2022-08-09T14:54:57-05:00 2021-09-30 ERNST & YOUNG US LLP 201 N FRANKLIN ST STE 2400 TAMPA FL 33602 990 2020-10-01 593322533 South Lake Hospital Inc % LESLIE FLAKE SOUT 3523944071 1900 DON WICKHAM DRIVE CLERMONT FL 347111979 Leslie Flake CFO 3218415078 2022-08-08 true Leslie Flake 999009999 MELANIE A MCPEAK P01346034 8132254950 2 2020 2022-09-23 18:48:47Z LESLIE FLAKE 1414 KUHL AVENUE ORLANDO FL 32806 377967922 false X WWW.SOUTHLAKEHOSPITAL.COM X 1995 FL TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES IN SOUTH LAKE COUNTY. 6 2 1421 792 1302854 0 10147439 64760 276326149 325023524 6489784 9309764 1316642 1153475 294280014 335551523 449689 92727 0 0 126146323 126206477 0 0 0 125971698 150883989 252567710 277183193 41712304 58368330 523847395 570107480 163128178 135172777 360719217 434934703 X TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES IN SOUTH LAKE COUNTY. false false 273451581 92727 325027297 OPERATION OF NOT-FOR-PROFIT HOSPITAL PROVIDING INPATIENT, OUTPATIENT, & EMERGENCY CARE FOR RESIDENTS OF SOUTHERN LAKE COUNTY FLORIDA. THE HOSPITAL PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. TOTAL PATIENT DAYS FOR THE FISCAL YEAR WERE OVER 56,000. INCREASING ACCESS TO CARE LIBBY'S LEGACY: ORLANDO HEALTH SOUTH LAKE HOSPITAL PARTNERED WITH LIBBY'S LEGACY THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM TO SUPPORT ITS SAVING AND CHANGING LIVES INITIATIVE. UTILIZING THEIR CANCER SCREENING AND MAMMOGRAM ACCESS PROJECT, LIBBY'S LEGACY DELIVERS MOBILE MAMMOGRAPHY SERVICES TO INDIVIDUALS IN UNDERSERVED COMMUNITIES, PROVIDES THEM WITH A DIAGNOSIS, THEN FOLLOWS UP WITH CONTINUED CARE AND EDUCATION. FROM FEBRUARY TO SEPTEMBER 2021, THIS PROGRAM PROVIDED SCREENINGS TO 519 CLIENTS. OF THE PATIENTS WHOSE RESULTS INDICATED AN ABNORMALITY, 100 PERCENT HAD A FOLLOW-UP CARE APPOINTMENT SCHEDULED WITHIN TWO WEEKS. ALL PATIENTS SEEN ALSO RECEIVED EDUCATION ABOUT THEIR DIAGNOSIS, AND, AS A RESULT, 88 PERCENT INCREASED THEIR OVERALL UNDERSTANDING OF BREAST HEALTH. CENTRAL FLORIDA HOPE CENTER - MOBILE CENTER: THE MISSION OF THE CENTRAL FLORIDA HOPE CENTER IS TO UNIFY COMMUNITIES TO MAKE LIFE-GIVING SOLUTIONS ACCESSIBLE TO EVERYDAY PEOPLE. THE CENTER'S GOAL IS TO PROVIDE ALL OF THE RESOURCES AVAILABLE AT THE OTHER LOCATIONS VIA A MOBILE UNIT THAT ELIMINATES TRANSPORTATION BARRIERS. THE MOBILE HOPE CENTER DOES NOT HAVE WALLS AND IS NOT LIMITED BY GEOGRAPHY AS THEY GO TO AREAS IDENTIFIED WITH NEED AND PROVIDE NUTRITIONAL ALTERNATIVES FOR MEALS, HEALTH SCREENINGS AND A PATHWAY TO A BETTER LIFE. FAITH NEIGHBORHOOD: THE GOAL OF THIS PROGRAM IS TO PROVIDE FRESH