid or will be
paid to any person for influencing or attempting to influence any of the above persons in connection
with this Agreement, the undersigned must also complete and submit Federal Form LLL, Disclosure of
Lobbying Activities Form, in accordance with its instructions.

8.3.

Lobbying Costs. Grantee certifies that it is in compliance with the restrictions on lobbying set forth in 2
CFR 200.450. For any Indirect Costs associated with this Agreement, total lobbying costs must be
separately identified in the Program Budget, and thereafter treated as other Unallowable Costs.

8.4.

Procurement Lobbying. Grantee warrants and and certifies that it and, to the best of its knowledge, its
subrecipients have complied and will comply with Illinois Executive Order No. 1 (2007) (EO 1-2007).
EO 1-2007 generally prohibits grantees and subcontractors from hiring the then-serving Governor’s
family members to lobby procurement activities of the State, or any other unit of government in Illinois
including local governments, if that procurement may result in a contract valued at over $25,000. This
prohibition also applies to hiring for that same purpose any former State employee who had
procurement authority at any time during the one-year period preceding the procurement lobbying
activity.

8.5.

Subawards. Grantee must include the language of this ARTICLE in the award documents for any
subawards made pursuant to this Award at all tiers. All subrecipients are also subject to certification
and disclosure. Pursuant to Appendix II(I) to 2 CFR Part 200, Grantee must forward all disclosures by
contractors regarding this certification to Grantor

8.6.

Certification. This certification is a material representation of fact upon which reliance was placed to
enter into this transaction and is a prerequisite for this transaction, pursuant to 31 USC 1352. Any
person who fails to file the required certifications will be subject to a civil penalty of not less than
$10,000, and not more than $100,000, for each such failure.

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8.1.

ARTICLE IX
MAINTENANCE AND ACCESSIBILITY OF RECORDS; MONITORING
9.1.

Records Retention. Grantee must maintain for three (3) years from the date of submission of the final
expenditure report, adequate books, all financial records and, supporting documents, statistical
records, and all other records pertinent to this Award, adequate to comply with 2 CFR 200.334, unless
a different retention period is specified in 2 CFR 200.334, 44 Ill. Admin. Code 7000.430(a) and (b) or
PART TWO or PART THREE. If any litigation, claim or audit is started before the expiration of the
retention period, the records must be retained until all litigation, claims or audit exceptions involving
the records have been resolved and final action taken.

9.2.

Accessibility of Records. Grantee, in compliance with 2 CFR 200.337 and 44 Ill. Admin. Code

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7000.430(f), must make books, records, related papers, supporting documentation and personnel
relevant to this Agreement available to authorized Grantor representatives, the Illinois Auditor
General, Illinois Attorney General, any Executive Inspector General, Grantor’s Inspector General,
federal authorities, any person identified in 2 CFR 200.337, and any other person as may be
authorized by Grantor (including auditors), by the State of Illinois or by federal statute. Grantee must
cooperate fully in any such audit or inquiry.
Failure to Maintain Books and Records. Failure to maintain books, records and supporting
documentation, as described in this ARTICLE, will result in the disallowance of costs for which there is
insufficient supporting documentation and also establishes a presumption in favor of the State for the
recovery of any Grant Funds paid by the State under this Agreement for which adequate books,
records and supporting documentation are not available to support disbursement.

9.4.

Monitoring and Access to Information. Grantee must monitor its activities to assure compliance with
applicable state and federal requirements and to assure its performance expectations are being
achieved. Grantor shall monitor the activities of Grantee to assure compliance with all requirements,
including appropriate programmatic rules, regulations, and guidelines that the Grantor promulgates or
implements, and performance expectations of the award. Grantee shall timely submit all financial and
performance reports, and shall supply, upon Grantor’s request, documents and information relevant to
the Award. Grantor may make site visits as warranted by program needs. See 2 CFR 200.329 and
200.332. Additional monitoring requirements may be in PART TWO or PART THREE.

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9.3.

ARTICLE X
FINANCIAL REPORTING REQUIREMENTS
Required Periodic Financial Reports. Grantee must submit financial reports as requested and in the
format required by Grantor no later than the dues date(s) specified in PART TWO or PART THREE.
Grantee must submit reports to Grantor describing the expenditure(s) of the funds related thereto at
the intervals specified by Grantor, which must be no less frequent than annually and no more frequent
than quarterly, unless otherwise specified in either PART TWO or PART THREE (approved as an
exception by GATU) or on Exhibit E pursuant to specific conditions. 2 CFR 200.328(b). Any report
required by 30 ILCS 708/125 may be detailed in PART TWO or PART THREE.

10.2

Financial Close-out Report.

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10.1.

10.3.

(a)

Grantee shall submit a Close-out Report no later than the due date specified in PART TWO
or PART THREE following the end of the period of performance for this Agreement or
Agreement termination. The format of this Close-out Report shall follow a format prescribed
by Grantor. 2 CFR 200.344; 44 Ill. Admin. Code 7000.440(b).

(b)

If an audit or review of Grantee occurs and results in adjustments after Grantee submits a
Close-out Report, Grantee will submit a new Close-out Report based on audit adjustments,
and immediately submit a refund to Grantor, if applicable. 2 CFR 200.345.

Effect of Failure to Comply. Failure to comply with reporting requirements shall result in the
withholding of funds, the return of Improper Payments or Unallowable Costs, will be considered a
material breach of this Agreement and may be the basis to recover Grant Funds. Grantee's failure to
comply with this ARTICLE XIII, ARTICLE XIV, or ARTICLE XV shall be considered prima facie
evidence of a breach and may be admitted as such, without further proof, into evidence in an
administrative proceeding before Grantor, or in any other legal proceeding. Grantee should refer to
the State of Illinois Grantee Compliance Enforcement System for policy and consequences for failure
to comply. 44 Ill. Admin. Code 7000.80.

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ARTICLE XI
PERFORMANCE REPORTING REQUIREMENTS
Required Periodic Performance Reports. Grantee must submit performance reports as requested and
in the format required by Grantor no later than the due date(s) specified in PART TWO or PART
THREE. 44 Ill. Admin. Code 7000.410. Grantee must report to Grantor on the performance measures
listed in Exhibit D, PART TWO or PART THREE at the intervals specified by Grantor, which must be
no less frequent than annually and no more frequent than quarterly, unless otherwise specified in
PART TWO, PART THREE, or Exhibit E pursuant to specific award conditions. For certain
construction-related Awards, such reports may be exempted as identified in PART TWO or PART
THREE. 2 CFR 200.329.

11.2.

Performance Close-out Report. Grantee must submit a performance Close-out Report, in the format
required by Grantor by the due date specified in PART TWO or PART THREE, which must be no later
than 60 calendar days following the end of the Period of Performance or Agreement termination. 2
CFR 200.344; 44 Ill. Admin. Code 7000.440(b).

11.3.

Content of Performance Reports. Pursuant to 2 CFR 200.329(b) and (c), all performance reports must
relate the financial data and project or program accomplishments to the performance goals and
objectives of this Award and also include the following: a comparison of actual accomplishments to
the objectives of the Award established for the reporting period (for example, comparing costs to units
of accomplishment); computation of the cost and demonstration of cost effective practices (e.g.,
through unit cost data); performance trend data and analysis if required; the reasons why established
goals were not met, if appropriate; and additional information, analysis, and explanation of any cost
overruns or higher-than-expected unit costs. Additional content and format guidelines for the
performance reports will be determined by Grantor contingent on the Award’s statutory, regulatory and
administrative requirements, and are included in PART TWO or PART THREE of this Agreement.

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11.1.

ARTICLE XII
AUDIT REQUIREMENTS

12.1.

Audits. Grantee shall be subject to the audit requirements contained in the Single Audit Act
Amendments of 1996 (31 USC 7501-7507) and Subpart F of 2 CFR Part 200, and the audit rules and
policies set forth by the Governor’s Office of Management and Budget. See 30 ILCS 708/65(c); 44 Ill.
Admin. Code 7000.90.

12.2.

Consolidated Year-End Financial Reports (CYEFR). All grantees are required to complete and submit
a CYEFR through the Grantee Portal, except those exempted by federal or State statute or regulation,
as set forth in PART TWO or PART THREE. The CYEFR is a required schedule in the Grantee’s
audit report if the Grantee is required to complete and submit an audit report as set forth herein.

12.3

(a)

Grantee’s CYEFR must cover the same period as the audited financial statements, if required,
and must be submitted in accordance with the audit schedule at 44 Ill. Admin. Code 7000.90.
If Grantee is not required to complete audited financial statements, the CYEFR must cover
Grantee’s fiscal year and must be submitted within 6 months of the Grantee’s fiscal year-end.

