NHRMC Cover Sheet · First, with Request No. 1(a), the Hospital's strategic plan was presented to...

EXHIBIT A

Hall & Green Public Information Requests

Date of request: November 15, 2019

Date request received: November 25, 2019

Date request fulfilled: December 12, 2019 (picked up on Dec. 13)

Date of request: January 16, 2020

Date request received: February 24, 2020 (via mail)

Date request fulfilled: March 2, 2020 (Ward & Smith email/mail)

Date of request: February 7, 2020

Date request fulfilled: April 24, 2020 (emailed April 27)

Date of Request: August 11, 2020

Received: August 14, 2020

Date of first response: August 28, 2020

NC Senator Harper Peterson

Date of request: December 2, 2019

Date request received: December 9, 2019

Date request fulfilled: December 16, 2019

WECT

Date of request: September 17, 2019

Date request fulfilled: September 20, 2020

Date of request: July 24, 2019

Date request fulfilled: July 29, 2020

Date of request: December 16, 2019

Date request fulfilled: December 17, 2019 – via email

Port City Daily


Date request fulfilled: August 2, 2019 and subsequent info on August 9, 2019 and August 12, 2019


Date request fulfilled: July 14, 2020 – via email

EXHIBIT B

EXHIBIT C

EXHIBIT D

ASHEVILLE GREEN VILLE NEW B ERN RALEIG H WI LMING TON

www.wardandsmith.com

ALE X C . DAL E, A ttorney a t La w

127 Racine Drive University Corporate Center (28403) Post Office Box 7068 Wilmington, NC 28406-7068

P: 910.794.4806 F: 910.794.4877

[email protected]

August 28, 2020

VIA FAX ORIGINAL VIA U.S. MAIL Mr. Alex M. Hall Hall & Green, L.L.P. 718 Market Street Wilmington, NC 28401 RE: New Hanover Regional Medical Center Save Our Hospital, Inc. Public Records Request

Our File 191196-00001

Dear Alex:

As you know, we represent New Hanover Regional Medical Center ("Hospital"). We received your letter dated August 11 containing numerous public records requests and information requests ("Requests"). While the letter is not addressed to the Hospital's records custodian, a copy was provided to her on August 14, and the Hospital will respond.

The Hospital is actively working on your Requests. Our firm is evaluating the Requests under the Public Records Law at the same time, and we wanted to communicate with you briefly by the date you set in your letter to inform you of these steps. You have twelve broad categories of information and records sought in the Requests, and several of them ask for "all documents," inclusive of emails, texts, messages, and contracts, from large groups of people. For example, Request No. 5 appears to seek these expansive types of documents from all employees or agents of the Hospital. The breadth of these Requests is staggering, and the burden on the Hospital's resources and employee time is substantial.

The Hospital will continue to work on these Requests, as it has been working on them prior to today. The Hospital will fulfill its obligations under the North Carolina Public Records Law. But it is unrealistic, and impossible, for the Hospital to provide documents by the unilateral, approximately two-week deadline you set in your letter.

Mr. Alex M. Hall August 28, 2020 Page 2 Our expectation is to begin providing documents to you as certain Requests can be fulfilled. We also will respond with any questions, clarifications, or limitations on the Requests. We hope to begin document delivery and to provide a substantive response in the next several weeks.

In the interim, if you wish to discuss this matter, please contact our office.

Yours truly,

Alex C. Dale

ND: 4831-5697-6329, v. 1

cc: New Hanover Regional Medical Center

ASHEVILLE GREENVIL LE NEW BERN RAL EIGH WIL MINGTON

P: 828. 348.6070 F: 828. 348.6077

P: 252.215.4000 F: 252.215.4077

P: 252.672.5400 F: 252.672.5477

P: 919.277.9100 F: 919.277.9177

P: 910.794.4800 F: 910.794.4877


ATTORNE YS A T LA W

127 Racine Drive University Corporate Center (28403)

Post Office Box 7068 Wilmington, NC 28406-7068

P: 910.794.4800 F: 910.794.4877

Date: August 28, 2020

TO: Phone: Fax: # Pages

Operator Time

Alexander M. Hall 910.343.8433 910.343.8165 ____

FROM: Alex C. Dale,

Re: New Hanover Regional Medical Center

Client File Number: 191196-00001

COMMENTS:

Please see attached response to your letter of August 11, 2020.

