ADVENTIST HEALTH SYSTEM SUNBELT INC: Form 990, tax year 2021
View the entire original 990 at ProPublica ↗
- Organization
- ADVENTIST HEALTH SYSTEM SUNBELT INC (EIN 59-1479658)
- Tax period
- 2021-01-01 to 2021-12-31
- Filed
- 2023-02-15
- IRS object ID
- 202310469349303026
- Schema version
- 2021v4.2
- 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 L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2023-02-15T19:15:57-06:00 | ReturnTs |
| Tax Period End | 2021-12-31 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2021-01-01 | 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 | 2023-02-15 | SignatureDt |
Signing Officer SigningOfficerGrp
Person Full Name PersonFullName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person First | Lynn | PersonFirstNm |
| Person Last | Addiscott | PersonLastNm |
| Field | Value | IRS element (for citing) |
|---|---|---|
| SSN | 999009999 | SSN |
Additional Filer Information AdditionalFilerInformation
Trusted Customer TrustedCustomerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Trusted Customer | 3 | TrustedCustomerCd |
| Authentication Assurance Level | AAL1 | AuthenticationAssuranceLevelCd |
| Identity Assurance Level | IAL1 | IdentityAssuranceLevelCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2021 | TaxYr |
| Build TS | 2023-03-07 01:45:13Z | 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 | $5,911,107,982 | 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 10 acute-care hospitals & related healthcare services. | ActivityOrMissionDesc |
| Voting Members Governing Body | 22 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 15 | VotingMembersIndependentCnt |
| Total Employee | 35045 | TotalEmployeeCnt |
| Total Volunteers | 1330 | TotalVolunteersCnt |
| Total Gross UBI | $26,570,675 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $1,214,189 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $213,695,716 | PYContributionsGrantsAmt |
| CY Contributions Grants | $71,730,639 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $4,562,883,817 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $5,645,631,821 | CYProgramServiceRevenueAmt |
| PY Investment Income | $33,458,778 | PYInvestmentIncomeAmt |
| CY Investment Income | $175,291,624 | CYInvestmentIncomeAmt |
| PY Other Revenue | $16,434,372 | PYOtherRevenueAmt |
| CY Other Revenue | $14,652,267 | CYOtherRevenueAmt |
| PY Total Revenue | $4,826,472,683 | PYTotalRevenueAmt |
| CY Total Revenue | $5,907,306,351 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $23,860,271 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $22,086,643 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $1,863,860,613 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $2,133,046,330 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $2,562,510,999 | PYOtherExpensesAmt |
| CY Other Expenses | $2,993,275,611 | CYOtherExpensesAmt |
| PY Total Expenses | $4,450,231,883 | PYTotalExpensesAmt |
| CY Total Expenses | $5,148,408,584 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $376,240,800 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $758,897,767 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $9,561,434,235 | TotalAssetsBOYAmt |
| Total Assets EOY | $11,276,131,812 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $4,198,376,273 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $5,196,868,532 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $5,363,057,962 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $6,079,263,280 | 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 | $4,689,829,958 | ExpenseAmt |
| Grant | $22,086,643 | GrantAmt |
| Revenue | $5,631,470,227 | RevenueAmt |
| Desc | Operation of 10 acute care hospitals with 148,585 patient admissions, 858,003 patient days and 1,482,429 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 | $4,689,829,958 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | Yes (1) | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (1) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | Yes (1) | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | Yes (1) | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | 0 | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 0 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 35045 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| 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 | 22 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 15 | IndependentVotingMemberCnt |
| Family Or Business Rln | 0 | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | Yes (1) | 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 (58 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Aguilera Ronald | ||||||||||
| Director (Beg 9/21) | 1.00 | 2.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| Barnett D Edward | ||||||||||
| Director (End 8/21) | 1.00 | 1.00 | Yes (X) | $0 | $1,200 | $0 | ||||
| Bernard Roger A | ||||||||||
| Director | 1.00 | 2.00 | Yes (X) | $0 | $5,129 | $0 | ||||
| Bigalke John T | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $29,400 | $0 | ||||
| Brooks Stephen | ||||||||||
| Director (Beg 4/21 - End 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $4,402 | $0 | ||||
| Cherry MD Robert A | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $29,400 | $0 | ||||
| Craig Carlos J | ||||||||||
| Dir./Vice Chair/Sec (Beg 4/21) | 2.00 | 1.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| Davidson James R | ||||||||||
| Director (Beg 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $5,422 | $0 | ||||
| Denslow Kenneth | ||||||||||
| Dir./Vice Chairman (Beg 6/21) | 2.00 | 2.00 | Yes (X) | $0 | $4,402 | $0 | ||||
| Devore Susan D | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $17,402 | $0 | ||||
| Freedman David | ||||||||||
| Director (End 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $5,222 | $0 | ||||
| Griffith Jr Buford | ||||||||||
| Director (End 4/21) | 1.00 | 1.00 | Yes (X) | $0 | $1,200 | $0 | ||||
| Johnson Tidjani Michelle | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $25,402 | $0 | ||||
| Lyons Justin C | ||||||||||
| Director (End 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| Machado Allan | ||||||||||
| Director | 1.00 | 2.00 | Yes (X) | $0 | $5,422 | $0 | ||||
| Moore M Div Larry R | ||||||||||
| Dir./Vice Chairman /Sec (End 4/21) | 1.00 | 2.00 | Yes (X) | $0 | $4,200 | $0 | ||||
| Morel Jr D Min Hubert J | ||||||||||
| Director (Beg 1/21 - End 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $4,402 | $0 | ||||
| Morgan William H | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Page John M | ||||||||||
| Director (Beg 9/21) | 1.00 | 3.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| Ramirez Elden | ||||||||||
| Director (Beg 9/21) | 1.00 | 3.00 | Yes (X) | $0 | $4,402 | $0 | ||||
| Sauder PhD Vinita | ||||||||||
| Director (Beg 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| Scott Glynn CW | ||||||||||
| Director (End 9/21) | 1.00 | 3.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| Shaw EdD Kenneth | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $5,222 | $0 | ||||
| Shaw Terry D | ||||||||||
| Dir/President/AdventHealth CEO | 1.00 | 50.00 | Yes (X) | $0 | $4,519,033 | $209,656 | Yes (X) | |||
| Smith DMin PhD Ron C | ||||||||||
| Director/Chairman | 2.00 | 2.00 | Yes (X) | $0 | $8,222 | $0 | ||||
| Thurber Gary F | ||||||||||
| Director/Vice Chairman | 2.00 | 2.00 | Yes (X) | $0 | $8,129 | $0 | ||||
| Thurber John Mic | ||||||||||
| Director (Beg 9/21) | 1.00 | 2.00 | Yes (X) | $0 | $4,402 | $0 | ||||
| Tikker Blair | ||||||||||
| Director | 1.00 | 1.00 | Yes (X) | $0 | $26,554 | $0 | ||||
| Valentine II M Div Maurice | ||||||||||
| Director/Vice Chair (End 5/21) | 2.00 | 2.00 | Yes (X) | $0 | $4,200 | $0 | ||||
| Van Schaik Vic | ||||||||||
| Director (End 9/21) | 1.00 | 1.00 | Yes (X) | $0 | $4,602 | $0 | ||||
| VandeVere David | ||||||||||
| Director (Beg 10/21) | 1.00 | 1.00 | Yes (X) | $0 | $4,929 | $0 | ||||
| Werner Thomas L | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $6,309 | $0 | ||||
| Goodman Todd | ||||||||||
| CFO AdventHealth Central FL Division | 1.00 | 50.00 | $0 | $1,698,001 | $183,060 | Yes (X) | ||||
| Haffner PhD Randall | ||||||||||
| SEVP/CEO Central FL Div | 1.00 | 50.00 | $0 | $3,620,109 | $209,173 | Yes (X) | ||||
| Rathbun Paul C | ||||||||||
| SEVP/AdventHealth CFO | 1.00 | 50.00 | $0 | $2,592,586 | $212,850 | Yes (X) | ||||
| Tol Daryl | ||||||||||
| SEVP/CEO Central FL Div (End 1/21) | 1.00 | 50.00 | $0 | $2,712,537 | $8,693 | Yes (X) | ||||
| Adams Brian | ||||||||||
| CEO Central FL Div S. Reg (Beg.12/21) | 50.00 | 0.00 | $0 | $814,246 | $137,613 | Yes (X) | ||||
| Cook Timothy | ||||||||||
| CEO AH Altamonte & Seminole Market | 50.00 | 0.00 | $0 | $804,480 | $121,183 | Yes (X) | ||||
| Deininger Robert | ||||||||||
| CEO AH Orlando | 50.00 | 0.00 | $0 | $708,645 | $115,386 | Yes (X) | ||||
| Finkler MD Neil | ||||||||||
| Chief Clinical Officer AH Central FL Division | 50.00 | 0.00 | $0 | $929,758 | $137,967 | Yes (X) | ||||
| Harcombe Douglas | ||||||||||
| CEO AH Celebration & South Market | 50.00 | 0.00 | $0 | $708,158 | $125,899 | Yes (X) | ||||
| Hilliard Douglas | ||||||||||
| SVP/Sr Finance Officer AH Orlando | 50.00 | 0.00 | $0 | $2,181,052 | $146,186 | Yes (X) | ||||
| Moorhead Sheryl | ||||||||||
| Chief People Off/ AH Central FL Div | 50.00 | 0.00 | $0 | $670,833 | $37,129 | Yes (X) | ||||
| Thompson Michael | ||||||||||
| CEO IHS Central FL Division - South Region | 40.00 | 10.00 | $0 | $1,854,601 | $134,626 | Yes (X) | ||||
| Vargas Karilynn | ||||||||||
| CEO AH Winter Garden & West Market | 50.00 | 0.00 | $0 | $514,052 | $93,957 | Yes (X) | ||||
| Villanueva Jeffrey | ||||||||||
| CEO AH East Orlando & East Market | 50.00 | 0.00 | $0 | $582,676 | $110,780 | Yes (X) | ||||
| Wandersleben Jennifer | ||||||||||
| CEO AH CFD So Acute Care Srvs (End 12/21) | 50.00 | 0.00 | $0 | $888,103 | $157,920 | Yes (X) | ||||
| Zbaraschuk Amy | ||||||||||
| SVP/Sr Fin Off/IHS Central FL S. Reg. | 50.00 | 0.00 | $0 | $695,316 | $118,696 | Yes (X) | ||||
| Accola Kevin | ||||||||||
| Exec Med Dir/Cardio Surgery & Structural Heart | 50.00 | 0.00 | $1,722,294 | $0 | $81,886 | Yes (X) | ||||
| Bogar MD Linda | ||||||||||
| Medical Doctor - Heart Transplant | 85.00 | 0.00 | $1,420,224 | $0 | $88,000 | Yes (X) | ||||
| Palmer MD George | ||||||||||
| Med Dir/AH Celebration Cardio Surgery | 50.00 | 0.00 | $1,517,136 | $0 | $90,636 | Yes (X) | ||||
| Silvestry MD Scott | ||||||||||
| Phy/Dir AH Thoracic Transplant | 95.00 | 0.00 | $2,267,485 | $0 | $91,030 | Yes (X) | ||||
| Zeeshan MD Ahmad | ||||||||||
| Medical Doctor - Heart Transplant | 85.00 | 0.00 | $1,382,693 | $0 | $55,966 | Yes (X) | ||||
| Bradley Kenneth W | ||||||||||
| Former Key Emp/AH Dir Emerging Leader | 0.00 | 50.00 | $0 | $189,128 | $34,033 | Yes (X) | ||||
| Moorhead MD David | ||||||||||
| Former EVP/Chief Clinical Officer | 0.00 | 50.00 | $0 | $1,816,172 | $28,514 | Yes (X) | ||||
| Owen Terry R | ||||||||||
| Former SVP Partnering Strategy CFD | 0.00 | 0.00 | $0 | $462,585 | $24,896 | Yes (X) | ||||
| Spenst Brett | ||||||||||
| Former CEO AH Orlando | 0.00 | 0.00 | $0 | $104,558 | $0 | Yes (X) | ||||
| Stevens Eric A | ||||||||||
| Former CEO ACS & AH Orlando/AH Women | 0.00 | 0.00 | $0 | $258,547 | $698 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $8,309,832 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $29,572,364 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $2,756,433 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 3668 | 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 |
|---|---|---|---|---|---|
| AMN Healthcare Inc | |||||
| 8840 Cypress Waters Blvd Ste 300 | Dallas | TX | 75019 | Healthcare Staffing Services | $87,535,241 |
| Maxim Healthcare Services Inc | |||||
| 12558 Collections Center Dr | Chicago | IL | 60693 | Healthcare Staffing Services | $63,632,204 |
| 22Squared Inc | |||||
| PO Box 102688 | Atlanta | GA | 30368 | Marketing Services | $12,967,788 |
| Crothall Healthcare Inc | |||||
| 80 Jesse Hill Jr Dr | Atlanta | GA | 30303 | Healthcare Support Services | $12,002,013 |
| Accuity Delivery Systems LLC | |||||
| 10000 Midlantic Drive Suite 400W | Mount Laurel | NJ | 08054 | Clinical Documentation Services | $11,957,298 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 536 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $19,391,753 | RelatedOrganizationsAmt |
| Government Grants | $15,681,568 | GovernmentGrantsAmt |
| All Other Contributions | $36,657,318 | AllOtherContributionsAmt |
| Total Contributions | $71,730,639 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Revenue | 622110 | $5,582,127,143 | $5,557,734,928 | $24,392,215 |
| Rent from Exempt Affiliates | 622110 | $23,385,764 | $23,385,764 | |
| Cafeteria/Vending Rev. | 622110 | $12,654,753 | $12,561,398 | $93,355 |
| Laundry | 622110 | $8,132,910 | $8,093,509 | $39,401 |
| Gift Shop | 622110 | $6,207,827 | $6,046,279 | $161,548 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $13,123,424 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $11,306,657 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $1,816,767 | UnrelatedBusinessRevenueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $5,645,631,821 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $82,707,225 | TotalRevenueColumnAmt |
| Exclusion | $82,707,225 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $193,274 | TotalRevenueColumnAmt |
| Exclusion | $193,274 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $5,166,211 | RealAmt |
| Personal | $22,033 | PersonalAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,053,299 | RealAmt |
| Personal | $17,644 | PersonalAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,112,912 | RealAmt |
| Personal | $4,389 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,117,301 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $67,389 | UnrelatedBusinessRevenueAmt |
| Exclusion | $2,049,912 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $91,113,789 | SecuritiesAmt |
| Other | $2,201,298 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $0 | SecuritiesAmt |
| Other | $730,688 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $91,113,789 | SecuritiesAmt |
| Other | $1,470,610 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $92,584,399 | TotalRevenueColumnAmt |
| Exclusion | $92,584,399 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (2 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| Equity earnings from related enti | 622110 | $8,122,736 | $8,122,736 |
| Investment in Subs | 622110 | $4,218,956 | $4,218,956 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $12,341,692 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $5,907,306,351 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $5,631,470,227 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $26,570,675 | UnrelatedBusinessRevenueAmt |
| Exclusion | $177,534,810 | 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 | $19,854,930 | TotalAmt |
| Program Services | $19,854,930 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,231,713 | TotalAmt |
| Program Services | $2,231,713 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $21,174,282 | TotalAmt |
| Management And General | $21,174,282 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,585,794,265 | TotalAmt |
| Program Services | $1,574,100,729 | ProgramServicesAmt |
| Management And General | $11,693,536 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $62,020,691 | TotalAmt |
| Program Services | $60,832,204 | ProgramServicesAmt |
| Management And General | $1,188,487 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $345,485,709 | TotalAmt |
| Program Services | $330,832,220 | ProgramServicesAmt |
| Management And General | $14,653,489 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $118,571,383 | TotalAmt |
| Program Services | $116,277,848 | ProgramServicesAmt |
| Management And General | $2,293,535 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,631,468 | TotalAmt |
| Management And General | $6,631,468 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $913,269 | TotalAmt |
| Management And General | $913,269 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,135,719 | TotalAmt |
| Management And General | $7,135,719 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $921,062,635 | TotalAmt |
| Program Services | $713,350,037 | ProgramServicesAmt |
| Management And General | $207,712,598 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $54,096,547 | TotalAmt |
| Management And General | $54,096,547 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $107,713,445 | TotalAmt |
| Program Services | $83,462,742 | ProgramServicesAmt |
| Management And General | $24,250,703 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $178,677,479 | TotalAmt |
| Program Services | $168,799,815 | ProgramServicesAmt |
| Management And General | $9,877,664 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $116,200,280 | TotalAmt |
| Program Services | $116,200,280 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,269,384 | TotalAmt |
| Program Services | $1,358,588 | ProgramServicesAmt |
| Management And General | $2,910,796 | ManagementAndGeneralAmt |
Pymt Travel Entrtnmnt Pub Ofcl PymtTravelEntrtnmntPubOfclGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,567 | TotalAmt |
| Management And General | $8,567 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,064,281 | TotalAmt |
| Management And General | $7,064,281 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $30,193,820 | TotalAmt |
| Program Services | $30,193,820 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $244,396,575 | TotalAmt |
| Program Services | $244,396,575 | ProgramServicesAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $37,039,750 | TotalAmt |
| Program Services | $34,914,108 | ProgramServicesAmt |
| Management And General | $2,125,642 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $903,910,097 | $903,910,097 | |
| Assessments | $167,344,915 | $167,344,915 | |
| Repairs/Maintenance | $93,182,600 | $93,182,600 | |
| UBI Tax | $191,167 | $191,167 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $113,243,613 | TotalAmt |
| Program Services | $28,586,737 | ProgramServicesAmt |
| Management And General | $84,656,876 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,148,408,584 | TotalAmt |
| Program Services | $4,689,829,958 | ProgramServicesAmt |
| Management And General | $458,578,626 | 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 | $93,806 | BOYAmt |
| EOY | $92,638 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,085,669,421 | BOYAmt |
| EOY | $3,689,627,590 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $692,175,855 | BOYAmt |
| EOY | $794,375,439 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $181,578,520 | BOYAmt |
| EOY | $142,220,964 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $39,503,014 | BOYAmt |
| EOY | $62,449,459 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $5,856,923,445 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $2,640,694,122 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,987,952,770 | BOYAmt |
| EOY | $3,216,229,323 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,702,841 | BOYAmt |
| EOY | $15,921,797 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $25,490,949 | BOYAmt |
| EOY | $22,403,806 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,537,267,059 | BOYAmt |
| EOY | $3,332,810,796 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $9,561,434,235 | BOYAmt |
| EOY | $11,276,131,812 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $371,315,945 | BOYAmt |
| EOY | $428,388,507 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,251,968,063 | BOYAmt |
| EOY | $4,344,524,039 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $575,092,265 | BOYAmt |
| EOY | $423,955,986 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,198,376,273 | BOYAmt |
| EOY | $5,196,868,532 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,362,777,186 | BOYAmt |
| EOY | $6,078,902,256 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $280,776 | BOYAmt |
| EOY | $361,024 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,363,057,962 | BOYAmt |
| EOY | $6,079,263,280 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $9,561,434,235 | BOYAmt |
| EOY | $11,276,131,812 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $758,897,767 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $65,018,305 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$107,710,754 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | 0 | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | 0 | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | 0 | DirectContactLegislatorsInd |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $155,348 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $155,348 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1: | FormAndLineReferenceDesc |
| Explanation | The corporation paid dues to the American Hospital Association, Florida 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 | $21,347,312 | BeginningYearBalanceAmt |
| Investment Earnings Or Losses | $1,213,093 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $73,573 | OtherExpendituresAmt |
| End Year Balance | $22,486,832 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $20,731,829 | BeginningYearBalanceAmt |
| Contributions | $50,000 | ContributionsAmt |
| Investment Earnings Or Losses | $1,197,926 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $632,443 | OtherExpendituresAmt |
| End Year Balance | $21,347,312 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $20,471,913 | BeginningYearBalanceAmt |
| Contributions | $50,000 | ContributionsAmt |
| Investment Earnings Or Losses | $1,196,289 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $526,694 | OtherExpendituresAmt |
| End Year Balance | $21,191,508 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| 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 Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| 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 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.92660 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.07340 | 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 | $333,287,976 | OtherCostOrOtherBasisAmt |
| Book Value | $333,287,976 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $2,143,270,694 | OtherCostOrOtherBasisAmt |
| Depreciation | $797,630,739 | DepreciationAmt |
| Book Value | $1,345,639,955 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $2,919,587,339 | OtherCostOrOtherBasisAmt |
| Depreciation | $1,782,868,225 | DepreciationAmt |
| Book Value | $1,136,719,114 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $460,777,436 | OtherCostOrOtherBasisAmt |
| Depreciation | $60,195,158 | DepreciationAmt |
| Book Value | $400,582,278 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $3,216,229,323 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (7 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Due From Related/Affiliated Entities | $44,775,823 |
| Long-term Investments | $240,741,629 |
| Other Non-Current Assets | $298,329,936 |
| Receivable - Interco Alloc of Tax-Exempt Bond Proceeds | $2,412,906,204 |
| Receivable from Third Party | $183,797,620 |
| Board Designated Funds | $100 |
| Other Current Receivables | $152,259,484 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $3,332,810,796 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (5 entries)
| DescDesc | AmtAmt |
|---|---|
| Payable to Third Party | $40,511,884 |
| Due to Related/Affiliated Entities | $130,347,502 |
| Other Current Liabilities | $105,528,792 |
| Other Non-Current Liabilities | $147,518,404 |
| Notes and Loans Payable | $49,404 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $423,955,986 | 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 (b) Prior year - Explanation for change in opening balance: During 2021 it was determined that endowments in the amount of $459,679, received prior to 2020, should be excluded as these funds do not represent endowments held for the benefit of the filing organization. As a result, the filing organization restated the beginning endowment fund balance in its 2020 tax year. Part V, line 1a, column (d) Three years back - 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 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, 2021 and 2020. NAHS also has temporary deductible differences of approximately $33,000 and $41,800 at December 31, 2021 and 2020, respectively, primarily as a result of net operating loss carryforwards. At December 31, 2021, NAHS had net operating loss carryforwards of approximately $34,000, expiring beginning in 2022 through 2026. Deferred taxes have been provided for these amounts, resulting in a net deferred tax asset of approximately $8,100 and $10,200 at December 31, 2021 and 2020, 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, 2021 and 2020 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 Accounting Standards Codification (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, 2021 and 2020. |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (15 entries)
| RegionRegionTxt | OfficesOfficesCnt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt | Specific Services ProvidedSpecificServicesProvidedTxt |
|---|---|---|---|---|---|
| Central America and the Caribbean | 0 | 0 | Grantmaking | $1,069,014 | |
| Central America and the Caribbean | 0 | 0 | Program Services | $15,880 | Supplies, Books, and Shipping costs |
| Central America and the Caribbean | 0 | 0 | Meetings | $87 | |
| Europe (including Iceland and Greenland) | 0 | 0 | Meetings | $20,008 | |
| Middle East and North Africa | 0 | 0 | Grantmaking | $638 | |
| North America (which includes Canada and Mexico, but not the U.S.) | 0 | 0 | Grantmaking | $48,990 | |
| North America (which includes Canada and Mexico, but not the U.S.) | 2 | 10 | Program Services | $56,892 | Monthly Stipends, Supplies, Travel Expenses, Surgery, and Shipping Costs |
| North America (which includes Canada and Mexico, but not the U.S.) | 0 | 0 | Meetings | $1,091 | |
| South America | 0 | 0 | Grantmaking | $414,439 | |
| South America | 0 | 0 | Meetings | $8,037 | |
| South America | 1 | 1 | Program Services | $164,663 | Surgeries, Supplies, Travel Expenses, and Stipends |
| South Asia | 0 | 0 | Grantmaking | $131,695 | |
| South Asia | 0 | 0 | Grantmaking | ||
| South Asia | 0 | 0 | Program Services | ||
| Sub-Saharan Africa | 0 | 0 | Grantmaking | $566,938 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 2 | SubtotalOfficesCnt |
| Subtotal Employees | 10 | SubtotalEmployeesCnt |
| Continuation Total Office | 1 | ContinuationTotalOfficeCnt |
| Continuation Total Employee | 1 | ContinuationTotalEmployeeCnt |
| Total Office | 3 | TotalOfficeCnt |
| Total Employee | 11 | TotalEmployeeCnt |
| Subtotal Spent | $1,212,600 | SubtotalSpentAmt |
| Continuation Spent | $1,285,772 | ContinuationSpentAmt |
| Total Spent | $2,498,372 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (30 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceAmt | Description Of Non Cash AsstDescriptionOfNonCashAsstTxt | Valuation Method UsedValuationMethodUsedDesc | Manner Of Cash DisbursementMannerOfCashDisbursementTxt |
|---|---|---|---|---|---|---|
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $13,825 | Medical Equipment | FMV | |
| South Asia | Medical Supplies or Equipment | $100,000 | $0 | Book | Electronic Funds | |
| North America (which includes Canada and Mexico, but not the U.S.) | Medical Supplies or Equipment | $0 | $48,000 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $9,631 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $205,271 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $9,200 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $21,038 | Medical Equipment | FMV | |
| South America | Medical Supplies or Equipment | $0 | $50,112 | Medical Equipment | FMV | |
| South America | Medical Supplies or Equipment | $89,260 | $0 | Book | Electronic Funds | |
| South America | Medical Supplies or Equipment | $0 | $6,431 | Medical Equipment | FMV | |
| South America | Medical Supplies or Equipment | $111,281 | $0 | Book | Electronic Funds | |
| South America | General Support | $134,120 | $0 | Book | Electronic Funds | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $25,000 | Medical Equipment | FMV | |
| South Asia | Medical Supplies or Equipment | $0 | $31,695 | Medical Equipment | FMV | |
| South America | Medical Supplies or Equipment | $0 | $9,604 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $6,230 | Medical Equipment | FMV | |
| Central America and the Caribbean | General Support | $466,119 | $0 | Book | Electronic Funds | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $14,554 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $121,136 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $41,010 | $0 | Book | ||
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $6,101 | Medical Equipment | FMV | |
| Sub-Saharan Africa | General Support | $267,885 | $0 | Book | Electronic Funds | |
| Sub-Saharan Africa | Medical Supplies or Equipment | $277,595 | $0 | Book | ||
| Sub-Saharan Africa | Medical Supplies or Equipment | $0 | $13,878 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $8,773 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $17,775 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $26,055 | Medical Equipment | FMV | |
| South America | Medical Supplies or Equipment | $8,986 | $0 | Book | Electronic Funds | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $25,000 | Medical Equipment | FMV | |
| Central America and the Caribbean | Medical Supplies or Equipment | $0 | $36,360 | Medical Equipment | FMV |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 26 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
Foreign Individuals Grants ForeignIndividualsGrantsGrp (4 entries)
| Type Of AssistanceTypeOfAssistanceTxt | RegionRegionTxt | RecipientRecipientCnt | Cash GrantCashGrantAmt | Manner Of Cash DisbursementMannerOfCashDisbursementTxt | Valuation Method UsedValuationMethodUsedDesc | Non Cash AssistanceNonCashAssistanceAmt | Description Of Non Cash AsstDescriptionOfNonCashAsstTxt |
|---|---|---|---|---|---|---|---|
| General Support | Central America and the Caribbean | 1 | $5,431 | Cash Payment | Book | ||
| General Support | North America - Canada and Mexico, but not the United States | 4 | $990 | Cash Payment | Book | ||
| General Support | South America | 2 | $1,714 | Cash Payment | Book | ||
| General Support | Sub-Saharan Africa | 1 | FMV | $1,003 | Medical Supplies |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Transfer To Foreign Corp | Yes (1) | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | 0 | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 2: | 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. |
| Part III Accounting Method: |
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 | $115,867,235 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $115,867,235 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02250 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $805,885,070 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $463,469,944 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $342,415,126 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.06650 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $921,752,305 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $463,469,944 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $458,282,361 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.08900 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $33,378,326 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $33,378,326 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00650 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $43,226,629 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,910,287 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $33,316,342 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00650 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $6,970,551 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $5,715,947 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,254,604 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $6,106,339 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $4,697,184 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,409,155 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00030 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $21,424,163 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $21,424,163 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00420 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $111,106,008 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $20,323,418 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $90,782,590 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01770 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,032,858,313 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $483,793,362 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $549,064,951 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.10670 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $37,676,499 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,768,906 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $25,907,593 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00500 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $117,643 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $117,643 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $37,794,142 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,768,906 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $26,025,236 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00500 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $201,662,764 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $3,819,310 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $726,790,544 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $850,265,940 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$123,475,396 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp
Entity Name EntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | 1 San Marcos MRI LP (through 080121) | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Primary Activities | Imaging Center | PrimaryActivitiesTxt |
| Org Profit Or Ownership | 0.58000 | OrgProfitOrOwnershipPct |
| Ofcr Etc Profit Or Ownership | 0.00000 | OfcrEtcProfitOrOwnershipPct |
| Physicians Profit Or Ownership | 0.40000 | PhysiciansProfitOrOwnershipPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 10 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (10 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, 4 Off-site EDs | A | |
| AdventHealth Celebration | |||||||||||||||
| 2 | 400 Celebration Place | Celebration | FL | 34747 | www.adventhealth.com/hospital/adventh | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Therapy Center | A | |||
| AdventHealth Altamonte Springs | |||||||||||||||
| 3 | 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 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 | ||||
| AdventHealth Lake Placid | |||||||||||||||
| 9 | 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 | ||||
| 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) | |||
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 | Other CriteriaOtherCriteriaInd | 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) | 19 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | See Part V, Page 8 | Yes (X) | Yes (X) | Yes (1) | 20 | Yes (1) | See Part V, Page 8 | 0 | Yes (1) | Yes (X) | 200.000000000000 | Yes (X) | 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) | 19 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | See Part V, Page 8 | Yes (X) | Yes (X) | Yes (1) | 20 | Yes (1) | See Part V, Page 8 | 0 | Yes (1) | Yes (X) | 200.000000000000 | Yes (X) | 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 (79 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 Celebration, - Facility 3: AdventHealth Altamonte Springs, - Facility 4: AdventHealth East Orlando, - Facility 5: AdventHealth Winter Park, - Facility 6: AdventHealth Kissimmee, - Facility 8: AdventHealth Apopka, - Facility 10: AdventHealth Wauchula |
| Facility Reporting Group - A Part V, Section B, line 5: | See Line 5 footnote below. |
| Facility Reporting Group - A Part V, Section B, line 7d: | See Line 7d footnote below. |
| Facility Reporting Group - A Part V, Section B, line 11: | See Line 11 footnote below. |
| Facility Reporting Group - A Part V, Section B, line 13h: | See Line 13h footnote below. |
| Part V, Section B | Facility Reporting Group B |
| Facility Reporting Group B consists of: | - Facility 7: AdventHealth Sebring, - Facility 9: AdventHealth Lake Placid |
| Facility Reporting Group - B Part V, Section B, line 5: | See Line 5 footnote below. |
| Facility Reporting Group - B Part V, Section B, line 6a: | See Line 6a footnote below. |
| Facility Reporting Group - B Part V, Section B, line 7d: | See Line 7d footnote below. |
| Facility Reporting Group - B Part V, Section B, line 11: | See Line 11 footnote below. |
| Facility Reporting Group - B Part V, Section B, line 13h: | See Line 13h footnote below. |
| Part V, Section B, Line 5 Footnote: | Group A-Facility 1 -- AdventHealth OrlandoAdventHealth Orlando (AHO or the Hospital) is the flagship hospital of the seven hospital campuses that operate under a single hospital license. The seven campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHO is located in and serves the residents of Orange County. AHO has become one of the most trusted and comprehensive hospitals in the region. The CFD-South conducted its 2019 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 CFD-South hospital campuses. The 2019 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 2019 and was gathered and considered in multiple ways as described below.AHO had a local 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;Grace Medical Home - a patient-centered medical home that focuses on serving the clinically underserved through the provision of continuous and comprehensive primary care;Juvenile Diabetes Research Foundation;Ronald McDonald House;United Against Poverty;Healthy Start Coalition of Orange County;Mother's Milk Bank of Central Florida; andOrange County Public Health Department.In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of over 1,240 surveys were completed by Orange County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers. A total of 9 focus groups were held which included representatives from organizations that serve underrepresented populations in Orange County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. One hundred and eleven key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, a total of 86 intercept surveys were conducted with individuals at United Against Poverty, AdventHealth Community Medicine Clinic and the Christian Service Center that focused on the health needs of underrepresented Orange County residents.Group A-Facility 2 -- AdventHealth CelebrationAdventHealth Celebration (AHC or the Hospital) is one of seven campuses that operate under a single hospital license. The seven hospital campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHC is located in Osceola County and it primarily serves residents from Osceola County. The CFD-South conducted its 2019 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 CFD-South hospital campuses. The 2019 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 2019 and was gathered and considered in multiple ways as described below.AHC had a local 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 on Aging - a non-profit organization with a focus on providing care and essential social services to seniors and families; 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; Hope Community 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; The Osceola County Health Department;Celebration Foundation;The City of Kissimmee;Osceola Community Health Services; Park Place Behavioral Health; REACH Marketing; andSecond Harvest Food Bank.In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of 289 surveys were completed by Osceola County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers. A total of nine focus groups were held which included representatives from organizations that serve underrepresented populations in Osceola County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. Ninety-seven key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, nine intercept surveys were conducted with patients at a local federally qualified health center. Group A-Facility 3 -- AdventHealth AltamonteAdventHealth Altamonte Springs (AHAlt or the Hospital) is one of seven campuses that operate under a single hospital license. The seven hospital campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHAlt is located in Seminole County and its primary service area encompasses all of Seminole County. The CFD-South conducted its 2019 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 CFD-South hospital campuses. **see continuation of footnote |
| Part V, Section B, Line 5 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth AltamonteThe 2019 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 2019 and was gathered and considered in multiple ways as described below.AHAlt had a local 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:Community Health Centers - an organization providing medical services and representing low-income, minority, and other underrepresented populations;Second Harvest Food Bank; Shepherd's Hope - a primary care clinic serving low-income, minority, and other underrepresented populations; Hope Community Center - an organization that provides education, immigration services, youth and family services and other community programs to low-income, minority, and other underrepresented populations; and The Department of Health in Seminole County. In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of 523 surveys were completed by Seminole County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers. A total of 10 focus groups were held which included representatives from organizations that serve underrepresented populations in Seminole County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. Eighty-three key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, fourteen intercept surveys were conducted with patients at a local federally qualified health center. Group A-Facility 4 -- AdventHealth East OrlandoAdventHealth East Orlando (AHEO or the Hospital) is one of seven campuses that operate under a single hospital license. The seven hospital campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHEO is located in and serves the residents of Orange County. The CFD-South conducted its 2019 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 CFD-South hospital campuses. The 2019 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 2019 and was gathered and considered in multiple ways as described below.AHEO had a local 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;United Global Outreach;Orange County Government; and Second Harvest Food Bank. In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of over 1,240 surveys were completed by Orange County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers. A total of 9 focus groups were held which included representatives from organizations that serve underrepresented populations in Orange County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. One hundred and eleven key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, a total of 86 intercept surveys were conducted with individuals at United Against Poverty, AdventHealth Community Medicine Clinic and the Christian Service Center that focused on the health needs of underrepresented Orange County residents. Group A-Facility 5 -- AdventHealth Winter ParkAdventHealth Winter Park (AHWP or the Hospital) is one of seven campuses that operate under a single hospital license. The seven hospital campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHWP is located in and primarily serves the residents of Orange County. The CFD-South conducted its 2019 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 CFD-South hospital campuses. The 2019 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 2019 and was gathered and considered in multiple ways as described below.AHWP had a local 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:Second Harvest Food Bank;Seniors First, Inc.;Fleet Farming; andOrange County Health Department. In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of over 1,240 surveys were completed by Orange County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers.**see continuation |
| Part V, Section B, Line 5 Continuation of Footnote: | Group A-Facility 5 -- AdventHealth Winter ParkA total of 9 focus groups were held which included representatives from organizations that serve underrepresented populations in Orange County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. One hundred and eleven key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, a total of 86 intercept surveys were conducted with individuals at United Against Poverty, AdventHealth Community Medicine Clinic and the Christian Service Center that focused on the health needs of underrepresented Orange County residents.Group A-Facility 6 -- AdventHealth KissimmeeAdventHealth Kissimmee (AHK or the Hospital) is one of seven campuses that operate under a single hospital license. The seven hospital campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHK is located in and serves the residents of Osceola County. The CFD-South conducted its 2019 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 CFD-South hospital campuses. The 2019 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 2019 and was gathered and considered in multiple ways as described below.AHK had a local 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; 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; Hope Community 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; The Osceola County Health Department;Celebration Foundation;The City of Kissimmee;Osceola Community Health Services; Park Place Behavioral Health; REACH Marketing; andSecond Harvest Food Bank.In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of 289 surveys were completed by Osceola County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers. A total of nine focus groups were held which included representatives from organizations that serve underrepresented populations in Osceola County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. Ninety-seven key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, nine intercept surveys were conducted with patients at a local federally qualified health center.Group A-Facility 8 -- AdventHealth ApopkaAdventHealth Apopka (AHApk or the Hospital) is one of seven campuses that operate under a single hospital license. The seven hospital campuses of AdventHealth in Central Florida are known as the AdventHealth Central Florida Division South Region (CFD-South) and are located in the Central Florida counties of Seminole, Orange, and Osceola. AHApk is located in Orange County and its primary service area encompasses all of Orange County. The CFD-South conducted its 2019 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 CFD-South hospital campuses. The 2019 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 2019 and was gathered and considered in multiple ways as described below.AHApk had a local 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:Community Health Centers - a federally qualified health center serving Central Florida residents;Seminole County Department of Health;Second Harvest Food Bank; Shepherd's Hope - a free and charitable clinic that provides care to the underinsured and uninsured; andHope Community Center.In order to ensure that input was solicited and gathered from low-income, minority, medically underserved, and other underrepresented community members, a variety of primary data collection efforts were made. Primary data for the 2019 CHNA was collected through a community survey, stakeholder interviews, focus groups, key informant surveys and intercept surveys. The audience for the community survey was the general community with a concentration on underrepresented populations. Both online and paper surveys were made available in four languages. A total of over 1,240 surveys were completed by Orange County residents. Stakeholder interviews were collected from community members who represented underserved populations through the programs and services they offer, such as local food banks and federally qualified health centers. A total of 9 focus groups were held which included representatives from organizations that serve underrepresented populations in Orange County, including organizations that provide services primarily to the homeless populations, seniors, and incarcerated individuals as well as mental health providers. One hundred and eleven key information surveys were collected from individuals who represented a particular population and/or sector in the community that was not able to be included in the stakeholder interviews or focus groups. Additionally, a total of 86 intercept surveys were conducted with individuals at United Against Poverty, AdventHealth Community Medicine Clinic and the Christian Service Center that focused on the health needs of underrepresented Orange County residents. **see continuation of footnote |
| Part V, Section B, Line 5 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaAdventHealth Wauchula is a 25-bed hospital located in Wauchula, Florida in Hardee County. It serves the same communities as its sister hospitals, AdventHealth Sebring and AdventHealth Lake Placid. AdventHealth Wauchula is designated by the state of Florida as a Critical Access Hospital. In conducting its 2019 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 surveys, and stakeholder interviews. AH Wauchula formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community, 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 primary service area of AH Wauchula. Key members of the CHNAC included representatives from the following organizations:Drug Free Hardee;MV Transportation - an organization involved in helping to meet transportation needs of those living in disadvantaged communities;Peace River Center - a domestic violence center;Healthy Start Coalition of Hardee, Highlands, and Polk Counties;Highlands County Board of County Commissioners;Nu-Hope Elder Care Services, Inc.;Heartland Regional Transportation Planning Organization;Florida Department of Health in Hardee County;Samaritan's Touch Care Center;Heartland Rural Health Network;Hardee Help Center; RCMA - an organization that provides child-care and child and parent education for migrant and other low-income families; and Central Florida Health Care - a federally qualified health center.Community surveys were completed on-line and in person by participants in community settings. Local community organizations assisted in survey participation efforts by providing access to a computer at community events. Community surveys were also made available at local clinics, community events, department of motor vehicle locations, and the community locations. A total of 578 residents participated in the Community Health Needs Assessment survey. AH Wauchula also gathered primary data through stakeholder interviews. Interviews were conducted on-line by members of the CHNAC. |