PRODUCE, DAIRY PRODUCTS, FRESH MEATS, VEGETABLES AND OTHER NEEDED NUTRITIOUS FOODS TO THE COMMUNITY. DURING FISCAL YEAR 2021, THERE WERE FOUR FOOD DROPS, FEEDING APPROXIMATELY 8,000 INDIVIDUALS, WITH MORE THAN 146,000 POUNDS OF FOOD PROVIDED. DURING THIS TIME, FAITH TRANSITIONED FROM FOOD DROPS TO A FOOD PANTRY TO ENCOURAGE CLIENTS TO COME INTO THE CENTER TO RECEIVE ADDITIONAL RESOURCES, SUCH AS ASSISTANCE WITH FOOD STAMP AND MEDICAID APPLICATIONS, MEDICAL ASSISTANCE, COMPUTER TRAINING AND JOB TRAINING. THEIR FOOD PANTRY SERVED OVER 11,631 FAMILIES, IMPACTING MORE THAN 44,082 INDIVIDUALS BY PROVIDING 1,272,271 POUNDS OF FOOD. NEW BEGINNINGS OF CENTRAL FLORIDA: THIS PROGRAM AIMS TO PROVIDE HOUSING, FOOD, CLOTHING, PROFESSIONAL COUNSELING, SOCIAL SERVICES AND EDUCATION FOR UNDERSERVED, HOMELESS, FOOD INSECURE, POVERTY-STRICKEN INDIVIDUALS LIVING IN LAKE COUNTY. THEY OFFER SEVERAL PROGRAMS THAT EMPOWER RESIDENTS TO ACHIEVE ECONOMIC STABILITY THROUGH HOUSING, JOB AND LIFE-SKILL CLASSES, EMERGENCY GROCERIES AND MORE. FROM OCTOBER 2020 TO SEPTEMBER 2021, 11 RESIDENTS IN NEW BEGINNINGS' TRANSITIONAL HOUSING RECEIVED COUNSELING. NINETY-TWO FAMILIES PRESENTED WITH EMERGENCY NEEDS, FOR WHICH NEW BEGINNINGS PROVIDED OVER $9,500. EMERGENCY FOOD TOTALING 1,888 BOXES PROVIDED RELIEF TO 85 NEW BEGINNINGS' FAMILIES. RESPONDING TO A PANDEMIC - COVID-19 FROM THE ONSET OF THE COVID-19 PUBLIC HEALTH EMERGENCY, ORLANDO HEALTH HAS REFLECTED ITS CORE MISSION TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. WITH A LEVEL ONE TRAUMA CENTER AND A SAFETY NET HOSPITAL, ORLANDO HEALTH QUICKLY BECAME A FOCAL POINT AND COMMUNITY RESOURCE FOR CENTRAL FLORIDA'S RESPONSE TO THE PANDEMIC. SINCE JANUARY 2020, THE HEALTHCARE SYSTEM HAS DEVELOPED ALGORITHMS, DEVISED PROTOCOLS AND DELIVERED LIFESAVING CARE THAT PROTECTED ITS PATIENTS, VISITORS, TEAM MEMBERS AND COMMUNITIES. LIKE MANY HEALTHCARE SYSTEMS ACROSS THE UNITED STATES, ORLANDO HEALTH CONTINUES TO EXPERIENCE AND RESPOND TO OPERATIONAL AND FINANCIAL CHALLENGES RELATED TO THE CURRENT OUTBREAK OF COVID-19. SINCE MARCH 2020, ORLANDO HEALTH HAS BEEN TRACKING DAILY THE NUMBER OF COVID-19 INPATIENTS. THE HIGHEST NUMBER OF COVID-19 INPATIENTS WAS DURING THE DELTA VARIANT SURGE IN AUGUST AND SEPTEMBER 2021, PEAKING AT 760 INPATIENTS ON AUGUST 20, 2021, REPRESENTING NEARLY A THIRD OF TOTAL INPATIENTS. THE CORONAVIRUS AID, RELIEF AND ECONOMIC SECURITIES (CARES) ACT PROVIDER RELIEF FUND WAS SIGNED INTO LAW TO PROVIDE TEMPORARY AND LIMITED RELIEF TO INDIVIDUALS AND BUSINESSES IMPACTED BY THE COVID-19 OUTBREAK, INCLUDING THE APPROPRIATION OF FUNDS FOR HEALTHCARE