ADVENTIST HEALTH SYSTEM SUNBELT INC: Form 990, tax year 2018
View the entire original 990 at ProPublica ↗
- Organization
- ADVENTIST HEALTH SYSTEM SUNBELT INC (EIN 59-1479658)
- Tax period
- 2018-01-01 to 2018-12-31
- Filed
- 2019-11-15
- IRS object ID
- 201943199349313839
- Schema version
- 2018v3.1
- 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 K
- Schedule L
- Schedule M
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2019-11-15T15:07:29-06:00 | ReturnTs |
| Tax Period End | 2018-12-31 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2018-01-01 | 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 | 2019-11-15 | SignatureDt |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 204.139.85.142 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IP | 2019-11-15 | IPDt |
| IP Tm | 14:38:51 | IPTm |
| IP Timezone | ES | IPTimezoneCd |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | DA39A3EE5E6B4B0D3255BFEF95601890AFD80709 | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | D3B0FA8F46BE33589AD20F8A51A7DE0DA87648FF | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2018 | TaxYr |
| Build TS | 2020-03-31 21:24:44Z | 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 | $4,460,901,332 | 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 | 24 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 18 | VotingMembersIndependentCnt |
| Total Employee | 30105 | TotalEmployeeCnt |
| Total Volunteers | 2690 | TotalVolunteersCnt |
| Total Gross UBI | $20,618,673 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $2,712,965 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $8,151,058 | PYContributionsGrantsAmt |
| CY Contributions Grants | $21,817,289 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $3,957,886,944 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $4,331,317,719 | CYProgramServiceRevenueAmt |
| PY Investment Income | $97,989,302 | PYInvestmentIncomeAmt |
| CY Investment Income | $60,971,258 | CYInvestmentIncomeAmt |
| PY Other Revenue | $17,140,925 | PYOtherRevenueAmt |
| CY Other Revenue | $12,307,248 | CYOtherRevenueAmt |
| PY Total Revenue | $4,081,168,229 | PYTotalRevenueAmt |
| CY Total Revenue | $4,426,413,514 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $22,313,459 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $23,222,174 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $1,614,161,414 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $1,682,310,367 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $1,909,064,016 | PYOtherExpensesAmt |
| CY Other Expenses | $2,170,733,626 | CYOtherExpensesAmt |
| PY Total Expenses | $3,545,538,889 | PYTotalExpensesAmt |
| CY Total Expenses | $3,876,266,167 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $535,629,340 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $550,147,347 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $7,633,849,846 | TotalAssetsBOYAmt |
| Total Assets EOY | $8,117,641,825 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $3,932,136,691 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $4,036,105,065 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $3,701,713,155 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $4,081,536,760 | 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 | $3,514,646,643 | ExpenseAmt |
| Grant | $23,222,174 | GrantAmt |
| Revenue | $4,320,598,762 | RevenueAmt |
| Desc | Operation of 11 acute care hospitals with 148,887 patient admissions, 741,423 patient days and 1,417,169 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 | $3,514,646,643 | 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 |
| Temp Or Permanent Endowments | Yes (1) | TempOrPermanentEndowmentsInd |
| 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 | Yes (1) | 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 With Officer Ent | 0 | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | Yes (1) | 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 | 1525 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 30105 | 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 | 0 | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | 0 | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 24 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 18 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | 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 (48 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Thurber Gary F | ||||||||||
| Chairman/Director | 2.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Aguilera Ronald | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,645 | $0 | ||||
| Brown-Fraser PhD Sherine | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,595 | $0 | ||||
| Carlson Ronald | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,645 | $0 | ||||
| Cauley DMin Michael F | ||||||||||
| Director (end 4/18) | 1.00 | 3.00 | Yes (X) | $0 | $200 | $0 | ||||
| Craig Carlos | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,545 | $0 | ||||
| Davidson James R | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $82 | $2,395 | $0 | ||||
| Griffith Jr Buford | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,295 | $0 | ||||
| Haffner PhD Randall L | ||||||||||
| Director (end 9/18) | 1.00 | 50.00 | Yes (X) | $0 | $2,960,838 | $312,821 | ||||
| Houmann Lars D | ||||||||||
| Director | 1.00 | 50.00 | Yes (X) | $0 | $3,072,554 | $322,348 | ||||
| Jernigan Donald L | ||||||||||
| Director (beg 9/18) | 1.00 | 18.00 | Yes (X) | $0 | $413,513 | $16,296 | ||||
| Johnson MD Mark | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,645 | $0 | ||||
| Machado Allan | ||||||||||
| Director (beg 6/18) | 1.00 | 3.00 | Yes (X) | $82 | $1,345 | $0 | ||||
| Moore MDiv Larry R | ||||||||||
| Vice Chairman/Director | 2.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Page John | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Peoples Troy K | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Poenitz Steven N | ||||||||||
| Director (beg 4/18) | 1.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Rathbun Paul | ||||||||||
| Director (beg 9/18)/CFO | 1.00 | 50.00 | Yes (X) | $0 | $1,706,765 | $242,345 | Yes (X) | |||
| Robinson Randy | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $82 | $2,395 | $0 | ||||
| Scott Glynn CW | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,295 | $0 | ||||
| Shaw EdD Kenneth | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,645 | $0 | ||||
| Shaw Terry D | ||||||||||
| Dir/President/CEO | 1.00 | 50.00 | Yes (X) | $0 | $4,099,943 | $395,129 | Yes (X) | |||
| Smith DMin PhD Ron C | ||||||||||
| Vice Chairman/Sec/Dir | 2.00 | 3.00 | Yes (X) | $82 | $2,395 | $0 | ||||
| Tol Daryl L | ||||||||||
| Dir (end 9/18)/CEO Centr FL Division | 50.00 | 1.00 | Yes (X) | $0 | $1,808,679 | $264,775 | ||||
| Valentine II MDiv Maurice R | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Webb Gil | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,395 | $0 | ||||
| Werner Thomas L | ||||||||||
| Director | 1.00 | 3.30 | Yes (X) | $0 | $4,183 | $0 | ||||
| Bradley Kenneth W | ||||||||||
| SEO/SW Mkt & Adm AH Celebr(end 2/18) | 50.00 | 0.00 | $0 | $741,165 | $31,781 | Yes (X) | ||||
| Cook Timothy W | ||||||||||
| CEO AH Alt & West Orange (beg 2/18) | 50.00 | 0.00 | $0 | $691,320 | $78,717 | Yes (X) | ||||
| Dodds Sheryl D | ||||||||||
| Chief People Off Centr FL Div South Re | 50.00 | 0.00 | $0 | $689,197 | $29,639 | Yes (X) | ||||
| Goodman Todd A | ||||||||||
| CFO Central FL Division | 50.00 | 0.00 | $0 | $1,792,349 | $144,021 | Yes (X) | ||||
| Harcombe Douglas W | ||||||||||
| CEO AH Celebration & South Mkt | 50.00 | 0.00 | $0 | $622,646 | $106,634 | Yes (X) | ||||
| Hilliard Douglas W | ||||||||||
| Sr VP/Sr Finance Officer AH Orlando | 50.00 | 0.00 | $0 | $740,025 | $125,861 | Yes (X) | ||||
| Moorhead MD John David | ||||||||||
| Chief Clinical Off Centr FL Div South R | 50.00 | 0.00 | $0 | $1,100,178 | $45,987 | Yes (X) | ||||
| Owen Terry R | ||||||||||
| SVP Amb Services Centr FL Div South | 50.00 | 0.00 | $0 | $746,942 | $95,876 | Yes (X) | ||||
| Reed MD Monica P | ||||||||||
| SEO/Care Innov Cent FL Div(end 3/18) | 50.00 | 0.00 | $0 | $963,999 | $134,148 | Yes (X) | ||||
| Stevens Eric A | ||||||||||
| CEO Orl/AH Women/Acute Care Srv South | 50.00 | 0.00 | $0 | $2,092,533 | $143,308 | Yes (X) | ||||
| Thompson Michael J | ||||||||||
| CEO Integrated Hlth Serv Centr FL South | 50.00 | 0.00 | $0 | $620,461 | $122,866 | Yes (X) | ||||
| Zbaraschuk Amy L | ||||||||||
| Sr VP/Sr Finance Off Central FL Div ision | 50.00 | 0.00 | $0 | $630,804 | $107,186 | Yes (X) | ||||
| Silvestry MD Scott | ||||||||||
| Physician/Director AH Thoracic Transplant | 95.00 | 0.00 | $2,233,390 | $0 | $33,455 | Yes (X) | ||||
| Davis Jr MD Robert Duane | ||||||||||
| Physician/Director AH Cardiovascular Institute | 70.00 | 0.00 | $1,543,348 | $0 | $14,849 | Yes (X) | ||||
| Botta MD Donald | ||||||||||
| Physician/Director AH Heart Transplant | 70.00 | 0.00 | $1,191,694 | $0 | $37,085 | Yes (X) | ||||
| Shimshak MD Thomas M | ||||||||||
| Physician | 50.00 | 0.00 | $985,514 | $0 | $21,256 | Yes (X) | ||||
| Shakar MD Simon F | ||||||||||
| Physician AH Transplant Cardiologist | 70.00 | 0.00 | $936,965 | $0 | $35,139 | Yes (X) | ||||
| Banks David P | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,385,185 | $179,844 | Yes (X) | ||||
| Hagensicker Janice K | ||||||||||
| Former Key Employee | 50.00 | 0.00 | $0 | $902,321 | $54,151 | Yes (X) | ||||
| Paradis J Brian | ||||||||||
| Former Key Employee | 0.00 | 0.00 | $0 | $767,543 | $36,523 | Yes (X) | ||||
| Soler Eddie | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,502,312 | $183,336 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $6,891,239 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $30,095,260 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $3,315,376 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 1658 | 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 | |||||
| 941 W Morse Blvd Suite 200 | Winter Park | FL | 32789 | Design and Construction Services | $62,125,056 |
| Brown Parker & Demarinis Advertising In | |||||
| 1825 NW Corporate Blvd Suite 250 | Boca Raton | FL | 33431 | Advertising Services | $23,154,948 |
| PWC Holdings No 21 LLC DBA | |||||
| PO Box 932011 | Atlanta | GA | 31193 | Consulting Services | $16,759,043 |
| Crothall Healthcare Inc | |||||
| 13028 Collection Center Dr | Chicago | IL | 60693 | Environmental Services | $8,600,923 |
| WG Yates & Sons Construction Company | |||||
| 22 Century Blvd Suite 140 | Nashville | TN | 37214 | Design and Construction Services | $7,782,675 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 459 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $19,161,533 | RelatedOrganizationsAmt |
| Government Grants | $2,339,534 | GovernmentGrantsAmt |
| All Other Contributions | $316,222 | AllOtherContributionsAmt |
| Total Contributions | $21,817,289 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Revenue | 622110 | $4,256,571,744 | $4,243,501,145 | $13,070,599 |
| Cafeteria/Vending Rev. | 622110 | $19,252,165 | $18,912,773 | $339,392 |
| Rent from Exempt Affiliates | 622110 | $17,011,954 | $17,011,954 | |
| Research | 622110 | $8,884,122 | $8,884,122 | |
| Gift Shop | 622110 | $6,761,477 | $6,731,089 | $30,388 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $22,836,257 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $16,030,274 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $6,805,983 | UnrelatedBusinessRevenueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $4,331,317,719 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $89,415,199 | TotalRevenueColumnAmt |
| Exclusion | $89,415,199 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$51,288 | TotalRevenueColumnAmt |
| Exclusion | -$51,288 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $233,639 | TotalRevenueColumnAmt |
| Exclusion | $233,639 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,361,862 | RealAmt |
| Personal | $278,098 | PersonalAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $1,052,410 | RealAmt |
| Personal | $41,346 | PersonalAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,309,452 | RealAmt |
| Personal | $236,752 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,546,204 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $372,311 | UnrelatedBusinessRevenueAmt |
| Exclusion | $2,173,893 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $5,001,409 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $29,395,564 | SecuritiesAmt |
| Other | $3,998,498 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | -$29,395,564 | SecuritiesAmt |
| Other | $1,002,911 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$28,392,653 | TotalRevenueColumnAmt |
| Exclusion | -$28,392,653 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| Equity earnings from related enti | 622110 | $9,991,004 | $9,991,004 |
| EHR Revenue | 622110 | $268,965 | $268,965 |
| Investment in Subs | 622110 | -$732,564 | -$732,564 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $9,527,405 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,426,413,514 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $4,320,598,762 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $20,618,673 | UnrelatedBusinessRevenueAmt |
| Exclusion | $63,378,790 | 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 | $22,870,213 | TotalAmt |
| Program Services | $22,870,213 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $351,961 | TotalAmt |
| Program Services | $351,961 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $14,671,097 | TotalAmt |
| Management And General | $14,671,097 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,238,287,209 | TotalAmt |
| Program Services | $1,225,830,810 | ProgramServicesAmt |
| Management And General | $12,456,399 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $49,843,762 | TotalAmt |
| Program Services | $48,841,502 | ProgramServicesAmt |
| Management And General | $1,002,260 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $284,965,146 | TotalAmt |
| Program Services | $275,228,875 | ProgramServicesAmt |
| Management And General | $9,736,271 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $94,543,153 | TotalAmt |
| Program Services | $92,593,445 | ProgramServicesAmt |
| Management And General | $1,949,708 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,851,440 | TotalAmt |
| Management And General | $3,851,440 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $753,649 | TotalAmt |
| Management And General | $753,649 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $15,038,427 | TotalAmt |
| Management And General | $15,038,427 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $469,893,011 | TotalAmt |
| Program Services | $407,915,651 | ProgramServicesAmt |
| Management And General | $61,977,360 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $43,944,621 | TotalAmt |
| Management And General | $43,944,621 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $104,711,315 | TotalAmt |
| Program Services | $80,324,413 | ProgramServicesAmt |
| Management And General | $24,386,902 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $122,553,017 | TotalAmt |
| Program Services | $103,449,726 | ProgramServicesAmt |
| Management And General | $19,103,291 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $75,613,100 | TotalAmt |
| Program Services | $75,613,100 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,730,677 | TotalAmt |
| Program Services | $3,462,022 | ProgramServicesAmt |
| Management And General | $2,268,655 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,830,943 | TotalAmt |
| Program Services | $925,523 | ProgramServicesAmt |
| Management And General | $905,420 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $37,578,787 | TotalAmt |
| Program Services | $37,578,787 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $210,744,447 | TotalAmt |
| Program Services | $210,744,447 | ProgramServicesAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $48,378,348 | TotalAmt |
| Program Services | $47,348,122 | ProgramServicesAmt |
| Management And General | $1,030,226 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $686,329,635 | $686,329,635 | |
| Assessments | $105,169,038 | $105,169,038 | |
| Repairs/Maintenance | $68,168,722 | $68,168,722 | |
| UBI Tax | $266,886 | $266,886 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $170,177,563 | TotalAmt |
| Program Services | $21,900,651 | ProgramServicesAmt |
| Management And General | $148,276,912 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,876,266,167 | TotalAmt |
| Program Services | $3,514,646,643 | ProgramServicesAmt |
| Management And General | $361,619,524 | 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 | $112,111 | BOYAmt |
| EOY | $101,384 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,380,510,462 | BOYAmt |
| EOY | $2,749,161,344 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $583,715,210 | BOYAmt |
| EOY | $547,174,284 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $97,774,739 | BOYAmt |
| EOY | $95,583,705 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $25,899,800 | BOYAmt |
| EOY | $34,710,051 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $4,812,476,116 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $2,313,040,689 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,363,552,306 | BOYAmt |
| EOY | $2,499,435,427 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,841,768 | BOYAmt |
| EOY | $6,023,522 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $30,533,805 | BOYAmt |
| EOY | $29,516,663 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,144,909,645 | BOYAmt |
| EOY | $2,155,935,445 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,633,849,846 | BOYAmt |
| EOY | $8,117,641,825 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $307,014,344 | BOYAmt |
| EOY | $338,721,594 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,272,066,774 | BOYAmt |
| EOY | $3,370,428,808 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $353,055,573 | BOYAmt |
| EOY | $326,954,663 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,932,136,691 | BOYAmt |
| EOY | $4,036,105,065 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,700,264,912 | BOYAmt |
| EOY | $4,080,199,116 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,448,243 | BOYAmt |
| EOY | $1,337,644 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,701,713,155 | BOYAmt |
| EOY | $4,081,536,760 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,633,849,846 | BOYAmt |
| EOY | $8,117,641,825 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $550,147,347 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$118,989,035 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$51,334,707 | 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 | Yes (1) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $3,295 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $139,700 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $142,995 | 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 reimbursed traveling expenses and paid dues to the American Hospital Association, Florida Hospital Association, Texas Hospital Association, and Association of Organ Procurement 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 | $19,274,406 | BeginningYearBalanceAmt |
| Contributions | $100,000 | ContributionsAmt |
| Investment Earnings Or Losses | $1,099,218 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $1,711 | OtherExpendituresAmt |
| End Year Balance | $20,471,913 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $19,390,999 | BeginningYearBalanceAmt |
| Contributions | $166,685 | ContributionsAmt |
| Investment Earnings Or Losses | $1,051,467 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $9,029 | OtherExpendituresAmt |
| End Year Balance | $20,600,122 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $19,118,543 | BeginningYearBalanceAmt |
| Contributions | $568,450 | ContributionsAmt |
| Investment Earnings Or Losses | $277,615 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $573,609 | OtherExpendituresAmt |
| End Year Balance | $19,390,999 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $18,008,913 | BeginningYearBalanceAmt |
| Contributions | $530,000 | ContributionsAmt |
| Investment Earnings Or Losses | $911,157 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $331,527 | OtherExpendituresAmt |
| End Year Balance | $19,118,543 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $17,037,065 | BeginningYearBalanceAmt |
| Investment Earnings Or Losses | $976,037 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $344,211 | OtherExpendituresAmt |
| End Year Balance | $17,668,891 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.92930 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.07070 | 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 | $243,058,653 | OtherCostOrOtherBasisAmt |
| Book Value | $243,058,653 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,587,838,488 | OtherCostOrOtherBasisAmt |
| Depreciation | $657,041,916 | DepreciationAmt |
| Book Value | $930,796,572 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $2,665,769,714 | OtherCostOrOtherBasisAmt |
| Depreciation | $1,603,655,828 | DepreciationAmt |
| Book Value | $1,062,113,886 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $315,809,261 | OtherCostOrOtherBasisAmt |
| Depreciation | $52,342,945 | DepreciationAmt |
| Book Value | $263,466,316 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $2,499,435,427 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (7 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Funds Held in Trust | $2,695,383 |
| Due From Related Parties and Affiliates | $60,762,190 |
| Long-term Investments | $94,372,537 |
| Other Non-Current Assets | $47,257,921 |
| Receivable - Interco Alloc of Tax-Exempt Bond Proceeds | $1,903,492,518 |
| Receivable from Third Party | $47,354,796 |
| Board Designated Funds | $100 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $2,155,935,445 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (6 entries)
| DescDesc | AmtAmt |
|---|---|
| Payable to Third Party | $59,984,093 |
| Due to Related-Affiliated Entities | $147,512,976 |
| Other Current Liabilities | $10,789,346 |
| Other Non-Current Liabilities | $108,236,707 |
| Notes and Loans Payable | $58,981 |
| Leases Payable | $372,560 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $326,954,663 | 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, line 1a, column (a) Current year - Explanation for change in opening balance: During 2018, it was determined that an Endowment in the amount of $1,325,716 received prior to 2018 should be reclassified from permanent endowment to a temporarily restricted asset. Part V, line 1a, column (c) Three years back - Explanation for change in opening balance: During year 2015, it came to the attention of the Foundation's management that an Endowment in the amount of $340,022 was mistakenly misclassified as of December 31, 2014. As a result, the Foundation restated beginning board-designated endowment funds in its 2015 tax year. Part V, line 1c, column (b) Two years back - During 2016, the Foundation agreed to a modification of a donor's endowment agreement, which resulted in an impairment of $722,928. This amount was netted with the Foundation's 2016 investment return. |
| 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. All taxable income was fully offset by net operating loss carryforwards for federal income tax purposes; as such, there is no provision for current federal or state income tax for the years ended December 31, 2018 and 2017. NAHS also has temporary deductible differences of approximately $53,000 and $55,700 at December 31, 2018 and 2017, respectively, primarily as a result of net operating loss carryforwards. At December 31, 2018, NAHS had net operating loss carryforwards of approximately $54,500, expiring beginning in 2022 through 2026. Deferred taxes have been provided for these amounts, resulting in a net deferred tax asset of approximately $13,400 and $14,100 at December 31, 2018 and 2017, respectively. NAHS remeasured its deferred tax assets and liabilities based on the rates at which they are expected to reverse in the future, which is generally 21%. A full valuation allowance has been provided at December 31, 2018 and 2017 to offset the deferred tax asset, since Healthcare Corporation has determined that it is more likely than not that the benefit of the net operating loss carryforwards will not be realized in future years. The Income Taxes Topic of the ASC (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, 2018 and 2017. On December 22, 2017, the United States enacted tax reform legislation commonly known as the Tax Cuts and Jobs Act (Act), resulting in significant modifications to existing law. Certain provisions will impact tax-exempt organizations, including revisions to taxes on unrelated business activities, excise taxes on compensation of certain employees, and various other provisions. The regulations necessary to implement the law have not yet been promulgated, and the ultimate outcome of these regulations and the impact to the System cannot be determined presently. The System will continue to review and assess the impact of the legislation to the consolidated financial statements, but does not expect that the impact will be significant. |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | 0 | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (18 entries)
| RegionRegionTxt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt | Specific Services ProvidedSpecificServicesProvidedTxt |
|---|---|---|---|
| Central America and the Caribbean | Grantmaking | $138,601 | |
| Central America and the Caribbean | Meetings | $11,349 | |
| Central America and the Caribbean | Program Services | $415,350 | Mission Trips |
| Central America and the Caribbean | Speakers | $560 | |
| East Asia and the Pacific | Meetings | $57,886 | |
| East Asia and the Pacific | Program Services | $127,860 | Mission Trips |
| Europe (including Iceland and Greenland) | Meetings | $80,025 | |
| Middle East and North Africa | Program Services | $6,167 | Mission Trips |
| Middle East and North Africa | Speakers | $5,737 | |
| North America (which includes Canada and Mexico, but not the U.S.) | Meetings | $983 | |
| North America (which includes Canada and Mexico, but not the U.S.) | Program Services | $102,380 | Mission Trips |
| North America (which includes Canada and Mexico, but not the U.S.) | Speakers | $1,722 | |
| South America | Grantmaking | $32,305 | |
| South America | Program Services | $337,806 | Medical/Dental Clinics, Mission Trips |
| South America | Speakers | $295 | |
| South Asia | Meetings | $4,236 | |
| Sub-Saharan Africa | Grantmaking | $173,260 | |
| Sub-Saharan Africa | Program Services | $230,929 | Mission Trips |
| 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 | $837,798 | SubtotalSpentAmt |
| Continuation Spent | $889,653 | ContinuationSpentAmt |
| Total Spent | $1,727,451 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (10 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceAmt | Description Of Non Cash AsstDescriptionOfNonCashAsstTxt | Valuation Method UsedValuationMethodUsedDesc |
|---|---|---|---|---|---|
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $37,838 | Medical Equipment | Other |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $40,330 | Medical Equipment | Other |
| South America | Medical Supplies or Equipment | $0 | $11,265 | Medical Equipment | Other |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $6,913 | Medical Equipment | Other |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $27,342 | Medical Equipment | Other |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $5,084 | Medical Equipment | Other |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $6,564 | Medical Equipment | Other |
| South America | Medical Supplies or Equipment | $0 | $21,040 | Medical Equipment | Other |
| Central America and the Caribbean | General Support | $0 | $10,980 | Other | Other |
| Sub-Saharan Africa | General Support | $173,160 | $0 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Transfer To Foreign Corp | 0 | 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 | 0 | FPGReferenceDiscountedCareInd |
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | 0 | ExpensesExceedBudgetInd |
| 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 | $213,150,203 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $213,150,203 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05500 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $585,872,241 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $369,540,088 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $216,332,153 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05580 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $799,022,444 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $369,540,088 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $429,482,356 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11080 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $28,232,707 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $98,060 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $28,134,647 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00730 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $45,378,187 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,573,937 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $35,804,250 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00920 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,755,737 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $2,066,304 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $689,433 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $16,314,180 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $16,314,180 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00420 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $92,680,811 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,738,301 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $80,942,510 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02090 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $891,703,255 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $381,278,389 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $510,424,866 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.13170 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $29,850,799 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,593,505 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $20,257,294 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00520 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $499,239 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $2,155 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $497,084 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $126,550 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $126,550 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $30,476,588 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,595,660 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $20,880,928 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00530 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $186,790,830 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $6,377,642 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $735,142,171 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $832,241,053 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$97,098,882 | 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 (3 entries)
| Primary ActivitiesPrimaryActivitiesTxt | Org Profit Or OwnershipOrgProfitOrOwnershipPct | Ofcr Etc Profit Or OwnershipOfcrEtcProfitOrOwnershipPct | Physicians Profit Or OwnershipPhysiciansProfitOrOwnershipPct |
|---|---|---|---|
| 1 San Marcos MRI LP | |||
| Imaging Center | 0.60000 | 0.00000 | 0.40000 |
| 2 Central Texas Ambulatory Endoscopy | |||
| Endoscopy Center | 0.18800 | 0.00000 | 0.81200 |
| 3 Surgery Management Associates of Kissimmee LLC | |||
| Management/Admin | 0.30000 | 0.00000 | 0.70000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 11 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (11 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 | |||||||||||||||
| 1 | 601 E Rollins Street | Orlando | FL | 32803 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Therapy Center, EPS Cath Lab | A | |
| AdventHealth Altamonte Springs | |||||||||||||||
| 2 | 601 E Altamonte Drive | Altamonte Springs | FL | 32701 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Cancer Center, Therapy | A | |||
| AdventHealth Celebration | |||||||||||||||
| 3 | 400 Celebration Place | Celebration | FL | 34747 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Therapy Center | A | |||
| AdventHealth East Orlando | |||||||||||||||
| 4 | 7727 Lake Underhill Road | Orlando | FL | 32822 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| AdventHealth Winter Park | |||||||||||||||
| 5 | 200 N Lakemont Avenue | Winter Park | FL | 32792 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| AdventHealth Kissimmee | |||||||||||||||
| 6 | 2450 North Orange Blossom Trail | Kissimmee | FL | 34744 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| AdventHealth Sebring | |||||||||||||||
| 7 | 4200 Sun N Lake Blvd | Sebring | FL | 33825 | www.adventhealth.com/hospital/adventh | 4171 | Yes (X) | Yes (X) | Yes (X) | B | |||||
| AdventHealth Apopka | |||||||||||||||
| 8 | 2100 Ocoee-Apopka Road | Apopka | FL | 32703 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Central Texas Medical Center | |||||||||||||||