| Part V, Section B, Line 5 Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidAdventHealth Sebring (AH Sebring) and AdventHealth Lake Placid (AH Lake Placid) are both located in Highlands County Florida and operate under a single hospital license. AH Sebring and AH Lake Placid share the same service area which includes Highlands County and portions of adjacent Hardee County. In conducting its 2019 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 surveys, and stakeholder interviews. AH Sebring and AH Lake Placid formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community, 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 primary service area of AH Sebring and AH Lake Placid. Key members of the CHNAC included representatives from the following organizations:Drug Free Highlands;Highlands County Sheriff's Office;MV Transportation - an organization involved in helping to meet transportation needs of those living in disadvantaged communities;Peace River Center - a domestic violence center;Healthy Start Coalition of Hardee, Highlands, and Polk Counties; Highlands County Board of County Commissioners;Nu-Hope Elder Care Services, Inc.;Highway Park Neighborhood Council;Heartland Regional Transportation Planning Organization;Florida Department of Health in Highlands County;Samaritan's Touch Care Center;Wings of Faith Christian Worship Center;Heartland Rural Health Network;Highlands County Veteran Services Office;RCMA - an organization that provides child-care and child and parent education for migrant and other low-income families; and Central Florida Health Care - a federally qualified health center.Community surveys were completed on-line and in person by participants in community settings. Local community organizations assisted in survey participation efforts by providing access to a computer at community events. Community surveys were also made available at local clinics, community events, department of motor vehicle locations, and the community locations. A total of 578 residents from Highlands County participated in the Community Health Needs Assessment survey. AH Sebring and AH Lake Placid also gathered primary data through stakeholder interviews. Interviews were conducted on-line by members of the CHNAC. |
| Part V, Section B, Line 6a Footnote: | Facility Reporting Group - BAdventHealth Sebring and AdventHealth Lake Placid collaborated in conducting their Community Health Needs Assessments (CHNA) in 2019. |
| 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 Celebrationhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 3 -- AdventHealth Altamonte Springshttps://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-assessments Facility 9 -- AdventHealth Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments Facility 10 -- AdventHealth Wauchulahttps://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-assessments Facility 2 -- AdventHealth Celebrationhttps://www.adventhealth.com/community-health-needs-assessments Facility 3 -- AdventHealth Altamonte Springshttps://www.adventhealth.com/community-health-needs-assessments Facility 4 -- AdventHealth East Orlandohttps://www.adventhealth.com/community-health-needs-assessments Facility 5 -- AdventHealth Winter Parkhttps://www.adventhealth.com/community-health-needs-assessments Facility 6 -- AdventHealth Kissimmeehttps://www.adventhealth.com/community-health-needs-assessments Facility 7 -- AdventHealth Sebringhttps://www.adventhealth.com/community-health-needs-assessments Facility 8 -- AdventHealth Apopkahttps://www.adventhealth.com/community-health-needs-assessments Facility 9 -- AdventHealth Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments Facility 10 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessments |
| Part V, Section B, Line 7d Footnote: | Facility Reporting Group - AThe Hospital facilities have adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospitals' websites at least until the date the hospital facilities have made widely available on its websites its two subsequent Community Health Needs Assessment Reports. The Hospitals will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facilities have made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Part V, Section B, Line 7d Footnote: | Facility Reporting Group - BThe Hospital facilities have adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospitals' websites at least until the date the hospital facilities have made widely available on its websites its two subsequent Community Health Needs Assessment Reports. The Hospitals will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facilities have made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Part V, Section B, Line 11 Footnote: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Orlando will be referred to in this document as AdventHealth Orlando or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Orlando is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth now includes 15 hospitals.This is the second-year update for AdventHealth Orlando's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Orlando worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Orlando chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Affordable Housing & HomelessnessPriority 1: Food Security 2019 Description of the Issue:Over one-third of community survey respondents indicated they lack access to high quality, affordable, healthy food. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth is currently working to address food security with multiple partners, including Second Harvest Food Bank. AdventHealth intends to expand this work through current and future initiatives.2021 Update: The AdventHealth Orlando Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective, to sustain or build partnerships with at least six community organizations that focus on addressing food security is supported by multiple strategies: by providing in-kind contributions, financial support of at least $455,000 and annual board service over the next three years throughout the tri-county region. The tri-county region is defined as Orange, Osceola, and Seminole counties. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest Food Bank through the Second Helpings program. This program enables each AdventHealth Central Florida Division hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest Food Bank to be distributed through local food pantries. In 2021, the reporting Hospital contributed 11,075 pounds of food or 9,229 meals toward this program.The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $345,386 in financial support in year two toward the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County and Seminole County. The reporting Hospital sustained three of these partnerships and established one new partnership. Some of these partnerships included financially supporting grassroot efforts at four nonprofits to provide food to those in need through their food pantries or community gardens. Financial support was also provided for Seniors First, an organization that leads the local Meals on Wheels program, which provides home meal deliveries to seniors.The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the Central Florida Division of AdventHealth will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on the boards of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.The reporting Hospital continued to provide representation to serve on two boards within their primary service area. The first is on the board of the UP (United Against Poverty) Orlando, a local nonprofit that serves those in poverty by providing crisis case management, transformative education, food and household subsidies, job training and placement, personal empowerment training and referrals to other collaborative social service providers. The reporting Hospital also provides representation on the board of the Heart of Florida, a local nonprofit that provides education, health, and financial stability for every person in Central Florida.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to identify new partners and best practices to increase the effectiveness of efforts to bring healthy food to community members in need. These partnerships will be utilized to drive strategies across the tri-county area. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the Division sustained their partnership with two local nonprofits, HEBNI Nutrition Consultants, Inc., and Infinite Zion Farms. HEBNI Nutrition Consultants, Inc was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next three-years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The reporting Hospital provided $35,895 towards the mobile market which offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, 270 individuals received food prescriptions through the Fresh Stop Veggie Rx & Diabetes Prevention program funding.Through the reporting Hospital's funding, Infinite Zion Farms was able to build its first pilot greenhouse to provide additional fresh produce in Orange County, the county of the reporting Hospital. Infinite Zion Farms is a local nonprofit that is working to establish affordable sources of organic produce and education to the community at large. In 2021, the reporting Hospital provided funding to Infinite Zion Farms of $5,037 towards the installation of tower gardens to increase the fresh produce in Orange County, the county of the reporting Hospital.In 2021, the reporting Hospital also established a new partnership with Urban Smart Farms, a local organization founded to blaze a path in the local farming movement, inspiring and empowering communities to grow their own fresh, healthy produce in a cleaner, simpler, more efficient way. The reporting Hospital spent $16,575 to purchase 18 tower gardens from Urban Smart Farms to donate to local nonprofit partners.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to Orange County. This initiative provides an opportunity to form and participate in multisector collaboratives within Orange County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity.In 2021, the Division continued to provide representation on behalf of the Hospital by participating in the Orange County Department of Health's Community Health Improvement Planning Committee. This committee is comprised of organizations throughout Orange County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth is able to identify cross-county and various organizational partnerships that will benefit all of the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth Orlando identified care coordination as a need, specifically in the areas of prenatal care/early intervention/early childhood, access to care and chronic disease management. Orange County had an increase in infant deaths, low birthweight babies and preterm births. There was also a decrease in the percentage of mothers who had prenatal care in the first trimester. In Orange County, 31.6 percent of community survey respondents indicated that they lacked access to a primary care provider. An additional 35.5 percent indicated they lacked access to a specialist. Limited access to high quality primary care physicians and specialists was identified as a community issue by primary research participants. Orange County also had an increase in individuals who were obese, middle school and high school students who are reporting a body mass index at or above the 95th percentile, adults with diabetes, diabetes hospitalizations for children ages 12 to 18, adults with hypertension and adults who have been told they had a stroke. 2021 Update: The AdventHealth Orlando Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1:The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations and to seek innovative ways to increase capacity through the provision of in-kind labs/imaging, volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for two local Federally Qualified Health Centers (FQHCs). A $50,379 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health, and substance use services for underinsured and uninsured individuals. An additional $100,758 was provided to True Health, which delivers medical and mental health services to underserved populations.The reporting Hospital also provided $85,644 to Shepherd's Hope which will support medical homes to increase the availability of affordable care. Shepherd's Hope is a faith-based organization of volunteers who provide access to healthcare for uninsured patients. The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021, for a multitude of reasons, including COVID-19, the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs Continued Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans of AdventHealth Hospitals in Orange County, Osceola County and Seminole County including AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital contributed funding of $60,454 to the American Cancer Society's Road to Recovery Program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. In 2021, the reporting Hospital also contributed $78,474 in year two towards the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, to increase access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County including AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The reporting Hospital contributed $59,474 towards the Holistic Health program which focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Mental health, behavioral health and substance use were all identified as top community needs by stakeholders, key informants and focus groups. Only one in ten community survey respondents from Orange County believe there is sufficient substance abuse services. Poor mental health can exacerbate physical health conditions, decreasing quality of life and making it more difficult to maintain stable housing. The Central Florida Division of AdventHealth is heavily invested in addressing mental health and substance abuse and has partnered with community organizations such as the local Federally Qualified Health Centers (FQHCs), Seminole County Sheriff's Office, Aspire Health Partners, and the National Alliance on Mental Illness.2021 Update: The AdventHealth Orlando Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the reporting Hospital to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with three partners to implement programs that serve the tri-county community: Aspire Health Partners' Psychosocial Rehabilitation Program, Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital met its set metric of providing financial support to at least three partners by funding these organizations for a total of $129,942. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's service area. Aspire Health Partners is an organization 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. Not only does Aspire Health Partners receive financial funding for the Psychosocial Rehabilitation Program, but the Division also leases five crisis stabilization unit (CSU) beds to connect individuals who have acute needs to mental health services. The Division also supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The Division partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. In 2021, the reporting Hospital served on the following boards which focus on addressing the mental health needs of Central Floridians: Mental Health Association of Central Florida and IMPOWER. The Mental Health Association of Central Florida is an organization that provides mental health services, support, and information to the members of Orlando and surrounding Central Florida community. IMPOWER is a nonprofit organization based in Central Florida that focuses on changing lives by protecting, counseling, teaching and inspiring individuals and families to reach their full potential.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. In 2021, the reporting Hospital provided $2,518 to Bliss Cares to provide mental health services to their target clients. Bliss Cares is a nonprofit organization that has a mission to save lives by treating and preventing the spread of HIV, Hepatitis, and sexually transmitted diseases (STDs). Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in the AdventHealth Orlando primary service area that were identified as hot spots and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. This objective is managed at a Divisional level; however, all outcomes are specific to AdventHealth Hospitals in Orange County. The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth Orlando primary service area per year that were identified as hot spots. This objective was exceeded by the Division, with 27 schools in the reporting Hospital's primary service area receiving the program. Outcomes reported for this strategy, which support the objective, are specific to Orange County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. Outcomes reported for this strategy, which support the objective, are specific to reporting AdventHealth Hospitals. This objective was met through an initiative, Circle of Security led by the Early Learning Coalition of Orange County (ELCOC). The reporting Hospital contributed $12,594 towards ELCOC's Circle of Security program. ELCOC is dedicated to the success of early childhood development in the community through early education. The Circle of Security program builds teachers' responsiveness to young children's emotional needs to better support their positive mental health. The ELCOC seeks to provide the Circle of Security attachment training to early childhood teachers in Orange County's most under-resourced communities. The reporting Hospital was able to meet this objective in Orange County, the county of the reporting Hospital. In 2021, the reporting Hospital also contributed funding of $50,379 towards the No Limit Health and Education's program, No Limit Unit. No Limit Health and Education is a local nonprofit whose mission is to promote mental health (social, emotional, and psychological) wellness and awareness through advocacy, programs, services, and outreach. Through this partnership, No Limit Unit provides services to adults and youth for both individual empowerment and systemic change in the areas of mental and physical wellness. Barbershop Talk Tours, Thriving Moms Club and Flow Detox reach men, women and children through mental health education, support groups and reduction of stigma. The reporting Hospital will continue to seek additional community partners to collaborate with and strengthen community resiliency in the remaining counties it serves.Priority 4: Community Development: Affordable Housing & Homelessness 2019 Description of the Issue:There were over 1,500 individuals experiencing homelessness in Orange County in 2018. When individuals are experiencing homelessness, it is more difficult to access health care and manage chronic physical and mental conditions. The AdventHealth Central Florida Division is heavily invested in addressing homelessness and is involved with partners such as: Christian Service Center, Coalition for the Homeless of Central Florida, Dave's House, Family Promise of Greater Orlando, Homeless Services Network of Central Florida, and others.2021 Update: The AdventHealth Orlando Community Health Plan has one desired goal statement under the Community Development: Affordable Housing & Homelessness priority.1. Support efforts to increase access to care and provide services to our homeless populationGoal 1: Support efforts to increase access to care and provide services to our homeless populationObjective 1: The first objective is a shared initiative between AdventHealth Orlando, AdventHealth Celebration and AdventHealth Kissimmee. These Hospitals are part of the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide annual financial and in-kind support, including board service and employee volunteers, to support community partners and increase the capacity to care for our homeless population. This objective is managed at the Divisional level; outcomes reported for this objective are for the Division and not specific to the reporting Hospital. The first strategy is to provide financial support to local organizations that are working to address the affordable housing needs and immediate needs of individuals experiencing homelessness. The reporting Hospital progressed on this metric by providing financial support of $96,526 to six organizations in the Hospital's primary service area. Samaritan Resource Center received $57,238 to increase access to mental health resources and job skills training which aims to increase positive outcomes and decrease recidivism in the cycle of homelessness. SALT Outreach was given $20,455 to support their work to help individuals experiencing homelessness access mobile showers and community resources. The Coalition for the Homeless, a low-barrier shelter focusing on stabilization, rehousing and diversion received $2,518. Dave's House received $6,037 to further provide supportive housing for individuals with serious mental illness. Habitat for Humanity received $2,518 to support a special project that served individuals dealing with homelessness. United Against Poverty received $7,556 to serve those in poverty by providing crisis care, case management, transformative education, food and household subsidies, employment training and placement, personal empowerment training and active referrals to other collaborative social service providers.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs ContinuedThe second strategy is to provide in-kind support to local organizations that are working to address the affordable housing needs and immediate needs of individuals experiencing homelessness. The reporting Hospital progressed on this metric with in-kind services, including service on two boards. Boards served on include Christian Service Center and The Sharing Center. Both of these organizations work to address the immediate and/or long-term needs of those experiencing homelessness. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Community Needs Not Chosen by AdventHealth OrlandoThe 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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Community Resources Group: Although there is a multitude of resources available in the community, many community members may not know of these services or how to access them. To optimize utilization of available resources, the local CHNAC discussed potential solutions, which included creating community resource groups to inform community members of available resources, but it will not be included in the Community Health Plan. Although the Hospital did not choose to prioritize this issue and address it through the Community Health Plans, the Community Asset Inventory created for the CHNA report includes a list of available resources in the tri-county area. This Community Asset Inventory will be updated, shared with community organizations, and made publicly available. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth CelebrationDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Celebration will be referred to in this document as AdventHealth Celebration or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Celebration is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth now includes 15 hospitals.This is the second-year update for AdventHealth Celebration's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Celebration worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Celebration chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Affordable Housing & HomelessnessPriority 1: Food Security 2019 Description of the Issue:More than 40 percent of community survey respondents from Osceola County indicated that they do not have access to healthy, affordable food. Food security was also identified as a need related to chronic conditions. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth (the Division) is currently working to address food security with multiple partners, including Second Harvest Food Bank. The Division intends to expand this work through current and future initiatives.2021 Update: The AdventHealth Celebration Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to sustain or build partnerships with at least six community organizations that focus on addressing food security and is supported by multiple strategies including the provision of in-kind contributions, financial support of at least $455,000 and annual volunteer board service over the next three years throughout the tri-county region. The tri-county region is defined as Orange, Osceola, and Seminole counties. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest through the Second Helpings program. This program enables each hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest to be distributed through local food pantries. In 2021, for a multitude of reasons, including COVID-19, the reporting Hospital was not able to contribute to the Second Helpings program. The reporting Hospital has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. The reporting Hospital will work to identify ways to support our community and the community-based organizations that may support this strategy. The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $84,035 in financial support in year two towards the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County and Seminole County. The AdventHealth reporting Hospital sustained one of these partnerships. Financial support was also provided to Celebration Foundation, an organization that leads the local Learning without Hunger program, which provides food to children living in Osceola County on the weekends. The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the Central Florida Division of AdventHealth will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on the boards of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.The reporting Hospital continued to provide representation to serve on one board, Celebration Foundation, within their primary service area. Celebration Foundation is a local organization whose mission is to build better community through the arts, culture, and education.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to identify new partners and best practices to increase the effectiveness of efforts to bring healthy food to community members in need. These partnerships will be utilized to drive strategies across the tri-county area. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the Division sustained their partnership with one local nonprofit, HEBNI Nutrition Consultants, Inc., which was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next three-years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The mobile market is funded by the Central Florida Division of AdventHealth and offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, the reporting Hospital also sustained its partnership with the School District of Osceola County (SDOC)'s SMART Bus. The SMART Bus provides food, education, access to Wi-Fi and family support to meet the needs of the 2,500 homeless students enrolled in the SDOC. The new partnership is reported for the Division, not Hospital specific and appears on the community health plans of all Hospitals in Osceola County where the initiative is conducted. This includes the plans of AdventHealth Celebration and AdventHealth Kissimmee.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to Osceola County. This initiative provides an opportunity to form and participate in multisector collaboratives within Osceola County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity.In 2021, the Division continued to provide representation on behalf of the Hospital to participate in the Osceola Health Leadership Council. This council is comprised of organizations throughout Osceola County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth is able to identify cross-county and various organizational partnerships that will benefit all of the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth Celebration identified care coordination as a need, specifically preventative care/health screenings, access to care and pediatric and women's health (including prenatal). Osceola County primary data respondents were less likely to indicate that they accessed preventative care services, such as a PSA test, lab work and Pap tests. In 2016, 23.6 percent of Osceola County adults could not see a doctor due to cost. Primary data respondents from Osceola County also identified transportation and care coordination as barriers to care in relation to chronic conditions when seeking care. A little more than 10 percent of Osceola County community survey respondents indicated that they have difficulty accessing prenatal care.2021 Update: The AdventHealth Celebration Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations and to seek innovative ways to increase capacity through the provision of in-kind labs/imaging, volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for a local Federally Qualified Health Center (FQHC). A $833 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health and substance use services for underinsured and uninsured individuals. The reporting Hospital provided $1,905 in financial contribution to Osceola Council on Aging to support clinical operations. Additionally, the reporting Hospital provided $2,977 to Osceola Community Health Services, a local FQHC focused on meeting an individual's physical and mental health care needs, including prevention, wellness, acute and chronic care, for operational support to increase the availability of affordable care.The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021, for a multitude of reasons, including COVID-19, the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued In 2021, the reporting Hospital has contributed funding of $14,292 to the American Cancer Society's Road to Recovery Program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. In 2021, the reporting Hospital also contributed $18,552 in year two towards the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, to increase access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The reporting Hospital contributed $14,060 towards the Holistic Health program which focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Less than 10 percent of community survey respondents from Osceola County believe there are enough mental health providers and nearly 60 percent of Osceola County community survey respondents indicated they feel depressed or hopeless. When discussing with primary research participants, it was stated that the high level of stress people were experiencing could make it difficult to cope with mental illness. This may be caused by lack of community support and available support services to manage mental health. The Central Florida Division of AdventHealth has several care options for mental health services. These include the Outlook Clinic and connections to FQHCs. The Central Florida Division of AdventHealth is funding several mental and behavioral health services in the community, including an eye movement desensitization and reprocessing (EMDR) psychotherapy treatment at a local FQHC and a music therapy program.2021 Update: The AdventHealth Celebration Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the reporting Hospital to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with two partners to implement programs that serve the tri-county community: Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital is progressing on its set metric of providing financial support to at least three partners by funding these organizations for a total of $10,759. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's service area. The reporting Hospital supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The reporting Hospital also partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. In 2021, the reporting Hospital provided $29,775 to Park Place Behavioral Health Care for operational support. Park Place is an organization that provides therapeutic, psychiatric and substance use disorder services in Central Florida. Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in the AdventHealth Celebration's primary service area that were identified as hot spots and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. This objective is managed at a Divisional level; however, all outcomes are specific to Hospitals in Osceola County. The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth Celebration's primary service area per year that were identified as hot spots. This objective was exceeded by the Division, with six schools in the reporting Hospital's primary service area receiving the program. Outcomes reported for this strategy, which supports the objective, are specific to Osceola County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactivity educating and identifying resources to deliver resiliency-focused trainings and resources to the community. Outcomes reported for this strategy, which support the objective, are specific to reporting Hospitals in Osceola County. This includes AdventHealth Celebration and AdventHealth Kissimmee. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Priority 4: Community Development: Affordable Housing & Homelessness 2019 Description of the Issue:Osceola County has the highest percentage of renter households who were cost burdened (24.4 percent) and severely cost burdened (25.1 percent). Osceola County also had 21.1 percent of homeowner residents who are severely cost burdened. Affordable housing has a large impact on other health outcomes and wellbeing. It enables families to have the opportunity to meet their respective health, education, and employment needs. The Central Florida Division of AdventHealth is heavily invested in addressing homelessness and is involved with partners such as: Coalition for the Homeless of Central Florida, Family Promise of Greater Orlando, Homeless Services Network of Central Florida and others.2021 Update: The AdventHealth Celebration Community Health Plan has two desired goal statements under the Community Development: Affordable Housing & Homelessness priority.1. Support efforts to increase access to care and provide services to our homeless population2. Participate in advocacy efforts to provide affordable housing for community membersGoal 1: Support efforts to increase access to care and provide services to our homeless populationObjective 1: The first objective is a shared initiative between AdventHealth Orlando, AdventHealth Celebration and AdventHealth Kissimmee. These Hospitals are part of the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide annual financial and in-kind support, including board service and employee volunteers to support community partners and increase the capacity to care for our homeless population. This objective is managed at the Divisional level; however, all outcomes are specific to Hospitals in Osceola County.The first strategy is to provide financial support to local organizations that are working to address the affordable housing needs and immediate needs of individuals experiencing homelessness. The reporting Hospital progressed on this metric by providing financial support to two organizations in the reporting Hospital's primary service area. Clarita's House received $297 to support their emergency housing service for families in crisis. Habitat for Humanity also received $595 to support a special project that served individuals dealing with homelessness. The second strategy is to provide in-kind support to local organizations that are working to address the affordable housing needs and immediate needs of individuals experiencing homelessness. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 2 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Goal 2: Participate in advocacy efforts to provide affordable housing for community membersObjective 1: The first objective is a shared initiative between AdventHealth Celebration and AdventHealth Kissimmee. These Hospitals are part of the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide annual financial and in-kind support, including board service and employee volunteers, to support community partners and increase the capacity to care for our homeless population. This objective is managed at the Divisional level, but all outcomes are specific to the reporting Hospitals in Osceola County.The first strategy is to provide financial support to community partners to enhance their capacity to provide care. The reporting Hospital progressed on this metric by providing financial support of $595 to Hope Partnership, a nonprofit organization that aims to provide a holistic continuum of care to end homelessness and poverty in Central Florida.The second strategy is to provide in-kind support to community partners to enhance their capacity to provide care. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Community Needs Not Chosen by AdventHealth CelebrationThe 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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Poverty: The local Community Health Needs Assessment Committee (CHNAC) understands that poverty has a large impact on health and wellbeing. The CHNAC agreed that the scale of this need is too broad, and it would not be a realistic issue to be addressed with the resources available at this time. 2. Education: The local CHNAC discussed education, health education and literacy. It was determined that education was better addressed by existing organizations and resources in the community. Certain aspects of education such as health literacy will be addressed under care coordination initiatives. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth AltamonteDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Altamonte Springs will be referred to in this document as AdventHealth Altamonte Springs or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Altamonte Springs is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth (the Division) now includes 15 hospitals.This is the second-year update for AdventHealth Altamonte Springs' 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Altamonte Springs worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Altamonte Springs chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Youth Development & Mentorship Priority 1: Food Security 2019 Description of the Issue:More than 25% of community survey respondents from Seminole County indicated that they do not have access to healthy, affordable food. Food security was also defined as a need related to chronic conditions. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth is currently working to address food security with multiple partners, including Second Harvest Food Bank. The Central Florida Division of AdventHealth intends to expand this work through current and future initiatives.2021 Update: The AdventHealth Altamonte Springs Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to sustain or build partnerships with at least six community organizations that focus on addressing food security and is supported by multiple strategies including the provision of in-kind contributions, financial support of at least $455,000 and annual volunteer board service over the next three years throughout the tri-county region. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest through the Second Helpings program. This program enables each hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest to be distributed through local food pantries. In 2021, the reporting Hospital contributed 1,252 pounds of food or 1,043 meals toward this program. The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $78,935 in financial support in year two toward the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County, and Seminole County. The reporting Hospital sustained two of these partnerships and established one new partnership. For the reporting Hospital, one of these partnerships included financially supporting a grassroots effort at one local church, Mars Hill, to provide food to those in need through their church food pantry. Financial support was also provided to Meals on Wheels of Seminole County, which provides home meal deliveries to seniors and Harvest Time International which supports a family food voucher program. The outcomes reported for this strategy, which supports the objective, are specific to Seminole County.The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the reporting Hospital will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on boards of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.The reporting Hospital also provided representation to serve Meals on Wheels of Seminole County within their primary service area. Meals on Wheels of Seminole County is a local nonprofit that provides meals and assistance for vulnerable seniors living in Seminole County.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth AltamonteDescription of CHNA Significant Needs Continued Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to identify new partners and best practices to increase the effectiveness of efforts to bring healthy food to community members in need. These partnerships will be utilized to drive strategies across the tri-county area. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the Division sustained their partnership with one local nonprofit, HEBNI Nutrition Consultants, Inc., which was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next two years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The reporting Hospital provided $7,971 toward the mobile market which offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, 270 individuals received food prescriptions through the Fresh Stop Veggie Rx & Diabetes Prevention Program.In 2021, the reporting Hospital also established a new partnership with Urban Smart Farms, a local organization founded to blaze a path in the local farming movement, inspiring and empowering communities to grow their own fresh, healthy produce in a cleaner, simpler, more efficient way. The reporting Hospital spent $1,854 to purchase 18 tower gardens from Urban Smart Farms to donate to local nonprofit partners.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to the reporting Hospital. This initiative provides an opportunity to form and participate in multisector collaboratives within Seminole County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity.In 2021, the Division continued to provide representation on behalf of the Hospital by participating in the Seminole County Department of Health's Healthy Seminole committee. This committee is comprised of organizations throughout Seminole County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth is able to identify cross-county and various organizational partnerships that will benefit all the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth Altamonte Springs identified care coordination as a need, specifically affordable specialty care, efficient and holistic care coordination, childhood obesity, and efficient and affordable transportation. In Seminole County, 35.4% of community survey participants indicated that they lacked access to a healthcare provider specialist. Limited access to high quality healthcare specialists was identified as a community issue. Care coordination was identified by the local Community Health Needs Assessment Committee and primary data participants as a needed service. Seminole County has seen an increase in both middle school and high school students reporting a BMI at or above the 95th percentile. More than seven percent of Seminole County community survey respondents indicated that a family member had childhood obesity. Transportation was identified as a barrier related to economic conditions and public transportation was identified as a need. Transportation was also identified as a need related to mental health services, chronic conditions, and overall access to health care. 2021 Update: The AdventHealth Altamonte Springs Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1:The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations and to seek innovative ways to increase capacity through the provision of in-kind labs/imaging, and volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for two local Federally Qualified Health Centers (FQHCs). A $11,187 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health, and substance use services for underinsured and uninsured individuals. An additional $22,374 was provided to True Health, which delivers medical and mental health services to underserved populations. The reporting Hospital contributed $19,018 to Shepherd's Hope which will support medical homes to increase the availability of affordable care. Shepherd's Hope is a faith-based organization of volunteers who provide access to healthcare for uninsured patients. The reporting Hospital also provided $335 to IDignity Seminole County which supports their program to aid in obtaining birth certificates, Social Security cards and other documentation needed to obtain a FL ID or license. The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021, for a multitude of reasons, including COVID-19, the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth AltamonteDescription of CHNA Significant Needs Continued Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans in AdventHealth Hospitals in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital contributed funding of $13,424 to the American Cancer Society's Road to Recovery Program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. In 2021, the reporting Hospital contributed $17,426 in year two toward the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, to increase access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.The reporting Hospital is progressing on this objective and is actively working to identify organizations to expand on existing external care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in AdventHealth Hospitals in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The Holistic Health program focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Mental and behavioral health, specifically the need for more providers and services, was identified as a top community need. Only 11% of community survey respondents in Seminole County believe there are enough mental health providers. Nearly 60% of community survey respondents indicate that they feel depressed or hopeless. Poor mental health can exacerbate physical health conditions, decreasing quality of life and making it more difficult to maintain stable housing. 2021 Update: The AdventHealth Altamonte Springs Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the Division to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with three partners to implement programs that serve the tri-county community: Aspire Health Partners' Psychosocial Rehabilitation Program, Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital met its set metric of providing financial support to at least three partners by funding these organizations for a total of $103,685. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's primary service area. Aspire Health Partners is an organization 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. Not only does Aspire Health Partners receive financial funding for the Psychosocial Rehabilitation Program, but the Division also leases five crisis stabilization unit (CSU) beds to connect individuals who have acute needs to mental health services. The Division also supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The Division partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. The reporting Hospital will continue to seek additional community partners to provide in-kind support through board service.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 3 -- AdventHealth AltamonteDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The reporting Hospital contributed $3,356 to National Alliance on Mental Illness (NAMI) Greater Orlando to provide operational support to increase the existing capacity to expand health services for individuals impacted by mental health. NAMI Greater Orlando is dedicated to improving lives of millions of Americans affected by mental illness.Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in the AdventHealth Altamonte Springs' primary service area that were identified as hot spots and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth Altamonte Springs' primary service area per year that were identified as hot spots. The Division progressed on this objective by providing the program to one school in the reporting Hospital's primary service area. The outcomes reported for this strategy, which supports the objective, are specific to Seminole County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. Outcomes reported for this strategy, which supports the objective, are reported at a reporting Hospital level. In 2021, the reporting Hospital contributed funding of $11,187 toward the No Limit Health and Education's program, No Limit Unit. No Limit Health and Education is a local nonprofit whose mission is to promote mental health (social, emotional, and psychological) wellness and awareness through advocacy, programs, services, and outreach. Through this partnership, No Limit Unit provides services to adults and youth for both individual empowerment and systemic change in the areas of mental and physical wellness. Barbershop Talk Tours, Thriving Moms Club and Flow Detox reach men, women and children through mental health education, support groups and reduction of stigma. Priority 4: Community Development: Youth Development & Mentorship 2019 Description of the Issue:Youth development and mentorship, specifically relating to youth education and enrichment, was identified by the local Community Health Needs Assessment Committee as a need. Seminole County has seen an increase in student absenteeism and high school gang activity. Positive influences combined with a strong education as a youth increases the chances for success in adulthood. 2021 Update: The AdventHealth Altamonte Springs Community Health Plan has one desired goal statement under the Community Development: Youth Development and Mentorship priority.1. Increase impact of efforts to provide positive experiences and healthy environments for youthGoal 1: Increase impact of efforts to provide positive experiences and healthy environments for youthObjective 1: The first objective is a shared initiative between AdventHealth Altamonte Springs and AdventHealth Apopka. These Hospitals are part of the Central Florida Division of AdventHealth. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to provide annual financial and in-kind support, including board service and employee volunteers, for continuation of annual school engagement events and growing new partnerships to serve youth in the community. This objective is managed at the Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. The first strategy is to provide financial support to local organizations that are working to positively impact youth in the community. The reporting Hospital provided financial support of $279 to Boys Town Central Florida. Boys Town Central Florida is focused on changing the way America cares for children and families by providing an array of life-changing youth care and health care services for each child and family. The second strategy is to provide in-kind support, including board-service and employee volunteers, to local organizations that are working to positively impact youth and host annual school engagement events. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. The third strategy is to establish new partnerships to serve youth in the community. The Division progressed on this metric by establishing a partnership with No Limit Health and Education, Inc. which is a local nonprofit that hosts several programs., One of these programs, the Flow Detox program, teaches young adults in historically underserved neighborhoods how to process anger and hostile emotions as well as to positively express themselves. In 2021, 90 of 100 youth completed Flow Detox, increasing their understanding of personal triggers and how to process anger and hostile emotions. Community Needs Not Chosen by AdventHealth Altamonte SpringsThe 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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Affordable Housing: The local Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to improve upon the resources that already exist in Seminole County that address affordable housing. The Hospital decided it would be better to target their efforts in areas where we would have greater impact. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 4 -- AdventHealth East OrlandoDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth East Orlando will be referred to in this document as AdventHealth East Orlando or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth East Orlando is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth now includes 15 hospitals.This is the second-year update for AdventHealth East Orlando's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth East Orlando worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth East Orlando chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Job Skills Training & EmployabilityPriority 1: Food Security 2019 Description of the Issue:Over one-third of community survey respondents indicated they lack access to high quality, affordable, healthy food. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth (the Division) is currently working to address food security with multiple partners, including Second Harvest Food Bank. The Central Florida Division of AdventHealth intends to expand this work through current and future initiatives.2021 Update: The AdventHealth East Orlando Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective, to sustain or build partnerships with at least six community organizations that focus on addressing food security is supported by multiple strategies: by providing in-kind contributions, financial support of at least $455,000, and annual board service over the next three years throughout the tri-county region. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest through the Second Helpings program. This program enables each hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest to be distributed through local food pantries. In 2021, the reporting Hospital contributed 533 pounds of food or 444 meals towards this program.The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $65,541 in financial support in year two towards the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County and Seminole County. The reporting Hospital sustained three of these partnerships and established one new partnership. Some of these partnerships included financially supporting grassroots efforts at four nonprofits to provide food to those in need through their food pantries or community gardens. Financial support was also provided for Seniors First, an organization that leads the local Meals on Wheels program, which provides home meal deliveries to seniors. The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the Central Florida Division of AdventHealth will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on the boards of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 4 -- AdventHealth East OrlandoDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to identify new partners and best practices to increase the effectiveness of efforts to bring healthy food to community members in need. These partnerships will be utilized to drive strategies across the tri-county area. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the Division sustained their partnership with two local nonprofits, HEBNI Nutrition Consultants, Inc., and Infinite Zion Farms. HEBNI Nutrition Consultants, Inc was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next three-years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The reporting Hospital provided $6,618 towards the mobile market which offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, 270 individuals received food prescriptions through the Fresh Stop Veggie Rx & Diabetes Prevention Program funding.Through the reporting Hospital's funding, Infinite Zion Farms was able to build its first pilot greenhouse to provide additional fresh produce in Orange County, the county of the reporting Hospital. Infinite Zion Farms is a local nonprofit that is working to establish affordable sources of organic produce and education to the community at large. In 2021, the reporting Hospital provided funding to Infinite Zion Farms of $928 towards the installation of tower gardens to increase the fresh produce in Orange County, the county of the reporting Hospital.In 2021, the reporting Hospital also established a new partnership with Urban Smart Farms, a local organization founded to blaze a path in the local farming movement, inspiring and empowering communities to grow their own fresh, healthy produce in a cleaner, simpler, more efficient way. The reporting Hospital spent $1,539 to purchase 18 tower gardens from Urban Smart Farms to donate to local nonprofit partners.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to Orange County. This initiative provides an opportunity to form and participate in multisector collaboratives within Orange County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity. In 2021, the Division continued to provide representation on behalf of the Hospital by participating in the Orange County Department of Health's Community Health Improvement Planning Committee. This committee is comprised of organizations throughout Orange County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth is able to identify cross-county and various organizational partnerships that will benefit all of the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth East Orlando identified care coordination as a need, specifically in the areas of prenatal care/early intervention/early childhood access to care and chronic disease management. Orange County had an increase in infant deaths, low birthweight babies and preterm births. There was also a decrease in the percentage of mothers who had prenatal care in the first trimester. In Orange County, 31.6 percent of community survey respondents indicated that they lacked access to a primary care provider. An additional 35.5 percent indicated they lacked access to a specialist. Limited access to high quality primary care physicians and specialists was identified as a community issue by primary research participants. Orange County also had an increase in individuals who were obese, middle school and high school students who are reporting a body mass index at or above the 95th percentile, adults with diabetes, diabetes hospitalizations for children ages 12 to 18, adults with hypertension and adults who have been told they had a stroke. 2021 Update: The AdventHealth East Orlando Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1:The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations and to seek innovative ways to increase capacity through the in-kind provision of labs/imaging, volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for two local Federally Qualified Health Centers (FQHCs). A $9,289 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health and substance use services for underinsured and uninsured individuals. An additional $18,578 was provided to True Health, which delivers medical and mental health services to underserved populations.The reporting Hospital also provided $15,791 to Shepherd's Hope which will support medical homes to increase the availability of affordable care. Shepherd's Hope is a faith-based organization of volunteers who provide access to healthcare for uninsured patients. The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021, for a multitude of reasons, including COVID-19, the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 4 -- AdventHealth East OrlandoDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans of the Central Florida AdventHealth hospital facilities in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital contributed funding of $11,146 to the American Cancer Society's Road to Recovery Program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. In 2021, the reporting Hospital also contributed $14,469 in year two towards the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, to increase access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of the Central Florida AdventHealth hospital facilities in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The reporting Hospital contributed $10,966 towards the Holistic Health program which focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Mental health, behavioral health and substance use were all identified as top community needs by stakeholders, key informants and focus groups. Only one in ten community survey respondents from Orange County believe there is sufficient substance abuse services. Poor mental health can exacerbate physical health conditions, decreasing quality of life and making it more difficult to maintain stable housing. The Central Florida Division of AdventHealth is heavily invested in addressing mental health and substance abuse and has partnered with community organizations such as the local Federally Qualified Health Centers (FQHCs), Seminole County Sheriff's Office, Aspire Health Partners and the National Alliance on Mental Illness.2021 Update: The AdventHealth East Orlando Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the reporting Hospital to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with three partners to implement programs that serve the tri-county community: Aspire Health Partners' Psychosocial Rehabilitation Program, Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital met its set metric of providing financial support to at least three partners by funding these organizations for a total of $23,959. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's service area. Aspire Health Partners is an organization 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. Not only does Aspire Health Partners receive financial funding for the Psychosocial Rehabilitation Program, but the Division also leases five crisis stabilization unit (CSU) beds to connect individuals who have acute needs to mental health services. The Division also supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The Division partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 4 -- AdventHealth East OrlandoDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority and budget. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. In 2021, the reporting Hospital provided $464 to Bliss Cares to provide mental health services to their target clients. Bliss Cares is a nonprofit organization that has a mission to save lives by treating and preventing the spread of HIV, Hepatitis, and sexually transmitted diseases (STDs). The reporting Hospital also contributed $5,573 to support the Mental Health Association's East Orlando Choices Clinic to help individuals dealing with mental health illness in the reporting Hospital's primary service area.Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in the AdventHealth East Orlando primary service area that were identified as hot spots, and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. This objective is managed at a Divisional level; however, all outcomes are specific to Hospitals in Orange County. The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth East Orlando primary service area per year that were identified as hot spots. This objective was exceeded by the Division, with 27 schools in the reporting Hospital's primary service area receiving the program. Outcomes reported for this strategy, which support the objective, are specific to Orange County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. Outcomes reported for this strategy, which supports the objective, are specific to the reporting Hospital. This objective was met through an initiative, Circle of Security led by the Early Learning Coalition of Orange County (ELCOC). The reporting Hospital contributed $2,322 towards ELCOC's Circle of Security program. ELCOC is dedicated to the success of early childhood development in the community through early education. The Circle of Security program builds teachers' responsiveness to young children's emotional needs to better support their positive mental health. The ELCOC seeks to provide the Circle of Security attachment training to early childhood teachers in Orange County's most under-resourced communities. The reporting Hospital was able to meet this objective in Orange County, the county of the reporting Hospital. In 2021, the reporting Hospital also contributed funding of $9,289 towards the No Limit Health and Education's program, No Limit Unit. No Limit Health and Education is a local nonprofit whose mission is to promote mental health (social, emotional, and psychological) wellness and awareness through advocacy, programs, services, and outreach. Through this partnership, No Limit Unit provides services to adults and youth for both individual empowerment and systemic change in the areas of mental and physical wellness. Barbershop Talk Tours, Thriving Moms Club and Flow Detox reach men, women and children through mental health education, support groups and reduction of stigma. The reporting Hospital will continue to seek additional community partners to collaborate with and strengthen community resiliency in the remaining counties it serves.Priority 4: Community Development: Job Skills Training & Employability2019 Description of the Issue:Job skills and training were identified as a top community need in the AdventHealth East Orlando breakout session. By attaining financial stability and alleviating the concerns associated with economic instability, individuals are able to more easily address health concerns. As an anchor organization in our community, the AdventHealth Central Florida Division is able to implement job training and education programs for communities in need.2021 Update: The AdventHealth East Orlando Community Health Plan has one desired goal statement under the Community Development: Job Skills Training and Employability priority.1. Advocate and work within the community to remove barriers to employmentGoal 1: Advocate and work within the community to remove barriers to employmentObjective 1: The first objective is to collaborate with the community to enhance existing efforts to provide training, support, and social services to those currently unemployed and underemployed. The objective is managed by the Division, but all outcomes are specific to the reporting Hospital. The reporting Hospital progressed on this metric by contributing $464 to Samaritan Resource Center, a local nonprofit, providing job skills training and support to persons living in homelessness in East Orlando.Community Needs Not Chosen by AdventHealth East OrlandoThe 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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Adverse Childhood Events (ACEs): AdventHealth East Orlando will incorporate the issue of ACEs into their mental and behavioral health initiatives. The objective of working to identify and implement proactive mental health education and programs which focus on resiliency will include ACEs.2. Housing: By prioritizing job skills training and employability, the Hospital hopes to provide lasting solutions for community members to increase their ability to secure housing and decrease homelessness. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 5 -- AdventHealth Winter ParkDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. d/b/a AdventHealth Winter Park will be referred to in this document as AdventHealth Winter Park or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Winter Park is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth now includes 15 hospitals.This is the second-year update for AdventHealth Winter Park's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Winter Park worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Winter Park chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Senior VulnerabilityPriority 1: Food Security 2019 Description of the Issue:Over one-third of community survey respondents indicated they lack access to high quality, affordable, healthy food. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth is currently working to address food security with multiple partners, including Second Harvest Food Bank. The Central Florida Division of AdventHealth intends to expand this work through current and future initiatives.2021 Update: The AdventHealth Winter Park Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective to sustain or build partnerships with at least six community organizations that focus on addressing food security is supported by multiple strategies: by providing in-kind contributions, financial support of at least $455,000 and annual board service over the next three years throughout the tri-county region. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest through the Second Helpings program. This program enables each hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest to be distributed through local food pantries. In 2021, the reporting Hospital contributed 282 pounds of food or 235 meals towards this program.The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $52,200 in financial support towards the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County, and Seminole County. The reporting Hospital sustained three of these partnerships and established one new partnership. Some of these partnerships included financially supporting grassroots efforts at four nonprofits to provide food to those in need through their food pantries or community gardens. Financial support was also provided for Seniors First, an organization that leads the local Meals on Wheels program, which provides home meal deliveries to seniors. The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the Central Florida Division of AdventHealth will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on the board of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 5 -- AdventHealth Winter ParkDescription of CHNA Significant Needs Continued Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to identify new partners and best practices to increase effectiveness of efforts to bring healthy food to community members in need. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the Division sustained their partnership with two local nonprofits, HEBNI Nutrition Consultants, Inc., and Infinite Zion Farms. HEBNI Nutrition Consultants, Inc was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next three-years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The reporting Hospital provided $5,271 towards the mobile market which offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, 270 individuals received food prescriptions through the Fresh Stop Veggie Rx & Diabetes Prevention Program funding.Through the reporting Hospital's funding, Infinite Zion Farms was able to build its first pilot greenhouse to provide additional fresh produce in Orange County, the county of the reporting Hospital. Infinite Zion Farms is a local nonprofit that is working to establish affordable sources of organic produce and education to the community at large. In 2021, the reporting Hospital funded Infinite Zion Farms $739 towards the installation of tower gardens to increase the fresh produce in Orange County, the county of the reporting Hospital.In 2021, the reporting Hospital also established a new partnership with Urban Smart Farms, a local organization founded to blaze a path in the local farming movement, inspiring and empowering communities to grow their own fresh, healthy produce in a cleaner, simpler, more efficient way. The reporting Hospital spent $1,226 to purchase 18 tower gardens from Urban Smart Farms to donate to local nonprofit partners.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to Orange County. This initiative provides an opportunity to form and participate in multisector collaboratives within Orange County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity.In 2021, the Division continued to provide representation on behalf of the Hospital by participating in the Orange County Department of Health's Community Health Improvement Planning Committee. This committee is comprised of organizations throughout Orange County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth is able to identify cross-county and various organizational partnerships that will benefit all the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth Winter Park identified care coordination as a need, specifically in the areas of prenatal care/early intervention/early childhood, access to care and chronic disease management. Orange County had an increase in infant deaths, low birthweight babies and preterm births. There was also a decrease in the percentage of mothers who had prenatal care in the first trimester. In Orange County, 31.6 percent of community survey respondents indicated that they lacked access to a primary care provider. An additional 35.5 percent indicated they lacked access to a healthcare specialist. Limited access to high quality primary care physicians and specialists was identified as a community issue by primary research participants. Orange County also had an increase in individuals who were obese, middle school and high school students who are reporting a body mass index at or above the 95th percentile, adults with diabetes, diabetes hospitalizations for children ages 12 to 18, adults with hypertension and adults who have been told they had a stroke. 2021 Update: The AdventHealth Winter Park Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1:The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations, and to seek innovative ways to increase capacity through the provision of in-kind labs/imaging and volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for two local Federally Qualified Health Centers (FQHCs). A $7,398 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health and substance use services for underinsured and uninsured individuals. An additional $14,796 was provided to True Health, which delivers medical and mental health services to underserved populations.The reporting Hospital also provided $12,577 to Shepherd's Hope which will support medical homes to increase the availability of affordable care. Shepherd's Hope is a faith-based organization of volunteers who provide access to healthcare for uninsured patients. The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021 the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 5 -- AdventHealth Winter ParkDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans of AdventHealth hospitals in Orange County, Osceola County and Seminole County including AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital contributed funding of $60,454 to the American Cancer Society's Road to Recovery program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. The reporting Hospital is progressing on this objective and is actively working to identify organizations to expand on existing external care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of AdventHealth hospitals in Orange County, Osceola County and Seminole County including AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The reporting Hospital contributed $8,733 towards the Holistic Health program which focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. In 2021, the reporting Hospital contributed $11,524 in year two towards the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, allowing increased access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Mental health, behavioral health and substance use were all identified as top community needs by stakeholders, key informants and focus groups. Only one in ten community survey respondents from Orange County believe there is sufficient substance abuse services. Poor mental health can exacerbate physical health conditions, decreasing quality of life and making it more difficult to maintain stable housing. The Central Florida Division of AdventHealth is heavily invested in addressing mental health and substance abuse and has partnered with community organizations such as the local Federally Qualified Health Centers (FQHCs), Seminole County Sheriff's Office, Aspire Health Partners, and the National Alliance on Mental Illness.2021 Update: The AdventHealth Winter Park Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of AdventHealth hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the reporting Hospital to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with three partners to implement programs that serve the tri-county community: Aspire Health Partners' Psychosocial Rehabilitation Program, Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital met its set metric of providing financial support to at least three partners by funding these organizations for a total of $19,082. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's service area. Aspire Health Partners is an organization 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. Not only does Aspire Health Partners receive financial funding for the Psychosocial Rehabilitation Program, but the Division also leases five crisis stabilization unit (CSU) beds to connect individuals who have acute needs to mental health services. The Division also supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The Division partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 5 -- AdventHealth Winter ParkDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans of AdventHealth hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. In 2021, the reporting Hospital provided $369 to New Hope for Kids for their grief counseling program. New Hope for Kids is a nonprofit organization that help children and their families during some of life's most difficult challenges. Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in the AdventHealth Winter Park primary service area that were identified as hot spots and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. This objective is managed at a Divisional level; however, all outcomes are specific to Hospitals in Orange County. The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth Winter Park primary service area per year that were identified as hot spots. This objective was exceeded by the Division, with 27 schools in the reporting Hospital's primary service area receiving the program. Outcomes reported for this strategy, which supports the objective, are specific to Orange County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. Outcomes reported for this strategy, which supports the objective, are specific to the reporting Hospital. This objective was met through an initiative, Circle of Security led by the Early Learning Coalition of Orange County (ELCOC). The reporting Hospital contributed $1,849 towards ELCOC's Circle of Security program. ELCOC is dedicated to the success of early childhood development in the community through early education. The Circle of Security program builds teachers' responsiveness to young children's emotional needs to better support their positive mental health. The ELCOC seeks to provide the Circle of Security attachment training to early childhood teachers in Orange County's most under-resourced communities. The reporting Hospital was able to meet this objective in Orange County, the county of the reporting Hospital. In 2021, the reporting Hospital also contributed funding of $7,398 towards the No Limit Health and Education's program, No Limit Unit. No Limit Health and Education is a local nonprofit whose mission is to promote mental health (social, emotional, and psychological) wellness and awareness through advocacy, programs, services, and outreach. Through this partnership, No Limit Unit provides services to adults and youth for both individual empowerment and systemic change in the areas of mental and physical wellness. Barbershop Talk Tours, Thriving Moms Club and Flow Detox reach men, women and children through mental health education, support groups and reduction of stigma. The reporting Hospital will continue to seek additional community partners to collaborate with and strengthen community resiliency in the remaining counties it serves.Priority 4: Community Development: Senior Vulnerability2019 Description of the Issue:Seniors were identified as a unique population for AdventHealth Winter Park. Senior safety was identified as a community issue related to unintentional injuries by Orange County primary data participants. The senior population is especially vulnerable to negative effects of isolation including poor health outcomes and higher rates of depression. 2021 Update: The AdventHealth Winter Park Community Health Plan has one desired goal statement under the Community Development: Senior Vulnerability priority.1. Address unique mental, physical and spiritual needs of high senior populationGoal 1: Address unique mental, physical and spiritual needs of high senior populationObjective 1: The first objective is the reporting Hospital's initiative and appears only on the community health plan of AdventHealth Winter Park. The objective is to provide care navigation and social services for the senior population. The objective is managed by the Division, but all outcomes are specific to the reporting Hospital. The reporting Hospital progressed on this objective by funding $184 to Easter Seals in support of their Senior Daybreak program. Easter Seals is a local organization that provides home and community-based services offering adults and seniors resources that support independent living, improve quality of life, and maintain health and wellness.Objective 2: The second objective is the reporting Hospital's initiative and appears only on the community health plan of AdventHealth Winter Park. The objective is to provide services to educate and support caregivers in the community to increase quality of life for both the caregiver and receiver of care. The objective is managed by the Division, but all outcomes are specific to the reporting Hospital.The Division sustained and funded a position, Senior Care Navigator, at the reporting Hospital's Emergency Department (ED) to help address the unique needs of seniors. In 2021, more than 1,700 seniors and their caregivers were educated on additional social services and were referred for specialty consultations.Community Needs Not Chosen by AdventHealth Winter ParkThe 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? Based on this prioritization process, the Hospital did not choose the following community issue:1. Built Environment (Affordable Housing): The local Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to improve upon the resources that already exist in Orange County that address this issue. The Hospital decided it would be better to target their efforts in areas where it would have greater impact. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Kissimmee will be referred to in this document as AdventHealth Kissimmee or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Kissimmee is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth now includes 15 hospitals.This is the second-year update for AdventHealth Kissimmee's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Kissimmee worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Kissimmee chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Affordable Housing & HomelessnessPriority 1: Food Security 2019 Description of the Issue:More than 40 percent of community survey respondents from Osceola County indicated that they do not have access to healthy, affordable food. Food security was also identified as a need related to chronic conditions. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth (the Division) is currently working to address food security with multiple partners, including Second Harvest Food Bank. The Division intends to expand this work through current and future initiatives.2021 Update: The AdventHealth Kissimmee Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to sustain or build partnerships with at least six community organizations that focus on addressing food security and is supported by multiple strategies including the provision of in-kind contributions, financial support of at least $455,000 and annual volunteer board service over the next three years throughout the tri-county region. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest through the Second Helpings program. This program enables each Hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest to be distributed through local food pantries. In 2021, the reporting Hospital contributed 80 pounds of food or 67 meals towards this program.The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $40,044 in financial support in year two towards the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County and Seminole County. The reporting Hospital sustained two of these partnerships. Financial support was also provided to Osceola Council on Aging, an organization that leads the local Meals on Wheels program, which provides home meal deliveries to seniors.The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the Central Florida Division of AdventHealth will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on the boards of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.The reporting Hospital also provides representation to serve on the board of the Osceola Council on Aging, within their primary service area. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to identify new partners and best practices to increase the effectiveness of efforts to bring healthy food to community members in need. These partnerships will be utilized to drive strategies across the tri-county area. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital sustained their partnership with one local nonprofit, HEBNI Nutrition Consultants, Inc., which was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next three-years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The mobile market is funded by the Central Florida Division of AdventHealth and offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, the reporting Hospital also sustained its partnership with the School District of Osceola County (SDOC)'s SMART Bus. The SMART Bus provides food, education, access to Wi-Fi and family support to meet the needs of the 2,500 homeless students enrolled in the SDOC. The new partnership is reported for the Division, not Hospital specific and appears on the community health plans of all Hospitals in Osceola County where the initiative is conducted. This includes the plans of AdventHealth Celebration and AdventHealth Kissimmee.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to Osceola County. This initiative provides an opportunity to form and participate in multisector collaboratives within Osceola County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity.In 2021, the Division continued to provide representation on behalf of the Hospital by participating in the Osceola Health Leadership Council. This council is comprised of organizations throughout Osceola County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth is able to identify cross-county and various organizational partnerships that will benefit all the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth Kissimmee identified care coordination as a need, specifically preventative care/health screenings, access to care and pediatric and women's health (including prenatal). Osceola County primary data respondents were less likely to indicate that they accessed preventative care services, such as a PSA test, lab work and Pap tests. In 2016, 23.6 percent of Osceola County adults could not see a doctor due to cost. Primary data respondents from Osceola County also identified transportation and care coordination as barriers to care in relation to chronic conditions when seeking care. A little more than 10 percent of Osceola County community survey respondents indicated that they have difficulty accessing prenatal care.2021 Update: The AdventHealth Kissimmee Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations and to seek innovative ways to increase capacity through the provision of in-kind labs/imaging, volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for a local Federally Qualified Health Center (FQHC). A $5,675 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health and substance use services for underinsured and uninsured individuals. The reporting Hospital provided $908 in financial contribution to Osceola Council on Aging to support clinical operations. Additionally, the reporting Hospital provided $1,418 to Osceola Community Health Services, a local FQHC focused on meeting an individual's physical and mental health care needs, including prevention, wellness, acute and chronic care, for operational support to increase the availability of affordable care.The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021, for a multitude of reasons, including COVID-19, the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County to include AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital contributed funding of $6,810 to the American Cancer Society's Road to Recovery Program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. In 2021, the reporting Hospital also contributed $8,840 in year two towards the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, allowing increased access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County to include AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The reporting Hospital contributed $6,700 towards the Holistic Health program which focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Less than 10 percent of community survey respondents from Osceola County believe there is a sufficient number of mental health providers and nearly 60 percent of Osceola County community survey respondents indicated they feel depressed or hopeless. When discussing with primary research participants, it was stated that the high level of stress people are experiencing could make it difficult to cope with mental illness. This may be caused by lack of community support and available support services to manage mental health. The Central Florida Division of AdventHealth has several care options for mental health services. These include the Outlook Clinic and connections to FQHCs. The Central Florida Division of AdventHealth is funding several mental and behavioral health services in the community, including an eye movement desensitization and reprocessing (EMDR) psychotherapy treatment at a local FQHC and a music therapy program.2021 Update: The AdventHealth Kissimmee Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the reporting Hospital to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with two partners to implement programs that serve the tri-county community: Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital is progressing on its set metric of providing financial support to at least three partners by funding these organizations for a total of $5,127. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's service area. The reporting Hospital supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The reporting Hospital also partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. In 2021, the reporting Hospital provided $14,188 to Park Place Behavioral Health Care for operational support. Park Place is an organization that provides therapeutic, psychiatric and substance use disorder services in Central Florida. Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in AdventHealth Kissimmee's primary service area that were identified as hot spots and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. This objective is managed at a Divisional level; however, all outcomes are specific to Hospitals in Osceola County. The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth Kissimmee primary service area per year that were identified as hot spots. This objective was exceeded by the Division, with six schools in the reporting Hospital's primary service area receiving the program. Outcomes reported for this strategy, which supports the objective, are specific to Osceola County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactivity educating and identifying resources to deliver resiliency-focused training and resources to the community. Outcomes reported for this strategy, which support the objective, are specific to reporting Hospitals in Osceola County. This includes AdventHealth Celebration and AdventHealth Kissimmee. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Priority 4: Community Development: Affordable Housing & Homelessness 2019 Description of the Issue:Osceola County has the highest percentage of renter households who were cost burdened (24.4 percent) and severely cost burdened (25.1 percent). Osceola County also had 21.1 percent of homeowner residents who are severely cost burdened. Affordable housing has a large impact on other health outcomes and wellbeing. It enables families to have the opportunity to meet their respective health, education, and employment needs. The Central Florida Division of AdventHealth is heavily invested in addressing homelessness and is involved with partners such as: Coalition for the Homeless of Central Florida, Family Promise of Greater Orlando, Homeless Services Network of Central Florida and others.2021 Update: The AdventHealth Kissimmee Community Health Plan has two desired goal statements under the Community Development: Affordable Housing & Homelessness priority.1. Support efforts to increase access to care and provide services to our homeless population2. Participate in advocacy efforts to provide affordable housing for community membersGoal 1: Support efforts to increase access to care and provide services to our homeless populationObjective 1: The first objective is a shared initiative between AdventHealth Orlando, AdventHealth Celebration and AdventHealth Kissimmee. These Hospitals are part of the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide annual financial and in-kind support, including board service and employee volunteers, to support community partners and increase the capacity for care for our homeless population. This objective is managed at the Divisional level; however, all outcomes are specific to Hospitals in Osceola County.The first strategy is to provide financial support to local organizations that are working to address the affordable housing needs and immediate needs of individuals experiencing homelessness. The reporting Hospital progressed on this metric by providing financial support to two organizations in the reporting Hospital's primary service area. Clarita's House received $141 to support their emergency housing service for families in crisis. Habitat for Humanity also received $283 to support a special project that served individuals dealing with homelessness. The second strategy is to provide in-kind support to local organizations that are working to address the affordable housing needs and immediate needs of individuals experiencing homelessness. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Goal 2: Participate in advocacy efforts to provide affordable housing for community membersObjective 1: The first objective is a shared initiative between AdventHealth Celebration and AdventHealth Kissimmee. These Hospitals are part of the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide annual financial and in-kind support, including board service and employee volunteers, to support community partners and increase the capacity for care for our homeless population. This objective is managed at the Divisional level, but all outcomes are specific to the reporting Hospitals in Osceola County.The first strategy is to provide financial support to community partners to enhance their capacity to provide care. The reporting Hospital progressed on this metric by providing financial support of $283 to Hope Partnership, a nonprofit organization that aims to provide a holistic continuum of care to end homelessness and poverty in Central Florida.The second strategy is to provide in-kind support to community partners to enhance their capacity to provide care. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 6 -- AdventHealth KissimmeeDescription of CHNA Significant Needs ContinuedCommunity Needs Not Chosen by AdventHealth KissimmeeThe 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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Poverty: The local Community Health Needs Assessment Committee (CHNAC) understands that poverty has a large impact on health and wellbeing. The CHNAC agreed that the scale of this need is too broad and would not be a realistic issue to be addressed with the resources available at this time. 2. Education: The local CHNAC discussed education, health education and literacy. It was determined that education was better addressed by existing organizations and resources in the community. Certain aspects of education such as health literacy will be addressed under care coordination initiatives. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 8 -- AdventHealth ApopkaDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Apopka will be referred to in this document as AdventHealth Apopka or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Apopka is part of the Central Florida Division of AdventHealth. In 2020, the Central Florida Division North-Region (CFD-N), which includes AdventHealth Daytona Beach, AdventHealth DeLand, AdventHealth Fish Memorial, AdventHealth New Smyrna, AdventHealth Palm Coast and AdventHealth Waterman was combined with the Central Florida Division South-Region (CFD-S), which includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Heart of Florida, AdventHealth Kissimmee, AdventHealth Lake Wales, AdventHealth Orlando and AdventHealth Winter Park to unify as one under the Central Florida Division. The combination included six hospitals from CFD-N and nine hospitals from CFD-S. The Community Health Plans/Implementation Strategies for both regions were finalized before the combination. The Central Florida Division of AdventHealth (the Division) now includes 15 hospitals.This is the second-year update for AdventHealth Apopka's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Apopka worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 Community Health Needs Assessment used primary data from 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Apopka chose four priorities for its 2020-2022 Community Health Plan: 1. Food Security2. Care Coordination3. Mental & Behavioral Health4. Community Development: Youth Development & Mentorship Priority 1: Food Security 2019 Description of the Issue:Over one-third of community survey respondents indicated they lack access to high quality, affordable, healthy food. Having access to proper nutrition is necessary for a healthy life. Proper nutrition can also reduce the risk of, or complications from, certain diseases, such as diabetes. The Central Florida Division of AdventHealth is currently working to address food security with multiple partners, including Second Harvest Food Bank. The Central Florida Division of AdventHealth intends to expand this work through current and future initiatives.2021 Update: The AdventHealth Apopka Community Health Plan has two desired goal statements under the Food Security priority.1. Increase access to healthy and affordable food for community members in need2. Work with community and government officials to address the root causes of food insecurity in our communitiesGoal 1: Increase access to healthy and affordable food for community members in needObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to sustain or build partnerships with at least six community organizations that focus on addressing food security and is supported by multiple strategies including the provision of in-kind contributions, financial support of at least $455,000 and annual volunteer board service over the next three years throughout the tri-county region. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.The first strategy, to support the objective through in-kind contributions, resulted in sustaining one partnership with a community organization in the Division. This sustained partnership was with Second Harvest Food Bank of Central Florida, a private, nonprofit organization that collects, stores, and distributes donated food to more than 550 feeding partners in six Central Florida counties. The Division continued its support to Second Harvest through the Second Helpings program. This program enables each hospital campus, including the reporting Hospital, to make in-kind donations of excess food to Second Harvest to be distributed through local food pantries. In 2021, the reporting Hospital contributed 188 pounds of food or 157 meals toward this program.The second strategy, to support the objective through financial support, resulted in sustaining 17 partnerships and establishing four new partnerships with community organizations in the Division. In 2021, the reporting Hospital contributed $29,353 in financial support in year two toward the three-year goal of $455,000. Four of these partnerships were sustained on a tri-county level, this includes Orange County, Osceola County, and Seminole County. The reporting Hospital sustained one of these partnerships. Some of these partnerships included financially supporting grassroots efforts at four nonprofits to provide food to those in need through their food pantries or community gardens. Financial support was also provided for Seniors First, an organization that leads the local Meals on Wheels program, which provides home meal deliveries to seniors. The third strategy to support the objective, providing annual representation on boards of organizations focusing on food security which support the tri-county region (Orange, Osceola, and Seminole counties), was sustained by serving on three boards. Knowing that food security is a large-scale community issue, the Central Florida Division of AdventHealth will continue its efforts to serve on boards, coalitions and taskforces which work with local and state officials to address the root causes of food insecurity. This strategy also focuses on advocacy and food system reform to ensure equitable access to healthy food across the community. In 2021, the Central Florida Division of AdventHealth team members continued to serve on boards of the Second Harvest Food Bank of Central Florida, the American Diabetes Association, and the American Heart Association, all of which impact the Central Florida Division's primary service area. Both the American Diabetes Association and the American Heart Association are nonprofits that provide education on nutrition and food-related conditions.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 8 -- AdventHealth ApopkaDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to identify new partners and best practices to increase effectiveness of efforts to bring healthy food to community members in need. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the Division sustained their partnership with two local nonprofits, HEBNI Nutrition Consultants, Inc., and Infinite Zion Farms. HEBNI Nutrition Consultants, Inc was formed to educate high-risk, culturally diverse populations about nutrition strategies to prevent diet-related diseases. This partnership, over the next three-years, will increase the amount of healthy food available to community members in need. HEBNI Nutrition Consultants' services include nutrition education and a mobile market. The reporting Hospital provided $2,964 toward the mobile market which offers produce at a reduced cost in low-income, high-risk communities and food deserts. In 2021, 270 individuals received food prescriptions through the Fresh Stop Veggie Rx & Diabetes Prevention Program funding.Through the reporting Hospital's funding, Infinite Zion Farms was able to build its first pilot greenhouse, to provide additional fresh produce in Orange County, the county of the reporting Hospital. Infinite Zion Farms is a local nonprofit that is working to establish affordable sources of organic produce and provide education to the community at large. In 2021, the reporting Hospital funded Infinite Zion Farms $416 toward the installation of tower gardens to increase the fresh produce in Orange County, the county of the reporting Hospital.In 2021, the reporting Hospital also established a new partnership with Urban Smart Farms, a local organization founded to blaze a path in the local farming movement, inspiring and empowering communities to grow their own fresh, healthy produce in a cleaner, simpler, more efficient way. The reporting Hospital spent $689 to purchase 18 tower gardens from Urban Smart Farms to donate to local nonprofit partners.Goal 2: Work with community and government officials to address the root causes of food insecurity in our communitiesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital; this includes AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This shared objective, to identify leadership from the tri-county area to participate in local coalitions focused on advocacy and reform to ensure equitable access to healthy food, is managed at a Divisional level, however all outcomes reported are specific to Orange County. This initiative provides an opportunity to form and participate in multisector collaboratives within Orange County, which are working on a shared goal to identify and strategize on best practices to address the root causes of food insecurity. In 2021, the Division continued to provide representation on behalf of the Hospital by participating in the Orange County Department of Health's Community Health Improvement Planning Committee. This committee is comprised of organizations throughout Orange County that plan and implement community improvement programs. By providing representation at a Divisional level, the Central Florida Division of AdventHealth can identify cross-county and various organizational partnerships that will benefit all the communities they serve, regardless of geography.Priority 2: Care Coordination 2019 Description of the Issue:AdventHealth Apopka identified care coordination as a need, specifically in the areas of prenatal care/early intervention/early childhood, access to care and chronic disease management. Orange County had an increase in infant deaths, low birthweight babies and preterm births. There was also a decrease in the percentage of mothers who had prenatal care in the first trimester. In Orange County, 31.6 percent of community survey respondents indicated that they lacked access to a primary care provider. An additional 35.5 percent indicated they lacked access to a healthcare provider specialist. Limited access to high quality primary care physicians and specialists was identified as a community issue by primary research participants. Orange County also had an increase in individuals who were obese, middle school and high school students who are reporting a body mass index at or above the 95th percentile, adults with diabetes, diabetes hospitalizations for children ages 12 to 18, adults with hypertension and adults who have been told they had a stroke. 