3

EXHIBIT E

1

Pauline M. Swanwick

From: Alex C. Dale

Sent: Tuesday, September 22, 2020 5:42 PM

To: [email protected]

Cc: Ryal W. Tayloe; Pauline M. Swanwick; Meg Norton

Subject: Attached Letter Responding to Public Records Requests

Attachments: 2020.09.22 Ltr - Hall on Public Records Requests.pdf

Alex –

Attached is a letter responding to your August 11 public records request. As you can see from the substance of the letter, the Hospital had been working on your request for several weeks. I was working on this letter this morning prior to your office's email to me at 10:58 a.m. explaining that a lawsuit was filed and that you were seeking a TRO at 11 a.m. Regardless of the lawsuit, the letter was finalized this afternoon, and I am sending it to you. We will continue to work on the public records requests, with the rolling production or responses that you requested.

Alex Dale

PMSwanwick

Text Box

ASHEVILLE GREEN VILLE NEW B ERN RALEIG H WI LMING TON


ALE X C . DAL E, A ttorney a t La w

127 Racine Drive University Corporate Center (28403) Post Office Box 7068 Wilmington, NC 28406-7068

P: 910.794.4806 F: 910.794.4877

[email protected]

September 22, 2020

VIA EMAIL ORIGINAL VIA U.S. MAIL Mr. Alex M. Hall Hall & Green, L.L.P. 718 Market Street Wilmington, NC 28401 RE: New Hanover Regional Medical Center Save Our Hospital, Inc. Public Records Request

Our File 191196-00001

Dear Alex:

Thank you for your last letter. Our client, New Hanover Regional Medical Center ("Hospital"), intends to respond to your client's public records requests on an ongoing basis as you requested. We shared that was our intention in our last letter to you. This is consistent with your request, and this letter is part of that continuing production.

The Hospital continues to actively work on your Requests. As shared previously, the breadth of these Requests is enormous, and the burden on the Hospital's resources and employee time is substantial. This letter provides responses to certain requests, explains how certain requests will be handled, and asks for clarification on other requests.

First, with Request No. 1(a), the Hospital's strategic plan was presented to the Partnership Advisory Group ("PAG") and the public at the PAG's second meeting on November 13, 2019. You can find that strategic plan on the public portal located at the NHRMCfuture.org website. The priorities outlined in the plan—including making care more accessible, equitable and affordable—are described in the initial presentation and many subsequent ones. These priorities formed the basis for the request for proposals and subsequent evaluation of how responding organizations could help accelerate the Hospital's work to advance them. All the presentations are on the NHRMCfuture.org website, along with audio recordings of the public discussions.

Mr. Alex M. Hall September 22, 2020 Page 2 A sub-set of the strategic plan is the Master Facilities Plan. The Master Facilities Plan is an evolving plan based on proprietary research and analysis of changing market needs and opportunities for growth that are necessarily protected competitive healthcare information. The Master Facilities Plan is being withheld as competitive healthcare information pursuant to N.C. Gen. Stat. § 131E-97.3.

Second, we continue to work on Request No. 1(b). This request includes a request for documents protected from disclosure under N.C. Gen. Stat. § 131E-97.3 because they contain competitive health care information. We will continue to evaluate this issue and these documents, and we will provide a follow-up response.

Third, with Request No. 1(c), enclosed is the 2017 Strategic Plan. This satisfies this Request.