(b)

The CYEFR must include an in relation to opinion from the auditor of the financial statements
included in the audit.

(c)

The CYEFR must follow a format prescribed by Grantor.

Entities That Are Not “For-Profit”.
(a)

This Paragraph applies to Grantees that are not “for-profit” entities.

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(b)

Single and Program-Specific Audits. If, during its fiscal year, Grantee expends at least
$1,000,000 in federal Awards (direct federal and federal pass-through awards combined),
Grantee must have a single audit or program-specific audit conducted for that year as
required by 2 CFR 200.501 and other applicable sections of Subpart F of 2 CFR Part 200.
The audit report packet must be completed as described in 2 CFR 200.512 (single audit) or 2
CFR 200.507 (program-specific audit), 44 Ill. Admin. Code 7000.90(h)(1) and the current
GATA audit manual and submitted to the Federal Audit Clearinghouse, as required by 2 CFR
200.512. The results of peer and external quality control reviews, management letters issued
by the auditors and their respective corrective action plans if significant deficiencies or
material weaknesses are identified, and the CYEFR(s) must be submitted to the Grantee
Portal at the same time the audit report packet is submitted to the Federal Audit
Clearinghouse. The due date of all required submissions set forth in this Paragraph is the
earlier of (i) thirty (30) calendar days after receipt of the auditor’s report(s) or (ii) nine (9)
months after the end of Grantee’s audit period.

(c)

Financial Statement Audit. If, during its fiscal year, Grantee expends less than $1,000,000 in
federal Awards, Grantee is subject to the following audit requirements:

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(i)If, during its fiscal year, Grantee expends at least $750,000 in State-issued Awards,
Grantee must have a financial statement audit conducted in accordance with the Generally
Accepted Government Auditing Standards (GAGAS). Grantee may be subject to additional
requirements in PART TWO, PART THREE or Exhibit E based on Grantee’s risk profile.
(ii)If, during its fiscal year, Grantee expends less than $750,000 in State-issued Awards, but
expends at least $500,000 in State-issued Awards, Grantee must have a financial statement
audit conducted in accordance with the Generally Accepted Auditing Standards (GAAS).

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(iii)If Grantee is a Local Education Agency (as defined in 34 CFR 77.1), Grantee must have a
financial statement audit conducted in accordance with GAGAS, as required by 23 Ill. Admin.
Code 100.110, regardless of the dollar amount of expenditures of State-issued Awards.
(iv)If Grantee does not meet the requirements in subsections 12.3(b) and 12.3(c)(i-iii) but is
required to have a financial statement audit conducted based on other regulatory
requirements, Grantee must submit those audits for review.
(v)Grantee must submit its financial statement audit report packet, as set forth in 44 Ill.
Admin. Code 7000.90(h)(2) and the current GATA audit manual, to the Grantee Portal within
the earlier of (i) thirty (30) calendar days after receipt of the auditor’s report(s) or (ii) six (6)
months after the end of Grantee’s audit period.

12.4.

“For-Profit” Entities.
(a)

This Paragraph applies to Grantees that are “for-profit” entities.

(b)

Program-Specific Audit. If, during its fiscal year, Grantee expends at least the threshold
amount as set out in 2 CFR 200.501(a) in federal pass-through funds from State-issued
Awards, Grantee must have a program-specific audit conducted in accordance with 2 CFR
200.507. The auditor must audit federal pass-through programs with federal pass-through
Awards expended that, in the aggregate, cover at least 50 percent (0.50) of total federal
pass-through Awards expended. The audit report packet must be completed as described in
2 CFR 200.507 (program-specific audit), 44 Ill. Admin. Code 7000.90 and the current GATA
audit manual, and must be submitted to the Grantee Portal. The due date of all required
submissions set forth in this Paragraph is the earlier of (i) thirty (30) calendar days after
receipt of the auditor’s report(s) or (ii) nine (9) months after the end of Grantee’s audit period.

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(c)

Financial Statement Audit. If, during its fiscal year, Grantee expends less than $1,000,000 in
federal pass-through funds from State-issued Awards, Grantee must follow all of the audit
requirements in Paragraphs 12.3(c)(i)-(v), above.

(d)

Publicly-Traded Entities. If Grantee is a publicly-traded company, Grantee is not subject to
the single audit or program-specific audit requirements, but must submit its annual audit
conducted in accordance with its regulatory requirements.

Performance of Audits. For those organizations required to submit an independent audit report, the
audit must be conducted by the Illinois Auditor General (as required for certain governmental entities
only), or a Certified Public Accountant or Certified Public Accounting Firm licensed in the State of
Illinois or in accordance with Section 5.2 of the Illinois Public Accounting Act (225 ILCS 450/5.2). For
all audits required to be performed subject to GAGAS or Generally Accepted Auditing Standards,
Grantee must request and maintain on file a copy of the auditor’s most recent peer review report and
acceptance letter. Grantee must follow procedures prescribed by Grantor for the preparation and
submission of audit reports and any related documents.

12.6.

Delinquent Reports. When audit reports or financial statements required under this ARTICLE are
prepared by the Illinois Auditor General, if they are not available by the above-specified due date, they
must be provided to Grantor within thirty (30) days of becoming available. Grantee should refer to the
State Grantee Compliance Enforcement System for the policy and consequences for late reporting. 44
Ill. Admin. Code 7000.80.

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12.5.

ARTICLE XIII
TERMINATION; SUSPENSION; NON-COMPLIANCE
Termination.

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13.1.

(a)

Either Party may terminate this Agreement, in whole or in part, upon thirty (30) calendar days’
prior written notice to the other Party.

(b)

If terminated by the Grantee, Grantee must include the reasons for such termination, the
effective date, and, in the case of a partial termination, the portion to be terminated. If Grantor
determines in the case of a partial termination that the reduced or modified portion of the
Award will not accomplish the purposes for which the Award was made, Grantor may
terminate the Agreement in its entirety. 2 CFR 200.340(a)(4).

(c)

This Agreement may be terminated, in whole or in part, by Grantor:
(i)Pursuant to a funding failure under Paragraph 4.1;
(ii)If Grantee fails to comply with the terms and conditions of this or any Award, application or
proposal, including any applicable rules or regulations, or has made a false representation in
connection with the receipt of this or any Award; or
(iii)(iii)If the Award no longer effectuates the Program goals or agency priorities and if this
termination is permitted in the terms and conditions of the Award, which must be detailed in
Exhibit A, PART TWO or PART THREE.

13.2.

Suspension. Grantor may suspend this Agreement, in whole or in part, pursuant to a funding failure
under Paragraph 4.1 or if the Grantee fails to comply with terms and conditions of this or any Award.
If suspension is due to Grantee’s failure to comply, Grantor may withhold further payment and prohibit
Grantee from incurring additional Obligations pending corrective action by Grantee or a decision to
terminate this Agreement by Grantor. Grantor may allow necessary and proper costs that Grantee
could not reasonably avoid during the period of suspension.

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13.3.

Non-compliance. If Grantee fails to comply with the U.S. Constitution, applicable statutes, regulations
or the terms and conditions of this or any Award, Grantor may impose additional conditions on
Grantee, as described in 2 CFR 200.208. If Grantor determines that non-compliance cannot be
remedied by imposing additional conditions, Grantor may take one or more of the actions described in
2 CFR 200.339. The Parties must follow all Grantor policies and procedures regarding noncompliance, including, but not limited to, the procedures set forth in the State Grantee Compliance
Enforcement System. 44 Ill. Admin. Code 7000.80 and 7000.260.

13.4.

Objection. If Grantor suspends or terminates this Agreement, in whole or in part, for cause, or takes
any other action in response to Grantee’s non-compliance, Grantee may avail itself of any
opportunities to object and challenge such suspension, termination or other action by Grantor in
accordance with any applicable processes and procedures, including, but not limited to, the
procedures set forth in the State Grantee Compliance Enforcement System. 2 CFR 200.342; 44 Ill.
Admin. Code 7000.80 and 7000.260.

13.5.

Effects of Suspension and Termination.
Grantor may credit Grantee for allowable expenditures incurred in the performance of
authorized services under this Agreement prior to the effective date of a suspension or
termination.

(b)

Except as set forth in subparagraph (c), below, Grantee must not incur any costs or
Obligations that require the use of Grant Funds after the effective date of a suspension or
termination, and must cancel as many outstanding Obligations as possible.

(c)

Costs to Grantee resulting from Obligations incurred by Grantee during a suspension or after
termination of the Agreement are not allowable unless Grantor expressly authorizes them in
the notice of suspension or termination or subsequently. However, Grantor may allow costs
during a suspension or after termination if:

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(a)

(i)The costs result from Obligations properly incurred before the effective date of suspension
or termination, are not in anticipation of the suspension or termination, and the costs would
be allowable if the Agreement was not suspended or terminated prematurely. 2 CFR
200.343.