2021 Update: The AdventHealth Apopka Community Health Plan has two desired goal statements under the Care Coordination priority.1. Increase the availability of appropriate and affordable care2. Decrease barriers community members encounter while seeking careGoal 1: Increase the availability of appropriate and affordable careObjective 1:The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide support to existing care facilities through multiple strategies, including financial contributions, in-kind labs, and residency rotations and to seek innovative ways to increase capacity through the provision of in-kind labs/imaging, volunteer services, etc. The first strategy is to provide support to existing care facilities through financial contributions. The strategy to support this objective is managed at a Divisional level. The reporting Hospital's funding included, but was not limited to, contributions for operational support for two local Federally Qualified Health Centers (FQHCs). A $4,160 contribution was made to the Health Care Center for the Homeless, which provides primary medical care, oral health services, behavioral health and substance use services for underinsured and uninsured individuals. An additional $8,320 was provided to True Health, which delivers medical and mental health services to underserved populations.The reporting Hospital also provided $7,072 to Shepherd's Hope which will support medical homes to increase the availability of affordable care. Shepherd's Hope is a faith-based organization of volunteers who provide access to healthcare for uninsured patients. The second strategy is to provide in-kind labs to existing care facilities. The Division provided in-kind labs to the Health Care Center for the Homeless. In the future, the Division will develop a process to track and quantify in-kind labs and imaging provided to local nonprofits.The third strategy is to support a residency rotation to existing care facilities. The Division had a residency rotation program established with a local nonprofit. In 2021, for a multitude of reasons, including COVID-19, the program was discontinued. The Division has pivoted where necessary to address the immediate needs of our community during the pandemic and will continue to do so. We will work to identify ways to support our community and the community-based organizations that may support residency rotations. The fourth strategy is to seek innovative ways to increase capacity through in-kind labs, imaging, and volunteer services. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 8 -- AdventHealth ApopkaDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority.This shared objective, to expand on existing care navigation services to ensure uninsured and underinsured patients have an accessible entry point to the level of care they need, is managed at a Divisional level. This initiative provides an opportunity to support organizations with a shared goal to increase accessible entry points. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.In 2021, the reporting Hospital contributed funding of $4,992 to the American Cancer Society's Road to Recovery Program. This program provides rides to and from cancer treatment for any cancer patient, regardless of insurance or economic status, that has a transportation barrier. In total, the Road to Recovery program provided 209 rides for cancer patients. In 2021, the reporting Hospital contributed $6,480 in year two toward the three-year funding partnership with AdventHealth University's Hope Clinic. This partnership provides cardiac rehabilitation (wellness maintenance) services to uninsured and underinsured individuals to improve health outcomes and reduce readmissions. The Hope Clinic provides free care to individuals with socio-economic barriers, allowing increased access to care regardless of financial circumstance. In 2021, the Hope Clinic opened and enrolled 13 patients into the program.The reporting Hospital also contributed $4,409 to Community Health Centers to support a nurse navigator to assist patients coming from the reporting Hospital's primary service area. Community Health Centers is an organization of Central Florida family health centers that provide high-quality, affordable medical, pediatric, dental, and pharmacy care throughout Central Florida.Goal 2: Decrease barriers community members encounter while seeking careObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in Orange County, Osceola County and Seminole County to include AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. These Hospitals are part of the Central Florida Division of AdventHealth and are in the same Division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This shared objective, to provide case management services for at least 81 patients over three years while identifying additional partners and methods to decrease barriers community members encounter while seeking care, is managed at a Divisional level. In 2021, the Division continued to support the Holistic Health program led by Center for Change, a local nonprofit, which aims to provide health education and social services to individuals and families who lack access to economic, social and health resources. The reporting Hospital contributed $4,911 toward the Holistic Health program which focuses its efforts in high-need communities identified in the CHNA. The Division is progressing on this objective and 48 individuals have been provided case management service. Additionally, in 2021, 276 referrals to services have been provided, 105 individuals have improved their biometrics and 125 individuals have improved health behaviors through the program. Priority 3: Mental & Behavioral Health 2019 Description of the Issue:Mental health, behavioral health and substance use were all identified as top community needs by stakeholders, key informants and focus groups. Only one in ten community survey respondents from Orange County believe there is sufficient substance abuse services. Poor mental health can exacerbate physical health conditions, decreasing quality of life and making it more difficult to maintain stable housing. The Central Florida Division of AdventHealth is heavily invested in addressing mental health and substance abuse and has partnered with community organizations such as local Federally Qualified Health Centers (FQHCs), the Seminole County Sheriff's Office, Aspire Health Partners, and the National Alliance on Mental Illness.2021 Update: The AdventHealth Apopka Community Health Plan has two desired goal statements under the Mental & Behavioral Health priority.1. Increase access to mental and behavioral health services2. Support existing resources and identify new partners and programs that proactively strengthen the communityGoal 1: Increase access to mental and behavioral health servicesObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase provider capacity through financial and in-kind support to at least three partners serving the tri-county community. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated.This initiative provides an opportunity for the reporting Hospital to support at least three partners that have a shared goal of increasing provider capacity in the space of mental and behavioral health. In 2021, the reporting Hospital sustained partnerships with three partners to implement programs that serve the tri-county community: Aspire Health Partners' Psychosocial Rehabilitation Program, Central Florida Center for the Arts' Community Music Therapy Program, and Health Care Center for the Homeless' Eye Movement Desensitization and Reprocessing (EMDR) Therapy Program. The reporting Hospital met its set metric of providing financial support to at least three partners by funding these organizations for a total of $19,082. With the funding, they were able to provide programs that serve the underinsured and uninsured individuals in the reporting Hospital's service area. Aspire Health Partners is an organization 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. Not only does Aspire Health Partners receive financial funding for the Psychosocial Rehabilitation Program, but the Division also leases five crisis stabilization unit (CSU) beds to connect individuals who have acute needs to mental health services. The Division also supports the Central Florida Center for the Arts which exists to serve and build community through the arts. Through the Music Therapy Program, the organization hired a music therapist to support individual and group music therapy across the tri-county area. The Division partnered with the Health Care Center for the Homeless to launch the EMDR Therapy program for homeless and low-income, uninsured, and underinsured community members in need. This therapy will help community members with conditions such as Post-Traumatic Stress Disorder (PTSD), addiction and healing from past trauma. Other initiatives to address this objective include providing in-kind support through board service. In 2021, the reporting Hospital served on the board of Dave's House which focuses on providing permanent supportive housing for individuals with serious mental illness (SMI) and co-occurring disabilities.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 8 -- AdventHealth ApopkaDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to develop and support pathways to mental and behavioral healthcare for those in need by expanding care navigation models to include mental and behavioral health focused initiatives over the next three years. This shared objective is managed at a Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. In 2021, due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Goal 2: Support existing resources and identify new partners and programs that proactively strengthen the communityObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans in the Central Florida Division of AdventHealth, the same division as the reporting Hospital. This includes the plans of AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando and AdventHealth Winter Park. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is supported by multiple strategies: provide the Mission: FIT POSSIBLE program to at least two schools annually in the AdventHealth Apopka primary service area that were identified as hot spots and collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused training and resources to the community. This objective is managed at a Divisional level; however, all outcomes are specific to Hospitals in Orange County. The first strategy was to provide the Mission: FIT POSSIBLE program to at least two schools in the AdventHealth Apopka primary service area per year that were identified as hot spots. This objective was exceeded by the Division, with 27 schools in the reporting Hospital's primary service area receiving the program. Outcomes reported for this strategy, which supports the objective, are specific to Orange County. 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.The second strategy is to collaborate with partners to strengthen community resiliency by proactively educating and identifying resources to deliver resiliency-focused trainings and resources to the community. Outcomes reported for this strategy, which supports the objective, are specific to the reporting Hospital. This objective was met through an initiative, Circle of Security led by the Early Learning Coalition of Orange County (ELCOC). The reporting Hospital contributed $1,040 toward ELCOC's Circle of Security program. ELCOC is dedicated to the success of early childhood development in the community through early education. The Circle of Security program builds teachers' responsiveness to young children's emotional needs to better support their positive mental health. The ELCOC seeks to provide the Circle of Security attachment training to early childhood teachers in Orange County's most under-resourced communities. The reporting Hospital was able to meet this objective in Orange County, the county of the reporting Hospital. In 2021, the reporting Hospital also contributed funding of $4,160 toward the No Limit Health and Education's program, No Limit Unit. No Limit Health and Education is a local nonprofit whose mission is to promote mental health (social, emotional, and psychological) wellness and awareness through advocacy, programs, services, and outreach. Through this partnership, No Limit Unit provides services to adults and youth for both individual empowerment and systemic change in the areas of mental and physical wellness. Barbershop Talk Tours, Thriving Moms Club and Flow Detox reach men, women and children through mental health education, support groups and reduction of stigma. The reporting Hospital will continue to seek additional community partners to collaborate with and strengthen community resiliency in the remaining counties it serves.Priority 4: Community Development: Youth Development & Mentorship 2019 Description of the Issue:Youth development and mentorship, specifically relating to youth education and enrichment, was identified by the local Community Health Needs Assessment Committee as a need. Orange County has seen an increase in student absenteeism. Positive influences combined with a strong education as a youth increases the chances for success in adulthood. 2021 Update: The AdventHealth Apopka Community Health Plan has one desired goal statement under the Community Development: Youth Development and Mentorship priority.1. Increase impact of efforts to provide positive experiences and healthy environments for youthGoal 1: Increase impact of efforts to provide positive experiences and healthy environments for youthObjective 1: The first objective is a shared initiative between AdventHealth Altamonte Springs and AdventHealth Apopka. These Hospitals are part of the Central Florida Division of AdventHealth. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to provide annual financial and in-kind support, including board service and employee volunteers, for continuation of annual school engagement events and growing new partnerships to serve youth in the community. This objective is managed at the Divisional level and outcomes are reported at a Divisional level unless otherwise indicated. The first strategy is to provide financial support to local organizations that are working to positively impact youth in the community. In 2021, the reporting Hospital provided financial support of $208 to AMIKids, which is an organization that works to protect public safety and positively impact as many youths as possible through the efforts of a diverse and innovative staff. AMIKids works in partnership with youth agencies, local communities, and families.The second strategy is to provide in-kind support, including board-service and employee volunteers, to local organizations that are working to positively impact youth and host annual school engagement events. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. The third strategy is to establish new partnerships to serve youth in the community. The Division progressed on this metric by establishing a partnership with No Limit Health and Education, Inc. which is a local nonprofit that hosts several programs., One of these programs, the Flow Detox program, teaches young adults in historically underserved neighborhoods how to process anger and hostile emotions as well as to positively express themselves. In 2021, 90 of 100 youth completed Flow Detox, increasing their understanding of personal triggers and how to process anger and hostile emotions. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 8 -- AdventHealth ApopkaDescription of CHNA Significant Needs ContinuedCommunity Needs Not Chosen by AdventHealth ApopkaThe 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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Homelessness: The local Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to improve upon the resources that already exist in Orange County that address this issue. The Hospital decided it would be better to target their efforts in areas where we would have greater impact. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc., dba AdventHealth Wauchula will be referred to in this document as AdventHealth Wauchula or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Wauchula is part of the West Florida Division (the Division) of AdventHealth. The Division includes 11 hospital facilities. This is the second-year update for AdventHealth Wauchula's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 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 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Wauchula chose four priorities for its 2020-2022 Community Health Plan: 1. Mental Health (Behavioral Health)2. Access to Health Care 3. Cardiovascular Disease 4. Education (Social Determinant of Health) Priority 1: Mental Health (Behavioral Health)2019 Description of the Issue:The burden of mental illness in the United States is among the highest of all diseases, and mental disorders are among the most common causes of disability for adults, children, and adolescents. When mental health disorders are untreated, those affected are at high risk for many unhealthy and unsafe behaviors, including alcohol or drug abuse, violent or self-destructive behavior and suicide. Mental health disorders are the 11th leading cause of death in the United States for all age groups and the second leading cause of death among people age 25 to 34. In the AdventHealth Wauchula primary service areas (PSA), the rate of death due to self- harm (suicide) is 19 (per 100,000 population), which is higher than the state rate of 14 (per 100,000 population). Furthermore, 25% (16,345 persons) of the adults in the PSA population selfreport that they receive insufficient social and emotional support all or most of the time, which is higher than the state rate (21%). This indicator is relevant because social and emotional support is critical for navigating the challenges of daily life as well as for good mental health. Additionally, 17% (15,062 persons) of the Medicare-fee-for-service PSA population is depressed.2021 Update: The AdventHealth Wauchula Community Health Plan has two desired goal statements under the Mental Health (Behavioral Health) priority. 1. To increase education and awareness related to mental health by engaging public schools, community members, organizations and stakeholders2. To increase community-level partnerships to enhance existing efforts currently addressing factors that impact mental health in youth and adultsGoal 1: To increase education and awareness related to mental health by engaging public schools, community members, organizations and stakeholders Objective 1: The first objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Champion for Children Advocacy Center to raise awareness of the impact of mental health in youth and adults residing in the Hospital's PSA by creating and implementing two local social media campaigns from a baseline of zero local social media campaigns by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This social media campaign initiative brings awareness to both youth and adult community members regarding mental illnesses and helps to encourage conversations around the topic of mental health to ultimately destigmatize mental illnesses and encourage those suffering to seek help. Champion for Children's Advocacy Center split into two organizations after the creation of our 2020-2022 Community Health Plans. The two new organizations are the Ruth E. Handley Children's Advocacy Center and the Champion for Children Foundation. We are partnering with both organizations for this initiative. The Ruth E. Handley Children's Advocacy Center's mission is to minimize trauma of child abuse victims and provide prevention support to families needing assistance to keep them intact. The Champion for Children Foundation offers prevention services and assistance programs to protect children, educate parents, strengthen families, assist caregivers, reduce trauma, and provide resources. These partnerships, as well as insight from members of our Community Health Needs Assessment Committee (CHNAC), have helped us to determine the most important topics to address for our social media campaigns moving forward, which will be depression and anxiety. The Hospitals progressed on the set metric of two local social media campaigns created and implemented by the end of year three. Throughout year two, we have continued to connect with mental health partners and collect resources to share with community members. The system-wide social media campaign was paused and as a result, our local social media campaign was paused as well. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is to increase the number of Mental Health First Aid USA certification training classes provided for free to community members residing in the Hospital's PSA to three certification classes from a baseline of zero by the end of year three. The deployment of the Mental Health First Aid classes is a shared initiative between AdventHealth Wauchula, AdventHealth Carrollwood, AdventHealth Connerton, AdventHealth Dade City, AdventHealth North Pinellas, AdventHealth Ocala, AdventHealth Sebring, AdventHealth Tampa, AdventHealth Zephyrhills, AdventHealth Lake Placid and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.This initiative provides Mental Health First Aid USA certification classes to the community for free. The class is a course that teaches individuals how to help someone who may be experiencing mental health or substance use challenges. The training helps one to identify, understand and respond to signs of addictions and mental illnesses. Mental Health First Aid USA is a national program developed to teach the skills to respond to the signs of mental illness and substance use.The Hospital progressed on its set metric of providing three free Mental Health First Aid USA certification training classes to community members residing in the Hospital's PSA by the end of year three. During year two, four team members became certified instructors for Mental Health First Aid's adult curriculum. We have also continued to identify community partners and training locations to begin teaching classes in year three. Goal 2: To increase community-level partnerships to enhance existing efforts currently addressing factors that impact mental health in youth and adults Objective 1: The first objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide vouchers to cover the costs of household supplies for homeless adults residing in the Hospital's PSA who receive housing services at Peace River Center (PRC) from a baseline of zero vouchers to three by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved unless otherwise indicated.This initiative provides vouchers in the form of monetary funds to help cover some of the cost associated with purchasing household and personal supplies for community members that are supported by the residential housing programs offered at Peace River Center, who is our community partner. This will thereby lead to improved health outcomes by providing these essential supplies. Peace River Center is a 501(c)(3) not-for-profit organization that strives to impact the lives of its clients and the community they serve by engaging, restoring and empowering individuals to reach their fullest potential by offering a broad range of mental health, victim services and substance use disorder services throughout Polk, Highlands and Hardee counties, including housing and domestic violence shelters. The Hospitals progressed on the set metric of providing three vouchers to cover the cost of household supplies for those residents residing at Peace River Center by year three. Year two was spent determining the budgeted dollar amount to donate based on the supplies needed by the facility. Donations will be sent out in year three. Objective 2: The second objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase awareness of Hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA through a partnership with Peace River Center (PRC), by providing three informative in-service presentations to Crisis Response Outreach Counselors at PRC from a baseline of zero presentations by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides information about our Hospital sponsored Community Benefit programs that are free to community members and targeted to reach those uninsured/underinsured, underserved, low-income and minority members of the community. These programs include, but are not limited to, our Food is Health program that gives participants 10 dollars' worth of free produce for participating in an education class about nutrition and healthy living. These informative in-service presentations are presented to the Crisis Response Outreach Counselors at Peace River Center who connect directly with those community members in need of mental health and crisis response counseling. They may also benefit from our free community programs. By sharing our programs with these counselors, they can then share this information with their clients. The Hospitals progressed on the set metric of providing three informative in-service presentations to Crisis Response Outreach Counselors at PRC by the end of year three. Year two was spent getting our programs back up and running in the community so that in year three, we will have these programs available to share with the Crisis Response Outreach Counselors.Objective 3: The third objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing mental health from a baseline of zero hours to 200 hours by the end of year three. The objective is funded and managed through all Hospitals, however reported outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations addressing this priority area. The Hospitals progressed on the set metric of 200 hours of paid staff time spent volunteering in the community to address mental health by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, due to COVID-19, many team members were still unavailable to spend any extra work time volunteering, and because of this, the mental health volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Priority 2: Access to Health Care 2019 Description of the Issue:Access to health care is the equitable use of health services to achieve the highest level of health. Barriers to accessing healthcare services include cost of care, insurance coverage, availability of services and culturally competent care. Failure to overcome these barriers leads to delayed care, health complications and financial burdens. Accessing healthcare services is vital to prevent and treat diseases thereby reducing the likelihood of disability and premature death.In the AdventHealth Wauchula PSA, 24% of adults and 8% of children are uninsured or without medical insurance (both percentages are higher than the state averages). Additionally, 27% of adults do not have a regular doctor which is higher than the state average of 24.8%. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs Continued2021 Update: The AdventHealth Wauchula Community Health Plan has two desired goal statements under the Access to Health Care priority. 1. To implement strategies to reduce transportation barriers leading to improved access to primary care providers2. To provide resources that support the expansion of services that are available to community members and increase access. To increase partnerships with local community organizations with resources to offer community members assistance with gaining health insurance coverageGoal 1: To implement strategies to reduce transportation barriers leading to improved access to primary care providers Objective 1: The first objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to increase access to primary care by decreasing transportation challenges (barriers) among vulnerable adults residing in the Hospital's Primary Service Area (PSA) by developing, implementing and evaluating three new collaborative strategies with community partners from a baseline of zero strategies by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. The initiative created a partnership between our Hospital and community organizations who also share a goal to reduce transportation challenges within the community. Through this collaboration, we exchanged ideas, resources, and programs. We also evaluated what additional resources are available, or may become available, to community members with transportation challenges.The Hospital progressed on its set metric of implementing three new collaborative strategies to aid in decreasing transportation challenges among vulnerable adults residing in the Hospital's PSA by year three. Year two was spent working with our transportation action team and the Heartland Regional Transportation Planning Organization to plan the community summits that will occur in year three. These summits will include informative presentations about the various transportation programs available to residents in need who reside in Highlands and Hardee counties. The Heartland Regional Transportation Planning Organization coordinates transportation plans for the Heartland Region including the six counties of DeSoto, Glades, Hardee, Hendry, Highlands and Okeechobee and the urbanized area of Highlands County, including the cities of Sebring and Avon Park. The Central Florida Regional Planning Council's mission is to provide support to the citizens and counties of the Heartland region and to seek ways to improve the quality of life of the citizens of the Heartland.Objective 2: The second objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to establish a new transportation taskforce in Hardee and Highlands Counties to co-host at least two community summits (with AdventHealth Sebring and AdventHealth Lake Placid) from a baseline of zero summits to increase awareness of the impact of transportation accessibility on community health and wellness and employment sustainability for community members residing in the Hospital's PSA by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative brings together multiple organizations from the community who share a common goal in seeking to improve transportation access and a platform for getting the transportation programs available out to the communities we serve. The Hospitals progressed on the set metric of establishing a transportation taskforce to co-host two community summits by the end of year three. Year two was spent working with the Heartland Regional Transportation Planning Organization to identify a team member to join their established transportation taskforce. This team member was identified and joined in the meetings. Planning began with this taskforce to help co-host the community summits that will take place in year three. Goal 2: To provide resources that support the expansion of services that are available to community members and increase access. To increase partnerships with local community organizations with resources to offer community members assistance with gaining health insurance coverageObjective 1: The first objective is to partner with the Florida Department of Health in Hardee and Highlands Counties to develop and implement "Health Insurance 101" community workshop series (enrollment, how to use insurance, KidCare education, terms, and definitions, etc.) for adults residing in the Hospital's PSA by providing three free community workshop series from a baseline of zero workshop series by the end of year three. The initiative is funded and managed through AdventHealth Wauchula and all outcomes are specific to the reporting Hospital. The initiative provides health education to uninsured and underinsured residents to help them understand how to enroll in affordable health insurance, utilize health insurance and seek out primary care services. This is done in partnership with the Healthcare Planning Council of Southwest Florida. This organization employs health insurance navigators to educate the public on the health insurance marketplace and other government assisted health insurance programs. Their mission is to improve the health and wellness of the community by promoting healthy lifestyles, reducing health disparities, increasing access to quality health related services, detecting, and eliminating gaps in services, expanding knowledge through education, and facilitating community partnerships. The Hospital progressed on its set metric of providing three free "Health Insurance 101" workshops for the community by the end of year three. In year two we partnered with the Healthcare Planning Council of Southwest Florida to deliver one of the three workshops virtually. Objective 2: The second objective is to increase access to primary care services among underinsured/uninsured community members by providing donated medical supplies to two local community clinics from a baseline of one by the end of year three. The initiative is funded and managed through AdventHealth Wauchula and all outcomes are specific to the reporting Hospital. The initiative provides two identified clinics within the Hospital's PSA who serve low-income, uninsured, or underinsured populations, with donated medical supplies. The Hospital progressed on its set metric of providing donated medical supplies to two local community clinics by the end of year three. Upon identifying and creating partnerships with two community clinics who serve the underserved population, the clinics chosen were Samaritan's Touch Care Center and Central Florida Health Care (CFHC) of Hardee County. Samaritan's Touch is a faith-based, charitable healthcare center in Highlands County offering free primary and specialized medical, dental and vision care to uninsured financially struggling families who have no medical insurance of any kind and whose income is at or below 200% of the Federal Poverty Guidelines. CFHC of Hardee County is the local federally qualified healthcare clinic. Year two was spent determining the budgeted dollar amount to donate to both clinics based on the supplies needed. Donations will be sent out in year three. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedPriority 3: Cardiovascular Disease2019 Description of the Issue:Coronary heart disease is a leading cause of death in the U.S. and is also related to high blood pressure, high cholesterol, and heart attacks. In the AdventHealth Wauchula primary service area (PSA), 9% (7,614 persons) of adults aged 18 and older have coronary heart disease or angina (heart related chest pain). Additionally, the rate of death due to heart disease per 100,000 population is 155 (268 average annual deaths from 2012 2016), which is higher than the state rate of 150 and 22% (13,201 persons) of the PSA population smoke cigarettes (higher than the state rate of 19%). Tobacco use is also linked to cardiovascular disease.2021 Update: The AdventHealth Wauchula Community Health Plan has two desired goal statements under the Cardiovascular Disease priority. 1. Improve access to health education, early intervention programs and resources related to cardiovascular disease2. Decrease tobacco use in adults and youth community membersGoal 1: Improve access to health education, early intervention programs and resources related to cardiovascular disease Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the number of Hospital sponsored American Heart Association (AHA) community CPR (Cardiopulmonary Resuscitation) out-of-hospital bystander classes for adults and youth from a baseline of zero to two by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. This initiative provides training to lay community members to be able to save the lives of individuals experiencing a cardiac event by administering the two-step, Hands-Only CPR. The Hospital progressed on its set metric of two classes sponsored by the end of year three. In year two we marketed our Hands-Only CPR class throughout the community and have met with new partners to begin scheduling classes in year three. Objective 2: The second objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Florida Department of Health (FDOH) in Highlands County to provide patient referrals at discharge to enroll in free Diabetes Self-Management Education and Support (DSMES) classes by creating an internal referral system to refer 75 underinsured/uninsured adults residing in the Hospital's PSA from a baseline of zero by the end of year three. The objective is funded and managed through all Hospitals, however reported outcomes are specific to the reporting Hospital. This initiative provides an internal referral system for the Hospital to directly enroll patients in need of the FDOH's DSMES classes. The Florida Department of Health works to protect, promote and improve the health of all people in Florida through integrated state, county, and community efforts. The DSMES referral program connects diabetic and pre-diabetic individuals to health education that provides them with knowledge and tools to self-manage their chronic condition, improve health behaviors, and change health outcomes. The Hospitals progressed on the set metric of creating an internal referral system to refer 75 underinsured/uninsured adults residing in the Hospital's PSA by the end of year three. The internal plan for referring participants to the DSMES classes involves a tremendous amount of collaborative efforts with our AdventHealth Care 360 team to create an "at discharge" referral system to connect patients to our Community Benefit programs and initiatives. In year two, the referral system was piloted to connect patients (at discharge) with a history of tobacco use to free tobacco cessation classes offered by the Central Florida Area Health Education Center (AHEC). As mentioned, this system was implemented for the tobacco initiative in year two and is still undergoing the pilot before expanding to include the DSMES initiative, which will begin in year three. Objective 3:The third objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will support a series of five nutrition education class series among low-income families in the PSA from a baseline of two by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Food is Health program is an AdventHealth West Florida Division program which increases access to health education and healthy foods to improve the overall health of the communities the Hospital serves. Through collaboration with community partners, the program connects with low-income/low access communities and provides free health education, health screenings, and produce vouchers which are used to purchase fresh fruits and vegetables.The Hospital progressed on its set metric of five class series offered to low-income families by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. Objective 4:The fourth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will distribute 200 produce vouchers (valued at $10 each) to program participants from a baseline of 72 by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric of distributing 200 produce vouchers to program participants by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. Objective 5: The fifth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food Is Health program will build and maintain partnerships with local community organizations serving low-income/low access communities by engaging seven community partners from a baseline of four by the end of year three. This objective is managed at a Divisional level, and outcomes reported represent the Hospitals in Hardee and Highlands counties; AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. The Hospital progressed on its set metric of building and maintaining partnerships by engaging and recruiting four of the seven new community partner organizations by the end of year three. In year two, we maintained our partnership with UF/IFAS Extension as the educational partner for our program. We also identified and met with potential partners, the Senior Connection Center and Feeding Tampa Bay. Additionally, we identified and tried to onboard a new produce vendor, Wauchula Curbside Market. Year three will be spent identifying and solidifying a new produce vendor partner and educational partner, while maintaining the current educational partnership with UF/IFAS Extension. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedObjective 6: The sixth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will increase the number of participants among low-income families in the PSA to 50 from a baseline of 15 by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric of increasing program participation to 50 participants by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. Objective 7:The seventh objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will increase the number of health screenings among adults living in food deserts or low-income/low access communities to 75 from a baseline of 23 by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital has not progressed on its set metric of 75 health screenings by the end of year three. In year two, due to COVID-19, no community health screenings for this program occurred. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Goal 2: Decrease tobacco use in adults and youth community members Objective 1: The first objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the knowledge of free tobacco cessation programs and tobacco prevention/treatment resources for patients at discharge by partnering with the Central Florida Area Health Education Center (AHEC) to provide continuing education classes to 50 team members (treating patients with tobacco use) from a baseline of zero by the end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative provides educational classes that lead to an increase in knowledge for those AdventHealth team members who treat patients with tobacco use, or work with these patients at discharge, about tobacco cessation resources available, which could potentially improve patients' health through support for eliminating tobacco use. This is conducted through a partnership with Central Florida AHEC, the local affiliate of the national organization of AHEC, that is a community focused organization that develops and implements community-based health promotion activities and education programs which target the underserved. AHEC also provides community members tools and resources to assist with tobacco cessation, including tobacco replacement when medically necessary and available, and accredited classes for continuing education units (CEUs) and continuing medical education (CMEs) for Hospital team members. The Hospital progressed on its set metric of educating 50 team members about tobacco cessation resources by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and Central Florida AHEC. The MOU illustrates how Central Florida AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. This also includes the understanding that Central Florida AHEC will provide accredited tobacco cessation education to providers and staff of AdventHealth Wauchula, thereby resulting in earned CEUs and CMEs for these team members. In year two, due to COVID-19, no tobacco cessation educational classes for our team members occurred because of the increased need of their work time devoted to COVID-19 patients. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. In year two, we have identified classes offered by AHEC to satisfy these requirements and will offer them to our team members in year three. Objective 2: The second objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide patient referrals at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit smoking tobacco through a partnership with AHEC and create an internal referral system to link adults residing in the Hospital's PSA, providing resources for 18 patients from a baseline of zero by end of year three. The objective is funded through AdventHealth Sebring but managed by the Division. Reported referrals are specific to the reporting Hospital.This initiative provides an internal patient referral system at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit tobacco. This initiative is conducted through a partnership with AHEC and the Hospital's internal Care 360 team. The Hospital's internal Care 360 team works with patients at discharge and serves to identify patients needing tobacco cessation. Once identified, the Care 360 team can use this internal referral system to directly enroll patients into AHEC's tobacco cessation program. The Hospitals progressed on the set metric of providing resources for 18 patients at discharge through an internal referral system between the Hospital and AHEC by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and AHEC. The MOU illustrates how AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. Additionally, the Division team formed a partnership between AHEC and our internal Care 360 team and the creation of the internal referral system began. In year two, the Care 360 team piloted the internal referral system with our sister hospital, AdventHealth Sebring, as well as other hospitals within the West Florida Division. At the end of year two, ten patients of AdventHealth Sebring had been referred to AHEC's program through this method, with one patient accepting the referral. In year three, we are seeking to work out any issues with the referral system and increase the pilot to our other hospitals to meet our objective of providing resources for 18 patients at discharge. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedObjective 3: The third objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to tobacco cessation classes for adults residing in the Hospital's PSA by five classes from a baseline of zero by the end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative increases access to tobacco cessation classes that improve health through a partnership with Central Florida Area Health Education Centers (AHEC). The Hospitals progressed on the set metric of increasing access to five tobacco cessation classes by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and AHEC. The MOU illustrates how AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. Additionally, the Division team formed a partnership between AHEC and our internal Care 360 team and the creation of the internal referral system began. In year two, the Care 360 team piloted the internal referral system and collected data to share with our team on the success of this initiative. In year two, we marketed two of AHEC's tobacco cessation classes by promoting their classes through the sharing of flyers and through the direct internal referral system via Care 360. At the end of year two, ten patients of AdventHealth Sebring had been referred to AHEC's program through this method, with one patient accepting the referral to attend the class. In year three we will begin hosting AHEC's classes at our hospital campuses and offering food incentives for their participants. Priority 4: Education (Social Determinant of Health)2019 Description of the Issue:In the AdventHealth Wauchula primary service area, 20% (12,547 persons) of the population aged 25 and older do not have a high school diploma (or equivalency) or higher and this percentage is higher than the state average of 12%. Educational attainment is a social determinant of health and is linked to health outcomes. Additionally, improving health literacy may be a useful strategy for reducing disparities in health related to education.2021 Update: The AdventHealth Wauchula Community Health Plan has two desired goal statements under the Education (Social Determinant of Health) priority. 1. To increase partnerships with local school-based programs to better understand the problem of educational attainment as a social determinant of health2. To support community efforts that address the problem of educational attainment as a social determinant of healthGoal 1: To increase partnerships with local school-based programs to better understand the problem of educational attainment as a social determinant of health Objective 1: The first objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with local community school and/or college programs to create a community-based professional development program (interviewing skills, resume writing, basic computer skills, mentoring) for underserved adults residing in the Hospital's PSA by providing three community workshops from a baseline of zero by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides underserved adults with educational and hands-on training skills, such as resume writing and computer skills, needed to enter the workforce. The Hospitals progressed on the set metric of providing three community workshops to underserved adults by the end of year three. We established a partnership with CareerSource Heartland, South Florida State College and the Panthers Youth Program. CareerSource Heartland is a not-for-profit corporation that operates as a demand-driven and business focused public-private partnership. Through oversight provided by the local elected officials from DeSoto, Hardee, Highlands and Okeechobee counties, their Board of Directors offer workforce development related growth opportunities to business customers and job seekers throughout their four-county service delivery area. South Florida State College is a public college in Florida with campuses in Highlands, Desoto and Hardee counties and is part of the Florida College System. The South Florida State College Adult Education Program provides General Education Development (GED) preparation and testing. The Panthers Youth Partners program is affiliated with CareerSource Heartland and South Florida State College and serves to provide youth with services that will develop and strengthen employability skills, talents, and interests. Through these partnerships, we have identified resources - including teachers, classes, locations, and target audience members - for these development programs. Due to COVID-19, no soft skills educational workshops for the community occurred. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Additionally, Division-wide restrictions on in-person gatherings were also enforced for our Hospitals and company policy prevented us from hosting in-person classes on our Hospital campuses. We have pivoted where necessary and in year three will begin partnering with these organizations to deliver this program virtually or in-person. We will do this by having our team members offer lessons about real-world career opportunities at AdventHealth and sharing the process of attaining and maintaining a successful career. In year three, our Hospital will offer support in the form of free meeting space to host the classes for these partner organizations, free marketing materials and additional costs covered of delivering these classes. Objective 2: The second objective is a shared initiative between AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to establish a new partnership with local community organizations to identify education access barriers in underserved adults residing in the Hospital's PSA from a baseline of zero organizations to three by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved.This initiative creates a partnership with local community organizations working in adult education to help discover challenges to educational attainment and means to help resolve them. The Hospitals met the set metric of establishing three new partnerships with local community organizations to identify barriers for accessing education in underserved adults by the end of year three. We established a partnership with three new community partners - CareerSource Heartland, South Florida State College, and the Panthers Youth Program. Through the formation of these three new partnerships, we were able to discuss barriers to educational access for those underserved members of our community. The barriers identified include inaccessible or unreliable means of transportation, lack of child-care, work-hour inflexibility, financial constraints, and home-life challenges. In year three, we will provide donated funds to South Florida State College to help alleviate some of the financial constraints mentioned for those low-income individuals seeking to attain their high school diploma through the General Educational Development (GED) program.**see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group A-Facility 10 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedGoal 2: To support community efforts that address the problem of educational attainment as a social determinant of health Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide education vouchers to cover the costs of General Educational Development (GED) materials (textbooks, registration fees and tests) for adults residing in the Hospital's PSA from a baseline of zero vouchers to three vouchers by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides education vouchers in the form of monetary funds to help cover some of the cost associated with the GED test. The Hospitals progressed on the set metric of providing three education vouchers in the form of monetary funds for adults residing in the Hospital's PSA by the end of year three. Upon identifying and establishing a partnership with the local GED preparation and testing organization, South Florida State College, year two was spent determining the budgeted dollar amount to donate based on the need of those individuals served by this facility. Donations will be sent out in year three to support those low-income, underserved individuals seeking to attain their high school diploma through the GED program. Objective 2: The second objective is a shared initiative with AdventHealth Lake Placid and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing education (as a social determinant of health) from a baseline of zero hours to 150 hours by the end of year three. The objective is funded and managed through all Hospitals; however, outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospitals progressed on the set metric of 150 hours of paid staff time spent volunteering in the community to address education (as a social determinant of health) by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, due to COVID-19, many team members were still unavailable to spend any extra work time volunteering, and because of this, the educational volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Community Needs Not Chosen by AdventHealth Wauchula: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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Poor Dental Health: Many oral diseases can be prevented with routine care and regular dental checkups. The health of the teeth, the mouth and the surrounding craniofacial (skull and face) structures is central to a person's overall health and well-being. Lack of access to dental care for all ages remains a public health challenge. In the AdventHealth Wauchula Primary Service Area (PSA), the access to qualified dentists at a rate (per 100,000 pop.) is 36 (in 2015 year), as compared to the state rate of 56. The Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time.2. Tobacco Use: In the AdventHealth Wauchula PSA, an estimated 13,201 of adults age 18 or older selfreport currently smoking cigarettes some days or every day. This indicator is relevant because tobacco use is linked to leading causes of death such as cancer and cardiovascular disease. In the Hospital PSA, 22% of adults are currently smoking cigarettes, which is higher than the state percentage of 19%. The CHNAC felt the issue should not be addressed as an individual problem. Therefore, interventions to address tobacco use will be wrapped into the priority area of heart disease.3. Obesity/Overweight/Obese: In the AdventHealth Wauchula PSA, approximately 33% of adults aged 20 and older (21,963 persons) selfreport that they have a Body Mass Index (BMI) greater than 30.0 (obese) in the report area. The state percentage is 27%. Excess weight may indicate an unhealthy lifestyle and puts individuals at risk for further health issues. The CHNAC felt the issue should not be addressed as an individual problem. Therefore, interventions to address Obesity/Overweight/Obese will be wrapped into the education priority area. The Community Health Needs Assessment Committee (CHNAC) will approach this area of need more comprehensively, as other barriers contribute to negative health outcomes in this area of priority. |