| 9 | 1301 Wonder World Drive | San Marcos | TX | 78666 | www.ctmc.org | 000556 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| AdventHealth Wauchula | |||||||||||||||
| 10 | 735 S 5th Avenue | Wauchula | FL | 33873 | www.adventhealth.com/hospital/adventh | 4239 | Yes (X) | Yes (X) | Yes (X) | Skilled Nursing | A | Yes (X) | |||
| AdventHealth Lake Placid | |||||||||||||||
| 11 | 1210 US Highway 27 North | Lake Placid | FL | 33852 | www.adventhealth.com/hospital/adventh | 4171 | Yes (X) | Yes (X) | Yes (X) | Senior Behavioral Unit, Outpatient Physical Therapy | B | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (2 entries)
| First Licensed CY Or PYFirstLicensedCYOrPYInd | Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd | CHNA ConductedCHNAConductedInd | Community DefinitionCommunityDefinitionInd | Community DemographicsCommunityDemographicsInd | Existing ResourcesExistingResourcesInd | How Data ObtainedHowDataObtainedInd | Community Health NeedsCommunityHealthNeedsInd | Other Health IssuesOtherHealthIssuesInd | Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd | Consulting ProcessConsultingProcessInd | Prior CHNA ImpactPriorCHNAImpactInd | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Own Website URLOwnWebsiteURLTxt | Paper Copy Public InspectionPaperCopyPublicInspectionInd | Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd | Implementation Strategy AdoptImplementationStrategyAdoptInd | Implementation Strategy AdptImplementationStrategyAdptYr | Strategy Posted WebsiteStrategyPostedWebsiteInd | Strategy Website URLStrategyWebsiteURLTxt | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | Asset Level CriteriaAssetLevelCriteriaInd | Medical Indigency CriteriaMedicalIndigencyCriteriaInd | Insurance Status CriteriaInsuranceStatusCriteriaInd | Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Provided Nonprofit ContactProvidedNonprofitContactInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | FAP Available On WebsiteFAPAvailableOnWebsiteInd | FAP Available On Website URLFAPAvailableOnWebsiteURLTxt | FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd | FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt | FAP Summary On WebsiteFAPSummaryOnWebsiteInd | FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt | FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd | FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd | FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd | Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd | Communtity Notified FAPCommuntityNotifiedFAPInd | FAP TranslatedFAPTranslatedInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | Provided Written NoticeProvidedWrittenNoticeInd | Made Effort Orally NotifyMadeEffortOrallyNotifyInd | Processed FAP ApplicationProcessedFAPApplicationInd | Made Presumptive Elig DetermMadePresumptiveEligDetermInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Look Back Medicare PrivateLookBackMedicarePrivateInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Facility Reporting Group - A | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | See Part V, Page 8 | Yes (X) | Yes (X) | Yes (1) | 17 | Yes (1) | See Part V, Page 8 | 0 | Yes (1) | Yes (X) | 200.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | See Part V, Page 8 | Yes (X) | See Part V, Page 8 | Yes (X) | See Part V, Page 8 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
| Facility Reporting Group - B | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | See Part V, Page 8 | Yes (X) | Yes (X) | Yes (1) | 17 | Yes (1) | See Part V, Page 8 | 0 | Yes (1) | Yes (X) | 200.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | See Part V, Page 8 | Yes (X) | See Part V, Page 8 | Yes (X) | See Part V, Page 8 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
Supplemental Information SupplementalInformationGrp (54 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Section B | Facility Reporting Group A |
| Facility Reporting Group A consists of: | - Facility 1: AdventHealth Orlando, - Facility 2: AdventHealth Altamonte Springs, - Facility 3: AdventHealth Celebration, - Facility 4: AdventHealth East Orlando, - Facility 5: AdventHealth Winter Park, - Facility 6: AdventHealth Kissimmee, - Facility 9: Central Texas Medical Center, - Facility 8: AdventHealth Apopka, - Facility 10: AdventHealth Wauchula |
| Group A-Facility 1 -- AdventHealth Orlando Part V, Section B, line 5: | AdventHealth Orlando (AHO or the Hospital) is the flagship hospital of the seven hospital campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Florida Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHO is located in Orange County. AHO has become one of the most trusted and comprehensive hospitals in the region; as a result, the primary service area of the Orlando campus includes all of Orange, Osceola and Seminole Counties. AdventHealth Orlando conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHO was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHO had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHO's community/service area. The following organizations participated in AHO's CHNAC and specifically represented low-income, minority and other medically underserved populations:Second Harvest Food Bank - a non-profit organization that operates a food bank throughout the six counties that make up most of Central Florida and provides a workforce development program for populations at risk for food insecurity;Aspire Health Partners - a non-profit health provider that works to provide behavioral health care services to individuals experiencing mental illness and issues of substance abuse within Orange and Seminole counties;Grace Medical Home - a patient-centered medical home that focuses on serving the clinically underserved through the provision of continuous and comprehensive primary care;Orange County Public Health Department, andSeminole County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in AHO's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 1 -- AdventHealth Orlando Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 1 -- AdventHealth Orlando Part V, Section B, line 11: | The information provided below explains how AdventHealth Orlando (AHO or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHO conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Orlando will be referred to in this document as AdventHealth Orlando (AHO) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth Orlando or AHO. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHO is part of the Central Florida Division South Region of the healthcare system known as AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several region wide initiatives that are implemented at every campus in its service areas. This work is captured by the indicator "The Region(al)" to highlight this is a regional initiative or service available at all campuses. There are also initiatives specific to the Orlando campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight this work is specific to this campus and not available region wide. This is the second-year update for AHO's 2017-2019 Community Health Plan (Implementation Strategy). AHO developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AHO worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHO chose two areas of focus for its 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care - Primary and Behavioral/Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue:AHO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health.2018 Update: The AHO Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. 1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Support and create opportunities for increased quality of life for residents of Orange County;5. Increase access to knowledge of chronic disease self-management practices; and6. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to help fund a local church program in order to increase its impact. The church had established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves. 3,000 individuals were served throughout 2018 through this initiative. The second Regional strategy began as a pilot at AHO. The AHO campus partnered with Second Harvest Food Bank, a local non-profit food bank, in 2017 to begin providing unused food from the AdventHealth Hospital campuses to Second Harvest so this food can be distributed throughout high need areas in the community. The number of meals provided from the Orlando campus was 22,000 in 2018. This Regional strategy will continue with additional facilities being added in the Central Florida Division South Region in 2019. Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere are two Regional strategies for this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. Two schools in AHO's target zip codes received this program in 2018 meeting the goal. The second Regional strategy was to provide Nutrition Wellness classes to community members which would help with increasing access to knowledge around nutrition. This program was updated during 2018 and will be deployed in 2019.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areasThe Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented at AHO. The AHO campus began developing and sharing best practices to be implemented across the South Region. AdventHealth Altamonte began establishing relationships with numerous faith partners in the Altamonte community and identified two potential churches to partner with in 2018. Three partnerships were finalized in 2018, with events and programming taking place at each location, meeting the goal for 2018.Outcome 4: Support and create opportunities for increased quality of life for residents of Orange CountyThe Regional strategy involved offering programming from Healthy Central Florida (HCF) to the service areas that AHO reaches. The goal of HCF is to make Central Florida communities the healthiest in the nation. This initiative began with three target communities Winter Park, Maitland and Eatonville. In 2018, HCF experienced staff and internal strategy changes. The program has been temporarily taken offline while it is retooled to have a greater focus on underserved populations. Although the program has been offered to individuals in the targeted areas before, the goal is to ensure that future efforts are more inclusive of the underserved populations. Outcome 5: Increase access to knowledge of chronic disease self-management practicesself-management practices The Regional strategy for this outcome is to fund and implement the evidence-based Stanford Chronic Disease Self-Management Program in its targeted zip codes throughout the Region. The original intention to create an internal pipeline for the program from Hospital patients was not successful. Although the program was offered through the Hospital, there were very few individuals who chose to enroll. The strategy was rethought and is now being offered through local community centers and churches. This seems to have increased participation, as 30 individuals were enrolled with a graduation rate of 93 percent. Although shy of the target, the Hospital is confident that shifting to community locations will continue to increase enrollment and participation. **see continuation of footnote |
| Group A-Facility 3 -- AdventHealth Celebration Part V, Section B, line 5: | AdventHealth Celebration (AHC or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Floria Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHC is located in Osceola County and it primarily serves residents from Osceola County, parts of Orange, Polk, and Lake Counties. AdventHealth Celebration conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHC was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHC had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHC's community/service area. The following organizations participated in AHC's CHNAC and specifically represented low-income, minority and other medically underserved populations:Osceola Council of Aging - a non-profit organization with a focus on providing care and essential social services to seniors and families; Healthy Start of Osceola County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Community Vision of Osceola County - a community planning non-profit that works to convene regional stakeholders to create a shared vision for a healthy and prosperous Osceola County; Community Hope Center - a social service non-profit that works to connect socioeconomically disadvantaged families to essential services with the goal of helping them to become self-sustaining; andThe Osceola County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in AHC's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 3 -- AdventHealth Celebration Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 3 -- AdventHealth Celebration Part V, Section B, line 11: | The information provided below explains how AdventHealth Celebration (AHC or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHC conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Celebration will be referred to in this document as AdventHealth Celebration (AHC) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth Celebration or AHC. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHC is part of the Central Florida Division South Region of the healthcare system known as AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several Region wide initiatives that are implemented at every campus in its service areas. This work is captured by the indicator "The Region(al)" to highlight this is a Regional strategy or service available at all campuses. There are also strategies specific to the AHC campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight these outcomes and initiatives which are serving the community in AHC's service area. This is the second-year update for AHC's 2017-2019 Community Health Plan (Implementation Strategy). AHC developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AHC worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHC chose two areas of focus for their 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care - Primary and Behavioral/Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue:AHC recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health.2018 Update:The AHC Community Health Plan has five desired outcome statements under the Access to Care - Preventative priority.1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Increase access to knowledge of chronic disease self-management practices; and5. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to help fund a local church program in order to increase its impact. The church had established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves.The second Regional strategy began as a pilot at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus partnered with Second Harvest Food Bank, a local non-profit food bank, in 2017 to begin providing unused food from the AdventhHealth Hospital campuses to Second Harvest so this food can be distributed throughout high need areas in the community. For the facility-level contribution, the program expanded to AHC in mid-2018 and provided 347 meals. This Regional strategy will continue with AHC estimating a larger number served in future years. Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere are two Regional strategies for this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. Two schools in AHC's target zip codes received this program in 2018, meeting the goal. The Mission: FIT Educators experienced reduced bandwidth to accommodate schools during 2018. The goal for 2019 will be adjusted to reflect the updated capacity to provide education across the Region.The second Regional strategy was to provide Nutrition Wellness classes to community members which would help with increasing access to knowledge around nutrition. This program was updated during 2018 and will be deployed in 2019.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areasThe Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus began developing and sharing best practices to be shared across the South Region. AHC began establishing relationships with numerous faith partners in the Celebration community and identified two potential churches to partner with in 2018. Once a partnership agreement is finalized, AHC will measure the number of congregations in the faith network as well as the number of health promotion activities for the AHC target zip codes.Outcome 4: Increase access to knowledge of chronic disease self-management practicesThe Regional strategy for this outcome is to fund and implement the evidence-based Stanford Chronic Disease Self-Management Program in its targeted zip codes throughout the Region. As AHC planned to implement programming in Osceola County, it was determined that work was already being done in this space. To best allocate resources and not duplicate efforts, AHC has been working with a local non-profit to create a pipeline from its patient population to their existing programs. Coordination efforts exceeded the original timeline, but AHC believes that the partnership will be fully formed soon. Participation data will begin being tracked once the partnership is complete.**see continuation of footnote |
| Group A-Facility 2 -- AdventHealth Altamonte Springs Part V, Section B, line 5: | AdventHealth Altamonte (AHAlt or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Florida Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHAlt is located in Seminole County and its primary service area encompasses almost all of Seminole County. AdventHealth Altamonte conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHAlt was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHAlt had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHAlt's community/service area. The following organizations participated in AHAlt's CHNAC and specifically represented low-income, minority and other medically underserved populations:Kids House - a local child abuse prevention and treatment organization that works with regional social service agencies, the criminal justice system, and local health systems to better the lives of Central Florida's children;Healthy Start of Seminole County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Seminole Prevention Coalition - a coalition of public and private stakeholders that collectively work to promote a safe and drug-free Seminole County through evidence-based prevention initiatives that focus on issues of substance abuse and mental health;True Health - a multi-county Federally Qualified Health Center that provides access to care for low-income, uninsured, underinsured and underserved populations in Seminole and Orange Counties regardless of ability to pay; and The Department of Health in Seminole County. To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 2 -- AdventHealth Altamonte Springs Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 2 -- AdventHealth Altamonte Springs Part V, Section B, line 11: | The information provided below explains how AdventHealth Altamonte (AHAlt or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHAlt conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Altamonte will be referred to in this document as AdventHealth Altamonte (AHAlt) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth Altamonte or AHAlt. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHAlt is part of the Central Florida Division South Region of the healthcare system known as AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several Region wide initiatives that are implemented at every campus in its service areas, this work is captured by the indicator "The Region(al)" to highlight this is a Regional strategy or service available at all campuses. There are also strategies specific to the AHAlt campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight the outcomes and initiatives which are serving the community in AHAlt's service area.This is the second-year update for AHAlt's 2017-2019 Community Health Plan (Implementation Strategy). AHAlt developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AHAlt worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHAlt chose two areas of focus for their 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care- Primary and Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue: AHAlt recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity, and maternal and child health.2018 Update: The AHAlt Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. 1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Support and create opportunities for increased quality of life for residents of Seminole County;5. Increase access to knowledge of chronic disease self-management practices; and6. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to help fund a local church program in order to increase its impact. The church had established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves. The second Regional strategy began as a pilot at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus partnered with Second Harvest Food Bank, a local non-profit food bank, in 2017 to begin providing unused food from the AdventHealth Hospital campuses to Second Harvest so this food can be distributed throughout high need areas in the community. For the facility-level contribution, AHAlt provided 2,448 meals from its inception through 2018, which exceeded the goal for the facility.Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere are two Regional strategies for this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. One school in AHAlt's target zip codes received this program in 2018 which did not reach the goal of two schools. The Mission: FIT Educators experienced reduced bandwidth to accommodate schools during 2018. The goal for 2019 will be adjusted to reflect the updated capacity to provide education across the Region.The second Regional strategy was to provide Nutrition Wellness classes to community members which would help with increasing access to knowledge around nutrition. This program was updated during 2018 and will be deployed in 2019.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areasThe Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus began developing and sharing best practices to be shared across the South Region. AHAlt began establishing relationships with numerous faith partners in the Altamonte community and identified two potential churches to partner with in 2018. Once a partnership agreement is finalized, AHAlt will measure the number of congregations in the faith network as well as the number of health promotion activities for the AHAlt community.Outcome 4: Support and create opportunities for increased quality of life for residents of Seminole CountyThe Regional strategy involved utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the service areas that AHAlt reaches. HCF is a community-based partnership established to transform the Eatonville community into the healthiest in the nation. Its aim is to get people moving more, eating healthier, feeling better, and enjoying a more vibrant, energized life. HCF was taken offline during 2018 due to an internal strategy shift. It was decided that the time offline would enable partners to come together and identify ways to retool efforts to ensure a greater focus is placed on the underserved population. The program has historically served individuals in the target area, and the goal is for services to continue and be more inclusive of the underserved target population.**see continuation of footnote |
| Group A-Facility 4 -- AdventHealth East Orlando Part V, Section B, line 5: | AdventHealth East Orlando (AHEO or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Florida Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHEO is located in Orange County and primarily serves the residents of eastern Orange County. AdventHealth East Orlando conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHEO was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHEO had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHEO's community/service area. The following organizations participated in AHEO's CHNAC and specifically represented low-income, minority and other medically underserved populations:True Health - a multi-county Federally Qualified Health Center that provides access to care for low-income, uninsured, underinsured and underserved populations in Seminole and Orange Counties regardless of ability to pay;Catholic Charities of Central Florida - this non-profit organization works to connect vulnerable populations to comprehensive social services;AHEO Community Advisory Council - an advisory council that brings together community leaders to acquire valuable input on the region;Latino Leadership - a grassroots organization dedicated to unique needs of the Hispanic community within the greater Central Florida area; andOrange County Public Health Department. To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in AHEO's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 4 -- AdventHealth East Orlando Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 4 -- AdventHealth East Orlando Part V, Section B, line 11: | The information provided below explains how AdventHealth East Orlando (AHEO or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHEO conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth East Orlando will be referred to in this document as AdventHealth East Orlando (AHEO) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth East Orlando or AHEO. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHEO is part of the Central Florida Division South Region of the healthcare system known as AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several Region wide initiatives that are implemented at every campus in its service areas. This work is captured by the indicator "The Region(al)" to highlight this is a Regional strategy or service available at all campuses. There are also initiatives specific to the East Orlando campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight the outcomes and initiatives which are serving the community in AHEO's service area.This is the second-year update for AHEO's 2017-2019 Community Health Plan (Implementation Strategy). AHEO developed this Plan and posted it by May,15 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AHEO worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHEO chose two areas of focus for their 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care - Primary and Behavioral/Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue: AHEO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health.2018 Update: The AHEO Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. 1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Support and create opportunities for increased quality of life for residents of Orange County; 5. Increase access to knowledge of chronic disease self-management practices; and 6. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to help fund a local church program in order to increase its impact. The church had established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves. There were several lessons learned in 2018, which have informed continued development of the program to expand and reach more targeted areas. In 2018, 2,356 meals were served to members of the tri-county area.Another program supported by the Region consisted of partnering with the Second Harvest Food Bank, a local non-profit food bank, to provide healthy food boxes to patients experiencing food insecurity who also have an elevated A1C. This program is funded at a Regional level and is offered at three campuses which are located in areas with a high number of food deserts as well as a demonstrated high utilization rate related to diabetes. The healthy food boxes will be provided twice a month to qualifying patients in the target areas. AHEO was selected as one of the campuses which worked on establishing the framework necessary to implement this program during 2018. Implementation is expected during the 2019 year and will include tracking the number of persons served as well as meal boxes provided through this new program.The second Regional strategy consisted of supporting a Second Harvest Food Bank program called Second Helpings. Through the Second Helpings program AHEO provided unused food from the Nutritional Services Department to Second Harvest, which was then distributed throughout high need areas in the community. This program was originally piloted at another hospital in the Central Florida Division South Region, AdventHealth Orlando. AHEO joined this initiative in 2018, providing 2,256 meals through the Second Helpings Program.Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere are two Regional strategies for this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. Two schools in AHEO's target zip codes received this program in 2018, meeting the goal. The second Regional strategy was to provide Nutrition Wellness classes to community members which would help with increasing access to knowledge around nutrition. This program was updated during 2018 and will be deployed in 2019.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areas The Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus began developing and sharing best practices to be shared across the South Region. AHEO began establishing relationships with numerous faith partners in the East Orlando community and will continue working to identify and establish church partners in the community. Once a partnership agreement is finalized, AHEO will measure the number of congregations in the faith network as well as the number of health promotion activities for the Hospital's target zip codes.**see continuation of footnote |
| Group A-Facility 5 -- AdventHealth Winter Park Part V, Section B, line 5: | AdventHealth Winter Park (AHWP or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Florida Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHWP is located in Orange County and it primarily serves the residents of northwestern and central Orange County and extends into southern Seminole County. AdventHealth Winter Park conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHWP was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHWP had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHWP's community/service area. The following organizations participated in AHWP's CHNAC and specifically represented low-income, minority and other medically underserved populations:Healthy Start of Orange County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Healthy Central Florida - an organization that works to promote positive behavioral and connected communities through community based partnerships and activities;Hebni Nutrition Consultants - a community based organization that works to reduce health disparities through culturally appropriate nutrition education and health promotion; andOrange County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in AHWP's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 5 -- AdventHealth Winter Park Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 5 -- AdventHealth Winter Park Part V, Section B, line 11: | The information provided below explains how AdventHealth Winter Park (AHWP or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHWP conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Winter Park will be referred to in this document as AdventHealth Winter Park (AHWP) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth Winter Park or AHWP. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHWP is part of the Central Florida Division South Region of the healthcare system known as AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several Region wide initiatives that are implemented at every campus in its service areas. This work is captured by the indicator "The Region(al)" to highlight this is a Regional initiative or service available at all campuses. There are also initiatives specific to the Winter Park campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight this work is specific to this campus and not available Region wide. This is the second-year update for AHWP's 2017-2019 Community Health Plan (Implementation Strategy). AHWP developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AHWP worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHWP chose two areas of focus for their 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care - Primary and Behavioral/Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue: AHWP recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health.2018 Update: The AHWP Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. 1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Support and create opportunities for increased quality of life for residents of Orange County;5. Increase access to knowledge of chronic disease self-management practices; and6. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to begin funding a local church program in order to increase its impact. The church established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves. This work will continue into 2019 to expand to target areas specific to AHWP.The second Regional strategy is to support a program called Second Helpings. Through the Second Helpings program AHWP provides unused food from the Nutritional Services Department to Second Harvest Food Bank, a local non-profit food bank. The donated food is then distributed throughout high need areas in the community. The number of meals provided from the AHWP campus was 1,697 in 2018. The Region is confident that the program will continue to grow and increase meals provided as best practices have been identified and shared throughout the Region. Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere are two strategies identified to achieve this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. Two schools in AHWP's target zip codes received this program in 2018, meeting the goal. The second Regional strategy was to provide Nutrition Wellness classes to community members which would help with increasing access to knowledge around nutrition. This program was updated during 2018 and will be deployed in 2019.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areasThe Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented in another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus began developing and sharing best practices to be implemented across the South Region. AHWP began establishing relationships with numerous faith partners in the Winter Park community and is continuing to identify potential churches to partner with in 2018. Once a partnership agreement is finalized, AHWP will measure the number of congregations in the faith network as well as the number of health promotion activities for the AdventHealth Winter Park target zip codes.Outcome 4: Support and create opportunities for increased quality of life for residents of Orange CountyThe Regional strategy involved offering programming from Healthy Central Florida (HCF) to the service areas that AHWP reaches. The goal of HCF is to make Central Florida communities the healthiest in the nation. This initiative began with three target communities - Winter Park, Maitland and Eatonville. In 2018, HCF experienced staff and internal strategy changes. The program has been temporarily taken offline while it is retooled to have a greater focus on underserved populations. Although the program has been offered to individuals in the targeted areas before, the goal is to ensure that future efforts are more inclusive of the underserved populations.Outcome 5: Increase access to knowledge of chronic disease self-management practicesThis is a Regional strategy, which initially rolled out with the expectation of Regional deployment and is funded at a Regional level. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in targeted areas. The program was offered through the Hospital and enrolled 50 students with a 100 percent graduation rate in 2018. As a Region, success was increased once programs were offered through local community centers and churches to increase accessibility for the target population. **see continuation of footnote |