13.6.

Close-out of Terminated Agreements. If this Agreement is terminated, in whole or in part, the Parties
shall comply with all close-out and post-termination requirements of this Agreement. 2 CFR
200.340(d).

ARTICLE XIV
SUBCONTRACTS/SUB-GRANTS
14.1.

Subcontracting/Subrecipients/Delegation. Grantee must not subcontract nor issue a subaward for any
portion of this Agreement nor delegate any duties hereunder without Prior Approval of Grantor. The
requirement for Prior Approval is satisfied if the subcontractor or subrecipient has been identified in
the uniform grant application, such as, without limitation, a Project description, and Grantor has
approved. Grantee must follow all applicable requirements set forth in 2 CFR 200.332.

14.2.

Application of Terms. If Grantee enters into a subaward agreement with a subrecipient, Grantee must
notify the subrecipient of the applicable laws and regulations and terms and conditions of this Award
by attaching this Agreement to the subaward agreement. The terms of this Agreement apply to all
subawards authorized in accordance with Paragraph 14.1. 2 CFR 200.101(b).

14.3.

Liability as Guaranty. Grantee will be liable as guarantor for any Grant Funds it obligates to a

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subrecipient or subcontractor pursuant to this ARTICLE in the event Grantor determines the funds
were either misspent or are being improperly held and the subrecipient or subcontractor is insolvent or
otherwise fails to return the funds. 2 CFR 200.345; 30 ILCS 705/6; 44 Ill. Admin. Code 7000.450(a).

ARTICLE XV
NOTICE OF CHANGE
Notice of Change. Grantee must notify Grantor if there is a change in Grantee’s legal status, FEIN,
UEI, SAM registration status, Related Parties, senior management (for non-governmental grantees
only) or address. If the change is anticipated, Grantee must give thirty (30) days’ prior written notice
to Grantor. If the change is unanticipated, Grantee must give notice as soon as practicable thereafter.
Grantor reserves the right to take any and all appropriate action as a result of such change(s).

15.2.

Failure to Provide Notification. To the extent permitted by Illinois law (see Paragraph 21.2), Grantee
must hold harmless Grantor for any acts or omissions of Grantor resulting from Grantee’s failure to
notify Grantor as required by Paragraph 15.1.

15.3.

Notice of Impact. Grantee must notify Grantor in writing of any event, including, by not limited to,
becoming a party to litigation, an investigation, or transaction that may have a material impact on
Grantee’s ability to perform under this Agreement. Grantee must provide notice to Grantor as soon as
possible, but no later than five (5) days after Grantee becomes aware that the event may have a
material impact.

15.4.

Effect of Failure to Provide Notice. Failure to provide the notice described in this ARTICLE is grounds
for termination of this Agreement and any costs incurred after the date notice should have been given
may be disallowed.

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15.1.

ARTICLE XVI
STRUCTURAL REORGANIZATION AND RECONSTITUTION OF BOARD MEMBERSHIP
16.1.

Effect of Reorganization. This Agreement is made by and between Grantor and Grantee, as Grantee
is currently organized and constituted. Grantor does not agree to continue this Agreement, or any
license related thereto, should Grantee significantly reorganize or otherwise substantially change the
character of its corporate structure, business structure or governance structure. Grantee must give
Grantor prior notice of any such action or changes significantly affecting its overall structure or, for
non-governmental grantees only, management makeup (for example, a merger or a corporate
restructuring), and must provide all reasonable documentation necessary for Grantor to review the
proposed transaction including financial records and corporate and shareholder minutes of any
corporation which may be involved. Grantor reserves the right to terminate the Agreement based on
whether the newly organized entity is able to carry out the requirements of the Award. This ARTICLE
does not require Grantee to report on minor changes in the makeup of its board membership or
governance structure, as applicable. Nevertheless, PART TWO or PART THREE may impose further
restrictions. Failure to comply with this ARTICLE constitutes a material breach of this Agreement.

ARTICLE XVII
CONFLICT OF INTEREST
17.1.

Required Disclosures. Grantee must immediately disclose in writing any potential or actual Conflict of
Interest to Grantor. 2 CFR 200.112; 30 ILCS 708/35.

17.2

Prohibited Payments. Payments made by Grantor under this Agreement must not be used by Grantee

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to compensate, directly or indirectly, any person currently holding an elective office in this State
including, but not limited to, a seat in the General Assembly. In addition, where Grantee is not an
instrumentality of the State of Illinois, as described in this Paragraph, Grantee must request
permission from Grantor to compensate, directly or indirectly, any officer or any person employed by
an office or agency of the State of Illinois. An instrumentality of the State of Illinois includes, without
limitation, State departments, agencies, boards, and State universities. An instrumentality of the State
of Illinois does not include, without limitation, units of Local Government and related entities.
17.3

Request for Exemption. Grantee may request written approval from Grantor for an exemption from
Paragraph 17.2. Grantee acknowledges that Grantor is under no obligation to provide such exemption
and that Grantor may grant an such exemption subject to additional terms and conditions as Grantor
may require.

ARTICLE XVIII
EQUIPMENT OR PROPERTY
Purchase of Equipment. For any equipment purchased in whole or in part with Grant Funds, if Grantor
determines that Grantee has not met the conditions of 2 CFR 200.439, the costs for such equipment
will be disallowed. Grantor must notify Grantee in writing that the purchase of equipment is disallowed.

18.2.

Prohibition against Disposition/Encumbrance. Any equipment, material, or real property that Grantee
purchases or improves with Grant Funds must not be sold, transferred, encumbered (other than
original financing) or otherwise disposed of during the Award Term without Prior Approval of Grantor
unless a longer period is required in PART TWO or PART THREE and permitted by 2 CFR Part 200
Subpart D. Use or disposition of real property acquired or improved using Grant Funds must comply
with the requirements of 2 CFR 200.311. Real property, equipment, and intangible property that are
acquired or improved in whole or in part using Grant Funds are subject to the provisions of 2 CFR
200.316. Grantor may require the Grantee to record liens or other appropriate notices of record to
indicate that personal or real property has been acquired or improved with this Award and that use
and disposition conditions apply to the property.

18.3.

Equipment and Procurement. Grantee must comply with the uniform standards set forth in 2 CFR
200.310–200.316 governing the management and disposition of property, the cost of which was
supported by Grant Funds. Any waiver from such compliance must be granted by either the
President’s Office of Management and Budget, the Governor’s Office of Management and Budget, or
both, depending on the source of the Grant Funds used. Additionally, Grantee must comply with the
standards set forth in 2 CFR 200.317-200.327 to establish procedures to use Grant Funds for the
procurement of supplies and other expendable property, equipment, real property and other services.

18.4.

Equipment Instructions. Grantee must obtain disposition instructions from Grantor when equipment,
purchased in whole or in part with Grant Funds, is no longer needed for their original purpose.
Notwithstanding anything to the contrary contained in this Agreement, Grantor may require transfer of
any equipment to Grantor or a third party for any reason, including, without limitation, if Grantor
terminates the Award or Grantee no longer conducts Award activities. Grantee must properly
maintain, track, use, store and insure the equipment according to applicable best practices,
manufacturer’s guidelines, federal and state laws or rules, and Grantor requirements stated herein.

18.5

Domestic Preferences for Procurements. In accordance with 2 CFR 200.322, to the greatest extent
practicable and consistent with law, Grantee must, under this Award, provide a preference for the
purchase, acquisition, or use of goods, products, or materials produced in the United States (including
but not limited to iron, aluminum, steel, cement, and other manufactured products). The requirements

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18.1.

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of this Paragraph must be included in all subawards and in all contracts and purchase orders under
this Award.

ARTICLE XIX
PROMOTIONAL MATERIALS; PRIOR NOTIFICATION
Promotional and Written Materials. Use of Grant Funds for promotions is subject to the prohibitions for
advertising or public relations costs in 2 CFR 200.421(e). To use Grant Funds in whole or in part to
produce any written publications, announcements, reports, flyers, brochures or other written materials,
these uses must be allowable under 2 CFR 200.421 and 200.467 and Grantee must include in these
publications, announcements, reports, flyers, brochures and all other such material, the phrase
“Funding provided in whole or in part by the [Grantor].” 2 CFR 200.467. Exceptions to this requirement
must be requested, in writing, from Grantor and will be considered authorized only upon written notice
thereof to Grantee.

19.2.

Prior Notification/Release of Information. Grantee must notify Grantor ten (10) days prior to issuing
public announcements or press releases concerning work performed pursuant to this Agreement, or
funded in whole or in part by this Agreement, and must cooperate with Grantor in joint or coordinated
releases of information.