| Part V, Section B, Line 11 Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Sebring and AdventHealth Lake Placid will be referred to in this document as AdventHealth Sebring or "the Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Sebring is part of the West Florida Division (the Division) of AdventHealth. The Division includes 11 hospital facilities. This is the second-year update for AdventHealth Sebring's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Sebring worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Sebring chose four priorities for its 2020-2022 Community Health Plan: 1. Mental Health (Behavioral Health)2. Transportation 3. Cardiovascular Disease 4. Education (Social Determinant of Health) Priority 1: Mental Health (Behavioral Health)2019 Description of the Issue:The burden of mental illness in the United States is among the highest of all diseases, and mental disorders are among the most common causes of disability for adults, children, and adolescents. When mental health disorders are untreated, those affected are at high risk for many unhealthy and unsafe behaviors, including alcohol or drug abuse, violent or self-destructive behavior and suicide. Mental health disorders are the 11th leading cause of death in the United States for all age groups and the second leading cause of death among people age 25 to 34. In the AdventHealth Sebring primary service areas (PSA), the rate of death due to self-harm (suicide) is 19 (per 100,000 population), which is higher than the state rate of 14 (per 100,000 population). Furthermore, 25% of the adults in the PSA population selfreport that they receive insufficient social and emotional support all or most of the time, which is higher than the state rate (21%). This indicator is relevant because social and emotional support is critical for navigating the challenges of daily life as well as for good mental health. Additionally, 17% of the Medicare-fee-for-service PSA population are depressed.2021 Update: The AdventHealth Sebring Community Health Plan has two desired goal statements under the Mental Health (Behavioral Health) priority. 1. To increase education and awareness related to mental health by engaging public schools, community members, organizations and stakeholders2. To increase community-level partnerships to enhance existing efforts currently addressing factors that impact mental health in youth and adultsGoal 1: To increase education and awareness related to mental health by engaging public schools, community members, organizations and stakeholders Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Champion for Children Advocacy Center to raise awareness of the impact of mental health in youth and adults residing in the Hospital's PSA by creating and implementing two local social media campaigns from a baseline of zero local social media campaigns by the end of year three. The objective is funded and managed through all Hospitals and outcomes reported represent all Hospitals involved. This social media campaign initiative brings awareness to both youth and adult community members regarding mental illnesses and helps to encourage conversations around the topic of mental health to ultimately destigmatize mental illnesses and encourage those suffering to seek help. Champion for Children's Advocacy Center split into two organizations after the creation of our 2020-2022 Community Health Plans. The two new organizations are the Ruth E. Handley Children's Advocacy Center and the Champion for Children Foundation. We are partnering with both organizations for this initiative. The Ruth E. Handley Children's Advocacy Center's mission is to minimize the trauma of child abuse victims and provide prevention support to families needing assistance to keep them intact. The Champion for Children Foundation offers prevention services and assistance programs to protect children, educate parents, strengthen families, assist caregivers, reduce trauma, and provide resources. These partnerships, as well as insight from members of our Community Health Needs Assessment Committee (CHNAC), have helped us to determine the most important topics to address for our social media campaigns moving forward, which will be depression and anxiety. The Hospitals progressed on the set metric of two local social media campaigns created and implemented by the end of year three. Throughout year two, we have continued to connect with mental health partners and collect resources to share with community members. The system-wide social media campaign was paused and as a result, our local social media campaign was paused as well. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is to increase the number of Mental Health First Aid USA certification training classes provided for free to community members residing in the Hospital's PSA to three certification classes from a baseline of zero by the end of year three. The deployment of the Mental Health First Aid classes is a shared initiative between AdventHealth Sebring, AdventHealth Carrollwood, AdventHealth Connerton, AdventHealth Dade City, AdventHealth North Pinellas, AdventHealth Ocala, AdventHealth Tampa, AdventHealth Zephyrhills, AdventHealth Wauchula, AdventHealth Lake Placid and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.This initiative provides Mental Health First Aid USA certification classes to the community for free. The class is a course that teaches individuals how to help someone who may be experiencing mental health or substance use challenges. The training helps one to identify, understand and respond to signs of addictions and mental illnesses. Mental Health First Aid USA is a national program developed to teach the skills to respond to the signs of mental illness and substance use.The Hospital progressed on its set metric of providing three free Mental Health First Aid USA certification training classes to community members residing in the Hospital's PSA by the end of year three. During year two, four team members became certified instructors for Mental Health First Aid's adult curriculum. We have also continued to identify community partners and training locations to begin teaching classes in year three. Goal 2: To increase community-level partnerships to enhance existing efforts currently addressing factors that impact mental health in youth and adults Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide vouchers to cover the costs of household supplies for homeless adults residing in the Hospital's PSA who receive housing services at Peace River Center (PRC) from a baseline of zero vouchers to three by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved unless otherwise indicated. This initiative provides vouchers in the form of monetary funds to help cover some of the cost associated with purchasing household and personal supplies for community members that are supported by the residential housing programs offered at Peace River Center, who is our community partner. This will thereby lead to improved health outcomes by providing these essential supplies.Peace River Center is a 501(c)(3) not-for-profit organization that strives to impact the lives of its clients and the community they serve by engaging, restoring, and empowering individuals to reach their fullest potential by offering a broad range of mental health, victim and substance use disorder services throughout Polk, Highlands, and Hardee counties, including housing and domestic violence shelters. The Hospitals progressed on the set metric of providing three vouchers to cover the cost of household supplies for those residents residing at Peace River Center by year three. Year two was spent determining the budgeted dollar amount to donate based on the supplies needed by the facility. Donations will be sent out in year three. Objective 2: The second objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase awareness of Hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA through a partnership with Peace River Center (PRC) by providing three informative in-service presentations to Crisis Response Outreach Counselors at PRC from a baseline of zero presentations by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides information about our Hospital sponsored Community Benefit programs that are free to community members and targeted to reach those uninsured/underinsured, underserved, low-income and minority members of the community. These programs include, but are not limited to, our Food is Health program that gives participants 10 dollars' worth of free produce for participating in an education class about nutrition and healthy living. These informative in-service presentations are presented to the Crisis Response Outreach Counselors at Peace River Center who connect directly with those community members in need of mental health and crisis response counseling. They may also benefit from our free community programs. By sharing our programs with these counselors, they can then share this information with their clients. The Hospitals progressed on the set metric of providing three informative in-service presentations to Crisis Response Outreach Counselors at PRC by the end of year three. Year two was spent getting our programs back up and running in the community so that in year three, we will have these programs available to share with the Crisis Response Outreach Counselors.Objective 3: The third objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing mental health from a baseline of zero hours to 300 hours by the end of year three. The objective is funded and managed through all Hospitals, however reported outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations addressing this priority area. The Hospitals progressed on the set metric of 300 hours of paid staff time spent volunteering in the community to address mental health by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, due to COVID-19, many team members were still unavailable to spend any extra work time volunteering, and because of this, the mental health volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 2: Transportation 2019 Description of the Issue:A poor transportation system prevents those who do not own a car or have reliable transportation from accessing healthcare. Transportation barriers lead to rescheduled or missed appointments, delayed care, and missed or delayed medication use. In the AdventHealth Sebring primary service area (PSA), 3% (1,026 persons) of the population are currently using public transportation as their primary means of transportation to work. Furthermore, 27% of the population (28,585 persons) age 18 years and older do not have a regular healthcare provider, which is higher than the state average of 25%.2021 Update: The AdventHealth Sebring Community Health Plan has two desired goal statements under the Transportation priority. 1. To increase community partnerships with local transportation systems, leaders, and businesses to develop new strategies for improving access to transportation2. To increase access to culturally appropriate nutritious food options in food desert or low income/low access areas by implementing the Food is Health programGoal 1: To increase community partnerships with local transportation systems, leaders, and businesses to develop new strategies for improving access to transportation Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to decrease transportation challenges (barriers) among vulnerable adults residing in the Hospital's PSA by creating and implementing two new collaborative strategies from a baseline of zero strategies by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. The initiative created a partnership between our Hospital and community organizations who also share a goal to reduce transportation challenges within the community. Through this collaboration, we exchanged ideas, resources, and programs. We also evaluated what additional resources are available, or may become available, to community members with transportation challenges.The Hospital progressed on its set metric of implementing two new collaborative strategies to aid in decreasing transportation challenges among vulnerable adults residing in the Hospital's PSA by year three. Year two was spent working with our transportation action team and the Heartland Regional Transportation Planning Organization to plan the community summits that will occur in year three. These summits will include informative presentations about the various transportation programs available to residents in need who reside in Highlands and Hardee counties. The Heartland Regional Transportation Planning Organization coordinates transportation plans for the Heartland Region including the six counties of DeSoto, Glades, Hardee, Hendry, Highlands and Okeechobee and the urbanized area of Highlands County, including the cities of Sebring and Avon Park. The Central Florida Regional Planning Council's mission is to provide support to the citizens and counties of the Heartland region and to seek ways to improve the quality of life of the citizens of the Heartland.Objective 2: The second objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to establish a new transportation taskforce in Hardee/Highlands Counties to co-host at least two community summits (with AdventHealth Wauchula and AdventHealth Lake Placid) from a baseline of zero summits to increase awareness of the impact of transportation accessibility on community health, wellness and employment sustainability for community members residing in the Hospital's PSA by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative brings together multiple organizations from the community who share a common goal in seeking to improve transportation access and a platform for getting the transportation programs available out to the communities we serve. The Hospitals progressed on the set metric of establishing a transportation taskforce to co-host two community summits by the end of year three. Year two was spent working with the Heartland Regional Transportation Planning Organization to identify a team member to join their established transportation taskforce. This team member was identified and joined in the meetings. Planning began with this taskforce to help co-host the community summits that will take place in year three. Goal 2: Increase access to culturally appropriate nutritious food options in food desert or low income/low access areas Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will support a series of three nutrition education class series among low-income families in the PSA from a baseline of one by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Food is Health program is an AdventHealth West Florida Division program which increases access to health education and healthy foods to improve the overall health of the communities the Hospital serves. Through collaboration with community partners, the program connects with low-income/low access communities and provides free health education, health screenings and produce vouchers which are used to purchase fresh fruits and vegetables.The Hospital progressed on its set metric of three class series offered to low-income families by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running.Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will distribute 120 produce vouchers (valued at $10 each) to program participants from a baseline of 40 by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric of distributing 120 produce vouchers to program participants by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 3: The third objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food Is Health program will build and maintain partnerships with local community organizations serving low-income/low access communities by engaging six community partners from a baseline of three by the end of year three. This objective is managed at a Divisional level, and outcomes reported represent the Hospitals in Hardee and Highlands counties; AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. The Hospital progressed on its set metric of building and maintaining partnerships by engaging and recruiting four of the six new community partner organizations by the end of year three. In year two, we maintained our partnership with UF/IFAS Extension as the educational partner for our program. We also identified and met with potential partners, the Senior Connection Center and Feeding Tampa Bay. Additionally, we identified and tried to onboard a new produce vendor, Wauchula Curbside Market. Year three will be spent identifying and solidifying a new produce vendor partner and educational partner, while maintaining the current educational partnership with UF/IFAS Extension. Objective 4: The fourth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states that the Food is Health program will increase the number of participants among low-income families in the PSA to 30 from a baseline of 11 by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric of increasing program participation to 30 participants by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. Objective 5:The fifth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will increase the number of health screenings among adults living in food deserts or low-income/low access communities to 45 from a baseline of 13 by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital has not progressed on its set metric of 45 health screenings by the end of year three. In year two, due to COVID-19, no community health screenings for this program occurred. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Priority 3: Cardiovascular Disease2019 Description of the Issue:Coronary heart disease is a leading cause of death in the U.S. and is also related to high blood pressure, high cholesterol, and heart attacks. In the AdventHealth Sebring primary service area (PSA), 9% of adults aged 18 and older have coronary heart disease or angina (heart related chest pain). Additionally, the rate of death due to heart disease per 100,000 population is 156 (370 average annual deaths from 2012 2016), which is higher than the state rate of 150 and 22% of the PSA population smoke cigarettes (higher than the state rate of 19%). Tobacco use is also linked to cardiovascular disease.2021 Update: The AdventHealth Sebring Community Health Plan has two desired goal statements under the Cardiovascular Disease priority. 1. Improve access to health education, early intervention programs and resources related to cardiovascular disease2. Decrease tobacco use in adults and youth community membersGoal 1: Improve access to health education, early intervention programs and resources related to cardiovascular disease Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the number of Hospital sponsored American Heart Association (AHA) community CPR (Cardiopulmonary Resuscitation) out-of-hospital bystander classes for adults and youth from a baseline of zero to two by the end of year three. This initiative provides training to lay community members to be able to save the lives of individuals experiencing a cardiac event by administering the two-step, Hands-Only CPR. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of two classes sponsored by the end of year three. In year two we marketed our Hands-Only CPR class throughout the community and have met with new partners to begin scheduling classes in year three. Objective 2: The second objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Florida Department of Health (FDOH) in Highlands County to provide patient referrals at discharge to enroll in free Diabetes Self-Management Education and Support (DSMES) classes by creating an internal referral system to refer 100 underinsured/uninsured adults residing in the Hospital's PSA from a baseline of zero by the end of year three. The objective is funded and managed through all Hospitals, however reported outcomes are specific to the reporting Hospital. This initiative provides an internal referral system for the Hospital to directly enroll patients in need in the FDOH's DSMES classes. The Florida Department of Health works to protect, promote and improve the health of all people in Florida through integrated state, county, and community efforts. The DSMES referral program connects diabetic and pre-diabetic individuals to health education that provides them with knowledge and tools to self-manage their chronic condition, improve health behaviors, and change health outcomes. The Hospitals progressed on the set metric of creating an internal referral system to refer 100 underinsured/uninsured adults residing in the Hospital's PSA by the end of year three. The internal plan for referring participants to the DSMES classes involves a tremendous amount of collaborative efforts with our AdventHealth Care 360 team to create an "at discharge" referral system to connect patients to our Community Benefit programs and initiatives. In year two, the referral system was piloted to connect patients (at discharge) with a history of tobacco use to free tobacco cessation classes offered by the Central Florida Area Health Education Center (AHEC). As mentioned, this system was implemented for the tobacco initiative in year two and is still undergoing the pilot before expanding to include the DSMES initiative, which will begin in year three. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 3:The third objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid time for Hospital staff/team members to volunteer with community organizations addressing heart disease and stroke from a baseline of zero hours to 200 hours by the end of year three. The objective is funded through all Hospitals and managed by the Division, however reported outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on the set metric of 200 hours of paid staff time spent volunteering in the community to address heart disease and stroke by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. The Division team also created screensavers to advertise the volunteer portal. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, many team members were still unavailable to spend any extra work time volunteering due to COVID-19, and because of this, the cardiovascular disease volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Goal 2: Decrease tobacco use in adults and youth community members Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the knowledge of free tobacco cessation programs and tobacco prevention/treatment resources for patients at discharge by partnering with Central Florida Area Health Education Center (AHEC) to provide continuing education classes to 50 team members (treating patients with tobacco use) from a baseline of zero by the end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative provides educational classes that lead to an increase in knowledge for those AdventHealth team members who treat patients with tobacco use, or work with these patients at discharge, about tobacco cessation resources available, which could potentially improve patients' health through support for eliminating tobacco use. This is conducted through a partnership with Central Florida AHEC, the local affiliate of the national organization of AHEC, that is a community focused organization that develops and implements community-based health promotion activities and education programs, which target the underserved. AHEC also provides community members tools and resources to assist with tobacco cessation, including tobacco replacement when medically necessary and available, and accredited classes for continuing education units (CEUs) and continuing medical education (CMEs) for Hospital team members.The Hospital progressed on its set metric of educating 50 team members about tobacco cessation resources by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and Central Florida AHEC. The MOU illustrates how Central Florida AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. This also includes the understanding that Central Florida AHEC will provide accredited tobacco cessation education to providers and staff of AdventHealth, thereby resulting in earned CEUs and CMEs for these team members. In year two, due to COVID-19, no tobacco cessation educational classes for our team members occurred because of the increased need of their work time devoted to COVID-19 patients. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. In year two, we have identified classes offered by AHEC to satisfy these requirements and will offer them to our team members in year three. Objective 2: The second objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide patient referrals at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit smoking tobacco through a partnership with AHEC and create an internal referral system to link adults residing in the Hospital's PSA, providing resources for 18 patients from a baseline of zero by the end of year three. The objective is funded through AdventHealth Sebring but managed by the Division. Reported referrals are specific to the reporting Hospital.This initiative provides an internal patient referral system at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit tobacco. This initiative is conducted through a partnership with AHEC and the Hospital's internal Care 360 team. The Hospital's internal Care 360 team works with patients at discharge and serves to identify patients needing tobacco cessation. Once identified, the Care 360 team can use this internal referral system to directly enroll patients into AHEC's tobacco cessation program. The Hospital progressed on its set metric of providing resources for 18 patients at discharge through an internal referral system between the Hospital and AHEC by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and AHEC. The MOU illustrates how AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. Additionally, the Division team formed a partnership between AHEC and our internal Care 360 team and the creation of the internal referral system began. In year two, the Care 360 team piloted the internal referral system. At the end of year two, ten patients of AdventHealth Sebring had been referred to AHEC's program through this method, with one patient accepting the referral. In year three, we are seeking to work out any issues with the referral system and increase the pilot to our other hospitals to meet our objective of providing resources for 18 patients at discharge. Objective 3: The third objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to tobacco cessation classes in adults residing in the Hospital's PSA by five classes from a baseline of zero by the end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative increases access to tobacco cessation classes that improve health through a partnership with Central Florida Area Health Education Centers (AHEC). **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedThe Hospitals progressed on the set metric of increasing access to five tobacco cessation classes by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and AHEC. The MOU illustrates how AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. Additionally, the Division team formed a partnership between AHEC and our internal Care 360 team and the creation of the internal referral system began. In year two, the Care 360 team piloted the internal referral system and collected data to share with our team on the success of this initiative. In year two, we marketed two of AHEC's tobacco cessation classes by promoting their classes through the sharing of flyers and through the direct internal referral system via Care 360. At the end of year two, ten patients of AdventHealth Sebring had been referred to AHEC's program through this method, with one patient accepting the referral to attend the class. In year three we will begin hosting AHEC's classes at our hospital campuses and offering food incentives for their participants. Priority 4: Education (Social Determinant of Health)2019 Description of the Issue:In the AdventHealth Sebring primary service area, 17% (14,018 persons) of the population aged 25 and older do not have a high school diploma (or equivalency) or higher and is higher than the state average of 12%. Educational attainment is a social determinant of health and is linked to health outcomes. Additionally, improving health literacy may be a useful strategy for reducing disparities in health related to education.2021 Update: The AdventHealth Sebring Community Health Plan has two desired goal statements under the Education (Social Determinant of Health) priority. 1. To increase partnerships with local school-based programs to better understand the problem of educational attainment as a social determinant of health2. To support community efforts to address the problem of educational attainment as a social determinant of healthGoal 1: To increase partnerships with local school-based programs to better understand the problem of educational attainment as a social determinant of health Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with local community school and/or college programs to develop, implement and evaluate a community-based professional development program (interviewing skills, resume writing, basic computer skills, mentoring) for underserved adults residing in the Hospital's PSA by providing three community workshops from a baseline of zero by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides underserved adults with educational and hands-on training skills, such as resume writing and computer skills, needed to enter the workforce. The Hospitals progressed on the set metric of providing three community workshops to underserved adults by the end of year three. We established a partnership with CareerSource Heartland, South Florida State College, and the Panthers Youth Program. CareerSource Heartland is a not-for-profit corporation that operates as a demand-driven and business focused public-private partnership. Through oversight provided by the local elected officials from DeSoto, Hardee, Highlands and Okeechobee counties, their Board of Directors offer workforce development related growth opportunities to business customers and job seekers throughout their four-county service delivery area.South Florida State College is a public college in Florida with campuses in Highlands, Desoto and Hardee counties and is part of the Florida College System. The South Florida State College Adult Education Program provides General Education Development (GED) preparation and testing. The Panthers Youth Partners program is affiliated with CareerSource Heartland and South Florida State College and serves to provide youth with services that will develop and strengthen employability skills, talents, and interests. Through these partnerships, we have identified resources - including teachers, classes, locations, and target audience members- for these development programs. Due to COVID-19, no soft skills educational workshops for the community occurred. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Additionally, Division-wide restrictions on in-person gatherings were also enforced for our Hospitals and company policy prevented us from hosting in-person classes on our Hospital campuses. We have pivoted where necessary and in year three, will begin partnering with these organizations to deliver this program virtually or in-person. We will do this by having our team members offer lessons about real-world career opportunities at AdventHealth and sharing the process of attaining and maintaining a successful career. In year three, our Hospital will offer support in the form of free meeting space to host the classes for these partner organizations, free marketing materials and additional costs covered of delivering these classes. Objective 2: The second objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to establish a new partnership with local community organizations to identify education access barriers in underserved adults residing in the Hospital's PSA from a baseline of zero organizations to two by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative creates a partnership with local community organizations working in adult education to help discover challenges to educational attainment and means to help resolve them. The Hospitals exceeded the set metric of establishing two new partnerships with local community organizations to identify barriers for accessing education in underserved adults by the end of year three. We established a partnership with three new community partners- CareerSource Heartland, South Florida State College, and the Panthers Youth Program. Through the formation of these three new partnerships, we were able to discuss barriers to educational access for those underserved members of our community. The barriers identified include inaccessible or unreliable means of transportation, lack of child-care, work-hour inflexibility, financial constraints, and home-life challenges. In year three, we will provide donated funds to South Florida State College to help alleviate some of the financial constraints mentioned for those low-income individuals seeking to attain their high school diploma through the General Educational Development (GED) program. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedGoal 2: To support community efforts that address the problem of educational attainment as a social determinant of health Objective 1: The first objective is a shared initiative between AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is to provide education vouchers to cover the costs of General Educational Development (GED) materials (textbooks, registration fees and tests) for adults residing in the Hospital's PSA from a baseline of zero vouchers to three vouchers by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides education vouchers in the form of monetary funds to help cover some of the cost associated with the GED test. The Hospitals progressed on the set metric of providing three education vouchers in the form of monetary funds for adults residing in the Hospital's PSA by the end of year three. Upon identifying and establishing a partnership with the local GED preparation and testing organization, South Florida State College, year two was spent determining the budgeted dollar amount to donate based on the need of those individuals served by this facility. Donations will be sent out in year three to support those low-income, underserved individuals seeking to attain their high school diploma through the GED program. Objective 2: The second objective is a shared initiative with AdventHealth Wauchula and AdventHealth Lake Placid. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing education (as a social determinant of health) from a baseline of zero hours to 150 hours by the end of year three. The objective is funded and managed through all Hospitals; however, outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospitals progressed on the set metric of 150 hours of paid staff time spent volunteering in the community to address education (as a social determinant of health) by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours, and notify community partners when team members sign up for an event. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, due to COVID-19, many team members were still unavailable to spend any extra work time volunteering, and because of this, the educational volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Community Needs Not Chosen by AdventHealth Sebring: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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Poor Dental Health: Many oral diseases can be prevented with routine care and regular dental checkups. The health of the teeth, the mouth and the surrounding craniofacial (skull and face) structures is central to a person's overall health and well-being. Lack of access to dental care for all ages remains a public health challenge. In the AdventHealth Sebring Primary Service Area (PSA), the access to dentists' rate (per 100,000 pop.) is 36.5 (in 2015 year), as compared to the state rate of 56. The Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time.2. Tobacco Use: In the AdventHealth Sebring PSA, an estimated 16,314 of adults age 18 or older selfreport currently smoking cigarettes some days or every day. This indicator is relevant because tobacco use is linked to leading causes of death such as cancer and cardiovascular disease. In the Hospital PSA, 22% of adults are currently smoking cigarettes, which is higher than the state percentage of 19%. The CHNAC felt the issue should not be addressed as an individual problem. Therefore, interventions to address tobacco use will be wrapped into the priority area of heart disease.3. Obesity/Overweight/Obese: In the AdventHealth Sebring PSA, approximately 33% of adults aged 20 and older selfreport that they have a Body Mass Index (BMI) greater than 30 (obese) in the report area. The state percentage is 27%. Excess weight may indicate an unhealthy lifestyle and puts individuals at risk for further health issues.The CHNAC felt the issue should not be addressed as an individual problem. Therefore, interventions to address Obesity/Overweight/Obese will be wrapped into the education priority area. The Community Health Needs Assessment Committee (CHNAC) will approach this area of need more comprehensively, as other barriers contribute to negative health outcomes in this area of priority. |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Sebring and AdventHealth Lake Placid will be referred to in this document as AdventHealth Lake Placid or "the Hospital".The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency.AdventHealth Lake Placid is part of the West Florida Division (the Division) of AdventHealth. The Division includes 11 hospital facilities.This is the second-year update for AdventHealth Lake Placid's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Lake Placid worked to define and address the needs of low-income, minority and underserved populations in its service area.The 2019 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 community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address.AdventHealth Lake Placid chose four priorities for its 2020-2022 Community Health Plan:1. Mental Health (Behavioral Health)2. Transportation 3. Cardiovascular Disease4. Education (Social Determinant of Health)Priority 1: Mental Health (Behavioral Health)2019 Description of the Issue:The burden of mental illness in the United States is among the highest of all diseases and mental disorders are among the most common causes of disability for adults, children, and adolescents. When Mental health disorders are untreated, those affected are at high risk for many unhealthy and unsafe behaviors, including alcohol or drug abuse, violent or self-destructive behavior and suicide. Mental health disorders are the 11th leading cause of death in the United States for all age groups and the second leading cause of death among people ages 25 to 34. In the AdventHealth Lake Placid primary service areas (PSA), the rate of death due to self harm (suicide) is 20.5 (per 100,000 population), which is higher than the state rate of 14 (per 100,000 population). Furthermore, 25% (16,345 persons) of the adults in the PSA population selfreport that they receive insufficient social and emotional support all or most of the time, which is higher than the state rate (21%). This indicator is relevant because social and emotional support is critical for navigating the challenges of daily life as well as for good mental health. Furthermore, 17% of the Medicare-fee-for-service PSA population are depressed.2021 Update: The AdventHealth Lake Placid Community Health Plan has two desired goal statements under the Mental Health (Behavioral Health) priority. 1. To increase education and awareness related to mental health by engaging public schools, community members, organizations and stakeholders2. To increase community-level partnerships to enhance existing efforts currently addressing factors that impact mental health in youth and adultsGoal 1: To increase education and awareness related to mental health by engaging public schools, community members, organizations and stakeholders Objective 1: The first objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Champion for Children Advocacy Center to raise awareness of the impact of mental health in youth and adults residing in the Hospital's PSA by creating and implementing two local social media campaigns from a baseline of zero local social media campaigns by the end of year three. The objective is funded and managed through the Hospitals and outcomes reported represent all Hospitals involved. This social media campaign initiative brings awareness to both youth and adult community members regarding mental illnesses and helps to encourage conversations around the topic of mental health to ultimately destigmatize mental illnesses and encourage those suffering to seek help. Champion for Children's Advocacy Center split into two organizations after the creation of our 2020-2022 Community Health Plans. The two new organizations are the Ruth E. Handley Children's Advocacy Center and the Champion for Children Foundation. We are partnering with both organizations for this initiative. The Ruth E. Handley Children's Advocacy Center's mission is to minimize trauma of child abuse victims and provide prevention support to families needing assistance to keep them intact. The Champion for Children Foundation offers prevention services and assistance programs to protect children, educate parents, strengthen families, assist caregivers, reduce trauma, and provide resources. These partnerships, as well as insight from members of our Community Health Needs Assessment Committee (CHNAC), have helped us to determine the most important topics to address for our social media campaigns moving forward, which will be depression and anxiety. The Hospitals progressed on the set metric of two local social media campaigns created and implemented by the end of year three. Throughout year two, we have continued to connect with mental health partners and collect resources to share with community members. The system-wide social media campaign was paused, and as a result our local social media campaign was paused as well. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is to increase the number of Mental Health First Aid USA certification training classes provided for free to community members residing in the Hospital's PSA to three certification classes from a baseline of zero by the end of year three. The deployment of the Mental Health First Aid classes is a shared initiative between AdventHealth Lake Placid, AdventHealth Carrollwood, AdventHealth Connerton, AdventHealth Dade City, AdventHealth North Pinellas, AdventHealth Ocala, AdventHealth Sebring, AdventHealth Tampa, AdventHealth Zephyrhills, AdventHealth Wauchula and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.This initiative provides Mental Health First Aid USA certification classes to the community for free. The class is a course that teaches individuals how to help someone who may be experiencing mental health or substance use challenges. The training helps one to identify, understand and respond to signs of addictions and mental illnesses. Mental Health First Aid USA is a national program developed to teach the skills to respond to the signs of mental illness and substance use.The Hospital progressed on its set metric of providing three free Mental Health First Aid USA certification training classes to community members residing in the Hospital's PSA by the end of year three. During year two, four team members became certified instructors for Mental Health First Aid's adult curriculum. We have also continued to identify community partners and training locations to begin teaching classes in year three. Goal 2: To increase community-level partnerships to enhance existing efforts currently addressing factors that impact mental health in youth and adults Objective 1: The first objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide vouchers to cover the costs of household supplies for homeless adults residing in the Hospital's PSA who receive housing services at Peace River Center (PRC) from a baseline of zero vouchers to three by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved unless otherwise indicated.This initiative provides vouchers in the form of monetary funds to help cover some of the cost associated with purchasing household and personal supplies for community members that are supported by the residential housing programs offered at Peace River Center, who is our community partner. This will thereby lead to improved health outcomes by providing these essential supplies.Peace River Center is a 501(c)(3) not-for-profit organization that strives to impact the lives of its clients and the community they serve by engaging, restoring, and empowering individuals to reach their fullest potential by offering a broad range of mental health, victim and substance use disorder services throughout Polk, Highlands, and Hardee counties, including housing and domestic violence shelters. The Hospitals progressed on the set metric of providing three vouchers to cover the cost of household supplies for those residents residing at Peace River Center by year three. Year two was spent determining the budgeted dollar amount to donate based on the supplies needed by the facility. Donations will be sent out in year three. Objective 2: The second objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase awareness of Hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA through a partnership with Peace River Center (PRC), by providing three informative in-service presentations to Crisis Response Outreach Counselors at PRC from a baseline of zero presentations by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides information about our Hospital sponsored Community Benefit programs that are free to community members and targeted to reach those uninsured/underinsured, underserved, low-income and minority members of the community. These programs include, but are not limited to, our Food is Health program that gives participants 10 dollars worth of free produce for participating in an education class about nutrition and healthy living. These informative in-service presentations are presented to the Crisis Response Outreach Counselors at Peace River Center who connect directly with those community members in need of mental health and crisis response counseling. They may also benefit from our free community programs. By sharing our programs with these counselors, they can then share this information with their clients. The Hospitals progressed on its set metric of providing three informative in-service presentations to Crisis Response Outreach Counselors at PRC by the end of year three. Year two was spent getting our programs back up and running in the community so that in year three, we will have these programs available to share with the Crisis Response Outreach Counselors. Objective 3: The third objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing mental health from a baseline of zero hours to 300 hours by the end of year three. The objective is funded and managed through all Hospitals, however reported outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations addressing this priority area. The Hospital progressed on its set metric of 300 hours of paid staff time spent volunteering in the community to address mental health by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, due to COVID-19, many team members were still unavailable to spend any extra work time volunteering, and because of this, the mental health volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 2: Transportation 2019 Description of the Issue:A poor transportation system prevents those who do not own a car or have reliable transportation from accessing healthcare. Transportation barriers lead to rescheduled or missed appointments, delayed care, and missed or delayed medication use. In the AdventHealth Lake Placid primary service area (PSA), 3.62% (1,022 persons) of the population are currently using public transportation as their primary means of transportation to work. Additionally, approximately 30% of the population (22,810 persons) age 18 years and older do not have a regular healthcare provider, which is higher than the state average of 25%.2021 Update: The AdventHealth Lake Placid Community Health Plan has two desired goal statements under the Transportation priority. 