PROVIDERS FOR REIMBURSEMENT OF EXPENSES AND LOST REVENUE ATTRIBUTABLE TO COVID-19. THROUGH SEPTEMBER 30, 2021, ORLANDO HEALTH HAD RECEIVED DISTRIBUTIONS OF APPROXIMATELY $83 MILLION UNDER THE CARES ACT PROVIDER RELIEF FUND. THE HEALTHCARE SYSTEM HAS TAKEN NUMEROUS STEPS IN RESPONSE TO THE COVID-19 PANDEMIC THAT REFLECT ITS ORGANIZATIONAL CULTURE. WHAT FOLLOWS ARE BUT A FEW OF THE MANY WAYS ORLANDO HEALTH INNOVATED AND ADAPTED AS IT FACED COVID-19. CARING FOR PATIENTS: TO CARE FOR PATIENTS IN ITS HOSPITALS AND OUTPATIENT CENTERS, ORLANDO HEALTH DEVISED A MULTIPRONGED APPROACH THAT INCLUDES INSTITUTING SAFETY MEASURES TO LIMIT THE SPREAD OF THE VIRUS WITHIN ITS FACILITIES. EMERGENCY MEDICINE PHYSICIANS AND DISASTER-RESPONSE EXPERTS ENGAGED TO PREPARE FOR PATIENT SURGES TO KEEP UP WITH SUPPLY AND WORKFORCE DEMANDS. THE HEALTHCARE SYSTEM ALSO ESTABLISHED TESTING CENTERS FOR PATIENTS AT SELECT LOCATIONS. AS VACCINES BECAME AVAILABLE, ORLANDO HEALTH STOOD UP SEVERAL VACCINATION SITES FOR COMMUNITY MEMBERS AND TEAM MEMBERS. BY SEPTEMBER 30, 2021, THE ORGANIZATION HAD ADMINISTERED APPROXIMATELY 132,000 VACCINATIONS. KEEPING PATIENTS AND TEAM MEMBERS SAFE: ORLANDO HEALTH'S SUPPLY CHAIN TEAM CONTINUES TO WORK DILIGENTLY TO SECURE NEEDED SUPPLIES FROM TRUSTED AND VETTED SOURCES, AND ENSURE ALL HOSPITALS IN THE ORGANIZATION ARE TRACKING SUPPLIES AT EACH SITE AND ROUTING EQUIPMENT AND SUPPLIES WHERE THEY ARE MOST NEEDED. ON A DAILY BASIS, SUPPLY CHAIN MANAGEMENT REVIEWS CRITICAL SUPPLIES SUCH AS PERSONAL PROTECTIVE EQUIPMENT (PPE), DIAGNOSTIC TESTING PRODUCTS AND EQUIPMENT TO MANAGE ANTICIPATED VOLUMES. THE HEALTHCARE SYSTEM MAINTAINS OVER 150 DAYS ON HAND OF KEY PPE, INCLUDING MASKS, GOWNS AND GLOVES. MANAGEMENT BELIEVES IT HAS A SUFFICIENT SUPPLY OF PPE TO MEET ITS CURRENT NEEDS BUT EXPECTS CONTINUED HIGH DEMAND. MAINTAINING AN ENGAGED WORKFORCE: AS THE PANDEMIC CONTINUED, ORLANDO HEALTH FACED CONTINUING PRESSURES ON ITS NURSE STAFFING, WHICH ACCOUNTS FOR MORE THAN 20% OF THE TEAM MEMBER POPULATION. SIMILAR TO OTHER HEALTHCARE SYSTEMS ACROSS THE NATION, ORLANDO HEALTH HAD A VOLUNTARY RN TURNOVER RATE THAT WAS THE HIGHEST IN DECADES. IN RESPONSE, THE ORGANIZATION HAS UNDERTAKEN SEVERAL IMPROVEMENT ACTIVITIES TO REIMAGINE NURSING PAY MODELS, ENHANCE WORKFORCE DEVELOPMENT PARTNERSHIPS, INVEST IN THE EDUCATION AND UPSKILLING OF TEAM MEMBERS, AND ACCELERATE HIRING AND ONBOARDING PROCESSES. THROUGHOUT THE WAVES OF COVID-19 SURGES, THE HEALTHCARE SYSTEM HAS IMPLEMENTED PROGRAMS TO RECOGNIZE THE COMMITMENT OF TEAM MEMBERS. DURING JANUARY THROUGH MARCH 2021, ORLANDO HEALTH DEVELOPED AN