ADVENTIST HEALTH SYSTEM SUNBELT INC: Form 990, tax year 2023
View the entire original 990 at ProPublica ↗
- Organization
- ADVENTIST HEALTH SYSTEM SUNBELT INC (EIN 59-1479658)
- Tax period
- 2023-01-01 to 2023-12-31
- Filed
- 2025-04-29
- IRS object ID
- 202541199349301639
- Schema version
- 2023v6.0
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2025-04-29T11:47:01-05:00 | ReturnTs |
| Tax Period End | 2023-12-31 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2023-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 591479658 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Adventist Health SystemSunbelt Inc | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | ADVE | BusinessNameControlTxt |
| Phone | 4073572317 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 900 Hope Way | AddressLine1Txt |
| City | Altamonte Springs | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32714 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Lynn C Addiscott | PersonNm |
| Person Title | Asst. Secretary | PersonTitleTxt |
| Phone | 4073572317 | PhoneNum |
| Signature | 2025-04-28 | SignatureDt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRS Responsible Prty Info Curr | 0 | IRSResponsiblePrtyInfoCurrInd |
| Tax | 2023 | TaxYr |
| Build TS | 2025-03-06 01:10:19Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Terry Shaw | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 900 Hope Way | AddressLine1Txt |
| City | Altamonte Springs | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32714 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $7,116,012,244 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Group Exemption | 1071 | GroupExemptionNum |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.adventhealth.com | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1973 | FormationYr |
| Legal Domicile State | FL | LegalDomicileStateCd |
| Activity Or Mission | Operation of 11 acute-care hospitals & related healthcare services. | ActivityOrMissionDesc |
| Voting Members Governing Body | 23 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 15 | VotingMembersIndependentCnt |
| Total Employee | 39028 | TotalEmployeeCnt |
| Total Volunteers | 1704 | TotalVolunteersCnt |
| Total Gross UBI | $20,917,635 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $2,741,992 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $104,069,888 | PYContributionsGrantsAmt |
| CY Contributions Grants | $73,184,553 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $6,021,551,256 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $6,926,914,433 | CYProgramServiceRevenueAmt |
| PY Investment Income | $128,778,123 | PYInvestmentIncomeAmt |
| CY Investment Income | $59,913,880 | CYInvestmentIncomeAmt |
| PY Other Revenue | -$1,693,372 | PYOtherRevenueAmt |
| CY Other Revenue | $8,764,178 | CYOtherRevenueAmt |
| PY Total Revenue | $6,252,705,895 | PYTotalRevenueAmt |
| CY Total Revenue | $7,068,777,044 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $25,705,251 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $33,705,906 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $2,473,662,371 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $2,654,327,909 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $3,309,863,414 | PYOtherExpensesAmt |
| CY Other Expenses | $3,591,211,455 | CYOtherExpensesAmt |
| PY Total Expenses | $5,809,231,036 | PYTotalExpensesAmt |
| CY Total Expenses | $6,279,245,270 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $443,474,859 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $789,531,774 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $11,012,939,296 | TotalAssetsBOYAmt |
| Total Assets EOY | $12,364,542,205 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $4,982,376,731 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $5,198,821,137 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $6,030,562,565 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $7,165,721,068 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | Adventist Health System Sunbelt Healthcare Corporation and all its subsidiary organizations were established by the Seventh-Day Adventist Church to bring a ministry of healing and health to the communities served. Our mission is to extend the healing ministry of Christ. The hospital and healthcare system whose parent is Adventist Health System Sunbelt Healthcare Corporation is known as AdventHealth. AdventHealth seeks to be widely respected as a consumer-focused organization that engages individuals in their health by delivering wholistic, best practice care across a connected, comprehensive continuum of services. With Christ as our example, AdventHealth cares for and nurtures people: our employees, our communities, our healthcare professionals, and those who trust us for care and healing. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $5,607,633,847 | ExpenseAmt |
| Grant | $33,705,906 | GrantAmt |
| Revenue | $6,911,995,656 | RevenueAmt |
| Desc | Operation of 11 acute care hospitals with 177,684 patient admissions, 931,164 patient days and 2,279,292 outpatient visits in the current year. In addition to hospital operations, the corporation provides medical care through a number of other activities such as urgent care centers, physician clinics, home health services, hospice services, sleep centers, wound centers, therapy and rehab. | Desc |
| Total Program Service Expenses | $5,607,633,847 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | Yes (1) | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (1) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | Yes (1) | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | 0 | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 0 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 39028 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | Yes (1) | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | 0 | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 23 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 15 | IndependentVotingMemberCnt |
| Family Or Business Rln | 0 | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | 0 | CompensationProcessCEOInd |
| Compensation Process Other | 0 | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Paul Rathbun | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 4073572419 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 900 Hope Way | AddressLine1Txt |
| City | Altamonte Springs | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32714 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (60 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | OfficerOfficerInd | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Allen Kimberly | ||||||||||
| Director (Beg 12/23) | 0.30 | 1.40 | Yes (X) | $0 | $10,606 | $0 | ||||
| Bigalke John T | ||||||||||
| Director | 0.40 | 1.70 | Yes (X) | $0 | $42,605 | $0 | ||||
| Brooks Stephen | ||||||||||
| Director (End 9/23) | 0.30 | 1.20 | Yes (X) | $0 | $5,806 | $0 | ||||
| Carlson Ronald | ||||||||||
| Director (Beg 9/23) | 0.30 | 2.10 | Yes (X) | $0 | $6,128 | $0 | ||||
| Cherry MD Robert A | ||||||||||
| Director | 0.40 | 1.50 | Yes (X) | $0 | $29,105 | $0 | ||||
| Craig Carlos J | ||||||||||
| Dir./Vice Chair/Secretary | 0.80 | 3.20 | Yes (X) | $0 | $6,181 | $0 | ||||
| Davidson James R | ||||||||||
| Director (Beg 9/23) | 0.50 | 2.50 | Yes (X) | $0 | $6,166 | $0 | ||||
| Denslow Kenneth | ||||||||||
| Dir./Vice Chair | 0.80 | 3.30 | Yes (X) | $0 | $6,181 | $0 | ||||
| Devore Susan D | ||||||||||
| Director | 0.30 | 1.40 | Yes (X) | $0 | $29,606 | $0 | ||||
| Freedman David | ||||||||||
| Director (End 9/23) | 0.60 | 3.00 | Yes (X) | $0 | $6,166 | $0 | ||||
| Freese Decker Christina | ||||||||||
| Director (Beg 3/23) | 0.30 | 1.40 | Yes (X) | $0 | $18,606 | $0 | ||||
| Gabriel Garth | ||||||||||
| Director | 0.30 | 1.10 | Yes (X) | $0 | $5,806 | $0 | ||||
| Grys DMin MD John | ||||||||||
| Director | 0.30 | 1.10 | Yes (X) | $0 | $5,806 | $0 | ||||
| Johnson Tidjani Michelle | ||||||||||
| Director (End 12/23) | 0.30 | 1.40 | Yes (X) | $0 | $25,606 | $0 | ||||
| Machado Allan | ||||||||||
| Director (End 9/23) | 0.30 | 1.60 | Yes (X) | $0 | $6,066 | $0 | ||||
| Morel Jr D Min Hubert J | ||||||||||
| Director (End 9/23) | 0.50 | 2.00 | Yes (X) | $0 | $5,806 | $0 | ||||
| Morgan William H | ||||||||||
| Director | 0.30 | 1.40 | Yes (X) | $0 | $0 | $0 | ||||
| Page John M | ||||||||||
| Director (Beg 9/23) | 0.60 | 3.00 | Yes (X) | $0 | $5,806 | $0 | ||||
| Patterson Ana | ||||||||||
| Director (Beg 9/23) | 0.30 | 1.10 | Yes (X) | $0 | $5,806 | $0 | ||||
| Ramirez Elden | ||||||||||
| Director (Beg 9/23) | 0.50 | 2.00 | Yes (X) | $0 | $5,806 | $0 | ||||
| Rustad Gary | ||||||||||
| Director | 0.30 | 1.60 | Yes (X) | $0 | $6,306 | $0 | ||||
| Sauder PhD Vinita | ||||||||||
| Director | 0.30 | 1.10 | Yes (X) | $0 | $5,806 | $0 | ||||
| Scott Glynn CW | ||||||||||
| Director (End 9/23) | 0.60 | 2.50 | Yes (X) | $0 | $5,806 | $0 | ||||
| Shaw EdD Kenneth | ||||||||||
| Director (End 9/23) | 0.30 | 1.60 | Yes (X) | $0 | $6,066 | $0 | ||||
| Shaw Terry D | ||||||||||
| Dir/President/AdventHealth CEO | 1.00 | 50.00 | Yes (X) | $0 | $5,008,968 | $1,335,139 | Yes (X) | |||
| Smith DMin PhD Ron C | ||||||||||
| Director/Chairperson | 0.80 | 4.30 | Yes (X) | $0 | $11,541 | $0 | ||||
| Thurber Gary F | ||||||||||
| Director/Chairperson | 0.80 | 4.30 | Yes (X) | $0 | $6,503 | $0 | ||||
| Tikker Blair | ||||||||||
| Director | 0.30 | 1.40 | Yes (X) | $0 | $29,606 | $0 | ||||
| VandeVere David | ||||||||||
| Director (Beg 9/23) | 0.60 | 3.50 | Yes (X) | $0 | $6,128 | $0 | ||||
| Werner Thomas L | ||||||||||
| Director | 0.30 | 2.10 | Yes (X) | $0 | $6,835 | $0 | ||||
| Haffner PhD Randall | ||||||||||
| Group CEO FL & Clinical | 1.00 | 50.00 | $0 | $2,445,711 | $205,401 | Yes (X) | ||||
| Rathbun Paul C | ||||||||||
| AdventHealth CFO | 1.00 | 50.00 | $0 | $2,658,136 | $503,993 | Yes (X) | ||||
| Adams Brian | ||||||||||
| CEO AH Central FL Division | 50.00 | 1.00 | $0 | $1,225,857 | $183,603 | Yes (X) | ||||
| Deininger Robert | ||||||||||
| CEO AH Central FL Market | 50.00 | 0.00 | $0 | $897,194 | $139,020 | Yes (X) | ||||
| Edris Tricia | ||||||||||
| Chief Innovation & Partnership Off. | 50.00 | 0.00 | $0 | $820,052 | $106,072 | Yes (X) | ||||
| Finkler MD Neil | ||||||||||
| Chief Clncl Off. AH Central FL (End 7/23) | 50.00 | 0.00 | $0 | $838,204 | $40,818 | Yes (X) | ||||
| Goodman Todd | ||||||||||
| Group CFO FL & Clinical | 1.00 | 50.00 | $0 | $1,595,485 | $187,885 | Yes (X) | ||||
| Harcombe Douglas | ||||||||||
| CEO AH South FL Market | 50.00 | 0.00 | $0 | $808,582 | $128,222 | Yes (X) | ||||
| Herrera MD Victor | ||||||||||
| Chief Clinical Off. AH Central FL Div. | 50.00 | 0.00 | $0 | $679,252 | $153,303 | Yes (X) | ||||
| Hilliard Douglas | ||||||||||
| CFO AH Central FL Division | 50.00 | 0.00 | $0 | $967,544 | $131,368 | Yes (X) | ||||
| Jimenez Kristin | ||||||||||
| Chief Strategy Officer, AH Central FL | 50.00 | 0.00 | $0 | $674,834 | $101,645 | Yes (X) | ||||
| Johnson Linnette | ||||||||||
| Chief Clinical Operations Off. AH Central FL | 50.00 | 0.00 | $0 | $603,590 | $115,147 | Yes (X) | ||||
| Mckinney Jillyan | ||||||||||
| CEO, AHMG & Ambulatory Serv. Central FL Div. | 50.00 | 0.00 | $0 | $647,906 | $121,514 | Yes (X) | ||||
| Moorhead Sheryl | ||||||||||
| Chief People Off. AH Central FL Div. | 50.00 | 0.00 | $0 | $805,412 | $26,972 | Yes (X) | ||||
| Stankiewicz Catherine | ||||||||||
| CNO AH Central FL Division | 50.00 | 0.00 | $0 | $563,768 | $89,519 | Yes (X) | ||||
| Thompson Michael | ||||||||||
| CEO IHS Central FL Div-South Region | 50.00 | 0.00 | $0 | $1,343,101 | $144,054 | Yes (X) | ||||
| Vargas Karilynn | ||||||||||
| CEO AH NW Market Central FL | 50.00 | 0.00 | $0 | $652,279 | $103,484 | Yes (X) | ||||
| Bellam MD Naveen | ||||||||||
| Physician-Cardiologist/Transplant | 75.00 | 0.00 | $1,025,509 | $0 | $53,541 | Yes (X) | ||||
| Bogar MD Linda | ||||||||||
| Physician - Heart Transplant | 75.00 | 0.00 | $1,069,030 | $0 | $46,687 | Yes (X) | ||||
| Davis JrMD Robert Duane | ||||||||||
| Physician/Medical Director | 50.00 | 0.00 | $2,611,260 | $0 | $25,398 | Yes (X) | ||||
| Silvestry MD Scott | ||||||||||
| Phy/Dir AH Thoracic Transplant | 85.00 | 0.00 | $2,155,348 | $0 | $49,818 | Yes (X) | ||||
| Zeeshan MD Ahmad | ||||||||||
| Physician - Heart Transplant | 85.00 | 0.00 | $1,120,901 | $0 | $37,268 | Yes (X) | ||||
| Bradley Kenneth W | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $204,129 | $27,352 | Yes (X) | ||||
| Cook Timothy | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $748,120 | $111,566 | Yes (X) | ||||
| Moorhead MD David | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,879,026 | $27,212 | Yes (X) | ||||
| Owen Terry R | ||||||||||
| Former Key Employee | 0.00 | 0.00 | $0 | $140,310 | $0 | Yes (X) | ||||
| Spenst Brett | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $956,760 | $35,847 | Yes (X) | ||||
| Villanueva Jeffrey | ||||||||||
| Former Key Employee | 50.00 | 0.00 | $0 | $829,625 | $112,410 | Yes (X) | ||||
| Wandersleben Jennifer | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,220,343 | $161,468 | Yes (X) | ||||
| Zbaraschuk Amy | ||||||||||
| Former Key Employee | 40.00 | 10.00 | $0 | $1,515,552 | $111,230 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $7,982,048 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $31,048,001 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $4,616,956 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 4802 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| Brasfield & Gorrie LLC | |||||
| 2999 Circle 75 Parkway Ste 100 | Atlanta | GA | 30339 | Construction Services | $40,491,565 |
| AMN Healthcare Inc | |||||
| 8840 Cypress Waters Blvd Ste 300 | Dallas | TX | 75019 | Healthcare Staffing | $29,010,607 |
| Brown Parker & Demarinis Advertising Inc | |||||
| PO Box 932011 | Atlanta | GA | 31193 | Marketing Services | $17,131,924 |
| AYA Healthcare Inc | |||||
| PO Box 123519 Dept 3519 | Dallas | TX | 75312 | Healthcare Staffing | $16,560,037 |
| Rothman Orthopaedics of Florida PLLC | |||||
| 925 Chestnut Street 5th Floor | Philadelphia | PA | 19107 | Medical Services | $15,720,266 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 606 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $10,287,188 | RelatedOrganizationsAmt |
| Government Grants | $62,474,448 | GovernmentGrantsAmt |
| All Other Contributions | $422,917 | AllOtherContributionsAmt |
| Total Contributions | $73,184,553 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Revenue | 622110 | $6,820,317,731 | $6,806,809,442 | $13,508,289 |
| Rent from Exempt Affiliates | 622110 | $27,134,428 | $27,134,428 | |
| Cafeteria/Vending Revenue | 622110 | $20,451,318 | $20,253,912 | $197,406 |
| Research - Disease Related | 622110 | $18,305,730 | $18,305,730 | |
| Laundry | 622110 | $12,707,594 | $12,642,557 | $65,037 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $27,997,632 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $20,904,054 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $7,093,578 | UnrelatedBusinessRevenueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $6,926,914,433 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $97,544,490 | TotalRevenueColumnAmt |
| Exclusion | $97,544,490 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $140,733 | TotalRevenueColumnAmt |
| Exclusion | $140,733 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $4,337,471 | RealAmt |
| Personal | $21,467 | PersonalAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $1,671,715 | RealAmt |
| Personal | $9,311 | PersonalAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,665,756 | RealAmt |
| Personal | $12,156 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,677,912 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $53,325 | UnrelatedBusinessRevenueAmt |
| Exclusion | $2,624,587 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $7,923,564 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $44,183,579 | SecuritiesAmt |
| Other | $1,370,595 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | -$44,183,579 | SecuritiesAmt |
| Other | $6,552,969 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$37,630,610 | TotalRevenueColumnAmt |
| Exclusion | -$37,630,610 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (2 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| Equity earnings (losses) from tax | 622110 | $7,926,441 | $7,926,441 |
| Investment in tax-exempt Sub | 622110 | -$1,980,908 | -$1,980,908 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $5,945,533 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $7,068,777,044 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $6,911,995,656 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $20,917,635 | UnrelatedBusinessRevenueAmt |
| Exclusion | $62,679,200 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part IX | Yes (X) | InfoInScheduleOPartIXInd |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $31,599,546 | TotalAmt |
| Program Services | $31,599,546 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,106,360 | TotalAmt |
| Program Services | $2,106,360 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $15,414,153 | TotalAmt |
| Management And General | $15,414,153 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,971,579,154 | TotalAmt |
| Program Services | $1,944,532,317 | ProgramServicesAmt |
| Management And General | $27,046,837 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $73,487,603 | TotalAmt |
| Program Services | $72,092,679 | ProgramServicesAmt |
| Management And General | $1,394,924 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $443,841,832 | TotalAmt |
| Program Services | $426,505,654 | ProgramServicesAmt |
| Management And General | $17,336,178 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $150,005,167 | TotalAmt |
| Program Services | $147,155,987 | ProgramServicesAmt |
| Management And General | $2,849,180 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $20,614,059 | TotalAmt |
| Management And General | $20,614,059 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,086,295 | TotalAmt |
| Management And General | $1,086,295 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $15,409,093 | TotalAmt |
| Management And General | $15,409,093 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $993,603,077 | TotalAmt |
| Program Services | $739,996,371 | ProgramServicesAmt |
| Management And General | $253,606,706 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $57,494,848 | TotalAmt |
| Management And General | $57,494,848 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $111,175,726 | TotalAmt |
| Program Services | $82,929,640 | ProgramServicesAmt |
| Management And General | $28,246,086 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $267,430,474 | TotalAmt |
| Program Services | $244,778,971 | ProgramServicesAmt |
| Management And General | $22,651,503 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $145,835,022 | TotalAmt |
| Program Services | $145,835,022 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,942,980 | TotalAmt |
| Program Services | $436,481 | ProgramServicesAmt |
| Management And General | $7,506,499 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,524,748 | TotalAmt |
| Management And General | $8,524,748 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $65,148,210 | TotalAmt |
| Program Services | $65,148,210 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $263,226,960 | TotalAmt |
| Program Services | $263,226,960 | ProgramServicesAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $49,782,397 | TotalAmt |
| Program Services | $46,478,981 | ProgramServicesAmt |
| Management And General | $3,303,416 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $998,835,446 | $998,835,446 | |
| Assessments | $268,245,527 | $268,245,527 | |
| Repairs/Maintenance | $98,459,104 | $98,459,104 | |
| Unrelated Business Inco | $1,039,253 | $1,039,253 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $217,358,236 | TotalAmt |
| Program Services | $29,270,591 | ProgramServicesAmt |
| Management And General | $188,087,645 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,279,245,270 | TotalAmt |
| Program Services | $5,607,633,847 | ProgramServicesAmt |
| Management And General | $671,611,423 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part X | Yes (X) | InfoInScheduleOPartXInd |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $94,153 | BOYAmt |
| EOY | $87,125 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,635,731,209 | BOYAmt |
| EOY | $4,423,967,171 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $904,155,025 | BOYAmt |
| EOY | $929,927,583 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $143,584,990 | BOYAmt |
| EOY | $120,253,504 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $67,823,674 | BOYAmt |
| EOY | $44,219,233 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $6,387,337,923 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $3,144,502,201 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,291,607,247 | BOYAmt |
| EOY | $3,242,835,722 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $15,329,096 | BOYAmt |
| EOY | $13,448,188 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,316,664 | BOYAmt |
| EOY | $16,229,521 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,935,297,238 | BOYAmt |
| EOY | $3,573,574,158 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,012,939,296 | BOYAmt |
| EOY | $12,364,542,205 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $425,717,506 | BOYAmt |
| EOY | $453,339,356 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,920,808,527 | BOYAmt |
| EOY | $4,083,821,014 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $635,850,698 | BOYAmt |
| EOY | $661,660,767 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,982,376,731 | BOYAmt |
| EOY | $5,198,821,137 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,030,281,108 | BOYAmt |
| EOY | $7,165,437,611 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $281,457 | BOYAmt |
| EOY | $283,457 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,030,562,565 | BOYAmt |
| EOY | $7,165,721,068 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,012,939,296 | BOYAmt |
| EOY | $12,364,542,205 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $789,531,774 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $254,910,852 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | $90,715,877 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | 0 | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | 0 | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | 0 | DirectContactLegislatorsInd |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $114,221 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $114,221 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1: | FormAndLineReferenceDesc |
| Explanation | The corporation paid dues to the American Hospital Association and the Florida Hospital Association who use a portion of the dues to conduct lobbying activities. | ExplanationTxt |
Schedule D IRS990ScheduleD
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $33,020,094 | BeginningYearBalanceAmt |
| Contributions | $509,929 | ContributionsAmt |
| Investment Earnings Or Losses | $750,734 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $1,909,084 | OtherExpendituresAmt |
| End Year Balance | $32,371,673 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $24,054,814 | BeginningYearBalanceAmt |
| Contributions | $372,177 | ContributionsAmt |
| Investment Earnings Or Losses | $1,470,505 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $1,667,805 | OtherExpendituresAmt |
| End Year Balance | $24,229,691 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $21,835,332 | BeginningYearBalanceAmt |
| Investment Earnings Or Losses | $1,243,055 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $73,573 | OtherExpendituresAmt |
| End Year Balance | $23,004,814 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $21,191,508 | BeginningYearBalanceAmt |
| Contributions | $50,000 | ContributionsAmt |
| Investment Earnings Or Losses | $1,226,267 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $632,443 | OtherExpendituresAmt |
| End Year Balance | $21,835,332 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $20,471,913 | BeginningYearBalanceAmt |
| Contributions | $50,000 | ContributionsAmt |
| Investment Earnings Or Losses | $1,196,289 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $526,694 | OtherExpendituresAmt |
| End Year Balance | $21,191,508 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.88350 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.11650 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.00000 | TermEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | 0 | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (1) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (1) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $313,518,141 | OtherCostOrOtherBasisAmt |
| Book Value | $313,518,141 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $2,421,586,744 | OtherCostOrOtherBasisAmt |
| Depreciation | $936,467,772 | DepreciationAmt |
| Book Value | $1,485,118,972 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $3,362,158,260 | OtherCostOrOtherBasisAmt |
| Depreciation | $2,139,027,635 | DepreciationAmt |
| Book Value | $1,223,130,625 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $290,074,778 | OtherCostOrOtherBasisAmt |
| Depreciation | $69,006,794 | DepreciationAmt |
| Book Value | $221,067,984 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $3,242,835,722 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (7 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Due From Related/Affiliated Entities | $95,640,837 |
| Funds Held in Trust | -$394,465 |
| Long-term Investments | $572,731,600 |
| Other Current Receivables | $289,345,740 |
| Other Non-Current Assets | $412,240,149 |
| Receivable - Interco Alloc of Tax-Exempt Bond Proceeds | $1,870,213,873 |
| Receivable from Third Party | $333,796,424 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $3,573,574,158 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (5 entries)
| DescDesc | AmtAmt |
|---|---|
| Due to Related/Affiliated Entities | $183,847,261 |
| Notes and Loans Payable | $24,404 |
| Other Current Liabilities | $140,570,622 |
| Other Non-Current Liabilities | $231,049,661 |
| Payable to Third Party | $106,168,819 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $661,660,767 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 4: | All endowment funds are held by related 501(c)(3) exempt foundations. These endowment funds have been established for a variety of purposes in support of related tax-exempt hospitals. All of the foundation's permanently restricted endowment funds are required to be retained permanently either by explicit donor stipulation or by the Florida Uniform Prudent Management of Institutional Funds Act. Part V, Columns (b), (c), and (d) - Explanation for Change from 2022 Reporting: The endowment funds of the filing organization are held in a related Foundation. The presentation for the prior three years has been adjusted to agree to the endowment footnote in the Foundation's audited financial statements for those years. The following explanations represent adjustments made in the Foundation's audit for the years in question. Part V, line 1a, column (a) Current year - Explanation for change in opening balance: During 2023, it was determined that a board-designated fund previously excluded, should be accounted for as an Endowment. Due to this change in reporting, the additional amount of $8,790,403 was included in the opening balance for 2023. Part V, line 1a, column (b) prior year - Explanation for change in opening balance: During 2022, it was determined that a new Endowment in the amount of $1,050,000 was received in 2021 and should be included in the opening balance for 2022. |
| Part X, Line 2: | The filing organization is a subsidiary organization within AdventHealth. The consolidated financial statements of AdventHealth contain the following FIN 48 (ASC 740) footnote: Please note that dollar amounts are in thousands. Healthcare Corporation and its affiliated organizations, other than North American Health Services, Inc. and its subsidiary (NAHS), are exempt from state and federal income taxes. Accordingly, Healthcare Corporation and its tax-exempt affiliates are not subject to federal, state, or local income taxes except for any net unrelated business taxable income. NAHS is a wholly owned, for-profit subsidiary of Healthcare Corporation. NAHS and its subsidiary are subject to federal and state income taxes. NAHS files a consolidated federal income tax return and, where appropriate, consolidated state income tax returns. The current year provision for federal and state income tax for the year ended December 31, 2023 is approximately $1,140. There was no current year tax provision for the year ended December 31, 2022 due to the utilization of net operating loss carryforwards in 2022. The Income Taxes Topic of the Accounting Standards Codification (ASC) 740, Income Taxes (ASC 740) prescribes the accounting for uncertainty in income tax positions recognized in financial statements. ASC 740 prescribes a recognition threshold and measurement attribute for the financial statement recognition and measurement of a tax position taken, or expected to be taken, in a tax return. There were no material uncertain tax positions as of December 31, 2023 and 2022. |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (18 entries)
| RegionRegionTxt | OfficesOfficesCnt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt | Specific Services ProvidedSpecificServicesProvidedTxt |
|---|---|---|---|---|---|
| Central America and the Caribbean | 0 | 0 | Grantmaking | $1,107,339 | |
| Central America and the Caribbean | 0 | 0 | Meetings | $4,748 | |
| Central America and the Caribbean | 0 | 0 | Program Services | $15,427 | Supplies and resources |
| East Asia and the Pacific | 0 | 0 | Grantmaking | $212,807 | |
| East Asia and the Pacific | 0 | 0 | Meetings | $11,458 | |
| East Asia and the Pacific | 0 | 0 | Program Services | $13,359 | Supplies and resources |
| Europe (including Iceland and Greenland) | 0 | 0 | Grantmaking | $500 | |
| Europe (including Iceland and Greenland) | 0 | 0 | Meetings | $9,533 | |
| Middle East and North Africa | 0 | 0 | Grantmaking | $22,225 | |
| North America (which includes Canada and Mexico, but not the U.S.) | 0 | 0 | Grantmaking | $94,277 | |
| North America (which includes Canada and Mexico, but not the U.S.) | 0 | 0 | Program Services | $10,800 | Transportation Expenses |
| Russia and Neighboring States | 0 | 0 | Grantmaking | $68,042 | |
| South America | 0 | 0 | Grantmaking | $360,021 | |
| South America | 0 | 0 | Meetings | $2,315 | |