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19.1.

ARTICLE XX
INSURANCE

Maintenance of Insurance. Grantee must maintain in full force and effect during the Term of this
Agreement casualty and bodily injury insurance, as well as insurance sufficient to cover the
replacement cost of any and all real or personal property (including equipment), or both, purchased or,
otherwise acquired, or improved in whole or in part, with funds disbursed pursuant to this Agreement.
2 CFR 200.310. Additional insurance requirements may be detailed in PART TWO or PART THREE.

20.2.

Claims. If a claim is submitted for real or personal property, or both, purchased in whole with funds
from this Agreement and such claim results in the recovery of money, such money recovered must be
surrendered to Grantor.

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20.1.

ARTICLE XXI
LAWSUITS AND INDEMNIFICATION
21.1.

Independent Contractor. Neither Grantee nor any employee or agent of Grantee acquires any
employment rights with Grantor by virtue of this Agreement. Grantee must provide the agreed
services and achieve the specified results free from the direction or control of Grantor as to the means
and methods of performance. Grantee must provide its own equipment and supplies necessary to
conduct its business; provided, however, that in the event, for its convenience or otherwise, Grantor
makes any such equipment or supplies available to Grantee, Grantee’s use of such equipment or
supplies provided by Grantor pursuant to this Agreement is strictly limited to official Grantor or State of
Illinois business and not for any other purpose, including any personal benefit or gain.

21.2.

Indemnification and Liability.

(a)Non-governmental entities. This subparagraph applies only if Grantee is a non-governmental
entity. Grantee must hold harmless Grantor against any and all liability, loss, damage, cost or
expenses, including attorneys’ fees, arising from the intentional torts, negligence or breach of contract

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of Grantee, with the exception of acts performed in conformance with an explicit, written directive of
Grantor. Indemnification by Grantor is governed by the State Employee Indemnification Act (5 ILCS
350/.01 et seq.) as interpreted by the Illinois Attorney General. Grantor makes no representation that
Grantee, an independent contractor, will qualify or be eligible for indemnification under said Act.

(b)Governmental entities. This subparagraph applies only if Grantee is a governmental unit as
designated in Paragraph 3.2. Neither Party shall be liable for actions chargeable to the other Party
under this Agreement including, but not limited to, the negligent acts and omissions of the other
Party’s agents, employees or subcontractors in the performance of their duties as described under
this Agreement, unless such liability is imposed by law. This Agreement is not construed as seeking
to enlarge or diminish any obligation or duty owed by one Party against the other or against a third
party.

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ARTICLE XXII
MISCELLANEOUS

Gift Ban. Grantee is prohibited from giving gifts to State employees pursuant to the State Officials and
Employees Ethics Act (5 ILCS 430/10-10) and Illinois Executive Order 15-09.

22.2.

Assignment Prohibited. This Agreement must not be sold, assigned, or transferred in any manner by
Grantee, to include an assignment of Grantee’s rights to receive payment hereunder, and any actual
or attempted sale, assignment, or transfer by Grantee without the Prior Approval of Grantor in writing
renders this Agreement null, void and of no further effect.

22.3.

Copies of Agreements upon Request. Grantee must, upon request by Grantor, provide Grantor with
copies of contracts or other agreements to which Grantee is a party with any other State agency.

22.4.

Amendments. This Agreement may be modified or amended at any time during its Term by mutual
consent of the Parties, expressed in writing and signed by the Parties.

22.5.

Severability. If any provision of this Agreement is declared invalid, its other provisions will remain in
effect.

22.6.

No Waiver. The failure of either Party to assert any right or remedy pursuant to this Agreement will not
be construed as a waiver of either Party's right to assert such right or remedy at a later time or
constitute a course of business upon which either Party may rely for the purpose of denial of such a
right or remedy.

22.7.

Applicable Law; Claims. This Agreement and all subsequent amendments thereto, if any, are
governed and construed in accordance with the laws of the State of Illinois. Any claim against Grantor
arising out of this Agreement must be filed exclusively with the Illinois Court of Claims. 705 ILCS
505/1 et seq. Grantor does not waive sovereign immunity by entering into this Agreement.

22.8.

Compliance with Law. Grantee is responsible for ensuring that Grantee’s Obligations and services
hereunder are performed in compliance with all applicable federal and State laws, including, without
limitation, federal regulations, State administrative rules, including but not limited to 44 Ill. Admin.
Code Part 7000, laws and rules which govern disclosure of confidential records or other information
obtained by Grantee concerning persons served under this Agreement, and any license requirements
or professional certification provisions.

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22.1.

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22.9.

Compliance with Freedom of Information Act. Upon request, Grantee must make available to Grantor
all documents in its possession that Grantor deems necessary to comply with requests made under
the Freedom of Information Act. 5 ILCS 140/7(2).

22.10 Compliance with Whistleblower Protections. Grantee must comply with the Whistleblower Act (740
ILCS 174/1 et seq.) and the whistleblower protections set forth in 2 CFR 200.217, including but not
limited to, the requirement that Grantee and its subrecipients inform their employees in writing of
employee whistleblower rights and protections under 41 U.S.C. 4712.
22.11 Precedence.
Except as set forth in subparagraph (b), below, the following rules of precedence are
controlling for this Agreement: In the event there is a conflict between this Agreement and
any of the exhibits or attachments hereto, this Agreement controls. In the event there is a
conflict between PART ONE and PART TWO or PART THREE of this Agreement, PART
ONE controls. In the event there is a conflict between PART TWO and PART THREE of this
Agreement, PART TWO controls. In the event there is a conflict between this Agreement and
relevant statute(s) or rule(s), the relevant statute(s) or rule(s) controls.

(b)

Notwithstanding the provisions in subparagraph (a), above, if a relevant federal or state
statute(s) or rule(s) requires an exception to this Agreement’s provisions, or an exception to a
requirement in this Agreement is granted by GATU, such exceptions must be noted in PART
TWO or PART THREE, and in such cases, those requirements control.

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22.12 Illinois Grant Funds Recovery Act. In the event of a conflict between the Illinois Grant Funds Recovery
Act and the Grant Accountability and Transparency Act, the provisions of the Grant Accountability and
Transparency Act control. 30 ILCS 708/80.
22.13 Headings. Articles and other headings contained in this Agreement are for reference purposes only
and are not intended to define or limit the scope, extent or intent of this Agreement or any provision
hereof.
22.14 Counterparts. This Agreement may be executed in one or more counterparts, each of which are
considered to be one and the same agreement, binding on all Parties hereto, notwithstanding that all
Parties are not signatories to the same counterpart. Duplicated signatures, signatures transmitted via
facsimile, or signatures contained in a Portable Document Format (PDF) document are deemed
original for all purposes.
22.15 Attorney Fees and Costs. Unless prohibited by law, if Grantor prevails in any proceeding to enforce
the terms of this Agreement, including any administrative hearing pursuant to the Grant Funds
Recovery Act or the Grant Accountability and Transparency Act, Grantor has the right to recover
reasonable attorneys’ fees, costs and expenses associated with such proceedings.
22.16 Continuing Responsibilities. The termination or expiration of this Agreement does not affect: (a) the
right of Grantor to disallow costs and recover funds based on a later audit or other review; (b) the
obligation of the Grantee to return any funds due as a result of later refunds, corrections or other
transactions, including, without limitation, final Indirect Cost Rate adjustments and those funds
obligated pursuant to ARTICLE XIV; (c) the CYEFR(s); (d) audit requirements established in 44 Ill.
Admin. Code 7000.90 and ARTICLE XII ; (e) property management and disposition requirements
established in 2 CFR 200.310 through 2 CFR 200.316 and ARTICLE XVIII; or (f) records related
requirements pursuant to ARTICLE IX. 44 Ill. Admin. Code 7000.440.
THE REMAINDER OF THIS PAGE IS INTENTIONALLY LEFT BLANK.

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EXHIBIT A
PROJECT DESCRIPTION
The sole purpose of this grant is to fund the Grantee’s performance of the services described herein
during the period of performance of this Agreement.
Illinois Vaccine Access Program (IVAP) Grant is to expand equitable access to COVID-19 , and other
vaccination across Illinois, with particular emphasis on improving access to COVID-19 vaccines for
children under three years of age. The grant supports Local Health Departments (LHDs) in providing
vaccination clinics, coordinating with local providers, and ensuring availability of vaccines per IDPH
guidance.
Funding will assist grantees in maintaining or expanding clinical capacity, implementing outreach and
communication efforts to inform the public about vaccination opportunities, and ensuring adherence to
state and federal requirements for vaccine administration and reporting.

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A.1.