Fourth, Request No. 2 appears to not be properly addressed to the Hospital. It appears this Request should go to the County. Nonetheless, the Hospital will provide you with documentation it has dealing with the 2017 bond issuance. The volume is too large to enclose with this letter, so a disk containing these files will be delivered to your office this week. Enclosed is a document titled "Documents Relating to the Financing" that is effectively an index of the documents being provided on the disk. We believe this will satisfy this Request.

Fifth, Request No. 3 is not properly addressed to the Hospital. The County manager is not employed by or otherwise affiliated with the Hospital, and the Hospital does not maintain the records you seek. This request would need to be directed to the County.

Sixth, Request No. 4 is not properly addressed to the Hospital. The County commissioners' communications are not maintained by the Hospital. This request would need to be directed to the County.

Seventh, Request No. 5 seeks any "documents, contracts, and messages" sent or received by any employee of the Hospital concerning anything related to the "sale or 'partnering' of" the Hospital. The staggering breadth of this request will encompass, as an example, any Hospital employee (health care provider or administrator) communication that may reference these words. There are approximately 8,000 employees of the Hospital in various capacities. Competitive health care information protected from disclosure under N.C. Gen. Stat. § 131E-97.3, trade secret information, and attorney-client privileged documents will need to be reviewed and withheld or redacted. This request is so broad that we will need to agree on search parameters to identify responsive documents. Please contact me to discuss search parameters. This is the first step needed to address this Request, which will take time.

Eighth, Request No. 6 is primarily a request for information, not a request for documents. The Hospital does not have an obligation to respond to most of these subparagraph

Mr. Alex M. Hall September 22, 2020 Page 3 requests under the Public Records Law. Nonetheless, the Hospital will respond here. The Hospital's commitment to sharing information and educating the community about the partnership exploration process is evidenced by the depth and breadth of communications through the last year that have been designed to reach and engage diverse segments of the community. This substantial effort has been supported by internal staff and agencies that provided design, copy, advertising, digital, and planning support.

The following agencies listed below provided advertising and marketing professional services between January 1, 2019 and August 11, 2020:

i. Morvil Design 1409 Audobon Blvd, Suite B3 Wilmington, NC 28403 Paid or contracted: $53,922.98

ii. Jarrard Phillips Cate and Hancock 219 Ward Cir Suite 3 Brentwood, TN 37027 Paid or contracted: $204,829.41

iii. ReviveHealth 209 10th Avenue South, Suite 214 Nashville, TN 37203 Paid or contracted: $327,846.84

All of these companies were retained by the Hospital. Any sums paid to these entities were paid by the Hospital. Copies of written contracts with Jarrard Phillips Cate and Hancock and ReviveHealth are enclosed. Morvil does hourly design work without a written contract. Members of the Hospital staff prepared the script for the television advertisement.

We trust this resolves every request in Request No. 6. If not, please let us know.

Ninth, we are continuing to evaluate Request No. 7 to see if responsive documents exist to this Request. If so, redactions may be needed based on the provisions of Chapters 131E and 132 of the North Carolina General Statutes.

Tenth, Request No. 8 is both a request for documents and a request for information. Here is information responsive to this Request, which are amounts paid to Navigant, Jarrard, Ponder and any other consultants or lawyers between February 7, 2020 and August 20, 2020:

a. Guidehouse (Navigant) $1,067,292.47

Mr. Alex M. Hall September 22, 2020 Page 4

b. Ponder & Co. $295,248.68

c. Jarrard $0.00

d. ReviveHealth $291,029.62

e. Hall Render $528,350.22

f. Poyner Spruill $100,441.15

g. Smith Anderson $73,470.15

h. Ward & Smith, P.A. $12,751.25

We trust this resolves Request No. 8. If not, please let us know.