| South America | 0 | 0 | Program Services | $15,804 | Transportation Expenses |
| South Asia | 0 | 0 | Grantmaking | $50,000 | |
| Sub-Saharan Africa | 0 | 0 | Grantmaking | $191,148 | |
| Sub-Saharan Africa | 0 | 0 | Program Services | $1,150 | Supplies and resources |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 0 | SubtotalEmployeesCnt |
| Continuation Total Office | 0 | ContinuationTotalOfficeCnt |
| Continuation Total Employee | 0 | ContinuationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 0 | TotalEmployeeCnt |
| Subtotal Spent | $1,375,171 | SubtotalSpentAmt |
| Continuation Spent | $815,782 | ContinuationSpentAmt |
| Total Spent | $2,190,953 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (30 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Cash GrantCashGrantAmt | Manner Of Cash DisbursementMannerOfCashDisbursementTxt | Non Cash AssistanceNonCashAssistanceAmt | Valuation Method UsedValuationMethodUsedDesc | Description Of Non Cash AsstDescriptionOfNonCashAsstTxt |
|---|---|---|---|---|---|---|
| Russia and Neighboring States | General Support | $68,042 | Electronic Funds | $0 | Book | |
| East Asia and the Pacific | General Support/Medical Supplies or Equipment | $82,696 | Electronic Funds | $130,111 | Book/FMV | Medical Supplies/ Equipment |
| Central America and the Caribbean | General Support/Medical Supplies or Equipment | $41,860 | Electronic Funds | $315,065 | Book/FMV | Medical Supplies/ Equipment |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $6,230 | FMV | Medical Supplies | |
| South America | General Support | $77,500 | Electronic Funds | $0 | Book | |
| South America | General Support/Medical Supplies or Equipment | $48,277 | Electronic Funds | $7,000 | Book/FMV | Medical Equipment |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $7,950 | FMV | Medical Equipment | |
| Central America and the Caribbean | General Support/Medical Supplies or Equipment | $67,811 | Electronic Funds | $39,308 | Book/FMV | Medical Supplies |
| South America | General Support/Medical Supplies or Equipment | $44,400 | Electronic Funds | $3,200 | Book/FMV | Medical Equipment |
| South America | General Support/Medical Supplies or Equipment | $50,000 | Electronic Funds | $68,922 | Book/FMV | Medical Supplies/ Equipment |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $15,250 | FMV | Medical Supplies | |
| Sub-Saharan Africa | Medical Supplies or Equipment | $0 | $12,849 | FMV | Medical Supplies | |
| South America | Medical Supplies or Equipment | $0 | $31,393 | FMV | Medical Supplies/ Equipment | |
| Central America and the Caribbean | General Support | $330,615 | Electronic Funds | $0 | Book | |
| North America (which includes Canada and Mexico, but not the U.S.) | Medical Supplies or Equipment | $0 | $16,388 | FMV | Medical Supplies/ Equipment | |
| Central America and the Caribbean | General Support/Medical Supplies or Equipment | $108,410 | Electronic Funds | $23,928 | Book/FMV | Medical Supplies/ Equipment |
| North America (which includes Canada and Mexico, but not the U.S.) | General Support | $9,040 | Electronic Funds | $0 | Book | |
| South America | Medical Supplies or Equipment | $0 | $11,000 | FMV | Medical Supplies | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $19,175 | FMV | Medical Supplies | |
| Sub-Saharan Africa | General Support | $154,450 | Electronic Funds | $0 | Book | |
| North America (which includes Canada and Mexico, but not the U.S.) | Medical Supplies or Equipment | $0 | $67,475 | FMV | Medical Supplies | |
| Sub-Saharan Africa | Medical Supplies or Equipment | $0 | $9,700 | FMV | Medical Supplies | |
| Sub-Saharan Africa | Medical Supplies or Equipment | $0 | $7,306 | FMV | Medical Supplies | |
| Sub-Saharan Africa | Medical Supplies or Equipment | $0 | $5,343 | FMV | Medical Supplies | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $114,700 | FMV | Medical Equipment | |
| South Asia | General Support | $50,000 | Electronic Funds | $0 | Book | |
| Middle East and North Africa | Medical Supplies or Equipment | $0 | $21,400 | FMV | Medical Supplies | |
| South America | Medical Supplies or Equipment | $0 | $12,450 | FMV | Medical Equipment | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $5,585 | FMV | Medical Supplies | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $5,327 | FMV | Medical Supplies |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 30 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
| Transfer To Foreign Corp | Yes (1) | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | 0 | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | Foreign grants are generally non-cash donations of medical equipment and supplies to assist foreign health care providers in fulfilling their mission of providing health care services to the populations they serve. The foreign health care providers are often hospitals and/or clinics operated and/or sponsored by or affiliated with the Seventh-Day Adventist Church. The foreign hospitals/clinics may be located in remote and/or underserved villages and townships of developing countries. Grants are typically made to other U.S. charitable organizations or foreign entities recognized as charitable by the foreign country in which they are located. As a result of the nature of the grants as non-cash medical equipment and supplies and the fact that most grants are made indirectly through other U.S. or foreign charitable organizations, the filing organization has not established specific procedures for monitoring the use of grant funds outside the United States. | ExplanationTxt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
| Percent200 | Yes (X) | Percent200Ind |
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
| Percent400 | Yes (X) | Percent400Ind |
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (1) | ExpensesExceedBudgetInd |
| Unable To Provide Care | 0 | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | 0 | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $218,883,841 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $218,883,841 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03490 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $981,296,340 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $702,269,573 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $279,026,767 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04440 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,200,180,181 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $702,269,573 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $497,910,608 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.07930 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $60,899,072 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,930 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $60,887,142 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00970 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $56,737,855 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,390,938 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $45,346,917 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00720 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $8,581,673 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $6,601,287 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,980,386 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00030 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $29,554,878 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $29,554,878 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00470 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $155,773,478 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $18,004,155 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $137,769,323 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02190 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,355,953,659 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $720,273,728 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $635,679,931 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.10120 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $36,303,645 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $15,667,990 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $20,635,655 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00330 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $356,364 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $356,364 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $36,660,009 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $15,667,990 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $20,992,019 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00340 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $211,900,425 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $36,225,619 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $815,404,593 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $965,118,427 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$149,713,834 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp
Entity Name EntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | 1 M&O Orlando MOB I LLC | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Primary Activities | Manage & lease medical office building | PrimaryActivitiesTxt |
| Org Profit Or Ownership | 0.82150 | OrgProfitOrOwnershipPct |
| Ofcr Etc Profit Or Ownership | 0.00000 | OfcrEtcProfitOrOwnershipPct |
| Physicians Profit Or Ownership | 0.12850 | PhysiciansProfitOrOwnershipPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 3 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (3 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd | OtherOtherDesc | Facility Reporting GroupFacilityReportingGroupCd | Critical Access HospitalCriticalAccessHospitalInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| AdventHealth Orlando & Campuses | |||||||||||||||
| 1 | 601 E Rollins Street | Orlando | FL | 32803 | www.adventhealth.com/hospital/adventhe | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 9 Off-site EDs | A | |
| AdventHealth Sebring & Lake Placid | |||||||||||||||
| 2 | 4200 Sun N Lake Blvd | Sebring | FL | 33825 | www.adventhealth.com/hospital/adventhe | 4171 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| AdventHealth Wauchula | |||||||||||||||
| 3 | 735 S 5th Avenue | Wauchula | FL | 33873 | www.adventhealth.com/hospital/adventhe | 4239 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp
Hospital Facility Name HospitalFacilityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Facility Reporting Group - A | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Licensed CY Or PY | 0 | FirstLicensedCYOrPYInd |
| Tax Exempt Hospital CY Or PY | 0 | TaxExemptHospitalCYOrPYInd |
| CHNA Conducted | Yes (1) | CHNAConductedInd |
| Community Definition | Yes (X) | CommunityDefinitionInd |
| Community Demographics | Yes (X) | CommunityDemographicsInd |
| Existing Resources | Yes (X) | ExistingResourcesInd |
| How Data Obtained | Yes (X) | HowDataObtainedInd |
| Community Health Needs | Yes (X) | CommunityHealthNeedsInd |
| Other Health Issues | Yes (X) | OtherHealthIssuesInd |
| Community Hlth Needs Id Process | Yes (X) | CommunityHlthNeedsIdProcessInd |
| Consulting Process | Yes (X) | ConsultingProcessInd |
| Prior CHNA Impact | Yes (X) | PriorCHNAImpactInd |
| CHNA Conducted | 22 | CHNAConductedYr |
| Take Into Account Others Input | Yes (1) | TakeIntoAccountOthersInputInd |
| CHNA Conducted With Other Fclts | 0 | CHNAConductedWithOtherFcltsInd |
| CHNA Conducted With Non Fclts | 0 | CHNAConductedWithNonFcltsInd |
| CHNA Report Widely Available | Yes (1) | CHNAReportWidelyAvailableInd |
| Rpt Available On Own Website | Yes (X) | RptAvailableOnOwnWebsiteInd |
| Own Website URL | See Part V, Page 8 | OwnWebsiteURLTxt |
| Paper Copy Public Inspection | Yes (X) | PaperCopyPublicInspectionInd |
| Rpt Available Thru Other Method | Yes (X) | RptAvailableThruOtherMethodInd |
| Implementation Strategy Adopt | Yes (1) | ImplementationStrategyAdoptInd |
| Implementation Strategy Adpt | 23 | ImplementationStrategyAdptYr |
| Strategy Posted Website | Yes (1) | StrategyPostedWebsiteInd |
| Strategy Website URL | See Part V, Page 8 | StrategyWebsiteURLTxt |
| Organization Incur Excise Tax | 0 | OrganizationIncurExciseTaxInd |
| Elig Criteria Explained | Yes (1) | EligCriteriaExplainedInd |
| FPG Family Incm Lmt Free Dscnt | Yes (X) | FPGFamilyIncmLmtFreeDscntInd |
| FPG Family Incm Lmt Free Care | 200.000000000000 | FPGFamilyIncmLmtFreeCarePct |
| FPG Family Incm Lmt Dscnt Care | 400.000000000000 | FPGFamilyIncmLmtDscntCarePct |
| Asset Level Criteria | Yes (X) | AssetLevelCriteriaInd |
| Medical Indigency Criteria | Yes (X) | MedicalIndigencyCriteriaInd |
| Insurance Status Criteria | Yes (X) | InsuranceStatusCriteriaInd |
| Underinsurance Stat Criteria | Yes (X) | UnderinsuranceStatCriteriaInd |
| Explained Basis | Yes (1) | ExplainedBasisInd |
| App Financial Asst Expln | Yes (1) | AppFinancialAsstExplnInd |
| Described Info | Yes (X) | DescribedInfoInd |
| Described Suprt Doc | Yes (X) | DescribedSuprtDocInd |
| Provided Hospital Contact | Yes (X) | ProvidedHospitalContactInd |
| Provided Nonprofit Contact | Yes (X) | ProvidedNonprofitContactInd |
| Includes Publicity Measures | Yes (1) | IncludesPublicityMeasuresInd |
| FAP Available On Website | Yes (X) | FAPAvailableOnWebsiteInd |
| FAP Available On Website URL | See Part V, Page 8 | FAPAvailableOnWebsiteURLTxt |
| FAP App Available On Website | Yes (X) | FAPAppAvailableOnWebsiteInd |
| FAP App Available On Website URL | See Part V, Page 8 | FAPAppAvailableOnWebsiteURLTxt |
| FAP Summary On Website | Yes (X) | FAPSummaryOnWebsiteInd |
| FAP Summary On Website URL | See Part V, Page 8 | FAPSummaryOnWebsiteURLTxt |
| FAP Avlbl On Request No Charge | Yes (X) | FAPAvlblOnRequestNoChargeInd |
| FAP App Avlbl On Request No Chrg | Yes (X) | FAPAppAvlblOnRequestNoChrgInd |
| FAP Sum Avlbl On Request No Chrg | Yes (X) | FAPSumAvlblOnRequestNoChrgInd |
| Notified FAP Copy Bill Display | Yes (X) | NotifiedFAPCopyBillDisplayInd |
| Communtity Notified FAP | Yes (X) | CommuntityNotifiedFAPInd |
| FAP Translated | Yes (X) | FAPTranslatedInd |
| FAP Actions On Nonpayment | Yes (1) | FAPActionsOnNonpaymentInd |
| Permit No Actions | Yes (X) | PermitNoActionsInd |
| Collection Activities | 0 | CollectionActivitiesInd |
| Provided Written Notice | Yes (X) | ProvidedWrittenNoticeInd |
| Made Effort Orally Notify | Yes (X) | MadeEffortOrallyNotifyInd |
| Processed FAP Application | Yes (X) | ProcessedFAPApplicationInd |
| Made Presumptive Elig Determ | Yes (X) | MadePresumptiveEligDetermInd |
| Nondis Emergency Care Policy | Yes (1) | NondisEmergencyCarePolicyInd |
| Look Back Medicare Private | Yes (X) | LookBackMedicarePrivateInd |
| Amounts Generally Billed | 0 | AmountsGenerallyBilledInd |
| Gross Charges | 0 | GrossChargesInd |
Supplemental Information SupplementalInformationGrp (36 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Section B | Facility Reporting Group A |
| Facility Reporting Group A consists of: | - Facility 1: AdventHealth Orlando & Campuses, - Facility 2: AdventHealth Sebring & Lake Placid, - Facility 3: AdventHealth Wauchula |
| Facility Reporting Group - A Part V, Section B, line 5: | See Line 5 footnote below. |
| Facility Reporting Group - A Part V, Section B, line 7d: | See Line 7d footnote below. |
| Facility Reporting Group - A Part V, Section B, line 11: | See Line 11 footnote below. |
| Part V, Section B, Line 5: | Facility Reporting Group - AAdventHealth Orlando & CampusesIn 2023, Adventist Health System/Sunbelt, Inc. owned and operated eight hospital campuses under a single hospital license in the greater Orlando, Florida area. The eight separate campuses operate under the following dba names: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando, AdventHealth Winter Garden, and AdventHealth Winter Park (the Hospitals). These eight hospitals comprise the AdventHealth Central Florida Division South (CFD-South). The CFD-South conducted its 2022 Community Health Needs Assessment (CHNA) as a collaborative process with the Central Florida Collaborative (CFC), which included hospital systems, behavior health providers and federally qualified health centers (FQHCs) in Orange, Seminole, Lake and Osceola Counties (these four counties would be considered the Greater Orlando area), as well as the Florida Department of Health in Orange, Seminole, Lake, and Osceola Counties. The primary and secondary data collected by the CFC was utilized by the CFD-South Hospitals to prioritize the top health care needs that would be addressed in the 2022-2024 CHNA. To ensure that input was received from organizations representing low-income, minority, and other underserved populations, the CFC created a team of Equity Champions composed of ten individuals or organizations that represented multiracial or other minority communities. The Equity Champions included organizations and individuals from the Black/African American community and Hispanic/Latino/Spanish language speakers community, the LGBTQ+ community, and from members of the community of people living with disabilities (including HIV/AIDS), people experiencing homelessness, immigrants/migrant workers, faith-based communities, inmates, and members of the veteran community. Primary data gathering included Equity Champions Diversity Group Outreach, Stakeholder one-to-one interviews, and focus group discussions. The CFC conducted a broad-based community survey among residents of Orange, Seminole, Lake, and Osceola Counties. The surveys were conducted from December 29, 2021, to February 22, 2022 and were conducted online and in paper and offered in five languages, with approximately 4,000 community members. The survey instrument included topic areas that emerged from secondary data analysis, literature reviews of existing documents, initial qualitative research, and other early-stage research activities.One-to-one interviews were conducted with key community stakeholders, policymakers, and local residents. Interviews were conducted between October 29, 2021, and January 31, 2022. Most of the 105 interviews lasted approximately 20-30 minutes, although a few continued for over an hour. In addition to interviews and the survey, 30 focus group discussions were held from October of 2021 through February of 2022. In total there were approximately 250 participants and included the following community organizations: PCAN, Health and Hunger Task Force, Creating a Resilient Community Network, Black Nurses Rock, True Health FQHC, the Center for Independent Living, the Mayors Council for mental and behavioral health, the Seminole County Opioid Council, the Healthy Seminole Collaborative, and the Children's Cabinet.**see continuation of footnote |
| Part V, Section B, Line 5 Continuation of Footnote: | Facility Reporting Group - AAdventHealth Sebring & Lake Placid:Adventist Health System/Sunbelt, Inc. owns and operates a 171-bed hospital located in Highlands County, Florida. The hospital does business under the name of AdventHealth Sebring (AH Sebring). The primary service area of AH Sebring includes six zip codes across Highlands, Hardee and a small piece of Polk Counties. Adventist Health System/Sunbelt, Inc. owns and operates a 33-bed hospital located in Highlands County, Florida. The hospital does business under the name of AdventHealth Lake Placid (AH Lake Placid). The primary service area of AH Lake Placid includes five zip codes across Highlands and Hardee Counties. In conducting its 2022 Community Health Needs Assessment (CHNA), AH Sebring & Lake Placid solicited input directly from the community and from individuals who represent the broad interests of the community, including medically underserved, low-income and minority community members. AH Sebring & Lake Placid conducted their 2022 CHNAs from July to November of 2022. AH Sebring & Lake Placid partnered with the Florida Department of Health in Highlands County and in Hardee County to complete the community health needs assessment. AH Sebring & Lake Placid, in collaboration with the Departments of Health in Highlands and Hardee Counties, collected input directly from the community and from community stakeholders through a community survey and focus groups. Community surveys were made available to anyone in the community and were provided in three languages and were accessible through weblinks and QR codes. Five focus groups were held with community stakeholders specifically representing Black/African Americans, Hispanic/Latinos, Older Adults, and Parents of Pediatric Children. AH Sebring & Lake Placid also formed a Community Health Needs Assessment Committee (CHNAC) that included representatives from organizations that serve low-income, low-access individuals and communities. The purpose of the CHNAC was to select the needs the Hospitals would address from the findings in the community health needs assessment. Key CHNAC members that represented low-income and underserved populations were from the following organizations: Central Florida Area Health Education Center, Central Florida Health Care, Champion for Children Foundation, Drug Free Hardee, the Department of Health in Hardee County, the Department of Health in Highlands County, Hardee Help Center, Healthy Families Highlands County, Healthy Start Coalition of Hardee, Highlands, and Polk County, Heartland Core Wellness, Heartland Regional Transportation Planning Organization, Heartland Rural Health Network, the Highlands County Board of County Commissioners, Highlands County Veteran Services Office, Nu-Hope Elder Care Services, Peace River Center, Redlands Christian Migrant Association, Samaritan's Touch Care Center, South Florida State College, the Ruth E. Handley Children's Advocacy Center, Tri-County Human Services, and the United Way of Central Florida. AdventHealth Wauchula:Adventist Health System/Sunbelt, Inc. owns and operates a 25-bed critical access hospital located in Hardee County, Florida. The hospital does business under the name of AdventHealth Wauchula (AH Wauchula). The primary service area of AH Wauchula includes three zip codes across mainly Hardee County and a small part of Polk County. In conducting its 2022 Community Health Needs Assessment (CHNA), AH Wauchula solicited input directly from the community and from individuals who represent the broad interests of the community, including medically underserved, low-income and minority community members. AH Wauchula conducted its 2022 CHNA from July to November of 2022. AH Wauchula partnered with the Florida Department of Health in Highlands County and in Hardee County to complete the community health needs assessment. AH Wauchula, in collaboration with the Departments of Health in Highlands and Hardee Counties, collected input directly from the community and from community stakeholders through a community survey and focus groups. Community surveys were made available to anyone in the community and were provided in three languages and were accessible through weblinks and QR codes. Five focus groups were held with community stakeholders specifically representing Black/African Americans, Hispanic/Latinos, Older Adults, and Parents of Pediatric Children. AH Wauchula also formed a Community Health Needs Assessment Committee (CHNAC) that included representatives from organizations that serve low-income, low-access individuals and communities. The purpose of the CHNAC was to select the needs the Hospital would address from the findings in the community health needs assessment. Key CHNAC members that represented low-income and underserved populations were from the following organizations: Central Florida Area Health Education Center, Central Florida Health Care, Champion for Children Foundation, Drug Free Hardee, the Department of Health in Hardee County, the Department of Health in Highlands County, Hardee Help Center, Healthy Families Highlands County, Healthy Start Coalition of Hardee, Highlands, and Polk County, Heartland Core Wellness, Heartland Regional Transportation Planning Organization, Heartland Rural Health Network, the Highlands County Board of County Commissioners, Highlands County Veteran Services Office, Nu-Hope Elder Care Services, Peace River Center, Redlands Christian Migrant Association, Samaritan's Touch Care Center, South Florida State College, the Ruth E. Handley Children's Advocacy Center, Tri-County Human Services, and the United Way of Central Florida. |
| Part V, Section B, Line 7a: | Each hospital facility's CHNA report was made widely available through the following websites: Facility 1 -- AdventHealth Hospital Orlando & Campuseshttps://www.adventhealth.com/community-health-needs-assessments Facility 2 -- AdventHealth Sebring & Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments Facility 3 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessments |
| Part V, Section B, Line 7d: | Facility Reporting Group - AThe Hospital facilities have adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospitals' websites at least until the date the hospital facilities have made widely available on its websites its two subsequent Community Health Needs Assessment Reports. The Hospitals will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facilities have made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Part V, Section B, Line 10a: | Each hospital facility's most recently adopted implementation strategy was made widely available through the following websites: Facility 1 -- AdventHealth Hospital Orlando & Campuseshttps://www.adventhealth.com/community-health-needs-assessments Facility 2 -- AdventHealth Sebring & Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments Facility 3 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessments |
| Part V, Section B, Line 11: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Orlando will be referred to in this document as AdventHealth Orlando or "the Hospital." The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Orlando worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth CelebrationDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Celebration will be referred to in this document as AdventHealth Celebration or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Celebration worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDoH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth Altamonte SpringsDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Altamonte Springs will be referred to in this document as AdventHealth Altamonte Springs or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Altamonte Springs worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth Altamonte SpringsDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth East OrlandoDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth East Orlando will be referred to in this document as AdventHealth East Orlando or "the Hospital." The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth East Orlando worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce DevelopmentPriority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth East OrlandoDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth Winter ParkDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Winter Park will be referred to in this document as AdventHealth Winter Park or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Winter Park worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth Winter ParkDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth KissimmeeDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Kissimmee will be referred to in this document as AdventHealth Kissimmee or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Kissimmee worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth KissimmeeDescription of CHNA Significant Needs ContinuedPriority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth ApopkaDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Apopka will be referred to in this document as AdventHealth Apopka or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Apopka worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth ApopkaDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 11 Footnote: | Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Lake Placid will be referred to in this document as AdventHealth Lake Placid or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Lake Placid worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Access to Healthy Foods (and Diabetes Prevention) 2. Access to Quality Health Care3. Behavioral Health (Mental Health & Substance Misuse)Priority 1: Access to Healthy Foods (and Diabetes Prevention) 2022 Description of the Priority: In Highlands County, one-third of residents live in an area where there is low access to a grocery store, which can make having a healthy, nutrient-dense diet more challenging. Also, almost a fifth (17.9%) of community survey respondents shared they were worried that they would run out of food before they had money to buy more. Respondents also expressed concern about increasing food prices and the lack of healthy food options in local neighborhoods. During the prioritization process, the decision was made to address diabetes through the access to healthy foods priority. An individual's quality of life when living with diabetes is heavily influenced by how well they can manage their blood sugar and eating well is key to blood sugar management. According to secondary data, diabetes in the Medicare population in Highlands County is at 30%, which is slightly higher than the state (27.8%) and the US (27%). 2023 Update: Goal 1.1: Increase access to nutritious foods, resources, and nutrition education to help promote diabetes prevention and healthy living. Objective 1.1.1: By December 31, 2025, increase the percentage of adults in the AdventHealth Food is Health program who report redeeming at least five produce vouchers to access nutritious foods for their families from a baseline of 57% to 68% (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The AdventHealth Food is Health program provides series-based nutrition education and culturally appropriate, nutritious foods to participants in low income/low access areas in the Hospital's community. The program involves collaborations from a variety of community partners, including subject matter experts providing education, mobile produce vendors, and sites in the community where classes are held. AdventHealth sponsors the cost of produce for participants and assists with coordinating classes. Team members managing this program experienced challenges accurately calculating the percent of program attendees redeeming at least five produce vouchers. This was due to limited attendance data being tracked and shared by educational partners. Instead, the Hospital will track and report the pounds of produce distributed to program attendees. In 2023, a total of 44,387 lbs. of produce have been distributed to community members throughout the West Florida Division. Community partners in the Hospital's area include Feeding Tampa Bay, an organization that improves access to healthy foods for low-income/low-access populations. Objective 1.