APPRECIATION PAY PROGRAM TO REWARD THOSE BEDSIDE NURSES AND RESPIRATORY THERAPIST WORKING IN EXCESS OF THEIR NORMAL WORKLOAD AT A COST OF NEARLY $20 MILLION. DURING THE SURGE IN THE SUMMER OF 2021, THE ORGANIZATION OFFERED CRITICAL SHIFT BONUSES TO TEAM MEMBERS WILLING TO WORK ADDITIONAL SHIFTS AT A COST OF MORE THAN $7 MILLION. AS A RESULT OF THESE EFFORTS, ORLANDO HEALTH WAS ABLE TO REDUCE ITS OVERALL STAFFING VACANCY RATE TO SINGLE-DIGIT PERCENTAGES BY THE END OF FY2021. ADDITIONALLY, ORLANDO HEALTH CONTINUED TO INVEST IN THE TRAINING AND DEVELOPMENT OF NEW GRADUATE RNS, INCLUDING THE HIRING OF MORE THAN 500 GRADUATE NURSES DURING THE FISCAL YEAR. PLEASE SEE ORLANDO HEALTH, INC. FORM 990 FOR A FULL DESCRIPTION OF OUR HEALTH SYSTEM'S EFFORTS DURING THE COVID-19 PANDEMIC. QUALITY TO DELIVER THE BEST POSSIBLE CARE TO THE COMMUNITIES IT SERVES, ORLANDO HEALTH IS COMMITTED TO CONSISTENTLY DELIVERING THE HIGHEST QUALITY WHEN TREATING BOTH TRADITIONAL AND EXCEPTIONAL CASES, SUCH AS COVID-19. IN THIS WAY, THE ORGANIZATION DEMONSTRATES NOT ONLY ITS CORE VALUES BUT HOW IT ELEVATES THE LIVES OF OUR PATIENTS BY: DEDICATING LEADERSHIP RESOURCES TO THE QUALITY MISSION EACH ORLANDO HEALTH HOSPITAL QUALITY TEAM IS LED BY AN ONSITE CHIEF QUALITY OFFICER (CQO). THIS EXPERIENCED PHYSICIAN OR ADVANCED CLINICAL LEADER OVERSEES REVIEWS OF EVERY MORTALITY, COMPLICATION AND SERIOUS SAFETY EVENT AT THEIR RESPECTIVE CAMPUS. THE CQOS ALSO ARE RESPONSIBLE FOR IDENTIFYING AND IMPLEMENTING TACTICS FOR NUMEROUS PATIENT CARE IMPROVEMENT STRATEGIES. AN AGGRESSIVE REVIEW OF EVERY DOCUMENTED COMPLICATION OF CARE HAS LED TO A SIGNIFICANT REDUCTION IN COMPLICATIONS AND A SUSTAINED HIGH RATE OF IMPROVEMENT WHEN COMPARED TO HIGH-PERFORMING PEER ORGANIZATIONS. DECREASING INPATIENT MORTALITY RATES INPATIENT MORTALITY RATE IS A CRITICAL MEASURE OF QUALITY OF CARE IN ACUTE CARE SETTINGS. 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A PORTION OF THOSE DUES ARE ALLOCATED TO LOBBYING ACTIVITIES IN WHICH THE STATE HEALTHCARE ORGANIZATION PARTICIPATES. ADDITIONALLY, THE DIRECTOR OF GOVERNMENT RELATIONS SPENDS APPROXIMATELY 10% OF THEIR TIME LOBBYING FOR THE ORGANIZATION. 1580822 23716 124398 16299 1698 1710939 1596630 87750 31999 98242 37315 1580822 1630575 100183 22805 148930 8003 1596630 1518792 216980 51312 151761 4748 1630575 1528721 339988 343322 6595 1518792 1.00000 true false 0 17190938 17190938 0 215774656 80767163 135007493 0 15594890 4931404 10663486 0 114027402 84482249 29545153 0 4361849 4361849 196768919 DUE FROM AFFILIATES 39915724 RENT RECEIVABLE 1684958 SECURITY DEPOSITS 126655 INTEREST IN