| Group A-Facility 6 -- AdventHealth Kissimmee Part V, Section B, line 5: | AdventHealth Kissimmee (AHK or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Florida Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHK is located in Osceola County and it primarily serves residents throughout Osceola County with a primary service area of South Orlando, Kissimmee, and Poinciana. AdventHealth Kissimmee conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHK was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHK had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHK's community/service area. The following organizations participated in AHK's CHNAC and specifically represented low-income, minority and other medically underserved populations:Osceola Council of Aging - a non-profit organization with a focus on providing care and essential social services to seniors and families; Healthy Start of Osceola County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Community Vision of Osceola County - a community planning non-profit that works to convene regional stakeholders to create a shared vision for a healthy and prosperous Osceola County; Community Hope Center - a social service non-profit that works to connect socioeconomically disadvantaged families to essential services with the goal of helping them to become self-sustaining; andThe Osceola County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in AHK's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 6 -- AdventHealth Kissimmee Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 6 -- AdventHealth Kissimmee Part V, Section B, line 11: | The information provided below explains how AdventHealth Kissimmee (AHK or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHK conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc d/b/a AdventHealth Kissimmee will be referred to in this document as AdventHealth Kissimmee (AHK) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth Kissimmee or AHK. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHK is part of the Central Florida Division South Region of the healthcare system known as AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several Region wide initiatives that are implemented at every campus in its service areas. This work is captured by the indicator "The Region(al)" to highlight this is a Regional initiative or service available at all campuses. There are also initiatives specific to the Kissimmee campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight this work as specific to this campus and not available Region wide. This is the second-year update for AHK's 2017-2019 Community Health Plan (Implementation Strategy). AHK developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AHK worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHK chose two areas of focus for their 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care - Primary and Behavioral/Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue: AHK recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2018 Update: The AHK Community Health Plan has five desired outcome statements under the Access to Care - Preventative priority. 1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Increase access to knowledge of chronic disease self-management practices; and5. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to help fund a local church program in order to increase its impact. The church had established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves.The second Regional strategy began as a pilot at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus partnered with Second Harvest Food Bank, a local non-profit food bank, in 2017 to begin providing unused food from the AdventHealth Hospital campuses to Second Harvest so this food can be distributed throughout high need areas in the community. Plans are in place to expand the program to AHK in 2019. As a Region, 29,760 meals have been provided through the Second Helpings program in 2018. Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere are two Regional strategies for this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. Two schools in AHK's target zip codes received this program in 2018 meeting the goal. The second Regional strategy was to provide Nutrition Wellness classes to community members which would help with increasing access to knowledge around nutrition. This program was updated during 2018 and will be deployed in 2019.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areasThe Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus began developing and sharing best practices to be shared across the South Region. As AHK began to develop programming in Osceola County it was determined that work was already being done in this space. To best allocate resources and avoid duplicating efforts, AHK has been working with a local non-profit to create a pipeline from its patient population to the existing programs. Coordination efforts have exceeded the original timeline, but AHK believes that the partnership will be fully formed soon. Given the expanded timeline the metric was updated to reflect a 2019 deployment on year one reporting.Outcome 4: Increase access to knowledge of chronic disease self-management practicesThe Regional strategy for this outcome is to fund and implement the evidence-based Stanford Chronic Disease Self-Management Program in the targeted zip codes throughout the Region. As AHK planned to implement programming in Osceola County it was determined that work was already being done in this space. To best allocate resources and not duplicate efforts, AHK has been working with a local non-profit to create a pipeline from its patient population to the existing programs. Coordination efforts exceeded the original timeline, but the Hospital believes that the partnership will be fully formed soon. Participation data will begin being tracked once the partnership is complete. Outcome 5: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.**see continuation of footnote |
| Group A-Facility 9 -- Central Texas Medical Center Part V, Section B, line 5: | Central Texas Medical Center (CTMC or the Hospital) is a 170-bed hospital located in San Marcos, Texas. The Hospital's service area consists of Hays County, Caldwell County, and Comal County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Texas State University, Student Health Center, the San Marcos Consolidated Independent School District, the San Marcos City Council, the Hays County Commission Court, EL Buen Pastor Methodist Church, and the Schieb Center, a non-profit organization providing mental health services mainly to those without insurance and those on Medicaid. CTMC also gathered primary data through focus groups, interviews, and an online survey. An external party conducted ten interviews and one focus group on behalf of the Hospital to gather input from individuals who represented the broad interests of the community. The key stakeholders included nonprofit leaders, health department authorities, public school leaders, healthcare providers or leaders, elected officials, researchers, people representing distinct geographic areas, and people representing certain ethic/racial groups. |
| Group A-Facility 9 -- Central Texas Medical Center Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 9 -- Central Texas Medical Center Part V, Section B, line 11: | The information provided below explains how Central Texas Medical Center (CTMC or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. CTMC conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc., d/b/a Central Texas Medical Center, will be referred to in this document as Central Texas Medical Center (CTMC) or "the Hospital". Central Texas Medical Center is part of the Southwest Region of the healthcare system known as AdventHealth. The Southwest Region of AdventHealth includes four hospital facilities.This is the second-year update for Central Texas Medical Center's 2017-2019 Community Health Plan (Implementation Strategy). Central Texas Medical Center developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, Central Texas Medical Center worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.Central Texas Medical Center chose six areas of focus for their 2017-2019 Community Health Plan: 1. Primary Care: Timely access (including afterhours care) to Healthcare Professionals, especially primary care; accessing care close to home when care is needed; 2. Healthier Management of Lifestyle: making good choices in the areas of nutrition, weight management and exercise;3. Management of Heart Disease/ Congestive Heart Failure (CHF) and Related Conditions: Prevalence and/or enhanced outpatient management of heart disease/congestive heart failure (CHF) and related conditions/risk factors such as hypertension;4. Management of Diabetes: Prevalence and/or enhanced outpatient management of diabetes; programs to address anticipated growth of diabetes and related conditions;5. Education: Educating the population to better understand the healthcare resources available to them through various channels including those provided by Central Texas Medical Center, Live Oak Health Partners, a physician practice related entity, and other entities and a commitment to helping people (including the underserved) navigate those resources; and 6. Management of Mental and Behavioral Healthcare: Prevalence and/or enhanced management of mental and behavioral healthcare options.Priority 1: Primary Care2016 Description of the Issue: In the Texas counties of Hays and Caldwell, low-income, uninsured adult residents have limited or few options for accessing primary care services. When healthcare is inaccessible, many individuals are forced to forego care or delay care which can lead to avoidable complications or overutilization of care via visits to hospital emergency departments (ED). This places a significant burden on hospital emergency departments within the counties. Patients that are medically screened and treated in an ED setting likely struggle with uncoordinated care and may not have the resources or funding to follow discharge instructions, including access to prescriptions and appropriate follow-up care. Our secondary data showed that Hays County had a significantly lower ratio of primary care physicians per 100,000 population (46.7) than the State of Texas (58.5) or the United States (74.5). As a result, access to primary care is challenging, especially for low-income residents. 2018 Update: CTMC's goal was to increase access to primary care physicians, especially for un/underinsured patients and Medicare and Medicaid beneficiaries. Our goal for 2018 was to recruit at least three primary care physicians to practice in the Live Oak Health Partners' clinics. Live Oak Health Partners is Central Texas Medical Center's employed physician group. Although we did not recruit three primary care physicians, we did recruit one nurse practitioner and expanded access at the Live Oak Health Partners' clinics. In 2018, there were 4,573 more Relative Value Units (RVU) in primary care than in 2017. The clinics were trained on redesigning physician schedule templates in order to create more bandwidth within their schedules. Visits were shortened from 30- or 60-minute time slots to all 20-minute slots making it easier to schedule patients. They also standardized scheduling rules across all the primary care clinics. The plans for 2019 are to add a physician at a clinic in San Marcos and add an Advanced Practice Provider (APP) to the clinic in Kyle for a total of 2 providers. The greatest challenges are staff and provider retention. Our second strategy was to increase capacity at Live Oak Health Partners' Community Clinic so Medicaid/low income/uninsured patients have access to primary care services. Our goal was to provide community outreach activities that increase awareness of the Community Clinic's services and have patients establish Live Oak Health Partners' Community Clinic as their medical home. Our goal in 2018 was to have 5,100 patient encounters at the Community Clinic and we exceeded this number with a total of 7,889 patient encounters. Our third strategy was to expand primary care access at the Live Oak Health Partners' Walk-In Clinic and increase the number of patients declaring the physician at Live Oak Health Partners' Walk-In Clinic as their primary care provider. There were some transitions within the Live Oak Walk-In Clinic, so we focused our efforts on patients establishing the Walk-In Clinic as their primary care home versus establishing with a specific provider. Our goal in 2018 was to have 300 new patients declaring the Live Oak Health Partners' Walk-In Clinic as their primary care home and we had a total of 1,213 new patients establish with the Clinic. Moving forward, we will measure the number of new patients establishing with the Walk-In Clinic versus establishing with a specific provider.Our fourth strategy was to improve access to those with limited mobility or lack of transportation. Our goal was to work with Texas State University to set-up a program using students to drive patients to medical appointments. Our 2018 goal was to expand this program to at least 2 service lines dependent on the results of the pilot program in 2017. At the conclusion of the pilot program, it was discovered that the grant for the program had been exhausted. The program originated within Central Texas Medical Center's Physical Therapy and Rehabilitation department and in 2018, Central Texas Medical Center's Physical Therapy and Rehabilitation department was not able to effectively manage the program. The Live Oak Health Partners' Community Clinic picked up the program and is working with Texas State University. However, it has been slow getting the program off the ground. The biggest challenge is a decrease in patients requesting rides to medical appointments. **see continuation of footnote |
| Group A-Facility 8 -- AdventHealth Apopka Part V, Section B, line 5: | AdventHealth Apopka (AHApk or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as AdventHealth's Central Florida Division South Region. The Central Florida Division South Region's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. AHApk is located in Orange County and its primary service area encompasses Northwest Orange County with the cities of Apopka and Zellwood as it main servicing jurisdictions. AdventHealth Apopka conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Hospital campuses in the South Region. The 2016 CHNA conducted for AHApk was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.AHApk had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within AHApk's community/service area. The following organizations participated in AHApk's CHNAC and specifically represented low-income, minority and other medically underserved populations:Apopka Ministerial Alliance - an alliance that brings together the leadership from the faith communities that make up Apopka;City of Winter Garden - Winter Garden is adjacent to the city of Apopka;Matthew's Hope Ministries - a non-profit organization that works to transform the lives of individuals experiencing homelessness; and Shepard's Hope - a free and charitable clinic that provides care to the underinsured and uninsured. To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in AHApk's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 8 -- AdventHealth Apopka Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 8 -- AdventHealth Apopka Part V, Section B, line 11: | The information provided below explains how AdventHealth Apopka (AHApk or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. AHApk conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Apopka will be referred to in this document as AdventHealth Apopka (AHApk) or "The Hospital". In January of 2019, every wholly-owned entity across the organization adopted the AdventHealth system brand. The identity has been unified to represent the full continuum of care the system has to offer. Throughout this report, the Hospital will be referred to as AdventHealth Apopka. Any reference to the 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize the new name for consistency.AHApk is part of the Central Florida Division South Region of AdventHealth. The South Region of AdventHealth's Central Florida Division includes seven hospital facilities. The South Region has several Region wide initiatives that are implemented at every campus in its service areas. This work is captured by the indicator "The Region(al)" to highlight this is a Regional strategy or service available at all campuses. There are also strategies specific to the Apopka campus that are outlined below. This work is captured by the indicator "The Hospital" to highlight the outcomes and initiatives which are serving the community in AHApk's service area.This is the second-year update for AHApk's 2017-2019 Community Health Plan (Implementation Strategy). AHApk developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan (Implementation Strategy), AHApk worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 primary issues identified in the needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AHApk chose two areas of focus for their 2017-2019 Community Health Plan: 1. Access to Care - Preventative; and2. Access to Care - Primary and Behavioral/Mental Health. Priority 1: Access to Care - Preventative 2016 Description of the Issue: AHApk recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health.2018 Update: The AHApk Community Health Plan has five desired outcome statements under the Access to Care - Preventative priority. 1. Improve access to healthy and nutritious foods;2. Improve access to knowledge around healthy nutrition and wellness;3. Educate and empower the faith community to promote health within congregations in critical areas;4. Increase access to knowledge of chronic disease self-management practices; and5. Support opportunities that promote knowledge of chronic diseases within the primary service area.Outcome 1: Improve access to healthy and nutritious foodsThe first Regional strategy focuses on supporting food distribution programs within the targeted zip codes. The Region established a partnership in 2017 to help fund a local church program in order to increase its impact. The church had established a fresh food co-op which supplies food pantries throughout the Orange, Osceola, and Seminole tri-county area with healthier options. In 2018, the church partnered with one of the food pantries in the Hospital's targeted zip codes and has established a regular drop-off to provide fresh, nutritious food to the pantry and the people it serves. The second Regional strategy began as a pilot at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus partnered with Second Harvest Food Bank, a local non-profit food bank, in 2017 to begin providing unused food from the AdventHealth Hospital campuses to Second Harvest so this food can be distributed throughout high need areas in the community. This initiative, entitled the "Second Helping" program, is being expanded across all campuses, including AHApk. For 2018, there are no specific metrics for the Apopka Campus. The program has provided meals for 29,760 people on a Regional level from 2017 through 2018, which has exceeded the Regional goal.Outcome 2: Improve access to knowledge around healthy nutrition and wellnessThere is one Regional strategy for this outcome. The Mission: FIT POSSIBLE program is a comprehensive wellness program which brings health and wellness education to schools, churches, and community centers. Health and wellness educators provide education during regular visits, as well as supplemental education for teachers and staff to engage kids in activities that teach them how to be physically and emotionally healthy. Three schools in AHApk's target zip codes received this program which surpassed the Hospital goal of two schools.Outcome 3: Educate and empower the faith community to promote health within congregations in critical areasThe Regional strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. This strategy is funded at a Regional level. The pilot was implemented at another AdventHealth hospital in the Central Florida Division South Region, AdventHealth Orlando. The AdventHealth Orlando campus began developing and sharing best practices to be shared across the South Region of AdventHealth. AHApk began establishing relationships with numerous faith partners in the Apopka community and identified two potential churches to partner with in 2018. Once a partnership agreement is finalized, AHApk will measure the number of congregations in the faith network as well as the number of health promotion activities for the AHApk community.Outcome 4: Increase access to knowledge of chronic disease self-management practicesThe Regional strategy for this outcome is to fund and offer the evidence-based Stanford Chronic Disease Self-Management Program in targeted zip codes throughout the Region. AHApk worked to implement the program in mid-2018 for the Apopka community. There was a less than anticipated response even with attempts to create an internal pipeline for the program from Hospital patients. The strategy was adjusted to offer the program at local community centers and churches rather than on the Hospital campuses which has helped to increase participation.Outcome 5: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. **see continuation of footnote |
| Group A-Facility 10 -- AdventHealth Wauchula Part V, Section B, line 5: | AdventHealth Sebring operates one hospital facility in Wauchula in Hardee County in Florida under a single license. AdventHealth Wauchula (AHW or the Hospital) is designated by the state of Florida as a Critical Access Hospital. The Hospitals' primary service area is comprised of three zip codes, two of which are located in Hardee County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Central Florida Health Care, a local federally qualified health center, Nu-Hope Elder Care Services, Inc., a senior social service organization, Healthy Start Wauchula, Redlands Christian Migrant Association, an organization providing childcare and early education for children of migrant farm workers and rural, low-income families, Samaritan's Touch, a health clinic for the uninsured, Heartland Rural Health Network for low-income and minority populations, and the Hardee County Department of Health. AdventHealth Sebring also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by most of the members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospitals' primary service area. |
| Group A-Facility 10 -- AdventHealth Wauchula Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 10 -- AdventHealth Wauchula Part V, Section B, line 11: | The information provided below explains how AdventHealth Wauchula (AdventHealth Wauchula or the Hospital) addressed in 2018 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. The Hospital conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Wauchula will be referred to in this document as AdventHealth Wauchula or "The Hospital". In January of 2019, every wholly-owned entity across our organization adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Throughout this report, we will refer to our hospital by AdventHealth Wauchula. Any reference to our 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize our new name for consistency.AdventHealth Wauchula is part of the West Florida Division of AdventHealth. The West Florida Division includes 11 hospital facilities.This is the second-year update for AdventHealth Wauchula's 2017-2019 Community Health Plan (Implementation Strategy). AdventHealth Wauchula developed this plan and posted it by May 15, 2017 as part of its 2016 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 2016 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 primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.AdventHealth Wauchula chose five areas of focus for its 2017-2019 Community Health Plan: 1. Diabetes2. Obesity/Nutrition3. Access to Primary Care4. Heart Disease & Stroke (High Blood Pressure & Cholesterol)5. Teen Pregnancy PreventionPriority 1: Diabetes2016 Description of the Issue: 12.3 percent of the Hospital's primary service area (PSA) adults, aged 20 and older, have been diagnosed with diabetes. This is higher than the state of Florida average of 8.89 percent. The health department is no longer providing Diabetes Self-Management classes. Pre-Diabetes education is also lacking in Hardee County.2018 Update: The Morning Mile program is a before-school walking/running program sponsored by the American Diabetes Association (ADA), that gives children a chance to start each day in an active way.The intervention was a pilot program, to include Title 1 Schools in the Morning Mile (walking) program in collaboration with the ADA. This intervention aimed to increase activity level and nutrition education among students at Title 1 schools. The ADA in partnership with Fitzness International, LLC oversees the management of the Morning Mile (MM) program in SW Florida. The ADA implements and manages the program in schools on behalf of sponsors and adds a nutrition education component to increase its impact on school children. Hardee County struggled to identify a partner school for implementation in 2018. Moving forward, the West Florida Division will be re-evaluating this intervention and working to identify partners and better ways to track data.A second intervention, added in 2018, includes offering free, 3-hour Pre-diabetes classes at the Hospital and in the community. These classes are open to the public and offered by the Diabetes Center. Community partners have various offerings of diabetes self-management education for those already diagnosed, but no pre-diabetes programs. Lack of transportation to attend classes continues to be a concern, and it has been difficult, historically, to entice residents to attend health lectures or classes. In 2018, a total of two classes were held with a total of 13 attendees which was slightly less than the goal of three total classes. Classes were advertised in a new Hospital publication that lists all the classes and fitness group exercise offered at local AdventHealth Wellness Centers and distributed to local physician offices. As of May 2019, classes are listed on the website for our Hospital. Diabetes Center instructors also visited physician offices to speak with local health care providers about the program. Priority 2: Obesity/Nutrition2016 Description of the Issue: 34.6 percent of adults aged 18 and older self-report they have a body mass Index between 25.0 and 30.0 (overweight). In the PSA, 33.4 percent of adults aged 20 and older self-reported no leisure time for activity.2018 Update: Strategies for this goal included offering free CREATION Health class series to the community, increasing the number of staff members or others trained to teach the series, and continuing to offer the Food is Health (FIH) program. CREATION Health (CH) (based on the eight principles of Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, and Nutrition) is a faith-based, 8-session, wellness program offering lifestyle seminars and training programs for those who want to live healthier and happier lives. These seminars were to be hosted by local faith congregations identified by existing professional relationships with the Chaplains at AdventHealth Wauchula. The Wauchula Seventh-Day Adventist (SDA) Church sent two delegates to the West Florida Division CREATION Health "Train the Trainer" Seminar hosted by the Mission and Ministry/Community Development departments. The delegates received a single CH Leadership kit valued at $350. The CH Kit contains CH Seminar Topic Power Point, CH Topic Videos, CH Leadership Manual, Small Group Discussion Guide, Seminar Personal Study Guide, and Participant Pre-Post Self Assessments. The AdventHealth West Florida Division also sponsors free pre- and post-bio-metric screenings (blood pressure, blood sugar, and body mass index) and nursing services for all CH programs that would in turn be implemented in the local congregations. No CREATION Health series were offered in Hardee County in 2018 due to the church completing a move into a new building during 2018. The Wauchula SDA Church has completed this transition into their new building and conversations have begun about offering classes in 2019.AdventHealth Wauchula partnered with Central Florida Health Care, the Florida Department of Health (Hardee County), the Senior Connection Center, the University of Florida IFAS, and the Health Services Advisory Group to implement the Food is Health program. Participants at each session received nutrition education and a ten-dollar voucher to redeem at the Hospital's Food is Medicine food truck, filled with fresh fruits and vegetables.The Food is Health program (formally known as Food is Medicine) has been greatly appreciated by the targeted population. Blood sugar levels were measured for each participant before and after each educational series and 66 percent of participants had reduced blood sugar levels following education. The Food is Health (FiH) program, during its planning stages, was a great way to bring together groups/agencies that offered programs to the community, but operated in silos, unaware of what other groups were doing. The FiH program continues to grow and will be moved to other underserved areas, as they are identified.In addition, the key to success of the FiH program has been partnerships. The Hospital cannot run this program without strong partnerships with health education providers, local fresh produce vendors, and other community-based organizations who are the boots on the ground addressing social determinants of health.**see continuation of footnote |
| Part V, Section B, Line 7a | Each hospital facility's CHNA report was made widely available through the following websites:Facility 1 -- AdventHealth Hospital Orlandohttps://www.adventhealth.com/community-health-needs-assessmentsFacility 2 -- AdventHealth Altamonte Springshttps://www.adventhealth.com/community-health-needs-assessmentsFacility 3 -- AdventHealth Celebrationhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 4 -- AdventHealth East Orlandohttps://www.adventhealth.com/community-health-needs-assessmentsFacility 5 -- AdventHealth Winter Parkhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 6 -- AdventHealth Kissimmeehttps://www.adventhealth.com/community-health-needs-assessmentsFacility 7 -- AdventHealth Sebringhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 8 -- AdventHealth Apopkahttps://www.adventhealth.com/community-health-needs-assessmentsFacility 9 -- Central Texas Medical Centerhttp://www.ctmc.org/about-us/community-benefitFacility 10 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessmentsFacility 11 -- AdventHealth Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments |
| 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 Orlandohttps://www.adventhealth.com/community-health-needs-assessmentsFacility 2 -- AdventHealth Altamonte Springshttps://www.adventhealth.com/community-health-needs-assessmentsFacility 3 -- AdventHealth Celebrationhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 4 -- AdventHealth East Orlandohttps://www.adventhealth.com/community-health-needs-assessmentsFacility 5 -- AdventHealth Winter Parkhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 6 -- AdventHealth Kissimmeehttps://www.adventhealth.com/community-health-needs-assessmentsFacility 7 -- AdventHealth Sebringhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 8 -- AdventHealth Apopkahttps://www.adventhealth.com/community-health-needs-assessmentsFacility 9 -- Central Texas Medical Centerhttp://www.ctmc.org/about-us/community-benefitFacility 10 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessmentsFacility 11 -- AdventHealth Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments |
| 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 Orlandohttps://www.adventhealth.com/legal/financial-assistanceFacility 2 -- AdventHealth Altamonte Springshttps://www.adventhealth.com/legal/financial-assistanceFacility 3 -- AdventHealth Celebrationhttps://www.adventhealth.com/legal/financial-assistanceFacility 4 -- AdventHealth East Orlandohttps://www.adventhealth.com/legal/financial-assistanceFacility 5 -- AdventHealth Winter Park https://www.adventhealth.com/legal/financial-assistanceFacility 6 -- AdventHealth Kissimmeehttps://www.adventhealth.com/legal/financial-assistanceFacility 7 -- AdventHealth Sebringhttps://www.adventhealth.com/legal/financial-assistanceFacility 8 -- AdventHealth Apopkahttps://www.adventhealth.com/legal/financial-assistanceFacility 9 -- Central Texas Medical Centerhttps://www.ctmc.org/patients-visitors/after-my-stay/financial-assistanceFacility 10 -- AdventHealth Wauchulahttps://www.adventhealth.com/legal/financial-assistanceFacility 11 -- AdventHealth Lake Placidhttps://www.adventhealth.com/legal/financial-assistance |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs ContinuedOutcome 6: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment.Priority 2: Access to Care - Primary and Behavioral/Mental Health 2016 Description of the Issue: AHO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to primary and behavioral/mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination.2018 Update: The AHO Community Health Plan has four desired outcomes under the Access to Care - Primary and Behavioral/Mental Health priority. 1. Increase access to primary care services in Orange County;2. To increase access to primary care in Orange County by supporting community partners;3. Participate in strategic processes that combat the heroin epidemic; and4. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary care services in Orange CountyStrategies were developed on both a Regional and facility level to increase access to care. The first strategy involves maintaining the Orlando Community Medicine Clinic, a clinic run by AHO to serve uninsured residents in Orange County. The clinic is funded by The Region. The metric for this strategy has a goal of the number of patients seen. The Hospital exceeded the goal of serving 4,000 patients with a total of 5,785 patients seen in 2018. The second Regional strategy was to connect residents to the Community Care program. The Community Care Program is a Regional initiative which focuses on clinically stabilizing patients in the community environment while addressing root causes (often social determinant based) of uninsured high utilizers of care with complex diagnoses. The Region funds the Community Care Program which enrolled 61 patients from the target population in the AHO area, surpassing the goal of 37. Another aspect of increasing access, which was implemented in 2018, has been to utilize a Care Navigation team across the Region to connect uninsured patients to permanent medical homes through a partnership with local federally qualified healthcare clinics. The team assists with identifying and scheduling appointments for patients in order to ensure follow-up care is accessible. In 2018, 29,830 appointments were scheduled for Orange County residents, which surpassed the goal of 4,000.The Region has continued to fund the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). This clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits throughout the Region.The Region also continued to fund and staff the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 1,853 patients were served throughout the Region.Outcome 2: To increase access to primary care in Orange County by supporting community partnersThe Regional strategy for this outcome was to provide monetary support to three different organizations that provide health care to uninsured and underinsured residents of Orange and/or Seminole County. Although they only appear on the AHO plan, they do impact multiple AdventHealth facilities. AdventHealth provided funding to the following partners who are helping to provide care to the target population in Orange County as well as throughout the Region.1. Shepard's Hope received $100,000 toward operation of their free clinics to provide access to free high quality, compassionate medical care.2. Grace Medical Home received $110,000 toward operations to continue being a place for Central Florida's most underserved residents to enjoy the benefit of quality, comprehensive, ongoing healthcare. 3. Health Care Center for the Homeless received $100,000 toward operations to continue their commitment to providing for the health care needs of the homeless and uninsured residents of Orlando, Florida and surrounding areas.Outcome 3: Participate in strategic processes that combat the heroin epidemicThe Regional strategy for this outcome was to actively participate in the Orange County Heroin Task Force in collaboration with the Orange County Government. This collaboration resulted in a grant that is being used to fund two navigator positions in the county's busiest emergency departments. The focus of these navigators is to help establish and coordinate substance abuse treatment for individuals who are brought into the emergency departments. This one-year strategy is complete and the navigators have been established in the Hospital. Outcome 4: Provide behavioral health resources for the uninsuredThere are two Regional strategies for this outcome statement. Both are funded Regionally. The first is to provide sponsorship dollars to the Outlook Clinic for Depression and Anxiety. The Outlook Clinic for Depression and Anxiety is a collaboration with the Mental Health Association, Orange County Government, UCF Social Work Department and additional partners. AHO donated $450,000 in 2018 to help meet the needs of uninsured residents in Orange County. The Region provides an annual $1,440,663 donation to Aspire Behavioral Health. Aspire Behavioral Health provides a full range of behavioral healthcare services designed to meet the diverse needs of the community including both inpatient and outpatient services. The funding increases capacity for Aspire Behavioral Health to operate beds that would have been closed otherwise due to funding cuts. AHO collaborates with multiple community partners on the priorities identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge identified in the work for this priority has been to recognize and break down silos. Often, it has been found that multiple organizations are working on similar initiatives. The Hospital is striving to act as a convener between partners to create alignments to better utilize resources. Community Needs Not Chosen by AdventHealth Orlando:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. The Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs Continued Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHO can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHO is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHO develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHO develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 2 -- AdventHealth Altamonte SpringsDescription of CHNA Significant Needs Continued Outcome 5: Increase access to knowledge of chronic disease self-management practicesThe Regional strategy for this outcome is to fund and implement the evidence-based Stanford Chronic Disease Self-Management Program in its targeted zip codes throughout the Region. AHAlt worked to implement the program in mid-2018 for the target zip codes for the Hospital. There was a less than anticipated response even with attempts to create an internal pipeline for the program from Hospital patients. The strategy was adjusted to offer the program at local community centers and churches rather than on the Hospital campuses. This shift to community locations has increased participation, although still below the goal. This Regional strategy will continue in 2019 with this program being offered in community locations.Outcome 6: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment.Priority 2: Access to Care - Primary and Mental Health 2016 Description of the Issue: AHAlt recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination.2018 Update: The AHAlt Community Health Plan has four desired outcomes under the Access to Care - Primary and Mental Health priority. 1. Increase access to primary care services in Seminole County;2. Reduce emergency department readmissions;3. Maintain access to behavioral health services for victims of child abuse; and4. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary services in Seminole CountyThe Regional approach to increasing access has grown to include four Regional strategies due to the complexity of the issue. The first Regional strategy is to continue to fund the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). This clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits across the Region.The Region also continued its funding of the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. This funding is provided at the Regional level and will be tracked moving forward on the AdventHealth Orlando plan. In 2018, 1,853 patients were served throughout the Region.The Community Care Program is a Regional initiative which focuses on clinically stabilizing patients in the community environment while addressing root causes (often social determinant based) of uninsured high utilizers of care with complex diagnoses. The Region funds the Community Care Program which enrolled 28 patients from the target population across the AHAlt area in 2018. The program was introduced during the 2018 year, which included development and implementation. Although the program saw less patients than originally estimated (the goal being 37), the Region has predicted that goals will be met in future years based on the progress in 2018.Another aspect of increasing access which was implemented in 2018 has been to utilize a Care Navigation team across the Region to connect uninsured patients to permanent medical homes through a partnership with local federally qualified healthcare clinics. The team assists with identifying and scheduling appointments for patients in order to ensure follow-up care is accessible. In 2018, 5,983 appointments were scheduled for Seminole County residents, which surpassed the goal of 4,000.Outcome 2: Reduce Emergency Department ReadmissionsThe Region funded the Community Paramedic Program which has been implemented at the AHAlt facility. The Community Paramedic Program provides a paramedic to help navigate the care of chronic patients for thirty days after discharge. The metric measured is the reduction in percentage of visits from chronic patients. A reduction of visits was seen in 16.67 percent of patients, which was slightly less than the goal of 20 percent. The main challenge for 2018 was a shortage of staff to meet the needs of the target population. This initiative will continue with Regional support and continued implementation at the Hospital campus.Outcome 3: Maintain access to behavioral health services for victims of child abuse The Regional strategy for this priority focused on providing monetary support to the Kid's House. Kid's House strives to serve victims of child abuse through offering coordinated services in a safe, child-friendly environment from report and investigation through treatment and resolution. The Regional funding totaled $400,000 in 2018. AHAlt also provides additional support through in-kind support of Kid's House initiatives as the closest hospital in the Region to the organization. This partnership will continue on both a Regional and Hospital level in 2019.Outcome 4: Provide behavioral health resources for the uninsuredThis Regional strategy includes partnering with Aspire Health Partners (Aspire). Aspire is a nonprofit which provides a full continuum of behavioral healthcare services across Central Florida Counties. The Region provides funding to enhance the capacity of Aspire to serve the community. The funding has become a necessity in order for Aspire to continue servicing the community due to behavioral health funding cuts. Although measured on a Regional level, the funding helps to serve patients for all of the Region's hospitals, including AHAlt.AHAlt collaborates with multiple community partners on its identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often the Hospital has found that multiple organizations are working on similar initiatives. The Hospital is striving to act as a convener between partners to create alignments and better utilize resources.Community Needs Not Chosen by AdventHealth Altamonte The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 2 -- AdventHealth Altamonte SpringsDescription of CHNA Significant Needs Continued Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHAlt can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHAlt is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHAlt develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHAlt develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 3 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Outcome 5: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. Priority 2: Access to Care - Primary and Behavioral/Mental Health 2016 Description of the Issue: AHC recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2018 Update: The AHC Community Health Plan has six desired outcome statements under the Access to Care - Primary and Behavioral Health priority. 1. Increase access to primary care for uninsured and underinsured residents by supporting community partners;2. Increase dental care access for uninsured and underinsured adults;3. Build primary care and other medical capacity in Osceola County;4. Increase access to primary care in Osceola County;5. Improve access to primary care services through transportation strategies; and6. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary care for uninsured and underinsured residents by supporting community partnersFunding was provided at a Regional level to support the Osceola Council of Aging Free Chronic Care Clinic. The clinic provides health care to the uninsured and underinsured residents of AHC's service area. The total grant funding of $500,000 over a three-year period beginning 2017 will continue to increase capacity of the clinic. Outcome 2: Increase dental care access for uninsured and underinsured adultsFunding was provided at a Regional level to support a pilot Mobile Dental Van in conjunction with the Osceola Health Department and a larger pilot program. The program funding ended in 2018 and will not be continued in 2019. Outcome 3: Build primary care and other medical capacity in Osceola CountyAHC committed to providing monetary support as well as actively participating in the Community Vision's Health Leadership Council. The Council is the County's convening agency for health and social issues and is comprised of safety net providers. AHC currently has a representative serving on the Leadership Council. The convening and participation has led to several opportunities for alignment due to the opportunity to develop and strengthen partnerships with other organizations with a shared mission to serve the residents of Osceola County. The funding for 2018 was allocated, but an invoice is still pending from the Council to ensure that funding can be dispersed based on the partnership agreement. AHC will continue to support the work of the Council both financially and through council participation.Outcome 4: Increase access to primary care in Osceola CountyStrategies were developed on both a Regional and Hospital facility level to increase access to care. The first Regional strategy was to connect residents to the Community Care program. The Community Care Program is a Regional initiative which focuses on clinically stabilizing patients in the community environment while addressing root causes (often social determinant based) of uninsured high utilizers of care with complex diagnoses. The Region funds the Community Care Program which enrolled 10 patients from the target population in the AHC area. The program was introduced during the 2018 year, which included development and implementation. Although the program saw less patients than originally estimated (the goal being 37), the Region has predicted that goals will be met in future years based on the progress in 2018. Another aspect of increasing access, which was implemented in 2018, has been to utilize a Care Navigation team across the Region to connect uninsured patients to permanent medical homes through a partnership with local federally qualified healthcare clinics. The team assists with identifying and scheduling appointments for patients in order to ensure follow-up care is accessible. In 2018, 7,812 appointments were scheduled for Osceola County residents, which surpassed the goal of 4,000. The third strategy is to provide primary and secondary care services to underserved residents who would otherwise not have access to care through the HAPPI program. This Regionally funded program was implemented specifically for the Osceola County area. A total of 666 unique underserved residents of Osceola County received primary and secondary care services in 2018, which significantly surpassed the goal of 175. The HAPPI program will continue serving residents of Osceola County in 2019.The Region has continued to fund the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). This clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits throughout the Region.The Region also continued to fund and staff the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 1,853 patients were served throughout the Region.Outcome 5: Improve access to primary care services through transportation strategiesAHC partnered with the Florida Department of Transportation on their Complete Streets Study. Complete Streets is a national initiative focused on building transportation infrastructure that is designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. The goal is to increase safety and ease for those crossing the street, walking to shops, and bicycling to work. In 2018, the Hospital participated in the study led by the Florida Department of Health, which also included another partner, the Federally Qualified Health Centers (FQHCs) in the Region. The hope is that the Hospital's participation will help to reduce transportation barriers which have been cited as especially prevalent amongst those vulnerable populations across the Region. Outcome 6: Provide behavioral health resources for the uninsuredThe Region provides an annual $250,000 donation to Park Place Behavioral Health. Park Place Behavioral Health provides a full range of behavioral healthcare services designed to meet the diverse needs of the community including both inpatient and outpatient services. The funding increases capacity for Park Place Behavioral Health to operate beds that would have been closed otherwise due to funding cuts. AHC collaborates with multiple community partners on the priorities it has identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge AHC has identified in the work for this priority has been to recognize and break down silos. Often, AHC has found that multiple organizations are working on similar initiatives. AHC is striving to act as a convener between partners to create alignments to better utilize resources. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 3 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Community Needs Not Chosen by AdventHealth Celebration: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHC can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHC is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHC develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHC develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 4 -- AdventHealth East OrlandoDescription of CHNA Significant Needs ContinuedOutcome 4: Support and create opportunities for increased quality of life for residents of Orange County The Regional strategy involved offering programming from Healthy Central Florida (HCF) to the service areas that AHEO reaches. The goal of HCF is to make Central Florida communities the healthiest in the nation. This initiative began with three target communities - Winter Park, Maitland and Eatonville. In 2018, HCF experienced staff and internal strategy changes. The program has been temporarily taken offline while it is retooled to have a greater focus on underserved populations. Although the program has been offered to individuals in the targeted areas before, the goal is to ensure that future efforts are more inclusive of the underserved populations. Outcome 5: Increase access to knowledge of chronic disease self-management practices This is a Regional strategy, which initially rolled out with the expectation of Regional deployment and is funded at a Regional level. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in targeted areas. The original intention to create an internal pipeline for the program from Hospital patients was not successful. Although the program was offered through the Hospital, there were very few individuals who chose to enroll. The strategy was rethought due to challenges across the Region and is now being offered through local community centers and churches. This seems to have increased participation in other service areas the program is offered in. The same results were not seen in East Orlando, which has led to the decision to remove this program from the East Orlando plan. The program will still be offered through partner organizations in the area. The Hospital recognized that the minimum participation requirements through Stanford proved to be a barrier at every campus, especially East Orlando. The program will continue throughout the Region where minimum attendance requirements have been met. Outcome 6: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included providing monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations, participation, and adequate resources for deployment.Priority 2: Access to Care - Primary and Behavioral/Mental Health 2016 Description of the Issue: AHEO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination.2018 Update: The AHEO Community Health Plan has two desired outcomes under the Access to Care - Primary and Behavioral/Mental Health priority. 1. Increase access to primary care services in Orange County; and2. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary care services in Orange CountyThe Region has developed six strategies to accomplish the desired outcome. The first strategy involved maintaining the East Orlando Community Medicine Clinic, a clinic run by AHEO at the AHEO campus to serve uninsured residents in Orange County. The clinic is funded by the Region. The metric for this strategy has a goal of the number of patients seen. 5,785 patients were served throughout Orange County, surpassing the goal for the Region. The Region has continued to fund the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). This clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits throughout the Region.The Region also continued to fund and staff the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 1,853 patients were served throughout the Region.The fourth Regional strategy involved connecting uninsured patients to permanent medical homes. The strategy was developed by a partnership of the Care navigation team and local federally qualified healthcare clinics. The Care navigation team schedules appointments for the patients. This is part of an AdventHealth Regional initiative which originally only provided data at a Regional level, but are now able to be measured at a campus level. In 2018, 30,530 referrals were provided through this initiative at the AHEO campus which contributed to surpassing the goal on both a facility and Regional level. The fifth Regional strategy involved connecting residents to the Community Care program. All funding for this program is provided at the Regional level. The Community Care program focuses on clinically stabilizing the patient in the community environment and addressing root causes (often social determinant based) of utilization for high utilizers who are uninsured and complex patients. In 2018, 68 patients were enrolled which surpassed the goal of 37. This program will continue in 2019. The final strategy is a Hospital strategy to connect eligible residents to permanent medical homes via an employee from a local federally qualified healthcare clinic who is embedded in the Hospital. All funding for this program is provided at the Regional level. In 2018, 1,399 appointments were made which surpassed the goal of 800. The program will continue at AHEO in 2019. Outcome 2: Provide behavioral health resources for the uninsuredThe Regional strategy is to provide Aspire Health Partners with funding to operate beds that would have been closed otherwise due to funding cuts. Aspire Health Partners is committed to providing individuals and families of Central Florida with compassionate, comprehensive and cost-effective behavioral health care services that lead to successful living and healthy, responsible lifestyles. All funding for this program is provided at the Regional level. The Hospital collaborates with multiple community partners on its identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. The Hospital is striving to act as a convener between partners to create alignments to better utilize resources.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 4 -- AdventHealth East OrlandoDescription of CHNA Significant Needs Continued Community Needs Not Chosen by AdventHealth East Orlando: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHEO can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHEO is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHEO develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHEO develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 5 -- AdventHealth Winter Park Description of CHNA Significant Needs Continued Outcome 6: Support opportunities that promote knowledge of chronic diseases within the primary service areaThe Regional strategy included providing monetary support for the American Heart Association for their disease education efforts. Funding continues to be provided at a Regional level of $500,000 over the course of three years. Since this strategy is implemented strictly as a funding donation on a Regional level, there is not a specific facility metric.As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations, participation, and adequate resources for deployment.Priority 2: Access to Care - Primary and Behavioral/Mental Health 2016 Description of the Issue: AHWP recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. AHWP strives to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination.2018 Update: The AHWP Community Health Plan has two desired outcomes under the Access to Care - Primary and Behavioral/Mental Health priority. 1. Increase access to primary care services in Orange County; and2. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary care services in Orange CountyThere are five strategies associated with this outcome. The first strategy is to provide senior care navigation services for vulnerable seniors who have been identified in the Emergency Department. This program provides care plans after emergency department visits for seniors to minimize repeat visits. This program only runs and is funded through the AdventHealth Winter Park Campus. The Hospital met 95 percent of the set metric with 1,425 seniors receiving services in the target area in 2018. This initiative will continue in 2019.The second Regional strategy is to connect uninsured patients to permanent medical homes. The strategy was developed through a partnership between the care navigation team and local federally qualified healthcare clinics. The care navigation team schedules the appointments for the patients. This Regional program originally tracked data at the Regional level. Moving forward, the Hospital is now able to capture and report impact on a campus level. In 2018, 874 patients received referrals from AHWP which contributed to surpassing the Regional goal as well as the newly established Hospital goal. The third Regional strategy is to connect residents to the Community Care program. All funding for this program is provided at the Regional level. The Community Care program focuses on clinically stabilizing the patient in the community environment and addressing root causes (often social determinant based) of utilization for high utilizers who are uninsured and complex patients. During program deployment, it was determined that AHWP would offer the program on a referral only basis based on the available resources and area of need. The fourth strategy is a Regional strategy to continue funding the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). This clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits throughout the Region.The Region also continued to fund and staff the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 1,853 patients were served throughout the Region.Outcome 2: Provide behavioral health resources for the uninsured The Regional strategy is to provide Aspire Health Partners with funding to operate beds that would have been closed otherwise due to funding cuts. Aspire Health Partners is committed to providing individuals and families of Central Florida with compassionate, comprehensive and cost-effective behavioral health care services that lead to successful living and healthy, responsible lifestyles. All funding for this program is provided at the Regional level. The Hospital collaborates with multiple community partners on its identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. The Hospital is striving to act as a convener between partners to create alignments to better utilize resources.Community Needs Not Chosen by AdventHealth Winter Park: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHWP can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHWP is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHWP develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHWP develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant Needs Continued As the Hospital looks at the successes and challenges that have come from its second year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve its target populations. There are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. Priority 2: Access to Care - Primary and Behavioral/Mental Health 2016 Description of the Issue: AHK recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care, utilizing care navigation and coordination.2018 Update: The AHK Community Health Plan has six desired outcome statements under the Access to Care - Primary and Behavioral Health priority.1. Increase access to primary care for uninsured and underinsured residents by supporting community partners;2. Increase dental care access for uninsured and underinsured adults;3. Build primary care and other medical capacity in Osceola County;4. Increase access to primary care in Osceola County;5. Improve access to primary care services through transportation strategies; and6. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary care for uninsured and underinsured residents by supporting community partnersFunding was provided at a Regional level to support the Osceola Council of Aging Free Chronic Care Clinic. The clinic provides health care to the uninsured and underinsured residents of AHK's service area. The total grant funding of $500,000 over a three-year period beginning 2017 will continue to increase capacity of the clinic. Outcome 2: Increase dental care access for uninsured and underinsured adultsFunding was provided at a Regional level to support a pilot Mobile Dental Van in conjunction with the Osceola Health Department and a larger pilot program. The program funding ended in 2018 and will not be continued in 2019. Outcome 3: Build primary care and other medical capacity in Osceola CountyAHK committed to providing monetary support as well as actively participating in the Community Vision's Health Leadership Council. The Council is the County's convening agency for health and social issues and is comprised of safety net providers. The Hospital currently has a representative serving on the Leadership Council. The convening and participation has led to several opportunities for alignment due to the opportunity to develop and strengthen partnerships with other organizations with a shared mission to serve the residents of Osceola County. The funding for 2018 was allocated, but an invoice is still pending from the Council to ensure that funding can be dispersed based on the partnership agreement. AHK will continue to support the work of the Council both financially and through council participation.Outcome 4: Increase access to primary care in Osceola CountyStrategies were developed on both a Regional and facility level to increase access to care. The first Regional strategy was to connect residents to the Community Care Program. The Community Care Program is a Regional initiative which focuses on clinically stabilizing patients in the community environment while addressing root causes (often social determinant based) of uninsured high utilizers of care with complex diagnoses. The Region funds the Community Care Program which enrolled 11 patients from the target population in the AHK area. The program was introduced during the 2018 year, which included development and implementation. Although the program saw less patients than originally estimated (the goal being 37), the Region has predicted that goals will be met in future years based on the progress in 2018. Another aspect of increasing access which was implemented in 2018 has been to utilize a Care Navigation team across the Region to connect uninsured patients to permanent medical homes through a partnership with local federally qualified healthcare clinics. The team assists with identifying and scheduling appointments for patients in order to ensure follow-up care is accessible. In 2018, 7,812 appointments were scheduled for Osceola County residents, which surpassed the goal of 4,000. The third strategy is to provide primary and secondary care services to underserved residents who would otherwise not have access to care through the HAPPI program. This Regionally funded program was implemented specifically for the Osceola County area. A total of 666 unique underserved residents of Osceola County received primary and secondary care services in 2018, which significantly surpassed the goal of 175. The HAPPI program will continue serving residents of Osceola County in 2019.The Region has continued to fund the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). This clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits throughout the Region.The Region also continued to fund and staff the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 1,853 patients were served throughout the Region.Outcome 5: Improve access to primary care services through transportation strategiesAHK partnered with AdventHealth Celebration and the Florida Department of Transportation on their Complete Streets Study. Complete Streets is a national initiative focused on building transportation infrastructure that is designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. The goal is to increase safety and ease for those crossing the street, walking to shops, and bicycling to work. In 2018, the Hospital participated in the study led by the Florida Department of Health, which also included another partner, the Federally Qualified Health Centers (FQHCs) in the Region. The hope is that the Hospital's participation will help to reduce transportation barriers which have been cited as especially prevalent amongst those vulnerable populations across the Region. Outcome 6: Provide behavioral health resources for the uninsuredThe Region provides an annual $250,000 donation to Park Place Behavioral Health. Park Place Behavioral Health provides a full range of behavioral healthcare services designed to meet the diverse needs of the community including both inpatient and outpatient services. The funding increases capacity for Park Place Behavioral Health to operate beds that would have been closed otherwise due to funding cuts. AHK collaborates with multiple community partners on the priorities it has identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. AHK is striving to act as a convener between partners to create alignments to better utilize resources. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant Needs Continued Community Needs Not Chosen by AdventHealth Kissimmee: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHK can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHK is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHK develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHK develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 8 -- AdventHealth ApopkaDescription of CHNA Significant Needs Continued Priority 2: Access to Care - Primary and Behavioral/Mental Health 2016 Description of the Issue: AHApk recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. The Hospital strives to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination.2018 Update: The AHApk Community Health Plan has two desired outcomes under the Access to Care - Primary and Behavioral/Mental Health priority. 1. Increase access to primary care services in Orange County; and2. Provide behavioral health resources for the uninsured.Outcome 1: Increase access to primary care services in Orange CountyThe Regional approach to increasing access has grown to include six Regional strategies due to the complexity of the issue. The first Regional strategy is to continue to fund the AdventHealth Transitions Clinic (also known as the Trina Hidalgo Heart Care Center). The clinic provides follow-up care for cardiac issues to the uninsured who lack primary care. All funding is provided at a Regional level. The clinic serves Orange, Osceola, Seminole, and Lake County residents. The current tracking structure for the clinic does not allow for extraction of metrics by county at this time. In 2018, 314 patients were seen for a total of 3,889 visits across the Region. The Region also continued its funding of the AdventHealth Transitions Lung Clinic. This clinic provides care for underinsured and uninsured who are impacted by respiratory issues. This funding is provided at the Regional level and will be tracked moving forward on the AdventHealth Orlando plan. In 2018, 1,853 patients received treatment through the clinic throughout the AdventHealth Central Florida Division South Region.The Adventist University Hope Clinic is another resource funded at the Regional level. The clinic provides occupational and physical therapy as well as additional services to uninsured and underinsured individuals who experience financial barriers to care. Although the clinic is located in the AHApk area, it is able to serve patients from the entire Region's service area. In 2018, 84 patients received services during a total of 2,723 visits, which surpassed the annual goal.The Community Care Program is a Regional initiative which focuses on clinically stabilizing patients in the community environment while addressing root causes (often social determinant based) of uninsured high utilizers of care with complex diagnoses. The Region funds the Community Care Program which enrolled 30 patients from the target population across the Region in 2018. The program was introduced during the 2018 year, which included development and implementation. Although the program saw less patients than originally estimated (the goal being 37), the Region has predicted that goals will be met in future years based on the progress in 2018.Another aspect of increasing access which was implemented in 2018 has been to utilize a Care Navigation team across the Region to connect uninsured patients to permanent medical homes through a partnership with local federally qualified healthcare clinics. The team assists with identifying, and scheduling appointments for patients in order to ensure follow-up care is accessible. In 2018, 7,536 appointments were scheduled for Orange County residents, which surpassed the goal of 4,000.This Regional strategy was strengthened even further by embedding a Federally Qualified Health Center (FQHC) employee into multiple AdventHealth hospital campuses to work directly with patients in finding a medical home. AHApk and AdventHealth East Orlando both included the employee on their campuses to help assist with making appointments for the target population of Orange County residents who require a medical home. In 2018, 1,103 patients received appointments, which surpassed the goal of 800. Outcome 2: Provide behavioral health resources for the uninsuredThis Regional strategy includes partnering with Aspire Health Partners (Aspire). Aspire is a nonprofit which provides a full continuum of behavioral healthcare services across Central Florida Counties. The Region provides funding to enhance the capacity of Aspire to serve the community. The funding has become a necessity in order for Aspire to continue servicing the community due to behavioral health funding cuts. Although measured on a Regional level, the funding helps to serve patients for all of the Region's hospitals, including AHApk.AHApk collaborates with multiple community partners on its identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. The Hospital is striving to act as a convener between partners to create alignments and better utilize resources.Issues that will not be addressed by AdventHealth Apopka HospitalThe primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If AHApk can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because AHApk is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As AHApk develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As AHApk develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 9 -- Central Texas Medical CenterDescription of CHNA Significant Needs Continued Priority 2: Healthier Management of Lifestyle2016 Description of the Issue: Hays and Caldwell Counties exceed the averages for a number of key health indicators most notably the lack of physical activity. In the Hospital's primary service area, 23 percent of adults aged 20 and older self-report no leisure time for activity, based on the question "during the past month, other than your regular job, did you participate in any physical activities or exercises such as running, calisthenics, golf, gardening, or walking for exercise"? This indicator is relevant because current behaviors are determinants of future health and this indicator may illustrate a cause of significant health issues such as obesity and poor cardiovascular health. 2018 Update: Our first outcome statement was to promote the ideals of healthy living by developing programs built on the AdventHealth CREATION Health principles. Our 2018 goal was to offer five CREATION Health workshops and we exceeded this expectation by offering eight workshops. We will continue collaborating with area organizations to offer CREATION Health seminars and trainings. Our second strategy was to increase participation in Central Texas Medical Center's CREATION Health Fitness Day which is offered free for the community. Our 2018 goal was to have 450 attendees and we exceeded with an attendance of 460 people. We will continue offering this event and providing education and resources for individuals and their families to learn about health and wellness.Our third strategy was to provide low income residents access to health screenings to provide a baseline for making healthier lifestyle choices. We collaborated with local organizations and distributed free vouchers to the annual Central Texas Medical Center HealthCheck. These vouchers provided free tests such as a lipid panel, complete blood cell count and complete metabolic panel. Our 2018 goal was to distribute 325 vouchers and have 60 vouchers redeemed. We exceeded this goal with a total of 450 vouchers distributed and 124 redeemed. We will continue offering these vouchers as part of the HealthCheck program. Priority 3: Management of Heart Disease/Congestive Heart Failure (CHF) and Related Conditions2016 Description of the Issue: Within the Hospital's report area, the rate of death due to coronary heart disease per 100,000 population is 167.25. In Caldwell County, it is 186.7 as compared to the state number of 175.7 and the national rate of 175. This indicator is relevant because heart disease is a leading cause of death in the United States. These statistics are especially revealing as many patients with cardiovascular disease generally have multiple chronic diseases including diabetes. 2018 Update: Our first outcome objective was to provide access to un/underinsured patients who qualified for outpatient cardiac rehab. Our goal was to increase the capacity of outpatient cardiac rehabilitation and provide services to at least five un/underinsured patients in 2018. We were able to extend this offer to nine patients and had one patient accept. We will continue to offer outpatient cardiac rehab for our un/underinsured patients. Our second strategy was to offer free blood pressure screenings at Central Texas Medical Center and throughout the community with education on hypertension and heart disease. Our goal for 2018 was to provide 425 blood pressure screenings and we provided 520 blood pressure screenings. We will continue offering free blood pressure screenings at Central Texas Medical Center and throughout the community.Our third strategy was to collaborate with local organizations to distribute vouchers for free carotid artery and peripheral arterial disease screenings, including education. Our goal in 2018 was to distribute 20 carotid artery vouchers and 20 peripheral arterial disease vouchers. We exceeded this goal by distributing 25 carotid artery vouchers and 25 peripheral arterial disease vouchers. We will continue distributing these vouchers to those in most need throughout our community.Priority 4: Management of Diabetes2016 Description of the Issue: It is projected that by 2040, 23.8 percent of Texans will have diabetes; 23.1 percent or 112,455 of Hays County residents and 25.2 percent or 12,436 of Caldwell County residents will be diagnosed with the disease. Research highlights that medical expenditures for people with diabetes is about 2.3 times higher than medical expenditures for those who are not diabetic. Expected population growth over the next several years is expected to exacerbate the prevalence of diabetes and associated complications, and consequently, the need for health care services and access to health care providers. 2018 Update: Our first outcome strategy was to increase awareness and early detection of diabetes by offering free monthly blood glucose screenings and diabetes risk assessments based on American Diabetes Association guidelines. Our 2018 goal was to average 54 blood glucose screenings and risk assessments and we exceeded this goal by averaging 73 per month. We will continue offering these free screenings to our community.Our second outcome objective was to improve compliance with short and long-term diabetes control and management. Our strategy was to provide all diabetes education class participants with up to four individualized follow-up visits with a Diabetes Educator focusing on lifestyle changes (over a 12-month period). Our 2018 goal was to have at least 43.8 percent of diabetes education participants receiving at least 2 follow-up visits over a 12-month period. We exceeded this goal by having 52 percent of diabetes education participants receiving at least 2 follow-up visits over a 12-month period. Our third outcome strategy was to provide individuals diagnosed with diabetes and their family members ongoing opportunities for education, accountability and encouragement to adopt and maintain successful diabetes management and control. Our strategy is to offer a free diabetes support group every two weeks. We averaged eight attendees throughout the year. Our main challenge is that there are other support groups that are taking place at CTMC that some of these same attendees also attend (i.e. weight loss support group). Transportation is another barrier for those interested in attending. Central Texas Medical Center will explore what can be done to improve our attendance. Priority 5: Education2016 Description of the Issue: According to participants in the primary data collection phase, a lack of education and economic inequalities lead to poor lifestyle decisions such as unhealthy diets and a lack of exercise. Diabetes is a significant health problem partly due to lack of access to healthy foods and lack of knowledge about healthy eating. Many health problems are exacerbated by the challenges of finding providers, navigating the health care system and managing medication. Assessment participants stressed the need for community-based strategies and interventions at early ages that promote healthy behaviors.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 9 -- Central Texas Medical CenterDescription of CHNA Significant Needs Continued2018 Update: Our first outcome strategy was improved management of hospitalized un/underinsured patients in an outpatient/home setting. We were able to provide 56 percent of un/underinsured patients a referral to a medical home prior to discharge from Central Texas Medical Center. We will continue to strive toward our goal of 80% of un/underinsured patients receiving referrals prior to discharge.Our second outcome strategy was to improve the community's understanding of healthcare resources provided through Central Texas Medical Center, Live Oak Health Partners, and associated clinics. Our strategy was to establish a Patient Family Advisory Council (PFAC) that will advocate for community resources based on their experience with Central Texas Medical Center, Live Oak Health Partners and other associated clinics. Our 2018 goal was for PFAC members to develop an action plan that will address at least two identified Central Texas Medical Center and community needs. PFAC exceeded this goal by identifying 3 needs and executing initiatives addressing these needs. Our third outcome strategy was to develop support groups for individuals facing cancer, especially for our Spanish speaking population. The strategy was to facilitate free breast cancer support groups with an emphasis on navigation of healthcare resources. Our 2018 goal was to provide 12 meetings. Due to transition with the navigator position, we did not meet this goal. The Navigator was hired November 2018 so there were not support groups being held in 2018. Central Texas Medical Center is working closely with the Navigator to provide support groups in 2019. Our fourth outcome strategy was to improve access to mammograms for low-income individuals. The strategy was to expand the timeframe to redeem free mammogram vouchers and conduct follow-ups to ensure that individuals accessed the screening. The 2018 goal was to have at least 80 vouchers redeemed and we exceeded this goal by having 102 vouchers redeemed. Priority 6: Management of Mental and Behavioral Health2016 Description of the Issue: Hays County specifically has a mental health provider shortage with 86 providers per 100,000 population as compared to the state average of 96.7 and the national average of 189. The County, hospital emergency rooms, police department and school counselors often have to respond to crises. There are very few mental and behavioral health care resources aimed at serving the mental health needs of the community, especially for children, before emergencies develop. Assessment participants raised concerns about residents with very serious mental health problems who often require extensive treatment and case management. 2018 Update: Our first outcome strategy was to increase coordination of community organizations to better meet the psychiatric needs of the community. The strategy was to develop a cross-functional community committee including law enforcement, Central Texas Medical Center, Texas State University, Live Oak Health Partners and local mental health providers. The 2018 goal was to provide two meetings and this goal was exceeded with a total of seven meetings being held. We also set a goal to provide family members ongoing opportunities for education and encouragement. Two support groups were offered for families with a loved one with mental/behavioral challenges. We will continue offering these services in 2019.The third outcome strategy was to educate the community residents about the mental and behavioral health care options available. The strategy was to offer free, educational presentations at local churches, businesses, civic groups, etc. CTMC hosted four presentations in 2018 and will continue this in 2019.Community Needs Not Chosen by Central Texas Medical Center:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else or multiple groups in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:Issues that will not be addressed by Central Texas Medical Center:1. Prevalence and/or enhanced outpatient management of chronic respiratory diseasesWhile this is an important initiative, beyond adding two pulmonologists to our medical staff in recent months, the committee determined that other needs were more acute and in need of additional focus and resources.2. Providing additional dental health resourcesWhile serious in nature, Central Texas Medical Center does not currently have the resources to materially impact this community need at this time.3. Education and information related to alcohol, tobacco and substance abuseThe Committee believed that current programs available in the community were better suited to address the needs related to alcohol, tobacco and substance abuse. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs Continued Priority 3: Access to Primary Care2016 Description of the Issue: In Hardee County, Florida, 38.86 percent of adults aged 19 and older are uninsured while the state rate is 28.78 percent. The uninsured rate for children 18 and younger is 14.43 percent compared to the state average of 11.86 percent. 26.9 percent of adults self-report that they do not have a source for primary care. The rate of dentists per 100,000 population is only 29.1. Hardee County is a socio-economically disadvantaged, rural, agricultural county officially designated as a Health Professionals Shortage area by the US Department of Health and Human Services. Health Professionals Shortage Areas have shortages of primary medical care, dental or mental health providers. Hardee County has shortages in all three areas.2018 Update:Strategies for this priority included increasing community awareness of the availability of local health care services for the un/under-insured by continuing the CREATION Health Ministry Outreach program, providing monetary support by offering discounted home-supply prescriptions for low-income patients discharged from hospital care, supporting the Samaritan's Touch free clinic and providing the clinic with in-kind lab and imaging services for Samaritan's Touch patients. Samaritan's Touch is a free health care clinic for the uninsured population, serving Highlands and Hardee counties. The donation is funded partially by AdventHealth Wauchula, along with AdventHealth Sebring and AdventHealth Lake Placid. The outcomes for this goal exceeded expectations. A total of 65 CREATION Health volunteers participated in outreach activities, exceeding the goal of 45 volunteers. A total of $7,133 was applied to cover costs of home supply prescriptions for low income patients discharged from hospital care, exceeding the expected dollar amount of $1,250. In addition, both monetary donations for support of Samaritan's Touch (expected: $43,750 actual: $87,500) and in-kind donations of lab and imaging services to Samaritan's Touch patients (expected: $250,000 actual: $618,676), exceeded expected dollar amounts. The greatest challenge is knowing that the number of community residents needing these services continues to grow. AdventHealth Wauchula continues to recruit new physicians of all types to the area and has noted that since the opening of AdventHealth Wauchula at its new location, community use of the facility, including Emergency Department (ED) and Transitional Care, has increased. Priority 4: Heart Disease & Stroke (High Blood Pressure & Cholesterol)2016 Description of the Issue: With a higher than state average rate of high blood pressure (HBP), 29.6 percent of the PSA residents have been diagnosed with HPB. 56.01 percent of adults have high cholesterol. 10.9 percent of adults in the PSA have been diagnosed with Coronary Artery Disease.2018 Update: The interventions include offering free, evidence-based Stanford Chronic Disease Self- Management Program (CDSMP) 6-week class series to educate participants regarding chronic disease self-management. The outcome did not meet expectations as too few participants signed up to hold the classes (minimum class size requirements set by CDSMP). The instructor will need to be recertified, and the outcome will be included again for the next year, as the Hospital has now employed more transitional care (Care 360) specialists to recruit participants. Plans are to also hold these classes in the community at convenient locations for patients that have gone home from the Hospital. The greatest challenge is recruiting participants who will attend the entire series. Transportation continues to be a concern as Hardee County has no bus system and few taxis. A second intervention was to hold a Complete Health Improvement Program (CHIP) class series, a lifestyle enrichment program designed to reduce disease risk through better health habits and appropriate lifestyle modifications. Goals included lowering cholesterol, hypertension and blood sugar levels, reducing excess weight through improved dietary choices, enhancing daily exercise, increasing support systems and decreasing stress in an evidence-based program. This program has not been offered in Hardee County, due to the need for more trained facilitators and full-time employees (FTE). The series held in Lake Placid was advertised in Hardee County, however no Hardee residents attended. A Hospital employee completed training to teach the Corporate CHIP series in 2018.Priority 5: Teen Pregnancy Prevention2016 Description of the Issue: The teen birth rate is 88.4 per 1000 population compared with the state rate of 36.1 and the country's rate of 36.6. Previous grant funding for public school pregnancy prevention programs has ceased.2018 Update: The intervention chosen was to send a representative from the Hospital to attend the local Teen Pregnancy Prevention Association meetings. This has been accomplished. However, this goal and its interventions will be addressed/reviewed at the next Community Health Needs Assessment Committee meeting, as AdventHealth Wauchula does not have an Obstetrics (OB) department and the representative must travel from Highlands County to attend the meetings. Community Needs Not Chosen by AdventHealth Wauchula:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else or multiple groups in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. Cancer/Tobacco Use: This issue is already being addressed with tobacco cessation classes located at AdventHealth Wauchula.2. Access to Mental Health Services: The provider service area is designated as a Health Professionals Shortage Area. The Hospital refers patients to local resources as available. This is not a line of service the Hospital provides. |
| Part V, Section B | Facility Reporting Group B |
| Facility Reporting Group B consists of: | - Facility 7: AdventHealth Sebring, - Facility 11: AdventHealth Lake Placid |
| Facility Reporting Group - B Part V, Section B, line 5: | AdventHealth Sebring operates two hospital facilities in Highlands County under a single license, one in Sebring, Florida and one in Lake Placid, Florida (the Hospitals). The two Hospitals collaborated in 2016 to conduct a 2016 Community Health Needs Assessment as these two Hospitals share the same service area. The Hospitals' primary service area includes Highlands County and portions of Hardee County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospitals formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospitals, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Central Florida Health Care, a local federally qualified health center, Nu-Hope Elder Care Services, Inc., a senior social service organization, Healthy Start-Wauchula, the Highlands County Board of County Commissioners, Redlands Christian Migrant Association, an organization providing childcare and early education for children of migrant farm workers and rural, low-income families, Samaritan's Touch, a health clinic for the uninsured, Heartland Rural Health Network for low-income and minority populations, the Highlands County Department of Health and the Hardee County Department of Health. AdventHealth Sebring also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by most of the members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospitals' primary service area. |
| Facility Reporting Group - B Part V, Section B, line 6a: | AdventHealth Sebring and AdventHealth Lake Placid collaborated in conducting their Community Health Needs Assessments (CHNA) in 2016. |
| Facility Reporting Group - B Part V, Section B, line 7d: | The Hospital has 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 Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital 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 facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Facility Reporting Group - B Part V, Section B, line 11: | The information provided below explains how Adventist Health System/Sunbelt, Inc d/b/a AdventHealth Sebring and AdventHealth Lake Placid (The Hospitals) addressed in 2018 the significant health needs identified in their 2016 Community Health Needs Assessment, and any such needs that were not addressed and why such needs were not addressed. The Hospitals conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017.Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Sebring and AdventHealth Lake Placid will be referred to in this document as AdventHealth Sebring and AdventHealth Lake Placid or "The Hospitals". These two hospitals operate under a single hospital license.In January of 2019, every wholly-owned entity across our organization adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Throughout this report, we will refer to the Hospitals as AdventHealth Sebring and AdventHealth Lake Placid. Any reference to our 2016 Community Health Needs Assessment (CHNA) or 2017 Community Health Plan (CHP) will utilize our new name for consistency.AdventHealth Sebring and AdventHealth Lake Placid are part of the West Florida Division of the healthcare system known as AdventHealth. The West Florida Division of AdventHealth includes 11 hospital facilities.This is the second-year update for AdventHealth Sebring and AdventHealth Lake Placid's 2017-2019 Community Health Plan (Implementation Strategy). AdventHealth Sebring and AdventHealth Lake Placid developed this Plan and posted it by May 15, 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Sebring and AdventHealth Lake Placid worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 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 Hospitals determine the health needs of the communities they serve. Once the data was gathered, the primary issues identified in the needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospitals to address in the 2017-2019 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospitals are not addressing.AdventHealth Sebring and AdventHealth Lake Placid chose five areas of focus for their 2017-2019 Community Health Plan: 1. Heart Disease/Stroke/High Blood Pressure/Cholesterol2. Diabetes3. Obesity/Nutrition4. Access to Care (Primary Care)5. Access to Care (Mental Health Services).Priority 1: Heart Disease/Stroke/High Blood Pressure/Cholesterol2016 Description of the Issue: Heart Disease is the second leading cause of death in the Primary Service Area (PSA). The service area also presents a higher than state average rate of high blood pressure and cholesterol.2018 Update: AdventHealth Sebring and AdventHealth Lake Placid implemented two interventions to address issues related to Heart Disease/Stroke/High Blood Pressure/Cholesterol in all adults with chronic disease residing in low income/low access communities throughout the communities in its primary service area. The first intervention includes offering free, evidence-based Stanford Chronic Disease Self- Management Program (CDSMP) 6-week class series to educate participants regarding chronic disease self-management both on site at the Hospitals and in community settings outside of the Hospitals (local health department locations, community senior centers, library locations, churches, etc.). In addition, efforts to recruit participants included partnering with other agencies to allow referrals to the class series and to share the costs associated with running the program. However, outcomes did not meet expectations as too few participants signed up to hold the classes. Some key challenges included a very strict minimum class size required by Chronic Disease Self-Management Program (CDSMP) standards to run the classes. Additionally, the Hospital system has completed implementation of its transitional care (Care 360) program model where specialists work with patients to make the transition from Hospital to home or other care facilities an easier connection. The Hospital plans to work with its Care 360 specialist to recruit participants and increase awareness of community benefit program availability. Since the greatest challenge was recruiting participants to reach the required class sizes, having access to the newly implemented Care 360 is a very hopeful opportunity to reach established outcome goals associated with this metric in order to impact the community in this area of health need.A second intervention was to hold a Complete Health Improvement Program (CHIP) class series, a lifestyle enrichment program designed to reduce disease risk through better health habits and appropriate lifestyle modifications. Goals included lowering cholesterol, hypertension and blood sugar levels, reducing excess weight through improved dietary choices, enhancing daily exercise, increasing support systems and decreasing stress in an evidence-based program. The program exceeded expectations of 50 percent of participants who experience improved biometric indices (program measures blood sugar levels, cholesterol, blood pressure, BMI and weight) by reaching 90 percent. AdventHealth Lake Placid contributed $2,183 toward the class series and Cardiopulmonary Rehab and Diabetes Center employees donated their time to teach classes in the series each week. Priority 2: Diabetes2016 Description of the Issue: Diabetes prevalence is higher than the state average of diabetes rates, and lower than average access to diabetes self-management and pre-diabetes education programs is a current disparity in the Primary Service Area (PSA).2018 Update: AdventHealth Sebring participated in the Morning Mile (MM) program in SW Florida to host a pilot before-school walking program at two Title I schools in the PSA for the 2018 - 2019 school year. The American Diabetes Association (ADA) in partnership with Fitzness International, LLC implements and manages the program in schools on behalf of sponsors and adds a nutrition education component to increase its impact on school children. AdventHealth Sebring sponsored one school for the school year Walker Memorial Adventist Academy. Year two goal met expectations with 65 percent of the student population participating in the program. In October 2018, the ADA reported their struggle to maintain consistent contact with the designated point-of-contact at schools sponsored by AdventHealth. This major challenge led to ADA's failure to report data for the first semester of the school year (August - December 2018). Other common challenges were associated with lack of program management by ADA. AdventHealth's Community Health Coordinator worked to help bridge the gaps in communication at each school and even scheduled site visits to all sponsored schools to re-establish contact and assist with struggles encountered when implementing and managing the Morning Mile program at sponsored schools. AdventHealth West Florida Division is currently working to replace the current program with a new initiative to address childhood obesity for year three.A second intervention, added this year, includes offering free, three-hour pre-diabetes classes at the Hospitals and in the community. These classes are open to the public. In collaboration with local community partners, the Hospitals are offering diabetes self-management education. AdventHealth Sebring exceeded its goal and implemented 22 classes, instead of 20 classes. Success in this outcome can be attributed to working closely with local community partners to promote the classes in the community setting. Priority 3: Obesity/Nutrition2016 Description of the Issue: 41 percent of residents in the PSA have low food access (food desert). 