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored diabetes prevention and wellness programs from a baseline of 68 participants to 235 participants. The outcomes below are specific to the reporting Hospital. Although AdventHealth Lake Placid did not sponsor a diabetes prevention and wellness program in 2023 due to staff availability, discussions will continue into 2024 on new program proposals. Program plans include Pre-diabetes Nutrition/Diabetes Prevention, Gestational Diabetes, Diabetes Support Group, Lifestyle & Longevity Series, and other classes of interest to the community. In 2023, AdventHealth Lake Placid supported local Tobacco Cessation classes hosted by Central Florida Area Health Education Center (AHEC). Community partners include Department of Health Highlands County, offering Diabetes Self-Management Education classes; Senior Connection Center, offering chronic disease and diabetes programs; and various faith community locations. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 2: Access to Quality Health Care 2022 Description of the Priority: Community members cited barriers to accessing quality health care such as cost or financial concerns, lack of trust in the providers, lack of insurance or limited coverage, inability to take time off work for appointments, lack of awareness or difficulty navigating the healthcare system and language barriers for non-English speakers when trying to sign up for insurance or complete paperwork. More than half (60%) of community survey respondents reported accessing care in the emergency department for non-emergency needs. Inadequate health insurance coverage is one of the largest barriers to health care access and the unequal distribution of coverage contributes to disparities in health. Highlands County falls within the lower 25% of counties in both the state and in the US for adults who do not have any kind of health insurance coverage. Out-of-pocket medical care costs may lead individuals to delay or forgo needed care (such as doctor visits, dental care, and medications), and medical debt is common among both insured and uninsured individuals. Highlands County also has a lower rate of primary care providers in the area compared to the state, 57 providers per 100,000 versus 73 providers per 100,000. 2023 Update: Goal 2.1: Promote the attainment and maintenance of health through health education and access to care. Objective 2.1.1: By December 31, 2025, increase the number of community members trained in Hospital-sponsored American Heart Association (AHA) Hands-Only CPR classes for adults and youth from a baseline of 573 to 4,200 people trained (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. In 2023, the Hospitals supported the American Heart Association, a nonprofit organization dedicated to fighting heart disease and stroke, in training 3,257 people in hands-only CPR. AdventHealth Lake Placid contributed 11 people to this objective. The West Florida Division provided $40,000 towards CPR training for the community while the community benefit team, led by Director Kimberly Williams, coordinated classes with community partners and community members. The Hospital provided and will continue to provide Hands Only CPR kits and meeting spaces for the classes. Community partners include Highlands County schools, faith communities, and senior living centers. Objective 2.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored access to care programs from a baseline of 20 participants to 100 participants. This initiative is focused on providing support to community organizations with programs increasing access to care (ex. health screening events). The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Lake Placid had 11 participants in their access to care program, featuring Hands-Only CPR/EHAC classes. Lake Placid Middle School and AdventHealth Lake Placid Wellness Center served as meeting locations. Two and a half staff hours were provided for this objective. The Hospital will continue to search for additional support and participation for their Access to Care programs. Community partners include Department of Health Highlands County, offering health care services to low-income/low access individuals; senior living centers, faith communities; and Highlands County schools. Priority 3: Behavioral Health (Mental Health and Substance Misuse) 2022 Description of the Priority: In Highlands County, 27% of community survey respondents reported having been diagnosed with a depressive disorder or anxiety disorder. In Highlands County the age-adjusted death rate due to suicide is 25.2 per 100,000 which is twice that of the state (13.1 per 100,000) and the US (13.5 per 100,000). More than ten percent (12.1%) of community survey respondents were unable to access mental health resources when needed in the last 12 months. The top reasons cited were inability to pay for care, to schedule an appointment when needed and to take time off work for appointments. Substance misuse also emerged as a top concern, reflected in both primary and secondary data. Teen vaping was cited as the highest area of concern for tobacco use in the county from primary data. Secondary data showed the rate of drug and opioid-involved deaths as 35.4 per 100,000 in Highlands County, higher than both the state (26.7 per 100,000) and the nation (23 per 100,000). 2023 Update: Goal 3.1: Reduce the impact of mental, emotional, and behavioral health disorders. Objective 3.1.1: By December 31, 2025, increase the number of participants who attend Hospital-sponsored Mental Health First Aid certification classes from a baseline of 258 participants to 700 participants (Division-wide). Mental Health First Aid teaches individuals how to help someone who may be experiencing a mental health or substance use challenge. The training helps individuals identify, understand, and respond to signs of addictions and mental illnesses. This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The Hospitals contracted with Safe and Sound Hillsborough to teach Mental Health First Aid classes in the community. Safe and Sound Hillsborough is a collaborative of community and professional stakeholders transforming the way local policy makers address violence in the community. The goal is to shift policy from a public safety to a public health model and develop a comprehensive prevention and intervention approach. In 2023, a total of 134 people were trained with most classes offered virtually. Of all Mental Health First Aid participants surveyed, 89% indicated they felt confident or strongly confident in having a supportive conversation with anyone about a mental health or substance use challenge after completing the class. The Hospitals cover class enrollment fees and meal expenses. The Hospital will collaborate with community partners to continue classes and will work towards hosting a Mental Health First Aid class at their facility. The West Florida Division community benefit team, led by Director Kimberly Williams, coordinated classes between community organizations and community members. The Hospital marketing and spiritual teams will promote the classes to the community. Community partners include Safe & Sound Hillsborough, providing free Mental Health First Aid classes; Heartland Core Wellness, providing mental health advocacy, substance abuse prevention education, and acting as a host location for Mental Health First Aid; and various faith communities.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 3.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored behavioral health education programs from a baseline of 40 participants to 140 participants. The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Lake Placid hosted participants in their behavioral health education program with Central Florida Area Health Education Center (AHEC). Using internal referral systems CARE 360 and Whole Health Hub, AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula collectively referred 12 patients to Central Florida Area Health Education Center (AHEC) in 2023 for tobacco cessation programs. Community partners include Safe and Sound, offering Mental Health First Aid classes; Central Florida Area Health Education Center (AHEC), offering Tobacco Cessation programs; Heartland Core Wellness, providing mental health advocacy and substance abuse prevention education to the community; and various faith communities. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Economy: While a strong economy is important in the overall health needs of the community, the CHNAC did not perceive this priority area as one that could be easily addressed within the three-year CHP cycle. It was voted the lowest in the ability to impact category in the prioritization meeting. Therefore, the Hospital will not work to address this priority area in the upcoming CHP.2. Older Adult Health: Older Adult Health ranked seventh among the other topic areas in the secondary data analysis with a score of 1.97 but was ultimately not selected as one of the top three priority areas to address in the next three-year plan. Participants in the prioritization selection meeting felt the top three priority areas chosen were significant and easier to address with the resources available and therefore, the Hospital will not be addressing Older Adult Health directly in the upcoming CHP.3. Prevention and Safety: Prevention and Safety ranked eighth out of nine total significant health needs identified from both primary and secondary data sources and was not voted as a top priority to address by the CHNAC in the upcoming three-year Community Health Plan.4. Children's Health: Children's health is of utmost importance, but the Collaborative decided that instead of focusing on it as a stand-alone priority area, instead children would be a target population group to focus on among all the priority areas.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. dba AdventHealth Sebring, will be referred to in this document as AdventHealth Sebring or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Sebring worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Access to Healthy Foods (and Diabetes Prevention) 2. Access to Quality Health Care3. Behavioral Health (Mental Health & Substance Misuse) Priority 1: Access to Healthy Foods (and Diabetes Prevention) 2022 Description of the Priority: In Highlands County, one-third of residents live in an area where there is low access to a grocery store, which can make having a healthy, nutrient-dense diet more challenging. Also, almost a fifth (17.9%) of community survey respondents shared they were worried that they would run out of food before they had money to buy more. Respondents also expressed concern about increasing food prices and the lack of healthy food options in local neighborhoods. During the prioritization process, the decision was made to address diabetes through the access to healthy foods priority. An individual's quality of life when living with diabetes is heavily influenced by how well they can manage their blood sugar and eating well is key to blood sugar management. According to secondary data, diabetes in the Medicare population in Highlands County is at 30%, which is slightly higher than the state (27.8%) and the US (27%). 2023 Update: Goal 1.1: Increase access to nutritious foods, resources, and nutrition education to help promote diabetes prevention and healthy living. Objective 1.1.1: By December 31, 2025, increase the percentage of adults in the AdventHealth Food is Health program who report redeeming at least five produce vouchers to access nutritious foods for their families from a baseline of 57% to 68% (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The AdventHealth Food is Health program provides series-based nutrition education and culturally appropriate, nutritious foods to participants in low income/low access areas in the Hospital's community. The program involves collaborations from a variety of community partners, including subject matter experts providing education, mobile produce vendors, and sites in the community where classes are held. AdventHealth sponsors the cost of produce for participants and assists with coordinating classes. Team members managing this program experienced challenges accurately calculating the percent of program attendees redeeming at least five produce vouchers. This was due to limited attendance data being tracked and shared by educational partners. Instead, the Hospital will track and report the pounds of produce distributed to program attendees. In 2023, a total of 44,387 lbs. of produce have been distributed to community members throughout the West Florida Division. AdventHealth Sebring supported one Food is Health nutrition education class with 17 participants. AdventHealth Sebring sponsored the cost of produce ($2,700) for participants. Community partners include Feeding Tampa Bay, an organization that improves access to healthy foods for low-income/low-access populations and provides produce and health education; Burgin Farms, a local farm providing fresh food in underserved parts of the community, as the primary produce vendor; and Hands for Homeless, a nonprofit organization that helps the homeless and low-income population of the community have access to healthy food, hygiene, and financial assistance. Objective 1.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored diabetes prevention and wellness programs from a baseline of 68 participants to 235 participants. The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Sebring had 273 community members that participated in their diabetes prevention and wellness program. Additional programs provided to the community included Diabetes Support Groups, Pre-diabetes Nutrition classes, Gestational Diabetes Classes, and a plant-based cooking and a nutrition lecture series called the Lifestyle & Longevity Series. The Hospital provided $4,089.30 in 2023 to the various sponsored programs and provided 172 staff hours. AdventHealth Sebring donated $2,000 to Cutting Edge Ministries, Inc, a food pantry in Wauchula. Community partners include Feeding Tampa Bay, providing healthy food and health education for low-income/low-access populations; Burgin Farms, providing fresh food in underserved parts of the community; Highlands County Children's Museum, providing free health education to young children; and various local physicians providing free health education to the community.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 2: Access to Quality Health Care 2022 Description of the Priority: Community members cited barriers to accessing quality health care such as cost or financial concerns, lack of trust in the providers, lack of insurance or limited coverage, inability to take time off work for appointments, lack of awareness or difficulty navigating the healthcare system and language barriers for non-English speakers when trying to sign up for insurance or complete paperwork. More than half (60%) of community survey respondents reported accessing care in the emergency department for non-emergency needs. Inadequate health insurance coverage is one of the largest barriers to health care access and the unequal distribution of coverage contributes to disparities in health. Highlands County falls within the lower 25% of counties in both the state and in the US for adults who do not have any kind of health insurance coverage. Out-of-pocket medical care costs may lead individuals to delay or forgo needed care (such as doctor visits, dental care, and medications), and medical debt is common among both insured and uninsured individuals. Highlands County also has a lower rate of primary care providers in the area compared to the state, 57 providers per 100,000 versus 73 providers per 100,000. 2023 Update: Goal 2.1: Promote the attainment and maintenance of health through health education and access to care. Objective 2.1.1: By December 31, 2025, increase the number of community members trained in Hospital-sponsored American Heart Association (AHA) Hands-Only CPR classes for adults and youth from a baseline of 573 to 4,200 people trained (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. In 2023, the Hospitals supported the American Heart Association, a nonprofit organization dedicated to fighting heart disease and stroke, in training 3,257 people in hands-only CPR. AdventHealth Sebring contributed 21 people and one class to this objective. The West Florida Division provided $40,000 towards CPR training for the community while the community benefit team, led by Director Kimberly Williams, coordinated classes with community partners and community members. The Hospital provided Hands Only CPR kits and meeting spaces for the classes. Community partners include Highlands County schools, faith communities, senior living centers, and low-income housing complexes. Objective 2.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored access to care programs from a baseline of 20 participants to 100 participants. This initiative is focused on providing support to community organizations with programs increasing access to care (ex. health screening events). The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Sebring had 60 participants in their access to care programs. The Hospital will continue to utilize their internal referral systems, Care 360, and Whole Health Hub, to refer patients to community partners for follow-up and specialist care. Meeting room locations and in-kind medical supplies, valued at $5,650 plus 10 staff hours were provided towards this initiative. Community partners include Neuro Challenge Foundation for Parkinsons, a nonprofit organization improving access to care for patients with Parkinson's Disease through free health education and professional care advising, and various senior living centers and faith communities. Priority 3: Behavioral Health (Mental Health and Substance Misuse) 2022 Description of the Priority: In Highlands County, 27% of community survey respondents reported having been diagnosed with a depressive disorder or anxiety disorder. In Highlands County the age-adjusted death rate due to suicide is 25.2 per 100,000 which is twice that of the state (13.1 per 100,000) and the US (13.5 per 100,000). More than ten percent (12.1%) of community survey respondents were unable to access mental health resources when needed in the last 12 months. The top reasons cited were inability to pay for care, to schedule an appointment when needed and to take time off work for appointments. Substance misuse also emerged as a top concern, reflected in both primary and secondary data. Teen vaping was cited as the highest area of concern for tobacco use in the county from primary data. Secondary data showed the rate of drug and opioid involved deaths as 35.4 per 100,000 in Highlands County, higher than both the state (26.7 per 100,000) and the nation (23 per 100,000). **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs Continued2023 Update: Goal 3.1: Reduce the impact of mental, emotional, and behavioral health disorders. Objective 3.1.1: By December 31, 2025, increase the number of participants who attend Hospital-sponsored Mental Health First Aid certification classes from a baseline of 258 participants to 700 participants (Division-wide). Mental Health First Aid teaches individuals how to help someone who may be experiencing a mental health or substance use challenge. The training helps individuals identify, understand, and respond to signs of addictions and mental illnesses. This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The Hospitals contracted with Safe and Sound Hillsborough to teach Mental Health First Aid classes in the community. Safe and Sound Hillsborough is a collaborative of community and professional stakeholders transforming the way local policy makers address violence in the community. The goal is to shift policy from a public safety to a public health model and develop a comprehensive prevention and intervention approach. In 2023, a total of 134 people were trained with most classes offered virtually. Of all Mental Health First Aid participants surveyed, 89% indicated they felt confident or strongly confident in having a supportive conversation with anyone about a mental health or substance use challenge after completing the class. The Hospital will collaborate with community partners to continue classes and will work towards hosting a Mental Health First Aid class at their facility. The West Florida Division community benefit team, led by Director Kimberly Williams, coordinated classes between community organizations and community members. The Hospital marketing and spiritual teams will promote the classes to the community. AdventHealth Sebring will sponsor class participants by covering class enrollment fees, and meal expenses. Community partners include Safe & Sound Hillsborough, providing free Mental Health First Aid classes; Heartland Core Wellness, providing mental health advocacy, substance abuse prevention education, and acting as a host location for Mental Health First Aid; and various faith communities. Objective 3.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored behavioral health education programs from a baseline of 40 participants to 140 participants. The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Sebring had 122 participants in their behavioral health education program and contributed two staff hours to the initiative. Meeting room fees were waived for education programs, totaling $26,400 in 2023. Using internal referral systems CARE 360 and Whole Health Hub, AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula collectively referred 12 patients to Central Florida Area Health Education Center (AHEC) in 2023 for tobacco cessation programs. Community partners include Safe and Sound, offering Mental Health First Aid classes; Central Florida Area Health Education Center (AHEC), offering Tobacco Cessation programs; Heartland Core Wellness, providing mental health advocacy and substance abuse prevention education to the community; and various faith communities. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Economy: While a strong economy is important in the overall health needs of the community, the CHNAC did not perceive this priority area as one that could be easily addressed within the three-year CHP cycle. It was voted the lowest in the ability to impact category in the prioritization meeting. Therefore, the Hospital will not work to address this priority area in the upcoming CHP.2. Older Adult Health: Older Adult Health ranked seventh among the other topic areas in the secondary data analysis with a score of 1.97 but was ultimately not selected as one of the top three priority areas to address in the next three-year plan. Participants in the prioritization selection meeting felt the top three priority areas chosen were significant and easier to address with the resources available and therefore, the Hospital will not be addressing Older Adult Health directly in the upcoming CHP.3. Prevention and Safety: Prevention and Safety ranked eighth out of nine total significant health needs identified from both primary and secondary data sources and was not voted as a top priority to address by the CHNAC in the upcoming three-year Community Health Plan.4. Children's Health: Children's health is of utmost importance, but the Collaborative decided that instead of focusing on it as a stand-alone priority area, instead children would be a target population group to focus on among all the priority areas. |
| Part V, Section B, Line 11 Footnote: | Group A-Facility 3 -- AdventHealth WauchulaDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc., dba AdventHealth Wauchula, will be referred to in this document as AdventHealth Wauchula or "the Hospital." The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Wauchula worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Access to Healthy Foods (and Diabetes Prevention)2. Access to Quality Health Care3. Behavioral Health (Mental Health & Substance Misuse) Priority 1: Access to Healthy Foods 2022 Description of the Priority: Access to quality healthy food was a top need prioritized during the assessment. In Hardee County, one-quarter of residents live in an area where there is low access to a grocery store, which can make having a healthy, nutrient-dense diet more challenging. Almost one-fifth (20%) of community survey respondents reported that within the past 12 months, the food they had purchased from the store did not last and they did not have the money to purchase more. Also, more than a quarter (28.6%) of community survey respondents shared they were worried that they would run out of food before they had money to buy more. Respondents also expressed concern about increasing food prices. 2023 Update: Goal 1.1: Increase access to nutritious foods, resources, and nutrition education to help promote diabetes prevention and healthy living. Objective 1.1.1: By December 31, 2025, increase the percentage of adults in the AdventHealth Food is Health program who report redeeming at least five produce vouchers to access nutritious foods for their families from a baseline of 57% to 68% (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The AdventHealth Food is Health program provides series-based nutrition education and culturally appropriate, nutritious foods to participants in low income/low access areas in the Hospital's community. The program involves collaborations from a variety of community partners, including subject matter experts providing education, mobile produce vendors, and sites in the community where classes are held. AdventHealth sponsors the cost of produce for participants and assists with coordinating classes. Team members managing this program experienced challenges accurately calculating the percent of program attendees redeeming at least five produce vouchers. This was due to limited attendance data being tracked and shared by educational partners. Instead, the Hospital will track and report the pounds of produce distributed to program attendees. AdventHealth Wauchula contributed 623 pounds of produce towards this objective while the West Florida Division has collectively distributed 44,387 pounds of produce at Food is Health classes in the community. Community partners include Feeding Tampa Bay, an organization that improves access to healthy foods for low-income/low-access populations and provides health education classes; Burgin Farms, a local farm providing fresh food in underserved parts of the community and the produce vendor supplying fruits and vegetables; and various organizations to host classes at their respective organizations, including Department of Health - Hardee County, providing health care services to low-income, low-access individuals; Valencia Gardens, a low-income housing complex; and various faith community locations. Objective 1.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored diabetes prevention and wellness programs from a baseline of 68 participants to 235 participants. The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Wauchula supported two Food is Health classes with a total of 25 participants by donating supplies worth $1,937.91. Community partners include the Department of Health - Hardee County providing health care services to low-income, low-access individuals; and Chatham Pointe, a low-access senior living community center, who both hosted a Food is Health program, as well as Burgin Farms, a local farm providing fresh food in underserved parts of the community; and Feeding Tampa Bay, an organization that improves access to healthy foods for low-income/low-access populations. The Hospital also supported expenses and provided staff hours towards the Wauchula Community Garden Committee. Staff spent time educating the garden committee on proper gardening techniques. This garden was a community effort, spearheaded by the Hardee County Health Department. It is free and open to the community in a low-income, low-access area. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedPriority 2: Access to Quality Health Care 2022 Description of the Priority: More than one-third (39%) of community survey respondents reported accessing care in the emergency department for non-emergency needs. While 14.5% of respondents shared that they needed medical care in the last 12 months, but they did not receive it. Some of the top barriers that prevented care included cost, inability to schedule an appointment, inability to take time off from work, transportation barriers, lack of health insurance coverage, lack of trust in providers and an inability to find a doctor who accepts certain types of health insurance. Inadequate health insurance coverage is one of the largest barriers to health care access and the unequal distribution of coverage contributes to disparities in health. Out-of-pocket medical care costs may lead individuals to delay or forgo needed care (such as doctor visits, dental care, and medications), and medical debt is common among both insured and uninsured individuals. Hardee County falls within the lower 25% of counties in both the state of Florida and in the US for adults who do not have any kind of health insurance coverage. Hardee County also has a lower rate of primary care providers (11 per 100,000) compared to the state, 57 per 100,000. 2023 Update: Goal 2.1: Promote the attainment and maintenance of health through health education and access to care. Objective 2.1.1: By December 31, 2025, increase the number of community members trained in Hospital-sponsored American Heart Association (AHA) Hands-Only CPR classes for adults and youth from a baseline of 573 to 4,200 people trained (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. In 2023, the Hospitals supported the American Heart Association, a nonprofit organization dedicated to fighting heart disease and stroke, in training 3,257 people in hands-only CPR. AdventHealth Wauchula contributed 28 people to this objective by Hospital staff independently facilitating Hands-Only CPR classes at the AdventHealth Wauchula Wellness Center and Hardee County Junior High School. The West Florida Division provided $40,000 towards CPR training for the community while the community benefit team, led by Director Kimberly Williams, coordinated classes with community partners and community members. The Hospital will continue to provide Hands Only CPR kits. Community partners include Hardee County schools, faith communities, senior living centers, and low-income housing complexes. Objective 2.