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EXHIBIT B
DELIVERABLES OR MILESTONES
The Grantee will provide the following services and agrees to act in compliance with all state and
federal statutes and administrative rules applicable to the provision of services pursuant to this
Agreement. The grant application submitted by Grantee related to this Agreement is hereby
incorporated and made a part of this Agreement.
B.1.

The Grantee shall:

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B.1.1. Maintain COVID-19 vaccination services for all approved age groups, ensuring that services
include children under three years (3) of age, through clinics held at LHD facilities and community
locations as needed to meet local needs.
B.1.2. Provide flexible scheduling (evening, weekend, or mobile clinics) as needed to meet the access
needs of the local community.
B.1.3. Coordinate with local pediatric and family medicine providers, hospitals, and community
partners to ensure referral pathways and communication regarding vaccine availability and IDPH
guidance updates.
B.1.4. Conduct public outreach and communication efforts to inform residents about clinic locations,
schedules, and eligibility. Use appropriate local media, websites, and partner networks to reach
residents and caregivers, especially caregivers of children under three (3) of age.
B.1.5. Ensure compliance with all IDPH vaccine guidance, including but not limited to adherence to
cold-chain management, and standing orders if applicable.
B.1.6. Report all vaccine administrations to I-CARE within 72 hours. If LHD is a VFC provider, screen
all pediatric patients for VFC eligibility. Those locations must administer VFC vaccine to eligible
children and maintain documentation of screening.
B.1.7. Participate in IDPH technical assistance opportunities to discuss program progress, identify
challenges, and share best practices.
B.1.8. Submit a Quarterly Activity Summary and Reimbursement Reports within thirty (30) calendar
days following the end of quarter, reports must include:
i. Clinics held and doses administered by age group (<3, 3–17, 18+)
ii. Provider coordination and outreach activities
iii. Challenges encountered and successes achieved
B.1.9. Provide a Final Report at the conclusion of the grant period summarizing outcomes, lessons
learned, and recommendations for sustaining pediatric vaccine access beyond the grant term.
B.2.

In connection with the services described in Section B.1 above, the Department will:

B.2.1. Provide overall oversight for the Program.
B.2.2. Provide funding to Grantee in accordance with the policies described in Article IV of PART
ONE.
B.2.3. Monitor the work of grantee organizations to ensure compliance with the terms of the Program
and the activities to be performed as described in the grantee organization application and this
Agreement.
B.2.4. Provide technical assistance and support in implementation of the grant.
B.2.5. Provide feedback on reports and work products submitted by Grantee.

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EXHIBIT C
CONTACT INFORMATION
CONTACTS FOR NOTIFICATION AND GRANT ADMINISTRATION:
Unless specified elsewhere, all notices required or desired to be sent by either Party must be sent to
the persons listed below. Grantee must notify Grantor of any changes in its contact information listed
below within five (5) business days from the effective date of the change, and Grantor must notify
Grantee of any changes to its contact information as soon as practicable. The Party making a change
must send any changes in writing to the contact for the other Party. No amendment to this Agreement
is required if information in this Exhibit is changed.
FOR OFFICIAL GRANT NOTIFICATIONS
GRANTOR CONTACT

GRANTEE CONTACT

Name:

Spenser Morrissey

Name:

Jessica McKnight

Title:

Grant and Fiscal Coordinator

Title:

Administrator

Address:

525 W. Jefferson Street, Ground Address:
Floor Springfield, IL 62761

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200 W Front St, Bloomington, IL
61701-5067

GRANTEE PAYMENT ADDRESS
(If different than the address above)

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Address:

200 W Front St, Bloomington, IL
61701-5067

FOR GRANT ADMINISTRATION
GRANTOR CONTACT

GRANTEE CONTACT

Name:

Spenser Morrissey

Name:

Jessica McKnight

Title:

Grant and Fiscal Coordinator

Title:

Administrator

Address:

525 W. Jefferson Street, Ground Address:
Floor Springfield, IL 62761

200 W Front St, Bloomington, IL
61701-5067

Phone:

217-685-4833

(309) 888-5450

Phone:

TTY #:

TTY #:

Fax #:

Fax #:

E-mail Address: [email protected] E-mail Address: [email protected]

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EXHIBIT D
PERFORMANCE MEASURES AND STANDARDS
D.1.

Grantee shall submit performance reports pursuant to Article XI of PART ONE.

D.2.

As set forth in PART THREE, performance reports shall be submitted quarterly. Performance reports
shall include the following information:
D.2.1.

Pursuant to Section 11.3 of PART ONE:
A comparison of actual accomplishments to the objectives of the award established for the
period;
D.2.1.1 Where the accomplishments can be quantified, a computation of the cost;
D.2.1.2 Performance trend data and analysis is required; and
D.2.1.3 Reasons why any established goals were not met, and a narrative explanation of
why the objectives were not achieved.

Reporting Timelines.

First Performance Report. Unless otherwise specified in PART THREE, Grantee’s first
performance report shall cover the first three months after the Award begins.

D.3.2.

Close-out Performance Reports. Grantee shall submit a final close-out performance report
within thirty (30) calendar days following the end of the period of performance. If this
Agreement is terminated early, regardless of the reason, Grantee shall submit a final closeout performance report within thirty (30) calendar days following the effective date of
termination.

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D.3.1.

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D.2.3. Description of the use and expenditure of Grant Funds awarded under this Agreement;
D.2.4. Any other information required by the Grant Instructions.
D.2.5. Data shall be reported through EGrAMS.

D.3.1.4 All vaccines administered as a part of this grant-funded program must be entered into I-CARE
as soon as possible, but no later than 72 hours after vaccine administration.
D.4.

Failure to Report. Failure to submit required performance reports may cause a delay or suspension of
funding.

D.5.

Grantee shall perform in accordance with the standards set forth herein, which are the minimum
thresholds of acceptable performance. Failure to meet these thresholds may result in remedial action
including, but not limited to, corrective action, imposition of specific condition, denial of
reimbursement/payment, recovery of funds, and/or and suspension or termination of the Agreement.
D.5.1. Expand access to COVID-19 vaccination services, especially for children under three (3) years
of age, through grantee-operated vaccination clinics. Grantee shall conduct at least six (6)
community-based COVID-19 vaccination clinics during the grant period, which may include regularly
scheduled clinic days, provided they are clearly communicated to the community and scheduled at
times and locations responsive to local needs, with most occurring during the fall and winter seasons.
D.5.2. Strengthen coordination between LHDs, pediatric and family medicine providers, and
community partners to administer COVID-19 vaccines. Grantee shall document coordination activities
during the grant period, such as joint planning meetings, referral system development, or shared
outreach campaigns.
D.5.3. Ensure compliance with applicable provider agreements and state or federal publicly funded
vaccine program requirements and any applicable laws, rules and policies.

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D.5.4. Improve public awareness of vaccine availability through local outreach and communication.
Grantee shall conduct a minimum of two (2) public outreach or communication activities during the
grant period, with at least one activity specifically targeting caregivers of children under three (3) years
of age.
D.5.5. Support effective access to vaccination across all geographic areas and populations.
D.5.6. Maintain accurate and timely vaccination data within I-CARE, reporting within 72 hours of
administration and following all user agreement and regulatory requirements for entering data into the
I-CARE system.
D.5.7. Screen all patients for potential eligibility for the VFC, AIP, and IVAP eligibility programs, as
applicable, prior to vaccine administration.
D.5.8. Grantee shall submit Quarterly Activity Summaries and Reimbursement Reports within thirty
(30) calendar days of the end of each quarter. Reports must be complete and accurate. A
spreadsheet template will be provided to the grantee to facilitate reporting of clinics held, public
awareness activities, and coordination meetings or activities with local hospitals and providers.
D.5.9. Grantee must provide any requested information, reports, data and other documentation as
requested by Grantor within 24 hours of such request. Grantee must request additional time if 24
hours is not sufficient to produce requested document.

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EXHIBIT E
SPECIFIC CONDITIONS
E.1. Pursuant to Section 5.3 of PART ONE, 2 CFR 200.205, and 2 CFR 200.207, specific conditions
may be imposed upon Grantee based upon a risk assessment. Specific conditions may also be
imposed as a result of a merit review or as required by the terms of the Award. Specific conditions are
imposed.
E.2. Imposition of Conditions.
E.2.1. Pursuant to Section E.1, the following specific conditions are imposed:
E.2.1.1. The Grantee shall develop a plan to correct deficiencies identified in the risk assessment. The
Department may request to review documentation of the plan at its discretion.
E.2.1.1.1 This condition will be removed if Grantee submits documentation of implementation of new
or enhanced accounting system, mitigating controls or a combination of both.
E.2.2. These specific conditions are imposed because of risk factors identified in the Grantee’s fiscal
and administrative risk assessment, based on responses to the Internal Controls Questionnaire (ICQ).