1. To increase community partnerships with local transportation systems, leaders, and businesses to develop new strategies for improving access to transportation2. To increase access to culturally appropriate nutritious food options in food desert or low income/low access areas by implementing the Food is Health programGoal 1: To increase community partnerships with local transportation systems, leaders, and businesses to develop new strategies for improving access to transportation Objective 1: The first objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to decrease transportation challenges (barriers) among vulnerable adults residing in the Hospital's PSA by creating and implementing two new collaborative strategies from a baseline of zero strategies by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. The initiative created a partnership between our Hospitals and community organizations who also share a goal to reduce transportation challenges within the community. Through this collaboration, we exchanged ideas, resources, and programs. We also evaluated what additional resources are available, or may become available, to community members with transportation challenges. The Hospitals progressed on the set metric of implementing two new collaborative strategies to aide in decreasing transportation challenges among vulnerable adults residing in the Hospital's PSA by year three. Year two was spent working with our transportation action team and the Heartland Regional Transportation Planning Organization to plan the community summits that will occur in year three. These summits will include informative presentations about the various transportation programs available to residents in need who reside in Highlands and Hardee counties. The Heartland Regional Transportation Planning Organization coordinates transportation plans for the Heartland Region including the six counties of DeSoto, Glades, Hardee, Hendry, Highlands and Okeechobee and the urbanized area of Highlands County, including the cities of Sebring and Avon Park. The Central Florida Regional Planning Council's mission is to provide support to the citizens and counties of the Heartland region and to seek ways to improve the quality of life of the citizens of the Heartland.Objective 2: The second objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to establish a new transportation taskforce in Hardee/Highlands County to co-host at least two community summits (with AdventHealth Wauchula and AdventHealth Sebring) from a baseline of zero summits to increase awareness of the impact of transportation accessibility on community health, wellness and employment sustainability for community members residing in the Hospital's PSA by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative brings together multiple organizations from the community who share a common goal in seeking to improve transportation access and a platform for getting the transportation programs available out to the communities we serve. The Hospitals progressed on the set metric of establishing a transportation taskforce to co-host two community summits by the end of year three. Year two was spent working with the Heartland Regional Transportation Planning Organization to identify a team member to join their established transportation taskforce. This team member was identified and joined in the meetings. Planning began with this taskforce to help co-host the community summits that will take place in year three. Goal 2: Increase access to culturally appropriate nutritious food options in food desert or low income/low access areas Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will support a series of three nutrition education class series among low-income families in the PSA from a baseline of zero by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Food is Health program is an AdventHealth West Florida Division program which increases access to health education and healthy foods to improve the overall health of the communities the Hospital serves. Through collaboration with community partners, the program connects with low-income/low access communities and provides free health education, health screenings and produce vouchers which are used to purchase fresh fruits and vegetables.The Hospital progressed on its set metric of three class series offered to low-income families by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will distribute 120 produce vouchers (valued at $10 each) to program participants from a baseline of zero by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric of distributing 120 produce vouchers to program participants by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS extension, but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. Objective 3: The third objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food Is Health program will build and maintain partnerships with local community organizations serving low-income/low access communities by engaging four community partners from a baseline of zero by the end of year three. This objective is managed at a Divisional level and outcomes reported represent the Hospitals in Hardee and Highlands counties; AdventHealth Sebring, AdventHealth Lake Placid and AdventHealth Wauchula. The Hospitals progressed on the set metric of building and maintaining partnerships by engaging and recruiting four new community partner organizations by the end of year three. In year two, we maintained our partnership with UF/IFAS Extension as the educational partner for our program. We also identified and met with potential partners, the Senior Connection Center and Feeding Tampa Bay. Additionally, we identified and tried to onboard a new produce vendor, Wauchula Curbside Market. Year three will be spent identifying and solidifying a new produce vendor partner and educational partner, while maintaining the current educational partnership with UF/IFAS Extension. Objective 4: The fourth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will increase the number of participants among low-income families in the PSA to 30 from a baseline of zero by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric of increasing program participation to 30 participants by the end of year three. In year two, we scheduled a Food is Health class in partnership with UF/IFAS Extension but the class did not meet the minimum number of required attendees (10) and was therefore canceled. Additionally, we searched for a new produce vendor in year two because the former produce vendor was no longer able to fulfill the requirements of the program. Unfortunately, the new produce vendor identified was unable to be legally onboarded as a vendor for AdventHealth. We will continue the search for another produce vendor in year three to successfully enable the program to be back up and running. Objective 5:The fifth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective states the Food is Health program will increase the number of health screenings among adults living in food deserts or low-income/low-access communities to 45 from a baseline of zero by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital has not progressed on its set metric of 45 health screenings by the end of year three. In year two, due to COVID-19, no community health screenings for this program occurred. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Priority 3: Cardiovascular Disease2019 Description of the Issue:Coronary heart disease is a leading cause of death in the U.S. and is also related to high blood pressure, high cholesterol, and heart attacks. In the AdventHealth Lake Placid primary service area (PSA), 9% (7,820 persons) of adults aged 18 and older have coronary heart disease or angina (heart related chest pain). Additionally, the rate of death due to heart disease per 100,000 population is 151 (289 average annual deaths from 2012 2016), which is higher than the state rate of 150 and 22% (13,180 persons) of the PSA population smoke cigarettes (higher than the state rate of 19%). Tobacco use is also linked to cardiovascular disease.2021 Update: The AdventHealth Lake Placid Community Health Plan has two desired goal statements under the Cardiovascular Disease priority. 1. Improve access to health education, early intervention programs and resources related to cardiovascular disease2. Decrease tobacco use in adults and youth community membersGoal 1: Improve access to health education, early intervention programs and resources related to cardiovascular disease Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the number of Hospital sponsored American Heart Association (AHA) community CPR (Cardiopulmonary Resuscitation) out-of-hospital bystander classes for adults and youth from a baseline of zero to two by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. This initiative provides training to lay community members to be able to save the lives of individuals experiencing a cardiac event by administering the two-step, Hands-Only CPR. The Hospital progressed on its set metric of two classes sponsored by the end of year three. In year two we marketed our Hands-Only CPR class throughout the community and have met with new partners to begin scheduling classes in year three. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Florida Department of Health (FDOH) in Highlands County to provide patient referrals at discharge to enroll in free Diabetes Self-Management Education and Support (DSMES) classes by creating an internal referral system to refer 100 underinsured/uninsured adults residing in the Hospital's PSA from a baseline of zero by the end of year three. The objective is funded and managed through all Hospitals, however reported outcomes are specific to the reporting Hospital. This initiative provides an internal referral system for the Hospital to directly enroll patients in need in the FDOH's DSMES classes. The Florida Department of Health works to protect, promote and improve the health of all people in Florida through integrated state, county, and community efforts. The DSMES referral program connects diabetic and pre-diabetic individuals to health education that provides them with knowledge and tools to self-manage their chronic condition, improve health behaviors, and change health outcomes. The Hospital progressed on its set metric of creating an internal referral system to refer 100 underinsured/uninsured adults residing in the Hospital's PSA by the end of year three. The internal plan for referring participants to the DSMES classes involves a tremendous amount of collaborative efforts with our AdventHealth Care 360 team to create an "at discharge" referral system to connect patients to our Community Benefit programs and initiatives. In year two, the referral system was piloted to connect patients (at discharge) with a history of tobacco use to free tobacco cessation classes offered by the Central Florida Area Health Education Center (AHEC). As mentioned, this system was implemented for the tobacco initiative in year two and is still undergoing the pilot before expanding to include the DSMES initiative, which will begin in year three. Objective 3:The third objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid time for Hospital staff/team members to volunteer with community organizations addressing heart disease and stroke from a baseline of zero hours to 100 hours by the end of year three. The objective is funded through all Hospitals and managed by the Division, however reported outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 100 hours of paid staff time spent volunteering in the community to address heart disease and stroke by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. The Division team also created screensavers to advertise the volunteer portal. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, many team members were still unavailable to spend any extra work time volunteering due to COVID-19, and because of this, the cardiovascular disease volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Goal 2: Decrease tobacco use in adults and youth community members Objective 1: The first objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the knowledge of free tobacco cessation programs and tobacco prevention/treatment resources for patients at discharge by partnering with Central Florida Area Health Education Center (AHEC) to provide continuing education classes to 50 team members (treating patients with tobacco use) from a baseline of zero by the end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative provides educational classes that lead to an increase in knowledge for those AdventHealth team members who treat patients with tobacco use, or work with these patients at discharge, about tobacco cessation resources available, which could potentially improve patients' health through support for eliminating tobacco use. This is conducted through a partnership with Central Florida AHEC, the local affiliate of the national organization of AHEC, who is a community focused organization that develops and implements community-based health promotion activities and education programs, which target the underserved. AHEC also provides community members tools and resources to assist with tobacco cessation, including tobacco replacement when medically necessary and available, and accredited classes for continuing education units (CEUs) and continuing medical education (CMEs) for Hospital team members. The Hospitals progressed on the set metric of educating 50 team members about tobacco cessation resources by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and Central Florida AHEC. The MOU illustrates how Central Florida AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. This also includes the understanding that Central Florida AHEC will provide accredited tobacco cessation education to providers and staff of AdventHealth, thereby resulting in earned CEUs and CMEs for these team members. In year two, due to COVID-19, no tobacco cessation educational classes occurred for our team members because of the increased need of their work time devoted to COVID-19 patients. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. In year two, we have identified classes offered by AHEC to satisfy these requirements and will offer them to our team members in year three. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedObjective 2: The second objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide patient referrals at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit smoking tobacco through a partnership with AHEC and create an internal referral system to link adults residing in the Hospital's PSA, providing resources for 18 patients from a baseline of zero by end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative provides an internal patient referral system at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit tobacco. This initiative is conducted through a partnership with AHEC and the Hospital's internal Care 360 team. The Hospital's internal Care 360 team works with patients at discharge and serves to identify patients needing tobacco cessation. Once identified, the Care 360 team can use this internal referral system to directly enroll patients into AHEC's tobacco cessation program. The Hospitals progressed on the set metric of providing resources for 18 patients at discharge through an internal referral system between the Hospital and AHEC by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and AHEC. The MOU illustrates how AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials, and client communications on our behalf. Additionally, the Division team formed a partnership between AHEC and our internal Care 360 team and the creation of the internal referral system began. In year two, the Care 360 team piloted the internal referral system with our sister hospital, AdventHealth Sebring, as well as other hospitals within the West Florida Division. At the end of year two, ten patients of AdventHealth Sebring had been referred to AHEC's program through this method, with one patient accepting the referral. In year three, we are seeking to work out any issues with the referral system and increase the pilot to our other hospitals to meet our objective of providing resources for 18 patients at discharge. Objective 3: The third objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to tobacco cessation classes in adults residing in the Hospital's PSA by five classes from a baseline of zero by the end of year three. The objective is funded through all Hospitals but managed by the Division. Funding and outcomes reported represent all Hospitals involved. This initiative increases access to tobacco cessation classes that improve health through a partnership with Central Florida Area Health Education Centers (AHEC).The Hospitals progressed on the set metric of increasing access to five tobacco cessation classes by the end of year three. Our team successfully completed a memorandum of understanding (MOU) between the Hospitals and AHEC. The MOU illustrates how AHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications on our behalf. Additionally, the Division team formed a partnership between AHEC and our internal Care 360 team and the creation of the internal referral system began. In year two, the Care 360 team piloted the internal referral system and collected data to share with our team on the success of this initiative. In year two, we marketed two of AHEC's tobacco cessation classes by promoting their classes through the sharing of flyers and through the direct internal referral system via Care 360. At the end of year two, ten patients of AdventHealth Sebring had been referred to AHEC's program through this method, with one patient accepting the referral to attend the class. In year three we will begin hosting AHEC's classes at our hospital campuses and offering food incentives for their participants. Priority 4: Education (Social Determinant of Health)2019 Description of the Issue:In the AdventHealth Lake Placid primary service area, 17% (10,986 persons) of the population aged 25 and older do not have a high school diploma (or equivalency) or higher and this percentage is higher than the state average of 12%. Educational attainment is a social determinant of health and is linked to health outcomes. Additionally, improving health literacy may be a useful strategy for reducing disparities in health related to education.2021 Update: The AdventHealth Lake Placid Community Health Plan has two desired goal statements under the Education (Social Determinant of Health) priority. 1. To increase partnerships with local school-based programs to better understand the problem of educational attainment as a social determinant of health2. To support community efforts that address the problem of educational attainment as a social determinant of healthGoal 1: To increase partnerships with local school-based programs to better understand the problem of educational attainment as a social determinant of health Objective 1: The first objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with local community school and/or college programs to develop, implement and evaluate a community-based professional development program (interviewing skills, resume writing, basic computer skills, mentoring) for underserved adults residing in the Hospital's PSA by providing three community workshops from a baseline of zero by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides underserved adults with educational and hands-on training skills, such as resume writing and computer skills, needed to enter the workforce. The Hospitals progressed on the set metric of providing three community workshops to underserved adults by the end of year three. We established a partnership with CareerSource Heartland, South Florida State College, and the Panthers Youth Program. CareerSource Heartland is a not-for-profit corporation that operates as a demand-driven and business focused public-private partnership. Through oversight provided by the local elected officials from DeSoto, Hardee, Highlands and Okeechobee counties, their Board of Directors offer workforce development related growth opportunities to business customers and job seekers throughout their four-county service delivery area. South Florida State College is a public college in Florida with campuses in Highlands, Desoto and Hardee counties and is part of the Florida College System. The South Florida State College Adult Education Program provides General Education Development (GED) preparation and testing. The Panthers Youth Partners program is affiliated with CareerSource Heartland and South Florida State College and serves to provide youth with services that will develop and strengthen employability skills, talents, and interests. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedThrough these partnerships, we have identified resources - including teachers, classes, locations, and target audience members - for these development programs. Due to COVID-19, no soft skills educational workshops for the community occurred. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Additionally, Division-wide restrictions on in-person gatherings were also enforced for our Hospitals and company policy prevented us from hosting in-person classes on our Hospital campuses. We have pivoted where necessary and in year three, will begin partnering with these organizations to deliver this program virtually or in-person. We will do this by having our team members offer lessons about real-world career opportunities at AdventHealth and sharing the process of attaining and maintaining a successful career. In year three, our Hospital will offer support in the form of free meeting space to host the classes for these partner organizations, free marketing materials and additional costs covered of delivering these classes. Objective 2: The second objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to establish a new partnership with local community organizations to identify education access barriers in underserved adults residing in the Hospital's PSA from a baseline of zero organizations to two by the end of year three. The objective is funded and managed through all Hospitals, funding and outcomes reported represent all Hospitals involved.This initiative creates a partnership with local community organizations working in adult education to help discover challenges to educational attainment and means to help resolve them. The Hospitals exceeded the set metric of establishing two new partnerships with local community organizations to identify barriers for accessing education in underserved adults by the end of year three. We established a partnership with three new community partners - CareerSource Heartland, South Florida State College, and the Panthers Youth Program. Through the formation of these three new partnerships, we were able to discuss barriers to educational access for those underserved members of our community. The barriers identified include inaccessible or unreliable means of transportation, lack of child-care, work-hour inflexibility, financial constraints, and home-life challenges. In year three, we will provide donated funds to South Florida State College to help alleviate some of the financial constraints mentioned for those low-income individuals seeking to attain their high school diploma through the General Educational Development (GED) program. Goal 2: To support community efforts that address the problem of educational attainment as a social determinant of health Objective 1: The first objective is a shared initiative between AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wauchula. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide education vouchers to cover the costs of General Educational Development (GED) materials (textbooks, registration fees and tests) for adults residing in the Hospital's PSA from a baseline of zero vouchers to three vouchers by the end of year three. The objective is funded and managed through all Hospitals. Funding and outcomes reported represent all Hospitals involved. This initiative provides education vouchers in the form of monetary funds to help cover some of the cost associated with the GED test. The Hospitals progressed on the set metric of providing three education vouchers in the form of monetary funds for adults residing in the Hospital's PSA by the end of year three. Upon identifying and establishing a partnership with the local GED preparation and testing organization, South Florida State College, year two was spent determining the budgeted dollar amount to donate based on the need of those individuals served by this facility. Donations will be sent out in year three to support those low-income, underserved individuals seeking to attain their high school diploma through the GED program.Objective 2: The second objective is a shared initiative with AdventHealth Wauchula and AdventHealth Sebring. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing education (as a social determinant of health) from a baseline of zero hours to 150 hours by the end of year three. The objective is funded and managed through all Hospitals; however, outcomes are specific to the reporting Hospital. This initiative provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 150 hours of paid staff time spent volunteering in the community to address education (as a social determinant of health) by the end of year three. Our team developed a volunteer portal to market volunteer opportunities to team members, track volunteer hours and notify community partners when team members sign up for an event. Year two was spent identifying volunteer opportunities in the community to add to the portal. Unfortunately, due to COVID-19, many team members were still unavailable to spend any extra work time volunteering, and because of this, the educational volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote: | Group B-Facility 7 -- AdventHealth SebringGroup B-Facility 9 -- AdventHealth Lake PlacidDescription of CHNA Significant Needs ContinuedCommunity Needs Not Chosen by AdventHealth Lake Placid: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? Based on this prioritization process, the Hospital did not choose the following community issues:1. Poor Dental Health: Many oral diseases can be prevented with routine care and regular dental checkups. The health of the teeth, the mouth, and the surrounding craniofacial (skull and face) structures is central to a person's overall health and well-being. Lack of access to dental care for all ages remains a public health challenge. In the AdventHealth Lake Placid Primary Service Area (PSA), the access to dentists' rate (per 100,000 pop.) is 36 (in 2015 year), as compared to the state rate of 56. The Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time.2. Tobacco Use: In the AdventHealth Lake Placid PSA, an estimated 13,180 of adults aged 18 or older selfreport currently smoking cigarettes some days or every day. This indicator is relevant because tobacco use is linked to leading causes of death such as cancer and cardiovascular disease. In the Hospital PSA, 22.5% of adults are currently smoking cigarettes, which is higher than the state percentage of 19%.The CHNAC felt the issue should not be addressed as an individual problem. Therefore, interventions to address tobacco use will be wrapped into the priority area of heart disease.3. Obesity/Overweight/Obese: In the AdventHealth Lake Placid PSA, approximately 33% of adults aged 20 and older (21,741 persons) selfreport that they have a Body Mass Index (BMI) greater than 30.0 (obese) in the report area. The state percentage is 27%. Excess weight may indicate an unhealthy lifestyle and puts individuals at risk for further health issues.The CHNAC felt the issue should not be addressed as an individual problem. Therefore, interventions to address Obesity/Overweight/Obese will be wrapped into the education priority area. The Community Health Needs Assessment Committee (CHNAC) will approach this area of need more comprehensively, as other barriers contribute to negative health outcomes in this area of priority. |
| Part V, Section B, Line 13h Footnote: | Facility Reporting Group - AEffective March 1, 2020, the filing organization's hospital facility (or facilities) augmented their Financial Assistance Policy with a COVID-19 Financial Grace Addendum. Pursuant to the COVID-19 Financial Grace Addendum, uninsured patients treated for COVID-19 related evaluations are to receive free or discounted care depending on the patient's cooperation in submitting necessary financial assistance information. Insured patients tested for COVID-19 are not expected to have out-of-pocket expenses based on insurance community response to waive patient financial responsibility. If a payer unexpectedly fails to waive patient responsibility for COVID-19 related testing, the filing organization will not balance bill patients for any out-of-pocket expenses related to COVID-19. In addition, patients with existing payment plans are provided opportunities for reducing their monthly payments. |
| Part V, Section B, Line 13h Footnote: | Facility Reporting Group - BEffective March 1, 2020, the filing organization's hospital facility (or facilities) augmented their Financial Assistance Policy with a COVID-19 Financial Grace Addendum. Pursuant to the COVID-19 Financial Grace Addendum, uninsured patients treated for COVID-19 related evaluations are to receive free or discounted care depending on the patient's cooperation in submitting necessary financial assistance information. Insured patients tested for COVID-19 are not expected to have out-of-pocket expenses based on insurance community response to waive patient financial responsibility. If a payer unexpectedly fails to waive patient responsibility for COVID-19 related testing, the filing organization will not balance bill patients for any out-of-pocket expenses related to COVID-19. In addition, patients with existing payment plans are provided opportunities for reducing their monthly payments. |
| 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-assistance Facility 2 -- AdventHealth Celebrationhttps://www.adventhealth.com/legal/financial-assistance Facility 3 -- AdventHealth Altamonte Springshttps://www.adventhealth.com/legal/financial-assistance Facility 4 -- AdventHealth East Orlandohttps://www.adventhealth.com/legal/financial-assistance Facility 5 -- AdventHealth Winter Park https://www.adventhealth.com/legal/financial-assistance Facility 6 -- AdventHealth Kissimmeehttps://www.adventhealth.com/legal/financial-assistance Facility 7 -- AdventHealth Sebringhttps://www.adventhealth.com/legal/financial-assistance Facility 8 -- AdventHealth Apopkahttps://www.adventhealth.com/legal/financial-assistance Facility 9 -- AdventHealth Lake Placidhttps://www.adventhealth.com/legal/financial-assistance Facility 10 -- AdventHealth Wauchulahttps://www.adventhealth.com/legal/financial-assistance |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 61 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (61 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|
| 1 - Health First AdventHealth Centra Care | |||||
| 1223 Gateway Drive Suite 1E | Melbourne | FL | 32901 | Urgent Care Clinic | |
| 2 - AdventHealth Centra Care Lake Buena Vista | |||||
| 12500 South Apopka Vineland Road | Orlando | FL | 32836 | Urgent Care Clinic | |
| 3 - AdventHealth Centra Care South Orange | |||||
| 2609 South Orange Avenue | 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 | |
| 5 - AdventHealth Centra Care Winter Garden | |||||
| 3005 Daniels Road | Winter Garden | FL | 34787 | Urgent Care Clinic | |
| 6 - AdventHealth Centra Care Lake Nona | |||||
| 9637 Lake Nona Village Place | Orlando | FL | 32827 | Urgent Care Clinic | |
| 7 - AdventHealth Centra Care Winter Haven | |||||
| 7375 Cypress Gardens Boulevard | Winter Haven | FL | 33884 | Urgent Care Clinic | |
| 8 - AdventHealth Centra Care St Cloud | |||||
| 4660 13th Street | St Cloud | FL | 34769 | Urgent Care Clinic | |
| 9 - AdventHealth Centra Care University | |||||
| 11550 University Boulevard | Orlando | FL | 32817 | Urgent Care Clinic | |
| 10 - AdventHealth Centra Care Mt Dora | |||||
| 19015 US Highway 441 | Mount Dora | FL | 32757 | Urgent Care Clinic | |
| 11 - AdventHealth Centra Care Hunter's Creek | |||||
| 3293 Greenwald Way North | Kissimmee | FL | 34741 | Urgent Care Clinic | |
| 12 - AdventHealth Centra Care Clermont | |||||
| 15701 State Road 50 Suite 101 | Clermont | FL | 34711 | Urgent Care Clinic | |
| 13 - AdventHealth Centra Care Winter Park | |||||
| 3099 Aloma Avenue | Winter Park | FL | 32792 | Urgent Care Clinic | |
| 14 - AdventHealth Centra Care Altamonte Springs | |||||
| 440 West State Road 436 | Altamonte Springs | FL | 32714 | Urgent Care Clinic | |
| 15 - AdventHealth Centra Care Orange Lake | |||||
| 8201 West Irlo Bronson Highway | Kissimmee | FL | 34747 | Urgent Care Clinic | |
| 16 - AdventHealth Centra Care Poinciana | |||||
| 3759 Pleasant Hill Road | Kissimmee | FL | 34746 | Urgent Care Clinic | |
| 17 - AdventHealth Centra Care Sanford | |||||
| 4451 West 1st Street | Sanford | FL | 32771 | Urgent Care Clinic | |
| 18 - AdventHealth Centra Care Oviedo | |||||
| 8010 Red Bug Lake Road | Oviedo | FL | 32765 | Urgent Care Clinic | |
| 19 - AdventHealth Centra Care Wesley Chapel | |||||
| 1127 Bruce B Downs Boulevard | Wesley Chapel | FL | 33544 | Urgent Care Clinic | |
| 20 - AdventHealth Centra Care Lee Road | |||||
| 2540 Lee Road | Winter Park | FL | 32789 | Urgent Care Clinic | |
| 21 - AdventHealth Centra Care Kissimmee | |||||
| 4320 West Vine Street | Kissimmee | FL | 34746 | Urgent Care Clinic | |
| 22 - AdventHealth Centra Care Port Orange | |||||
| 1208 Dunlawton Avenue | Port Orange | FL | 32127 | Urgent Care Clinic | |
| 23 - AdventHealth Centra Care Dr Phillips | |||||
| 8014 Conroy-Windermere Road Suite | Orlando | FL | 32835 | Urgent Care Clinic | 104 |
| 24 - AdventHealth Centra Care Apopka | |||||
| 1520 West Orange Blossom Trail | Apopka | FL | 32712 | Urgent Care Clinic | |
| 25 - AdventHealth Centra Care Lake Mary | |||||
| 2948 West Lake Mary Boulevard | Lake Mary | FL | 32746 | Urgent Care Clinic | |
| 26 - AdventHealth Centra Care Brandon | |||||
| 10222 Bloomingdale Avenue | Riverview | FL | 33578 | Urgent Care Clinic | |
| 27 - AdventHealth Centra Care South Tampa | |||||
| 301 North Dale Mabry Highway | Tampa | FL | 33609 | Urgent Care Clinic | |
| 28 - AdventHealth Centra Care Temple Terrace | |||||
| 5802 East Fowler Avenue | Temple Terrace | FL | 33617 | Urgent Care Clinic | |
| 29 - AdventHealth Centra Care Azalea Park | |||||
| 509 South Semoran Boulevard | Orlando | FL | 32807 | Urgent Care Clinic | |
| 30 - AdventHealth Centra Care Orange City | |||||
| 1360 Saxon Boulevard | Orange City | FL | 32763 | Urgent Care Clinic | |
| 31 - AdventHealth Centra Care DeLand | |||||
| 2293 South Woodland Boulevard | Deland | FL | 32720 | Urgent Care Clinic | |
| 32 - AdventHealth Centra Care Sand Lake Road | |||||
| 2301 Sand Lake Road | Orlando | FL | 32809 | Urgent Care Clinic | |
| 33 - AdventHealth Centra Care Colonial Town | |||||
| 630 N Bumby Avenue | Orlando | FL | 32803 | Urgent Care Clinic | |
| 34 - AdventHealth Centra Care Daytona | |||||
| 1014 West International Speedway | Daytona Beach | FL | 32114 | Urgent Care Clinic | Boulevard |
| 35 - AdventHealth Centra Care Ormond Beach | |||||
| 1245 West Granada Boulevard | Ormond Beach | FL | 32174 | Urgent Care Clinic | |
| 36 - AdventHealth Centra Care Palm Coast | |||||
| 1270 Palm Coast Parkway NW | Palm Coast | FL | 32137 | Urgent Care Clinic | |
| 37 - AdventHealth Centra Care Lakeland | |||||
| 3637 N Road 98 | Lakeland | FL | 33809 | Urgent Care Clinic | |
| 38 - AdventHealth Centra Care Longwood | |||||
| 855 North US Highway 17-92 | Longwood | FL | 32750 | Urgent Care Clinic | |
| 39 - AdventHealth Centra Care Carrollwood | |||||
| 4001 West Linebaugh Avenue | Tampa | FL | 33624 | Urgent Care Clinic | |
| 40 - AdventHealth Centra Care Leesburg | |||||
| 1103 North 14th Street | Leesburg | FL | 34748 | Urgent Care Clinic | |
| 41 - AdventHealth Centra Care Citrus Park | |||||
| 6930 Gunn Highway | Tampa | FL | 33625 | Urgent Care Clinic | |
| 42 - AdventHealth Centra Care Kids Lake Mary | |||||
| 105 South Country Club Road | Lake Mary | FL | 32746 | Urgent Care Clinic | |
| 43 - AdventHealth Centra Care Kids Winter Par | |||||
| 2325 West Fairbanks Avenue | Winter Park | FL | 32789 | Urgent Care Clinic | |
| 44 - AdventHealth Centra Care Trinity | |||||
| 11826 State Road 54 | Odessa | FL | 33556 | Urgent Care Clinic | |
| 45 - AdventHealth Centra Care Conway | |||||
| 5810 South Semoran Boulevard | Orlando | FL | 32822 | Urgent Care Clinic | |
| 46 - AdventHealth Medical Group Orthopedics at | |||||
| 4409 Sun N Lake Boulevard | Sebring | FL | 33872 | Outpatient Phys Clinic | |
| 47 - AdventHealth Medical Group Cardiology at S | |||||
| 4639 Sun N Lake Boulevard | Sebring | FL | 33872 | Outpatient Phys Clinic | |
| 48 - AdventHealth Medical Group OB GYNPrompt C | |||||
| 524 Carlton Street | Wauchula | FL | 33873 | Outpatient Phys Clinic | |
| 49 - AdventHealth Primary Care Partin Settlemen | |||||
| 2488 E Irlo Bronson Memorial Hwy | Kissimmee | FL | 34744 | Primary Care | Suite 204 |
| 50 - AdventHealth Primary Care Winter Garden | |||||
| 3131 Daniels Road Suite 106 | Winter Garden | FL | 32825 | Primary Care | |
| 51 - AdventHealth Centra Care Ocala | |||||
| 3708 SW College Road | Ocala | FL | 34474 | Urgent Care Clinic | |
| 52 - AdventHealth Medical Group Prompt Care at | |||||
| 2950 Alt US Hwy 27 S Suite B | Sebring | FL | 33870 | Prompt Care | |
| 53 - Darden Onsite | |||||
| 1000 Darden Center Drive | Orlando | FL | 32837 | Employer Onsite Clinic | |
| 54 - AdventHealth Medical Group Cardiology & Va | |||||
| 463 Carlton Street | Wauchula | FL | 33873 | Outpatient Phys Clinic | |
| 55 - Bethune Cookman Onsite | |||||
| 633 State Street | Daytona Beach | FL | 32114 | Employer Onsite Clinic | |
| 56 - SIEMENS Onsite | |||||
| 4400 North Alafaya Trail MC Q1-240 | Orlando | FL | 32826 | Employer Onsite Clinic | |
| 57 - AdventHealth Hope and Healing Center | |||||
| 212 Eslinger Way | Sanford | FL | 32773 | Residential Level 2 Substance Abuse Center & Intensive Outpatient Program | |
| 58 - OCG Onsite | |||||
| 450 East South Street | Orlando | FL | 32802 | Employer Onsite Clinic | |
| 59 - AdventHealth Waterman Employee Clinic | |||||
| 1000 Waterman Way | Tavares | FL | 32778 | Employer Onsite Clinic | |
| 60 - AdventHealth Primary Care Waterford | |||||
| 885 N Alafaya Trail Unit G04 | Orlando | FL | 32828 | Primary Care | |
| 61 - AdventHealth Medical Group Breast Surger | |||||
| 4145 Sun N Lake Boulevard Suite B | Sebring | FL | 33872 | Outpatient Phys Clinic | |
Supplemental Information Detail SupplementalInformationDetail (17 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
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| 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 30 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 assessments and associated implementation strategies can be accessed on the filing organization's websites. |
| Part I, Line 7: | The amounts of costs reported in the table in line 7 of Part I of Schedule H were determined by utilizing a cost-to-charge ratio derived from Worksheet 2, Ratio of Patient Care Cost-to-Charges, contained in the Schedule H instructions. |
| Part II, Community Building Activities: | The costs of community building activities reported on Part II of Schedule H primarily represent the costs associated with commercially sponsored research conducted by one of the organization's hospitals. This one hospital participates in clinical drug and device research that is performed on patients who have a condition or disease for which the eventual commercial use of a drug or device is intended. This research is related to patient care and serves to expand scientific knowledge with respect to potential treatments and cures for various diseases and conditions. The remainder of the costs incurred stem from the hospitals' involvement in and support of various other community agencies in its service area that work collaboratively to help those in need and to improve the health and safety of the residents of the community. The organization's hospitals participate with a number of other community organizations to address the healthcare needs of all its communities. Both cash and in-kind donations are made annually to various local charitable organizations. |
| Part III, Line 2: | The amount of bad debt expense reported on line 2 of Section A of Part III is recorded in accordance with Healthcare Financial Management Association Statement No. 15. Discounts and payments on patient accounts are recorded as adjustments to revenue, not bad debt expense. |
| Part III, Line 3: | Methodology for Determining the Estimated Amount of Bad Debt Expense that May Represent Patients who Could Have Qualified under the Filing Organization's Financial Assistance Policy: Self-pay patients may apply for financial assistance by completing a Financial Assistance Application Form (FAA Form). If an individual does not submit a complete FAA Form within 240 days after the first post-discharge billing statement is sent to the individual, an individual may be considered for presumptive eligibility based upon a scoring tool that is designed to classify patients into groups of varying economic means. The scoring tool uses algorithms that incorporate data from credit bureaus, demographic databases, and hospital specific data to infer and classify patients into respective economic means categories. Individuals who earn a certain score on the scoring tool are considered to qualify as eligible for the most generous financial assistance under the filing organization's Financial Assistance Policy. As determined by the filing organization, a nominal amount of such a patient's bill is written off as bad debt expense, while the remaining portion of the patient's bill is considered non-state charity. The amount written off as bad debt expense for those patients who potentially qualify as non-state charity using the scoring tool is the amount shown on line 3 of Section A of Part III. Rationale for Including Certain Bad Debts in Community Benefit: The filing organization is dedicated to the view that medically necessary health care for emergency and non-elective patients should be accessible to all, regardless of age, gender, geographic location, cultural background, physician mobility, or ability to pay. The filing organization treats emergency and non-elective patients regardless of their ability to pay or the availability of third-party coverage. By providing health care to all who require emergency or non-elective care in a non-discriminatory manner, the filing organization is providing health care to the broad community it serves. As a 501(c)(3) hospital organization, the filing organization maintains 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 and 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: $(123,475,396) - Difference in costing methodology: (6,896,114) - Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (272,696,807) ------------- Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $(403,068,347) As indicated above, the primary differences between the Medicare surplus/(shortfall) reported on Schedule H, Part III, Section B, line 7 and the filing organization's portion of the Company's annual community benefit statement is due to a difference in the costing methodology and differences in the population of Medicare patients within the calculation. The cost methodology utilized in calculating any Medicare surplus/(shortfall) for purposes of the annual community benefit reporting is based upon the cost-to-charge ratio outlined in Worksheet 2 of the Schedule H instructions. The same cost-to-charge ratio is used to determine the costs associated with services provided to charity care patients and Medicaid patients as reported in Schedule H, Part I, line 7. In addition, the Medicare cost report excludes services provided to Medicare patients for physician services, services provided to patients enrolled in Medicare HMOs, and certain services provided by outpatient departments of the filing organization that are reimbursed on a fee schedule. The Company's own community benefit statement captures the unreimbursed cost of providing services to all Medicare beneficiaries throughout the organization. |
| Part III, Line 9b: | Collection Policies: The hospital filing organization's collection practices are in conformity with the requirements set forth in the 2014 Final Regulations regarding the requirements of Internal Revenue Code Section 501(r)(4) - (r)(6). No extraordinary collection actions (ECA's) are initiated by the hospital filing organization in the 120-day period following the date after the first post-discharge billing statement is sent to the individual (or, if later, the specified deadline given in a written notice of actions that may be taken, as described below). Individuals are provided with at least one written notice (notice of actions that may be taken) and a copy of the filing organization's Plain Language Summary of the Financial Assistance Policy that informs the individual that the hospital filing organization may take actions to report adverse information to credit reporting agencies/bureaus if the individual does not submit a Financial Assistance Application Form (FAA Form) or pay the amount due by a specified deadline. The specified deadline is not earlier than 120 days after the first post-discharge billing statement is sent to the individual and is at least 30 days after the notice is provided. A reasonable attempt is also made to orally notify an individual about the filing organization's Financial Assistance Policy and how the individual may obtain assistance with the Financial Assistance application process. If an individual submits an incomplete FAA Form during the 240-day period following the date on which the first post-discharge billing statement was sent to the individual, the hospital filing organization suspends any reporting to consumer credit reporting agencies/bureaus (or ceases any other ECA's) and provides a written notice to the individual describing what additional information or documentation is needed to complete the FAA Form. This written notice contains contact information including the telephone number and physical location of the hospital facility's office or department that can provide information about the Financial Assistance Policy, as well as contact information of the hospital facility's office or department that can provide assistance with the financial assistance application process or, alternatively, a nonprofit organization or governmental agency that can provide assistance with the financial assistance application process if the hospital facility is unable to do so. If an individual submits a complete FAA Form within a reasonable time-period as set forth in the notice described above, the hospital filing organization will suspend any adverse reporting to consumer credit reporting agencies/bureaus until a financial assistance policy eligibility determination can be made. |
| Part VI, Line 2: | As reported in Schedule H, Part V, Section B, the filing organization's hospital facilities conduct their community health needs assessments (CHNAs) every three years. Their 2019 CHNAs were adopted by all hospital governing boards by December 31, 2019, the end of the filing organization's taxable year in which the CHNAs were conducted. All of the filing organization's hospital facilities' 2019 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 2021, the filing organization operated 3 separately licensed hospitals that together encompassed 10 separate campus locations and 8 off-site emergency departments. The hospitals are located in Florida. A description of each of the hospital campuses is described below. Adventist Health System/Sunbelt, Inc. dba AdventHealth Sebring:AdventHealth Sebring is comprised of three separate hospital campuses with a total of 229 beds. Two of the hospital campuses are located in Highlands County, Florida and operate under a single hospital license and the third separately licensed campus is located in Hardee County, Florida. Highlands and Hardee counties are in the south central areas of Florida and are adjacent to each other.During 2021, the patient percentage population for all three campuses of AdventHealth Sebring was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2021, about 73.6% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 61.9% - Medicaid Patients 13.4% - Self-Pay Patients 2.7%*AdventHealth Sebring (Highlands County) - The main 171-bed hospital facility is located in north Sebring. AdventHealth Sebring has key service lines, including a heart & vascular center, Cancer Institute, Breast Care Center, Blessed Beginnings Birthing Center, and Emergency Services. Most recently, the Hospital has established a retail pharmacy and Orthopedic unit. AdventHealth Sebring is on the cutting edge of technology in Highlands County, being the only Orthopedic program to use the MAKOplasty Robot and only Surgical Services Program to use the da Vinci Robot. The Hospital has received recognition for its patient safety, orthopedics, heart care, and as a breast imaging center of excellence. In 2018, AdventHealth Sebring was named Highland News Sun "Business of the Year."The demographic makeup of AdventHealth Sebring's community is as follows: - Population 108,572 - Population Over 65 31.52% - Poverty (Below 100% FPL) 19.40% - Unemployment Rate 7.80% - Violent Crime Rate (Per 100,000 Pop.) 319.6 - Pop. Age 25+ with No High School Diploma 17.30% - Uninsured Adults 23.07% - Uninsured Children 7.77% - Food Insecurity Rate 15.80% - Pop. with Low Food Access 34.64%*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. AdventHealth Lake Placid has received national recognition in patient safety, ultrasound and computed tomography (CT), and Emergency Department (ED) areas. To better meet the needs of Highlands County, the Hospital offers a Wellness Center, along with educational classes, for the community. Key service lines include ER, ICU and the Medical Surgical Unit. AdventHealth Lake Placid is on the leading edge of technology in Highlands County as the only Hospital to utilize virtual and room sterilization technology.The demographic makeup of AdventHealth Lake Placid's community is as follows: - Population 87,256 - Population Over 65 31.26% - Poverty (Below 100% FPL) 19.50% - Unemployment Rate 7.70% - Violent Crime Rate (Per 100,000 Pop.) 310.2 - Pop. Age 25+ with No High School Diploma 17.00% - Uninsured Adults 23.23% - Uninsured Children 7.78% - Food Insecurity Rate 15.70% - Pop. with Low Food Access 35.83%*AdventHealth Wauchula (Hardee County) - Built at a new location in 2017, this campus is licensed for 25 beds and specializes in emergency and outpatient care, while offering excellent medical inpatient services. The Hospital contains the only ER in Hardee County. AdventHealth Wauchula offers many inpatient and outpatient services, including physical & occupational therapy, a transitional care unit, medical surgical swing unit, and the only mammography unit in Hardee County, the Linda Adler Mammography Center. In 2019, AdventHealth Wauchula opened a Wellness Center to better meet the health needs of Hardee County. The Hospital has been recognized as a Top Rural Hospital by The Leapfrog Group and best hospital for patient safety.The demographic makeup of AdventHealth Wauchula's community is as follows: - Population 90,145 - Population Over 65 27.66% - Poverty (Below 100% FPL) 21.00% - Unemployment Rate 7.50% - Violent Crime Rate (Per 100,000 Pop.) 303.7 - Pop. Age 25+ with No High School Diploma 19.50% - Uninsured Adults 23.93% - Uninsured Children 7.87% - Food Insecurity Rate 15.50% - Pop. with Low Food Access 34.42% *** 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 $8,515,736 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 $466,155,781 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 48 hospitals throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate 10 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 4 Continuation of Footnote: | Description of Community Information - ContinuedAdventist Health System/Sunbelt, Inc.:AdventHealth's Central Florida Division South Region consists of a 3,140-bed medical complex in Central Florida with seven separate hospital campuses and 8 off-site emergency departments (the Hospitals) that operate under a single hospital license. The Hospitals serve the residents of Central Florida (primarily serving the residents of Orange, Osceola, Seminole and Lake County) but also draw patients from other parts of the Southeastern United States, the Caribbean and South America. The 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 50 full-service urgent care clinics in convenient community settings.During 2021, the patient percentage population for all seven campuses was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2021, about 72.3% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 41.5% - Medicaid Patients 15.6% - Self-Pay Patients 5.0%A 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 1,400-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 48,000 inpatients and 75,000 outpatients in 2021. The campus also includes a state-of-the-art Cardiac Diagnostic Center featuring 15 Cath and electro physiology (EPS) Labs. The cardiology team performed over 17,000 cardiac catheterizations and over 1,300 open heart surgeries in 2021. In 2018, two orthopedic floors in the patient tower were totally renovated. In 2019, an inpatient Hospice unit was opened.Additionally, AHO houses the Translational Research Institute, a 54,000 square-foot facility devoted to the study of obesity and metabolic origins of cardiovascular disease with the aim of developing new treatments to battle diabetes and obesity. AHO also serves as a teaching hospital for family medicine, allopathic and osteopathic tracts, emergency medicine, neuromusculoskeletal medicine, general surgery, podiatric medicine and surgery, and internal medicine. As one of the premier health systems in the nation, AHO sets the standard for innovation, quality and comprehensive care.AdventHealth for Women at Orlando is a 12-story hospital located on the Orlando campus. The first floor houses the Breastfeeding Center, parent education classroom as well as obstetrical triage and registration. 10 of the 12 floors are complete, which include 72 mother-baby rooms and high-risk OB rooms, 14 labor and delivery suites, 13 operating rooms, 82 NICU beds, 104 oncology beds which include GYN oncology, medical oncology, 32-bed ICU capable BMT unit, and a 36-bed thoracic pulmonary Unit.Also located on the AHO Campus is the Walt Disney Pavilion at AdventHealth for Children. The Walt Disney Pavilion is not a stand-alone facility but rather a 7-story, 198-bed tower located on AHO's campus. It is a full-service facility served by more than 140 pediatric specialists and a highly trained pediatric team of more than 800 employees. The Walt Disney Pavilion at AdventHealth for Children delivers a complete range of pediatric health services for younger patients including advanced surgery, oncology, neurosurgery, cardiology and transplant services; full-service pediatrics; and an innovative health and obesity platform.The demographic makeup of AdventHealth Orlando's community is as follows: - Population 1,391,240 - Population Over 65 12.20% - Poverty (Below 100% FPL) 14.90% - Unemployment Rate 9.50% - Violent Crime Rate (Per 100,000 Pop.) 448.7 - Pop. Age 25+ with No High School Diploma 10.90% - Uninsured Adults 17.60% - Uninsured Children 6.70% - Food Insecurity Rate 13.30% - Pop. with Low Food Access 33.71%*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. In addition to maternity, pediatric, NICU, emergency, medical and surgical services, the hospital operates the Martin Andersen Cancer Center (along with the region's only Cancer Resource Library), a heart catheterization lab, and a comprehensive outpatient program which includes surgery, diagnostics, and medical treatment programs. In 2014, the Mother Baby Unit was expanded to provide a 15-bed CDU, 10 new LDR rooms, 6 triage rooms, and a new C-section operating room and recovery unit. In 2018, a 10-bed Level II Neonatal Intensive Care Unit (NICU) was added.The demographic makeup of AdventHealth Altamonte's community is as follows: - Population 473,408 - Population Over 65 16.30% - Poverty (Below 100% FPL) 12.42% - Unemployment Rate 8.50% - Violent Crime Rate (Per 100,000 Pop.) 421.8 - Pop. Age 25+ with No High School Diploma 7.90% - Uninsured Adults 14.00% - Uninsured Children 5.40% - Food Insecurity Rate 12.40% - Pop. with Low Food Access 33.37% *** see continuation of footnote |