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored access to care programs from a baseline of 20 participants to 100 participants. This initiative is focused on providing support to community organizations with programs increasing access to care (ex. health screening events). The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Wauchula had 48 participants in their access to care programs, which included 28 participants in Community CPR classes, and 20 in Community Health Screenings at Valencia Gardens (a low-income housing complex). Staff contributed 17 hours to the programs. Community partners include Department of Health - Hardee County, providing health care services to low-income, low-access individuals. Priority 3: Behavioral Health (Mental Health and Substance Misuse) 2022 Description of the Priority: In Hardee County, secondary data showed the age-adjusted death rate due to suicide is 19.9 per 100,000. This is almost one and a half times the state (13.1/100,000) and the US (13.5/100,000). The assessment also found more than ten percent (11.5%) of community survey respondents were unable to access mental health resources when needed in the last 12 months. The top reasons cited were inability to pay for care, stigma associated with mental health issues and lack of knowledge on how to access a mental health doctor or counselor. Substance misuse also emerged as a top concern, reflected in both primary and secondary data sources. Binge drinking in teens was cited as a specific concern in the primary data. Secondary data showed just over 12% of teens reported binge drinking, higher than the state rate of 9.2%. The assessment also found in secondary data a higher percentage of teens who have used methamphetamines in Hardee County (2.6%), than the state rate (0.8%). **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth WauchulaDescription of CHNA Significant Needs Continued2023 Update: Goal 3.1: Reduce the impact of mental, emotional, and behavioral health disorders. Objective 3.1.1: By December 31, 2025, increase the number of participants who attend Hospital-sponsored Mental Health First Aid certification classes from a baseline of 258 participants to 700 participants (Division-wide). Mental Health First Aid teaches individuals how to help someone who may be experiencing a mental health or substance use challenge. The training helps individuals identify, understand, and respond to signs of addictions and mental illnesses. This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The Hospitals contracted with Safe and Sound Hillsborough to teach Mental Health First Aid classes in the community. Safe and Sound Hillsborough is a collaborative of community and professional stakeholders transforming the way local policy makers address violence in the community. The goal is to shift policy from a public safety to a public health model and develop a comprehensive prevention and intervention approach. In 2023, a total of 134 people were trained with most classes offered virtually. Of all Mental Health First Aid participants surveyed, 89% indicated they felt confident or strongly confident in having a supportive conversation with anyone about a mental health or substance use challenge after completing the class. Objective 3.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored behavioral health education programs from a baseline of 40 participants to 140 participants. The outcomes below are specific to the reporting Hospital. In 2023, AdventHealth Wauchula supported a Tobacco Cessation class with eight participants and donated the meeting space worth $800. Using internal referral systems CARE 360 and Whole Health Hub, AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula collectively referred 12 patients to Central Florida Area Health Education Center (AHEC) in 2023 for tobacco cessation programs. Community partners include Safe and Sound for Mental Health First Aid; Central Florida Area Health Education Center (AHEC) for Tobacco Cessation; Department of Health - Hardee County for their substance use and prevention symposium; and Heartland Core Wellness, providing mental health advocacy and substance abuse prevention education to the community. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Children's Health: Children's health is of utmost importance, but the Collaborative decided that instead of focusing on it as a stand-alone priority area, children would be a target population group to focus on among all the priority areas.2. Economy: While a strong economy is important in the overall health needs of the community, the CHNAC did not perceive this priority area as one that could be easily addressed within the three-year CHP cycle. It was voted the lowest in the ability to impact category in the prioritization meeting. Therefore, the Hospital will not work to address this priority area in the upcoming CHP.3. Older Adult Health: Participants in the prioritization selection meeting felt the top three priority areas chosen were significant and easier to address with the resources available and therefore, the Hospital will not be addressing Older Adult Health directly in the upcoming CHP.4. Diabetes: Diabetes was not selected as a priority by the Hospital as there are other community partners who are addressing this need. The Hospital will support these efforts where possible and hopes to address diabetes indirectly through the access to healthy foods priority. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth Winter GardenDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. dba AdventHealth Winter Garden will be referred to in this document as AdventHealth Winter Garden or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the first-year update for the Hospital's 2023 - 2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Winter Garden worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below:1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2023 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Vicmael Arroyo, Chaplain, advised he has made good progress with Holy Redeemer Catholic Church in Osceola County, and they have begun working on logistics for the new Community Resource Center (CRS). They are currently focusing efforts on all the necessary training and resources and have a tentative ETA to be ready to launch by the end of this year. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The RFP grant cycle is in its final stage to select the new grant partners with a focus on mental health. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth Winter GardenDescription of CHNA Significant Needs ContinuedPriority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2023 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2024 3C social determinant of health priority will be Workforce Development. More updates will come in 2024. The Collaborative Community Council (3C), a subcommittee of the AdventHealth Orlando Board of Directors, funds projects identified in the Community Health Needs Assessment (CHNA). Managed by AdventHealth Orlando, we partner with community organizations to create impactful solutions that enhance community health and reduce preventable medical costs. Our focus includes addressing the Social Determinants of Health (SDOH) to improve overall quality and longevity of life. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. No progress has been made on this objective. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. |
| Part V, Section B, Line 16a-16c: | Each hospital facility's FAP, FAP application form and plain language summary of the FAP was made widely available through the following websites: Facility 1 -- AdventHealth Orlando & Campuseshttps://www.adventhealth.com/legal/financial-assistance Facility 2 -- AdventHealth Sebring & Lake Placidhttps://www.adventhealth.com/legal/financial-assistance Facility 3 -- AdventHealth Wauchulahttps://www.adventhealth.com/legal/financial-assistance |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 76 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (76 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|
| 1 - AdventHealth Centra Care Lake Buena Vist | |||||
| 12500 South Apopka Vineland Road | Orlando | FL | 32836 | Urgent Care Clinic | |
| 2 - AdventHealth Centra Care Mt Dora | |||||
| 19015 US Highway 441 | Mount Dora | FL | 32757 | Urgent Care Clinic | |
| 3 - AdventHealth Centra Care Winter Haven | |||||
| 7375 Cypress Gardens Boulevard | Winter Haven | FL | 33884 | Urgent Care Clinic | |
| 4 - AdventHealth Centra Care St Cloud | |||||
| 4660 13th Street | St Cloud | FL | 34769 | Urgent Care Clinic | |
| 5 - AdventHealth Centra Care Waterford Lakes | |||||
| 250 North Alafaya Trail Suite 135 | Orlando | FL | 32825 | Urgent Care Clinic | |
| 6 - AdventHealth Centra Care Orange Lake | |||||
| 8201 West Irlo Bronson Highway | Kissimmee | FL | 34747 | Urgent Care Clinic | |
| 7 - AdventHealth Centra Care Lake Nona | |||||
| 9637 Lake Nona Village Place | Orlando | FL | 32827 | Urgent Care Clinic | |
| 8 - AdventHealth Centra Care Hunter's Creek | |||||
| 3293 Greenwald Way North | Kissimmee | FL | 34741 | Urgent Care Clinic | |
| 9 - AdventHealth Centra Care Orange City | |||||
| 1360 Saxon Boulevard | Orange City | FL | 32763 | Urgent Care Clinic | |
| 10 - AdventHealth Centra Care Colonial Town | |||||
| 630 N Bumby Avenue | Orlando | FL | 32803 | Urgent Care Clinic | |
| 11 - AdventHealth Centra Care Port Orange | |||||
| 1208 Dunlawton Avenue | Port Orange | FL | 32127 | Urgent Care Clinic | |
| 12 - AdventHealth Centra Care Winter Garden | |||||
| 3005 Daniels Road | Winter Garden | FL | 34787 | Urgent Care Clinic | |
| 13 - AdventHealth Centra Care South Orange | |||||
| 2609 South Orange Avenue | Orlando | FL | 32806 | Urgent Care Clinic & Employer Onsite Clinic | |
| 14 - AdventHealth Centra Care Clermont | |||||
| 15701 State Road 50 Suite 101 | Clermont | FL | 34711 | Urgent Care Clinic | |
| 15 - AdventHealth Centra Care Sanford | |||||
| 4451 West 1st Street | Sanford | FL | 32771 | Urgent Care Clinic | |
| 16 - AdventHealth Centra Care Oviedo | |||||
| 8010 Red Bug Lake Road | Oviedo | FL | 32765 | Urgent Care Clinic | |
| 17 - AdventHealth Centra Care Poinciana | |||||
| 3759 Pleasant Hill Road | Kissimmee | FL | 34746 | Urgent Care Clinic | |
| 18 - AdventHealth Centra Care Apopka | |||||
| 1520 West Orange Blossom Trail | Apopka | FL | 32712 | Urgent Care Clinic | |
| 19 - AdventHealth Centra Care DeLand | |||||
| 2293 South Woodland Boulevard | Deland | FL | 32720 | Urgent Care Clinic | |
| 20 - AdventHealth Centra Care Daytona | |||||
| 1014 West International Speedway | Daytona Beach | FL | 32114 | Urgent Care Clinic | Boulevard |
| 21 - AdventHealth Centra Care Altamonte Sprin | |||||
| 440 West State Road 436 | Altamonte Springs | FL | 32714 | Urgent Care Clinic | |
| 22 - AdventHealth Centra Care Wesley Chapel | |||||
| 1127 Bruce B Downs Boulevard | Wesley Chapel | FL | 33544 | Urgent Care Clinic | |
| 23 - AdventHealth Centra Care Palm Coast | |||||
| 1270 Palm Coast Parkway Northwest | Palm Coast | FL | 32137 | Urgent Care Clinic | |
| 24 - AdventHealth Centra Care Winter Park | |||||
| 3099 Aloma Avenue | Winter Park | FL | 32792 | Urgent Care Clinic | |
| 25 - AdventHealth Centra Care Ormond Beach | |||||
| 1245 West Granada Boulevard | Ormond Beach | FL | 32174 | Urgent Care Clinic | |
| 26 - Health First AH Centra Care Gateway | |||||
| 1223 Gateway Drive Suite 1E | Melbourne | FL | 32901 | Urgent Care Clinic | |
| 27 - AdventHealth Centra Care Dr Phillips | |||||
| 8014 Conroy-Windermere Rd Suite 104 | Orlando | FL | 32835 | Urgent Care Clinic | |
| 28 - AdventHealth Centra Care Kissimmee | |||||
| 4320 West Vine Street | Kissimmee | FL | 34746 | Urgent Care Clinic | |
| 29 - AdventHealth Centra Care Lee Road | |||||
| 2540 Lee Road | Winter Park | FL | 32789 | Urgent Care Clinic | |
| 30 - AdventHealth Centra Care Lake Mary | |||||
| 2948 West Lake Mary Boulevard | Lake Mary | FL | 32746 | Urgent Care Clinic | |
| 31 - AdventHealth Centra Care Kids Winter Par | |||||
| 2325 West Fairbanks Avenue | Winter Park | FL | 32789 | Urgent Care Clinic/Ortho Urgent Care | |
| 32 - AdventHealth Centra Care Temple Terrace | |||||
| 5802 East Fowler Avenue | Temple Terrace | FL | 33617 | Urgent Care Clinic | |
| 33 - AdventHealth Centra Care Horizons West | |||||
| 9225 Miley Drive Suite 100 | Winter Garden | FL | 34787 | Urgent Care Clinic | |
| 34 - AdventHealth Medical Group Family Medicine | |||||
| 6325 US Highway 27 N | Sebring | FL | 33872 | Physician Clinic/Prompt care | |
| 35 - AdventHealth Centra Care Leesburg | |||||
| 1103 North 14th Street | Leesburg | FL | 34748 | Urgent Care Clinic | |
| 36 - AdventHealth Centra Care University | |||||
| 11550 University Boulevard | Orlando | FL | 32817 | Urgent Care Clinic | |
| 37 - AdventHealth Centra Care Brandon | |||||
| 10222 Bloomingdale Avenue | Riverview | FL | 33578 | Urgent Care Clinic | |
| 38 - AdventHealth Centra Care Azalea Park | |||||
| 509 South Semoran Boulevard | Orlando | FL | 32807 | Urgent Care Clinic | |
| 39 - AdventHealth Centra Care Longwood | |||||
| 855 North US Highway 17-92 | Longwood | FL | 32750 | Urgent Care Clinic | |
| 40 - Health First AH Centra Care Malabar | |||||
| 730 Malabar Road NE Suite B | Malabar | FL | 32950 | Urgent Care Clinic | |
| 41 - AdventHealth Centra Care Ocoee | |||||
| 11001 West Colonial Drive Suite 110 | Ocoee | FL | 34761 | Urgent Care Clinic | |
| 42 - AdventHealth Centra Care Sand Lake Road | |||||
| 2301 Sand Lake Road | Orlando | FL | 32809 | Urgent Care Clinic | |
| 43 - AdventHealth Centra Care Lakeland | |||||
| 3637 N Road 98 | Lakeland | FL | 33809 | Urgent Care Clinic | |
| 44 - AdventHealth Centra Care Conway | |||||
| 5810 South Semoran Blvd | Orlando | FL | 32822 | Urgent Care Clinic | |
| 45 - Health First AH Centra Care Titusville | |||||
| 2335 South Washington Ave | Titusville | FL | 32780 | Urgent Care Clinic | |
| 46 - AdventHealth Centra Care South Tampa | |||||
| 301 North Dale Mabry Highway | Tampa | FL | 33609 | Urgent Care Clinic | |
| 47 - AdventHealth Centra Care Kids Lake Mary | |||||
| 105 South Country Club Road | Lake Mary | FL | 32746 | Urgent Care Clinic | |
| 48 - AdventHealth Centra Care Ocala | |||||
| 3708 SW College Road | Ocala | FL | 34474 | Urgent Care Clinic | |
| 49 - AdventHealth Medical Group Orthopedics a | |||||
| 4409 Sun N Lake Boulevard | Sebring | FL | 33872 | Outpatient Phys Clinic | |
| 50 - AdventHealth Centra Care Carrollwood | |||||
| 4001 West Linebaugh Avenue | Tampa | FL | 33624 | Urgent Care Clinic | |
| 51 - AdventHealth Centra Care Citrus Park | |||||
| 6930 Gunn Highway | Tampa | FL | 33625 | Urgent Care Clinic | |
| 52 - AdventHealth Centra Care Trinity | |||||
| 11826 State Road 54 | Odessa | FL | 33556 | Urgent Care Clinic | |
| 53 - AdventHealth Primary Care Waterford | |||||
| 885 N Alafaya Trail Unit G04 | Orlando | FL | 32828 | Primary Care | |
| 54 - Health First AH Centra Care Cocoa Beach | |||||
| 105 S Banana River Blvd Unit SBPP | Cocoa Beach | FL | 32931 | Urgent Care Clinic | |
| 55 - AdventHealth Primary Care Clermont | |||||
| 1919 E Hwy 50 Suite 205 | Clermont | FL | 34711 | Primary Care | |
| 56 - AdventHealth Primary Care Partin Settlem | |||||
| 2488 E Irlo Bronson Memorial Hwy204 | Kissimmee | FL | 34744 | Primary Care | |
| 57 - AdventHealth Primary Care Winter Garden | |||||
| 3131 Daniels Road Suite 106 | Winter Garden | FL | 32825 | Primary Care | |
| 58 - AdventHealth Primary Care Sanford | |||||
| 4425 West State Rd 46 | Sanford | FL | 32771 | Primary Care | |
| 59 - AdventHealth Primary Care Apopka | |||||
| 3030 East Semoran Blvd | Apopka | FL | 32703 | Primary Care | |
| 60 - Health First AH Centra Care Melbourne | |||||
| 6345 N Wickham Rd Suite 101 | Melbourne | FL | 32940 | Urgent Care Clinic | |
| 61 - AdventHealth Primary Care Ocoee | |||||
| 11001 West Colonial Drive Suite 120 | Ocoee | FL | 34761 | Primary Care | |
| 62 - AdventHealth Primary Care Windermere | |||||
| 4757 The Grove Drive Unit 132 | Windermere | FL | 34786 | Primary Care | |
| 63 - AdventHealth Medical Group OB GYNPrompt | |||||
| 524 Carlton Street | Wauchula | FL | 33873 | Outpatient Phys Clinic/Urgent Care | |
| 64 - AdventHealth Primary Care Flamingo Crossin | |||||
| 153 Sugar Belle Drive Suite J | Winter Gardens | FL | 34787 | Primary Care | |
| 65 - Bethune Cookman Onsite | |||||
| 633 State Street | Daytona Beach | FL | 32114 | Employer Onsite Clinic | |
| 66 - AdventHealth Primary CareTraining Ctr | |||||
| 25 South Terry Avenue | Orlando | FL | 32801 | Primary Care | |
| 67 - AdventHealth Primary Care Port Orange | |||||
| 58210 S Williamson Blvd Suite 205 | Port Orange | FL | 32128 | Primary Care | |
| 68 - SIEMENS Onsite | |||||
| 4400 North Alafaya Trail MC Q1-240 | Orlando | FL | 32826 | Employer Onsite Clinic | |
| 69 - AdventHealth Medical Group Prompt Care a | |||||
| 2950 Alt US Hwy 27 S Suite B | Sebring | FL | 33870 | Prompt Care | |
| 70 - OCG Onsite | |||||
| 450 East South Street | Orlando | FL | 32802 | Employer Onsite Clinic | |
| 71 - AdventHealth Medical Group Cardiology & | |||||
| 463 Carlton Street | Wauchula | FL | 33873 | Outpatient Phys Clinic | |
| 72 - Darden Onsite | |||||
| 1000 Darden Center Drive | Orlando | FL | 32837 | Employer Onsite Clinic | |
| 73 - AdventHealth Primary Care Lakeland | |||||
| 6419 South Florida Avenue Suite 109 | Lakeland | FL | 33813 | Primary Care | |
| 74 - AdventHealth Waterman Employee Clinic | |||||
| 1000 Waterman Way | Tavares | FL | 32778 | Employer Onsite Clinic | |
| 75 - AdventHealth Hope and Healing Center | |||||
| 212 Eslinger Way | Sanford | FL | 32773 | Residential Level 2 Substance Abuse Center & Intensive Outpatient Program | |
| 76 - AdventHealth Trina Hidalgo Heart Care Ce | |||||
| 101 South Westmoreland Drive | Orlando | FL | 32805 | Community Clinic | |
Supplemental Information Detail SupplementalInformationDetail (18 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 3c: | Under each Hospital facility's Financial Assistance Policy, an individual is eligible for a 100% reduction from applicable charges if the individual's household income is at or below 200% of the current Federal Poverty Guidelines. Alternatively, a patient may also qualify for a 100% reduction from charges when the unpaid portion of a patient's bill exceeds 25% of the individual's annual household income and where the total annual household income is less than 500% of the Federal Poverty Guidelines. Medicare recipients may also be eligible for financial assistance under the Hospital's Financial Assistance Policy depending upon the individual's income and resources. Resources are generally defined as assets such as money in checking or savings accounts, stocks, and bonds. |
| Part I, Line 6a: | The filing organization was a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) during its current tax year. During the current year, AHSSHC served as a parent organization to 33 tax-exempt 501(c)(3) hospital organizations and a number of other health care facilities that operated in 12 states within the U.S. The system of organizations under the control and ownership of AHSSHC is known as "AdventHealth".All hospital organizations within AdventHealth collect, calculate, and report the community benefits they provide to the communities they serve. AdventHealth organizations exist solely to improve and enhance the local communities they serve. AdventHealth has a system-wide community benefits accounting policy that provides guidelines for its health care provider organizations to capture and report the costs of services provided to the underprivileged and to the broader community. Each AdventHealth hospital facility reports their community benefits to their Board of Directors and strives to communicate their community benefits to their local communities. Additionally, the filing organization's most recently conducted community health needs assessments and associated implementation strategies can be accessed on the filing organization's websites. |
| Part I, Line 7: | The amounts of costs reported in the table in line 7 of Part I of Schedule H were determined by utilizing a cost-to-charge ratio derived from Worksheet 2, Ratio of Patient Care Cost-to-Charges, contained in the Schedule H instructions. |
| Part II, Community Building Activities: | The costs of community building activities reported on Part II of Schedule H primarily represent the costs associated with commercially sponsored research conducted by one of the organization's hospitals. This one hospital participates in clinical drug and device research that is performed on patients who have a condition or disease for which the eventual commercial use of a drug or device is intended. This research is related to patient care and serves to expand scientific knowledge with respect to potential treatments and cures for various diseases and conditions. The remainder of the costs incurred stem from the hospitals' involvement in and support of various other community agencies in its service area that work collaboratively to help those in need and to improve the health and safety of the residents of the community. The organization's hospitals participate with a number of other community organizations to address the healthcare needs of all its communities. Both cash and in-kind donations are made annually to various local charitable organizations. |
| Part III, Line 2: | The amount of bad debt expense reported on line 2 of Section A of Part III is recorded in accordance with Healthcare Financial Management Association Statement No. 15. Discounts and payments on patient accounts are recorded as adjustments to revenue, not bad debt expense. |
| Part III, Line 3: | Methodology for Determining the Estimated Amount of Bad Debt Expense that May Represent Patients who Could Have Qualified under the Filing Organization's Financial Assistance Policy: Self-pay patients may apply for financial assistance by completing a Financial Assistance Application Form (FAA Form). If an individual does not submit a complete FAA Form within 240 days after the first post-discharge billing statement is sent to the individual, an individual may be considered for presumptive eligibility based upon a scoring tool that is designed to classify patients into groups of varying economic means. The scoring tool uses algorithms that incorporate data from credit bureaus, demographic databases, and hospital specific data to infer and classify patients into respective economic means categories. Individuals who earn a certain score on the scoring tool are considered to qualify as eligible for the most generous financial assistance under the filing organization's Financial Assistance Policy. As determined by the filing organization, a nominal amount of such a patient's bill is written off as bad debt expense, while the remaining portion of the patient's bill is considered non-state charity. The amount written off as bad debt expense for those patients who potentially qualify as non-state charity using the scoring tool is the amount shown on line 3 of Section A of Part III. Rationale for Including Certain Bad Debts in Community Benefit: The filing organization is dedicated to the view that medically necessary health care for emergency and non-elective patients should be accessible to all, regardless of age, gender, geographic location, cultural background, physician mobility, or ability to pay. The filing organization treats emergency and non-elective patients regardless of their ability to pay or the availability of third-party coverage. By providing health care to all who require emergency or non-elective care in a non-discriminatory manner, the filing organization is providing health care to the broad community it serves. As a 501(c)(3) hospital organization, the filing organization maintains one or more 24/7 emergency room(s) providing care to all whom present. When a patient's arrival and/or admission to the facility begins within the Emergency Department, triage and medical screening are always completed prior to registration staff proceeding with the determination of a patient's source of payment. If the patient requires admission and continued non-elective care, the filing organization provides the necessary care regardless of the patient's ability to pay. The filing organization's operation of a 24/7 Emergency Department that accepts all individuals in need of care promotes the health of the community through the provision of care to all whom present. Current Internal Revenue Service guidance that tax-exempt hospitals maintain such emergency rooms was established to ensure that emergency care would be provided to all without discrimination. The treatment of all at the filing organization's Emergency Department is a community benefit. Under the filing organization's Financial Assistance Policy, every effort is made to obtain a patient's necessary financial information to determine eligibility for financial assistance. However, not all patients will cooperate with such efforts and a financial assistance eligibility determination cannot be made based upon information supplied by the individual. In this case, a patient's portion of a bill that remains unpaid for a certain stipulated time period is wholly or partially classified as bad debt. Bad debts associated with patients who have received care through the filing organization's Emergency Departments should be considered community benefit as charitable hospitals exist to provide such care in pursuit of their purpose of meeting the need for emergency medical care services available to all in the community. |
| Part III, Line 4: | Financial Statement Footnote Related to Accounts Receivable and Allowance for Uncollectible Accounts:The financial information of the filing organization is included in a consolidated audited financial statement for the current year. The applicable footnote from the attached consolidated audited financial statements that addresses accounts receivable, the allowance for uncollectible accounts, and the provision for bad debts can be found on pages 7 - 9. Please note that dollar amounts on the attached consolidated audited financial statements are in thousands. |
| Part III, Line 8: | Costing Methodology: Medicare allowable costs were calculated using a cost-to-charge ratio. Rationale for Including a Medicare Shortfall as Community Benefit:As a 501(c)(3) organization, the filing organization provides emergency and non-elective care to all regardless of ability to pay. All hospital services are provided in a non-discriminatory manner to patients who are covered beneficiaries under the Medicare program. As a public insurance program, Medicare provides a pre-established reimbursement rate/amount to health care providers for the services they provide to patients. In some cases, the reimbursement amount provided to a hospital may exceed its costs of providing a particular service or services to a patient. In other cases, the Medicare reimbursement amount may result in the hospital experiencing a shortfall of reimbursement received over costs incurred. In those cases where an overall shortfall is generated for providing services to all Medicare patients, the shortfall amount should be considered as a benefit to the community. Tax-exempt hospitals are required to accept all Medicare patients regardless of the profitability, or lack thereof, with respect to the services they provide to Medicare patients. The population of individuals covered under the Medicare program is sufficiently large so that the provision of services to the population is a benefit to the community and relieves the burdens of government. In those situations where the provision of services to the total Medicare patient population of a tax-exempt hospital during any year results in a shortfall of reimbursement received over the cost of providing care, the tax-exempt hospital has provided a benefit to a class of persons broad enough to be considered a benefit to the community. Despite a financial shortfall, a tax-exempt hospital must and will continue to accept and care for Medicare patients. Typically, tax-exempt hospitals provide health care services based upon an assessment of the health care needs of their community as opposed to their taxable counterparts where profitability often drives decisions about patient care services that are offered. Patient care provided by tax-exempt hospitals that results in Medicare shortfalls should be considered as providing a benefit to the community and relieving the burdens of government. Reconciliation of Schedule H Reported Medicare Surplus/(Shortfall) to Unreimbursed Medicare Costs Associated with the Provision of ServicesTo All Medicare Beneficiaries: The Medicare revenue and allowable costs of care reported in Section B of Part III of Schedule H are based upon the amounts reported in the filing organization's Medicare cost report in accordance with the IRS instructions for Schedule H. On an annual basis, the filing organization also determines its total unreimbursed costs associated with providing services to all Medicare patients. Unreimbursed costs are considered a community benefit to the elderly and are combined into an annual Community Benefit Statement prepared by AdventHealth. The primary reconciling items between the Medicare surplus/(shortfall) shown on line 7 of Section B of Part III of Schedule H and the filing organization's unreimbursed costs of services provided to all Medicare patients are as follows: - Medicare surplus/(shortfall) shown on line 7 of Section B of Schedule H: $(149,713,834) - Difference in costing methodology: 15,398,713 - Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (324,343,361) ------------- Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $(458,658,483) As indicated above, the primary differences between the Medicare surplus/(shortfall) reported on Schedule H, Part III, Section B, line 7 and the filing organization's portion of the Company's annual community benefit statement is due to a difference in the costing methodology and differences in the population of Medicare patients within the calculation. The cost methodology utilized in calculating any Medicare surplus/(shortfall) for purposes of the annual community benefit reporting is based upon the cost-to-charge ratio outlined in Worksheet 2 of the Schedule H instructions. The same cost-to-charge ratio is used to determine the costs associated with services provided to charity care patients and Medicaid patients as reported in Schedule H, Part I, line 7. In addition, the Medicare cost report excludes services provided to Medicare patients for physician services, services provided to patients enrolled in Medicare HMOs, and certain services provided by outpatient departments of the filing organization that are reimbursed on a fee schedule. The Company's own community benefit statement captures the unreimbursed cost of providing services to all Medicare beneficiaries throughout the organization. |