31.9 percent of adults aged 18 and older self-report that they have a Body Mass Index (BMI) in the "overweight" category. 34.7 percent of adults aged 20 and older self-report that they have a BMI in the "obese" category.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 11 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs Continued 2018 Update: AdventHealth Sebring and AdventHealth Lake Placid sponsored the CREATION Health (CH) program which is a faith-based holistic (mental, physical, and spiritual) wellness program with lifestyle seminars and training programs. It teaches eight universal principles of health (Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, & Nutrition) for living a healthier and happier life. This 8-week seminar provides the best practices of whole person living based on Biblical principles and supported by evidence-based science. Two faith congregations were invited by the Chaplain to attend the AdventHealth West Florida Division CREATION Health "Train the Trainer" session hosted by the Mission and Ministry/Community Benefits departments. Town N' Country Seventh-day Adventist (SDA) Church attended and sent three delegates. The delegates received a CH Leadership kit valued at $350. The CH Kit contains CH Seminar Topic Power Point, CH Topic Videos, CH Leadership Manual, Small Group Discussion Guide, Seminar Personal Study Guide, and Participant Pre-Post Self Assessments. New strategies for this goal were implemented and included offering CREATION Health class series, increasing the number of staff members or others trained to teach the series, and building a framework to offer the Food Is Health (FIH) program. The Hospitals exceeded their goal of 30 program graduates, with an actual number of 40 graduates in 2018. Additionally, the Hospitals exceeded the goal of 80 percent of participants self-reporting improved lifestyle choices as measured by CREATION Health self-assessment forms by reaching 100 percent with this metric.A second strategy to reduce blood sugar levels is described below.AdventHealth Sebring and AdventHealth Lake Placid partnered with local community organizations to address the nutritional needs of those in communities designated as food deserts or low income/low access with the Food is Health program (formally known as Food is Medicine). This is accomplished by increasing health and lifestyle educational opportunities, biometric screenings, and access to healthy produce and dry goods. In year two, a total of 133 fresh produce vouchers were distributed to participants. Forty-eight percent of participants showed a decrease in blood sugar, which exceeded the goal of 10 percent of participants. A reduction in BMI was not reported.The major keys to success of the Food is Health program have been relationships with community partners. The Hospitals cannot run this program without strong partnerships with health education providers, local fresh produce vendors, and other community-based organizations who are the "boots on the ground" addressing social determinants of health.Priority 4: Access to Primary Care2016 Description of the Issue: The Hospitals' primary service area (PSA) is designated a Health Professionals Shortage Area (HPSA).2018 Update: Strategies implemented to increase community awareness and availability of local health care services for un/underinsured individuals included continuing the CREATION Health Ministry Outreach program, providing discounted home-supply prescriptions for low-income patients discharged from hospital care, providing monetary support to the Samaritan's Touch free clinic and providing the clinic with in-kind lab and imaging services for Samaritan's Touch patients. Samaritan's Touch is a free health care clinic for the uninsured population, serving Highlands and Hardee counties in Florida. The donation is funded partially by AdventHealth Sebring and AdventHealth Lake Placid, along with AdventHealth Wauchula.Each year, AdventHealth Sebring and AdventHealth Lake Placid continue to exceed outcome goals in each of the above-mentioned strategies to increase access to primary care in the designated primary service areas (PSA).Volunteer participation in the CREATION Health Ministry Outreach program continues to increase each year, with a total of 65 volunteers participating in this strategy. Monetary support for this strategy exceeded year two outcome goals in each category. Priority 5: Access to Care (Mental Health Services)2016 Description of the Issue: The PSA is designated as a Health Professionals Shortage Area (HPSA), with very few physicians/agencies offering mental health services.2018 Update: Strategies were implemented to increase community awareness and availability of local mental health care services for uninsured and underinsured individuals in the community. In 2018, the Hospitals started two grief and depression support groups. Support groups were hosted on site at AdventHealth Sebring and AdventHealth Lake Placid. Plans to partner to host additional support groups at community locations are also underway. Community Needs Not Chosen by AdventHealth Sebring and AdventHealth Lake Placid:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:A. Cancer Incidence/Screening/Tobacco Cessation - the Hospitals already participate with the Area Health Education Center (AHEC) to offer community tobacco cessation classes. B. Poverty/Unemployment/Literacy Rates - The Hospitals do not have the capacity to address these social determinants. C. Chronic Obstructive Pulmonary Disease/Upper Respiratory Infection/Asthma - The Hospitals employ several pulmonologists and sponsor tobacco cessation classes. D. Lack of Transportation - The community lacks public transportation services, and the Hospitals do not have the capacity to address public transportation. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 56 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (56 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|
| 1 - AdventHealth Centra Care Lake Buena Vista | |||||
| 12500 South Apopka Vineland Rd | Orlando | FL | 32836 | Urgent Care Clinic | |
| 2 - AdventHealth Centra Care Corporate Office | |||||
| 2600 Westhall Lane Box 300 | Maitland | FL | 32751 | Corporate Services | |
| 3 - AdventHealth Centra Care Corporate Care So | |||||
| 2609 South Orange Ave | Orlando | FL | 32806 | Urgent Care Clinic & Employer Onsite Clinic | |
| 4 - AdventHealth Centra Care Waterford Lakes | |||||
| 250 North Alafaya Trail Suite 135 | Orlando | FL | 32825 | Urgent Care Clinic/Primary Care | |
| 5 - AdventHealth Medical Group OB GYN at Apopk | |||||
| 2100 Ocoee Apopka Rd | Apopka | FL | 32703 | Women's services | |
| 6 - AdventHealth Centra Care Winter Garden | |||||
| 3005 Daniels Road | Winter Garden | FL | 34787 | Urgent Care Clinic/Primary Care | |
| 7 - AdventHealth Centra Care Winter Park | |||||
| 3099 Aloma Avenue | Winter Park | FL | 32792 | Urgent Care Clinic | |
| 8 - AdventHealth Centra Care Sanford | |||||
| 4451 West 1st Street | Sanford | FL | 32771 | Urgent Care Clinic/Primary Care | |
| 9 - AdventHealth Centra Care Mt Dora | |||||
| 9015 US Highway 441 | Mount Dora | FL | 32757 | Urgent Care Clinic | |
| 10 - AdventHealth Centra Care Altamonte Springs | |||||
| 440 West Highway 436 | Altamonte Springs | FL | 32714 | Urgent Care Clinic | |
| 11 - AdventHealth Centra Care Orange Lake | |||||
| 8201 West Irlo Bronson Highway | Kissimmee | FL | 34747 | Urgent Care Clinic | |
| 12 - AdventHealth Centra Care Hunter's Creek | |||||
| 3293 Greenwald Way North | Kissimmee | FL | 34741 | Urgent Care Clinic/Primary Care | |
| 13 - AdventHealth Centra Care Port Orange | |||||
| 1208 Dunlawton Ave | Port Orange | FL | 32127 | Urgent Care Clinic | |
| 14 - AdventHealth Centra Care Clermont | |||||
| 15701 State Road 50 Suite 101 | Clermont | FL | 34711 | Urgent Care Clinic | |
| 15 - AdventHealth Centra Care St Cloud | |||||
| 4660 13th Street | St Cloud | FL | 34769 | Urgent Care Clinic/Primary Care | |
| 16 - SDOC Clinic | |||||
| 831 Simpson Rd | Kissimmee | FL | 34744 | Employer Clinic | |
| 17 - AdventHealth Centra Care Orange City | |||||
| 1360 Saxon Blvd | Orange City | FL | 32763 | Urgent Care Clinic | |
| 18 - AdventHealth Centra Care Lee Road | |||||
| 2540 Lee Road | Winter Park | FL | 32789 | Urgent Care Clinic | |
| 19 - AdventHealth Centra Care University | |||||
| 11550 University Blvd | Orlando | FL | 32817 | Urgent Care Clinic | |
| 20 - AdventHealth Centra Care Colonial Town | |||||
| 630 North Bumby Ave | Orlando | FL | 32803 | Urgent Care Clinic/Primary Care | |
| 21 - AdventHealth Centra Care DeLand | |||||
| 2293 South Woodland Blvd | DeLand | FL | 32720 | Urgent Care Clinic | |
| 22 - AdventHealth Centra Care Dr Phillip's | |||||
| 8014 Conroy-Windermere Rd Suite 104 | Orlando | FL | 32835 | Urgent Care Clinic | |
| 23 - AdventHealth Centra Care Oviedo | |||||
| 8010 Red Bug Road | Oviedo | FL | 32765 | Urgent Care Clinic | |
| 24 - AdventHealth Centra Care Brandon | |||||
| 10222 Bloomingdale Ave | Riverview | FL | 33578 | Urgent Care Clinic | |
| 25 - AdventHealth Centra Care Sand Lake Road | |||||
| 2301 Sand Lake Road | Orlando | FL | 32809 | Urgent Care Clinic | |
| 26 - AdventHealth Centra Care Azalea Park | |||||
| 509 South Semoran Blvd | Orlando | FL | 32807 | Urgent Care Clinic | |
| 27 - AdventHealth Centra Care Kissimmee | |||||
| 4320 West Vine Street | Kissimmee | FL | 34746 | Urgent Care Clinic | |
| 28 - AdventHealth Centra Care Daytona | |||||
| 1014 West International Speedway | Daytona Beach | FL | 32114 | Urgent Care Clinic | Blvd |
| 29 - AdventHealth Centra Care Leesburg | |||||
| 1103 North 14th Street | Leesburg | FL | 34748 | Urgent Care Clinic | |
| 30 - AdventHealth Centra Care Longwood | |||||
| 855 South US Highway 17-92 | Longwood | FL | 32750 | Urgent Care Clinic | |
| 31 - AdventHealth Centra Care Wesley Chapel | |||||
| 1127 Bruce B Downs Blvd | Wesley Chapel | FL | 33544 | Urgent Care Clinic | |
| 32 - AdventHealth Centra Care South Tampa | |||||
| 301 North Dale Mabry Hwy | Tampa | FL | 33609 | Urgent Care Clinic & Employer Onsite Clinic | |
| 33 - CTMC Hospice | |||||
| 1315 IH 35 North | San Marcos | TX | 78666 | Hospice Services | |
| 34 - AdventHealth Centra Care Temple Terrace | |||||
| 5802 East Fowler Avenue | Temple Terrace | FL | 33617 | Urgent Care Clinic | |
| 35 - AdventHealth Centra Care Palm Coast | |||||
| 1270 Palm Coast Parkway NW | Palm Coast | FL | 32137 | Urgent Care Clinic | |
| 36 - San Marcos MRI LP | |||||
| 1330 Wonder World Dr | San Marcos | TX | 78666 | Imaging Services | |
| 37 - AdventHealth Centra Care Conway | |||||
| 5810 South Semoran Blvd | Orlando | FL | 32822 | Urgent Care Clinic | |
| 38 - AdventHealth Centra Care Kids Lake Mary | |||||
| 105 South Country Club Road | Lake Mary | FL | 32746 | Urgent Care Clinic | |
| 39 - AdventHealth Centra Care Kids Winter Park | |||||
| 2325 West Fairbanks Ave | Winter Park | FL | 32789 | Urgent Care Clinic | |
| 40 - AdventHealth Centra Care Carrollwood | |||||
| 4001 West Linebaugh Ave | Tampa | FL | 33624 | Urgent Care Clinic | |
| 41 - AdventHealth Centra Care Lake Nona | |||||
| 9637 Lake Nona Village Place | Orlando | FL | 32827 | Urgent Care Clinic | |
| 42 - AdventHealth Centra Care Ormond Beach | |||||
| 1245 West Granada Blvd | Ormond Beach | FL | 32174 | Urgent Care Clinic | |
| 43 - AdventHealth Centra Care Citrus Park | |||||
| 6930 Gunn Highway | Tampa | FL | 33625 | Urgent Care Clinic | |
| 44 - CTMC Rehab Services | |||||
| 1340 Wonder World Dr | San Marcos | TX | 78666 | OP Rehab Services | |
| 45 - CTMC Home Health | |||||
| 2007 Medical Parkway | San Marcos | TX | 78666 | Home Health Services | |
| 46 - Darden Onsite | |||||
| 1000 Darden Center Drive | Orlando | FL | 32837 | Employer Onsite Clinic | |
| 47 - Siemens Onsite | |||||
| 4400 North Alafaya Trail MC Q1-240 | Orlando | FL | 32826 | Employer Onsite Clinic | |
| 48 - Wyndham Onsite Be Well Health Clinic | |||||
| 6277 Sea Harbor Dr | Orlando | FL | 32821 | Employer Onsite Clinic | |
| 49 - AdventHealth Medical Group Cardiology & Va | |||||
| 463 Carlton St | Wauchula | FL | 33873 | Outpatient Phys Clinic | |
| 50 - OCG Onsite | |||||
| 450 East South Street | Orlando | FL | 32802 | Employer Onsite Clinic | |
| 51 - AdventHealth Centra Care Lake Mary | |||||
| 2948 West Lake Mary Blvd | Lake Mary | FL | 32746 | Urgent Care Clinic | |
| 52 - AdventHealth Waterman Employee Clinic | |||||
| 1000 Waterman Way | Tavares | FL | 32778 | Employer Onsite Clinic | |
| 53 - AdventHealth Medical Group OB GYN at Wauch | |||||
| 526 W Carlton St | Wauchula | FL | 33873 | Outpatient Phys Clinic | |
| 54 - AdventHealth Medical Group OB GYN at Orlan | |||||
| 235 E Princeton Street Suite 200 | Orlando | FL | 32804 | Physician Clinics | |
| 55 - AdventHealth Medical Group Pediatric & Ado | |||||
| 2200 Fowler Grove Blvd Suite 220 | Winter Garden | FL | 34787 | Pediatric Center / Outpatient Services | |
| 56 - AdventHealth Medical Group Family Medicine | |||||
| 133 Benmore Drive Suite 200 | Winter Park | FL | 32792 | Physician Clinics, Medicine Specialists, Surgical Specialists | |
Supplemental Information Detail SupplementalInformationDetail (16 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| 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 24 tax-exempt 501(c)(3) hospital organizations and a number of other health care facilities that operated in 10 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 assessment and associated implementation strategy 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 two of the organization's hospitals. These two hospitals participate 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 costs of community building activities reported on Part II of Schedule H also include the costs associated with providing education for the filing organization's staff physicians and employees. The filing organization's provision of these educational programs/activities to staff physicians and employees provides an opportunity for health care professionals to enhance their skills and expertise and keep up-to-date with the latest advancements in medical procedures and technology. In addition, training opportunities are often provided on-site at the filing organization's hospital facilities, thereby allowing for health care professionals to be more readily available to assist in meeting immediate patient care needs. Education and training provided to each facility's workforce is vital in assisting health care professionals directly involved in patient care with keeping abreast of the latest developments in their respective areas of expertise, learning possible new and innovate ways of delivering care to patients, and understanding the newest technologies available for the treatment of patients.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 the community. 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 a 24/7 emergency room 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 Department 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 8-9. 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: $ ( 97,098,882)- Difference in costing methodology: 13,289,670- Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (180,175,309) -------------Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $(263,984,521)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 conducted their community health needs assessments (CHNAs) during 2013 and 2016. The 2016 CHNAs were adopted by all hospital governing boards by December 31, 2016, the end of the filing organization's taxable year in which the CHNAs were conducted. All of the filing organization's hospital facilities' 2016 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: | In 2018, the filing organization operated 4 separately licensed hospitals that together encompassed 11 separate campus locations. The hospitals are located in Florida and Texas. A description of each of the hospital campuses is described below.Adventist Health System/Sunbelt, Inc. dba Central Texas Medical Center:Central Texas Medical Center (CTMC) is a 170-bed acute-care hospital providing a wide range of healthcare services in San Marcos, Texas and the neighboring communities within Hays and Caldwell counties, Texas. Special services offered at CTMC include a 24/7, Level 4 emergency and trauma center, state-of-the-art medical imaging and laboratory services, a new women's center featuring a Level 2 Neonatal Intensive Care Unit, newly renovated and expanded surgery suites--including two equipped with robotic capabilities--a Rehabilitation Institute, a center for advanced wound healing and hyperbaric medicine, and two cardiac catheterization labs. As a health resource for their community, CTMC's Creation Health Institute also annually hosts the oldest and largest health screening and fair event in Hays County, as well as a number of ongoing classes and workshops ranging in topics from diabetes prevention and management to heart disease, stroke, arthritis, self-help, nutrition and more. CTMC received accreditation as a certified chest pain center from the Society of Chest Pain Centers in 2011. The accreditation enhances CTMC's ability to receive and treat patients suffering from chest pain and/or a possible heart attack. The result is a focus on reduced time from symptom onset to diagnosis and treatment, getting patients treated more quickly during the critical window of time when the integrity of the heart muscle can be preserved, and monitoring of patients whose diagnosis is uncertain to ensure they are not sent home too quickly or admitted unnecessarily. CTMC remains the only hospital in the region that provides an inpatient Hospice unit. From 2010 through 2015, CTMC was named The Best Hospital in Hays County. In Fall 2015 and Spring 2016, CTMC was the first hospital between Austin and San Antonio to be awarded two consecutive "A" ratings by the Leapfrog Group recognizing outstanding achievement in hospital safety. In 2014, CTMC received awards and recognitions from the American Heart Association, American Stroke Association, The Joint Commission, Premier, Inc. and Healogics, Inc. related to the quality of care given to its patients. San Marcos, Texas is located in Hays County, Texas and is in close proximity to Austin and San Antonio. CTMC's primary service area has a population of approximately 111,700, with an estimated 13% over the age of 65. The per capita income in Hays County is approximately $27,080. It is estimated that 13% of the individuals residing in the primary service area live below 100% of the Federal Poverty Level. Approximately 44% of CTMC's patients during 2018 were Medicare patients, about 11% were Medicaid patients, about 14% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2018, about 65% of CTMC's in-patients were admitted through the Emergency Department.Adventist Health System/Sunbelt, Inc. dba AdventHealth Sebring:AdventHealth Sebring is comprised of three separate hospital campuses with a total of 205 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. *AdventHealth Sebring (Highlands County) - The main 147-bed hospital facility is located in north Sebring. The facility provides a wide range of healthcare services including Certified Stroke and Chest Pain Centers, the county's busiest emergency department, ACR-accredited imaging services, surgical services, Blessed Beginnings obstetrics, outpatient psychiatric and Tele ICU. Since 2012, the Heart & Vascular Center has added a third cath lab, expanded the emergency care department and renovated the lab services area. Sebring, Florida is located in Highlands County. AdventHealth Sebring's primary service area has a population of approximately 104,797, with an estimated 34% age 65 or over the age of 65. The per capita income in Highlands County is approximately $20,455. It is estimated that approximately 20% of the individuals residing in the primary service area live in poverty. *AdventHealth Lake Placid (Highlands County) - This satellite facility houses 33 medical and surgical beds, the county's only 17-bed inpatient mental health unit and 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. Since 2012, this campus has added a Tele-ICU program and its imaging services are ACR-accredited. Lake Placid, Florida is located in Highlands County. AdventHealth Lake Placid's primary service area has a population of approximately 66,574, with an estimated 34% age 65 or over the age of 65. The per capita income in Highlands County is approximately $20,455. It is estimated that approximately 20% of the individuals residing in the primary service area live in poverty. *AdventHealth Wauchula (Hardee County) - This campus is licensed for 25 beds and specializes in emergency and outpatient care, while offering excellent medical inpatient services. The inpatient unit is mixed with both acutely ill patients and patients who need short-term rehabilitation (transitional care). This campus offers the only emergency care in Hardee County. In 2000, AdventHealth Wauchula became the first Critical Access Hospital in the state of Florida. Since 2012, this campus has added the county's only mammography program, updated the lab services area and its imaging services are ACR-accredited. Wauchula, Florida is located in Hardee County. AdventHealth Wauchula's primary service area has a population of approximately 27,159, with an estimated 14% age 65 or over the age of 65. The per capita income in Hardee County is approximately $15,366. It is estimated that 30% of the individuals residing in the primary service area live below 100% of the Federal Poverty Level and the unemployment rate is about 9.4. Uninsured in Hardee County is approximately 39%. For all three campuses of AdventHealth Sebring, approximately 66% of the Hospital's patients during 2018 were Medicare patients, about 14% were Medicaid patients, about 6% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2018, about 74% of the Hospital's in-patients were admitted through the Emergency Department.Adventist Health System/Sunbelt, Inc.: AdventHealth's Central Florida Division South Region consists of a 3,427-bed hospital system in Central Florida with seven separate hospital campuses (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 7-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 6 campuses are located in surrounding communities in the counties of Orange, Osceola, and Seminole. In addition to operating the 7 hospitals, it also operates 39 full-service urgent care clinics in convenient community settings. For all seven campuses, approximately 43% of the Hospitals' patients during 2018 were Medicare patients, about 15% were Medicaid patients, about 8% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2018, about 68% of the Hospitals' in-patients were admitted through the Hospitals' Emergency Departments. *** see continuation of footnote |
| 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 $7,426,463 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 $332,682,676 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 44 hospitals throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate 11 nursing home facilities and 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. Each AdventHealth subsidiary pays a management fee to AHSSHC for the internal services provided by AHSSHC. As a result, management fee expense reported by an AdventHealth subsidiary 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 web-site of AdventHealth at www.adventhealth.com to learn more about the mission and operations of AdventHealth. |
| Part VI, Line 7 | The filing organization does not file an annual community benefit report with any state agencies. |
| Part VI, Line 4 Continuation of Footnote | Description of Community Information - ContinuedA brief description of each of the 7 hospital campuses is described below:*AdventHealth Orlando (Orange County) - At the core of AdventHealth's Central Florida Division South Region, AdventHealth Orlando (AHO) is a 1,900-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, providing service excellence to more than 52,000 inpatients and 198,000 outpatients each year. The recent opening of a 15-story patient tower features 200 more beds and 500 new jobs. The campus also includes a state-of-the-art Cardiac Diagnostic Center featuring 15 Cath and electro physiology (EPS) Labs. The cardiology team currently treats 42,000+ individuals for chest pain and performs over 2,400 open heart surgeries each year making them first in the state for the number of surgeries performed. In 2018, two orthopedic floors in the patient tower were totally renovated. 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. The new AdventHealth for Women is a 12-story hospital located on the Orlando campus. The first floor houses the Center for Women's Wellness, which includes a high-risk breast cancer clinic, mammography services, lactation center, cardiac screenings and health classes. Ten 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 and 104 oncology beds which include GYN oncology, medical oncology and an ICU capable BMT 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, 202-bed tower located on AHO's campus. It is a full-service facility served by more than 100 pediatric specialists and a highly trained pediatric team of more than 700 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 Orlando is located in Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless.*AdventHealth Altamonte (Seminole County) - AdventHealth Altamonte is a 393-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 largest satellite campus within AdventHealth's Central Florida Division South Region. AdventHealth Altamonte is home to the Center for Spine Health, the Baby Place, Heartburn and Acid Reflux Center, and the Breast Imaging Center of Excellence. AdventHealth Altamonte also operates the Martin Andersen Cancer Center (along with the region's only Cancer Resource Library), a recognized cardiac institute with a spectrum of diagnostic services and treatments. Other services include women's health, orthopedics, urology, inpatient rehabilitation, sleep services, digestive health, sports medicine and rehabilitation, as well as a robust surgery program and imaging services. Since 2000, Seminole County has had a median household income that is well above that of the state of Florida. However, the County has also seen a 74% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 59% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 42% of Seminole County residents spent 35% or more of their income on rent and 41% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Seminole County has fluctuated significantly since 2008. Three percent of Seminole County's student population is homeless. *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. It is a 120-licensed-bed hospital, which includes intensive care services, emergency medicine, endoscopy, outpatient services, diagnostic services, respiratory services and rehabilitation services. A replacement, 320,000 square foot facility has been built on a 71-acre site located approximately three miles from the existing facility. Five of the seven floors have been completed with the remaining two floors to be shelled in for future expansion. The new facility features 120 private patient rooms, advanced surgical suites and a diagnostic catheterization lab. Completion of this $203 million project took place in December 2017.AdventHealth Apopka is located in Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless.*** see continuation of footnote |
| Part VI, Line 4 Continuation of Footnote | Description of Community Information - Continued *AdventHealth Celebration (Osceola County) - AdventHealth Celebration is a cornerstone of Disney's planned community in Celebration, Florida. Today, this 237-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. In 2011, a 234,000 square-foot patient tower added 62 beds and housed the Interactive Patient Care Unit, which was the first of its kind in the nation. 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. 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. Osceola County has consistently had a median household income below the state of Florida average. The County has also seen an 80% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 71% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 75% of Osceola County residents spent 30% or more of their income on rent and 50% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Osceola County has fluctuated significantly since 2008. Five percent of Osceola County's student population is homeless.*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, a new 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 included cardiovascular, pulmonary and digestive health, orthopedics and rehabilitation, ear/nose/throat, andrology, and urology. AdventHealth East Orlando's primary service area includes approximately 10 zip codes located in east Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless.*AdventHealth Kissimmee (Osceola County) - AdventHealth Kissimmee is a 162-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 new 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. Osceola County has consistently had a median household income below the state of Florida average. The County has also seen an 80% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 71% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 75% of Osceola County residents spent 30% or more of their income on rent and 50% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Osceola County has fluctuated significantly since 2008. Five percent of Osceola County's student population is homeless.*AdventHealth Winter Park (Orange County) - AdventHealth Winter Park is a 320-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. 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. AdventHealth Winter Park's primary service area includes most of northwestern Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place - a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (110 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceAmt | Purpose Of GrantPurposeOfGrantTxt | Valuation Method UsedValuationMethodUsedDesc | Non Cash AssistanceNonCashAssistanceDesc |
|---|---|---|---|---|---|---|---|---|---|---|
| Adventist Care Centers - Courtland Inc | ||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 205774723 | 501(c)(3) | $1,317,296 | $0 | General Support | ||
| Adventist Development and Relief Agency International | ||||||||||
| 12501 Old Columbia Pike | Silver Spring | MD | 20904 | 521314847 | 501(c)(3) | $0 | $6,135 | General Support | Book | Medical Supplies |
| Adventist University of Health Sciences Inc | ||||||||||
| 671 Winyah Drive | Orlando | FL | 32803 | 593069793 | 501(c)(3) | $125,067 | $0 | General Support | ||
| Advocates for World Health | ||||||||||
| 13200 Belcher Road S | Largo | FL | 33773 | 264695101 | 501(c)(3) | $0 | $15,000 | Other | Book | Medical Supplies |
| African American Chamber of Commerce | ||||||||||
| 3201 E Colonial Drive | Orlando | FL | 32803 | 593314330 | 501(c)(6) | $13,500 | $0 | General Support | ||