| Part VI, Line 4 Continuation of Footnote: | Description of Community Information - Continued*AdventHealth Apopka (Orange County) - In 1975, AdventHealth Apopka became the second satellite hospital. For over four decades, AdventHealth Apopka has set the standard in hometown health care by providing high-tech, quality care with a personalized touch. In December, 2017, construction was completed on a $203 million replacement facility located approximately three miles from the existing facility. The new, 320,000 square foot facility was built on a 71-acre site. Five of the seven floors have been built out with the remaining two floors to be shelled in for future expansion. The 120-bed facility includes intensive care, emergency medicine, endoscopy, outpatient, diagnostic, respiratory, and rehabilitation services.AdventHealth Apopka also operates AdventHealth Winter Garden ER, an off-site emergency room that provides urgent care to the community as well as specialized respiratory care and advanced stroke treatment as a designated stroke center. The demographic makeup of AdventHealth Apopka's community is as follows: - Population 1,391,240 - Population Over 65 12.20% - Poverty (Below 100% FPL) 14.24% - Unemployment Rate 11.40% - Violent Crime Rate (Per 100,000 Pop.) 596.6 - Pop. Age 25+ with No High School Diploma 12.60% - Uninsured Adults 18.30% - Uninsured Children 7.60% - Food Insecurity Rate 13.70% - Pop. with Low Food Access 31.30% *AdventHealth Celebration (Osceola County) - AdventHealth Celebration is a cornerstone of Disney's planned community in Celebration, Florida. Today, this 317-bed acute care hospital delivers a state-of-the-art healing environment to residents of Osceola, Orange, Polk and Lake Counties, as well as to visitors from across the United States and the world. From its creation, AdventHealth Celebration has been about promoting health and wellness as well as healing. Inside the resort-style hospital there is a wellness center, complete with workout area, pool, and rehabilitation facility. AdventHealth Celebration also houses the Global Robotics Institute, which provides patients with access to some of the most experienced robotic surgeons in the world. The Nicholson Center for Surgical Advancement also is a location where surgeons from around the world travel to learn the latest robotic surgery techniques. The Institute for Interactive Patient Care is a 234,000 square-foot patient tower with 62 beds and was the first of its kind in the nation where physicians can study everything from new patient safety technology to the impact of changing communication with patients about their care. In 2013, a four-story medical office building was added in which the Women's Institute is situated. In 2014, a new 5th floor inpatient 32 bed state-of-the art medical/surgical unit was added. In 2018, two inpatient surgical cardiovascular OR's were added. In 2020, a five-story, 166,000 square foot tower was added which, in addition to 80 new acute care beds, includes a state-of-the art unit featuring six Cath labs and two cardiac operating rooms. The expansion allowed for the launch of comprehensive stroke care, which includes 24/7 emergency neurosurgery and interventional neurosurgery. AdventHealth Celebration offers services in cancer, digestive health, neuroscience, weight-loss services and surgery, orthopedic health, spine health, thoracic surgery, women's and men's health, robotic-assisted surgeries and imaging diagnostics. The demographic makeup of AdventHealth Celebration's community is as follows: - Population 368,559 - Population Over 65 15.40% - Poverty (Below 100% FPL) 14.59% - Unemployment Rate 13.00% - Violent Crime Rate (Per 100,000 Pop.) 454.9 - Pop. Age 25+ with No High School Diploma 12.10% - Uninsured Adults 19.40% - Uninsured Children 7.00% - Food Insecurity Rate 11.90% - Pop. with Low Food Access 35.53%*AdventHealth East Orlando (Orange County) - AdventHealth East Orlando is an innovative local leader that fills a vital need in a fast-growing area. A recent 200,000 square-foot expansion project upgraded the Hospital to 295 beds, with a spacious patient tower and 80 new private rooms designed to enhance the holistic care experience. In 2014, an expanded ED provided 60 new treatment rooms. AdventHealth East Orlando includes a teaching hospital with residencies in family medicine, podiatry and emergency medicine. The campus is also home to an outpatient surgery center, a hospital-based Center for Medical Simulation and Education, a Cancer Institute featuring state-of-the-art technology for radiation oncology and a dedicated infusion center, as well as a 12-bed Children's Emergency Center. Alongside having the largest emergency room in Central Florida, other services include cardiovascular, pulmonary and digestive health, orthopedics and rehabilitation, ear/nose/throat, andrology, and urology. The Hospital also meets the diverse needs of its growing community at its brand-new, freestanding emergency room, AdventHealth Waterford Lakes ER, which offers hospital-based ER services by board-certified emergency physicians, critical care nurses, and stroke and chest pain experts. The demographic makeup of AdventHealth East Orlando's community is as follows: - Population 1,391,240 - Population Over 65 12.20% - Poverty (Below 100% FPL) 16.67% - Unemployment Rate 11.60% - Violent Crime Rate (Per 100,000 Pop.) 607.2 - Pop. Age 25+ with No High School Diploma 11.10% - Uninsured Adults 18.50% - Uninsured Children 7.70% - Food Insecurity Rate 13.80% - Pop. with Low Food Access 25.18%*** see continuation of footnote |
| Part VI, Line 4 Continuation of Footnote: | Description of Community Information - Continued*AdventHealth Kissimmee (Osceola County) - AdventHealth Kissimmee is a 242-bed community-focused hospital, conveniently located near Walt Disney World. The team located at AdventHealth Kissimmee is dedicated to bringing mission-focused, faith-based care to residents and visitors of Osceola and Orange Counties. This facility has recently expanded to include a new medical office building, patient tower, new main entrance, expanded Emergency Department and a parking garage. The 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. The demographic makeup of AdventHealth Kissimmee's community is as follows: - Population 368,559 - Population Over 65 15.40% - Poverty (Below 100% FPL) 15.89% - Unemployment Rate 14.00% - Violent Crime Rate (Per 100,000 Pop.) 470.0 - Pop. Age 25+ with No High School Diploma 12.80% - Uninsured Adults 19.50% - Uninsured Children 6.90% - Food Insecurity Rate 11.10% - Pop. with Low Food Access 27.03%*AdventHealth Winter Park (Orange County) - AdventHealth Winter Park is a 373-bed facility that is a model of community health and wellness. The facility boasts spacious patient care areas and a full spectrum of specialties and services, including the Dr. P. Phillips Baby Place (with Level II NICU), AdventHealth Orthopedic Institute, and state-of-the-art surgery, recovery and rehabilitation at the AdventHealth Cancer Institute. In 2019, the new 5-story Nicholson Pavilion opened, adding 80 all-private rooms to the AdventHealth Winter Park campus. AdventHealth Winter Park has the Central Florida Region's only senior-friendly emergency room. Services offered at AdventHealth Winter Park include cancer, cardiovascular, digestive health, women's health, neuroscience, ophthalmology, orthopedics and rehabilitation, urology, and sports medicine. The Hospital also provides timely, convenient and quality emergency care at its state-of-the-art freestanding emergency room, AdventHealth Oviedo ER, which is staffed with physicians trained to provide medical treatments for adults and children. The demographic makeup of AdventHealth Winter Park's community is as follows: - Population 1,391,240 - Population Over 65 12.20% - Poverty (Below 100% FPL) 14.99% - Unemployment Rate 10.10% - Violent Crime Rate (Per 100,000 Pop.) 517.6 - Pop. Age 25+ with No High School Diploma 9.50% - Uninsured Adults 18.50% - Uninsured Children 6.60% - Food Insecurity Rate 13.10% - Pop. with Low Food Access 27.31% |
| Part VI, Line 7: | The filing organization does not file an annual community benefit report with any state agencies. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (106 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 St | Orlando | FL | 32804 | 205774723 | 501(c)(3) | $1,533,154 | $0 | General Support | ||
| Advocates For World Health Inc | ||||||||||
| 13200 Belcher Rd S | Largo | FL | 33773 | 264695101 | 501(c)(3) | $0 | $68,570 | General Support | Book | Medical Supplies |
| Alzheimer's & Dementia Resource Center | ||||||||||
| 1410A Gene Street | Winter Park | FL | 32789 | 592496511 | 501(c)(3) | $15,000 | $0 | General Support | ||
| American Diabetes Association Inc | ||||||||||
| 1101 N Lake Destiny Rd | Maitland | FL | 32751 | 131623888 | 501(c)(3) | $60,000 | $0 | General Support | ||
| American Cancer Society Inc | ||||||||||
| 1100 Pennsylvania Ave | Kansas City | MO | 64105 | 131788491 | 501(c)(3) | $120,000 | $0 | General Support | ||
| American Heart Association Inc | ||||||||||
| 10460 Roosevelt Blvd N 306 | St Petersburg | FL | 33716 | 135613797 | 501(c)(3) | $175,000 | $0 | General Support | ||
| American Muslim Social Services Inc | ||||||||||
| 588 Wilma St | Longwood | FL | 32750 | 814681715 | 501(c)(3) | $25,000 | $0 | General Support | ||
| Amikids Inc | ||||||||||
| 1461 S Lake Pleasant Road | Apopka | FL | 32703 | 237440836 | 501(c)(3) | $15,360 | $0 | General Support | ||
| Aspire Health Partners Inc | ||||||||||
| 5151 Adanson St | Orlando | FL | 32804 | 592301233 | 501(c)(3) | $988,541 | $0 | General Support | ||
| Avon Park Seventh-Day Adventist Church | ||||||||||
| 1410 W Avon Blvd | Avon Park | FL | 33825 | 593057686 | 501(c)(3) | $8,500 | $0 | Payment for Services | ||
| Boy Scouts Of America Inc Central Florida Council | ||||||||||
| 1951 S Orange Blossom Tr Ste 102 | Apopka | FL | 32703 | 590624376 | 501(c)(3) | $20,000 | $0 | General Support | ||
| Boys & Girls Club Of Central Florida | ||||||||||
| 101 E Colonial Dr | Orlando | FL | 32801 | 590951887 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Boys & Girls Clubs Of Polk County Inc | ||||||||||
| Po Box 763 | Lakeland | FL | 33802 | 590171815 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Celebration Foundation Inc | ||||||||||
| 610 Sycamore St | Celebration | FL | 34747 | 593370753 | 501(c)(3) | $40,000 | $0 | General Support | ||
| Center For Independent Living In Central Florida Inc | ||||||||||
| 720 N Denning Dr | Winter Park | FL | 32789 | 591828770 | 501(c)(3) | $16,000 | $0 | General Support | ||
| Central Florida Family Health Center Inc Dba True Health | ||||||||||
| 4930 E Lake Mary Blvd | Sanford | FL | 32771 | 591741286 | 501(c)(3) | $200,000 | $0 | General Support | ||
| Christian Service Center For Central Florida Inc | ||||||||||
| 808 West Central Boulevard | Orlando | FL | 32805 | 591353031 | 501(c)(3) | $15,000 | $0 | General Support | ||
| City Of Apopka | ||||||||||
| 11 North Forest Ave | Apopka | FL | 32703 | 596000265 | Gov't | $11,000 | $0 | General Support | ||
| Community Health Centers Inc | ||||||||||
| 110 S Woodland St | Winter Garden | FL | 34747 | 591480970 | 501(c)(3) | $106,000 | $0 | General Support | ||
| Creation Development Foundation Inc | ||||||||||
| 599 Celebration Place | Celebration | FL | 34747 | 453411581 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Daves House Inc | ||||||||||
| 9152 Point Cypress Dr | Orlando | FL | 32836 | 270533943 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Debbie Turner Cancer CareResources Inc | ||||||||||
| 229 E 5Th St | Apopka | FL | 32703 | 800499456 | 501(c)(3) | $10,000 | $0 | General Support | ||
| East Orlando Health & Rehab Center Inc | ||||||||||
| 250 South Chickasaw Trail | Orlando | FL | 32825 | 205774748 | 501(c)(3) | $3,383,200 | $0 | General Support | ||
| Edible Education Experience Inc | ||||||||||
| 26 E King St | Orlando | FL | 32804 | 465655482 | 501(c)(3) | $30,000 | $0 | General Support | ||
| Embrace Families Foundation Inc | ||||||||||
| 4001 Pelee St Ste 200 | Orlando | FL | 32817 | 463758900 | 501(c)(3) | $11,500 | $0 | General Support | ||
| Family Promise Of Greater Orlando Inc | ||||||||||
| 1000 Clay Street | Winter Park | FL | 32789 | 593679904 | 501(c)(3) | $18,000 | $0 | General Support | ||
| FLNC Inc | ||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | 501(c)(3) | $9,403,904 | $0 | General Support | ||
| Florida Association Of Children'S Hospitals Inc | ||||||||||
| 1650 Margaret St Ste 217 | Jacksonville | FL | 32205 | 208305684 | 501(c)(6) | $10,000 | $0 | General Support | ||
| Florida Citrus Sports Events Inc | ||||||||||
| One Citrus Bowl Place | Orlando | FL | 32805 | 593021238 | 501(c)(3) | $304,478 | $0 | General Support | ||
| Florida Conference Of Seventh-Day Adventists | ||||||||||
| 351 S State Rd 434 | Altamonte Springs | FL | 32714 | 741484359 | 501(c)(3) | $0 | $24,770 | General Support | Book | Medical Supplies |
| Forest City Spanish Seventh Day Adventist Church | ||||||||||
| 7601 Forest City Rd | Orlando | FL | 32810 | 593291153 | 501(c)(3) | $22,000 | $0 | General Support | ||
| Foundation For Orange County Public Schools | ||||||||||
| 445 W Amelia St Ste 901 | Orlando | FL | 32801 | 592788435 | 501(c)(3) | $66,063 | $0 | General Support | ||
| Foundation For Seminole State College Of Florida Inc | ||||||||||
| 1055 Aaa Dr Ste 209 | Heathrow | FL | 32746 | 237033822 | 501(c)(3) | $250,000 | $0 | General Support | ||
| Give Kids The World Inc | ||||||||||
| 210 S Bass Rd | Kissimmee | FL | 34746 | 592654440 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Grace Medical Home Inc | ||||||||||
| 1417 E Concord Street | Orlando | FL | 32803 | 261817966 | 501(c)(3) | $0 | $8,726 | General Support | Book | Medical Supplies |
| Harbor House Of Central Florida Inc | ||||||||||
| Po Box 680748 | Orlando | FL | 32868 | 591712936 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Harvest Time International Inc | ||||||||||
| 225 Harvest Time Dr | Sanford | FL | 32771 | 541698630 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Health Care Center For The Homeless Inc | ||||||||||
| 232 N Orange Blossom Tr | Orlando | FL | 32805 | 593185020 | 501(c)(3) | $100,000 | $0 | General Support | ||
| Healthy Start Coalition Of Orange County Inc | ||||||||||
| 1040 Woodcock Rd Ste 215 | Orlando | FL | 32803 | 593125675 | 501(c)(3) | $17,500 | $0 | General Support | ||
| Healthy Start Coalition Of Osceola County Inc | ||||||||||
| 1014 Pennsylvania Ave | St Cloud | FL | 34769 | 593212535 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Healthy Start Coalition Of Seminole County Inc | ||||||||||
| 820 W Lake Mary Blvd Ste 108 | Sanford | FL | 32773 | 464038747 | 501(c)(3) | $6,600 | $0 | General Support | ||
| Heart Of Florida United Way Inc | ||||||||||
| 1940 Traylor Blvd | Orlando | FL | 32804 | 590808854 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Highlands County Florida | ||||||||||
| 600 S Commerce Avenue | Sebring | FL | 33870 | 359846637 | Gov't | $0 | $120,045 | Other | Appraised | Support to build EMS/Fire Rescue Center |
| Hispanic Business Initiative Fund Of Florida Inc | ||||||||||
| 3201 E Colonial Dr Ste A20 | Orlando | FL | 32803 | 593341405 | 501(c)(3) | $12,500 | $0 | General Support | ||
| Hispanic Heritage Scholarship Fund Of Metro Orlando Inc | ||||||||||
| 518 S Magnolia Ave Suite 100 | Orlando | FL | 32801 | 010807279 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Hope Community Center Inc | ||||||||||
| 1016 N Park Ave | Apopka | FL | 32712 | 562551312 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Hope Helps Inc | ||||||||||
| 812 Eyrie Dr | Oviedo | FL | 32765 | 208490916 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Hope Now International Inc | ||||||||||
| 423 Sandringham Court Ste 200 | Winter Springs | FL | 32708 | 274498303 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Idignity Inc | ||||||||||
| 424 E Central Blvd Ste 199 | Orlando | FL | 32801 | 010921490 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Iglesia Cristiana Pentecostal De Orlando Inc | ||||||||||
| 5850 Clarcona Ocoee Rd | Orlando | FL | 32810 | 593218454 | 501(c)(3) | $18,000 | $0 | General Support | ||
| Iglesia De Dios In Bithlo Inc | ||||||||||
| 18606 Hollister Rd | Orlando | FL | 32820 | 300154144 | 501(c)(3) | $30,000 | $0 | General Support | ||
| Interfaith Council Of Central Florida | ||||||||||
| Po Box 3310 | Winter Park | FL | 32790 | 455420165 | 501(c)(3) | $25,000 | $0 | General Support | ||
| Jdrf International Incorporated | ||||||||||
| 1850 Lee Rd Ste 132 | Winter Park | FL | 32789 | 231907729 | 501(c)(3) | $32,500 | $0 | General Support | ||
| Latino Leadership Inc | ||||||||||
| 8617 E Colonial Dr Ste 1200 | Orlando | FL | 32817 | 593702613 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Life Concepts Inc Dba Quest Inc | ||||||||||
| 1509 E Colonial Dr Ste 300 | Orlando | FL | 32803 | 592013160 | 501(c)(3) | $20,000 | $0 | General Support | ||
| Lifework Leadershp Orlando Inc | ||||||||||
| 1220 E Concord St | Orlando | FL | 32803 | 821245782 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Lift Orlando | ||||||||||
| 2043 Jacobs Pl | Orlando | FL | 32805 | 463607865 | 501(c)(3) | $110,000 | $0 | General Support | ||
| Living Message Church Inc | ||||||||||
| 830 W Montrose Street | Clermont | FL | 34711 | 271188743 | 501(c)(3) | $25,000 | $0 | General Support | ||
| Make-A-Wish Foundation Of Central And Northern Florida Inc | ||||||||||
| 1020 N Orlando Ave Ste 100 | Maitland | FL | 32751 | 593235806 | 501(c)(3) | $18,500 | $0 | General Support | ||
| Mars Hill Seventh Day Adventist Church | ||||||||||
| Po Box 1654 | Sanford | FL | 32772 | 264337526 | 501(c)(3) | $25,000 | $0 | General Support | ||
| Matthews Hope Ministries Inc | ||||||||||
| 611 Business Park Blvd 101 | Winter Garden | FL | 34787 | 272245867 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Me Strong Inc | ||||||||||
| Po Box 1353 | Deland | FL | 32721 | 454493168 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Meals On Wheels Etc Inc | ||||||||||
| 2801 S Financial Ct | Sanford | FL | 32773 | 592977907 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Meals On Wheels Of Polk County Inc | ||||||||||
| 620 6Th St Nw | Winter Haven | FL | 33881 | 591427004 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Mental Health Association Of Central Florida Inc | ||||||||||
| 1525 E Robinson St | Orlando | FL | 32801 | 590816432 | 501(c)(3) | $264,048 | $0 | General Support | ||
| Mothers Milk Bank Of Florida Inc | ||||||||||
| 8669 Commodity Cir Ste 490 | Orlando | FL | 32819 | 273939245 | 501(c)(3) | $10,000 | $0 | General Support | ||
| My Neighbor'S Children Inc | ||||||||||
| 530 Cooper Commerce Drive Suite 400 | Apopka | FL | 32703 | 260770494 | 501(c)(3) | $0 | $85,080 | General Support | Book | Medical Supplies |
| Nami Greater Orlando Inc | ||||||||||
| 300 Crown Oak Centre Dr | Longwood | FL | 32750 | 592600149 | 501(c)(3) | $30,000 | $0 | General Support | ||
| New Hope For Kids Inc | ||||||||||
| 544 Mayo Ave | Maitland | FL | 32751 | 591791345 | 501(c)(3) | $6,000 | $0 | General Support | ||
| New Hope Missionary Baptist Church Of Apopka Inc | ||||||||||
| 927 South Central Ave | Apopka | FL | 32703 | 322335714 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Onepulse Foundation Inc | ||||||||||
| 125 N Lucerne Circle | Orlando | FL | 32801 | 813142847 | 501(c)(3) | $300,000 | $0 | General Support | ||
| Orange County School Readiness Coalition Inc Dba Early Learning Coalition O | ||||||||||
| 7700 Southland Blvd Ste 100 | Orlando | FL | 32809 | 311759186 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Orlando Science Center Inc | ||||||||||
| 777 East Princeton St | Orlando | FL | 32803 | 590896343 | 501(c)(3) | $20,000 | $0 | General Support | ||
| Osceola County Council On Aging Inc | ||||||||||
| 700 Generation Point | Kissimmee | FL | 34744 | 591595398 | 501(c)(3) | $16,000 | $0 | General Support | ||
| Osceola Mental Health Inc Dba Park Place Behavioral Health Care | ||||||||||
| 206 Park Place Blvd | Kissimmee | FL | 34741 | 591677912 | 501(c)(3) | $249,999 | $0 | General Support | ||
| Primary Care Access Network Inc | ||||||||||
| 101 S Westmoreland Dr | Orlando | FL | 32805 | 461817605 | 501(c)(3) | $125,000 | $0 | General Support | ||
| Primary Care Medical Services Of Poinciana Inc | ||||||||||
| 1877 Fortune Road | Kissimmee | FL | 34744 | 753147007 | 501(c)(3) | $25,000 | $0 | General Support | ||
| Ronald Mcdonald House Charities Of Central Florida Inc | ||||||||||
| 1030 N Orange Ave Suite 105 | Orlando | FL | 32801 | 593211250 | 501(c)(3) | $112,000 | $0 | General Support | ||
| SALT Outreach Inc | ||||||||||
| 100 E Pine St Ste 110 | Orlando | FL | 32801 | 455360995 | 501(c)(3) | $41,000 | $0 | General Support | ||
| Seniors First Inc | ||||||||||
| 5395 Lb Mcleod Rd | Orlando | FL | 32811 | 592759603 | 501(c)(3) | $15,000 | $0 | General Support | ||
| Shepherd'S Hope Inc | ||||||||||
| 455 9Th St | Winter Garden | FL | 34787 | 593420727 | 501(c)(3) | $170,000 | $0 | General Support | ||
| Strengthen Orlando Inc | ||||||||||
| 400 S Orange Ave | Orlando | FL | 32801 | 271964941 | 501(c)(3) | $11,000 | $0 | General Support | ||
| Sunbelt Health & Rehab Center - Apopka Inc | ||||||||||
| 305 East Oak St | Apopka | FL | 32703 | 205774856 | 501(c)(3) | $639,254 | $0 | General Support | ||
| Sunsystem Development Corporation dba AdventHealth Sebring Foundation | ||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592219301 | 501(c)(3) | $0 | $29,397 | General Support | Book | Provision for general and administrative support |
| Sunsystem Development Corporation dba AdventHealth Foundation Central FL | ||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592219301 | 501(c)(3) | $0 | $1,476,099 | General Support | Book | Provision for general and administrative support |
| Teen Challenge Of Florida Inc | ||||||||||
| 3706 S Sanford Ave | Sanford | FL | 32773 | 592479228 | 501(c)(3) | $10,000 | $0 | General Support | ||
| The Christian Sharing Center Inc | ||||||||||
| 600 N Hwy 17-92 Ste 130 | Longwood | FL | 32750 | 592744535 | 501(c)(3) | $100,000 | $0 | General Support | ||
| The Finley Project Inc | ||||||||||
| 941 W Morse Blvd Ste 100 | Winter Park | FL | 32789 | 471325653 | 501(c)(3) | $7,500 | $0 | General Support | ||
| The Foundation For Seminole County Public Schools Inc | ||||||||||
| 400 E Lake Mary Blvd | Sanford | FL | 32773 | 592775956 | 501(c)(3) | $6,500 | $0 | General Support | ||
| The Leukemia & Lymphoma Society Inc | ||||||||||
| 3 International Dr Ste 200 | Rye Brook | NY | 10573 | 135644916 | 501(c)(3) | $30,000 | $0 | General Support | ||
| The School Board Of Highlands CountySebring High School | ||||||||||
| 426 School Street | Sebring | FL | 33870 | 596000654 | Gov't | $10,000 | $0 | Other | ||
| Track Shack Fitness Club | ||||||||||
| 1013 Montana St | Orlando | FL | 32803 | 263361402 | 501(c)(3) | $208,200 | $0 | General Support | ||
| Tri-County Nursing Rehabilitation Center Inc | ||||||||||
| 11290 Celebration Blvd | Kissimmee | FL | 34747 | 472219363 | 501(c)(3) | $169,400 | $0 | General Support | ||
| United Abolitionist Inc | ||||||||||
| Po Box 536832 | Orlando | FL | 32853 | 593178045 | 501(c)(3) | $10,000 | $0 | General Support | ||
| United Against Poverty Inc | ||||||||||
| 1400 27Th St | Vero Beach | FL | 32960 | 113697936 | 501(c)(3) | $30,000 | $0 | General Support | ||
| United Global Outreach | ||||||||||
| 2301 N Orange Ave | Orlando | FL | 32804 | 030511875 | 501(c)(3) | $75,000 | $0 | General Support | ||
| Universal Orlando Foundation Inc | ||||||||||
| 1000 Universal Studios Plz | Orlando | FL | 32819 | 593510383 | 501(c)(3) | $15,000 | $0 | General Support | ||
| University Of Central Florida Research Foundation Inc | ||||||||||
| 12201 Research Pkwy Ste 501 | Orlando | FL | 32826 | 593086453 | 501(c)(3) | $30,179 | $0 | General Support | ||
| Us Dream Academy Inc | ||||||||||
| 5950 Symphony Woods Dr Ste 504 | Columbia | MD | 21044 | 593514841 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Valencia College Foundation Inc | ||||||||||
| 1768 Park Center Dr | Orlando | FL | 32835 | 237442785 | 501(c)(3) | $250,000 | $0 | General Support | ||
| Walker Memorial Academy | ||||||||||
| 1525 W Avon Blvd | Avon Park | FL | 33825 | 421748753 | 501(c)(3) | $64,700 | $0 | Other | ||
| West Orange Chamber Of Commerce | ||||||||||
| 12184 W Colonial Drive | Winter Garden | FL | 34787 | 590576757 | 501(c)(6) | $15,625 | $0 | General Support | ||
| Who We Play For Inc | ||||||||||
| 106 Deleon Rd | Cocoa Beach | FL | 32931 | 462485938 | 501(c)(3) | $50,000 | $0 | General Support | ||
| Whole Life Seventh-Day Adventist Church | ||||||||||
| 2800 North Orange Avenue | Orlando | FL | 32804 | 593039667 | 501(c)(3) | $6,000 | $0 | General Support | ||
| Winter Park Library Association Inc | ||||||||||
| 1052 W Morse Blvd | Winter Park | FL | 32789 | 590794396 | 501(c)(3) | $50,000 | $0 | General Support | ||
| Zion Farms & Market Inc | ||||||||||
| Po Box 605 | Orlando | FL | 34760 | 824080493 | 501(c)(3) | $10,000 | $0 | General Support | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 103 | Total501c3OrgCnt |
| Total Other Org | 2 | 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Shaw Terry D | ||||||||||||||
| Dir/President/AdventHealth CEO | $0 | $1,947,829 | $0 | $1,666,593 | $0 | $904,611 | $0 | $146,048 | $0 | $63,608 | $0 | $4,728,689 | $0 | $365,304 |
| Haffner PhD Randall | ||||||||||||||
| SEVP/CEO Central FL Div | $0 | $1,446,809 | $0 | $989,082 | $0 | $1,184,218 | $0 | $165,548 | $0 | $43,625 | $0 | $3,829,282 | $0 | $243,228 |
| Rathbun Paul C | ||||||||||||||
| SEVP/AdventHealth CFO | $0 | $1,045,475 | $0 | $776,096 | $0 | $771,015 | $0 | $165,548 | $0 | $47,302 | $0 | $2,805,436 | $0 | $193,409 |
| Tol Daryl | ||||||||||||||
| SEVP/CEO Central FL Div (End 1/21) | $0 | $128,869 | $0 | $922,947 | $0 | $1,660,721 | $0 | $0 | $0 | $8,693 | $0 | $2,721,230 | $0 | $354,679 |
| Silvestry MD Scott | ||||||||||||||
| Phy/Dir AH Thoracic Transplant | $2,145,275 | $0 | $0 | $0 | $122,210 | $0 | $15,548 | $0 | $75,482 | $0 | $2,358,515 | $0 | $0 | $0 |
| Hilliard Douglas | ||||||||||||||
| SVP/Sr Finance Officer AH Orlando | $0 | $537,050 | $0 | $212,568 | $0 | $1,431,434 | $0 | $100,461 | $0 | $45,725 | $0 | $2,327,238 | $0 | $69,194 |
| Thompson Michael | ||||||||||||||
| CEO IHS Central FL Division - South | $0 | $561,485 | $0 | $222,436 | $0 | $1,070,680 | $0 | $86,959 | $0 | $47,667 | $0 | $1,989,227 | $0 | $71,799 |
| Goodman Todd | ||||||||||||||
| CFO AdventHealth Central FL Division | $0 | $719,496 | $0 | $353,016 | $0 | $625,489 | $0 | $128,293 | $0 | $54,767 | $0 | $1,881,061 | $0 | $94,417 |
| Moorhead MD David | ||||||||||||||
| Former EVP/Chief Clinical Officer | $0 | $843,769 | $0 | $404,821 | $0 | $567,582 | $0 | $15,548 | $0 | $12,966 | $0 | $1,844,686 | $0 | $0 |
| Accola Kevin | ||||||||||||||
| Exec Med Dir/Cardio Surgery & Struct | $1,612,160 | $0 | $0 | $0 | $110,134 | $0 | $15,548 | $0 | $66,338 | $0 | $1,804,180 | $0 | $0 | $0 |
| Palmer MD George | ||||||||||||||
| Med Dir/AH Celebration Cardio Surger | $1,397,629 | $0 | $100,000 | $0 | $19,507 | $0 | $15,548 | $0 | $75,088 | $0 | $1,607,772 | $0 | $0 | $0 |
| Bogar MD Linda | ||||||||||||||
| Medical Doctor - Heart Transplant | $821,450 | $0 | $0 | $0 | $598,774 | $0 | $15,548 | $0 | $72,452 | $0 | $1,508,224 | $0 | $0 | $0 |
| Zeeshan MD Ahmad | ||||||||||||||
| Medical Doctor - Heart Transplant | $828,143 | $0 | $0 | $0 | $554,550 | $0 | $15,548 | $0 | $40,418 | $0 | $1,438,659 | $0 | $0 | $0 |
| Finkler MD Neil | ||||||||||||||
| Chief Clinical Officer AH Central FL | $0 | $624,659 | $0 | $124,908 | $0 | $180,191 | $0 | $111,064 | $0 | $26,903 | $0 | $1,067,725 | $0 | $93,302 |
| Wandersleben Jennifer | ||||||||||||||
| CEO AH CFD So Acute Care Srvs (End 1 | $0 | $598,922 | $0 | $208,958 | $0 | $80,223 | $0 | $105,491 | $0 | $52,429 | $0 | $1,046,023 | $0 | $32,884 |
| Adams Brian | ||||||||||||||
| CEO Central FL Div S. Reg (Beg.12/21 | $0 | $529,262 | $0 | $193,553 | $0 | $91,431 | $0 | $91,587 | $0 | $46,026 | $0 | $951,859 | $0 | $56,294 |
| Cook Timothy | ||||||||||||||
| CEO AH Altamonte & Seminole Market | $0 | $442,384 | $0 | $174,821 | $0 | $187,275 | $0 | $76,485 | $0 | $44,698 | $0 | $925,663 | $0 | $28,243 |
| Harcombe Douglas | ||||||||||||||
| CEO AH Celebration & South Market | $0 | $460,447 | $0 | $162,161 | $0 | $85,550 | $0 | $77,808 | $0 | $48,091 | $0 | $834,057 | $0 | $51,589 |
| Deininger Robert | ||||||||||||||
| CEO AH Orlando | $0 | $502,157 | $0 | $143,264 | $0 | $63,224 | $0 | $71,048 | $0 | $44,338 | $0 | $824,031 | $0 | $17,976 |
| Zbaraschuk Amy | ||||||||||||||
| SVP/Sr Fin Off/IHS Central FL S. Reg | $0 | $436,335 | $0 | $178,001 | $0 | $80,980 | $0 | $74,962 | $0 | $43,734 | $0 | $814,012 | $0 | $49,434 |
| Moorhead Sheryl | ||||||||||||||
| Chief People Off/ AH Central FL Div | $0 | $438,377 | $0 | $110,317 | $0 | $122,139 | $0 | $15,548 | $0 | $21,581 | $0 | $707,962 | $0 | $0 |
| Villanueva Jeffrey | ||||||||||||||
| CEO AH East Orlando & East Market | $0 | $400,704 | $0 | $134,964 | $0 | $47,008 | $0 | $65,996 | $0 | $44,784 | $0 | $693,456 | $0 | $25,128 |
| Vargas Karilynn | ||||||||||||||
| CEO AH Winter Garden & West Market | $0 | $410,031 | $0 | $61,179 | $0 | $42,842 | $0 | $46,553 | $0 | $47,404 | $0 | $608,009 | $0 | $13,869 |
| Owen Terry R | ||||||||||||||
| Former SVP Partnering Strategy CFD | $0 | $0 | $0 | $0 | $0 | $462,585 | $0 | $0 | $0 | $24,896 | $0 | $487,481 | $0 | $0 |
| Stevens Eric A | ||||||||||||||
| Former CEO ACS & AH Orlando/AH Women | $0 | $0 | $0 | $0 | $0 | $258,547 | $0 | $0 | $0 | $698 | $0 | $259,245 | $0 | $0 |
| Bradley Kenneth W | ||||||||||||||
| Former Key Emp/AH Dir Emerging Leade | $0 | $155,582 | $0 | $20,503 | $0 | $13,043 | $0 | $8,954 | $0 | $25,079 | $0 | $223,161 | $0 | $0 |
| Spenst Brett | ||||||||||||||
| Former CEO AH Orlando | $0 | $0 | $0 | $0 | $0 | $104,558 | $0 | $0 | $0 | $0 | $0 | $104,558 | $0 | $153,034 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 1a | The filing organization is a part of the system of healthcare organizations known as AdventHealth. Members of the filing organization's executive management team that hold the position of Vice-President or above are compensated by and on the payroll of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC), the parent organization of the healthcare system known as AdventHealth. AHSSHC is exempt from federal income tax under IRC Section 501(c)(3). The filing organization reimburses AHSSHC for the salary and benefit cost of those 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 48 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 - 13 members) and $15,000 for AdventHealth Corporate Office Senior Vice Presidents, Regional CEO's, and Division Chief Officers (generally 20-35 individual executives). The Divisional CEO, CFO, and Chief People Officer for AdventHealth Central Florida Division, CEO of Integrated Health Services for Central Florida Division South Region, CEO for AdventHealth Central Florida South Acute Care Services, and SVP/Clinical Officer are officers or key employees of the filing organization. The Divisional CEO, CFO, and Chief People Officer for AdventHealth Central Florida Division, CEO of Integrated Health Services for Central Florida Division South Region, CEO for AdventHealth Central Florida South Acute Care Services, and SVP/Clinical Officer are considered common law employees of and are on the payroll of AHSSHC. While the special travel allowance benefit is an AHSSHC compensation policy and practice, the cost of providing this benefit is allocated to and either wholly or partially reimbursed by the filing organization. Accordingly, the filing organization has checked the box in Schedule J, Part I, line 1a for first-class or charter travel since it has wholly or partially paid for the cost of providing this benefit. Those executives who receive the special travel allowance are responsible for tracking the expenses reimbursable under the special travel allowance and must submit such expenses on their accountable plan expense report. Any taxable reimbursements made to executives under the special travel allowance arrangement are treated as taxable compensation to the executive. Travel for companions: AHSSHC has a Corporate Executive Policy that provides a benefit to allow for a traveling AHSSHC executive to have his or her spouse accompany the executive on certain business trips each year. Typically, reimbursement is only provided to certain executive leaders and is usually limited to one business trip per year beyond the annual AdventHealth President's Council business meeting and other meetings where the spouse is specifically invited. The AHSSHC Corporate Executive Spousal Travel Policy was originally approved and reviewed by the AHSSHC Board Compensation Committee, an independent body of the AHSSHC Board of Directors. All spousal travel costs reimbursed to the executive are considered taxable compensation to the executive. Tax Indemnification and gross-up payments: AdventHealth has a system-wide policy addressing gross-up payments provided in connection with employer-provided benefits/other taxable items. Under the policy, certain taxable business-related reimbursements (i.e. taxable business-related moving expenses, taxable items provided in connection with employment) provided to any employee may be grossed-up at a 25% rate upon approval by the filing organization's CEO and CFO. Additionally, employees at the Director level and above are eligible for gross-up payments on gifts received for board of director services. Discretionary spending account: Occasional discretionary spending amounts are periodically provided to eligible executives who attend annual business meetings such as the AdventHealth President's Council, CFO Conference or the CMO/CNO business meeting. Payments provided to each executive are considered taxable compensation to the executive. Health or social club dues or initiation fees: AHSSHC has a Corporate Executive Policy that addresses business development expenditures. Under this policy, to encourage executives to establish and cultivate strong working relationships with the medical community and other leaders in the community and industry, certain AdventHealth executives may be reimbursed for member dues and usage charges for a country club or other social club upon authorization. Club memberships must be approved by the AdventHealth President/CEO initially as well as on an annual basis. Each AdventHealth executive who is approved for a club membership must submit an annual report describing how they used the membership to benefit their organization during the preceding year so that the AdventHealth President/CEO can make a determination if continuance of the club membership furthers the business interests of AdventHealth. In the current year, for this filing organization, one (1) executive listed in Part VII received reimbursement for club fees. While the club dues membership is an AHSSHC compensation policy and practice, the cost of providing this benefit is allocated to and reimbursed in whole or in part by the filing organization. Accordingly, the filing organization has checked the box in Schedule J, Part I, line 1a for health or social club dues since it has wholly or partially paid for the cost of providing this benefit. |
| Part I, Line 3 | The individual who serves as the CEO of the filing organization is appointed and compensated by Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). Compensation and benefits provided to this individual are determined pursuant to policies, procedures, and processes of AHSSHC that are designed to ensure compliance with the intermediate sanctions laws as set forth in IRC Section 4958. AHSSHC has taken steps to ensure that processes are in place to satisfy the rebuttable presumption of reasonableness standard as set forth in Treasury Regulation Section 53.4958-6 with respect to its active executive-level positions. The AHSSHC Board Compensation Committee (the Committee) serves as the governing body for all executive compensation matters. The Committee is composed of certain members of the Board of Directors (the Board) of AHSSHC. Voting members of the Committee include only individuals who serve on the Board as independent representatives, who hold no employment positions with AHSSHC and who do not have relationships with any of the individuals whose compensation is under their review that impacts their best independent judgment as fiduciaries of AHSSHC. The Committee's role is to review and approve all components of the executive compensation plan of AHSSHC. As an independent governing body with respect to executive compensation, it should be noted that the Committee will often confer in executive sessions on matters of compensation policy and policy changes. In such executive sessions, no members of management of AHSSHC are present, other than the Chief People Officer, who remains at the request of the Chairman/committee to provide assistance/information as needed. The Committee is advised by an independent third-party compensation advisor. This advisor prepares all the benchmark studies for the Committee. Compensation levels are benchmarked with a national peer group of other not-for-profit healthcare systems and hospitals of similar size and complexity to AdventHealth and each of its affiliated entities. The following principles guide the establishment of individual executive compensation: - The salary of the President/CEO of AdventHealth will not exceed the 50th percentile of comparable salaries paid by similarly situated organizations; and - Other executive salaries shall be established using market medians. The compensation philosophy, policies, and practices of AHSSHC are consistent with the organization's faith-based mission and conform to applicable laws, regulations, and business practices. As a faith-based organization sponsored by the Seventh-day Adventist Church (the Church), AHSSHC's philosophy and principles with respect to its executive compensation practices reflect the conservative approach of the Church's mission of service and were developed in counsel with the Church's leadership. |
| Part I, Lines 4a-b | During the year ending December 31, 2021, Terry Owen, Eric Stevens, and Daryl Tol received severance payments in the amount of $463,085, $252,847, and $1,169,453, respectively. 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 the healthcare system known as AdventHealth. In recognition of the contribution that each executive makes to the success of AdventHealth, AdventHealth provides supplemental executive benefit plans to eligible executives. In 2020, AdventHealth restructured its executive supplemental retirement and benefit plans to reduce complexity, to increase predictability of benefits and to consolidate multiple supplemental executive benefit plans into one plan. Effective 1/1/2020, a new supplemental executive retirement plan (SERP III) was adopted and the three existing plans, described below, were amended and restated. The newly adopted SERP III plan, as well as the amended and restated plans, were reviewed and approved by the AHSSHC Board Compensation Committee, an independent body of the AHSSHC Board of Directors. SERP III Plan (Effective 1/1/2020): To recognize the contribution each executive makes to the success of AdventHealth and to recognize the limitations available to executives in qualified retirement plans due to compensation limits set on such plans, AdventHealth adopted a new supplemental executive retirement plan (SERP III) in 2020. The SERP III plan effectively replaces the prior SERP II plan, the Executive Flex Benefit Program Plan, and the Senior Executive Death Benefit Plan for qualified executives except for certain grandfathered executive employees. The SERP III plan provides eligible executives a percentage of their base pay, which is credited to a deferred compensation account. The plan also provides for compensation deferral and selection of life insurance coverage and long-term care insurance. To be eligible to participate in the SERP III plan, executives must be on the AHSSHC corporate payroll and be either a CEO of an AdventHealth entity, an AHSSHC Vice President (VP) or VP of an AdventHealth entity with a base salary of at least $290,000 in 2021 (adjusted annually by the same percentage as IRC Section 401(a)(17) limit increases), or other leader specifically approved by the AdventHealth President. Eligible executives do not include grandfathered executives, meaning those executives who would satisfy all the eligibility requirements of the SERP II plan prior to Dec 31, 2027, had the plan not been amended and restated as of Jan. 1, 2020. Contribution credits will be established and maintained by class year accounts for each participant using tiered contribution credit percentages of annual base compensation. Contribution credit percentages range between 15% and 19% of base compensation. Contribution credits will be made each quarter in 25% increments with reductions in contributions if the executive is also a grandfathered FLEX participant (see below). SERP III provides for a class year vesting and payment schedule (7 years for each class year) with respect to amounts accumulated in the executive's deferred compensation account. Upon attainment of a normal retirement age (age 62), or upon certain other circumstances as defined in the SERP III plan document, all deferred amounts are paid immediately to the participant. For any executives working beyond the normal retirement age, future employer contributions will be made quarterly from SERP III directly to the participant as a taxable cash bonus. SERP II Plan (Amended and Restated in 2020): In 2020, the SERP II plan was amended and restated to provide that eligible employees are restricted to those executives who, as of January 1, 2020, satisfied, or if employment continues, will satisfy the eligibility requirements of SERP II prior to December. 31, 2027. The SERP II plan is a defined benefit, non-tax-qualified deferred compensation plan for certain executives who have provided lengthy service to AdventHealth and/or to other Seventh-day Adventist Church hospitals or health care institutions. Under the provisions of the SERP II plan, benefits are provided to qualifying executive participants on a pro-rata schedule beginning with 20 years of service as an employee of AdventHealth and/or another hospital or health care institution controlled by the Seventh-day Adventist Church and who satisfy certain other qualifying criteria. This supplemental executive retirement plan (SERP II) was designed to provide eligible executives with the economic equivalent of an annual income beginning at normal retirement age equal to 60% of the average of the participant's three, five or seven highest years of base salary from AdventHealth active employment inclusive of income from all other Seventh-day Adventist Church healthcare employer-financed retirement income sources and investment income earned on those contributions through social security normal retirement age as defined in the plan. The number of years included in highest average compensation is determined by the individual's year of entry to SERP II and by the individual's year of entry to the AdventHealth Executive FLEX Benefit Program. FLEX Plan (Amended and Restated in 2020): In 2020, the Flex Plan was amended and restated to exclude employed executives who are hired or promoted after a certain date from being eligible to participate in the Flex Plan except for certain insurance coverage features of the plan. Additionally, a provision was added to place a maximum limit on the amount of a participant's annual Flex allowance to not be greater than a maximum dollar amount or percentage of compensation as established by the AdventHealth Benefits Administration Committee. The Flex Plan was originally designed to provide eligible executives an opportunity to select from among a variety of supplemental benefits, including a split dollar life insurance policy and long-term care insurance, to individually tailor a benefits program appropriate to each executive's needs. The Flex Plan provides eligible participants a pre-determined benefits allowance credit that is equal to a percentage of the executive's base pay from which the cost of mandatory and elective employee benefits is deducted. The benefits allowance credit percentage is determined by the AdventHealth Benefits Administration Committee. For grandfathered eligible employees, the annual pre-determined Flex allowance is contributed and any funds that remain after the cost of mandatory and elective benefits are subtracted are, at the employee's option, contributed to either an IRC 457(f) deferred compensation account or to an IRC 457(b) eligible deferred compensation plan. Upon attainment of age 65, all previous 457(f) deferred amounts are paid immediately to the participant and any future employer contributions are made quarterly from the Plan directly to the participant. The Plan provides for a class year vesting schedule (2 years for each class year) with respect to amounts accumulated in the executive's 457(f) deferred compensation account. Distributions could also be made from the executive's 457(f) deferred compensation account upon attainment of age 65 or upon an involuntary separation. The account will be forfeited by the executive upon a voluntary separation. With respect to grandfathered participants, the Flex Plan documents define eligible employees to include the Chief Executive Officers of AdventHealth entities and Vice Presidents of all AdventHealth entities whose base salary was at least equal to the Internal Revenue Code Section 401(a)(17) compensation limit each year. |
| Schedule J, Part I, Line 4 b continued: | Senior Executive Death Benefit Plan (SEDB) (Amended and Restated in 2020): The SEDB plan was originally designed to provide a benefit in an amount equal to the amount the executive's benefit would have been under the SERP II 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 II Plan with present value recognizing an early benefit commencement. In conjunction with the amendment and restatement of the SERP II Plan, the SEDB was similarly amended in 2020 to limit eligible employees to only those who either satisfy the eligibility requirements of SERP II as of January 1 2020, or remain in active employment and will satisfy those requirements prior to December 31, 2027. 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 the eligibility requirements of SERP II as of the executive's date of death but would have satisfied all those requirements within five (5) years following death had the executive lived and continued employment. The SEDB Plan will terminate automatically after December 31, 2027. FLEX PLAN FLEX PLAN SERP II SERP III CONTR. DISTR. * CONTR./DISTR. CONTR. Shaw, Terry D. $ 150,000 $ 396,866 $ 412,336 $ 0 Haffner, Randall $ 150,000 $ 304,926 $ 829,185 $ 0 Rathbun, Paul C. $ 150,000 $ 233,742 $ 480,517 $ 0 Tol, Daryl $ 10,167 $ 477,704 $ 0 $ 0 Hilliard, Douglas $ 84,913 $ 86,442 $1,320,275 $ 0 Thompson, Michael $ 90,911 $ 72,680 $ 941,679 $ 0 Goodman, Todd $ 132,245 $ 116,878 $ 456,377 $ 0 Moorhead, MD, David $ 150,000 $ 130,500 $ 330,002 $ 0 Finkler, Neil $ 115,016 $ 110,893 $ 0 $ 0 Wandersleben, Jennifer $ 100,351 $ 35,035 $ 0 $ 9,092 Adams, Brian $ 80,892 $ 56,851 $ 0 $ 14,646 Cook, Timothy $ 60,937 $ 34,149 $ 117,562 $ 0 Deininger, Robert $ 73,148 $ 25,020 $ 0 $ 1,852 Harcombe, Douglas $ 62,260 $ 62,271 $ 0 $ 0 Zbaraschuk, Amy $ 59,414 $ 57,589 $ 0 $ 0 FLEX PLAN FLEX PLAN SERP II SERP III CONTR. DISTR. * CONTR./DISTR. CONTR. Moorhead, Sheryl $ 76,747 $ 57,247 $ 0 $ 0 Villanueva, Jeffery $ 50,448 $ 29,618 $ 0 $ 0 Vargas, Karilynn $ 50,505 $ 18,071 $ 0 $ 0 Spenst, Brett $ 0 $ 77,886 $ 0 $ 0 CY 457b Distr. Spenst, Brett $ 26,672 * Including Investment Earnings |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | 431022KK7 | 2007-08-08 | $366,445,000 | 2007A B C D, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| B | 521313569 | NoneAvail | 2012-03-21 | $294,985,000 | 2012A, AR Program - Refund 2009 A-F AR Program | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 521313569 | NoneAvail | 2012-07-25 | $115,015,000 | 2012B, AR Program - Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| 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 | Credit EnhancementCreditEnhancementAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|