Eleventh, we understand Request No. 9 to seek documents showing expenditures for advertising related to the sale or partnership. The previous Requests seek documents relating to the "sale or partnering" (see, e.g., Request No. 6), so we anticipate you want this Request to be limited in that way. The response to Request No. 6 above provides some information responsive to this Request. Also enclosed is a spreadsheet showing expenditures with different advertising vendors or companies. We believe this satisfies your Request. If not, please let us know.

Twelfth, your client asked for the value of the pension plan in Request No. 10. As of April 30, 2020, the value of the Hospital pension plan is $263,789,694.24. We do not understand what your client seeks in the remaining portion of Request No. 10 dealing with the "disposition" or "transfer" of the pension plan funds, but we anticipate the publicly available Asset Purchase Agreement may provide the information you are seeking. The Asset Purchase Agreement is available on the NHRMCfuture.org website. If you are seeking some other document, please let us know.

The Hospital will continue to work on these Requests (including Requests No. 11 and 12), as it has been working on them prior to today. You and I will need to discuss search parameters for Request No. 12, as well as clarification on your meaning of "NHRMC Administration." We look forward to receiving your response on the issues identified above, especially the issues raised about Request No. 5.

Yours truly,

Alex C. Dale

ND: 4831-5697-6329, v. 1

cc: New Hanover Regional Medical Center

EXHIBIT 1 [Request No. 1(c)]

When we introduced our new mission statement, “Leading Our Community to Outstanding Health” earlier this year, we knew it was ambitious. But we also knew it was an accurate reflection of what we are called to do. We have an obligation to go beyond providing care to those who come to us. We must reach out more broadly to improve the quality of all the lives in our community.

How we fulfill our mission is outlined in our new five-year strategic plan. Created with input from the community, patients, physicians, our Board of Trustees, and staff, the plan addresses the needs and preferences of those we serve, as well as the changes in the healthcare industry which shape our future.

We face new and different challenges, calling for new and different ways of doing business. We will gradually shift from being paid for individual visits, tests and treatments to being paid for keeping people healthy. We also need to provide the type of personalized service consumers have come to expect in other industries. They’re shopping for care now, and we want to be their choice, not just because we’re clinically excellent, but because we understand what they want and deliver it. It’s a view that requires looking at things from the consumer perspective, thinking as a system, and breaking down internal and external barriers.

The plan has three main areas of focus: access, value and health equity. In short, we want to make it easier for members of our community to get the care and support they need in a way that is more convenient, more affordable, and more customized to their unique circumstances. We want to deliver healthcare in a way that is equitable to all.

The new strategic plan’s scope is large. It sets a vision that, in many ways, is unlike what we have seen before. But it’s a plan we are prepared to execute. We have built a strong organization through attention to our pillars of people, quality, service, finance and growth. Our values of ownership, communication, teamwork and compassion have defined who we are and what is important to us. And, through Lean, we have learned to ask questions, explore new ideas and solve problems.

The new strategic plan, like the one before it, reinforces our pillars, calls on our values, and sharpens our focus on continuous improvement. It guides us to a future in which we deliver on our mission of leading our community to outstanding health. The details of how we accomplish it will be something we define together. I look forward to working with you as we rise to this challenge.

Sincerely,

John H. GizdicPresident and CEO, New Hanover Regional Medical Center

2017 Strategic PlanBuilding on What We Have: Solid Pillars, Engrained Values, and a Focus on Continuous Improvement

N H R M C | L e a d i n g O u r C o m m u n i t y t o O u t s t a n d i n g H e a l t h

Areas of Focus

A

HE

V

Access Affordable care that’s easily accessible

Value Reliable, high quality care delivered through a cost-effective model

Health Equity Whole patient, whole community, whole health

StrategicPlan4Pager.indd 1 9/27/17 8:51 AM

Setting the Stage: Achievements from 2012-2016 Strategic Plan

Strategic planning involves a careful analysis of the current state of the organization as well all the factors impacting it. It also takes analyzing the future, and trying to predict what will change. Politics, demographics, consumer trends and competition all can have a significant, but uncertain, effect on the organization and its ability to deliver its services. Charting a course to succeed is challenging, but NHRMC has done notably well, as evidenced by what we achieved under the 2012 -2016 Strategic Plan.