SOLK FOUNDATION 1911591 OTHER RECEIVABLES 36500 43675428 0 OTHER LIABILITIES 307308 RAC RESERVE 3540549 THIRD PARTY SETTLEMENTS 689432 DUE TO ORLANDO HEALTH (DEFEASANCE) 70176402 PUBLIC ASSISTANCE LIABILITY 430373 DUE TO SOLK FOUNDATION 75954 75220018 X SCHEDULE D, PART V, LINE 4 CAPTAIN HOMER N. ALLEN FUND FOR NURSING SCHOLARSHIPS PROVIDES SUPPORT FOR SCHOLARSHIPS FOR RESIDENTS OF SOUTH LAKE COUNTY AND/OR EMPLOYEES OF SOUTH LAKE HOSPITAL WHO WISH TO FURTHER THEIR EDUCATION IN THE FIELD OF NURSING. OTHER RESTRICTED FUNDS ARE AVAILABLE FOR THE ACQUISITION OF FIXED ASSETS AND OTHER OPERATING USE. ORLANDO HEALTH FOUNDATION, INC. (AN AFFILIATE OF ORLANDO HEALTH, INC., A RELATED ORGANIZATION) HOLDS AND ADMINISTERS CERTAIN DONOR RESTRICTED FUNDS ON BEHALF OF SOUTH LAKE HOSPITAL. THE AMOUNT HELD WAS $822,673 AS OF SEPTEMBER 30, 2021. SCHEDULE D, PART X, LINE 2 FASB ASC TOPIC 740, INCOME TAXES, PRESCRIBES THE ACCOUNTING FOR UNCERTAINTY IN INCOME TAX POSITIONS RECOGNIZED IN THE FINANCIAL STATEMENTS. ASC TOPIC 740 PROVIDES GUIDANCE 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 SEPTEMBER 30, 2021 AND 2020. true true X true X 225. false true true true false true true 16437156 16437156 0.05930 33123132 14261605 18861527 0.06800 80798 34413 46385 0.00020 49641086 14296018 35345068 0.12750 958088 958088 0.00350 349708 16882 332826 0.00120 267403 267403 0.00100 1575199 16882 1558317 0.00570 51216285 14312900 36903385 0.13320 488 488 107 107 308214 308214 0.00110 308809 308809 0.00110 true 21033124 54305364 61230639 -6925275 X true true 1 1 SOUTH LAKE HOSPITAL 1900 DON WICKHAM DRIVE CLERMONT FL 34711 WWW.SOUTHLAKEHOSPITAL.COM 4180 X X X SURG CTR, REHAB, MRI HH, SNF, ONC A SOUTH LAKE HOSPITAL 1 false false true X X X X X X X X X X 19 true true true true X SEE PART V, SEC C X true 21 false true false true X 225. 0. X X X X true true X X X true X SEE PART V, SEC C X SEE PART V, SEC C X SEE PART V, SEC C X X X X X X true X false X X X X true X false false PART V, SECTION A HTTPS://WWW.SOUTHLAKEHOSPITAL.COM/ PART V, SECTION B, LINE 3E THE 2019 CHNA IS A FOUR-COUNTY ASSESSMENT COVERING LAKE, ORANGE, OSCEOLA, AND SEMINOLE COUNTIES. SECONDARY AND PRIMARY DATA WERE COLLECTED AND ANALYZED THAT GENERATED COMMON THEMES FOR THE REGION, COUNTY, ZIP CODE AND NEIGHBORHOOD CENSUS TRACTS. SECONDARY DATA ABOUT HEALTH INDICATORS, HEALTHCARE UTILIZATION AND INSURANCE COVERAGE WAS GATHERED FROM RESOURCES INCLUDING THE U.S. CENSUS, FLORIDA COMMUNITY HEALTH ASSESSMENT RESOURCE TOOL SET (CHARTS), THE CENTERS FOR DISEASE CONTROL AND PREVENTION'S BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEMS (BRFSS) DATA, COUNTY HEALTH RANKINGS, THE AMERICAN COMMUNITY SURVEY AND HOSPITAL CLAIMS DATA. PRIMARY DATA SOURCES INCLUDED A COMMUNITY SURVEY (2,708 RESPONSES), KEY INFORMANT SURVEY (172 RESPONSES), IN-DEPTH INTERVIEWS WITH COMMUNITY STAKEHOLDERS (34), INTERCEPT SURVEY (135 RESPONSES) AND FOCUS GROUPS (15 GROUPS WITH 235 TOTAL PARTICIPANTS). BASED ON THE DATA, DOZENS OF THEMES WERE GENERATED. USING THE DATA, THE CENTRAL FLORIDA COMMUNITY COLLABORATIVE THAT COMMENCED THE 2019 CHNA SELECTED THE PRIORITIES OR THEMES FOR THE 2019 CHNA. THE COLLABORATIVE UTILIZED AN ELECTRONIC EXERCISE USING OPTIONFINDER, AN AUDIENCE RESPONSE POLLING SYSTEM, TO SELECT 10 PRIORITY AREAS BY ORGANIZATION AND COUNTY. THESE PRIORITIES WERE USED FOR EACH HOSPITAL'S IMPLEMENTATION STRATEGY PLAN. THE PRIORITIES FOR EACH COUNTY ARE OUTLINED IN THE COUNTY ASSESSMENT SUMMARIES INCLUDED IN THE CHNA. IN ADDITION TO THE PRIORITIES SELECTED BY THE COLLABORATIVE, SUMMARIES WERE PREPARED BY STRATEGY SOLUTIONS, INC (SSI). SSI ALSO INCLUDE BASIC DEMOGRAPHIC INFORMATION FOR EACH COUNTY, AS WELL AS HIGH-LEVEL OVERVIEWS OF THE FOUR ASSESSMENT COMPONENTS OF THE MOBILIZING FOR ACTION THROUGH PLANNING AND PARTNERSHIP (MAPP) MODEL: COMMUNITY HEALTH STATUS, COMMUNITY THEMES AND STRENGTHS, LOCAL PUBLIC HEALTH SYSTEMS AND FORCES OF CHANGE. PART V, SECTION B, LINE 3J AS PART OF THE SECONDARY DATA COLLECTION, HOSPITAL HOT SPOTTING DATA WAS ALSO INCLUDED IN OUR CHNA. SSI CONTINUED TO EXPAND THE WORK COMPLETED IN THE 2019 CHNA BY ZOOMING IN ON CENSUS TRACTS IN LOCAL HOT SPOTTING AREAS. PATIENT DATA FROM HOSPITALS REPRESENTED IN THE CHNA ALLOWED LOCATION ANALYSIS AND MAPPING OF LOCAL "HOT SPOTS" WITH HIGH NUMBERS OF UNINSURED VISITS OVER-UTILIZING THE HEALTHCARE SYSTEM. THE UNINSURED DATA WAS SPLIT INTO ADMITTING FACILITIES AND THEN FURTHER SEPARATED INTO INPATIENT AND EMERGENCY DEPARTMENT DISCHARGES ALONG THESE IDENTIFIED CENSUS TRACTS. PART V, SECTION B, LINE 5 FOR OUR 2019 COMMUNITY HEALTH NEEDS ASSESSMENT, WE CONTRACTED STRATEGY SOLUTIONS, INC (SSI). SSI IS A CERTIFIED WBE (WOMAN BUSINESS ENTERPRISE) WITH A MISSION TO CREATE HEALTHY COMMUNITIES. SSI HAS BEEN CONDUCTING CHNAS SINCE 1993 WITH THEIR CLIENTS BEING RECOGNIZED FOR BEST PRACTICES. RECOGNIZING EACH COMMUNITY IS UNIQUE, SSI'S APPROACH TO BETTER UNDERSTANDING A COMMUNITY'S NEED IS ALIGNED WITH THE SOCIAL-ECOLOGICAL MODEL. THE MODEL IS A COMPREHENSIVE APPROACH TO HEALTH AND URBAN PLANNING THAT ADDRESSES A COMMUNITY'S OR INDIVIDUAL'S RISK FACTORS AS WELL AS THE NORMS, BELIEFS, AND SOCIAL AND ECONOMIC SYSTEMS THAT CREATE THE CONDITIONS FOR POOR COMMUNITY HEALTH