| Part III, Line 9b: | Collection Policies: The hospital filing organization's collection practices are in conformity with the requirements set forth in the 2014 Final Regulations regarding the requirements of Internal Revenue Code Section 501(r)(4) - (r)(6). No extraordinary collection actions (ECA's) are initiated by the hospital filing organization in the 120-day period following the date after the first post-discharge billing statement is sent to the individual (or, if later, the specified deadline given in a written notice of actions that may be taken, as described below). Individuals are provided with at least one written notice (notice of actions that may be taken) and a copy of the filing organization's Plain Language Summary of the Financial Assistance Policy that informs the individual that the hospital filing organization may take actions to report adverse information to credit reporting agencies/bureaus if the individual does not submit a Financial Assistance Application Form (FAA Form) or pay the amount due by a specified deadline. The specified deadline is not earlier than 120 days after the first post-discharge billing statement is sent to the individual and is at least 30 days after the notice is provided. A reasonable attempt is also made to orally notify an individual about the filing organization's Financial Assistance Policy and how the individual may obtain assistance with the Financial Assistance application process. If an individual submits an incomplete FAA Form during the 240-day period following the date on which the first post-discharge billing statement was sent to the individual, the hospital filing organization suspends any reporting to consumer credit reporting agencies/bureaus (or ceases any other ECA's) and provides a written notice to the individual describing what additional information or documentation is needed to complete the FAA Form. This written notice contains contact information including the telephone number and physical location of the hospital facility's office or department that can provide information about the Financial Assistance Policy, as well as contact information of the hospital facility's office or department that can provide assistance with the financial assistance application process or, alternatively, a nonprofit organization or governmental agency that can provide assistance with the financial assistance application process if the hospital facility is unable to do so. If an individual submits a complete FAA Form within a reasonable time-period as set forth in the notice described above, the hospital filing organization will suspend any adverse reporting to consumer credit reporting agencies/bureaus until a financial assistance policy eligibility determination can be made. |
| Part VI, Line 2: | As reported in Schedule H, Part V, Section B, the filing organization's hospital facilities conduct their community health needs assessments (CHNAs) every three years. Their 2022 CHNAs were adopted by all hospital governing boards by December 31, 2022, the end of the filing organization's taxable year in which the CHNAs were conducted. All of the filing organization's hospital facilities' CHNAs complied with the guidance set forth by the IRS in Final Regulation Section 1.501(r)-3. In addition to the CHNAs discussed above, a variety of practices and processes are in place to ensure that the filing organization is responsive to the health needs of all of its communities. Such practices and processes involve the following:1. Hospitals' operating/community boards composed of individuals broadly representative of the community, community leaders, and those with specialized medical training and expertise;2. Post-discharge patient follow-up related to the on-going care and treatment of patients who suffer from chronic diseases; 3. Sponsorship and participation in community health and wellness activities that reach a broad spectrum of the filing organization's hospital communities; and 4. Collaboration with other local community groups to address the health care needs of the filing organization's hospital communities. |
| Part VI, Line 3: | The Financial Assistance Policy (FAP), Financial Assistance Application Form (FAA Form), and the Plain Language Summary of the Financial Assistance Policy (PLS) of the filing organization's hospital facilities are transparent and available to all individuals served at any point in the care continuum. The FAP, FAA Form, PLS, and contact information for the hospital facilities' financial counselors are prominently and conspicuously posted on the filing organization's hospital facilities' websites. Each hospital facility's website indicates that a copy of the FAP, FAA Form, and PLS is available and how to obtain such copies in the primary languages of any populations with limited proficiency in English that constitute the lesser of 1,000 individuals or 5% of the members of the community served by the relevant hospital facility (referred to below as LEP defined populations). Signage is displayed in public locations of the filing organization's hospital facilities, including at all points of admission and registration and the Emergency Department. The signage contains each hospital facility's website address where the FAP, FAA Form, and PLS can be accessed and the telephone number and physical location that individuals can call or visit to obtain copies of the FAP, FAA Form and PLS or to obtain more information about the hospital facility's FAP, FAA Form and PLS. Paper copies of each hospital facility's FAP, FAA Form and PLS are available upon request and without charge, both in public locations in the hospital facility and by mail. Paper copies are made available in English and in the primary languages of any LEP defined populations. The filing organization's hospital facilities' financial counselors seek to provide personal financial counseling to all individuals admitted to the hospital facilities who are classified as self-pay during the course of their hospital stay or at time of discharge to explain the FAP and FAA Form and to provide information concerning other sources of assistance that may be available, such as Medicaid. A paper copy of each hospital facility's PLS will be offered to every patient as a part of the intake or discharge process. A conspicuous written notice is included on all billing statements sent to patients that notifies and informs recipients about the availability of financial assistance under the filing organization's financial assistance policy, including the following: 1) the telephone number of the hospital facilities' office or department that can provide information about the FAP and the FAA Form; and 2) the website address where copies of the FAP, FAA Form and PLS may be obtained. Reasonable attempts are made to inform individuals about the hospital facilities' FAP in all oral communications regarding the amount due for the individual's care. Copies of the PLS are distributed to members of each hospital facility's community in a manner reasonably calculated to reach those members of the community who are most likely to require financial assistance. |
| Part VI, Line 4: | See Part VI, Line 4 footnote below. |
| Part VI, Line 5: | The provision of community benefit is central to the filing organization's mission of service and compassion. Restoring and promoting the health and quality of life of those in the communities served by the filing organization is a function of "extending the healing ministry of Christ and embodies the filing organization's commitment to its values and principles. The filing organization commits substantial resources to provide a broad range of services to both the underprivileged as well as the broader community. In addition to the community benefit and community building information provided in Parts I, II and III of this Schedule H, the filing organization captures and reports the benefits provided to its community through faith-based care. Examples of such benefits include the cost associated with chaplaincy care programs and mission peer reviews and mission conferences. During the current year, the filing organization provided $10,097,658 of benefit with respect to the faith-based and spiritual needs of the communities it serves in conjunction with its operation of community hospitals. The filing organization also provides benefits to its communities' infrastructure by investing in capital improvements to ensure that facilities and technology provide the best possible care. During the current year, the filing organization expended $211,278,302 in new capital improvements.As faith-based mission-driven community hospitals, the filing organization is continually involved in monitoring its communities, identifying unmet health care needs and developing solutions and programs to address those needs. In accordance with its conservative approach to fiscal responsibility, surplus funds of the Hospitals are continually being invested in resources that improve the availability and quality of delivery of health care services and programs to its communities. |
| Part VI, Line 6: | The filing organization is a part of a faith-based healthcare system of organizations whose parent is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). The system is known as AdventHealth. AHSSHC is an organization exempt from federal income tax under IRC Section 501(c)(3). AHSSHC and its subsidiary organizations operate 50 hospitals throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate other ancillary health care provider facilities, such as ambulatory surgery centers and diagnostic imaging centers. As the parent organization of AdventHealth, AHSSHC provides executive leadership and other professional support services to its subsidiary organizations. Professional support services include among others IT, corporate compliance, legal, reimbursement, risk management, and tax as well as treasury functions. Certain support services, such as human resources, payroll, A/P, and supply chain management are provided pursuant to a shared services model by AHSSHC to its subsidiary organizations. The provision of these executive and support services on a centralized basis by AHSSHC provides an appropriate balance between providing each AdventHealth subsidiary hospital organization with mission-driven consistent leadership and support while allowing the hospital organization to focus its resources on meeting the specific health care needs of the community it serves. The reader of this Form 990 should keep in mind that this reporting entity may differ in certain areas from that of a stand-alone hospital organization due to its inclusion in a larger system of healthcare organizations. As a part of a system of hospital and other health care organizations, the filing organization benefits from reduced costs due to system efficiencies, such as large group purchasing discounts, and the availability of internal resources such as internal legal counsel. The filing organization pays a management fee to AHSSHC for the services provided by AHSSHC. As a result, management fee expense reported by the filing organization may appear greater in relation to management fee expense that may be reported by a single stand-alone hospital. The single stand-alone hospital would likely report costs associated with management and other professional services on various expense line items in its statement of revenue and expense as opposed to reporting such costs in one overall management fee expense. As the reporting of the Form 990 is done on an entity-by-entity basis, there is no single Form 990 that captures the programs and operations of AdventHealth as a whole. The reader is directed to visit the website of AdventHealth at www.adventhealth.com to learn more about the mission and operations of the filing organization. |
| Part VI, Line 4: | In 2023, the filing organization operated 3 separately licensed hospitals that together encompassed 11 separate campus locations and 9 off-site emergency departments. The hospitals are located in Florida. A description of each hospital and the communities they serve is described below.Facility Reporting Group - AAdventist Health System/Sunbelt, Inc.:AdventHealth's Central Florida Division South Region consists of a 3,251-bed medical complex in Central Florida with eight separate hospital campuses and nine off-site emergency departments (the Hospitals) that operate under a single hospital license. The Hospitals serve the residents of Central Florida (primarily serving the residents of Orange, Osceola, Seminole and Lake County) but also draw patients from other parts of the Southeastern United States, the Caribbean and South America. The 8-campus health system is the largest healthcare provider in Central Florida with more than 2 million patient visits per year and is the nation's largest Medicare provider. It is the second largest employer in the area.The main campus of AdventHealth's Central Florida Division South Region is located in Orlando, Florida (Orange County) near the downtown area. The other 7 campuses are located in surrounding communities in the counties of Orange, Osceola, and Seminole. In addition to operating the 8 hospitals, it also operates 57 full-service urgent care clinics in convenient community settings.During 2023, the patient percentage population for the eight campuses was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2023, about 74.9% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 43.6% - Medicaid Patients 13.3% - Self-Pay Patients 4.7%The demographic makeup of the communities served and a brief description of each of the hospital campuses is described below: Lake Orange Osceola Seminole - Population 383,956 1,429,908 388,656 470,856 (2020 Data) - Population Over 65 26.5% 11.6% 13.0% 15.2% (2019 Data) - Poverty (Below 100% FPL) 12.0% 14.9% 14.8% 10.6% (2015-2019 Data) - High School Graduation Rate 89.5% 88.5% 86.7% 94.3% (2015-2019 Data) - Uninsured Adults 10.6% 13.3% 13.2% 9.5% (2016-2020 Data) - Food Insecurity Rate 13.9% 14.2% 14.6% 11.9% (2021 Data)*AdventHealth Orlando (Orange County) - At the core of AdventHealth's Central Florida Division South Region, AdventHealth Orlando (AHO) is a 1,395-bed acute-care tertiary hospital. AHO is home to nationally recognized Centers of Excellence for cancer, cardiology, children's health, diabetes, neuroscience, orthopedics, transplant and global robotics. AdventHealth Orlando houses one of the largest Emergency Departments and cardiac catheterization labs in the country and is one of the busiest hospitals in the nation. The campus also includes a state-of-the-art Cardiac Diagnostic Center, featuring 15 Cath and electro physiology (EPS) Labs, and an inpatient Hospice unit.Additionally, AHO houses the Translational Research Institute, a 54,000 square-foot facility devoted to the study of obesity and metabolic origins of cardiovascular disease with the aim of developing new treatments to battle diabetes and obesity. AHO also serves as a teaching hospital for family medicine, allopathic and osteopathic tracts, emergency medicine, neuromusculoskeletal medicine, general surgery, podiatric medicine and surgery, and internal medicine. As one of the premier health systems in the nation, AHO sets the standard for innovation, quality, and comprehensive care.AdventHealth for Women at Orlando is a 12-story hospital located on the Orlando campus. The first floor houses the Breastfeeding Center, parent education classroom as well as obstetrical triage and registration. 10 of the 12 floors are complete, which include 72 mother-baby rooms and high-risk OB rooms, 14 labor and delivery suites, 13 operating rooms, 82 NICU beds, 104 oncology beds which include GYN oncology, medical oncology, 32-bed ICU capable BMT unit, and a 36-bed thoracic pulmonary Unit.Also located on the AHO Campus is the Walt Disney Pavilion at AdventHealth for Children. The Walt Disney Pavilion is not a stand-alone facility but rather a 7-story, 198-bed tower located on AHO's campus. It is a full-service facility served by more than 140 pediatric specialists and a highly trained pediatric team of more than 800 employees. The Walt Disney Pavilion at AdventHealth for Children delivers a complete range of pediatric health services for younger patients including advanced surgery, oncology, neurosurgery, cardiology and transplant services; full-service pediatrics; and an innovative health and obesity platform.*AdventHealth Altamonte (Seminole County) - AdventHealth Altamonte is a 389-bed facility, which has recently doubled in size with a new patient tower to better serve a busy community. AdventHealth Altamonte was the first "satellite" hospital, built in 1973 on what was then pastureland, miles from the nearest business district. Located north of Orlando in fast-growing Seminole County, AdventHealth Altamonte is the second largest satellite campus within AdventHealth's Central Florida Division South Region. In addition to maternity, pediatric, NICU, emergency, medical and surgical services, the hospital operates the Martin Andersen Cancer Center (along with the region's only Cancer Resource Library), a heart catheterization lab, and a comprehensive outpatient program which includes surgery, diagnostics, and medical treatment programs. In 2014, the Mother Baby Unit was expanded to provide a 15-bed CDU, 10 new LDR rooms, 6 triage rooms, and a new C-section operating room and recovery unit. In 2018, a 10-bed Level II Neonatal Intensive Care Unit (NICU) was added. *** see continuation of footnote |
| Part VI, Line 4 Continuation of Footnote: | Facility Reporting Group - ADescription of Community Information - Continued*AdventHealth Apopka (Orange County) - In 1975, AdventHealth Apopka became the second satellite hospital. For over four decades, AdventHealth Apopka has set the standard in hometown health care by providing high-tech, quality care with a personalized touch. In December, 2017, construction was completed on a $203 million replacement facility located approximately three miles from the existing facility. The new, 320,000 square foot facility was built on a 71-acre site. Five of the seven floors have been built out with the remaining two floors to be shelled in for future expansion. The 120-bed facility includes intensive care, emergency medicine, endoscopy, outpatient, diagnostic, respiratory, and rehabilitation services.*AdventHealth Celebration (Osceola County) - AdventHealth Celebration is a cornerstone of Disney's planned community in Celebration, Florida. Today, this 357-bed acute care hospital delivers a state-of-the-art healing environment to residents of Osceola, Orange, Polk and Lake Counties, as well as to visitors from across the United States and the world. From its creation, AdventHealth Celebration has been about promoting health and wellness as well as healing. Inside the resort-style hospital there is a wellness center, complete with workout area, pool, and rehabilitation facility. AdventHealth Celebration also houses the Global Robotics Institute, which provides patients with access to some of the most experienced robotic surgeons in the world. The Nicholson Center for Surgical Advancement also is a location where surgeons from around the world travel to learn the latest robotic surgery techniques. The Institute for Interactive Patient Care is a 234,000 square-foot patient tower with 62 beds and was the first of its kind in the nation where physicians can study everything from new patient safety technology to the impact of changing communication with patients about their care. In 2013, a four-story medical office building was added in which the Women's Institute is situated. In 2014, a new 5th floor inpatient 32 bed state-of-the art medical/surgical unit was added. In 2018, two inpatient surgical cardiovascular OR's were added. In 2020, a five-story, 166,000 square foot tower was added which, in addition to 80 new acute care beds, includes a state-of-the art unit featuring six Cath labs and two cardiac operating rooms. The expansion allowed for the launch of comprehensive stroke care, which includes 24/7 emergency neurosurgery and interventional neurosurgery. AdventHealth Celebration offers services in cancer, digestive health, neuroscience, weight-loss services and surgery, orthopedic health, spine health, thoracic surgery, women's and men's health, robotic-assisted surgeries, and imaging diagnostics. *AdventHealth East Orlando (Orange County) - AdventHealth East Orlando is an innovative local leader that fills a vital need in a fast-growing area. A recent 200,000 square-foot expansion project upgraded the Hospital to 295 beds, with a spacious patient tower and 80 new private rooms designed to enhance the holistic care experience. In 2014, an expanded ED provided 60 new treatment rooms. AdventHealth East Orlando includes a teaching hospital with residencies in family medicine, podiatry, and emergency medicine. The campus is also home to an outpatient surgery center, a hospital-based Center for Medical Simulation and Education, a Cancer Institute featuring state-of-the-art technology for radiation oncology and a dedicated infusion center, as well as a 12-bed Children's Emergency Center. Alongside having the largest emergency room in Central Florida, other services include cardiovascular, pulmonary, and digestive health, orthopedics and rehabilitation, ear/nose/throat, andrology, and urology. The Hospital also meets the diverse needs of its growing community at its brand-new, freestanding emergency room, AdventHealth Waterford Lakes ER, which offers hospital-based ER services by board-certified emergency physicians, critical care nurses, and stroke and chest pain experts. *AdventHealth Kissimmee (Osceola County) - AdventHealth Kissimmee is a 242-bed community-focused hospital, conveniently located near Walt Disney World. The team located at AdventHealth Kissimmee is dedicated to bringing mission-focused, faith-based care to residents and visitors of Osceola and Orange Counties. This facility has recently expanded to include a new medical office building, patient tower, new main entrance, expanded Emergency Department and a parking garage. The three-story patient tower includes private patient rooms and a host of modern amenities and technologies. Services offered include cardiovascular services, orthopedics and rehabilitation, neuroscience, cancer, diabetes, gastroenterology, emergency services, urology, and imaging resources. *AdventHealth Winter Garden (Orange County) - AdventHealth Winter Garden officially opened the inpatient pavilion May, 2022, to serve the residents of Winter Garden and West Orange County. The $229.5 million, five-story tower currently has 80 beds and compliments the existing 24-bed emergency department and medical office building. The hospital was designed to provide patients with a feeling of home and includes details such as single-occupancy rooms and private bathrooms, large windows that allow more natural light, an outdoor courtyard for patients and family to get sunshine and fresh air, and an indoor dining area with an array of food options so patients can access comfort food prepared in a healthier way. The tower also includes some high-tech features including a centralized patient monitoring system, a full service lab, seven surgery rooms and a dedicated imaging level. In addition to emergency services, the tower provides several new services, such as advanced gynecology, cardiology, gastroenterology, general surgery, neurology, spine health and urology. *AdventHealth Winter Park (Orange County) - AdventHealth Winter Park is a 373-bed facility that is a model of community health and wellness. The facility boasts spacious patient care areas and a full spectrum of specialties and services, including the Dr. P. Phillips Baby Place (with Level II NICU), AdventHealth Orthopedic Institute, and state-of-the-art surgery, recovery and rehabilitation at the AdventHealth Cancer Institute. In 2019, the new 5-story Nicholson Pavilion opened, adding 80 all-private rooms to the AdventHealth Winter Park campus. AdventHealth Winter Park has the Central Florida Region's only senior-friendly emergency room. Services offered at AdventHealth Winter Park include cancer, cardiovascular, digestive health, women's health, neuroscience, ophthalmology, orthopedics and rehabilitation, urology, and sports medicine The Hospital also provides timely, convenient and quality emergency care at its state-of-the-art freestanding emergency room, AdventHealth Oviedo ER, which is staffed with physicians trained to provide medical treatments for adults and children. *** see continuation of footnote |
| Part VI, Line 4 Continuation of Footnote: | Facility Reporting Group - ADescription of Community Information - ContinuedAdventist Health System/Sunbelt, Inc. dba AdventHealth Sebring:AdventHealth Sebring is comprised of three separate hospital campuses with a total of 229 beds. Two of the hospital campuses are located in Highlands County, Florida and operate under a single hospital license and the third separately licensed campus is located in Hardee County, Florida. Highlands and Hardee counties are in the south central areas of Florida and are adjacent to each other.During 2023, the patient percentage population for all three campuses of AdventHealth Sebring was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2023, about 74.0% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 61.5% - Medicaid Patients 12.9% - Self-Pay Patients 4.6%*AdventHealth Sebring (Highlands County) - The main 171-bed hospital facility, located in north Sebring, was opened in 1998 to serve the Florida Heartland region which includes Highlands County and five surrounding inland, non-metropolitan counties. AdventHealth Sebring has key service lines, including a heart & vascular center, Cancer Institute, Breast Care Center, Blessed Beginnings Birthing Center, and Emergency Services. The Hospital has also established a retail pharmacy and Orthopedic unit. AdventHealth Sebring is on the cutting edge of technology in Highlands County, being the only Orthopedic program to use the MAKOplasty Robot and only Surgical Services Program to use the da Vinci Robot. The Hospital has received recognition for its patient safety, orthopedics, heart care, and as a breast imaging center of excellence. The Hospital has been recognized and received an "A" from the Leapfrog Group in patient safety.The demographic makeup of AdventHealth Sebring's community is as follows: - Population 108,442 - Population Over 65 32.3% - Poverty (Below 100% FPL) 16.9% - High School Graduation Rate 82.4% - Uninsured Adults 12.3% - Food Insecurity Rate 17.6% - Pop. with Low Food Access 44.5%*AdventHealth Lake Placid (Highlands County) - This satellite facility houses 33 medical and surgical beds, and provides a wide range of services that are highly sophisticated for a small community hospital. This campus also specializes in inpatient geriatric psychiatric services within Highlands and Hardee counties. The need for behavioral health services is extreme in both counties since there is no other program closer than sixty miles. AdventHealth Lake Placid has received national recognition in patient safety, ultrasound and computed tomography (CT), and Emergency Department (ED) areas. To better meet the needs of Highlands County, the Hospital offers a Wellness Center, along with educational classes, for the community. Key service lines include ER, ICU and the Medical Surgical Unit. AdventHealth Lake Placid is on the leading edge of technology in Highlands County as the only Hospital to utilize virtual and room sterilization technology.The demographic makeup of AdventHealth Lake Placid's community is as follows: - Population 64,751 - Population Over 65 27.2% - Poverty (Below 100% FPL) 20.2% - High School Graduation Rate 80.7% - Uninsured Adults 12.3% - Food Insecurity Rate 18.0% - Pop. with Low Food Access 43.4% *AdventHealth Wauchula (Hardee County) - Built at a new location in 2017, this campus is licensed for 25 beds and specializes in emergency and outpatient care, while offering excellent medical inpatient services. The Hospital contains the only ER in Hardee County. AdventHealth Wauchula offers many inpatient and outpatient services, including physical & occupational therapy, a transitional care unit, medical surgical swing unit, and the only mammography unit in Hardee County, the Linda Adler Mammography Center. In 2019, AdventHealth Wauchula opened a Wellness Center to better meet the health needs of Hardee County. The Hospital has been recognized as a Top Rural Hospital by The Leapfrog Group and best hospital for patient safety. The demographic makeup of AdventHealth Wauchula's community is as follows: - Population 113,160 - Population Over 65 31.6% - Poverty (Below 100% FPL) 17.5% - High School Graduation Rate 83.0% - Uninsured Adults 12.4% - Food Insecurity Rate 17.6% - Pop. with Low Food Access 45.3% |
| Part VI, Line 7: | The filing organization does not file an annual community benefit report with any state agencies. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (113 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceAmt | Valuation Method UsedValuationMethodUsedDesc | Non Cash AssistanceNonCashAssistanceDesc | Purpose Of GrantPurposeOfGrantTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Adventhealth Foundation Inc | |||||||||||
| 900 Hope Way | ALTAMONTE SPRINGS | FL | 32714 | 592219301 | 501(c)(3) | $951,015 | $159,478 | Book | Other | General Support | |
| Adventhealth University Inc | |||||||||||
| 671 Winyah Dr | Orlando | FL | 32803 | 593069793 | 501(c)(3) | $0 | $22,390 | Book | Medical Supplies | General Support | |
| Adventist Care Centers - Courtland Inc | |||||||||||
| 730 Courtland St | Orlando | FL | 32804 | 205774723 | 501(c)(3) | $447,425 | $0 | General Support | |||
| Advocates For World Health Inc | |||||||||||
| 13200 Belcher Road S | Largo | FL | 33773 | 264695101 | 501(c)(3) | $0 | $68,600 | Book | Medical Supplies | General Support | |
| African-American Chamber Of Commerce Of Central Florida Inc | |||||||||||
| 3201 E Colonial Drive A-20 | Orlando | FL | 32803 | 593314330 | 501(c)(6) | $11,500 | $0 | General Support | |||
| Ali's Hope Foundation Inc | |||||||||||
| 1180 Spring Centre S Blvd 210 | Altamonte Springs | FL | 32714 | 461222839 | 501(c)(3) | $7,500 | $0 | General Support | |||
| Alzheimer's & Dementia Resource Center Inc | |||||||||||
| 1410A Gene Street | Winter Park | FL | 32789 | 592496511 | 501(c)(3) | $8,250 | $0 | General Support | |||
| American Diabetes Association Inc | |||||||||||
| 1101 N Lake Destiny Rd | Maitland | FL | 327517105 | 131623888 | 501(c)(3) | $30,000 | $0 | General Support | |||
| American Cancer Society Inc | |||||||||||
| 1100 Pennsylvania Ave | Kansas City | MO | 64105 | 131788491 | 501(c)(3) | $120,000 | $0 | General Support | |||
| American Heart Association Inc | |||||||||||
| 10460 Roosevelt Blvd N 306 | St Petersburg | FL | 33716 | 135613797 | 501(c)(3) | $185,000 | $0 | General Support | |||
| American Muslim Social Services Inc | |||||||||||
| 588 S Wilma St | Longwood | FL | 32750 | 814681715 | 501(c)(3) | $24,000 | $0 | General Support | |||
| Arts Foundation For Seniors Inc | |||||||||||