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E.3. Removal of Conditions.
E.3.1. Pursuant to 2 CFR 200.207(c)(5), Grantee may request reconsideration of the specific
conditions imposed by submitting a request to the contact identified in EXHIBIT D. The request for
reconsideration must include a detailed rationale for the request, supporting documentation and, if
applicable, the actions Grantee is taking to correct the condition giving rise to the specific condition(s)
listed above.
E.3.2. The specific conditions set forth in G.2 will be immediately removed when the conditions
prompting them have been fully corrected. 2 CFR 200.207(d).
E.3.3. At Grantor’s discretion, Grantor may reinstate any conditions which have been previously
removed, if Grantee’s performance, actions, or inactions illustrate a need for such reinstatement in
Grantor’s opinion.
E.3.4. Grantor may remove (or reduce) a Specific Condition included in this Exhibit by providing notice
in writing to the Grantee, in accordance with established procedures for removing a Specific
Condition.

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PART TWO – THE GRANTOR-SPECIFIC TERMS
PART TWO – Grantor-Specific Terms
Article XXIII

Definitions

Article XXIV

Additional Certifications

Article XXV

Services

Article XXVI

Expenditure, Billing, and Management of Funds

Article XXVII

Grant Fund Control Requirements

Article XXVIII

Incorporated Attachments

Article XXIX

General Provisions

In addition to the uniform requirements in PART ONE, Grantor has the following additional
requirements for its Grantee: N/A
ARTICLE XXIII
DEFINITIONS
Definitions

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23.1.

“Department” Illinois Department of Public Health.

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“Equipment” Tangible, non-expendable, personal property.

“Grant Instructions” The instructions provided to Grantee set forth the Grantee’s reporting requirements
and all other requirements under this Agreement, and are hereby incorporated into this Agreement.
Failure to comply with the requirements set forth in the Grant Instructions will be considered a material
breach of the performance required by this Agreement and may result in termination of the Agreement.

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“Grants Management System (GMS)” EGrAMS, Provide, or Amplifund software systems
“Operational Utilities” Utilities required for basic operational functions, without which Grantee’s ability to
perform under the Agreement would be substantially hindered. Operational Utilities include electricity,
gas, heat, air conditioning, water, cable, telephone, office supplies, internet, and other core day-to-day
expenses necessary to maintain the office space in reasonable working condition, as determined by the
Department Office overseeing the award. Rent is not considered an Operational Utility, and Grantee is
required to disclose its landlord or lessor to the Department even if Grantee uses the rented space for
more than performance of this Agreement.
“Order to Surrender” An order to surrender equipment and/or supplies purchased with Grant Funds for
the purpose of carrying out the Award.
“Party” A signatory to this Agreement. A subcontractor or sub-grantee is not considered a Party.
“Pre-Award Costs” Allowable costs incurred prior to the period of performance of a grant, before grant
period begins.
“Subcontractor” A third party, not a party to this Agreement, who provides or tenders goods of any kind,
or performs services of any kind, for the Grantee relating to the work or services performed under this
Agreement.
“Subcontractor and Sub-grantee Authorization Form” The form a Grantee is required to submit when
requesting the Department’s written consent to utilize the services of a subcontractor (other than an
Operational Utility) or sub-awardee.
“Sub-awardee” A third party, not a party to this Agreement, who performs services on behalf of the
Grantee in furtherance of Grantee’s performance of the services described herein during the period of
performance of this agreement.
“Supplies” All tangible personal property other than Equipment.
“Term” Period of performance in 2.1
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ARTICLE XXIV
ADDITIONAL CERTIFICATIONS
24.1.

The Grantee represents and warrants that it is authorized to undertake the obligations set forth in this
Agreement, and that it has obtained or will obtain all permits, licenses, or other governmental approvals
that may be necessary to perform the grant services.
ARTICLE XXV
SERVICES

25.1.

Subcontracts. The Grantee will not use the services of a subcontractor, excluding Operational Utilities,
to fulfill any obligations under this Agreement unless a) approved pursuant to Section 14.1 of PART
ONE; b) allowed pursuant to Section 25.1.1 of PART TWO, below; and c) the Grantee has submitted
a Subcontractor and Sub-grantee Authorization Form as set forth in this section and received Prior
Approval from the Grantor. The Grantor reserves the right to review all subcontracts at any time
during the period of performance of the Agreement.
The Grantee may utilize subcontractors in the performance of this Agreement. If Grantee is
allowed to utilize subcontractors, even if such subcontractors are identified in the grant
application, budget, or any other grant documents, they will not be approved until such time as
(i) the Grantee submits a Subcontractor and Sub-grantee Authorization Form and (ii) received
Prior Approval from the Department.

Subgrants. The Grantee will not use the services of a sub-awardee to fulfill any obligations under this
Agreement unless approved pursuant to Section 14.1 of PART ONE and until the Grantee has
submitted a Subcontractor and Sub-grantee Authorization Form as set forth in this Section and
received Prior Approval from the Grantor. In addition, all sub-awardees shall have an application,
including a budget and project deliverables, on file with the Grantee and the Department prior to the
issuance of any written consent. The Department reserves the right to review all subgrants at any time
during the period of performance of the Agreement.

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25.2.1

The Grantee shall assume responsibility for distribution of Grant Funds to any sub-awardees
for the provision of services under this Agreement and in accordance with the (i) goals,
objectives, and activities and (ii) budget on file with, and approved by, the Department.

25.2.2

If applicable, no later than , Grantee shall execute subaward agreements for services. Signed
copies of all sub-grant agreements shall be submitted to the Department in the corresponding
required progress report. Each sub-grant agreement shall identify the sub-grantee and include
a scope of services, budget period, detailed budget, and the sub-grantee’s current mailing
address. The Department will not pay any reimbursement to the Grantee related to subgrantee activities until the Department has received a copy of the signed sub-grant agreement.

25.2.3

The Grantee shall assure that all services provided by sub-grantees under established subgrant agreements are provided and documented in a timely manner and in accordance with
Department policy. The Grantee shall promptly investigate any sub-awardee not performing in
accordance with the subaward agreement. The Grantee is responsible for monitoring,
investigating, and taking any needed action related to the sub-awardee to protect the integrity
of the provision of services under this Agreement. Failure of the Grantee to do so may result in
the rejection of claims for payment or in payments being reduced by the total amount of the
value of the sub-awardee contract until any and all requirements of this Agreement are
fulfilled.

25.2.4

Use of a subcontractor or sub-awardee without the Department’s prior written approval may be
considered a material breach of the performance required by this Agreement and may result in

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termination of the Agreement. The Subcontractor and Sub-grantee Authorization Form may be
submitted at any time before or during the period of performance of the Agreement, and may
be submitted as often as needed when new subcontractors and sub-awardees are identified.
25.2.5

Grantee must attach the IDPH Uniform Grant Agreement (UGA) to all Subawardee/Subgrantee Agreements.

25.2.6

The Grantee will not commingle funds between separate grants or subawards, even if the
grants or subawards are related, or the same population is being served.
ARTICLE XXVI
EXPENDITURE, BILLING, AND MANAGEMENT OF FUNDS

The Grantee will only expend Grant Funds awarded under this Agreement in accordance with the
Budget approved and on file with the Department. Departmental approval of a budget including
subcontractors or sub-awardees, even if the subcontractors or sub-awardees are identified by name,
does not constitute Prior Approval for the use of subcontractor or sub-awardee services or the
expenditure of reimbursable funds for such services. Grantee shall utilize a Subcontractor and Subawardee Authorization Form to obtain Prior Approval for expenditures relating to subcontractors or
sub-awardees pursuant to Section 14.1 of PART ONE. Expenditures made to subcontractors and
sub-awardees shall not be reimbursed if services are provided before the Department grants Prior
Approval for the use of such subcontractors or sub-awardees.

26.2.

Pursuant to Section 19.1 of PART ONE and 2 CFR 200.421(e), Grantee and any approved subawardees shall not expend any Grant Funds for promotional items or any other unallowable
advertising and public relations costs as set forth in 2 CFR 200.421(e). Promotional items include but
are not limited to: calendars, pens, buttons, pins, magnets, gift cards, posters, and stationery. If the
Department has not granted prior written permission to expend Grant Funds for promotional items,
expenditures for promotional items shall not be reimbursed.

26.3.

Cash Management Improvement Act of 1990. Pursuant to Section 4.4 of PART ONE, federal funds
received under this Agreement shall be managed in accordance with the Cash Management
Improvement Act of 1990 (31 USC §6501 et seq.) and any other applicable federal laws or
regulations.