| American Diabetes Association Inc | ||||||||||
| 1701 N Beauregard Street | Alexandria | VA | 22311 | 131623888 | 501(c)(3) | $122,500 | $0 | General Support | ||
| American Heart Association Inc | ||||||||||
| 7272 Greenville Avenue | Dallas | TX | 75231 | 135613797 | 501(c)(3) | $328,442 | $0 | General Support | ||
| Aspire Health Partners Inc | ||||||||||
| 5151 Adanson Street | Orlando | FL | 32804 | 592301233 | 501(c)(3) | $1,476,195 | $0 | General Support | ||
| Boggy Creek Gang IncCamp Boggy Creek | ||||||||||
| 30500 Brantley Branch Road | Eustis | FL | 32736 | 593012889 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Boy Scouts Of America Inc Central Florida Council | ||||||||||
| 1951 S Orange Blossom Trail 102 | Apopka | FL | 32703 | 590624376 | 501(c)(3) | $18,000 | $0 | General Support | ||
| Boys Girls Club Of Central Florida | ||||||||||
| PO Box 2987 | Orlando | FL | 32802 | 590951887 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Building Us Inc dba Friend Talking Faith | ||||||||||
| PO Box 3310 | Winter Park | FL | 32790 | 455420165 | 501(c)(3) | $35,000 | $0 | General Support | ||
| Celebration Foundation Inc | ||||||||||
| 610 Sycamore Street | Celebration | FL | 34747 | 593370753 | 501(c)(3) | $40,000 | $0 | General Support | ||
| Center for Change Inc | ||||||||||
| 6003 Silver Star Road Suite 3 | Orlando | FL | 32808 | 203062727 | 501(c)(3) | $91,667 | $0 | General Support | ||
| Center for Multicultural Wellness and Prevention Inc | ||||||||||
| 641 N Rio Grande Ave | Orlando | FL | 32805 | 593368679 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Central Florida Association for Physicians | ||||||||||
| 6735 Conroy Road Suite 224 | Orlando | FL | 32835 | 262077247 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Central Florida Chamber For Persons With Disabilities LLC | ||||||||||
| 3201 E Colonial Drive Unit A20 | Orlando | FL | 328035174 | 264201627 | Other | $7,500 | $0 | General Support | ||
| Central Florida Commission On Homelessness | ||||||||||
| 255 S Orange Avenue Suite 108 | Orlando | FL | 32801 | 460994106 | 501(c)(3) | $150,000 | $0 | General Support | ||
| Central Florida Community Arts Inc | ||||||||||
| 250 SW Ivanhoe Blvd | Orlando | FL | 32805 | 452324172 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Central Florida Family Health Center Inc | ||||||||||
| 4930 E Lake Mary Blvd | Sanford | FL | 32771 | 591741286 | 501(c)(3) | $110,000 | $0 | General Support | ||
| Central Florida Health Care Coalition Incorporated | ||||||||||
| 5703 Red Bug Lake Road Suite 118 | Winter Springs | FL | 32708 | 592500692 | 501(c)(3) | $12,500 | $0 | General Support | ||
| Central Florida Young Men's Christian Association | ||||||||||
| 433 N Mills Avenue | Orlando | FL | 32803 | 590624430 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Central Texas Healthcare Collaborative | ||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 453739929 | 501(c)(3) | $1,767,849 | $0 | Other | ||
| Central Texas Medical Center Foundation | ||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742259907 | 501(c)(3) | $0 | $97,342 | General Support | Book | Other |
| Christian Service Center for Central Florida Inc | ||||||||||
| 808 W Central Blvd | Orlando | FL | 32805 | 591353031 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Community Based Care of Central Florida Inc | ||||||||||
| 4001 Pelee Street | Orlando | FL | 32817 | 010631375 | 501(c)(3) | $33,516 | $0 | General Support | ||
| Community Health Centers Inc | ||||||||||
| 110 S Woodland Street | Winter Garden | FL | 34747 | 591480970 | 501(c)(3) | $579,170 | $0 | General Support | ||
| Community United Outreach Inc | ||||||||||
| 2520 Hansrob Road | Orlando | FL | 32804 | 453584062 | 501(c)(3) | $209,553 | $0 | General Support | ||
| Cystic Fibrosis Foundation | ||||||||||
| 1080 Woodcock Road Suite 245 | Orlando | FL | 32803 | 131930701 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Daves House Inc | ||||||||||
| PO Box 1466 | Windermere | FL | 34786 | 270533943 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Debbie Turner Cancer Care Resources Inc | ||||||||||
| 31138 Preswick Avenue | Sorrento | FL | 32776 | 800499456 | 501(c)(3) | $5,000 | $0 | General Support | ||
| East Orlando Health & Rehab Center Inc | ||||||||||
| 250 South Chickasaw Trail | Orlando | FL | 32825 | 205774748 | 501(c)(3) | $2,292,773 | $0 | General Support | ||
| Edible Education Experience Inc | ||||||||||
| 26 E King Street | Orlando | FL | 32804 | 465655482 | 501(c)(3) | $7,250 | $0 | General Support | ||
| FLNC Inc | ||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | 501(c)(3) | $3,533,991 | $0 | General Support | ||
| Florida Abolitionist Inc | ||||||||||
| 195 South Westmonte Drive | Altamonte Springs | FL | 32714 | 593178045 | 501(c)(3) | $20,000 | $0 | General Support | ||
| Florida Baptist Children's Homes Inc | ||||||||||
| PO Box 8190 Orphans Heart | Lakeland | FL | 33802 | 590657326 | 501(c)(3) | $9,175 | $0 | General Support | ||
| Florida Hospital Association Inc | ||||||||||
| 307 Park Lake Circle | Orlando | FL | 32803 | 590690327 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Florida Hospital Seventh-day Adventist Church | ||||||||||
| 2800 N Orange Avenue | Orlando | FL | 32804 | 593039667 | 501(c)(3) | $14,500 | $0 | General Support | ||
| Forest City Spanish Seventh-day Adventist Church | ||||||||||
| 7601 Forest City Road | Orlando | FL | 32810 | 593291153 | 501(c)(3) | $22,059 | $0 | General Support | ||
| Forest Lake Academy | ||||||||||
| 500 Education Loop | Apopka | FL | 327036176 | 590816443 | 501(c)(3) | $22,500 | $0 | General Support | ||
| Forest Lake Education Center | ||||||||||
| 1275 Learning Loop | Longwood | FL | 32779 | 593143238 | 501(c)(3) | $22,500 | $0 | General Support | ||
| Forest Lake Seventh-day Adventist Church | ||||||||||
| 515 Harley Lester Lane | Apopka | FL | 32703 | 592885433 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Foundation For Orange County Public Schools Inc | ||||||||||
| 445 W Amelia Street Suite 901 | Orlando | FL | 328011153 | 592788435 | 501(c)(3) | $41,500 | $0 | General Support | ||
| Foundation For Seminole State College Of Florida Inc | ||||||||||
| 1055 AAA Drive Suite 209 | Heathrow | FL | 32746 | 237033822 | 501(c)(3) | $250,250 | $0 | General Support | ||
| Give Kids the World Inc | ||||||||||
| 210 S Bass Road | Kissimmee | FL | 34746 | 592654440 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Grace Medical Home Inc | ||||||||||
| 51 Pennsylvania Street | Orlando | FL | 328062938 | 281817966 | 501(c)(3) | $765,267 | $0 | General Support | ||
| Greater San Marcos Partnership | ||||||||||
| 1340 Wonder World Drive 108 | San Marcos | TX | 78666 | 800624502 | 501(c)(6) | $20,000 | $0 | General Support | ||
| Harbor House of Central Florida Inc | ||||||||||
| PO Box 680748 | Orlando | FL | 32868 | 591712936 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Healing the Children-Florida Inc | ||||||||||
| PO Box 608432 | Orlando | FL | 32860 | 593503974 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Health Care Center For The Homeless Inc | ||||||||||
| 232 N Orange Blossom Trail | Orlando | FL | 32805 | 593185020 | 501(c)(3) | $222,286 | $0 | General Support | ||
| Health Council of East Central Florida Inc | ||||||||||
| 5931 Brick Court Suite 164 | Winter Park | FL | 32792 | 592227752 | 501(c)(3) | $47,500 | $0 | General Support | ||
| Healthy Start Coalition Of Osceola County Inc | ||||||||||
| PO Box 701995 | St Cloud | FL | 34770 | 593212535 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Heartland Triathlon Of Highlands County Inc | ||||||||||
| 1200 Highlands Drive | Lake Placid | FL | 33852 | 452232127 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Hispanic Business Initiative Fund Of Florida Inc | ||||||||||
| 3201 E Colonial Drive Unit A20 | Orlando | FL | 32803 | 593341405 | 501(c)(3) | $29,200 | $0 | General Support | ||
| Hope Community Center Inc | ||||||||||
| 1016 N Park Avenue | Apopka | FL | 32712 | 562551312 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Hope Now International Inc | ||||||||||
| PO Box 181173 | Casselberry | FL | 327181173 | 274498303 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Iglesia Chistiana Pentecostal De Orlando Inc | ||||||||||
| 5850 Clarona Ocoee Road | Orlando | FL | 32810 | 593218454 | 501(c)(3) | $15,000 | $0 | General Support | ||
| JDRF International | ||||||||||
| 370 Center Pointe Cir Suite 1154 | Altamonte Springs | FL | 32701 | 231907729 | 501(c)(3) | $16,500 | $0 | General Support | ||
| Johns Hopkins All Childrens Hospital Inc | ||||||||||
| 501 6th Avenue South | Saint Petersburg | FL | 33701 | 590683252 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Kids Beating Cancer Inc | ||||||||||
| 615 E Princeton Street Suite 400 | Orlando | FL | 32803 | 593136203 | 501(c)(3) | $12,500 | $0 | General Support | ||
| Kids House of Seminole Inc | ||||||||||
| 5467 North Ronald Reagan Blvd | Sanford | FL | 32773 | 593415005 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Lake Nona Institute Inc | ||||||||||
| 6900 Tavistock Lakes Blvd | Orlando | FL | 32827 | 273346737 | 501(c)(3) | $166,666 | $0 | General Support | ||
| Latino Leadership Inc | ||||||||||
| 8617 E Colonial Drive Suite 1200 | Orlando | FL | 32817 | 593702613 | 501(c)(3) | $15,500 | $0 | General Support | ||
| Leadership Florida Statewide Community Foundation Inc | ||||||||||
| 215 S Monroe Street Suite 710 | Tallahassee | FL | 32301 | 593201445 | 501(c)(3) | $10,500 | $0 | General Support | ||
| Life Concepts Inc dba Quest Inc | ||||||||||
| 500 E Colonial Drive | Orlando | FL | 32803 | 592013160 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Lifework Leadership | ||||||||||
| 1220 E Concord Street | Orlando | FL | 328035453 | 371592618 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Lift Orlando | ||||||||||
| 215 E Central Blvd | Orlando | FL | 32801 | 463607865 | 501(c)(3) | $200,000 | $0 | General Support | ||
| Living Heart Foundation Inc | ||||||||||
| 98 Greenfield Court | Little Silver | NJ | 07739 | 223796078 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Make A Wish Foundation Of Central And Northern Florida Inc | ||||||||||
| 1020 N Orlando Avenue Suite 100 | Maitland | FL | 32751 | 593235806 | 501(c)(3) | $26,000 | $0 | General Support | ||
| March of Dimes Inc | ||||||||||
| 1550 Crystal Dr Suite 1300 | Arlington | VA | 22202 | 131846366 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Markham Woods Church of Seventh-day Adventists | ||||||||||
| 505 Markham Woods Road | Longwood | FL | 32779 | 593095948 | 501(c)(3) | $7,000 | $0 | General Support | ||
| Matthews Hope Ministries Inc | ||||||||||
| 523 S Woodland Street | Winter Garden | FL | 34761 | 272245867 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Mental Health Association Of Central Florida Inc | ||||||||||
| 1525 E Robinson Street | Orlando | FL | 32801 | 590816432 | 501(c)(3) | $164,560 | $0 | General Support | ||
| My Neighbor's Children | ||||||||||
| PO Box 617218 | Orlando | FL | 32861 | 260770494 | 501(c)(3) | $19,000 | $0 | General Support | ||
| NAMI Greater Orlando Inc | ||||||||||
| 5051 North Lane Suite 21 | Orlando | FL | 32808 | 592600149 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Nathaniel's Hope Inc | ||||||||||
| 2300 Jetport Drive | Orlando | FL | 32809 | 593195534 | 501(c)(3) | $5,000 | $0 | General Support | ||
| New Beginnings of Central Florida Inc | ||||||||||
| PO Box 121129 | Clermont | FL | 34712 | 260353679 | 501(c)(3) | $10,000 | $0 | General Support | ||
| New Image Youth Center Inc | ||||||||||
| 212 South Parramore Ave 214 | Orlando | FL | 32805 | 562482818 | 501(c)(3) | $5,000 | $0 | General Support | ||
| Oakwood University | ||||||||||
| 7000 Adventist Blvd NW | Huntsville | AL | 35896 | 630366652 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Orange County Board of Commissioners | ||||||||||
| 201 South Rosalind Avenue | Orlando | FL | 32801 | 596000773 | Gov't | $53,902 | $0 | General Support | ||
| Orange County School Readiness Coalition | ||||||||||
| PO Box 540387 | Orlando | FL | 32854 | 311759186 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Orlando Science Center Inc | ||||||||||
| 777 E Princeton Street | Orlando | FL | 32803 | 590896343 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Osceola County Council On Aging Inc | ||||||||||
| 700 Generation Point | Kissimmee | FL | 34744 | 591595398 | 501(c)(3) | $153,778 | $0 | General Support | ||
| Osceola Mental Health Inc dba Park Place | ||||||||||
| 206 Park Place Blvd | Kissimmee | FL | 34741 | 591677912 | 501(c)(3) | $250,000 | $0 | General Support | ||
| Primary Care Medical Services of Poinciana Inc | ||||||||||
| 1875 Fortune Road | Kissimmee | FL | 34744 | 753147007 | 501(c)(3) | $152,465 | $0 | Medical care | ||
| Ronald McDonald House Charities Of Central Florida Inc | ||||||||||
| 1030 N Orange Avenue | Winter Park | FL | 327894709 | 593211250 | 501(c)(3) | $50,000 | $15,310 | General Support | Estimated | Other |
| Runway To Hope Inc | ||||||||||
| 189 S Orange Avenue | Orlando | FL | 328013261 | 273272616 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Samaritan Touch Care Center Inc | ||||||||||
| 3015 Herring Avenue | Sebring | FL | 33870 | 020773338 | 501(c)(3) | $160,417 | $0 | General Support | ||
| San Marcos Sights & Sounds Of Christmas Inc | ||||||||||
| 630 E Hopkins | San Marcos | TX | 78666 | 742759206 | 501(c)(3) | $15,000 | $0 | General Support | ||
| School Board Of Orange County | ||||||||||
| 901 N Lakemont Avenue | Winter Park | FL | 32792 | 596000771 | Gov't | $7,575 | $0 | General Support | ||
| Seniors First Inc | ||||||||||
| 5395 L B McLeod Road | Orlando | FL | 32811 | 592759603 | 501(c)(3) | $7,000 | $0 | General Support | ||
| Shepherds Hope Inc | ||||||||||
| 4851 S Apopka Vineland Road | Orlando | FL | 328193128 | 593420727 | 501(c)(3) | $310,000 | $0 | General Support | ||
| South Florida State College | ||||||||||
| 600 W College Drive | Avon Park | FL | 33825 | 591218159 | Gov't | $75,000 | $0 | Other | ||
| SRP Behavioral Hospital of San Marcos LLC | ||||||||||
| 1106 N Interstate 35 | San Marcos | TX | 78666 | 465751523 | Other | $85,315 | $0 | General Support | ||
| Sunbelt Health & Rehab Center - Apopka Inc | ||||||||||
| 305 East Oak Street | Apopka | FL | 32703 | 205774856 | 501(c)(3) | $612,045 | $0 | General Support | ||
| Sunsystem Development Corporation | ||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592219301 | 501(c)(3) | $0 | $4,861,701 | General Support | Book | Other |
| Texas State University | ||||||||||
| 601 University Drive | San Marcos | TX | 72893 | 746002248 | Gov't | $60,028 | $0 | General Support | ||
| The 4R Foundation Inc | ||||||||||
| 210 N Park Avenue | Winter Park | FL | 32789 | 474062821 | 501(c)(3) | $400,000 | $0 | General Support | ||
| The School Board Of Highlands County | ||||||||||
| 426 School Street | Sebring | FL | 33870 | 566000654 | Gov't | $10,000 | $0 | Other | ||
| Track Shack of Orlando Inc | ||||||||||
| 1104 N Mills Avenue | Orlando | FL | 32803 | 591754680 | Other | $230,958 | $0 | General Support | ||
| United Campus Ministry | ||||||||||
| 510 N Guadalupe St | San Marcos | TX | 78666 | 741334353 | 501(c)(3) | $8,000 | $0 | General Support | ||
| United Cerebral Palsy of Central Florida Inc | ||||||||||
| 3305 S Orange Avenue | Orlando | FL | 32806 | 560799925 | 501(c)(3) | $5,750 | $0 | General Support | ||
| United Global Outreach Inc | ||||||||||
| 2301 N Orange Avenue | Orlando | FL | 32804 | 030511875 | 501(c)(3) | $190,260 | $0 | General Support | ||
| United Way - The Heart Of Florida | ||||||||||
| 1940 Traylor Blvd | Orlando | FL | 32804 | 590808854 | 501(c)(3) | $30,000 | $0 | General Support | ||
| Universal Orlando Foundation | ||||||||||
| 1000 Universal Studios Plaza | Orlando | FL | 32819 | 593510383 | 501(c)(3) | $15,000 | $0 | General Support | ||
| University Of Central Florida Foundation Inc | ||||||||||
| 12424 Research Parkway Suite 140 | Orlando | FL | 32826 | 596211832 | 501(c)(3) | $25,000 | $0 | General Support | ||
| US Dream Academy | ||||||||||
| 5950 Symphony Woods Road | Columbia | MD | 21044 | 593514841 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Valencia College Foundation Inc | ||||||||||
| PO Box 3028 | Orlando | FL | 32802 | 237442785 | 501(c)(3) | $250,000 | $0 | General Support | ||
| Walker Memorial Academy | ||||||||||
| 1525 W Avon Blvd | Avon Park | FL | 33825 | 421748753 | 501(c)(3) | $126,250 | $0 | Other | ||
| West Orange Chamber of Commerce | ||||||||||
| 12184 W Colonial Drive | Winter Garden | FL | 34787 | 590576757 | 501(c)(6) | $10,000 | $0 | General Support | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 104 | Total501c3OrgCnt |
| Total Other Org | 6 | 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 |
| Club Dues Or Fees | Yes (X) | ClubDuesOrFeesInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Severance Payment | Yes (1) | 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 (27 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Haffner PhD Randall L | ||||||||||||||
| Director (end 9/18) | $0 | $1,220,923 | $0 | $745,145 | $0 | $994,770 | $0 | $265,119 | $0 | $47,702 | $0 | $3,273,659 | $0 | $201,612 |
| Houmann Lars D | ||||||||||||||
| Director | $0 | $1,219,528 | $0 | $868,557 | $0 | $984,469 | $0 | $267,198 | $0 | $55,150 | $0 | $3,394,902 | $0 | $202,341 |
| Jernigan Donald L | ||||||||||||||
| Director (beg 9/18) | $0 | $172,661 | $0 | $217,804 | $0 | $23,048 | $0 | $831 | $0 | $15,465 | $0 | $429,809 | $0 | $0 |
| Rathbun Paul | ||||||||||||||
| Director (beg 9/18)/CFO | $0 | $944,163 | $0 | $547,788 | $0 | $214,814 | $0 | $195,240 | $0 | $47,105 | $0 | $1,949,110 | $0 | $121,828 |
| Shaw Terry D | ||||||||||||||
| Dir/President/CEO | $0 | $1,575,633 | $0 | $1,020,145 | $0 | $1,504,165 | $0 | $336,233 | $0 | $58,896 | $0 | $4,495,072 | $0 | $206,591 |
| Tol Daryl L | ||||||||||||||
| Dir (end 9/18)/CEO Centr FL Division | $0 | $1,066,110 | $0 | $542,335 | $0 | $200,234 | $0 | $208,259 | $0 | $56,516 | $0 | $2,073,454 | $0 | $100,765 |
| Bradley Kenneth W | ||||||||||||||
| SEO/SW Mkt & Adm AH Celebr(end 2/18) | $0 | $387,462 | $0 | $155,103 | $0 | $198,600 | $0 | $6,404 | $0 | $25,377 | $0 | $772,946 | $0 | $50,178 |
| Cook Timothy W | ||||||||||||||
| CEO AH Alt & West Orange (beg 2/18) | $0 | $374,643 | $0 | $144,930 | $0 | $171,747 | $0 | $34,648 | $0 | $44,069 | $0 | $770,037 | $0 | $17,478 |
| Dodds Sheryl D | ||||||||||||||
| Chief People Off Centr FL Div South | $0 | $398,214 | $0 | $91,606 | $0 | $199,377 | $0 | $14,066 | $0 | $15,573 | $0 | $718,836 | $0 | $96,362 |
| Goodman Todd A | ||||||||||||||
| CFO Central FL Division | $0 | $604,692 | $0 | $249,317 | $0 | $938,340 | $0 | $91,281 | $0 | $52,740 | $0 | $1,936,370 | $0 | $47,048 |
| Harcombe Douglas W | ||||||||||||||
| CEO AH Celebration & South Mkt | $0 | $408,900 | $0 | $141,449 | $0 | $72,297 | $0 | $60,946 | $0 | $45,688 | $0 | $729,280 | $0 | $35,793 |
| Hilliard Douglas W | ||||||||||||||
| Sr VP/Sr Finance Officer AH Orlando | $0 | $471,880 | $0 | $182,892 | $0 | $85,253 | $0 | $77,394 | $0 | $48,467 | $0 | $865,886 | $0 | $48,754 |
| Moorhead MD John David | ||||||||||||||
| Chief Clinical Off Centr FL Div Sout | $0 | $593,620 | $0 | $156,740 | $0 | $349,818 | $0 | $14,849 | $0 | $31,138 | $0 | $1,146,165 | $0 | $0 |
| Owen Terry R | ||||||||||||||
| SVP Amb Services Centr FL Div South | $0 | $458,419 | $0 | $127,117 | $0 | $161,406 | $0 | $65,584 | $0 | $30,292 | $0 | $842,818 | $0 | $51,337 |
| Reed MD Monica P | ||||||||||||||
| SEO/Care Innov Cent FL Div(end 3/18) | $0 | $512,511 | $0 | $142,755 | $0 | $308,733 | $0 | $87,879 | $0 | $46,269 | $0 | $1,098,147 | $0 | $73,089 |
| Stevens Eric A | ||||||||||||||
| CEO Orl/AH Women/Acute Care Srv Sout | $0 | $630,315 | $0 | $196,620 | $0 | $1,265,598 | $0 | $97,732 | $0 | $45,576 | $0 | $2,235,841 | $0 | $44,787 |
| Thompson Michael J | ||||||||||||||
| CEO Integrated Hlth Serv Centr FL So | $0 | $464,658 | $0 | $114,012 | $0 | $41,791 | $0 | $74,835 | $0 | $48,031 | $0 | $743,327 | $0 | $21,117 |
| Zbaraschuk Amy L | ||||||||||||||
| Sr VP/Sr Finance Off Central FL Div | $0 | $402,479 | $0 | $157,328 | $0 | $70,997 | $0 | $59,345 | $0 | $47,841 | $0 | $737,990 | $0 | $34,237 |
| Silvestry MD Scott | ||||||||||||||
| Physician/Director AH Thoracic Trans | $1,236,229 | $0 | $990,122 | $0 | $7,039 | $0 | $14,849 | $0 | $18,606 | $0 | $2,266,845 | $0 | $0 | $0 |
| Davis Jr MD Robert Duane | ||||||||||||||
| Physician/Director AH Cardiovascular | $1,233,566 | $0 | $300,000 | $0 | $9,782 | $0 | $14,849 | $0 | $0 | $0 | $1,558,197 | $0 | $0 | $0 |
| Botta MD Donald | ||||||||||||||
| Physician/Director AH Heart Transpla | $711,612 | $0 | $475,991 | $0 | $4,091 | $0 | $14,849 | $0 | $22,236 | $0 | $1,228,779 | $0 | $0 | $0 |
| Shimshak MD Thomas M | ||||||||||||||
| Physician | $838,134 | $0 | $400 | $0 | $146,980 | $0 | $14,849 | $0 | $6,407 | $0 | $1,006,770 | $0 | $0 | $0 |
| Shakar MD Simon F | ||||||||||||||
| Physician AH Transplant Cardiologist | $493,227 | $0 | $440,025 | $0 | $3,713 | $0 | $14,849 | $0 | $20,290 | $0 | $972,104 | $0 | $0 | $0 |
| Banks David P | ||||||||||||||
| Former Key Employee | $0 | $666,542 | $0 | $353,663 | $0 | $364,980 | $0 | $125,352 | $0 | $54,492 | $0 | $1,565,029 | $0 | $87,082 |
| Hagensicker Janice K | ||||||||||||||
| Former Key Employee | $0 | $433,051 | $0 | $168,144 | $0 | $301,126 | $0 | $24,016 | $0 | $30,135 | $0 | $956,472 | $0 | $91,960 |
| Paradis J Brian | ||||||||||||||
| Former Key Employee | $0 | $0 | $0 | $0 | $0 | $767,543 | $0 | $0 | $0 | $36,523 | $0 | $804,066 | $0 | $125,394 |
| Soler Eddie | ||||||||||||||
| Former Key Employee | $0 | $727,875 | $0 | $388,291 | $0 | $386,146 | $0 | $151,579 | $0 | $31,757 | $0 | $1,685,648 | $0 | $112,743 |
Supplemental Information Detail SupplementalInformationDetail (3 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 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 executives 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 44 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 (AdventHealth Cabinet - 12 members) and $15,000 for AdventHealth Corporate Office Senior Vice Presidents, Regional CEO's and Division Chief Officers (generally 20-30 individual executives). The Divisional CEO for AdventHealth Central Florida Division is a member of the Board of Directors of the filing organization, and the Central Florida Divisional CFO, Central Florida CEO of Integrated Health Services, and CEO of AdventHealth Orlando are key employees of the filing organization. The Divisional CEO, Divisional CFO, CEO of Integrated Health Services and CEO of AdventHealth Orlando 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 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 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. 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: A nominal discretionary spending amount was provided in the current year to all eligible executives who attend the annual AdventHealth President's Council business meeting ($500 per executive) or the annual AdventHealth CFO Conference or CMO/CNO business meeting ($300 per executive). Other discretionary spending accounts may be provided in connection with other AdventHealth sponsored conferences but typically do not exceed $200 per participant. The payment provided to each executive was considered taxable compensation to the executive. Health or social club dues or initiation fees: AHSSHC has a Corporate Executive Policy that addresses business development expenditures. Under this policy, certain AdventHealth eligible executives may be reimbursed for member dues and usage charges for a country club or other social club upon authorization. Club memberships must be recommended by the CEO of the AdventHealth hospital organization and approved by the Chairman of the Board of Directors of the organization. In addition, the proposed membership must be approved annually by the AHSSHC Board Compensation Committee, an independent committee of the Board of Directors of AHSSHC. Eligible executives are limited to certain senior level executives (hospital organization CEOs, the CEO of the nursing home region of AdventHealth, senior vice presidents at three large hospital organizations, regional CEOs and CFOs and the president and senior vice presidents of AHSSHC). In the current year, for this filing organization, two executives were eligible to receive reimbursement for club fees. Each AdventHealth executive who is approved for a club membership must submit an annual report to the AHSSHC Board Compensation Committee that describes how the membership benefited their organization during the preceding year. |
| Part I, Line 3 | The individual who serves as the CEO of the filing organization is compensated by Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) for that individual's role in serving as the CEO. 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 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 of the community, 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. 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, Lines 4a-b | During the year ending December 31, 2018, J. Brian Paradis received severance payments in the amount of $765,563. Pursuant to the AHSSHC Corporate Executive Policy governing executive severance, severance agreements for executives operating at the Vice President level and above are entered into upon eligibility to facilitate the transition to subsequent employment following an involuntary separation from employment with AdventHealth. 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 a healthcare system known as AdventHealth. In recognition of the contribution that each executive makes to the success of AdventHealth, AdventHealth provides to eligible executives participation in the AdventHealth Executive FLEX Benefit Program (the Plan). The purpose of the Plan is to offer eligible executives an opportunity to elect 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. The Plan provides eligible participants a pre-determined benefits allowance credit that is equal to a percentage of the executive's base pay from which is deducted the cost of mandatory and elective employee benefits. The pre-determined benefits allowance credit percentage is approved by the AHSSHC Board Compensation Committee, an independent committee of the Board of Directors of AHSSHC. Any funds that remain after the cost of mandatory and elective benefits are subtracted from the annual pre-determined benefits allowance are contributed, at the employee's option, 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 documents define an employee who is eligible to participate in the Plan to generally include the Chief Executive Officers of AdventHealth entities and Vice Presidents of all AdventHealth entities whose base salary is at least $250,000. 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 is forfeited by the executive upon a voluntary separation. In addition to the Plan, AdventHealth has instituted 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. Participation in the plan is offered to AdventHealth executives 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. This supplemental executive retirement plan (SERP) 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 the SERP and by the individual's year of entry to the AdventHealth Executive FLEX Benefit Program. Additionally, AdventHealth has adopted a Senior Executive Death Benefit (SEDB) Plan in recognition of the considerable age and service requirements in the SERP. The SEDB Plan provides a benefit in an amount equal to the amount the executive's benefit would have been under the SERP Plan assuming that, on the date of the executive's death (and not before), the executive satisfied the last of the eligibility requirements of the SERP Plan with present value recognizing an early benefit commencement. An eligible executive becomes a participant in the SEDB Plan if the executive dies prior to termination of employment, provided the executive has not satisfied all of the eligibility requirements of SERP as of the executive's date of death but would have satisfied all of those requirements within five (5) years following death had the executive lived and continued employment. The SEDB Plan was reviewed and approved by the AHSSHC Board Compensation Committee, an independent body of the AHSSHC Board of Directors. Flex Plan Flex Plan/ SERP 457(b) CY CY Employer CY Contrib./ Distr.* Contrib. Distr.* Payment ------------------------------------------------------------------------ Haffner, PhD, Randall L. $250,270 $267,057 $ 657,852 $ 0 Houmann, Lars D. $252,349 $237,888 $ 675,524 $ 0 Rathbun, Paul $180,391 $144,874 $ 0 $ 0 Shaw, Terry D. $339,884 $210,255 $1,206,501 $ 0 Tol, Daryl L. $211,910 $123,840 $ 0 $ 0 Bradley, Kenneth W. $ 3,170 $ 54,863 $ 16,751 $ 0 Cook, Timothy W. $ 38,299 $ 20,993 $ 97,137 $ 0 Dodds, Sheryl D. $ 65,610 $144,513 $ 0 $ 0 Goodman, Todd A. $ 94,932 $ 58,145 $ 837,551 $ 0 Harcombe, Douglas W. $ 46,097 $ 42,919 $ 0 $ 0 Hilliard, Douglas W. $ 62,545 $ 61,359 $ 0 $ 0 Moorhead, MD, John David $103,683 $103,683 $ 180,796 $ 0 Owen, Terry R. $ 69,235 $ 63,630 $ 44,916 $ 0 Reed MD, Monica P. $ 73,030 $ 74,015 $ 205,034 $ 0 Stevens, Eric A. $101,383 $ 55,706 $1,142,086 $ 0 Thompson, Michael J. $ 59,986 $ 21,378 $ 0 $ 0 Zbaraschuk, Amy L. $ 44,496 $ 38,752 $ 0 $ 0 Banks, David P. $110,503 $ 88,189 $ 235,945 $ 0 Hagensicker, Janice K. $ 62,909 $128,368 $ 106,613 $ 0 Soler, Eddie $136,730 $149,971 $ 208,166 $ 0 * 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 |
| Kansas Development Finance Authority | ||||||||
| B | 481066589 | 48542ABX8 | 2009-07-08 | $325,394,417 | 2009C, Ref 96/05&97/05 iss 1/13/05, 03A 1/16/03, 08B 12/19/08, exp facility | Yes (1) | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| C | 481066589 | 48542ACY5 | 2009-10-01 | $102,271,154 | 2009D, Refund Highlands 07C, 8/8/07 & expand/refurbish facilities/purc equip | Yes (1) | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | 431022SP8 | 2009-11-16 | $190,752,502 | 09E & 08B Conv, Ref Orange 91/01 10/11/01, 92/03 5/15/03, 08B 12/19/08 | Yes (1) | 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 | Bond DefeasedBondDefeasedAmt | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $262,025,000 | $372,572,414 | $5,560,382 | $367,012,032 | 2007 | 0 | 0 | Yes (1) | Yes (1) | ||
| B | $86,800,000 | $325,394,417 | $12,004,967 | 2009 | Yes (1) | 0 | Yes (1) | Yes (1) | $129,915,000 | $313,389,450 | |
| C | $17,770,000 | $102,271,154 | $21,844,721 | 2009 | Yes (1) | 0 | Yes (1) | Yes (1) | $71,645,000 | $80,426,433 | |
| D | $42,995,000 | $190,752,502 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | $360,000 | $190,752,502 |
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 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.01420 | 0.01420 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00540 | 0.00540 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | ||
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00670 | 0.00670 | 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 | 0 | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | 0 | 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) |
Supplemental Information Detail SupplementalInformationDetail (13 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 | Orange County Health Facilities Authority 2010B: 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 | Kansas Development Finance Authority 2010C: 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 | Colorado Health Facilities Authority 2010D: 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 | Kansas Development Finance Authority 2012A: 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. |
| 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 | 431022SG8 | 2009-11-16 | $178,936,632 | 2005I Conv, Refund Highlands 05I 12/22/05 & expand/refurbish facilities | 0 | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| B | 521378595 | NoneAvail | 2010-12-22 | $25,000,000 | 2010B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| C | 481066589 | NoneAvail | 2010-12-22 | $25,000,000 | 2010C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| D | 840752932 | NoneAvail | 2010-12-22 | $25,000,000 | 2010D, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | 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 | $159,660,000 | $178,936,632 | $1,696,632 | $177,240,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $7,000,000 | $25,008,422 | $25,008,422 | 2010 | 0 | 0 | Yes (1) | Yes (1) | |
| C | $7,000,000 | $25,007,891 | $25,007,891 | 2010 | 0 | 0 | Yes (1) | Yes (1) | |
| D | $7,000,000 | $25,008,355 | $25,008,355 | 2010 | 0 | 0 | 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 | 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) | 0.00900 | 0.00900 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 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 | 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 | 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 |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | NoneAvail | 2011-11-16 | $80,000,000 | 2011A, Expand/refurbish facilities | 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 |
| Kansas Development Finance Authority | ||||||||
| D | 481066589 | 48542ADG3 | 2012-08-29 | $310,952,245 | 2012A - 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 | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|
| A | $1,300,000 | $80,000,000 | $80,000,000 | 2011 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $400,000 | $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 | $310,952,245 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | $310,952,245 |