| Po Box 3269 | Orlando | FL | 32802 | 920800650 | 501(c)(3) | $200,000 | $0 | General Support | |||
| Aspire Health Partners Inc | |||||||||||
| 5151 Adanson St | Orlando | FL | 32804 | 592301233 | 501(c)(3) | $826,917 | $0 | General Support | |||
| Association Of Women'S Health Obstetric And Neonatal Nurses | |||||||||||
| 1800 M Street Nw 740S | Washington | DC | 20036 | 521788738 | 501(c)(3) | $6,000 | $0 | General Support | |||
| Avon Park Seventh-Day Adventist Church | |||||||||||
| 1410 W Avon Boulevard | Avon Park | FL | 33825 | 593057686 | 501(c)(3) | $108,365 | $0 | General Support | |||
| Boy Scouts Of America Inc Central Florida Council | |||||||||||
| 1951 S Orange Blossom Tr Ste 102 | Apopka | FL | 327037747 | 590624376 | 501(c)(3) | $28,000 | $0 | General Support | |||
| Boys Town Central Florida Inc | |||||||||||
| 975 Oklahoma Street | Oviedo | FL | 32765 | 200654235 | 501(c)(3) | $7,500 | $0 | General Support | |||
| Center For Independent Living In Central Florida Inc | |||||||||||
| 720 N Denning Dr | Winter Park | FL | 32789 | 591828770 | 501(c)(3) | $6,000 | $0 | General Support | |||
| Central Florida Family Health Center Inc dba True Health | |||||||||||
| 4930 E Lake Mary Blvd | Sanford | FL | 327716012 | 591741286 | 501(c)(3) | $100,000 | $0 | General Support | |||
| Central Florida Health Care Coalition Inc | |||||||||||
| 5717 Red Bug Lake Road Suite 118 | Winter Springs | FL | 32708 | 592500692 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Central Florida Pediatric Society Inc | |||||||||||
| 1890 State Road 436 215 | Winter Park | FL | 32804 | 237422278 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Champion for Children Foundation of Highlands County Inc | |||||||||||
| 419 E Center Avenue | Sebring | FL | 33870 | 650444941 | 501(c)(3) | $13,000 | $0 | General Support | |||
| Christian Service Center For Central Florida Inc | |||||||||||
| 808 West Central Blvd | Orlando | FL | 32805 | 591353031 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Christian Tech Center Ministries Inc | |||||||||||
| 1006 W State Road 434 | Longwood | FL | 32750 | 881085380 | 501(c)(3) | $12,500 | $0 | General Support | |||
| City Of Apopka | |||||||||||
| 11 North Forest Ave | Apopka | FL | 32703 | 596000265 | Gov't | $50,000 | $0 | General Support | |||
| Creation Development Foundation Inc | |||||||||||
| 599 Celebration Place | Celebration | FL | 34747 | 453411581 | 501(c)(3) | $40,000 | $0 | General Support | |||
| Daves House Inc | |||||||||||
| 9152 Point Cypress Dr | Orlando | FL | 32836 | 270533943 | 501(c)(3) | $10,000 | $0 | General Support | |||
| East Orlando Health & Rehab Center Inc | |||||||||||
| 250 South Chickasaw Trail | Orlando | FL | 32825 | 205774748 | 501(c)(3) | $1,485,742 | $0 | General Support | |||
| Edible Education Experience Inc | |||||||||||
| 26 E King St | Orlando | FL | 32804 | 465655482 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Find Feed & Restore Inc | |||||||||||
| 830 W Montrose Street | Clermont | FL | 34711 | 863070194 | 501(c)(3) | $21,000 | $0 | General Support | |||
| FLNC Inc | |||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | 501(c)(3) | $4,688,825 | $0 | General Support | |||
| Florida Hospital Waterman Inc | |||||||||||
| 1000 Waterman Way | Tavares | FL | 32778 | 593140669 | 501(c)(3) | $7,286 | $0 | General Support | |||
| Florida Senior Housing Initiative Inc | |||||||||||
| 10151 Deerwood Park Blvd Bld | Jacksonville | FL | 32256 | 931704402 | 501(c)(3) | $11,441,000 | $0 | General Support | 300ST300 | ||
| Forest City Spanish Seventh Day Adventist Church | |||||||||||
| 7601 Forest City Rd | Orlando | FL | 32810 | 593291153 | 501(c)(3) | $18,000 | $0 | General Support | |||
| Forest Lake Academy | |||||||||||
| 500 Education Loop | Apopka | FL | 32703 | 590816443 | 501(c)(3) | $25,000 | $0 | General Support | |||
| Forest Lake Education Center | |||||||||||
| 1275 Learning Loop | Longwood | FL | 32779 | 593143238 | 501(c)(3) | $500,000 | $0 | General Support | |||
| Foundation For Orange County Public Schools | |||||||||||
| 445 W Amelia St Ste 901 | Orlando | FL | 32801 | 592788435 | 501(c)(3) | $73,612 | $0 | General Support | |||
| Foundation For Seminole State College Of Florida Inc | |||||||||||
| 1055 AAA Drive | Heathrow | FL | 32746 | 237033822 | 501(c)(3) | $250,000 | $0 | General Support | |||
| Give Kids The World Inc | |||||||||||
| 210 South Bass Road | Kissimmee | FL | 34746 | 592654440 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Grace Medical Home Inc | |||||||||||
| 1417 E Concord St | Orlando | FL | 32803 | 261817966 | 501(c)(3) | $168,000 | $0 | General Support | |||
| Harbor House Of Central Florida Inc | |||||||||||
| Po Box 680748 | Orlando | FL | 32868 | 591712936 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Harvest Time International Inc | |||||||||||
| 225 Harvest Time Dr | Sanford | FL | 32771 | 541698630 | 501(c)(3) | $8,000 | $0 | General Support | |||
| Health Care Center For The Homeless Inc | |||||||||||
| 234 North Orange Blossom Trail | Orlando | FL | 32805 | 593185020 | 501(c)(3) | $100,000 | $0 | General Support | |||
| Healthy Start Coalition Of Osceola County Inc | |||||||||||
| 1014 Pennsylvania Ave | St Cloud | FL | 34769 | 593212535 | 501(c)(3) | $12,000 | $0 | General Support | |||
| Heart Of Florida United Way Inc | |||||||||||
| 1940 Traylor Blvd | Orlando | FL | 32804 | 590808854 | 501(c)(3) | $35,000 | $0 | General Support | |||
| Hebni Nutrition Consultants Inc | |||||||||||
| 2009 W Central Blvd | Orlando | FL | 32805 | 593258397 | 501(c)(3) | $150,000 | $0 | General Support | |||
| Help Now Of Osceola Inc | |||||||||||
| 108 Church Street | Kissimmee | FL | 34741 | 592283508 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Hispanic Business Initiative Fund Of Florida Inc | |||||||||||
| 3201 E Colonial Dr Ste A20 | Orlando | FL | 32803 | 593341405 | 501(c)(3) | $13,000 | $0 | General Support | |||
| Hispanic Heritage Scholarship Fund Of Metro Orlando Inc | |||||||||||
| 518 S Magnolia Ave Suite 100 | Orlando | FL | 32801 | 010807279 | 501(c)(3) | $12,500 | $0 | General Support | |||
| Hope Community Center Inc | |||||||||||
| 1016 N Park Ave | Apopka | FL | 327122720 | 562551312 | 501(c)(3) | $7,500 | $0 | General Support | |||
| Hope Helps Inc | |||||||||||
| 812 Eyrie Dr | Oviedo | FL | 32765 | 208490916 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Hope Partnership Inc dba Community Hope Center | |||||||||||
| 2420 Old Vineland Road | Kissimmee | FL | 34746 | 800855060 | 501(c)(3) | $40,000 | $0 | General Support | |||
| Idignity Inc | |||||||||||
| 424 E Central Blvd Ste 199 | Orlando | FL | 32801 | 010921490 | 501(c)(3) | $1,010,000 | $0 | General Support | |||
| Iglesia Cristiana Pentecostal De Orlando Inc | |||||||||||
| 5850 Clarcona Ocoee Rd | Orlando | FL | 32810 | 593218454 | 501(c)(3) | $16,000 | $0 | General Support | |||
| Impower Inc | |||||||||||
| 2290 N Ronald Reagan Blvd Ste 116 | Longwood | FL | 32750 | 650439778 | 501(c)(3) | $30,000 | $0 | General Support | |||
| Jdrf International Incorporated | |||||||||||
| 1850 Lee Rd Ste 132 | Winter Park | FL | 32789 | 231907729 | 501(c)(3) | $30,000 | $0 | General Support | |||
| Kids Beating Cancer Inc | |||||||||||
| 1720 Lee Rd | Winter Park | FL | 32789 | 593136203 | 501(c)(3) | $21,750 | $0 | General Support | |||
| Kids House Of Seminole Inc | |||||||||||
| 5467 N Ronald Reagan Blvd | Sanford | FL | 32773 | 593415005 | 501(c)(3) | $45,000 | $0 | General Support | |||
| Life Concepts Inc Dba Quest Inc | |||||||||||
| 1509 E Colonial Dr Ste 300 | Orlando | FL | 32803 | 592013160 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Lift Orlando Inc | |||||||||||
| 710 South Tampa Avenue Suite 209 | Orlando | FL | 32805 | 463607865 | 501(c)(3) | $100,000 | $0 | General Support | |||
| Loaves & Fishes Inc | |||||||||||
| 206 E 8Th Street | Apopka | FL | 32703 | 592792540 | 501(c)(3) | $25,000 | $0 | General Support | |||
| Make-A-Wish Foundation Of Central & Northern Florida | |||||||||||
| 1020 North Orlando Avenue 100 | Maitland | FL | 32751 | 593235806 | 501(c)(3) | $11,000 | $0 | General Support | |||
| Mars Hill Seventh Day Adventist Church | |||||||||||
| Po Box 1654 | Sanford | FL | 327721654 | 264337526 | 501(c)(3) | $18,000 | $0 | General Support | |||
| Matthews Hope Ministries Inc | |||||||||||
| 611 Business Park Blvd 101 | Winter Garden | FL | 34787 | 272245867 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Meals On Wheels Etc Inc | |||||||||||
| 2801 S Financial Ct | Sanford | FL | 32773 | 592977907 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Mental Health Association Of Central Florida Inc | |||||||||||
| 1525 E Robinson St | Orlando | FL | 32801 | 590816432 | 501(c)(3) | $186,648 | $0 | General Support | |||
| Mothers Milk Bank Of Florida | |||||||||||
| 8669 Commodity Circle 490 | Orlando | FL | 32819 | 273939245 | 501(c)(3) | $20,000 | $0 | General Support | |||
| Nami Greater Orlando Inc | |||||||||||
| 300 Crown Oak Centre Dr | Longwood | FL | 32750 | 592600149 | 501(c)(3) | $7,500 | $0 | General Support | |||
| New Hope Missionary Baptist Church Of Apopka Inc | |||||||||||
| 927 South Central Ave | Apopka | FL | 32703 | 322335714 | 501(c)(3) | $15,000 | $0 | General Support | |||
| New Image Youth Center | |||||||||||
| 212 S Parramore Avenue | Orlando | FL | 32805 | 562482818 | 501(c)(3) | $1,000,000 | $0 | General Support | |||
| Nuevo Sendero Inc | |||||||||||
| 1802 N Alafaya Trail Suite 156 | Orlando | FL | 32826 | 260298579 | 501(c)(3) | $7,500 | $0 | General Support | |||
| One Heart For Women And Children Inc | |||||||||||
| 2040 N Rio Grande Ave | Orlando | FL | 32804 | 300584360 | 501(c)(3) | $17,500 | $0 | General Support | |||
| Orange County School Readiness Coalition Inc dba Early Earning Coalition | |||||||||||
| 7700 Southland Blvd Ste 100 | Orlando | FL | 32809 | 311759186 | 501(c)(3) | $7,500 | $0 | General Support | |||
| Orangewood Christian School Inc | |||||||||||
| 1300 W Maitland Blvd | Maitland | FL | 32751 | 205639902 | 501(c)(3) | $507,500 | $0 | General Support | |||
| Orlando Economic Partnership Inc | |||||||||||
| 200 South Orange Avenue No 200 | Orlando | FL | 32801 | 591767933 | 501(c)(3) | $200,000 | $0 | General Support | |||
| Orlando Police Foundation Inc | |||||||||||
| 1250 W South Street | Orlando | FL | 32805 | 851820258 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Osceola County Council On Aging Inc | |||||||||||
| 700 Generation Point | Kissimmee | FL | 34744 | 591595398 | 501(c)(3) | $30,000 | $0 | General Support | |||
| Osceola Mental Health Inc dba Park Place Behavioral Health Care | |||||||||||
| 206 Park Place Blvd | Kissimmee | FL | 34741 | 591677912 | 501(c)(3) | $251,000 | $0 | General Support | |||
| Pace Center For Girls Inc | |||||||||||
| 6745 Philips Industrial Blvd | Jacksonville | FL | 32256 | 592414492 | 501(c)(3) | $5,500 | $0 | General Support | |||
| Rescue Outreach Mission Of Central Florida Inc | |||||||||||
| 1701 Historic Goldsboro Blvd | Sanford | FL | 32771 | 592876415 | 501(c)(3) | $17,500 | $0 | General Support | |||
| Ronald Mcdonald House Charities Of Central Florida Inc | |||||||||||
| 1030 N Orange Ave Suite 105 | Orlando | FL | 32801 | 593211250 | 501(c)(3) | $129,717 | $0 | General Support | |||
| Runway To Hope Inc | |||||||||||
| 189 S Orange Ave | Orlando | FL | 328013261 | 273272616 | 501(c)(3) | $16,500 | $0 | General Support | |||
| SOS Support Our Scholars Inc | |||||||||||
| Po Box 1985 | Winter Park | FL | 32790 | 260711355 | 501(c)(3) | $7,500 | $0 | General Support | |||
| Samaritan Resource Center Inc | |||||||||||
| 9837 E Colonial Drive | Orlando | FL | 32817 | 352409476 | 501(c)(3) | $25,000 | $0 | General Support | |||
| School District Of Osceola County | |||||||||||
| 817 Bill Beck Blvd | Kissimmee | FL | 347444495 | 596000779 | Gov't | $25,000 | $0 | General Support | |||
| Second Harvest Food Bank Of Central Florida Inc | |||||||||||
| 411 Mercy Drive | Orlando | FL | 32805 | 592142315 | 501(c)(3) | $12,500 | $0 | General Support | |||
| Seminole County Sheriff'S Office Community Foundation Inc | |||||||||||
| 100 Eslinger Way | Sanford | FL | 32773 | 472640601 | 501(c)(3) | $8,000 | $0 | General Support | |||
| Seniors First Inc | |||||||||||
| 5395 Lb Mcleod Rd | Orlando | FL | 328112952 | 592759603 | 501(c)(3) | $37,000 | $0 | General Support | |||
| Shepherd'S Hope Inc | |||||||||||
| 455 9Th St | Winter Garden | FL | 34787 | 593420727 | 501(c)(3) | $170,000 | $0 | General Support | |||
| South Florida State College | |||||||||||
| 600 College Drive | Avon Park | FL | 33825 | 591218159 | Gov't | $20,000 | $0 | General Support | |||
| Sunbelt Health & Rehab Center - Apopka Inc | |||||||||||
| 305 East Oak St | Apopka | FL | 32703 | 205774856 | 501(c)(3) | $440,775 | $0 | General Support | |||
| Teen Challenge Of Florida Inc | |||||||||||
| 3706 S Sanford Ave | Sanford | FL | 32773 | 592479228 | 501(c)(3) | $10,000 | $0 | General Support | |||
| The Avon Park Chamber of Commerce | |||||||||||
| 28 E Main Street | Avon Park | FL | 33825 | 591975354 | 501(c)(6) | $10,000 | $0 | General Support | |||
| The Chamber Foundation Inc | |||||||||||
| 1425 E Vine St | Kissimmee | FL | 34744 | 593183973 | 501(c)(3) | $12,000 | $0 | General Support | |||
| The Christian Sharing Center Inc | |||||||||||
| 600 N Hwy 17-92 Ste 130 | Longwood | FL | 32750 | 592744535 | 501(c)(3) | $50,000 | $7,984 | Book | Medical Supplies | General Support | |
| The Florida Endowment Foundation For Vocational Rehabilitation Inc dba Th | |||||||||||
| 1709 Hermitage Blvd No 100 | Tallahassee | FL | 32308 | 593052307 | 501(c)(3) | $7,500 | $0 | General Support | |||
| The Foundation For Osceola Education Inc | |||||||||||
| 2310 New Beginnings Rd Ste 118 | Kissimmee | FL | 34744 | 592960396 | 501(c)(3) | $11,000 | $0 | General Support | |||
| The Foundation For Seminole County Public Schools Inc | |||||||||||
| 400 E Lake Mary Blvd | Sanford | FL | 32773 | 592775956 | 501(c)(3) | $9,500 | $0 | General Support | |||
| The Leukemia & Lymphoma SocietyInc | |||||||||||
| 3 International Drive Suite 200 | Rye Brook | NY | 10573 | 135644916 | 501(c)(3) | $30,000 | $0 | General Support | |||
| The Nurture Place Inc | |||||||||||
| 507 Macchi Avenue | Winter Garden | FL | 34787 | 844334332 | 501(c)(3) | $10,000 | $0 | General Support | |||
| The Salvation Army A Georgia Corporation | |||||||||||
| 1424 Northeast Expressway Ne | Atlanta | GA | 30329 | 580660607 | 501(c)(3) | $50,000 | $0 | General Support | |||
| United Abolitionist Inc | |||||||||||
| Po Box 536832 | Orlando | FL | 32853 | 593178045 | 501(c)(3) | $10,000 | $0 | General Support | |||
| United Against Poverty Inc | |||||||||||
| 1400 27Th St | Vero Beach | FL | 32960 | 113697936 | 501(c)(3) | $15,000 | $0 | General Support | |||
| United Global Outreach | |||||||||||
| 2301 N Orange Ave | Orlando | FL | 328045510 | 030511875 | 501(c)(3) | $12,000 | $0 | General Support | |||
| Universal Orlando Foundation Inc | |||||||||||
| 1000 Universal Studios Plz | Orlando | FL | 328197601 | 593510383 | 501(c)(3) | $15,000 | $0 | General Support | |||
| Us Dream Academy Inc | |||||||||||
| 5950 Symphony Woods Dr Ste 504 | Columbia | MD | 21044 | 593514841 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Valencia College Foundation Inc | |||||||||||
| 1768 Park Center Drive | Orlando | FL | 32835 | 237442785 | 501(c)(3) | $250,000 | $0 | General Support | |||
| Volusia League Of Cities Inc | |||||||||||
| 12443 Research Pkwy No 402 | Orlando | FL | 328263243 | 274413059 | 501(c)(4) | $9,500 | $0 | General Support | |||
| West Orange Chamber Of Commerce | |||||||||||
| 12184 W Colonial Drive | Winter Garden | FL | 34787 | 590576757 | 501(c)(6) | $10,265 | $0 | General Support | |||
| Whole Life Seventh-Day Adventist Church | |||||||||||
| 2800 North Orange Ave | Orlando | FL | 32804 | 593039667 | 501(c)(3) | $6,000 | $0 | General Support | |||
| Winter Park Chamber Of Commerce | |||||||||||
| 151 West Lyman Avenue | Winter Park | FL | 32789 | 590514615 | 501(c)(6) | $16,040 | $0 | General Support | |||
| Winter Park Library Association Inc | |||||||||||
| 1052 W Morse Blvd | Winter Park | FL | 32789 | 590794396 | 501(c)(3) | $50,000 | $0 | General Support | |||
| Zion Farms & Market Inc | |||||||||||
| P O Box 605 | Orlando | FL | 34760 | 824080493 | 501(c)(3) | $10,000 | $0 | General Support | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 108 | Total501c3OrgCnt |
| Total Other Org | 5 | TotalOtherOrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | Grants are generally made only to related organizations that are exempt from federal income tax under IRC Section 501(c)(3), or to other local charitable community organizations, or to other 501(c)(3) organizations that are a part of the group exemption ruling issued to the General Conference of Seventh-Day Adventists. Accordingly, the filing organization has not established specific procedures for monitoring the use of grant funds in the United States as the filing organization does not have a grant making program that would necessitate such procedures. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Class Or Charter Travel | Yes (X) | FirstClassOrCharterTravelInd |
| Travel For Companions | Yes (X) | TravelForCompanionsInd |
| Idemnification Gross Up Pmts | Yes (X) | IdemnificationGrossUpPmtsInd |
| Discretionary Spending Acct | Yes (X) | DiscretionarySpendingAcctInd |
| Housing Allowance Or Residence | Yes (X) | HousingAllowanceOrResidenceInd |
| Club Dues Or Fees | Yes (X) | ClubDuesOrFeesInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Severance Payment | 0 | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | 0 | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | 0 | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (31 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Shaw Terry D | ||||||||||||||
| Dir/President/AdventHealth CEO | $0 | $2,360,310 | $0 | $1,055,799 | $0 | $1,592,859 | $0 | $1,298,177 | $0 | $36,962 | $0 | $6,344,107 | $0 | $130,500 |
| Rathbun Paul C | ||||||||||||||
| AdventHealth CFO | $0 | $1,347,228 | $0 | $441,722 | $0 | $869,186 | $0 | $473,177 | $0 | $30,816 | $0 | $3,162,129 | $0 | $150,000 |
| Haffner PhD Randall | ||||||||||||||
| Group CEO FL & Clinical | $0 | $1,675,408 | $0 | $536,559 | $0 | $233,744 | $0 | $173,177 | $0 | $32,224 | $0 | $2,651,112 | $0 | $150,000 |
| Davis JrMD Robert Duane | ||||||||||||||
| Physician/Medical Director | $1,220,289 | $0 | $1,375,642 | $0 | $15,329 | $0 | $17,727 | $0 | $7,671 | $0 | $2,636,658 | $0 | $0 | $0 |
| Silvestry MD Scott | ||||||||||||||
| Phy/Dir AH Thoracic Transplant | $1,715,031 | $0 | $420,000 | $0 | $20,317 | $0 | $17,727 | $0 | $32,091 | $0 | $2,205,166 | $0 | $0 | $0 |
| Moorhead MD David | ||||||||||||||
| Former Key Employee | $0 | $1,017,115 | $0 | $298,956 | $0 | $562,955 | $0 | $17,727 | $0 | $9,485 | $0 | $1,906,238 | $0 | $0 |
| Goodman Todd | ||||||||||||||
| Group CFO FL & Clinical | $0 | $926,071 | $0 | $256,883 | $0 | $412,531 | $0 | $150,677 | $0 | $37,208 | $0 | $1,783,370 | $0 | $112,745 |
| Zbaraschuk Amy | ||||||||||||||
| Former Key Employee | $0 | $479,084 | $0 | $117,625 | $0 | $918,843 | $0 | $73,198 | $0 | $38,032 | $0 | $1,626,782 | $0 | $59,414 |
| Thompson Michael | ||||||||||||||
| CEO IHS Central FL Div-South Region | $0 | $695,764 | $0 | $212,727 | $0 | $434,610 | $0 | $106,792 | $0 | $37,262 | $0 | $1,487,155 | $0 | $71,411 |
| Adams Brian | ||||||||||||||
| CEO AH Central FL Division | $0 | $848,940 | $0 | $253,454 | $0 | $123,463 | $0 | $153,128 | $0 | $30,475 | $0 | $1,409,460 | $0 | $61,392 |
| Wandersleben Jennifer | ||||||||||||||
| Former Key Employee | $0 | $680,694 | $0 | $216,920 | $0 | $322,729 | $0 | $121,227 | $0 | $40,241 | $0 | $1,381,811 | $0 | $80,851 |
| Zeeshan MD Ahmad | ||||||||||||||
| Physician - Heart Transplant | $778,289 | $0 | $334,780 | $0 | $7,832 | $0 | $17,727 | $0 | $19,541 | $0 | $1,158,169 | $0 | $0 | $0 |
| Bogar MD Linda | ||||||||||||||
| Physician - Heart Transplant | $744,375 | $0 | $312,919 | $0 | $11,736 | $0 | $17,727 | $0 | $28,960 | $0 | $1,115,717 | $0 | $0 | $0 |
| Hilliard Douglas | ||||||||||||||
| CFO AH Central FL Division | $0 | $612,235 | $0 | $153,364 | $0 | $201,945 | $0 | $92,068 | $0 | $39,300 | $0 | $1,098,912 | $0 | $84,913 |
| Bellam MD Naveen | ||||||||||||||
| Physician-Cardiologist/Transplant | $488,623 | $0 | $463,557 | $0 | $73,329 | $0 | $17,727 | $0 | $35,814 | $0 | $1,079,050 | $0 | $0 | $0 |
| Deininger Robert | ||||||||||||||
| CEO AH Central FL Market | $0 | $629,398 | $0 | $160,042 | $0 | $107,754 | $0 | $106,828 | $0 | $32,192 | $0 | $1,036,214 | $0 | $53,648 |
| Spenst Brett | ||||||||||||||
| Former Key Employee | $0 | $583,228 | $0 | $0 | $0 | $373,532 | $0 | $11,127 | $0 | $24,720 | $0 | $992,607 | $0 | $0 |
| Villanueva Jeffrey | ||||||||||||||
| Former Key Employee | $0 | $477,494 | $0 | $133,299 | $0 | $218,832 | $0 | $72,784 | $0 | $39,626 | $0 | $942,035 | $0 | $50,448 |
| Harcombe Douglas | ||||||||||||||
| CEO AH South FL Market | $0 | $567,047 | $0 | $143,744 | $0 | $97,791 | $0 | $97,423 | $0 | $30,799 | $0 | $936,804 | $0 | $62,260 |
| Edris Tricia | ||||||||||||||
| Chief Innovation & Partnership Off. | $0 | $536,877 | $0 | $161,100 | $0 | $122,075 | $0 | $71,594 | $0 | $34,478 | $0 | $926,124 | $0 | $65,136 |
| Finkler MD Neil | ||||||||||||||
| Chief Clncl Off. AH Central FL (End | $0 | $521,413 | $0 | $211,176 | $0 | $105,615 | $0 | $17,727 | $0 | $23,091 | $0 | $879,022 | $0 | $0 |
| Cook Timothy | ||||||||||||||
| Former Key Employee | $0 | $497,492 | $0 | $138,445 | $0 | $112,183 | $0 | $84,172 | $0 | $27,394 | $0 | $859,686 | $0 | $60,937 |
| Herrera MD Victor | ||||||||||||||
| Chief Clinical Off. AH Central FL Di | $0 | $554,237 | $0 | $101,921 | $0 | $23,094 | $0 | $119,885 | $0 | $33,418 | $0 | $832,555 | $0 | $0 |
| Moorhead Sheryl | ||||||||||||||
| Chief People Off. AH Central FL Div. | $0 | $503,745 | $0 | $147,113 | $0 | $154,554 | $0 | $17,727 | $0 | $9,245 | $0 | $832,384 | $0 | $0 |
| Jimenez Kristin | ||||||||||||||
| Chief Strategy Officer, AH Central F | $0 | $493,052 | $0 | $102,949 | $0 | $78,833 | $0 | $69,250 | $0 | $32,395 | $0 | $776,479 | $0 | $29,944 |
| Mckinney Jillyan | ||||||||||||||
| CEO, AHMG & Ambulatory Serv. Central | $0 | $512,879 | $0 | $107,509 | $0 | $27,518 | $0 | $89,062 | $0 | $32,452 | $0 | $769,420 | $0 | $0 |
| Vargas Karilynn | ||||||||||||||
| CEO AH NW Market Central FL | $0 | $468,107 | $0 | $125,131 | $0 | $59,041 | $0 | $81,937 | $0 | $21,547 | $0 | $755,763 | $0 | $31,005 |
| Johnson Linnette | ||||||||||||||
| Chief Clinical Operations Off. AH Ce | $0 | $434,087 | $0 | $103,820 | $0 | $65,683 | $0 | $82,247 | $0 | $32,900 | $0 | $718,737 | $0 | $39,633 |
| Stankiewicz Catherine | ||||||||||||||
| CNO AH Central FL Division | $0 | $425,687 | $0 | $81,044 | $0 | $57,037 | $0 | $58,501 | $0 | $31,018 | $0 | $653,287 | $0 | $8,434 |
| Bradley Kenneth W | ||||||||||||||
| Former Key Employee | $0 | $165,680 | $0 | $20,743 | $0 | $17,706 | $0 | $9,347 | $0 | $18,005 | $0 | $231,481 | $0 | $0 |
| Owen Terry R | ||||||||||||||
| Former Key Employee | $0 | $0 | $0 | $0 | $0 | $140,310 | $0 | $0 | $0 | $0 | $0 | $140,310 | $0 | $119,784 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 1a | The filing organization is a part of the system of healthcare organizations known as AdventHealth. Members of the filing organization's executive management team that hold the position of Vice-President or above are compensated by and on the payroll of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC), the parent organization of the healthcare system known as AdventHealth. AHSSHC is exempt from federal income tax under IRC Section 501(c)(3). The filing organization reimburses AHSSHC for the salary and benefit cost of those executive listed in Part VII that are on the payroll of AHSSHC. At the direction of AHSSHC, and in accordance with the reserved powers in the filing organization's governing documents, the executive team listed on Part VII provides services to the filing organization. First-class or charter travel: Pursuant to the AdventHealth system-wide general policy regarding business travel, no reimbursement will be provided for any additional cost incurred with respect to first-class or charter air travel beyond the cost of a regular coach airfare. As a means of providing additional business travel reimbursement for those members of the AHSSHC senior executive management team that travel frequently on behalf of AdventHealth, a special annual travel allowance is provided for those executives. As AdventHealth operates 50 hospitals in 9 states, the senior leadership of AHSSHC travel extensively and often visit multiple hospital locations in different states as a part of a single business trip. The special travel allowance can provide reimbursements to the executive for such items as the purchase of air travel upgrade coupons, to cover the cost differential between coach and first-class travel, or to cover the cost of a charter flight. The special travel allowance benefit was originally authorized by and codified into a policy by the AHSSHC Board Compensation Committee (the Committee), an independent body of the AHSSHC Board of Directors, who also approves the annual cap on the amount of the allowance. The special travel allowance has an annual cap of $24,000 for members of the Leadership Executive Team (15 AdventHealth Cabinet members and the AdventHealth Multi-State CFO) and $15,000 for AdventHealth Corporate Office Senior Vice Presidents, Regional CEO's, and Division Chief Officers (generally 45-55 individual executives). The Group CEO & CFO for FL & Clinical, the CEO of the IHS Division in Central FL South Region, the AH Central FL Division's CEO, CFO, Chief Innovation & Partnership Officer, Chief Clinical Officer, Chief Strategy Officer, Chief Clinical Operations Officer, and the Chief Nursing Officer (CNO) are officers or key employees. These individuals are considered common law employees of and are on the payroll of AHSSHC. While the special travel allowance benefit is an AHSSHC compensation policy and practice, the cost of providing this benefit is allocated to and either wholly or partially reimbursed by the filing organization. Accordingly, the filing organization has checked the box in Schedule J, Part I, line 1a for first-class or charter travel since it has wholly or partially paid for the cost of providing this benefit. Those executives who receive the special travel allowance are responsible for tracking the expenses reimbursable under the special travel allowance and must submit such expenses on their accountable plan expense report. A report on charter travel is provided to the AHSSHC Board Compensation Committee at each meeting. Any taxable reimbursements made to executives under the special travel allowance arrangement are treated as taxable compensation to the executive. Travel for companions: AHSSHC has a Corporate Executive Policy that provides a benefit to allow for a traveling AHSSHC executive to have his or her spouse accompany the executive on certain business trips each year. Typically, reimbursement is only provided to certain executive leaders and is usually limited to one business trip per year beyond the annual AdventHealth President's Council business meeting and other meetings where the spouse is specifically invited. The AHSSHC Corporate Executive Spousal Travel Policy was originally approved and reviewed by the AHSSHC Board Compensation Committee, an independent body of the AHSSHC Board of Directors. All spousal travel costs reimbursed to the executive are considered taxable compensation to the executive. Tax Indemnification and gross-up payments: AdventHealth has a system-wide policy addressing gross-up payments provided in connection with employer-provided benefits/other taxable items. Under the policy, certain taxable business-related reimbursements (i.e. taxable business-related moving expenses, taxable items provided in connection with employment) provided to any employee may be grossed-up at a 25% rate upon approval by the filing organization's CEO and CFO. Additionally, employees at the Director level and above are eligible for gross-up payments on gifts received for board of director services. Discretionary spending account: Occasional discretionary spending amounts are periodically provided to eligible executives who attend annual business meetings such as the AdventHealth President's Council, CFO Conference or the CMO/CNO business meeting. Payments provided to each executive are considered taxable compensation to the executive. Housing allowance or residence for personal use: AHSSHC has a Corporate Executive Policy that addresses assistance to executives who have been relocated by the company during the year. Relocation assistance provided to executives may include relocation allowances to assist with duplicate housing expenses. Relocation assistance is administered per AHSSHC policy by an external relocation company. All taxable reimbursements made to executives in connection with relocation assistance are treated as wages to the executive and are subject to all payroll withholding and reporting requirements. Health or social club dues or initiation fees: AHSSHC has a Corporate Executive Policy that addresses business development expenditures. Under this policy, to encourage executives to establish and cultivate strong working relationships with the medical community and other leaders in the community and industry, certain AdventHealth executives may be reimbursed for member dues and usage charges for a country club or other social club upon authorization. Club memberships must be approved by the AdventHealth President/CEO initially as well as on an annual basis. Each AdventHealth executive who is approved for a club membership must submit an annual report describing how they used the membership to benefit their organization during the preceding year so that the AdventHealth President/CEO can determine if continuance of the club membership furthers the business interests of AdventHealth. In the current year, for this filing organization, one executive listed in Part VII received reimbursement for club fees. While the club dues membership is an AHSSHC compensation policy and practice, the cost of providing this benefit is allocated to and reimbursed in whole or in part by the filing organization. Accordingly, the filing organization has checked the box in Schedule J, Part I, line 1a for health or social club dues since it has wholly or partially paid for the cost of providing this benefit. |