Enhance the effectiveness with which NHRMC and physicians work together

Our Accomplishments:• We have engaged physicians in leadership training and development

programs.• We have paired physicians with hospital leaders in dyad models that help

bring their perspectives to administration.• We have developed physician-led collaboratives for spine and orthopedics

that engage physicians in setting and achieving quality goals and expense reduction.

What’s Next:Clinical integration will continue through our ACO, Physician Quality Partners, and through joint efforts to improve access, value and health equity.

Set a combined geographic and clinical market strategy which successfully engages the communities we serve

Our Accomplishments:• We opened a new emergency department in northern New Hanover

County.• We opened medical office buildings in Brunswick and Onslow counties.• We established a clinical affiliation with Columbus Regional Healthcare

System.• We have grown the number of locations we offer services through our

NHRMC Physician Group practices.• We increased capacity in our emergency department and created a regional

hub for oncology.

What’s Next:We will continue to work to improve access and engage in ways that also improve health equity and explore virtual options for care.

Influence how new payment models for NHRMC and physicians impact the market and their timing

Our Accomplishments:• We have set up a Medicare Shared Savings Program and are growing

participation in it. • Through our accountable care organization and employee health plan,

we’re learning to better manage the entire costs of a person’s care and working with other providers to coordinate services and make them more efficient.

What’s Next:We need to continue to improve the way we manage patients’ care across care settings, avoiding unnecessary expenses.

Prepare the organization to successfully deliver high value accountable care to the community

Our Accomplishments:• We have implemented quality improvement initiatives that have improved

outcomes and patient satisfaction. • We have found innovative ways to connect with high-risk patients and

give them extra support and care coordination. • We have earned numerous quality awards and completed an

overwhelmingly positive DNV accreditation survey.

What’s Next:We will build on and accelerate these efforts and take an even broader look at how our patients access care outside the hospital.


StrategicPlan4Pager.indd 2 9/27/17 8:51 AM

HE

V

A

Defining What’s Next: The 2017-2022 Strategic Plan

The new strategic plan’s three primary areas of focus outline general priorities for the organization, but the specific details, strategies and timelines under each will be defined by teams coming together to use the Lean process to analyze and establish short-, mid- and long-term goals.

Access

NHRMC will expand access for sick and healthy patients alike by building our network, partnering with community providers, and establishing virtual platforms to access care.

To make the process of getting care easier and more consumer-friendly, we will also offer tools to improve price and cost transparency.

Executive Leader: Andre Boyd, Executive VP, Hospital Division

Value

NHRMC will provide high-quality, reliable care through a cost-effective model across many points of service. To do this we must balance standardizing care and reducing variation with

creating personalized experiences for patients and their families. We will also have to ensure our patients have the proper services and care transitions necessary both inside and outside the walls of the hospital and for an extended period.

Executive Leader: Ed Ollie, Chief Finance Officer

Health Equity

A key component to our mission will be addressing health equity within our service area. We need to identify, understand and work to eliminate the non-medical barriers standing in

the way of health. We recognize we can’t do this alone, so we will partner with organizations in the community that have the expertise, resources and will to help achieve our mission.

Executive Leader: Philip Brown, MD, Chief Physician Executive

Consumer Touches / Building Loyalty

Successful organizations build trust and loyalty by interacting often with those they serve. It’s not just about providing paid services, it’s about being a trusted resource for information and support. We want to be the organization people turn to first for all their health and wellness needs, providing more than just care when they’re sick. Website sessions, social media engagement, MyChart usage and other metrics will help show how we’re reaching members of our community beyond an office visit or hospitalization.