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 | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 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 | Yes (1) | Yes (1) | 0.00370 | 0 | 0.00500 | 0.00500 |
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 |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 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 |
| Highlands County Health Facilities Authority | ||||||||
| B | 521313569 | NoneAvail | 2012-08-29 | $125,000,000 | 2012G&H - Refund Highlands 2005I Conversion Bonds | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 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 | ||||||||
| D | 521313569 | NoneAvail | 2013-09-18 | $485,000,000 | 2013A B C, 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 | $132,835,000 | $348,320,000 | $348,320,000 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| B | $125,000,000 | $125,000,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | ||
| C | $8,735,000 | $232,125,000 | $232,125,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| D | $117,225,000 | $485,340,528 | 2013 | 0 | 0 | Yes (1) | Yes (1) | $485,340,528 |
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 | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00500 | 0.00500 | 0 | Yes (1) | 0.00370 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00900 | 0.00900 | 0 | 0 | Yes (1) | ||
| C | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00200 | 0.00200 | 0 | 0 | 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 | 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 |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | NoneAvail | 2014-07-02 | $110,000,000 | 2014A&D, Refund 2013C, expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| B | 521378595 | NoneAvail | 2014-07-02 | $50,000,000 | 2014B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| C | 481066589 | NoneAvail | 2014-07-02 | $30,000,000 | 2014C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| D | 840752932 | 19648AT39 | 2014-07-23 | $82,501,800 | 2014E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | 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 | $21,730,003 | $110,068,380 | $50,068,380 | $60,000,000 | 2015 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $15,000,003 | $50,068,380 | $50,068,380 | 2015 | 0 | 0 | Yes (1) | Yes (1) | |
| C | $9,000,000 | $30,041,050 | $30,041,050 | 2015 | 0 | 0 | Yes (1) | Yes (1) | |
| D | $82,616,012 | $82,616,012 | 2015 | 0 | 0 | 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 | 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) | 0.00090 | 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) | 0.00080 | Yes (1) | Yes (1) |
| D | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | 0.00110 | Yes (1) | 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 (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 | 19648FAB0 | 2016-07-21 | $235,724,616 | 2016 A&B, Adv ref portion 2009D, Exp/refurbish facilities, purchase equip | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| B | 840752932 | 1964745K2 | 2016-08-17 | $216,517,920 | 2016C, Refund 2006C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| C | 521378595 | NoneAvail | 2017-07-26 | $44,750,000 | 2017A, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | NoneAvail | 2017-07-26 | $50,750,000 | 2017B, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | 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 | $235,724,616 | $169,561,866 | $66,162,750 | 2016 | 0 | Yes (1) | Yes (1) | Yes (1) | |
| B | $216,517,920 | $63,248,816 | $153,269,104 | 2016 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| C | $44,750,000 | $1,125,787 | $43,624,213 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) | $2,250,000 |
| D | $50,750,000 | $1,276,730 | $49,473,270 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) | $2,250,000 |
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 | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | 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) | 0.00250 | 0.00070 | 0.00320 |
| 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 | 0 | 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 (3 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 | NoneAvail | 2017-07-26 | $45,250,000 | 2017C, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| B | 840752932 | 19648FCN2 | 2017-07-26 | $97,750,000 | 2017D, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| C | 840752932 | 19648FGN8 | 2018-07-12 | $375,008,542 | 2018A&B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (3 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | 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 | $2,250,000 | $45,250,000 | $1,138,365 | $44,111,635 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $6,750,000 | $97,750,000 | $2,459,118 | $95,290,882 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) |
| C | $375,008,542 | $375,008,542 | 2018 | 0 | Yes (1) | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 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) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (3 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) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (3 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (12 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Karen Tilstra | |||
| Family of key employee | $123,134 | Consulting | 0 |
| Dan Tilstra | |||
| Family of key employee | $17,107 | Professional Services | 0 |
| Clifton Scott | |||
| Family of board member | $163,622 | Employee Compensation | 0 |
| Kirsten Cutler | |||
| Family of board member | $69,820 | Employee Compensation | 0 |
| Shelby Houmann | |||
| Family of board member | $66,429 | Employee Compensation | 0 |
| Jacqueline Soler-Lemon | |||
| Family of former key employee | $18,212 | Employee Compensation | 0 |
| Jeanette Vasquez | |||
| Family of former key employee | $45,049 | Employee Compensation | 0 |
| Martin Shaw | |||
| Family of board member | $42,206 | Employee Compensation | 0 |
| Mary Rathbun | |||
| Family of board member | $82,242 | Employee Compensation | 0 |
| Meredith Banks | |||
| Family of former key employee | $92,048 | Employee Compensation | 0 |
| Darlene Stevens | |||
| Family of key employee | $43,856 | Employee Compensation | 0 |
| Martin Thompson | |||
| Family of key employee | $138,760 | Employee Compensation | 0 |
Schedule M IRS990ScheduleM
Other Non Cash Contri Table OtherNonCashContriTableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Non Cash Checkbox | Yes (X) | NonCashCheckboxInd |
| Desc | Medical Equipment | Desc |
| Contribution | 22 | ContributionCnt |
| Noncash Contributions Rpt F990 | $0 | NoncashContributionsRptF990Amt |
| Method Of Determining Revenues | Replacement Cost | MethodOfDeterminingRevenuesTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Any Property That Must Be Held | 0 | AnyPropertyThatMustBeHeldInd |
| Review Process Unusual NC Gifts | Yes (1) | ReviewProcessUnusualNCGiftsInd |
| Third Parties Used | Yes (1) | ThirdPartiesUsedInd |
Supplemental Information Detail SupplementalInformationDetail (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Column (b): | The number of contributions reported in column (b) of Schedule M, Part I, represents the number of items received b the filing organization during the current year. |
| Part I, Line 32b: | The filing organization uses Sunsystem Development Corporation (SDC), a related organization, to solicit, process, or sell non-cash contributions. SDC is a charitable foundation organization that supports eleven related tax-exempt hospital organizations and one charitable hospice organization. In carrying out its philanthropic activities, SDC will occasionally engage third-parties to provide various consulting services. Such consulting services generally include donor/grant prospecting, assistance with grant-writing, fund-raising planning and organization, and planned giving services. Fees paid to any engaged consultants are at fair market value rates and the terms are always negotiated at arm's length. |
| Part I, Line 33: | Pursuant to the filing organization's Net Assets Accounting Policy, gifts of donated property are recorded by the filing organization to the unrestricted net assets (equity) account. |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| 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. During 2018, some of the filing organization's hospitals transitioned their A/P function to AHSSHC. Accordingly, the number entered on line 1a represents the number reported on Box 3 of Form 1096 as filed by the filing organization for 2018. Subsequent to the transition of the A/P function for all hospitals to the AHSSHC shared service center, the filing organization will not enter any amount on Part V, line 1a. As a result of this transition, those hospitals no longer issue 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 2 | Lars Houmann and Terry Owen - Family Relationship |
| 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 g) to establish general guiding policies. |
| Form 990, Part VI, Section B, line 11b | The filing organization's current year Form 990 was reviewed by the VP/Chief Accounting Officer prior to its filing with the IRS. The review conducted by the 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. |
| Part VII, Section A | For those Board of Director members and officers 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 for Randall Haffner, Lars Houmann, Terry Shaw, and Paul Rathbun, 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 (AHSSHC). Randall Haffner, Lars Houmann, Terry Shaw, and Paul Rathbun devote approximately 50 hours per week in conjunction with serving in their respective executive leadership position as an employee of Adventist Health System Sunbelt Healthcare Corporation. |
| Part VIII, Line 7c | The amount shown in Part VIII Line 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 261,606,614. Management and general expenses 0. Fundraising expenses 0. Total expenses 261,606,614. Professional Fees: Program service expenses 132,466,736. Management and general expenses 0. Fundraising expenses 0. Total expenses 132,466,736. Purchased Medical Services: Program service expenses 5,006,265. Management and general expenses 0. Fundraising expenses 0. Total expenses 5,006,265. Environmental Services: Program service expenses 769,977. Management and general expenses 0. Fundraising expenses 0. Total expenses 769,977. Transcription Services: Program service expenses 319,198. Management and general expenses 0. Fundraising expenses 0. Total expenses 319,198. Recruiting: Program service expenses 1,384,394. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,384,394. Food Service Contracts: Program service expenses 1,795,446. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,795,446. Miscellaneous Purchased Services: Program service expenses 4,567,021. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,567,021. AdventHealth Management Fees: Program service expenses 0. Management and general expenses 35,531,418. Fundraising expenses 0. Total expenses 35,531,418. Billing & Collection Services: Program service expenses 0. Management and general expenses 23,557,367. Fundraising expenses 0. Total expenses 23,557,367. AdventHealth Shared Services Fee: Program service expenses 0. Management and general expenses 2,888,575. Fundraising expenses 0. Total expenses 2,888,575. |
| 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 to tax-exempt affiliates -24,097,698. Transfer to tax-exempt parent -45,871,881. Donated Property 440,619. Allocations from Tax-exempt Parent with respect to Debt 5,801,489. Transfer for expenses -138,120. Gifts 12,714,457. Other -184,514. Income on Restriction 940. Rounding 1. |
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 | 235 E Princeton Street Suite 220 | AddressLine1Txt |
| City | Orlando | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 328045555 | 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 | $226,406 | 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 (104 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 Foundation Shawnee Mission | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 480868859 | Fund-raising for Tax-exempt hospital | KS | 501(c)(3) | Line 7 | Shawnee Mission Medical Center Inc | Yes (1) | |
| AdventHealth University Inc fka Adv Univ of Hlth Sciences Inc | |||||||||||
| 671 Lake Winyah Drive | Orlando | FL | 32803 | 593069793 | Education/Operation of School | FL | 501(c)(3) | Line 2 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| AdventHealth Ransom Memorial Inc (619-123118) | |||||||||||
| 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) | |
| Adventist Bolingbrook Hospital | |||||||||||
| 500 Remington Blvd | Bolingbrook | IL | 60440 | 651219504 | Operation of Hospital & Related Services | IL | 501(c)(3) | Line 3 | Adventist Midwest Health | 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 GlenOaks Hospital | |||||||||||
| 701 Winthrop Avenue | Glendale Heights | IL | 60139 | 363208390 | Operation of Hospital & Related Services | IL | 501(c)(3) | Line 3 | Adventist Midwest Health | Yes (1) | |
| Adventist Hlth 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 Hlth Partners Inc | |||||||||||
| 2601 Navistar Dr Bldg 4 Finance | Lisle | IL | 60532 | 364138353 | Operation of Physician Practices & Medical Services | IL | 501(c)(3) | Line 3 | AHS Midwest Management Inc | 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 System Georgia Inc | |||||||||||
| 1035 Red Bud Road | 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 SystemSunbelt Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 591479658 | Operation of Hospital & 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 | Leasing Personnel to Affiliated Hospital | TX | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Midwest Health | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 362276984 | Operation of Hospital & Related Services | IL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| AHP Specialty Care NFP | |||||||||||
| 2601 Navistar Dr Bldg 4 Finance | Lisle | IL | 60532 | 811105774 | Operation of Physician Practices & Medical Services | IL | 501(c)(3) | Line 3 | AHS Midwest Management Inc | Yes (1) | |
| AHS Midwest Management Inc | |||||||||||
| 2601 Navistar Dr Bldg 4 Finance | Lisle | IL | 60532 | 363354567 | Operation of Physician Practice Mgmt | IL | 501(c)(3) | Line 12a, I | Adventist Midwest Health | Yes (1) | |
| AHSCentral Texas Inc | |||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742621825 | Provide Office Space - Medical Professionals | TX | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Apopka Hlth 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) | |
| Battle Creek Adventist Hospital | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 381359189 | Inactive | MI | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Bolingbrook Hospital Foundation | |||||||||||
| 500 Remington Blvd | Bolingbrook | IL | 60440 | 900494445 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| Bradford Heights Hlth & Rehab Center Inc | |||||||||||
| 950 Highpoint Drive | Hopkinsville | KY | 42240 | 205782342 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| 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) | |
| Caldwell Hlth Care Properties Inc | |||||||||||
| 1333 West Main | Princeton | KY | 42445 | 510605680 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Central Texas Hlthcare Collaborative | |||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 453739929 | Support Operation of Hospital | TX | 501(c)(3) | Line 12a, I | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Chickasaw Hlth 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) | |
| Courtland Hlth 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) | |
| Creekwood Place Nursing & Rehab Center Inc | |||||||||||
| 107 Boyles Drive | Russellville | KY | 42276 | 205782260 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Dairy Road Hlth 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 Hlth & 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) | |
| Emory-Adventist Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 582171011 | Inactive | GA | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Fletcher Hospital Inc | |||||||||||
| 100 Hospital Drive | Hendersonville | NC | 28792 | 560543246 | Operation of Hospital & Related Svcs | 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 Svcs | 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 Svcs | 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 (222-123118) | |||||||||||
| 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 | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 472180518 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| GlenOaks Hospital Foundation | |||||||||||
| 701 Winthrop Avenue | Glendale Heights | IL | 60139 | 363926044 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| 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 | |
| Hinsdale Hospital Foundation | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 521466387 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| 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) | |
| Hospice of the Comforter Foundation Inc | |||||||||||
| 480 W Central Parkway | Altamonte Springs | FL | 32714 | 271858033 | Inactive | FL | 501(c)(3) | Line 7 | The Comforter Health Care Group Inc | Yes (1) | |
| In-Motion Rehab Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 208023411 | Therapy services to tax exempt nursing homes | KS | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| La Grange Memorial Hospital Foundation | |||||||||||
| 5101 S Willow Springs Rd | La Grange | IL | 60525 | 300247776 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| 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 Hlth 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 Hlth 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) | |
| Merriam Hlth Care Properties Inc | |||||||||||
| 9700 West 62nd Street | Merriam | KS | 66203 | 364595806 | Lease to Related Organization | KS | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | 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 Hlthcare services to the community | TX | 501(c)(3) | Line 3 | Metroplex Adventist Hospital Inc | Yes (1) | |
| Midwest Hlth Foundation | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 352230515 | Support of subsidiary Foundations | IL | 501(c)(3) | Line 12b, II | 0 | N/A | |
| Mills Hlth & Rehab Center Inc | |||||||||||
| 500 Beck Lane | Mayfield | KY | 42066 | 205782320 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers 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) | |
| Missouri Adventist Hlth Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 431224729 | Support Hlth Care Services | MO | 501(c)(3) | Line 12d, III-O | Adventist Hlth Mid-America Inc | Yes (1) | |
| Ormond Beach Memorial Hospital Auxiliary Inc | |||||||||||
| 301 Memorial Medical Parkway | Daytona Beach | FL | 32117 | 591721962 | Volunteer support services | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| 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) | |
| Paragon Hlth Care Properties Inc | |||||||||||
| 950 Highpoint Drive | Hopkinsville | KY | 42240 | 510605686 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | 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 Hlth System (630 Year End) | |||||||||||
| 9100 E Mineral Circle | Centennial | CO | 80112 | 840438224 | Operation of Hospital & Related Services | CO | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Princeton Hlth & Rehab Center Inc | |||||||||||
| 1333 West Main | Princeton | KY | 42445 | 205782272 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Princeton Professional Services Inc | |||||||||||
| 601 E Rollins Street | Orlando | FL | 32803 | 591191045 | Provision of Hlthcare Services | FL | 501(c)(3) | Line 10 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Quality Circle for Hlthcare Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 263789368 | Hlthcare Quality Services | FL | 501(c)(3) | Line 12a, I | 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 (630 Year End) | |||||||||||
| 7995 E Prentice Ave 204 | Greenwood Village | CO | 80111 | 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) | |
| Russellville Hlth Care Properties Inc | |||||||||||
| 683 East Third Street | Russellville | KY | 42276 | 510605691 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| San Marcos Hlth Care Properties Inc | |||||||||||
| 1900 Medical Parkway | San Marcos | TX | 78666 | 510605693 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| San Marcos Nursing & Rehab Center Inc | |||||||||||
| 1900 Medical Parkway | San Marcos | TX | 78666 | 205782224 | Operation of Home for the Aged/Hlthcare Delivery | TX | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Hlth 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 Hlth Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813914908 | Lease to Related Organization | GA | 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 Hlth 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 Hlth 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 Hlthcare 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) | |
| Specialty Physicians of Central Texas Inc | |||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 208814408 | Physician Hlthcare services to the community | TX | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Spring View Hlth & Rehab Center Inc | |||||||||||
| 718 Goodwin Lane | Leitchfield | KY | 42754 | 205782288 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Sunbelt Hlth & 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 Hlth 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) | |
| SunSystem Development Corp | |||||||||||
| 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) | |
| 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 Hlth 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) | |
| Taylor Creek Hlth Care Properties Inc | |||||||||||
| 718 Goodwin Lane | Leitchfield | KY | 42754 | 510605678 | 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 | Lease to Related Organization | FL | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| The Volunteer Auxiliary of Florida Hospital - Flagler Inc | |||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 592486582 | Volunteer support services | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| Tri-County Nursing and Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 472219363 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Trinity Nursing & Rehab Center Inc | |||||||||||
| 9700 West 62nd Street | Merriam | KS | 66203 | 205774890 | Operation of Home for the Aged/Hlthcare Delivery | KS | 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 12a, I | 0 | N/A | |
| University Community Hospital Specialty Care Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 593231322 | Inactive | FL | 501(c)(3) | Line 12a, I | University Community Hospital Inc | Yes (1) | |
| University Community Hospital Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 591113901 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| West Florida Health Inc | |||||||||||
| 14055 Riveredge Drive | Tampa | FL | 33637 | 471881744 | Holding Company | FL | 501(c)(3) | Line 10 | 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 | West Florida Health Inc | Yes (1) | |
| West Kentucky Hlth Care Properties Inc | |||||||||||
| 500 Beck Lane | Mayfield | KY | 42066 | 510605676 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Zephyr Haven Hlth & 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 Hlth & 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 (7 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Clear Creek MOB Ltd | ||||||||||||||
| 2201 S Clear Creek Rd | Killeen | TX | 76549 | 742609195 | Real Estate | TX | N/A | |||||||
| Florida Hospital DMERT LLC | ||||||||||||||
| 500 Winderley Place Ste 324 | Maitland | FL | 32751 | 202392253 | Medical Equipment | FL | N/A | |||||||
| Florida Hospital Home Infusion LLP | ||||||||||||||
| 500 Winderley Place Ste 226 | Maitland | FL | 32751 | 593142824 | Home Infusion Services | FL | N/A | |||||||
| Functional Neurosurgical Ambulatory Surgery Ctr LLC | ||||||||||||||
| 11 W Dry Creek Circle 120 | Littleton | CO | 80120 | 464426708 | Surgery Center | CO | N/A | |||||||
| Princeton Homecare Services LLC | ||||||||||||||
| 1050 Forrer Blvd | Kettering | OH | 45420 | 814196648 | Operation of Home Health Agency | FL | N/A | |||||||
| San Marcos MRI LP | ||||||||||||||
| 1330 Wonder World Dr Ste 202 | San Marcos | TX | 78666 | 770597972 | Imaging & Testing | TX | Adventist Hlth SystemSunbelt Inc | Related | $108,102 | $506,983 | 0 | 0 | 0.60000 | |
| The Bariatric Center of Kansas City LLC (628-123118) | ||||||||||||||
| 9100 W 74th Street | Merriam | KS | 66204 | 823025378 | Surgery Center | KS | N/A | |||||||
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (20 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Altamonte Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855792 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $146,722 | $615,650 | 0.61440 | Yes (1) | |
| Apopka Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 593000857 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $32,290 | $42,770 | 1.00000 | Yes (1) | |
| CC MOB Inc | |||||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 742616875 | Real Estate Rental | TX | C | Yes (1) | N/A | ||||
| Central Texas Medical Associates | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742729873 | Inactive | TX | Adventist Hlth SystemSunbelt Inc | C | 1.00000 | Yes (1) | |||
| Central Texas Providers Network | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742827652 | Physician Hospital Org. | TX | Adventist Hlth SystemSunbelt Inc | C | $123,661 | $228,720 | 1.00000 | Yes (1) | |
| Florida Hospital Flagler Medical Offices Association Inc | |||||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 262158309 | Condo Association | FL | C | Yes (1) | N/A | ||||
| Florida Hosp Hlth Village Property Owner's Assoc Inc | |||||||||||||
| 550 E Rollins Street 7th Floor | Orlando | FL | 32803 | 821748255 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | 1.00000 | Yes (1) | |||
| Florida Hospital Healthcare System Inc | |||||||||||||
| 101 Southhall Lane Ste 150 | Maitland | FL | 32751 | 593215680 | PHSO | FL | Adventist Hlth SystemSunbelt Inc | C | $14,584,730 | $18,770,648 | 1.00000 | Yes (1) | |
| Florida Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855791 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $687,245 | $3,684,349 | 0.85000 | Yes (1) | |
| Florida Memorial Health Network Inc | |||||||||||||
| 770 W Granada Blvd Ste 317 | Ormond Beach | FL | 32174 | 593403558 | Physician Hospital Org. | FL | C | Yes (1) | N/A | ||||
| Kissimmee Multispecialty Clinic Condominium Association Inc | |||||||||||||
| 201 Hilda Street Suite 30 | Kissimmee | FL | 34741 | 593539564 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $71,539 | $108,954 | 0.55000 | Yes (1) | |
| LN Health Partners Inc | |||||||||||||
| 550 E Rollins Street 6th Floor | Orlando | FL | 32803 | 813556903 | Inactive | FL | C | Yes (1) | N/A | ||||
| Midwest Management Services Inc | |||||||||||||
| 9100 West 74th Street | Shawnee Mission | KS | 66204 | 480901551 | Inactive | KS | C | Yes (1) | N/A | ||||
| North American Health Services Inc & Sub | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 621041820 | Lessor/Holding Co. | TN | C | Yes (1) | N/A | ||||
| Ormond Prof Associates Condo Assoc'n Inc (430 year end) | |||||||||||||
| 770 W Granada Blvd Ste 101 | Ormond Beach | FL | 32174 | 592694434 | Condo Association | FL | C | Yes (1) | N/A | ||||
| Park Ridge Property Owner's Association Inc | |||||||||||||
| 1 Park Place Naples Road | Fletcher | NC | 28732 | 030380531 | Condo Association | NC | C | Yes (1) | N/A | ||||
| Porter Affiliated Health Services Inc | |||||||||||||
| 2525 S Downing Street | Denver | CO | 80210 | 840956175 | Healthcare Services | CO | C | Yes (1) | N/A | ||||
| San Marcos Regional MRI Inc | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 770597968 | Holding Company | TX | Adventist Hlth SystemSunbelt Inc | C | $3,604 | $14,640 | 1.00000 | Yes (1) | |
| The Garden Retirement Community Inc | |||||||||||||
| 485 North Keller Road Ste 250 | Maitland | FL | 32751 | 593414055 | Real Estate Rental | FL | C | Yes (1) | N/A | ||||
| Winter Park Medical Office Building I Condo Assoc Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 452228478 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $151,099 | $80,829 | 0.51580 | Yes (1) | |
| 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 | 0 | 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 | 0 | SharingOfFacilitiesInd |
| Paid Employees Sharing | 0 | 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 (62 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| AdventHealth University Inc | ||
| A | $3,234,060 | FMV Rental Rate |
| AdventHealth University Inc | ||
| B | $125,067 | Actual Amount Given |
| AdventHealth University Inc | ||
| Q | $23,271,508 | Cost |
| AdventHealth University Inc | ||
| R | $5,850,374 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| A | $1,534,440 | FMV Rental Rate |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| B | $45,871,879 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| C | $620,920 | Actual Amount Received |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| M | $34,396,402 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation - Shared Services | ||
| M | $2,934,025 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation dba AIT | ||
| M | $129,157,000 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| P | $323,202,495 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| S | $3,297,382 | Actual Amount Received |
| AHSCentral Texas Inc | ||
| A | $180,141 | FMV Rental Rate |
| Central Texas Healthcare Collaborative | ||
| B | $1,767,849 | Actual Amount Given |
| East Orlando Health & Rehab Center Inc | ||
| B | $2,292,773 | Actual Amount Given |
| FLNC Inc (Florida Living Nursing Center) | ||
| B | $3,533,991 | Actual Amount Given |
| Florida Hospital Dade City Inc | ||
| R | $1,038,000 | Actual Amount Given |
| Florida Hospital Healthcare System Inc | ||
| A | $100,045 | FMV Rental Rate |
| Florida Hospital Healthcare System Inc | ||
| L | $58,827 | Cost Plus Appropriate % |
| Florida Hospital Healthcare System Inc | ||
| P | $244,529 | Cost |
| Florida Hospital Healthcare System Inc | ||
| R | $24,230,450 | Actual Amount Given |
| Florida Hospital Medical Group Inc | ||
| A | $10,668,598 | FMV Rental Rate |
| Florida Hospital Medical Group Inc | ||
| B | $5,018,248 | Actual Amount Given |
| Florida Hospital Medical Group Inc | ||
| K | $381,394 | FMV Rental Rate |
| Florida Hospital Medical Group Inc | ||
| L | $461,609 | Cost Plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| M | $138,682,866 | Cost Plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| P | $31,580,719 | Cost |
| Florida Hospital Medical Group Inc | ||
| Q | $46,838,630 | Cost |
| Florida Hospital Waterman Inc | ||
| L | $987,865 | Cost Plus Appropriate % |
| Florida Hospital Zephyrhills Inc | ||
| L | $134,368 | Cost Plus Appropriate % |
| Florida Hospital Zephyrhills Inc | ||
| S | $380,622 | Actual Amount Received |
| Florida Radiology Imaging at Lake Mary LLC | ||
| A | $824,628 | FMV Rental Rate |
| Florida Radiology Imaging at Lake Mary LLC | ||
| Q | $4,630,293 | Cost |
| Hospice of the Comforter Inc | ||
| K | $493,966 | FMV Rental Rate |
| Hospice of the Comforter Inc | ||
| L | $57,819 | Cost Plus Appropriate % |
| Hospice of the Comforter Inc | ||
| P | $54,000 | Cost |
| Hospice of the Comforter Inc | ||
| Q | $1,214,802 | Cost |
| Memorial Health Systems Inc | ||
| K | $87,460 | FMV Rental Rate |
| Memorial Health Systems Inc | ||
| L | $1,170,616 | Cost Plus Appropriate % |
| Memorial Health Systems Inc | ||
| M | $152,997 | Cost Plus Appropriate % |
| Memorial Health Systems Inc | ||
| P | $540,868 | Cost |
| Memorial Health Systems Inc | ||
| S | $6,184,029 | Actual Amount Received |
| Memorial Hospital - Flagler Inc | ||
| L | $610,868 | Cost Plus Appropriate % |
| Memorial Hospital - Flagler Inc | ||
| Q | $57,782 | Cost |
| Memorial Hospital - West Volusia Inc | ||
| L | $686,024 | Cost Plus Appropriate % |
| Pasco-Pinellas Hillsborough Community Health System Inc | ||
| Q | $124,078 | Cost |
| Princeton Professional Services Inc | ||
| A | $52,570 | FMV Rental Rate |
| Princeton Professional Services Inc | ||
| M | $689,562 | Cost Plus Appropriate % |
| Princeton Professional Services Inc | ||
| Q | $147,398 | Cost |
| Shawnee Mission Medical Center Inc | ||
| Q | $8,184,944 | Cost |
| Southeast Volusia Healthcare Corporation | ||
| Q | $280,553 | Cost |
| Southwest Volusia Healthcare Corporation | ||
| L | $983,116 | Cost Plus Appropriate % |
| Southwest Volusia Healthcare Corporation | ||
| S | $1,480,683 | Actual Amount Received |
| Specialty Physicians of Central Texas Inc | ||
| B | $5,153,716 | Actual Amount GIven |
| Sunbelt Health & Rehab Center - Apopka Inc | ||
| B | $612,045 | Actual Amount Given |
| SunSystem Development Corporation | ||
| B | $4,861,701 | Actual Amount GIven |
| SunSystem Development Corporation | ||
| C | $28,314,920 | Actual Amount Received |
| SunSystem Development Corporation | ||
| Q | $2,787,833 | Cost |
| Tarpon Springs Hospital Foundation Inc | ||
| Q | $138,524 | Cost |
| University Community Hospital Inc | ||
| L | $835,180 | Cost Plus Appropriate % |
| University Community Hospital Inc | ||
| P | $2,995,408 | Cost |
| South Central Inc | ||
| C | $2,060,704 | Actual Amount Received |