| Part I, Line 3 | The individual who serves as the CEO of the filing organization is appointed and compensated by Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). Compensation and benefits provided to this individual are determined pursuant to policies, procedures, and processes of AHSSHC that are designed to ensure compliance with the intermediate sanctions laws as set forth in IRC Section 4958. AHSSHC has taken steps to ensure that processes are in place to satisfy the rebuttable presumption of reasonableness standard as set forth in Treasury Regulation Section 53.4958-6 with respect to its active executive-level positions. The AHSSHC Board Compensation Committee (the Committee) serves as the governing body for all executive compensation matters. The Committee is composed of certain members of the Board of Directors (the Board) of AHSSHC. Voting members of the Committee include only individuals who serve on the Board as independent representatives, who hold no employment positions with AHSSHC and who do not have relationships with any of the individuals whose compensation is under their review that impacts their best independent judgment as fiduciaries of AHSSHC. The Committee's role is to review and approve all components of the executive compensation plan of AHSSHC. As an independent governing body with respect to executive compensation, it should be noted that the Committee will often confer in executive sessions on matters of compensation policy and policy changes. In such executive sessions, no members of management of AHSSHC are present, other than the Chief People Officer, who remains at the request of the Chairman/committee to provide assistance/information as needed. The Committee is advised by an independent third-party compensation advisor. This advisor prepares all the benchmark studies for the Committee. Compensation levels are benchmarked with a national peer group of other not-for-profit healthcare systems and hospitals of similar size and complexity to AdventHealth and each of its affiliated entities. The following principles guide the establishment of individual executive compensation: - The salary of the President/CEO of AdventHealth will not exceed the 50th percentile of comparable salaries paid by similarly situated organizations; and - Other executive salaries shall be established using market medians. The compensation philosophy, policies, and practices of AHSSHC are consistent with the organization's faith-based mission and conform to applicable laws, regulations, and business practices. As a faith-based organization sponsored by the Seventh-day Adventist Church (the Church), AHSSHC's philosophy and principles with respect to its executive compensation practices reflect the conservative approach of the Church's mission of service and were developed in counsel with the Church's leadership. |
| Part I, Line 4b | As discussed in Line 1a above, executives on the filing organization's management team that hold the position of Vice-President or above are compensated by and on the payroll of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC), the parent organization of the healthcare system known as AdventHealth. In recognition of the contribution that each executive makes to the success of AdventHealth, AdventHealth provides supplemental executive retirement benefit plans to eligible executives. As the supplemental executive retirement benefit plans were updated in 2020 and certain individuals still participate as grand-fathered participants in certain plans, the narrative below discusses all plans in which there were any participants in 2023. The SERP III plan effectively replaces the prior SERP II plan, the Executive Flex Benefit Program Plan, and the Senior Executive Death Benefit Plan for qualified executives except for certain grandfathered executive employees. SERP III Plan: The SERP III plan provides eligible executives a percentage of their base pay, which is credited to a deferred compensation account. The plan also provides for compensation deferral and selection of life insurance coverage and long-term care insurance. To be eligible to participate in the SERP III plan, executives must be on the AHSSHC corporate payroll and be either a CEO of an AdventHealth entity, an AHSSHC Vice President (VP) or VP of an AdventHealth entity with a base salary of at least $330,000 in 2023 (adjusted annually by the same percentage as IRC Section 401(a)(17) limit increases), or other leader specifically approved by the AdventHealth President. Eligible executives do not include grandfathered executives, meaning those executives who would satisfy all the eligibility requirements of the SERP II plan prior to Dec 31, 2027, had the plan not been amended and restated as of Jan. 1, 2020. Contribution credits will be established and maintained by class year accounts for each participant using tiered contribution credit percentages of annual base compensation. Contribution credit percentages range between 15% and 19% of base compensation. Contribution credits will be made each quarter in 25% increments with reductions in contributions if the executive is also a grandfathered FLEX participant (see below). SERP III provides for a class year vesting and payment schedule (7 years for each class year) with respect to amounts accumulated in the executive's deferred compensation account. Upon attainment of a normal retirement age (age 62), or upon certain other circumstances as defined in the SERP III plan document, all deferred amounts are paid immediately to the participant. For any executives working beyond the normal retirement age, future employer contributions will be made quarterly from SERP III directly to the participant as a taxable cash bonus. SERP II Plan: The SERP II plan is a defined benefit, non-tax-qualified deferred compensation plan for certain executives who have provided lengthy service to AdventHealth and/or to other Seventh-day Adventist Church hospitals or health care institutions. Under the provisions of the SERP II plan, benefits are provided to qualifying executive participants on a pro-rata schedule beginning with 20 years of service as an employee of AdventHealth and/or another hospital or health care institution controlled by the Seventh-day Adventist Church and who satisfy certain other qualifying criteria. Eligible employees are restricted to those executives who, as of January 1, 2020, satisfied, or if employment continues, will satisfy the eligibility requirements of SERP II prior to December 31, 2027. This supplemental executive retirement plan (SERP II) was designed to provide eligible executives with the economic equivalent of an annual income beginning at normal retirement age equal to 60% of the average of the participant's three, five or seven highest years of base salary from AdventHealth active employment inclusive of income from all other Seventh-day Adventist Church healthcare employer-financed retirement income sources and investment income earned on those contributions through social security normal retirement age as defined in the plan. The number of years included in highest average compensation is determined by the individual's year of entry to SERP II and by the individual's year of entry to the AdventHealth Executive FLEX Benefit Program. FLEX Plan: The Flex Plan was originally designed to provide eligible executives an opportunity to select from among a variety of supplemental benefits, including a split dollar life insurance policy and long-term care insurance, to individually tailor a benefits program appropriate to each executive's needs. In 2020, the Flex Plan was amended to exclude employed executives who are hired or promoted after a certain date from being eligible to participate in the Flex Plan except for certain insurance coverage features of the plan. The Flex Plan provides eligible participants a pre-determined benefits allowance credit that is equal to a percentage of the executive's base pay from which the cost of mandatory and elective employee benefits is deducted. The benefits allowance credit percentage for any plan year shall not be greater than the maximum dollar amount or the percentage of compensation as determined by the AdventHealth Benefits Administration Committee. For grandfathered eligible employees, the annual pre-determined Flex allowance is contributed and any funds that remain after the cost of mandatory and elective benefits are subtracted are, at the employee's option, contributed to either an IRC 457(f) deferred compensation account or to an IRC 457(b) eligible deferred compensation plan. Upon attainment of age 65, all previous 457(f) deferred amounts are paid immediately to the participant and any future employer contributions are made quarterly from the Plan directly to the participant. The Plan provides for a class year vesting schedule (2 years for each class year) with respect to amounts accumulated in the executive's 457(f) deferred compensation account. Distributions could also be made from the executive's 457(f) deferred compensation account upon attainment of age 65 or upon an involuntary separation. The account will be forfeited by the executive upon a voluntary separation. With respect to grandfathered participants, the Flex Plan documents define eligible employees to include the Chief Executive Officers of AdventHealth entities and Vice Presidents of all AdventHealth entities whose base salary was at least equal to the Internal Revenue Code Section 401(a)(17) compensation limit each year. FLEX PLAN FLEX PLAN SERP II SERP III CONTR. DISTR.* CONTR./DISTR. CONTR. Shaw, Terry D. $ 155,450 $ 132,569 $1,334,441 $ 0 Rathbun, Paul C. $ 155,450 $ 132,564 $ 632.721 $ 0 Haffner, Randall $ 155,450 $ 152,379 $ 0 $ 0 Moorhead, MD, David $ 155,450 $ 132,950 $ 291,354 $ 0 Goodman, Todd $ 155,450 $ 114,532 $ 217,202 $ 0 Zbaraschuk, Amy $ 55,471 $ 60,357 $ 828,437 $ 0 Thompson, Michael $ 111,565 $ 72,543 $ 291,806 $ 0 Adams, Brian $ 148,620 $ 62,365 $ 0 $ 9,281 Wandersleben, Jennifer $ 115,299 $ 82,132 $ 0 $ 10,702 Hilliard, Douglas $ 96,841 $ 74,749 $ 65,701 $ 0 Deininger, Robert $ 94,960 $ 54,498 $ 0 $ 16,641 Spenst, Brett $ 0 $ 0 $ 0 $ 105,231 Villanueva, Jeffery $ 55,057 $ 51,248 $ 134,780 $ 0 Harcombe, Douglas $ 79,696 $ 63,248 $ 0 $ 0 |
| Schedule J, Part I, Line 4b continued: | FLEX PLAN FLEX PLAN SERP II SERP III CONTR. DISTR.* CONTR./DISTR. CONTR. Edris, Tricia $ 76,367 $ 66,169 $ 0 $ 0 Finkler, Neil $ 60,217 $ 37,717 $ 0 $ 0 Cook, Timothy $ 66,445 $ 61,903 $ 0 $ 0 Herrera, Victor $ 0 $ 0 $ 0 $ 102,158 Moorhead, Sheryl $ 89,113 $ 66,613 $ 0 $ 0 Jimenez, Kristin $ 63,039 $ 30,419 $ 0 $ 10,984 Mckinney, Jillyan $ 0 $ 0 $ 0 $ 77,935 Vargas, Karilynn $ 64,210 $ 31,496 $ 0 $ 0 Johnson, Linnette $ 47,077 $ 40,262 $ 0 $ 17,442 Stankiewicz, Catherine $ 44,986 $ 8,568 $ 0 $ 18,288 SERP III AHS 457b Distr.* Distr.* Spenst, Brett $ 105,231 $ 0 Owen, Terry $ 0 $ 119,784 * Including Investment Earnings |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | 431022KK7 | 2007-08-08 | $366,445,000 | 2007A B C D, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| B | 521313569 | NoneAvail | 2012-03-21 | $294,985,000 | 2012A, AR Program - Refund 2009 A-F AR Program | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 521313569 | NoneAvail | 2012-07-25 | $115,015,000 | 2012B, AR Program - Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | 431022TL6 | 2012-08-29 | $348,320,000 | 2012B-F - Refund Or-1995; H-02,03C,05H,06B,07B,07D,08A; C-2004B; K-2004C | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Credit EnhancementCreditEnhancementAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|
| A | $281,555,000 | $372,572,414 | $5,560,382 | $367,012,032 | 2007 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $210,000,000 | $294,985,000 | 2004 | Yes (1) | 0 | Yes (1) | Yes (1) | $294,985,000 | ||
| C | $115,015,000 | $115,015,000 | 2012 | 0 | 0 | Yes (1) | Yes (1) | |||
| D | $276,165,000 | $348,320,000 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | $348,320,000 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.01420 | 0.01420 | 0 | 0 | Yes (1) | ||
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00140 | 0 | ||
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00140 | 0 | ||
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00500 | 0.00500 | 0 | Yes (1) | Yes (1) | 0.00370 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Supplemental Information Detail SupplementalInformationDetail (9 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2007A B C D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2013A-C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014A&D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014B: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014E: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012A, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012B, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012B-F: A sale of bond-financed assets in 2003 was identified in July 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 15, 2014. A Closing Agreement was finalized with the IRS on December 18, 2015. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | NoneAvail | 2012-08-29 | $125,000,000 | 2012G&H - Refund Highlands 2005I Conversion Bonds | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| B | 521313569 | 431022TR3 | 2012-11-08 | $232,125,000 | 2012I - Refunded Volusia 1994-A; Highlands 2004A, 2005E, 2005F, 2005G | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 521313569 | NoneAvail | 2013-09-18 | $485,000,000 | 2013A B C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | NoneAvail | 2014-07-02 | $110,000,000 | 2014A&D, Refund 2013C, expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Capital ExpendituresCapitalExpendituresAmt |
|---|---|---|---|---|---|---|---|---|---|
| A | $74,570,000 | $125,000,000 | $125,000,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| B | $38,810,000 | $232,125,000 | $232,125,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| C | $302,985,000 | $485,340,528 | 2013 | 0 | 0 | Yes (1) | Yes (1) | $485,340,528 | |
| D | $47,046,673 | $110,068,380 | $60,000,000 | 2015 | Yes (1) | 0 | Yes (1) | Yes (1) | $50,068,380 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00900 | 0.00900 | 0 | 0 | Yes (1) | ||
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00200 | 0.00200 | 0 | 0 | Yes (1) | ||
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | ||||
| D | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00090 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Orange County Health Facilities Authority | ||||||||
| A | 521378595 | NoneAvail | 2014-07-02 | $50,000,000 | 2014B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| B | 481066589 | NoneAvail | 2014-07-02 | $30,000,000 | 2014C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| C | 840752932 | 19648AT39 | 2014-07-23 | $82,501,800 | 2014E, Expand/refurbish facilities, purchase equipment | Yes (1) | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| D | 840752932 | 19648FAB0 | 2016-07-21 | $235,724,616 | 2016 A&B, Adv ref portion 2009D, Exp/refurbish facilities, purchase equip | Yes (1) | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Bond DefeasedBondDefeasedAmt | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|
| A | $31,666,673 | $50,068,380 | $50,068,380 | 2015 | 0 | 0 | Yes (1) | Yes (1) | ||
| B | $19,000,000 | $30,041,050 | $30,041,050 | 2015 | 0 | 0 | Yes (1) | Yes (1) | ||
| C | $82,616,012 | $82,616,012 | 2015 | 0 | 0 | Yes (1) | Yes (1) | $2,800,000 | ||
| D | $15,085,000 | $235,724,616 | $169,561,866 | 2016 | 0 | Yes (1) | Yes (1) | Yes (1) | $8,535,000 | $66,162,750 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | 0.00080 | Yes (1) | Yes (1) |
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | 0.00080 | Yes (1) | Yes (1) |
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | 0.00110 | Yes (1) | Yes (1) |
| D | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Colorado Health Facilities Authority | ||||||||
| A | 840752932 | 1964745K2 | 2016-08-17 | $216,517,920 | 2016C, Refund 2006C, Expand/refurbish facilities, purchase equipment | Yes (1) | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| B | 840752932 | 19648FGN8 | 2018-07-12 | $375,008,542 | 2018A&B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| C | 840752932 | 19648FJG0 | 2019-08-20 | $550,011,892 | 2019A&B, Refund 05I, 09C, 09D, 09E&08B, 13B; expand/refurb fac, purch equip | Yes (1) | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| D | 840752932 | 19648FSJ4 | 2021-07-01 | $579,966,540 | 2021A, Refund 2010D, 2017D; Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Bond DefeasedBondDefeasedAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|---|---|---|
| A | $63,600,000 | $22,900,000 | $216,517,920 | $63,248,816 | $153,269,104 | 2016 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $375,008,542 | $375,008,542 | 2018 | 0 | Yes (1) | Yes (1) | Yes (1) | |||
| C | $33,200,000 | $11,250,000 | $550,011,892 | $146,365,717 | $403,646,175 | 2019 | Yes (1) | 0 | Yes (1) | Yes (1) |
| D | $30,000,000 | $579,966,540 | $481,966,540 | $98,000,000 | 2021 | Yes (1) | Yes (1) | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00250 | 0.00070 | 0.00320 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | |||
| C | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00840 | 0.00840 | 0 | 0 | Yes (1) | |
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Kansas Development Finance Authority | ||||||||
| A | 481066589 | 48542AFE6 | 2021-07-01 | $238,025,567 | 2021B, Refund 2010C, 2017C; Expand/refurbish facilities | Yes (1) | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| B | 521378595 | 68450LGB5 | 2021-07-01 | $62,033,621 | 2021C, Refund 2010B, 2017A; Expand/refurbish facilities | Yes (1) | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 521313569 | 431022UJ9 | 2021-07-01 | $200,000,000 | 2021D, Refund 2011A, 2012G, 2017B; Expand/refurbish facilities | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | NoneAvail | 2022-06-01 | $335,007,000 | 2022A-C, Refund 2012A, 2012C; Expand/refurbish facilities | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond DefeasedBondDefeasedAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | RetiredRetiredAmt |
|---|---|---|---|---|---|---|---|---|---|---|
| A | $10,745,000 | $238,025,567 | $182,025,567 | $56,000,000 | 2021 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | |
| B | $3,025,000 | $62,033,621 | $6,503,621 | $55,500,000 | 2021 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | |
| C | $200,000,000 | $13,700,000 | $186,300,000 | 2021 | Yes (1) | 0 | Yes (1) | Yes (1) | $12,045,000 | |
| D | $335,007,000 | $39,000,000 | $296,007,000 | 2022 | Yes (1) | 0 | Yes (1) | Yes (1) | $10,220,000 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (2 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Colorado Health Facilities Authority | ||||||||
| A | 840752932 | 19648FXD1 | 2023-07-12 | $252,722,621 | 2023 A-1&2; Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| B | 840752932 | 19648FXF6 | 2023-08-17 | $64,418,097 | 2023 B; Refund 2016C-1 | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (2 entries)
| Bond ReferenceBondReferenceCd | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|
| A | $252,722,621 | $252,722,621 | 2023 | 0 | Yes (1) | Yes (1) | Yes (1) | |
| B | $64,418,097 | 2016 | Yes (1) | 0 | Yes (1) | Yes (1) | $64,418,097 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (2 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (2 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (2 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (10 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Amy Litzenberger | |||
| Family of Former Key Employee | $17,891 | Employee Compensation | 0 |
| Bailey Ringering | |||
| Family of Officer | $131,075 | Employee Compensation | 0 |
| Janie Thompson | |||
| Family of Key Employee | $10,007 | Employee Compensation | 0 |
| Jeannette Carey | |||
| Family of Former Key Employee | $174,177 | Employee Compensation | 0 |
| Justin Cook | |||
| Family of Former Key Employee | $78,556 | Employee Compensation | 0 |
| Karis Zbaraschuk | |||
| Family of Former Key Employee | $85,072 | Employee Compensation | 0 |
| Logan Johnson | |||
| Family of Key Employee | $25,940 | Employee Compensation | 0 |
| Martin Shaw | |||
| Family of Board Member | $98,801 | Employee Compensation | 0 |
| Martin Thompson | |||
| Family of Key Employee | $176,881 | Employee Compensation | 0 |
| Vivian Cook | |||
| Family of Former Key Employee | $95,209 | Employee Compensation | 0 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (13 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part V, Line 1a: | The parent corporation and sole top-tier member of Adventist Health System/Sunbelt, Inc. (the filing organization) is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). AHSSHC has established a shared service center to centralize the Accounts Payable (A/P) function for all AHSSHC subsidiary organizations. The filing organization has entered "0" in Part V, Line 1a because the filing organization no longer issues Form 1099 returns, rather, all such returns are filed by and under the name and EIN of AHSSHC as the payor subject to the information reporting requirements of Section 6041. The facts and circumstances support a position that AHSSHC, as a payor on behalf of its subsidiary organizations in a shared service environment, will have sufficient management and oversight in connection with the subsidiary organizations' payments to meet the standard set forth in Treas. Reg. Section 1.6041-1(e). AHSSHC will not merely be making payments at the direction of its subsidiary organizations. Accordingly, AHSSHC is considered the payor subject to the information reporting requirements of Section 6041. |
| Form 990, Part VI, Section A, line 6 | Adventist Health System/Sunbelt, Inc. (the filing organization) has one member. The sole member of the filing organization is Adventist Health System Sunbelt Healthcare Corporation. Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). There are no other classes of membership in the filing organization. |
| Form 990, Part VI, Section A, line 7a | The sole member of the filing organization is AHSSHC. The Board of Directors of the filing organization are appointed by the sole member, AHSSHC, who has the right to elect, appoint or remove any member of the Board of Directors of the filing organization. |
| Form 990, Part VI, Section A, line 7b | AHSSHC, as the sole member of the filing organization, has certain reserved powers as set forth in the Bylaws of the filing organization. These reserved powers include the following: a) to approve and disapprove the executive and/or administrative leadership of the filing organization, and their salaries; b) to approve and disapprove the operating Bylaws of the filing organization; c) to set limits and terms for the borrowing of funds; d) to approve or disapprove major building programs and/or purchase or sale of personal property or real property equal to or in excess of One Million dollars; e) to approve or disapprove the annual operating and capital budgets of the filing organization; f) to direct the placement of funds and capital of the filing organization, and the authority to secure naming rights; g) the authority to require adherence to policies adopted; h) to approve or disapprove the implementation of non-traditional, non-healthcare related activities; i) to approve or disapprove performance/quality improvement, revenue cycle and case management programs; j) to approve or disapprove the selection of the auditing firm retained to audit the books; k) to approve or disapprove the election of the fiscal year; l) to approve or disapprove the selection of the group purchasing organization(s); m) to approve or disapprove any joint venture or partnership in which the filing organization would be a member or partner; n) to approve or disapprove the IT systems and other shared services used; o) the authority to require adherence to the system-wide naming nomenclature and service standards apopted; p) to set and enforce policies for physician compensation including commercial reasonableness and fair market value; and q) to exercise such other powers as are necessary in connection with the foregoing. |
| Form 990, Part VI, Section B, line 11b | The filing organization's current year Form 990 was reviewed by the Senior VP/Chief Accounting Officer prior to its filing with the IRS. The review conducted by the Senior VP/Chief Accounting Officer did not include the review of any supporting workpapers that were used in preparation of the current year Form 990, but did include a review of the entire Form 990 and all supporting schedules. |
| Form 990, Part VI, Section B, line 12c | The Conflict of Interest Policy of the filing organization applies to members of its Board of Directors and its principal officers (to be known as Interested Persons). In connection with any actual or possible conflicts of interest, any member of the Board of Directors of the filing organization or any principal officer of the filing organization (i.e. Interested Persons) must disclose the existence of any financial interest with the filing organization and must be given the opportunity to disclose all material facts concerning the financial interest/arrangement to the Board of Directors of the filing organization or to any members of a committee with board delegated powers that is considering the proposed transaction or arrangement. Subsequent to any disclosure of any financial interest/arrangement and all material facts, and after any discussion with the relevant Board member or principal officer, the remaining members of the Board of Directors or committee with board delegated powers shall discuss, analyze, and vote upon the potential financial interest/arrangement to determine if a conflict of interest exists. According to the filing organization's Conflict of Interest Policy, an Interested Person may make a presentation to the Board of Directors (or committee with board delegated powers), but after such presentation, shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement that results in a conflict of interest. Each Interested Person, as defined under the filing organization's Conflict of Interest Policy, shall annually sign a statement which affirms that such person has received a copy of the Conflict of Interest policy, has read and understands the policy, has agreed to comply with the policy, and understands that the filing organization is a charitable organization that must primarily engage in activities which accomplish one or more of its exempt purposes. The filing organization's Conflict of Interest Policy also requires that periodic reviews shall be conducted to ensure that the filing organization operates in a manner consistent with its charitable purposes. |
| Form 990, Part VI, Section B, line 15 | The filing organization's CEO, other officers and key employees are not compensated by the filing organization. Such individuals are compensated by the related top-tier parent organization of the filing organization. Please see the discussion concerning the process followed by the related top-tier parent organization in determining executive compensation in our response to Schedule J, Line 3. |
| Form 990, Part VI, Section C, line 19 | The filing organization is a part of the system of healthcare organizations known as AdventHealth. The audited consolidated financial statements of AdventHealth and of the AdventHealth "Obligated Group" are filed annually with the Municipal Securities Rulemaking Board (MSRB). The "Obligated Group" is a group of AHSSHC subsidiaries that are jointly and severally liable under a Master Trust Indenture that secures debt primarily issued on a tax-exempt basis. Unaudited quarterly financial statements prepared in accordance with Generally Accepted Accounting Principles (GAAP) are also filed with MSRB for AdventHealth on a consolidated basis and for the grouping of AdventHealth subsidiaries comprising the "Obligated Group". The filing organization does not generally make its governing documents or conflict of interest policy available to the public. |
| Form 990, Part VII, Section A, Column (E) & (F): | For those Board of Director members, officers, and key employees who devote less than full-time to the filing organization (based upon the average number of hours per week shown in column (B) on page 7 of the return) the compensation amounts shown in columns (E) and (F) on page 7 were provided in conjunction with that person's responsibilities and roles in serving in an executive leadership position as an employee of Adventist Health System Sunbelt Healthcare Corporation. |
| Form 990, Part VIII, Lines 7a, b and c: | The amounts shown in Part VIII, Lines 7a(i), 7b(i) and 7c(i) of the Form 990 represent an allocated share of capital gain/(loss) from a system wide, corporate administered, investment program. |
| Form 990, Part IX, line 11g | Payments to Healthcare Professionals: Program service expenses 550,330,818. Management and general expenses 0. Fundraising expenses 0. Total expenses 550,330,818. Professional Fees: Program service expenses 132,007,378. Management and general expenses 8,063. Fundraising expenses 0. Total expenses 132,015,441. Purchased Medical Services: Program service expenses 26,962,774. Management and general expenses 0. Fundraising expenses 0. Total expenses 26,962,774. Environmental Services: Program service expenses 13,544,334. Management and general expenses 0. Fundraising expenses 0. Total expenses 13,544,334. Transcription Services: Program service expenses 1,484,036. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,484,036. Recruiting: Program service expenses 7,329,951. Management and general expenses 0. Fundraising expenses 0. Total expenses 7,329,951. Miscellaneous Purchased Services: Program service expenses 8,337,080. Management and general expenses 0. Fundraising expenses 0. Total expenses 8,337,080. AdventHealth Management Fees: Program service expenses 0. Management and general expenses 148,381,838. Fundraising expenses 0. Total expenses 148,381,838. Billing & Collection Services: Program service expenses 0. Management and general expenses 35,524,099. Fundraising expenses 0. Total expenses 35,524,099. AdventHealth Shared Services Fee: Program service expenses 0. Management and general expenses 69,692,706. Fundraising expenses 0. Total expenses 69,692,706. |
| Form 990, Part X, Line 2: | The amounts shown on line 2 of Part X of this return include the filing organization's interest in a central investment pool maintained by Adventist Health System Sunbelt Healthcare Corporation, the filing organization's top-tier parent. The investments in the central investment pool are recorded at market value. |
| Form 990, Part XI, line 9: | Transfer from tax-exempt parent 96,538,748. Transfer to tax-exempt affiliate -1,100,170. Debt costs allocated to tax-exempt affiliates -37,713. Gifts 2,000. Transfer from supporting tax-exempt foundation 1,828,971. Lease receivable adjustment from tax-exempt subs 1,582,767. Unrealized loss from joint operating company disaffiliation -8,190,540. Donated property 100,000. Other -8,186. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp
Disregarded Entity Name DisregardedEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | IQ Orlando LLC | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 550 E Rollins St | AddressLine1Txt |