System Savings

The pressure to reduce costs is coming from many fronts. Government and private payers of health insurance are paying less for the care we deliver and consumers are increasingly considering cost when deciding where to go. We need to be financially responsible and find new ways to save, and ultimately reduce the overall spend on healthcare.

Improve Outcomes / Reduce Disparities

We need to acknowledge that the healthcare system has not been set up to equally benefit all. There are real disparities in how people access care and how it impacts their health. We need to better understand those disparities and drive measurable improvements in care, closing gaps so all can live healthier lives.

Measures of Success

Quality

To deliver the highest quality care, we need to better analyze data and work with our clinical partners to reduce clinical variation and improve health.

Service

We need to learn more about our patients to better understand and act on their needs, preferences and the factors that prevent them from being healthier and living better. We need to engage them as consumers, building loyalty through great service.

People

We must engage our workforce, physicians and partners in the community to be innovative, drive positive changes and prevent burnout.

Finance

To remain financially strong and the choice of consumers, we must deliver value, offering the highest quality care at the lowest possible cost.

Growth

We must explore new areas of opportunity in our region, provide a wider range of consumer services, and connect with members ofour community in new ways.

Our Pillars


Name

Department

What I can do

I’m in!

2 0 1 7 - 2 0 2 2 S t r a t e g i c P l a n

StrategicPlan4Pager_B.indd 1 9/27/17 8:50 AM

• Expand access for sick and healthy

patients

• Build out network (sites, distribution,

primary care and specialty)

• Increase price and cost transparency

• Partner with retail

• Establish digital strategy & virtual

platform

• Engage providers to standardize care

• Create personalized experience for

patients

• Establish post-acute network

• Create focused facilities that are highly

reliable

• Innovate payer contracts and utilize

bundles

• Capitalize on and expand community

partnerships, including long term

support services and behavioral health

• Build out care continuum

• Create healthy business opportunities

• Increase our understanding of and

capabilities to manage risk

• Enhance cultural competency

A HEVAccess Value Health Equity

We want to excel and distinguish ourselves in the following:

Eliminate DisparitiesReduce Cost of CareIncrease Consumer Touches

Over the next five years our success will be measured by the following:

We will prioritize the following elements across all areas:

OrganizationalDesign &

Infrastructure

FinancialHealth

QualityPatient

Engagement

Culture ofInnovation

& EngagementAnalytics Governance

ProviderAlignment

Deliver highest quality care

Sustain financial well-being

Build forfuture success

Strengthen &build system-wideanalytic capabilities

Engage all in culture of being

different & better

Be a trusted provider for

all health needs

Grow and retain talent

Create lasting structure to

guide system

SERVICE &OPERATIONAL

EXCELLENCE

SUCCESSMEASURES

FOCUSAREAS

STRATEGICINITIATIVEEXAMPLES

L e a d i n g O u r C o m m u n i t y t o O u t s t a n d i n g H e a l t h

2017 Plan on a Page

No matter your position, location or shift, you

have a role to play in advancing the goals set out

in the new strategic plan. You can help promote

understanding of cultural differences, connect our

patients and each other with community resources,

make our care more cost effective, make our

services easier to access, come up with innovative

ideas that improve what we do, and represent

NHRMC as we reach out in new ways to promote

health and wellness in the community.

What will you do?

Share with me, your co-workers, and your

manager, your ideas for how you can be involved.

Use the back side of this card to write down your

commitment and share it with others.

You can:

Post it to Yammer with the hashtag

#Mystrategicplan

Post it to a department bulletin board

Share it with your manager

And/or, send it to me in Administration

I look forward to hearing from you!

You Have a Role

StrategicPlan4Pager_B.indd 2 9/27/17 8:50 AM

EXHIBIT 2 [Request No. 2]

EXHIBIT 3 [Request No. 6(ii.)]

EXHIBIT 4 [Request No. 6(ii.)]

EXHIBIT 5 [Request No. 6(iii.)]

EXHIBIT 6 [Request No. 6(iii.)]