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ARTICLE XXVII
GRANT FUND CONTROL REQUIREMENTS
27.1.

Discretionary Audit. The Department may, at any time, and at its sole discretion, require a financial
audit, a grant-specific audit, or any other audit, Management Letter or SAS 114 letter to be delivered
within thirty (30) days of the Grantee’s receipt of such audit report, but in no event later than nine (9)
months following the end of the period for which the audit was performed.

27.2.

Reporting Requirements. In addition to any other documents specified in this Agreement, the Grantee
must submit the following reports and information in accordance with the provisions hereof.
27.2.1

Expenditures and Project Activity Prior to Grant Execution. If a recipient or subrecipient
incurs expenses related to the grant award prior to the execution of the Agreement but within
the period of performance of the Agreement and the Agreement is executed more than thirty
(30) days after the effective date of the Agreement, the recipient or subrecipient may, at the
discretion of the office, submit to the Department a Pre-Execution Expenditure Report that
accounts for eligible grant expenditures and project activities, in a format provided by the
Department, within thirty (30) days of the execution of the Agreement. The report must

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account for eligible grant expenditures and project activities incurred from the effective date
of the Agreement up to and including the date of the execution of the Agreement. Only those
expenses that are reasonable, allowable, and in furtherance of the purpose of the grant
award shall be reimbursed. If this report is required, the Department will not disburse any
Grant Funds until the report is received and approved by the Department. 30 ILCS 708/125.
Additional Information: Upon request by the Department, the Grantee must, within the time
directed by the Department, submit additional written reports regarding the project, including,
but not limited to, materials sufficient to document information provided by the Grantee.

27.2.3

Consolidated Year-End Financial Reports. Consolidated Year-End Financial Reports must be
filed pursuant to the requirements of Section 12.2 of PART ONE.

27.2.4

Required Periodic Performance Reports. Pursuant to the requirements of Article XI of PART
ONE and Section D.2 of EXHIBIT D, Performance Reports shall be submitted quarterly. The
first of such reports shall cover the first three (3) months after the Award begins after the
period of performance begins. Periodic Performance Reports shall be submitted no later than
30 calendar days following the period covered by the report . Failure to submit such required
Performance Reports may cause a delay or suspension of funding. 30 ILCS 705/1 et seq.

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27.3

27.2.2

Grant Instructions

27.4.

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Upon execution of this Agreement, the Grantee will receive Grant Instructions detailing reporting
requirements and procedures relating to the Award. The Grant Instructions are hereby incorporated
into this Agreement. Grantee is obligated to comply with the Grant Instructions and any revisions
thereto in accordance with Articles X and XI of PART ONE. Failure to comply with the Grant
Instructions, including any reporting requirements, may be considered a material breach of the
performance required by this Agreement and may result in termination of the Agreement pursuant to
Sections 10.3 of PART ONE and initiation of proceedings to recover all Grant Funds disbursed to the
Grantee.
Due Diligence in Expenditure of Grant Funds
Grantee shall ensure that Grant Funds are expended in accordance with the following principles: (i)
grant expenditures should be made in accordance with generally accepted sound business practices,
arms-length bargaining, and applicable federal and state laws and regulations; (ii) grant expenditures
should conform to the terms and conditions of this Agreement and be actual and necessary
expenditures; (iii) grant expenditures should not exceed the amount that would be incurred by a
prudent person under the circumstances prevailing at the time the decision is made to incur the costs;
and (iv) grant accounting should be consistent with generally accepted accounting principles.
27.5.

Conflict of Interest
An actual or potential Conflict of Interest between Grantee and sub-awardee(s) or subcontractor(s)
existing prior to execution of this Agreement must be disclosed to the Department as part of the grant
application. An actual or potential Conflict of Interest between Grantee and sub-awardee(s) or
subcontractor(s) arising after execution of this Agreement must be disclosed to the Department within
ten (10) days of discovery. Grantee must obtain express written permission to work with a subawardee or subcontractor with whom it has an actual or potential Conflict of Interest. Failure to obtain
such express written permission may be considered a material breach of the Agreement and may
result in termination of the Agreement and initiation of proceedings to recover all Grant Funds
disbursed to the Grantee.

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ARTICLE XXVIII
INCORPORATED ATTACHMENTS
28.1.

Grant Application. The Uniform Grant Application submitted by Grantee will be final and is
incorporated herein. However, a revised Uniform Grant Application is incorporated if submitted to
Grantor and thereafter approved.

28.2.

Goals, Objectives, and Activities. The goals, objectives, and activities agreed to by Grantee as part of
the Uniform Grant Application are final and are incorporated herein as requirements. However,
revised goals, objectives, and activities are incorporated if submitted to Grantor and thereafter
approved.

28.3.

Additional Incorporated Attachments. The State’s Notice of Award is incorporated herein by reference.
The Budget submitted by Grantee at application, or a revised Budget subsequently submitted and
approved by Grantor, is considered final and is incorporated herein as an attachment.
ARTICLE XXIX
GENERAL PROVISIONS
29.1 Audit/Retention of Subcontractor and Sub-awardee Records State Records Act [5 ILCS 160] and
the Local Records Act [50 ILCS 205], 44 Ill. Admin. Code 7000.430.

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29.1

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If any of the services to be performed under this Agreement are subcontracted and/or if subawards
are issued/awarded for the expenditure of Grant Funds provided under this Agreement, the Grantee
shall include in all such subcontracts and subawards, a provision that the Department, the Attorney
General, the Office of Inspector General, the Auditor General of the State of Illinois, or any of their
duly authorized representatives, will have full access and the right to examine any and all of
subcontractor’s or sub-awardee’s grant-related documents, equipment, papers, or records, whether in
hard copy or electronic, which support Grantee’s performance of services under this Agreement for a
period of three (3) years following the Department’s final approval of all required close-outs (financial
and programmatic). Further, any such subcontractor or Sub-awardee shall be governed by the same
requirements as those the Grantee is subject under this Agreement.
Time is of the Essence

Time is of the essence with respect to Grantee’s performance of this Agreement. Grantee shall
continue to perform its obligations while any dispute concerning the Agreement is being resolved
unless otherwise directed by the State.
29.3

Force Majeure
Failure by either Party to perform its duties and obligations will be excused by unforeseeable
circumstances beyond its reasonable control and not due to its negligence including acts of nature,
acts of terrorism, riots, labor disputes, fire, flood, explosion, and governmental prohibition. The nondeclaring Party may cancel the Agreement without penalty if performance does not resume within
thirty (30) days of the declaration.

29.4

Confidential Information
In addition to the requirements of Section 22.8 of PART ONE, each Party, including its agents and
sub-awardees, to this Agreement may have or gain access to confidential data or information owned
or maintained by the other Party in the course of carrying out its responsibilities under this Agreement.
Grantee shall presume all information received from the State or to which it gains access pursuant to
this Agreement is confidential. Grantee information, unless clearly marked as confidential and exempt
from disclosure under the Illinois Freedom of Information Act, shall be considered public and subject

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to release. No confidential data collected, maintained, or used in the course of performance of the
Agreement shall be disseminated except as authorized by law and with the written consent of the
disclosing Party, either during the period of performance of the Agreement or thereafter. The receiving
Party must return any and all data collected, maintained, created or used in the course of the
performance of the Agreement, in whatever form it is maintained, promptly at the end of the
Agreement, or earlier at the request of the disclosing Party, or notify the disclosing Party in writing of
its destruction. The foregoing obligations shall not apply to confidential data or information lawfully in
the receiving Party’s possession prior to its acquisition from the disclosing Party; received in good
faith from a third-party not subject to any confidentiality obligation to the disclosing Party; which later
becomes publicly known through no breach of confidentiality obligation by the receiving Party; or is
independently developed by the receiving Party without the use or benefit of the disclosing Party’s
confidential information.

29.5

Use and Ownership
Intellectual Property Rights. All work performed or supplies created by Grantee under this
Agreement, whether written documents or data, goods, or deliverables of any kind, shall be
deemed work-for-hire under copyright law and all intellectual property and other
applicable laws, and the State of Illinois is granted sole and exclusive ownership to all such
work, unless otherwise agreed to in writing. Grantee hereby assigns to the State all rights,
title, and interest in and to such work including any related intellectual property rights, and/or
waives any and all claims that Grantee may have to such work including any so-called "moral
rights" in connection with the work. Grantee acknowledges the State may use the work
product for any purpose. Confidential data or Confidential information contained in such work
shall be subject to confidentiality provisions of this Agreement.