| A | $262,025,000 | $372,572,414 | $5,560,382 | $367,012,032 | 2007 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $170,000,000 | $294,985,000 | 2004 | Yes (1) | 0 | Yes (1) | Yes (1) | $294,985,000 | ||
| C | $115,015,000 | $115,015,000 | 2012 | 0 | 0 | Yes (1) | Yes (1) | |||
| D | $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 | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.01420 | 0.01420 | 0 | 0 | Yes (1) | ||
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00140 | 0 | ||
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00140 | 0 | ||
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00500 | 0.00500 | 0 | Yes (1) | Yes (1) | 0.00370 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Supplemental Information Detail SupplementalInformationDetail (10 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2007A B C D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2013A-C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014A&D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014B: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014E: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012A, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012B, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. |
| Part III, Line 8c | 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 | 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 | $195,920,000 | $348,320,000 | $348,320,000 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| B | $62,755,000 | $125,000,000 | $125,000,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| C | $16,260,000 | $232,125,000 | $232,125,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| D | $291,660,000 | $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 | $38,035,005 | $110,068,380 | $50,068,380 | $60,000,000 | 2015 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $25,000,005 | $50,068,380 | $50,068,380 | 2015 | 0 | 0 | Yes (1) | Yes (1) | |
| C | $15,000,000 | $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 | 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 |
|---|---|---|---|---|---|---|---|---|
| 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 |
| Colorado Health Facilities Authority | ||||||||
| C | 840752932 | 19648FGN8 | 2018-07-12 | $375,008,542 | 2018A&B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| D | 840752932 | 19648FJG0 | 2019-08-20 | $550,011,892 | 2019A&B, Refund 05I, 09C, 09D, 09E&08B, 13B; expand/refurb fac, purch equip | 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 | $4,785,000 | $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 | $375,008,542 | $375,008,542 | 2018 | 0 | Yes (1) | Yes (1) | Yes (1) | ||
| D | $550,011,892 | $146,365,717 | $403,646,175 | 2019 | Yes (1) | 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 | 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) | 0.00840 | 0.00840 |
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 | 0 | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | 0 | 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 | 19648FSJ4 | 2021-07-01 | $579,966,540 | 2021A, Refund 2010D, 2017D; Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| B | 481066589 | 48542AFE6 | 2021-07-01 | $238,025,567 | 2021B, Refund 2010C, 2017C; Expand/refurbish facilities | 0 | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| C | 521378595 | 68450LGB5 | 2021-07-01 | $62,003,621 | 2021C, Refund 2010B, 2017A; Expand/refurbish facilities | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | 431022UJ9 | 2021-07-01 | $200,000,000 | 2021D, Refund 2011A, 2012G, 2017B; Expand/refurbish facilities | 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 |
|---|---|---|---|---|---|---|---|---|
| A | $579,966,540 | $481,966,540 | $98,000,000 | 2021 | Yes (1) | Yes (1) | Yes (1) | Yes (1) |
| B | $238,025,567 | $182,025,567 | $56,000,000 | 2021 | Yes (1) | Yes (1) | Yes (1) | Yes (1) |
| C | $62,003,621 | $6,503,621 | $55,500,000 | 2021 | Yes (1) | Yes (1) | Yes (1) | Yes (1) |
| D | $200,000,000 | $13,700,000 | $186,300,000 | 2021 | Yes (1) | 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 | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | 0 | 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 L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (5 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Ryan Barnett | |||
| Family of board member | $141,022 | Employee Compensation | 0 |
| Mary Rathbun | |||
| Family of officer | $95,022 | Employee Compensation | 0 |
| Martin Thompson | |||
| Family of key employee | $189,631 | Employee Compensation | 0 |
| Martin Shaw | |||
| Family of board member | $50,341 | Employee Compensation | 0 |
| Kay Barnett | |||
| Family of board member | $260,401 | Employee Compensation | 0 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part V, Line 1a: | The parent corporation and sole top-tier member of Adventist Health System/Sunbelt, Inc. (the filing organization) is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). AHSSHC has established a shared service center to centralize the Accounts Payable (A/P) function for all AHSSHC subsidiary organizations. The filing organization has entered "0" in Part V, Line 1a because the filing organization no longer issues Form 1099 returns, rather, all such returns are filed by and under the name and EIN of AHSSHC as the payor subject to the information reporting requirements of Section 6041. The facts and circumstances support a position that AHSSHC, as a payor on behalf of its subsidiary organizations in a shared service environment, will have sufficient management and oversight in connection with the subsidiary organizations' payments to meet the standard set forth in Treas. Reg. Section 1.6041-1(e). AHSSHC will not merely be making payments at the direction of its subsidiary organizations. Accordingly, AHSSHC is considered the payor subject to the information reporting requirements of Section 6041. |
| Form 990, Part VI, Section A, line 4 | Articles of Incorporation In 2021, Adventist Health System/Sunbelt, Inc. (AHSSI or the Corporation) restated and amended its Articles of Incorporation. Significant changes to the Articles of Incorporation are outlined below. The composition of Board officers was restated to stipulate that Board officers shall be those individuals who serve as board officers of the Member's board of directors. Prior to restatement, Board officers were defined as the Chairman, two Vice Chairs, and a secretary of the Board. The composition of Administrative officers was revised to include chief executive officers of each division, region, market, and health care operation owned and/or operated by the Corporation, as well as departmental vice presidents and directors of any of the health care operations. Previously, Administrative officers were defined as any chief executive officer or other executive appointed by the President. The Articles of Incorporation were amended to revise the Corporate Governance of AHSSI. Prior to restatement, the business and affairs of the Corporation were under the control and management of the Board of Directors and its Executive Committee. The restated Articles of Incorporation establishes a two-tier governance structure under which the business and affairs of AHSSI are to be managed. The stated Articles note that the role and authority of the Board of Directors and each Regional Board of a Division shall be more fully described in the amended Bylaws. The number of the Board of Directors of AHSSI was changed from a maximum of 25 to 24 individuals. The restated Articles of Incorporation provide that the Bylaws of the Corporation can only be made, altered, or rescinded by the Member. The prior Articles provided that the Bylaws could be made, altered, or rescinded by a two-thirds vote of the members present at a meeting that met the quorum requirement of 40% of the members being present. The Dissolution clause of the Articles of Incorporation was amended to provide that upon dissolution, the remaining assets of the Corporation shall be distributed to its Member. If the Member is not in existence or does not qualify for 501(c)(3) exemption, the assets shall be distributed to the Southern Union Conference of Seventh-day Adventists, which is organized and operated exclusively for 501(c)(3) purposes. Prior to restatement, the Dissolution clause provided that any remaining assets upon dissolution would be distributed to the Southern Union Conference of Seventh-day Adventists, the Southwestern Union Conference of Seventh-day Adventists, and the Lake Union Conference of Seventh-day Adventists. Bylaws In conjunction with the restatement of the Corporation's Articles of Incorporation, the Bylaws were amended. Significant changes to the Bylaws are discussed below. Article I of the Bylaws was updated to state that the Corporation is organized into multiple divisions and that each Division may organize one or more operating boards that have delegated responsibility for managing health care and related operations in that Division. Article I of the Bylaws was also updated in 2021 to include the Corporation's mission statement of "Extending the Healing Ministry of Christ and to include the stated values of Quality and Service Excellence, Community Well Being, High Ethical Standards, Stewardship, and Inclusiveness. Article III of the Bylaws has been restated to provide for a two-tier governance structure that recognizes the size, complexity, and regulatory environment in which the Corporation operates. Under Section 3.1 of Article III of the revised Bylaws, the Board of Directors of the Corporation delegates to each Regional Board, as more fully discussed below, the authority as the governing body legally responsible for the conduct of each health care facility or organization owned and/or operated by the Corporation located within the Division served by the Regional Board, certain responsibilities related to health care operations, including legal responsibility for compliance with applicable Medicare Conditions of Participation and the safety and quality of care, treatment and services offered. Prior to the 2021 amendment, the Bylaws provided that the Board of Directors of the Corporation were elected by the Member. The 2021 amendment states that those individuals serving on the Board of Directors of the Member shall be appointed to the Board of Directors of the Corporation and shall be appointed for the same term as his/her appointment to the Member's Board of Directors. The revised Bylaws remove the prior individually stated qualifications for members of the Board and now state that a majority of the Directors shall be members of the Seventh-day Adventist Church. The Board of Directors of the Corporation may appoint one or more standing ad hoc or advisory committees so long as a majority of the individuals appointed to a committee are members of the Board of Directors. A section in the prior Bylaws providing for committees of the Board of Directors has been deleted. The revised Bylaws continue to provide for three categories of officers, namely Board officers, Corporate officers, and Administrative officers. Board officers will be those individuals who serve in the same office as board officers of the Member. Corporate officers remain elected by the Member. Administrative officers are now specifically defined to include chief executive officers of each Division, region, market and hospital owned and/or operated by the Corporation and health care operations other than hospitals, as well as hospital department vice presidents and directors of health care operations pursuant to a management structure implemented by the Board/Regional Board. Subject to the Member's reserved powers, each Regional Board shall approve the appointment of the chief executive officers of the various health care operations under its jurisdiction. Administrative officers can be appointed by the President or, as it pertains to Divisions, regions, Hospitals, or other health care operations, a chief executive officer for the Division, region, market, or at a specific health care facility. The listing of Member reserved powers in the Bylaws was expanded to include the following: 1) the authority to direct the placement of funds and capital of the filing organization was expanded to include the authority to secure naming rights; 2) the prior reserved power to establish general guiding policies for the filing organization was amended to require the filing organization's adherence to policies adopted by the Member; 3) the power to approve or disapprove the implementation of non-traditional, non-healthcare related activities; 4) the power to approve or disapprove performance/quality improvement, revenue cycle and case management programs; 5) the power to approve or disapprove the selection of the auditing firm retained to audit the books of the Corporation; 6) the power to approve or disapprove the election of the fiscal year of the Corporation; 7) the power to approve or disapprove the selection of the filing organization's group purchasing organization(s); 8) the power to allow for the approval or disapproval of any joint venture or partnership in which the filing organization would be a member or partner; 9) a reserved power to allow for the approval or disapproval of the IT systems and other shared services used by the filing organization; 10) a reserved power to allow the authority to require the filing organization's adherence to the system-wide naming nomenclature adopted by the Member; and 11) a reserved power to set and enforce policies for physician compensation including commercial reasonableness and fair market value. In addition, a provision was added to provide that the Member shall retain the authority and responsibility for a corporate compliance program. The Article in the Bylaws addressing management of the Health Care Operations was revised to provide authority to Regional Boards as the legally responsible body for overseeing the strategic direction and proper functioning of the Division's Health Care Operations and shall be accountable for the compliance of the Health Care Operations within the regulatory environment having jurisdiction over its operations. The Member shall be responsible for appointing all individuals who serve on Regional Boards and shall approve any Operating Bylaws under which a Regional Board operates. The revised Bylaws state that each Director and officer is subject to and shall abide by the Conflict of Interest Policy adopted by the Member. The Corporation's Bylaws and any Operating Bylaws shall be reviewed on an ongoing basis and must be approved by the Member prior to being given effect. |
| Form 990, Part VI, Section A, line 6 | Adventist Health System/Sunbelt, Inc. (the filing organization) has one member. The sole member of the filing organization is Adventist Health System Sunbelt Healthcare Corporation. Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). There are no other classes of membership in the filing organization. |
| Form 990, Part VI, Section A, line 7a | The sole member of the filing organization is AHSSHC. The Board of Directors of the filing organization are appointed by the sole member, AHSSHC, who has the right to elect, appoint or remove any member of the Board of Directors of the filing organization. |
| Form 990, Part VI, Section A, line 7b | AHSSHC, as the sole member of the filing organization, has certain reserved powers as set forth in the Bylaws of the filing organization. These reserved powers include the following: a) to approve and disapprove the executive and/or administrative leadership of the filing organization, and their salaries; b) to approve and disapprove the operating Bylaws of the filing organization; c) to set limits and terms for the borrowing of funds; d) to approve or disapprove major building programs and/or purchase or sale of personal property or real property equal to or in excess of One Million dollars; e) to approve or disapprove the annual operating and capital budgets of the filing organization; f) to direct the placement of funds and capital of the filing organization, and the authority to secure naming rights; g) the authority to require adherence to policies adopted; h) to approve or disapprove the implementation of non-traditional, non-healthcare related activities; i) to approve or disapprove performance/quality improvement, revenue cycle and case management programs; j) to approve or disapprove the selection of the auditing firm retained to audit the books; k) to approve or disapprove the election of the fiscal year; l) to approve or disapprove the selection of the group purchasing organization(s); m) to approve or disapprove any joint venture or partnership in which the filing organization would be a member or partner; n) to approve or disapprove the IT systems and other shared services used; o) the authority to require adherence to the system-wide naming nomenclature and service standards apopted; p) to set and enforce policies for physician compensation including commercial reasonableness and fair market value; and o) to exercise such other powers as are necessary in connection with the foregoing. |
| Form 990, Part VI, Section B, line 11b | The filing organization's current year Form 990 was reviewed by the Senior VP/Chief Accounting Officer prior to its filing with the IRS. The review conducted by the Senior VP/Chief Accounting Officer did not include the review of any supporting workpapers that were used in preparation of the current year Form 990, but did include a review of the entire Form 990 and all supporting schedules. |
| Form 990, Part VI, Section B, line 12c | The Conflict of Interest Policy of the filing organization applies to members of its Board of Directors and its principal officers (to be known as Interested Persons). In connection with any actual or possible conflicts of interest, any member of the Board of Directors of the filing organization or any principal officer of the filing organization (i.e. Interested Persons) must disclose the existence of any financial interest with the filing organization and must be given the opportunity to disclose all material facts concerning the financial interest/arrangement to the Board of Directors of the filing organization or to any members of a committee with board delegated powers that is considering the proposed transaction or arrangement. Subsequent to any disclosure of any financial interest/arrangement and all material facts, and after any discussion with the relevant Board member or principal officer, the remaining members of the Board of Directors or committee with board delegated powers shall discuss, analyze, and vote upon the potential financial interest/arrangement to determine if a conflict of interest exists. According to the filing organization's Conflict of Interest Policy, an Interested Person may make a presentation to the Board of Directors (or committee with board delegated powers), but after such presentation, shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement that results in a conflict of interest. Each Interested Person, as defined under the filing organization's Conflict of Interest Policy, shall annually sign a statement which affirms that such person has received a copy of the Conflict of Interest policy, has read and understands the policy, has agreed to comply with the policy, and understands that the filing organization is a charitable organization that must primarily engage in activities which accomplish one or more of its exempt purposes. The filing organization's Conflict of Interest Policy also requires that periodic reviews shall be conducted to ensure that the filing organization operates in a manner consistent with its charitable purposes. |
| Form 990, Part VI, Section B, line 15 | The filing organization's CEO, other officers and key employees are not compensated by the filing organization. Such individuals are compensated by the related top-tier parent organization of the filing organization. Please see the discussion concerning the process followed by the related top-tier parent organization in determining executive compensation in our response to Schedule J, Line 3. |
| Form 990, Part VI, Section C, line 19 | The filing organization is a part of the system of healthcare organizations known as AdventHealth. The audited consolidated financial statements of AdventHealth and of the AdventHealth "Obligated Group" are filed annually with the Municipal Securities Rulemaking Board (MSRB). The "Obligated Group" is a group of AHSSHC subsidiaries that are jointly and severally liable under a Master Trust Indenture that secures debt primarily issued on a tax-exempt basis. Unaudited quarterly financial statements prepared in accordance with Generally Accepted Accounting Principles (GAAP) are also filed with MSRB for AdventHealth on a consolidated basis and for the grouping of AdventHealth subsidiaries comprising the "Obligated Group". The filing organization does not generally make its governing documents or conflict of interest policy available to the public. |
| Form 990, Part VII, Section A, Column (E) & (F): | For those Board of Director members, officers, and key employees who devote less than full-time to the filing organization (based upon the average number of hours per week shown in column (B) on page 7 of the return) the compensation amounts shown in columns (E) and (F) on page 7 were provided in conjunction with that person's responsibilities and roles in serving in an executive leadership position as an employee of Adventist Health System Sunbelt Healthcare Corporation. |
| Form 990, Part VIII, Lines 7a, b and c: | The amounts shown in Part VIII, Lines 7a(i), 7b(i) and 7c(i) of the Form 990 represent an allocated share of capital gain/(loss) from a system wide, corporate administered, investment program. |
| Form 990, Part IX, line 11g | Payments to Healthcare Professionals: Program service expenses 564,495,838. Management and general expenses 0. Fundraising expenses 0. Total expenses 564,495,838. Professional Fees: Program service expenses 107,291,876. Management and general expenses 0. Fundraising expenses 0. Total expenses 107,291,876. Purchased Medical Services: Program service expenses 22,230,313. Management and general expenses 0. Fundraising expenses 0. Total expenses 22,230,313. Environmental Services: Program service expenses 8,283,600. Management and general expenses 0. Fundraising expenses 0. Total expenses 8,283,600. Transcription Services: Program service expenses 1,817,414. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,817,414. Recruiting: Program service expenses 2,420,835. Management and general expenses 0. Fundraising expenses 0. Total expenses 2,420,835. Food Service Contracts: Program service expenses 27,837. Management and general expenses 0. Fundraising expenses 0. Total expenses 27,837. Miscellaneous Purchased Services: Program service expenses 6,782,324. Management and general expenses 0. Fundraising expenses 0. Total expenses 6,782,324. AdventHealth Management Fees: Program service expenses 0. Management and general expenses 121,151,579. Fundraising expenses 0. Total expenses 121,151,579. Billing & Collection Services: Program service expenses 0. Management and general expenses 31,899,256. Fundraising expenses 0. Total expenses 31,899,256. AdventHealth Shared Services Fee: Program service expenses 0. Management and general expenses 54,661,763. Fundraising expenses 0. Total expenses 54,661,763. |
| Form 990, Part X, Line 2: | The amounts shown on line 2 of Part X of this return include the filing organization's interest in a central investment pool maintained by Adventist Health System Sunbelt Healthcare Corporation, the filing organization's top-tier parent. The investments in the central investment pool are recorded at market value. |
| Form 990, Part XI, line 9: | Transfer to tax-exempt parent -160,314,051. Transfer to tax-exempt affiliates -40,387,121. Debt costs allocated to tax-exempt affiliates -56,135. Transfer to Operations -36,860. Loss on sale of hospital assets 140,557. Other -390. Gifts 1,183,518. Transfer from Supporting Foundation 6,157,223. Transfer from tax-exempt parent 85,602,505. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp
Disregarded Entity Name DisregardedEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | IQ Orlando LLC | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 550 E Rollins St | AddressLine1Txt |
| City | Orlando | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32803 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 471121247 | EIN |
| Primary Activities | Design and innovation | PrimaryActivitiesTxt |
| Legal Domicile State | FL | LegalDomicileStateCd |
| Total Income | $0 | TotalIncomeAmt |
| End Of Year Assets | $0 | EndOfYearAssetsAmt |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Adventist Hlth SystemSunbelt Inc | BusinessNameLine1Txt |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (102 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 East Florida Inc (3521 - 123121) | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 882288563 | Future Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Family Medicine Rural Health Clinics Inc | |||||||||||
| 187 PR 4060 | Lampasas | TX | 76550 | 271858033 | Operation of Rural Health Clinics & Medical Services | FL | 501(c)(3) | Line 3 | Metroplex Adventist Hospital Inc | Yes (1) | |
| AdventHealth Kansas City Foundation fka AH Fdn Shawnee Mission | |||||||||||
| 7315 E Frontage Road | Merriam | KS | 66204 | 480868859 | Fund-raising for Tax-exempt hospitals | KS | 501(c)(3) | Line 7 | Shawnee Mission Medical Center Inc | Yes (1) | |
| AdventHealth Home Care East Florida LLC | |||||||||||
| 770 West Granada Blvd 319 | Ormond Beach | FL | 32174 | 833768458 | Inactive | FL | 501(c)(3) | Line 10 | Memorial Hlth Systems Inc | Yes (1) | |
| AdventHealth Hospice Care East Florida Inc | |||||||||||
| 770 West Granada Blvd 304 | Ormond Beach | FL | 32174 | 833748461 | Inactive | FL | 501(c)(3) | Line 10 | Memorial Hlth Systems Inc | Yes (1) | |
| AdventHealth North Polk Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 593231322 | Inactive | FL | 501(c)(3) | Line 12a, I | University Community Hospital Inc | Yes (1) | |
| AdventHealth Polk North Inc | |||||||||||
| 40100 US Highway 27 N | Davenport | FL | 33837 | 841793121 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Polk South Inc | |||||||||||
| 410 South 11th Street | Lake Wales | FL | 33853 | 834672945 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Ransom Memorial Inc | |||||||||||
| 1301 S Main Street | Ottawa | KS | 66067 | 830976641 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| AdventHealth Riverview Inc (5321 - 123121) | |||||||||||
| 14055 Riveredge Drive Ste 150 | Tampa | FL | 33637 | 870901094 | Future Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth Senior Care Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 841817046 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth South Overland ParkInc | |||||||||||
| 7820 W 165th Street | Overland Park | KS | 66223 | 364595806 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| AdventHealth University Inc | |||||||||||
| 671 Winyah Drive | Orlando | FL | 32803 | 593069793 | Education/Operation of School | FL | 501(c)(3) | Line 2 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| AdventHealth West Florida Ambulatory Services Inc | |||||||||||
| 14055 Riveredge Drive Ste 250 | Tampa | FL | 33637 | 471881744 | Support of Imaging Center & Home Health Subsidiaries | FL | 501(c)(3) | Line 12b, II | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| AdventHealth West Florida Imaging Inc | |||||||||||
| 14055 Riveredge Drive Ste 250 | Tampa | FL | 33637 | 843225135 | Imaging & Testing | FL | 501(c)(3) | Line 3 | AdventHealth West Florida Ambulatory Services Inc | Yes (1) | |
| Adventist 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 Health Mid-America Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 521347407 | Support of Affiliated Hospital | KS | 501(c)(3) | Line 12c, III-FI | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Adventist Health Partners Inc | |||||||||||
| 5101 S Willow Springs Rd Suite B101 | La Grange | IL | 60525 | 364138353 | Operation of Physician Practices & Medical Services | IL | 501(c)(3) | Line 3 | AHS Midwest Management Inc | Yes (1) | |
| Adventist Health System Georgia Inc | |||||||||||
| 1035 Red Bud Road NE | Calhoun | GA | 30701 | 581425000 | Operation of Hospital & Related Services | GA | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Hlth System Sunbelt Hlthcare Corp | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592170012 | Management Services | FL | 501(c)(3) | Line 12a, I | 0 | N/A | |
| Adventist Hlth SystemSunbelt Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 591479658 | Operation of Hospitals & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Hlth SystemTexas Inc | |||||||||||
| 11801 S Freeway | Burleson | TX | 76028 | 742578952 | 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 Hospitals & Related Services | IL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| AHP Specialty Care NFP | |||||||||||
| 5101 S Willow Springs Rd Suite B101 | La Grange | IL | 60525 | 811105774 | Operation of Physician Practices & Medical Services | IL | 501(c)(3) | Line 3 | AHS Midwest Management Inc | Yes (1) | |
| AHS Midwest Management Inc | |||||||||||
| 5101 S Willow Springs Rd Suite B101 | La Grange | IL | 60525 | 363354567 | Operation of Physician Practice Management | IL | 501(c)(3) | Line 12a, I | Adventist Midwest Health | Yes (1) | |
| Apopka Health Care Properties Inc | |||||||||||
| 305 E Oak Street | Apopka | FL | 32703 | 510605694 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Bert Fish Medical Center Auxiliary Inc | |||||||||||
| 401 Palmetto Street | New Smyrna Beach | FL | 32168 | 591054892 | Volunteer support services | FL | 501(c)(3) | Line 10 | 0 | N/A | |
| Bradford Heights Health & Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 205782342 | Inactive - Wind-Down | 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) | |
| Chickasaw Health Care Properties Inc | |||||||||||
| 250 S Chickasaw Trail | Orlando | FL | 32825 | 510605681 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Chippewa Valley Hospital & Oakview Care Center Inc | |||||||||||
| 1220 Third Avenue West | Durand | WI | 54736 | 391365168 | Operation of Hospital & Related Services | WI | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Coalition For Physician Well-Being Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 463477012 | Provide support for Physician well-being | FL | 501(c)(3) | Line 10 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Courtland Health Care Properties Inc | |||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 510605682 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Creekwood Place Nursing & Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 205782260 | Inactive - Wind-Down | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Dairy Road Health Care Properties Inc | |||||||||||
| 7350 Dairy Road | Zephyrhills | FL | 33540 | 510605684 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| East Orlando Health & Rehab Center Inc | |||||||||||
| 250 S Chickasaw Trail | Orlando | FL | 32825 | 205774748 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Emory-Adventist Inc (1121 - 123121) | |||||||||||
| 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 Services | NC | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| FLNC Inc | |||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Florida Hospital Dade City Inc | |||||||||||
| 13100 Fort King Road | Dade City | FL | 33525 | 822567308 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Healthcare Partners Inc | |||||||||||
| 770 West Granada Blvd 101 | Ormond Beach | FL | 32174 | 462354804 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Florida Hospital Medical Group Inc | |||||||||||
| 2600 Westhall Lane 4th Floor | Maitland | FL | 32751 | 593214635 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Florida Hospital Ocala Inc | |||||||||||
| 1500 SW 1st Avenue | Ocala | FL | 34471 | 824372339 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Physician Group Inc | |||||||||||
| 12470 Telecom Dr 100 | Tampa | FL | 33637 | 462021581 | Operation of Physician Practices & Medical Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Waterman Inc | |||||||||||
| 1000 Waterman Way | Tavares | FL | 32778 | 593140669 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Florida Hospital Zephyrhills Inc | |||||||||||
| 7050 Gall Blvd | Zephyrhills | FL | 33541 | 592108057 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Florida Radiology Imaging at Lake Mary LLC | |||||||||||
| 2600 Westhall Lane 4th Floor | Maitland | FL | 32751 | 550789387 | Imaging & Testing | FL | 501(c)(3) | Line 3 | Florida Hospital Medical Group Inc | Yes (1) | |
| Fountain Inn Nursing & Rehab Center Inc | |||||||||||
| 4501 Waterman Way | Tavares | FL | 32778 | 472180518 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Helen Ellis Memorial Hospital Auxiliary Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 592106043 | Fund-raising for Tax-exempt hospital/foundation | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| Helen Ellis Memorial Hospital Foundation Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 593690149 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| 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) | |
| In-Motion Rehab Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 208023411 | Inactive | KS | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Lake County Health Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813923985 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Memorial Health Systems Foundation Inc | |||||||||||
| 305 Memorial Medical Pkwy 212 | Daytona Beach | FL | 32117 | 311771522 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| Memorial Health Systems Inc | |||||||||||
| 301 Memorial Medical Parkway | Daytona Beach | FL | 32117 | 590973502 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Memorial Hospital - West Volusia Inc | |||||||||||
| 701 West Plymouth Avenue | Deland | FL | 32720 | 593256803 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Memorial Hlth Systems Inc | Yes (1) | |
| Memorial Hospital Flagler Inc | |||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 592951990 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Memorial Hlth Systems Inc | Yes (1) | |
| Memorial Hospital Inc | |||||||||||
| 210 Marie Langdon Drive | Manchester | KY | 40962 | 610594620 | Operation of Hospital & Related Services | KY | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Metroplex Adventist Hospital Inc | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 742225672 | Operation of Hospital & Related Services | TX | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Metroplex Clinic Physicians Inc | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 113762050 | Physician Healthcare services to the community | TX | 501(c)(3) | Line 3 | Metroplex Adventist Hospital Inc | Yes (1) | |
| Midwest Health Foundation | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 352230515 | Fund-Raising for Supported Exempt Hospitals | IL | 501(c)(3) | Line 7 | 0 | N/A | |
| Mills Health & Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 205782320 | Inactive - Wind-Down | 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 Health Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 431224729 | Support Health Care Services | MO | 501(c)(3) | Line 12d, III-O | Adventist Hlth Mid-America Inc | Yes (1) | |
| Ormond Beach Memorial Hospital Auxiliary Inc(11-123121) | |||||||||||
| 301 Memorial Medical Pkwy | 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) | |
| Pasco-Pinellas Hillsborough Community Hlth System Inc | |||||||||||
| 2600 Bruce B Downs Blvd | Wesley Chapel | FL | 33544 | 208488713 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Portercare Adventist Health System (630 YE) | |||||||||||
| 9100 E Mineral Circle | Centennial | CO | 80112 | 840438224 | Operation of Hospitals & Related Services | CO | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Princeton Health & Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 205782272 | Inactive - Wind-Down | 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 Healthcare Services | FL | 501(c)(3) | Line 10 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Quality Circle for Healthcare Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 263789368 | Healthcare Quality Services | FL | 501(c)(3) | Line 12a, I | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Redmond Park Hospital LLC (10121 - 123121) | |||||||||||
| 501 Redmond Road NW | Rome | GA | 30165 | 581123037 | Operation of Hospital & Related Services | GA | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Resource Personnel Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 208040875 | Provide administrative support to tax exempt nursing homes | FL | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Rocky Mountain Adventist Hlthcare Foundation (630 YE) | |||||||||||
| 960 E Harvard Avenue Ste 230 | Denver | CO | 80210 | 840745018 | Fund-raising for Tax-exempt hospital | CO | 501(c)(3) | Line 7 | 0 | N/A | |
| Rollins Brook Community Care Corp | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 461656773 | Support Operation of Hospital | TX | 501(c)(3) | Line 12a, I | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| San Marcos Health Care Properties Inc (11 - 123021) | |||||||||||
| 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 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 Health Care Inc | |||||||||||
| 6501 West 75th Street | Overland Park | KS | 66204 | 480952508 | Lease to Related Organization | KS | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Medical Center Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 480637331 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| South Pasco Health Care Properties Inc | |||||||||||
| 38250 A Avenue | Zephyrhills | FL | 33542 | 510605679 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Southeast Volusia Healthcare Corp | |||||||||||
| 401 Palmetto Street | New Smyrna Beach | FL | 32168 | 473793197 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Southwest Volusia Health Services Inc | |||||||||||
| 1055 Saxon Blvd | Orange City | FL | 32763 | 593281591 | Medical Office Building for Hospital | FL | 501(c)(3) | Line 12a, I | Southwest Volusia Hlthcare Corp | Yes (1) | |
| Southwest Volusia Healthcare Corp | |||||||||||
| 1055 Saxon Blvd | Orange City | FL | 32763 | 593149293 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Spring View Health & Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 205782288 | Inactive - Wind-Down | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Sunbelt Health & Rehab Center - Apopka Inc | |||||||||||
| 305 East Oak Street | Apopka | FL | 32703 | 205774856 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Sunbelt Health Care Centers Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 581473135 | Management Services | TN | 501(c)(3) | Line 12b, II | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| 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 Health Care Properties Inc | |||||||||||
| 301 Huguley Blvd | Burleson | TX | 76028 | 510605677 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| The Comforter Health Care Group Inc | |||||||||||
| 605 Montgomery Road | Altamonte Springs | FL | 32714 | 271857940 | Support Services to Related Hospice | FL | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| The Volunteer Auxiliary of Florida Hosp Flagler Inc(11-8321) | |||||||||||
| 60 Memorial Medical Pkwy | 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 | |||||||||||
| 1290 Celebration Blvd | Kissimmee | FL | 34747 | 472219363 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| University Community Hospital Foundation Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 592554889 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| University Community Hospital Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 591113901 | Operation of Hospitals & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| West Florida Health Home Care Inc | |||||||||||
| 13601 Bruce B Downs Blvd Ste 110 | Tampa | FL | 33613 | 593686109 | Home Health Services | GA | 501(c)(3) | Line 10 | AdventHealth West Florida Ambulatory Svcs Inc | Yes (1) | |
| Zephyr Haven Health & Rehab Center Inc | |||||||||||
| 38250 A Avenue | Zephyrhills | FL | 33542 | 205774930 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Zephyrhills Health & Rehab Center Inc | |||||||||||
| 7350 Dairy Road | Zephyrhills | FL | 33540 | 205774967 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (10 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | OwnershipOwnershipPct | Share Of EOY AssetsShareOfEOYAssetsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Fletcher Hospital Surgical Ventures LLC | ||||||||||||||
| 9131 Anson Way Ste 304 | Raleigh | NC | 27615 | 861482646 | Indirect Interest in Surgery Center | NC | N/A | 0 | 0 | |||||
| Florida Hospital DMERT LLC | ||||||||||||||
| 500 Winderley Place Ste 324 | Maitland | FL | 32751 | 202392253 | Medical Equipment | FL | N/A | 0 | Yes (1) | |||||
| Florida Hospital Home Infusion LLP | ||||||||||||||
| 500 Winderley Place Ste 226 | Maitland | FL | 32751 | 593142824 | Home Infusion Services | FL | N/A | 0 | Yes (1) | |||||
| Functional Neurosurgical Ambulatory Surgery Ctr LLC | ||||||||||||||
| 11 W Dry Creek Circle 120 | Littleton | CO | 80120 | 464426708 | Surgery Center | CO | N/A | 0 | 0 | |||||
| PAHS OnPoint Urgent Care LLC | ||||||||||||||
| 9100 E Mineral Circle | Centennial | CO | 80112 | 832465331 | Urgent Care Center | CO | N/A | 0 | 0 | |||||
| Princeton Homecare Services LLC | ||||||||||||||
| 1050 Forrer Blvd | Kettering | OH | 45420 | 814196648 | Operation of Home Health Agency | FL | N/A | 0 | 0 | |||||
| San Marcos MRI LP (1121-8121) | ||||||||||||||
| 1330 Wonder World Dr Ste 202 | San Marcos | TX | 78666 | 770597972 | Imaging & Testing | TX | 0 | 0 | Adventist Hlth SystemSunbelt Inc | Related | $85,293 | 0.58000 | ||
| Surgery Center of Rome LP | ||||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 200390305 | Surgery Center | FL | N/A | 0 | 0 | |||||
| The Bariatric Center of Kansas City LLC | ||||||||||||||
| 9100 W 74th Street | Merriam | KS | 66204 | 823025378 | Surgery Center | KS | N/A | 0 | 0 | |||||
| Urgent Care Centers of Brevard County LLC | ||||||||||||||
| 2600 Westhall Lane | Maitland | FL | 32751 | 844261523 | Urgent Care Centers | FL | 0 | Yes (1) | Adventist Hlth SystemSunbelt Inc | Related | $1,715,946 | 0.51000 | $5,978,561 | |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (23 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Entity TypeEntityTypeTxt | Controlled OrganizationControlledOrganizationInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| AdventHealth Orlando Network Inc (35 - 123121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 862639185 | Inactive | FL | N/A | C | Yes (1) | ||||
| AdventHealth Professional Staffing Inc (35 - 123121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 880742779 | INACTIVE | FL | N/A | C | Yes (1) | ||||
| AdventHealth Tampa Network Inc (35 - 123121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 862666178 | Inactive | FL | N/A | C | Yes (1) | ||||
| AdventHealth Team Members Inc (35 - 123121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 880763664 | INACTIVE | FL | N/A | C | Yes (1) | ||||
| Altamonte Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855792 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $219,892 | $1,512,362 | 0.65340 | |
| Apopka Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 593000857 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $21,634 | $60,680 | 1.00000 | |
| Battle Creek Adventist Hospital | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 381359189 | Inactive | MI | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | 1.00000 | |||
| Central Texas Medical Associates (11-12252021) | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742729873 | Inactive | TX | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | 1.00000 | |||
| Florida Hospital Flagler Medical Offices Association Inc | |||||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 262158309 | Condo Association | FL | N/A | C | Yes (1) | ||||
| Florida Hosp Hlth Village Property Owner's Assoc Inc | |||||||||||||
| 550 E Rollins Street 7th Floor | Orlando | FL | 32803 | 821748255 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | 1.00000 | |||
| Florida Hospital Healthcare System Inc | |||||||||||||
| 101 Southhall Lane Ste 150 | Maitland | FL | 32751 | 593215680 | PHSO / CIN | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $50,414,468 | $48,861,050 | 1.00000 | |
| Florida Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855791 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $1,195,038 | $6,907,539 | 0.86320 | |
| Kissimmee Multispecialty Clinic Condominium Association Inc | |||||||||||||
| 201 Hilda Street Suite 30 | Kissimmee | FL | 34741 | 593539564 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $76,739 | $83,725 | 0.54400 | |
| Midwest Management Services Inc | |||||||||||||
| 9100 West 74th Street | Shawnee Mission | KS | 66204 | 480901551 | Inactive | KS | N/A | C | Yes (1) | ||||
| North American Health Services Inc & Sub | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 621041820 | Holding Co. | TN | N/A | C | Yes (1) | ||||
| Ormond Prof Associates Condo Assoc Inc (430 year end) | |||||||||||||
| 770 W Granada Blvd Ste 101 | Ormond Beach | FL | 32174 | 592694434 | Condo Association | FL | N/A | C | Yes (1) | ||||
| Park Ridge Property Owner's Association Inc | |||||||||||||
| 1 Park Place Naples Road | Fletcher | NC | 28732 | 030380531 | Condo Association | NC | N/A | C | Yes (1) | ||||
| Porter Affiliated Health Services Inc (11-63021) | |||||||||||||
| 2525 S Downing Street | Denver | CO | 80210 | 840956175 | INACTIVE | CO | N/A | C | Yes (1) | ||||
| Surgicare of Rome Inc (10121 - 123121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 200376307 | Holding Company | GA | N/A | C | Yes (1) | ||||
| Redmond Park Health Services Inc (10121 - 123121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 621330078 | Holding Company | GA | N/A | C | Yes (1) | ||||
| Redmond Physician Practice Company (10121 - 10121) | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 621662134 | Medical Clinics | GA | N/A | C | Yes (1) | ||||
| The Garden Retirement Community Inc | |||||||||||||
| 485 North Keller Road Ste 250 | Maitland | FL | 32751 | 593414055 | Real Estate Rental | FL | N/A | C | Yes (1) | ||||
| Winter Park Medical Office Building I Condo Assoc Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 452228478 | Condo Association | FL | C | Yes (1) | Adventist Hlth SystemSunbelt Inc | $169,763 | $289,916 | 0.51580 | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | Yes (1) | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 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 | Yes (1) | 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 (72 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Florida Hospital Medical Group Inc | ||
| A | $2,879,580 | FMV |
| Florida Radiology Imaging at Lake Mary LLC | ||
| A | $51,101 | FMV |
| Florida Radiology Imaging at Lake Mary LLC | ||
| A | $177,985 | FMV |
| Adventist Care Centers - Courtland Inc | ||
| B | $1,533,154 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| B | $160,300,058 | Actual Amount Given |
| East Orlando Health & Rehab Center Inc | ||
| B | $3,383,200 | Actual Amount Given |
| FLNC Inc | ||
| B | $9,403,904 | Actual Amount Given |
| Sunsystem Development Corporation | ||
| B | $1,505,496 | Actual Amount Given |
| Sunsystem Development Corporation | ||
| C | $19,766,042 | Actual Amount Received |
| Florida Hospital Medical Group Inc | ||
| K | $183,793 | FMV |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| L | $178,379 | Cost |
| Fletcher Hospital Incorporated | ||
| L | $160,107 | Cost Plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| L | $927,251 | Cost Plus Appropriate % |
| Florida Hospital Waterman Inc | ||
| L | $80,441 | Cost Plus Appropriate % |
| Memorial Health Systems Inc | ||
| L | $110,590 | Cost Plus Appropriate % |
| Shawnee Mission Medical Center Inc | ||
| L | $953,750 | Cost Plus Appropriate % |
| Sunsystem Development Corporation | ||
| L | $4,600,719 | Cost |
| Urgent Care Centers of Brevard County LLC | ||
| L | $1,180,337 | Cost Plus Appropriate % |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| M | $46,609,707 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation - Shared Services | ||
| M | $42,736,255 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation dba AIT | ||
| M | $170,569,566 | % of Facility's Operating Exp |
| Florida Hospital Medical Group Inc | ||
| M | $203,970,390 | % of Facility's Operating Exp |
| Sunsystem Development Corporation | ||
| N | $332,310 | Cost Allocation |
| AdventHealth Polk North Inc | ||
| P | $3,754,760 | Cost |
| AdventHealth Polk South Inc | ||
| P | $71,001 | Cost |
| AdventHealth Senior Care Inc | ||
| P | $53,009 | Cost |
| AdventHealth West Florida Ambulatory Services Inc | ||
| P | $202,455 | Cost |
| Adventist Care Centers - Courtland Inc | ||
| P | $1,445,087 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| P | $240,330,920 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation dba AIT-Equip Fees | ||
| P | $2,961,699 | Cost |
| East Orlando Health & Rehab Center Inc | ||
| P | $2,566,572 | Cost |
| Fletcher Hospital Inc | ||
| P | $1,124,555 | Cost |
| FLNC Inc | ||
| P | $8,668,561 | Cost |
| Florida Hospital Healthcare System Inc | ||
| P | $292,879 | Cost |
| Florida Hospital Medical Group Inc | ||
| P | $9,671,732 | Cost |
| Florida Hospital Ocala Inc | ||
| P | $114,538 | Cost |
| Florida Hospital Waterman Inc | ||
| P | $1,973,010 | Cost |
| Florida Radiology Imaging at Lake Mary LLC | ||
| P | $1,879,110 | Cost |
| Hospice of the Comforter Inc | ||
| P | $588,598 | Cost |
| Memorial Health Systems Inc | ||
| P | $1,130,491 | Cost |
| Memorial Hospital Flagler Inc | ||
| P | $307,501 | Cost |
| Memorial Hospital-West Volusia Inc | ||
| P | $818,298 | Cost |
| Pasco-Pinellas Hillsborough Community Health System Inc | ||
| P | $821,595 | Cost |
| Princeton Professional Services Inc | ||
| P | $52,532 | Cost |
| Shawnee Mission Medical Center Inc | ||
| P | $97,328 | Cost |
| Southeast Volusia Healthcare Corporation | ||
| P | $944,853 | Cost |
| Southwest Volusia Healthcare Corporation | ||
| P | $3,043,652 | Cost |
| Sunbelt Health & Rehab Center - Apopka Inc | ||
| P | $563,506 | Cost |
| Tarpon Springs Hospital Foundation Inc | ||
| P | $62,377 | Cost |
| Tri-County Nursing and Rehabilitation Center Inc | ||
| P | $164,150 | Cost |
| University Community Hospital Inc | ||
| P | $8,139,856 | Cost |
| Urgent Care Centers of Brevard County LLC | ||
| P | $90,312 | Cost |
| AdventHealth Polk North Inc | ||
| Q | $1,564,935 | Cost |
| AdventHealth Polk South Inc | ||
| Q | $813,333 | Cost |
| Fletcher Hospital Inc | ||
| Q | $1,107,891 | Cost |
| Florida Hospital Medical Group Inc | ||
| Q | $2,322,146 | Cost |
| Florida Hospital Ocala Inc | ||
| Q | $71,151 | Cost |
| Florida Hospital Waterman Inc | ||
| Q | $1,743,123 | Cost |
| Florida Radiology Imaging at Lake Mary LLC | ||
| Q | $15,767,727 | Cost |
| Hospice of the Comforter Inc | ||
| Q | $7,785,397 | Cost |
| Memorial Health Systems Inc | ||
| Q | $1,948,894 | Cost |
| Memorial Hospital Flagler Inc | ||
| Q | $1,962,244 | Cost |
| Memorial Hospital-West Volusia Inc | ||
| Q | $1,100,771 | Cost |
| Shawnee Mission Medical Center Inc | ||
| Q | $3,930,387 | Cost |
| Southeast Volusia Healthcare Corporation | ||
| Q | $1,985,675 | Cost |
| Texas Health Hospital Mansfield | ||
| Q | $291,965 | Cost |
| Texas Health Huguley Inc | ||
| Q | $729,783 | Cost |
| University Community Hospital Inc | ||
| Q | $144,477 | Cost |
| Urgent Care Centers of Brevard County LLC | ||
| Q | $4,832,242 | Cost |
| AdventHealth Polk North Inc | ||
| R | $46,000,000 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| R | $24,109,715 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| S | $82,495,500 | Actual Amount Received |