DocuSign Envelope ID: C9FB0268-9983-4BE6-AB51-3760331D47C4






EXHIBIT 7 [Request No. 9

GL Code / Invoice

# Details Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Spent to Date Total spent

Chamber Advertising 20011608Newsletter banner ads 5 wks

- NHRMC Future $600.00

Chamber Advertising 20011609Newsletter banner ads 10

wks - NHRMC Future $800.00

Chamber Advertising 20012128Newsletter banner ads 10

wks - NHRMC Future $1,600.00

Chamber Subtotal $0.00 $0.00 $0.00 $1,400.00 $0.00 $0.00 $0.00 $0.00 $1,600.00 $0.00 $0.00 $0.00 $3,000.00

Colonial Marketing 11547-BNHRMC Future - radio & tv $227,463.00

Colonial Marketing 11617 NHRMC Future - radio $2,975.00

Colonial Marketing 115720 NHRMC Future - radio $76,473.00

Colonial Marketing 115721 NHRMC Future - tv $112,357.00

Colonial Marketing 115723NHRMC Future - tv - July $14,300.00

Colonial Subtotal $0.00 $0.00 $0.00 $227,463.00 $0.00 $2,975.00 $0.00 $0.00 $188,830.00 $14,300.00 $0.00 $0.00 $433,568.00

Facebook.com 5301485 NHRMC Future $403.31














FY20 NHRMC Future Advertising

Page 1

GL Code / Invoice














Facebook Subtotal $0.00 $0.00 $0.00 $1,193.48 $2,581.92 $512.75 $146.42 $0.00 $0.00 $787.41 $9,541.30 $0.00 $14,763.28

Greater Diversity 19601-E NHRMC Future $1,384.00

Greater Diversity 19726-E NHRMC Future $1,384.00

Greater Diversity Subtotal $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,384.00 $1,384.00 $0.00 $2,768.00

Google Ads 24-Jan-20 NHRMC Future $48.61

Google Ads 29-Jan-20 NHRMC Future $216.31

Google Ads Jul 9-30, 2020 $2,923.41

Google Ads Subtotal $0.00 $0.00 $0.00 $0.00 $264.92 $0.00 $0.00 $0.00 $0.00 $0.00 $2,923.41 $0.00 $3,188.33

GWBJ/Wilma 20-3109NHRMC Future - daily am emails $7,138.04

GWBJ/Wilma 20-3450NHRMC Future - daily am emails $1,488.00

GWBJ/Wilma 20-3493NHRMC Future - block ads 9 weeks $1,488.00

GWBJ/Wilma - SAJ Subtotal $0.00 $0.00 $0.00 $7,138.04 $0.00 $0.00 $0.00 $0.00 $0.00 $1,488.00 $1,488.00 $0.00 $10,114.04

Norsan Media 20080984 NHRMC Future $600.00

Page 2

GL Code / Invoice



Star News 595317 NHRMC Future $7,172.00



Star News Subtotal $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $7,172.00 $34,794.00 $1,830.00 $43,796.00

Streetlevel Media 13585 NHRMC Future $700.00Streetlevel Media 13676 NHRMC Future $700.00

Streetlevel Media Subtotal $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $700.00 $700.00 $0.00 $1,400.00

WECT 1502783-1 NHRMC Future $300.00




WECT 1657468-1 NHRMC Future $2,625.00




WECT Subtotal $0.00 $0.00 $0.00 $0.00 $300.00 $400.00 $400.00 $400.00 $0.00 $2,625.00 $3,625.00 $2,625.00 $10,375.00

WHQR 3311.4 NHRMC Future $56.00

WHQR 3311-6 NHRMC Future $420.00







Page 3

GL Code / Invoice



WHQR Subtotal $0.00 $0.00 $0.00 $0.00 $56.00 $0.00 $420.00 $336.00 $420.00 $28.00 $504.00 $728.00 $2,492.00$525,464.65

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