29.5.2

29.5.3

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29.5.1

Equipment and Supplies. Equipment and supplies authorized to be purchased with Grant
Funds becomes the property of the Grantee so long as the equipment and supplies are not
diverted from the purposes for which the Award was made. Pursuant to Article XVIII of PART
ONE, if Grantee has not met the conditions of 2 CFR 200.439(a), or if Grantor determines
that equipment and supplies purchased with Grant Funds are unrelated to performance of
the Agreement, Grantee shall be required to transfer such equipment and title thereto to
Grantor. Grantee will maintain an inventory or property control record for all equipment and
supplies purchased with Grant Funds. During the period of performance of the agreement,
the Grantee must: (i) use equipment and supplies acquired with Grant Funds only for the
approved project purposes set forth in EXHIBITS A AND B; (ii) provide sufficient
maintenance on the equipment and supplies to permit achievement of the approved project
purposes; and (iii) maintain, at its own expense, insurance coverage on all equipment and
supplies purchased with Grant Funds, for its full insurable value, against loss, damage and
other risks ordinarily insured against by owners or users of similar equipment and supplies in
similar businesses. The Grantee is prohibited from selling, transferring, encumbering (other
than original financing) or otherwise disposing of said equipment or material during the period
of performance without prior written approval of the Department. All Grantee actions involving
equipment and supplies shall be in compliance with the applicable State and federal law.
Order to Surrender Equipment and/or Supplies.

29.5.3.1The Department may issue to the Grantee an Order to Surrender any or all of the equipment
and/or supplies in any of the following situations:
29.5.3.1.1The equipment and/or supplies are no longer being used for the purpose for which
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the Award was made;
29.5.3.1.2The Grantee ceases to exist;
29.5.3.1.3The equipment and/or supplies are improperly maintained, used, tracked or stored;
29.5.3.1.4Responsibility for carrying out the purpose of the Award has been transferred to
another entity;
29.5.3.1.5The Agreement has been suspended or terminated;
29.5.3.1.6The Grantee has failed to comply with any provision of the Agreement; or
29.5.3.1.7Any other reason determined by the Department.

Authority to Inspect. The Department reserves the right to inspect any equipment or supplies
(as well as the inventory or property control records described above) authorized to be
purchased, acquired, or used by the Grantee under this Agreement for verification of its
physical condition, usage, management, or intended disposal or liquidation at any time.
Should the inspection be unsatisfactory to the Department or should the Grantee refuse
Department’s authority to conduct an inspection, the Department may take ownership and
title in said equipment by issuing an Order to Surrender.

29.5.5

29.6

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29.5.3.2In the event the Department issues an Order to Surrender, the Grantee
29.5.3.2.1Within thirty (30) days of issuance of the Order to Surrender, or sooner if specified
by the Order to Surrender, present to the Department other entity identified by the Department, all of
the equipment and supplies purchased or financed with Grant Funds as specified by the Order to
Surrender;
29.5.3.2.2Within ninety (90) days of issuance of the Order to Surrender, or sooner if specified
by the Order to Surrender, refund to the Department all or any part of the amount of the Grant Funds;
and
29.5.3.2.3Take any other lawful action as specified in the Order to Surrender.

Survival. All obligations regarding use and ownership of any equipment or supplies
purchased or financed under the Agreement shall survive the termination of this Agreement.

Solicitation and Employment

Grantee shall not employ any person employed by the State during the period of performance of this
Agreement to perform any work under this Agreement. Grantee shall give notice immediately to the
Department’s Director if Grantee solicits or intends to solicit State employees to perform any work
under this Agreement.
29.7

Background Check
Whenever the State deems it reasonably necessary for security reasons, in its sole discretion, the
State may conduct, at its expense, criminal and driver history background checks of Grantee’s, subawardee’s and subcontractor’s officers, employees or agents. Grantee, sub-awardee, or subcontractor
shall immediately remove any such individual who, in the opinion of the State, does not pass the
background checks from any work relating to the services performed under this Agreement.

29.8

Performance Record/Suspension
Upon request of the Department, Grantee shall meet to discuss performance or provide Agreement
performance updates to help ensure proper performance of the Agreement. The Department may
consider Grantee’s performance and compliance with all applicable laws, under this or any other
current grant agreement with the Department, in determining whether to continue the Agreement and
assessing Grantee’s eligibility to receive future grants. After due consideration of any nonperformance or non-compliance with the requirements outlined in the Grant Instructions, including

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failure to perform or comply under this Agreement or any other current grant agreement with the
Department, the Department may, at its sole discretion, immediately suspend this Agreement or any
other current grant agreement between Grantee and the Department. Suspension under this Section
shall be effective upon Grantee’s receipt of notice.
29.9

Termination for Cause
The Department may terminate this Agreement, in whole or in part, if: (i) the Grantee commits any
illegal act; (ii) the Grantee breaches any material term, condition, or provision of this Agreement or is
in material violation of a provision of this Agreement; (iii) the Department determines that the Grantee
lacks the financial resources to perform this Agreement; (iv) the Department determines that the
actions or inactions of the Grantee, its agents, employees, subcontractors, or sub-awardees have
caused, or reasonably could cause, jeopardy to health, safety, or property; (v) the Grantee has
notified the Department that it is unable or unwilling to perform the Agreement; (vi) the Department
has reasonable cause to believe that the Grantee cannot lawfully perform the Agreement; or (vii) the
Grantee’s performance under any other current grant agreement causes the Department to
reasonably believe that the Grantee is unable to perform the Agreement.

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Termination under this section, whether in whole or in part, shall be effective upon Grantee’s receipt of
notice of termination. For termination due to any of the causes contained in this Section, the
Department retains its rights to seek any available legal or equitable remedies and damages.
29.10 Federal Whistleblower Protections

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The federal whistleblower protections of 41 USC §4712 apply to all Grantee employees, contractors,
and sub-awardees working in relation to this Agreement. Grantee certifies that in accordance with the
Enhancement of Contractor Employee Whistleblower Protections, Grantee will (i) inform its employees
working on this award that they are subject to the whistleblower rights and remedies of the pilot
program; (ii) inform its employees in writing of employee whistleblower protections under 41 USC
§4712 in the predominant native language of the workforce; and (iii) include this certification and
requirements in any agreement made with a contractor or sub-awardee.
29.11 Renewal. This Agreement may be renewed for additional periods.
29.11.1. Only if permitted above in Part Two, Paragraph 29.11, this Agreement may be renewed for
additional periods not to exceed 3 years including the initial period of performance when in the best
interest of the State, by mutual consent of the Parties, expressed in writing and signed by the Parties.
This Agreement may neither renew automatically nor renew solely at the Grantee’s option. Any renewal
of this Agreement is subject to the same terms and conditions as the original Agreement.
29.11.2. This Agreement is a non-competitive grant subject to the following applicable renewal
requirements and limitations:
29.11.2.1.Non-Competitive Grants. Non-competitive grants may be awarded for up to 3 years
including the initial period of performance if a separate budget is provided by Grantee for
each year of the grant program.
29.12 Records Retention. All documentation required to be maintained by Grantee pursuant to Article IX of
PART ONE must be contemporaneously created. Grantee shall promptly provide additional
supporting documentation upon Grantor’s request. A lack of adequate contemporaneously created
documentation is grounds for denial of payment or reimbursement, recovery of previously paid funds,
imposition of corrective action for this Agreement, and/or imposition of specific conditions, including on
any future grants awarded to Grantee by the Department, as appropriate.

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PART THREE –PROJECT-SPECIFIC TERMS
PART THREE – Project Specific Terms
Article XXX Authority
Article XXXIExceptions or Deviations from GATA
Article XXXIIPayments
In addition to the uniform requirements in PART ONE and the Grantor-Specific Terms in PART TWO,
the Grantor has the following additional requirements for this Project: N/A
ARTICLE XXX
AUTHORITY
30.1.

The Department is authorized to make this grant pursuant to : Section 2310-15 of the Civil
Administrative Code of Illinois (20 ILCS 2310/2310-15).

30.2.

The Department is making this grant pursuant to appropriation number(s) : 001-48250-4400-0000

30.3.

The Department is making this grant pursuant to federal grant number(s) : N/A

Exceptions from any part of the requirements under the GATA Framework follow Title 44 Administrative
Rules Section 7000.60
31.1.1

List all approved GATA exceptions : Notice of Funding Opportunity (NOFO) and Merit Based
Review (except for CSFA, registration, application, budget, and audit).

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ARTICLE XXXI
EXCEPTIONS OR DEVIATIONS FROM GATA

ARTICLE XXXII
Payment

Grantee shall receive $25,000.00 under this Agreement.

32.2.

Specific terms of payment:

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Grantee shall submit payment requests (quarterly reimbursements) within thirty (30) calendar days
following the end of the quarter.
32.3.

Grant Funds shall not exceed $25,000.00, of which $0.00 are federal funds