| City | Orlando | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32803 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 471121247 | EIN |
| Primary Activities | Design and innovation | PrimaryActivitiesTxt |
| Legal Domicile State | FL | LegalDomicileStateCd |
| Total Income | $0 | TotalIncomeAmt |
| End Of Year Assets | $0 | EndOfYearAssetsAmt |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Adventist Hlth SystemSunbelt Inc | BusinessNameLine1Txt |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (87 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| AdventHealth Asheville Inc | |||||||||||
| 100 Hospital Drive | Hendersonville | NC | 28792 | 921144574 | Future Operation of Hospital & Related Services | NC | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Family Medicine Rural Health Clinics Inc | |||||||||||
| 187 PR 4060 | Lampasas | TX | 76550 | 271858033 | Operation of Rural Health Clinics & Medical Services | FL | 501(c)(3) | Line 3 | Metroplex Adventist Hospital Inc | Yes (1) | |
| AdventHealth Foundation Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592219301 | Fund-Raising for Affiliated Tax-Exempt Hospitals | FL | 501(c)(3) | Line 7 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Home Care East Florida LLC | |||||||||||
| 770 West Granada Blvd 319 | Ormond Beach | FL | 32174 | 833768458 | Inactive | FL | 501(c)(3) | Line 10 | Memorial Hlth Systems Inc | Yes (1) | |
| AdventHealth Hospice Care East Florida Inc | |||||||||||
| 770 West Granada Blvd 304 | Ormond Beach | FL | 32174 | 833748461 | Inactive | FL | 501(c)(3) | Line 10 | Memorial Hlth Systems Inc | Yes (1) | |
| AdventHealth Kansas City Foundation | |||||||||||
| 7315 E Frontage Road | Merriam | KS | 66204 | 480868859 | Fund-raising for Tax-exempt hospitals | KS | 501(c)(3) | Line 7 | Shawnee Mission Medical Center Inc | Yes (1) | |
| AdventHealth Palm Coast Parkway Inc | |||||||||||
| 1 AdventHealth Way | Palm Coast | FL | 32137 | 882288563 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Polk North Inc | |||||||||||
| 40100 US Highway 27 N | Davenport | FL | 33837 | 841793121 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Polk South Inc | |||||||||||
| 410 South 11th Street | Lake Wales | FL | 33853 | 834672945 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Primary Care Network Inc (630-123123) | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 932208118 | Future Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Ransom Memorial Inc | |||||||||||
| 1301 S Main Street | Ottawa | KS | 66067 | 830976641 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| AdventHealth Riverview Inc | |||||||||||
| 9330 US Highway 301 S | Tampa | FL | 33637 | 870901094 | Future Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Senior Care Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 841817046 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth South Overland Park Inc | |||||||||||
| 7820 W 165th Street | Overland Park | KS | 66223 | 364595806 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| AdventHealth University Inc | |||||||||||
| 671 Winyah Drive | Orlando | FL | 32803 | 593069793 | Education/Operation of School | FL | 501(c)(3) | Line 2 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| AdventHealth West Florida Ambulatory Services Inc | |||||||||||
| 14055 Riveredge Drive Ste 250 | Tampa | FL | 33637 | 471881744 | Support of Imaging Center & Home Health Subsidiaries | FL | 501(c)(3) | Line 12b, II | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth West Florida Imaging Inc | |||||||||||
| 14055 Riveredge Drive Ste 250 | Tampa | FL | 33637 | 843225135 | Imaging & Testing | FL | 501(c)(3) | Line 3 | AdventHealth West Florida Ambulatory Services Inc | Yes (1) | |
| Adventist Care Centers - Courtland Inc | |||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 205774723 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Adventist Health Mid-America Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 521347407 | Support of Affiliated Hospital | KS | 501(c)(3) | Line 12c, III-FI | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Adventist Health System Georgia Inc | |||||||||||
| 1035 Red Bud Road NE | Calhoun | GA | 30701 | 581425000 | Operation of Hospital & Related Services | GA | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Hlth System Sunbelt Hlthcare Corp | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592170012 | Management Services | FL | 501(c)(3) | Line 12a, I | 0 | N/A | |
| Adventist Hlth SystemSunbelt Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 591479658 | Operation of Hospitals & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Hlth SystemTexas Inc | |||||||||||
| 11801 S Freeway | Burleson | TX | 76028 | 742578952 | Employee Leasing of Personnel to Affiliated Hospitals | TX | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AHS Midwest Management Inc | |||||||||||
| 500 Remington Blvd | Bolingbrook | IL | 60440 | 363354567 | Employee Leasing of Personnel to Supported Hospitals | IL | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Apopka Health Care Properties Inc | |||||||||||
| 305 E Oak Street | Apopka | FL | 32703 | 510605694 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Bert Fish Medical Center Auxiliary Inc | |||||||||||
| 401 Palmetto Street | New Smyrna Beach | FL | 32168 | 591054892 | Volunteer support services | FL | 501(c)(3) | Line 10 | Southeast Volusia Healthcare Corp | 0 | |
| Burleson Nursing & Rehab Center Inc | |||||||||||
| 301 Huguley Blvd | Burleson | TX | 76028 | 205782243 | Operation of Home for the Aged/Hlthcare Delivery | TX | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Chickasaw Health Care Properties Inc | |||||||||||
| 250 S Chickasaw Trail | Orlando | FL | 32825 | 510605681 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Chippewa Valley Hospital & Oakview Care Center Inc | |||||||||||
| 1220 Third Avenue West | Durand | WI | 54736 | 391365168 | Operation of Hospital & Related Services | WI | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Coalition For Physician Well-Being Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 463477012 | Provide support for Physician well-being | FL | 501(c)(3) | Line 10 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Courtland Health Care Properties Inc | |||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 510605682 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Dairy Road Health Care Properties Inc | |||||||||||
| 7350 Dairy Road | Zephyrhills | FL | 33540 | 510605684 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| East Orlando Health & Rehab Center Inc | |||||||||||
| 250 S Chickasaw Trail | Orlando | FL | 32825 | 205774748 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Fletcher Hospital Inc | |||||||||||
| 100 Hospital Drive | Hendersonville | NC | 28792 | 560543246 | Operation of Hospital & Related Services | NC | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| FLNC Inc | |||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Florida Hospital Dade City Inc | |||||||||||
| 13100 Fort King Road | Dade City | FL | 33525 | 822567308 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Healthcare Partners Inc | |||||||||||
| 770 West Granada Blvd 101 | Ormond Beach | FL | 32174 | 462354804 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Florida Hospital Medical Group Inc | |||||||||||
| 2600 Westhall Lane 4th Floor | Maitland | FL | 32751 | 593214635 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Florida Hospital Ocala Inc | |||||||||||
| 1500 SW 1st Avenue | Ocala | FL | 34471 | 824372339 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Physician Group Inc | |||||||||||
| 12470 Telecom Dr 100 | Tampa | FL | 33637 | 462021581 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Waterman Inc | |||||||||||
| 1000 Waterman Way | Tavares | FL | 32778 | 593140669 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Zephyrhills Inc | |||||||||||
| 7050 Gall Blvd | Zephyrhills | FL | 33541 | 592108057 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Florida Radiology Imaging at Lake Mary LLC | |||||||||||
| 2600 Westhall Lane 4th Floor | Maitland | FL | 32751 | 550789387 | Imaging & Testing | FL | 501(c)(3) | Line 3 | Florida Hospital Medical Group Inc | Yes (1) | |
| Fountain Inn Nursing & Rehab Center Inc | |||||||||||
| 4501 Waterman Way | Tavares | FL | 32778 | 472180518 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Helen Ellis Memorial Hospital Auxiliary Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 592106043 | Fund-raising for Tax-exempt hospital/foundation | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| Helen Ellis Memorial Hospital Foundation Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 593690149 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| Hospice of the Comforter Inc | |||||||||||
| 480 W Central Parkway | Altamonte Springs | FL | 32714 | 592935928 | Operation of Hospice | FL | 501(c)(3) | Line 10 | The Comforter Health Care Group Inc | Yes (1) | |
| Lake County Health Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813923985 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Memorial Health Systems Foundation Inc | |||||||||||
| 305 Memorial Medical Pkwy 212 | Daytona Beach | FL | 32117 | 311771522 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| Memorial Health Systems Inc | |||||||||||
| 301 Memorial Medical Parkway | Daytona Beach | FL | 32117 | 590973502 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Memorial Hospital - West Volusia Inc | |||||||||||
| 701 West Plymouth Avenue | Deland | FL | 32720 | 593256803 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Memorial Hlth Systems Inc | Yes (1) | |
| Memorial Hospital Flagler Inc | |||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 592951990 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Memorial Hlth Systems Inc | Yes (1) | |
| Memorial Hospital Inc | |||||||||||
| 210 Marie Langdon Drive | Manchester | KY | 40962 | 610594620 | Operation of Hospital & Related Services | KY | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Metroplex Adventist Hospital Inc | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 742225672 | Operation of Hospital & Related Services | TX | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Metroplex Clinic Physicians Inc | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 113762050 | Physician Healthcare services to the community | TX | 501(c)(3) | Line 3 | Metroplex Adventist Hospital Inc | Yes (1) | |
| Mission Strategies of Georgia Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 900866024 | Provision of support to the nursing home division | GA | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Osceola Health Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813165729 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Overland Park Nursing & Rehab Center Inc | |||||||||||
| 6501 West 75th Street | Overland Park | KS | 66204 | 205774821 | Operation of Home for the Aged/Hlthcare Delivery | KS | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| PAHS Service Corporation (49 - 123123) | |||||||||||
| 6061 S Willow Drive | Greenwood Village | CO | 80111 | 923398616 | Employee Leasing of Personnel to Related Hospitals | CO | 501(c)(3) | Line 12c, III-FI | Portercare Adventist Health System | Yes (1) | |
| Pasco-Pinellas Hillsborough Community Hlth System Inc | |||||||||||
| 2600 Bruce B Downs Blvd | Wesley Chapel | FL | 33544 | 208488713 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Portercare Adventist Health System | |||||||||||
| 6061 S Willow Drive | Greenwood Village | CO | 80111 | 840438224 | Operation of Hospitals & Related Services | CO | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Princeton Homecare Services LLC | |||||||||||
| 602 Courtland Street 310 | Orlando | FL | 32804 | 814196648 | Home Health Care Services | FL | 501(c)(3) | Line 10 | Princeton Prof Services Inc | Yes (1) | |
| Princeton Professional Services Inc | |||||||||||
| 601 E Rollins Street | Orlando | FL | 32803 | 591191045 | Provision of Healthcare Services | FL | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Quality Circle for Healthcare Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 263789368 | Healthcare Quality Services | FL | 501(c)(3) | Line 12a, I | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Redmond Park Hospital LLC | |||||||||||
| 501 Redmond Road NW | Rome | GA | 30165 | 581123037 | Operation of Hospital & Related Services | GA | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Resource Personnel Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 208040875 | Provide administrative support to tax exempt nursing homes | FL | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Rocky Mountain Adventist Hlthcare Foundation | |||||||||||
| 950 E Harvard Avenue Ste 230 | Denver | CO | 80210 | 840745018 | Fund-raising for Tax-exempt hospital | CO | 501(c)(3) | Line 7 | 0 | N/A | |
| Rollins Brook Community Care Corp | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 461656773 | Support Operation of Hospital | TX | 501(c)(3) | Line 12a, I | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| San Marcos Nursing & Rehab Center Inc | |||||||||||
| 1900 Medical Parkway | San Marcos | TX | 78666 | 205782224 | Inactive - In wind down | TX | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Hlth Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813914908 | Inactive - In wind down | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Health Care Inc | |||||||||||
| 6501 West 75th Street | Overland Park | KS | 66204 | 480952508 | Lease to Related Organization | KS | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Medical Center Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 480637331 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| South Pasco Health Care Properties Inc | |||||||||||
| 38250 A Avenue | Zephyrhills | FL | 33542 | 510605679 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Southeast Volusia Healthcare Corp | |||||||||||
| 401 Palmetto Street | New Smyrna Beach | FL | 32168 | 473793197 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Southwest Volusia Health Services Inc | |||||||||||
| 1055 Saxon Blvd | Orange City | FL | 32763 | 593281591 | Medical Office Building for Hospital | FL | 501(c)(3) | Line 12a, I | Southwest Volusia Hlthcare Corp | Yes (1) | |
| Southwest Volusia Healthcare Corp | |||||||||||
| 1055 Saxon Blvd | Orange City | FL | 32763 | 593149293 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Sunbelt Health & Rehab Center - Apopka Inc | |||||||||||
| 305 East Oak Street | Apopka | FL | 32703 | 205774856 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Sunbelt Health Care Centers Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 581473135 | Management Services | TN | 501(c)(3) | Line 12b, II | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Tarpon Springs Hospital Foundation Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 590898901 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | University Community Hospital Inc | Yes (1) | |
| Tarrant County Health Care Properties Inc | |||||||||||
| 301 Huguley Blvd | Burleson | TX | 76028 | 510605677 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| The Comforter Health Care Group Inc | |||||||||||
| 605 Montgomery Road | Altamonte Springs | FL | 32714 | 271857940 | Support Services to Related Hospice | FL | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Tri-County Nursing and Rehab Center Inc | |||||||||||
| 1290 Celebration Blvd | Kissimmee | FL | 34747 | 472219363 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| University Community Hospital Foundation Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 592554889 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| University Community Hospital Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 591113901 | Operation of Hospitals & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| West Florida Health Home Care Inc | |||||||||||
| 13601 Bruce B Downs Blvd Ste 110 | Tampa | FL | 33613 | 593686109 | Home Health Services | GA | 501(c)(3) | Line 10 | AdventHealth West Florida Ambulatory Services Inc | Yes (1) | |
| Zephyr Haven Health & Rehab Center Inc | |||||||||||
| 38250 A Avenue | Zephyrhills | FL | 33542 | 205774930 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Zephyrhills Health & Rehab Center Inc | |||||||||||
| 7350 Dairy Road | Zephyrhills | FL | 33540 | 205774967 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (16 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| AdventHealth Surgery Center Daytona Beach LLC | ||||||||||||||
| 103 Memorial Medical Pkwy Ste 300 | Daytona Beach | FL | 32117 | 922967648 | Surgery Center | FL | N/A | 0 | 0 | |||||
| AdventHealth Surgery Center Innovation Tower LLC | ||||||||||||||
| 265 E Rollins Street | Orlando | FL | 32804 | 882744377 | Surgery Center | FL | N/A | 0 | 0 | |||||
| Fletcher Hospital Surgical Ventures LLC | ||||||||||||||
| 9131 Anson Way Ste 304 | Raleigh | NC | 27615 | 861482646 | Indirect Interest in Surgery Center | NC | N/A | 0 | 0 | |||||
| Florida Hospital DMERT LLC | ||||||||||||||
| 500 Winderley Place Ste 324 | Maitland | FL | 32751 | 202392253 | Medical Equipment | FL | N/A | 0 | Yes (1) | |||||
| Florida Hospital Home Infusion LLP | ||||||||||||||
| 500 Winderley Place Ste 226 | Maitland | FL | 32751 | 593142824 | Home Infusion Services | FL | N/A | 0 | Yes (1) | |||||
| Functional Neurosurgical Ambulatory Surgery Ctr LLC | ||||||||||||||
| 11 W Dry Creek Circle 120 | Littleton | CO | 80120 | 464426708 | Surgery Center | CO | N/A | 0 | 0 | |||||
| M&O Orlando MOB I LLC | ||||||||||||||
| 1125 Sanctuary Parkway Ste 410 | Alpharetta | GA | 30009 | 844259138 | Operation of Medical Office Building | DE | 0 | 0 | Adventist Hlth SystemSunbelt Inc | Related | $5,936,797 | $97,438,263 | 0.93840 | |
| OnPoint OBGYN LLC | ||||||||||||||
| 7780 S Broadway 280 | Littleton | CO | 80122 | 873522453 | Healthcare Services | CO | N/A | 0 | 0 | |||||
| Orange City Surgical LLC | ||||||||||||||
| 1053 Medical Center Drive Ste 201 | Orange City | FL | 32763 | 208105013 | Surgery Center | FL | N/A | 0 | 0 | |||||
| PAHS OnPoint Imaging LLC | ||||||||||||||
| 9205 S Broadway | Highlands Ranch | CO | 80129 | 833275105 | Imaging Center | CO | N/A | 0 | 0 | |||||
| PAHS OnPoint Urgent Care LLC | ||||||||||||||
| 9100 E Mineral Circle | Centennial | CO | 80112 | 832465331 | Urgent Care Center | CO | N/A | 0 | 0 | |||||
| Surgery Center of Rome LP | ||||||||||||||
| 501 Redmond Road NW | Rome | GA | 30165 | 200390305 | Surgery Center | GA | N/A | 0 | 0 | |||||
| SCA - Alliance LLC | ||||||||||||||
| 569 Brookwood Village Ste 901 | Birmingham | AL | 35209 | 471807383 | Indirect Interest in Surgery Center | DE | N/A | 0 | 0 | |||||
| SCA-Central Florida LLC | ||||||||||||||
| 569 Brookwood Village Ste 901 | Birmingham | AL | 35209 | 471535510 | Indirect Interest in Surgery Center | DE | N/A | 0 | 0 | |||||
| The Bariatric Center of Kansas City LLC | ||||||||||||||
| 9100 W 74th Street | Merriam | KS | 66204 | 823025378 | Surgery Center | KS | N/A | 0 | 0 | |||||
| Urgent Care Centers of Brevard County LLC | ||||||||||||||
| 2600 Westhall Lane Ste 200 | Maitland | FL | 32751 | 844261523 | Urgent Care Centers | FL | 0 | Yes (1) | Adventist Hlth SystemSunbelt Inc | Related | $175,407 | $5,666,771 | 0.51000 | |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (21 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Entity TypeEntityTypeTxt | Controlled OrganizationControlledOrganizationInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| AdventHealth at Overland Park-College MOB Condominium Assoc | |||||||||||||
| 9119 W 74th Street Ste 260 | Merriam | KS | 66204 | 874353752 | Condo Association | KS | N/A | C | Yes (1) | ||||
| AdventHealth City Center North Owners' Assoc Inc (65-123123) | |||||||||||||
| 9119 W 74th Street Ste 260 | Merriam | KS | 66204 | 991471046 | Maintenance Association | KS | N/A | C | Yes (1) | ||||
| AdventHealth Primary Care Inc fka AH North Polk Inc | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 593231322 | Inactive | FL | N/A | C | Yes (1) | ||||
| AdventHealth Value Based Bundle Management LLC | |||||||||||||
| 2600 Lucien Way | Maitland | FL | 32751 | 873487910 | Medical Contracting and Billing | FL | N/A | C | Yes (1) | ||||
| Altamonte Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855792 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $150,527 | $1,827,712 | 0.67810 | |
| Apopka Medical Plaza Condominium Assoc Inc (11-123123) | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 593000857 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $2,430 | 1.00000 | ||
| Battle Creek Adventist Hospital | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 381359189 | Inactive | MI | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | 1.00000 | |||
| Florida Hospital Flagler Medical Offices Association Inc | |||||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 262158309 | Condo Association | FL | N/A | C | Yes (1) | ||||
| Florida Hosp Hlth Village Property Owner's Assoc Inc | |||||||||||||
| 550 E Rollins Street 7th Floor | Orlando | FL | 32803 | 821748255 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | 1.00000 | |||
| Florida Hospital Healthcare System Inc | |||||||||||||
| 2600 Lucien Way | Maitland | FL | 32751 | 593215680 | PHSO / CIN | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $105,734,063 | $53,980,654 | 1.00000 | |
| Florida Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855791 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $957,493 | $7,068,040 | 0.87990 | |
| Kissimmee Multispecialty Clinic Condominium Association Inc | |||||||||||||
| 201 Hilda Street Suite 30 | Kissimmee | FL | 34741 | 593539564 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $55,005 | $59,850 | 0.54400 | |
| Midwest Management Services Inc | |||||||||||||
| 9100 West 74th Street | Shawnee Mission | KS | 66204 | 480901551 | Inactive | KS | N/A | C | Yes (1) | ||||
| North American Health Services Inc & Sub | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 621041820 | Holding Co. | TN | N/A | C | Yes (1) | ||||
| Ormond Prof Associates Condo Assoc Inc (430 year end) | |||||||||||||
| 770 W Granada Blvd Ste 101 | Ormond Beach | FL | 32174 | 592694434 | Condo Association | FL | N/A | C | Yes (1) | ||||
| Park Ridge Property Owner's Association Inc | |||||||||||||
| 1 Park Place Naples Road | Fletcher | NC | 28732 | 030380531 | Condo Association | NC | N/A | C | Yes (1) | ||||
| Park Ridge Condominium #1 Unit Owners Association Inc | |||||||||||||
| 1 Park Place Naples Road | Fletcher | NC | 28732 | 010584623 | Condo Association | NC | N/A | C | Yes (1) | ||||
| Redmond Park Health Services Inc | |||||||||||||
| 501 Redmond Rd NW | Rome | GA | 30165 | 621330078 | Holding Company | GA | N/A | C | Yes (1) | ||||
| Surgicare of Rome Inc | |||||||||||||
| 501 Redmond Rd NW | Rome | GA | 30165 | 200376307 | Holding Company | GA | N/A | C | Yes (1) | ||||
| The Garden Retirement Community Inc | |||||||||||||
| 485 North Keller Road Ste 250 | Maitland | FL | 32751 | 593414055 | Real Estate Rental | FL | N/A | C | Yes (1) | ||||
| Winter Park Medical Office Building I Condo Assoc Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 452228478 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $163,421 | $342,153 | 0.51580 | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | Yes (1) | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | Yes (1) | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (1) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (1) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (1) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | Yes (1) | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (1) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (1) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (1) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (1) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (97 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| AdventHealth Foundation Inc | ||
| A | $548,002 | FMV |
| AdventHealth University Inc | ||
| A | $3,414,737 | FMV |
| Florida Hospital Medical Group Inc | ||
| A | $20,951,985 | FMV |
| Florida Hospital Physician Group Inc | ||
| A | $489 | FMV |
| Florida Radiology Imaging at Lake Mary LLC | ||
| A | $1,550,174 | FMV |
| Hospice of the Comforter Inc | ||
| A | $226,095 | FMV |
| Memorial Health Systems Inc | ||
| A | $28,011 | FMV |
| Princeton Homecare Services LLC | ||
| A | $66,100 | FMV |
| Princeton Professional Services Inc | ||
| A | $1,396 | FMV |
| AdventHealth Foundation Inc | ||
| B | $1,110,493 | Actual Amount Given |
| Adventist Care Centers - Courtland Inc | ||
| B | $447,425 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| B | $70,377,228 | Actual Amount Given |
| East Orlando Health & Rehab Center Inc | ||
| B | $1,485,742 | Actual Amount Given |
| FLNC Inc | ||
| B | $4,688,825 | Actual Amount Given |
| Sunbelt Health & Rehab Center - Apopka Inc | ||
| B | $440,775 | Actual Amount Given |
| AdventHealth Foundation Inc | ||
| C | $10,421,905 | Actual Amount Received |
| Florida Hospital Medical Group Inc | ||
| J | $79,579 | FMV |
| AdventHealth University Inc | ||
| K | $3,331,729 | FMV |
| Florida Hospital Medical Group Inc | ||
| K | $104,272 | FMV |
| Hospice of the Comforter Inc | ||
| K | $488,825 | FMV |
| AdventHealth Foundation Inc | ||
| L | $4,756,598 | Cost Plus Appropriate % |
| AdventHealth Polk North Inc | ||
| L | $54,129 | Cost Plus Appropriate % |
| Fletcher Hospital Inc | ||
| L | $139,105 | Cost Plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| L | $98,212 | Cost Plus Appropriate % |
| Florida Hospital Waterman Inc | ||
| L | $76,846 | Cost Plus Appropriate % |
| Memorial Health Systems Inc | ||
| L | $109,879 | Cost Plus Appropriate % |
| Memorial Hospital Flagler Inc | ||
| L | $53,983 | Cost Plus Appropriate % |
| Shawnee Mission Medical Center Inc | ||
| L | $810,182 | Cost Plus Appropriate % |
| Southwest Volusia Healthcare Corporation | ||
| L | $56,962 | Cost Plus Appropriate % |
| Urgent Care Centers of Brevard County LLC | ||
| L | $1,007,296 | Cost Plus Appropriate % |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| M | $132,933,712 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation dba AIT | ||
| M | $210,214,615 | % of Facility's Operating Exp |
| Florida Hospital Medical Group Inc | ||
| M | $345,014,255 | % of Facility's Operating Exp |
| AdventHealth Foundation Inc | ||
| N | $351,586 | Cost Plus Appropriate % |
| AdventHealth Polk North Inc | ||
| P | $2,581,227 | Cost |
| AdventHealth Polk South Inc | ||
| P | $442,311 | Cost |
| AdventHealth Senior Care Inc | ||
| P | $475,220 | Cost |
| AdventHealth University Inc | ||
| P | $25,105,208 | Cost |
| AdventHealth West Florida Ambulatory Services Inc | ||
| P | $2,908,258 | Cost |
| Adventist Care Centers - Courtland Inc | ||
| P | $515,849 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| P | $241,601,991 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation dba AIT | ||
| P | $1,875,963 | Cost |
| East Orlando Health & Rehab Center Inc | ||
| P | $1,758,518 | Cost |
| Fletcher Hospital Inc | ||
| P | $230,987 | Cost |
| FLNC Inc | ||
| P | $5,614,642 | Cost |
| Florida Hospital Dade City Inc | ||
| P | $52,484 | Cost |
| Florida Hospital Healthcare Partners Inc | ||
| P | $1,494,709 | Cost |
| Florida Hospital Healthcare System Inc | ||
| P | $33,817,735 | Cost |
| Florida Hospital Medical Group Inc | ||
| P | $344,586,823 | Cost |
| Florida Hospital Ocala Inc | ||
| P | $483,996 | Cost |
| Florida Hospital Physician Group Inc | ||
| P | $64,925 | Cost |
| Florida Hospital Waterman Inc | ||
| P | $3,698,674 | Cost |
| Florida Hospital Zephyrhills Inc | ||
| P | $209,641 | Cost |
| Florida Radiology Imaging at Lake Mary LLC | ||
| P | $7,262,909 | Cost |
| Hospice of the Comforter Inc | ||
| P | $1,301,245 | Cost |
| Memorial Health Systems Inc | ||
| P | $44,114,754 | Cost |
| Memorial Hospital Flagler Inc | ||
| P | $3,403,423 | Cost |
| Memorial Hospital-West Volusia Inc | ||
| P | $1,483,063 | Cost |
| Pasco-Pinellas Hillsborough Community Health System Inc | ||
| P | $723,361 | Cost |
| Princeton Professional Services Inc | ||
| P | $335,112 | Cost |
| Shawnee Mission Medical Center Inc | ||
| P | $260,975 | Cost |
| Southeast Volusia Healthcare Corporation | ||
| P | $1,159,512 | Cost |
| Southwest Volusia Healthcare Corporation | ||
| P | $1,820,502 | Cost |
| Sunbelt Health & Rehab Center - Apopka Inc | ||
| P | $538,292 | Cost |
| Tarpon Springs Hospital Foundation Inc | ||
| P | $50,737 | Cost |
| University Community Hospital Inc | ||
| P | $15,339,713 | Cost |
| Urgent Care Centers of Brevard County LLC | ||
| P | $334,115 | Cost |
| AdventHealth Polk North Inc | ||
| Q | $5,386,842 | Cost |
| AdventHealth Polk South Inc | ||
| Q | $1,250,560 | Cost |
| AdventHealth Riverview Inc | ||
| Q | $241,801 | Cost |
| AdventHealth Senior Care Inc | ||
| Q | $9,139,599 | Cost |
| AdventHealth University Inc | ||
| Q | $23,030,108 | Cost |
| AdventHealth West Florida Ambulatory Services Inc | ||
| Q | $2,900,920 | Cost |
| Fletcher Hospital Inc | ||
| Q | $1,354,584 | Cost |
| Florida Hospital Healthcare Partners Inc | ||
| Q | $1,493,892 | Cost |
| Florida Hospital Healthcare System Inc | ||
| Q | $37,374,092 | Cost |
| Florida Hospital Medical Group Inc | ||
| Q | $4,419,961 | Cost |
| Florida Hospital Ocala Inc | ||
| Q | $492,093 | Cost |
| Florida Hospital Waterman Inc | ||
| Q | $4,746,666 | Cost |
| Florida Hospital Zephyrhills Inc | ||
| Q | $189,762 | Cost |
| Florida Radiology Imaging at Lake Mary LLC | ||
| Q | $32,939,602 | Cost |
| Hospice of the Comforter Inc | ||
| Q | $1,048,410 | Cost |
| Memorial Health Systems Inc | ||
| Q | $23,032,858 | Cost |
| Memorial Hospital Flagler Inc | ||
| Q | $4,630,476 | Cost |
| Memorial Hospital-West Volusia Inc | ||
| Q | $2,588,017 | Cost |
| Pasco-Pinellas Hillsborough Community Health System Inc | ||
| Q | $234,882 | Cost |
| Princeton Professional Services Inc | ||
| Q | $704,272 | Cost |
| Shawnee Mission Medical Center Inc | ||
| Q | $3,863,189 | Cost |
| Southeast Volusia Healthcare Corporation | ||
| Q | $2,413,591 | Cost |
| Southwest Volusia Healthcare Corporation | ||
| Q | $2,466,141 | Cost |
| Tarpon Springs Hospital Foundation Inc | ||
| Q | $51,308 | Cost |
| University Community Hospital Inc | ||
| Q | $1,727,644 | Cost |
| Urgent Care Centers of Brevard County LLC | ||
| Q | $4,887,444 | Cost |
| West Florida Health Home Care Inc | ||
| Q | $106,145 | Cost |
| West Florida Health Home Care Inc | ||
| R | $1,100,170 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| S | $166,915,977 | Actual Amount Received |
| Urgent Care Centers of Brevard County LLC | ||
| S | $233,861 | Actual Amount Received |