OUTCOMES. SSI WORKED TO BUILD ON TOP OF THE PREVIOUS CHNA CONDUCTED IN 2016. DURING THE CHNA PROCESS, INPUT FROM PERSONS WHO REPRESENT BROAD INTERESTS OF THE COMMUNITY SERVED BY THE HOSPITAL FACILITY WAS TAKEN INTO ACCOUNT. PRIMARY DATA INCLUDED SURVEYS DISTRIBUTED TO BOTH PROVIDERS AND CONSUMERS, IN-DEPTH INTERVIEWS WITH COMMUNITY STAKEHOLDERS, AND COMMUNITY FOCUS GROUPS WITHIN THE CENTRAL FLORIDA COMMUNITY. ON BEHALF OF THE HOSPITAL, SSI WORKED WITH REPRESENTATIVES FROM ALL THE HOSPITALS, HEALTH DEPARTMENTS AND FEDERALLY QUALIFIED HEALTH CENTERS (FQHC) THAT PARTICIPATED IN THE ASSESSMENT TO ENSURE PERSONS THAT PROVIDED INPUT WERE REPRESENTATIVE OF THE COMMUNITY. BROAD POPULATIONS INCLUDING THE ELDERLY, MEDICAL UNDERSERVED, MINORITY GROUPS, AND LOW-INCOME POPULATIONS WERE REPRESENTED. THE COMMUNITY SURVEY WAS DISTRIBUTED BOTH IN HARD COPY AND DIGITALLY THROUGH SURVEY MONKEY WITH A TOTAL OF 2,708 RESPONSES. A SUMMARY OF RESPONSES FROM THE COMMUNITY SURVEY CAN BE FOUND IN APPENDIX A OF THE CHNA. STAKEHOLDER IN-DEPTH INTERVIEWS WERE CONDUCTED WITH 34 COMMUNITY STAKEHOLDERS DURING THE BEGINNING OF 2019. THE SECTORS REPRESENTED ARE DEPARTMENT OF HEALTH, FOOD SECURITY, DEPARTMENT OF CHILDREN AND FAMILIES, HEALTHCARE, FEDERALLY QUALIFIED HEALTH CENTER, HOMELESSNESS, BEHAVIORAL HEALTH, SPECIALTY CARE, EDUCATION, AGING, AND BUSINESS. INFORMATION ABOUT EACH STAKEHOLDER IS OUTLINED IN APPENDIX B OF THE CHNA. THE KEY INFORMANT SURVEY WAS DISTRIBUTED ELECTRONICALLY AND INCLUDED RESPONSES FROM 172 PARTICIPANTS. A SUMMARY OF RESPONSES FROM THE KEY INFORMANT SURVEYS CAN BE FOUND IN APPENDIX D OF THE CHNA. FIFTEEN FOCUS GROUPS TOOK PLACE WITH A TOTAL OF 235 PARTICIPANTS. MORE DETAILS REGARDING FOCUS GROUP PARTICIPANTS CAN BE FOUND IN APPENDIX C OF THE CHNA. INTERCEPT SURVEYS WERE CONDUCTED AS IN-PERSON INTERVIEWS AS OPEN-ENDED QUESTIONS BY SSI CONSULTANTS IN FQHC WAITING ROOMS WITH A TOTAL OF 135 COMPLETED. AN INTERCEPT SURVEY IS A RESEARCH METHOD TOOL USED TO GATHER ONSITE FEEDBACK FROM AN IDENTIFIED POPULATION IN A LOCATION WHERE THERE IS A CAPTIVE AUDIENCE. A LIST OF INTERCEPT SURVEY DATES, LOCATIONS AND NUMBER OF RESIDENTS WHO COMPLETED THE SURVEY CAN BE FOUND IN APPENDIX E OF THE CHNA. PART V, SECTION B, LINE 6A ORLANDO HEALTH: ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH CANCER INSTITUTE), ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN & BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND ORLANDO HEALTH SOUTH LAKE HOSPITAL. ADVENTHEALTH: ADVENTHEALTH ALTAMONTE, ADVENTHEALTH APOPKA, ADVENTHEALTH CELEBRATION, ADVENTHEALTH EAST ORLANDO, ADVENTHEALTH FOR CHILDREN, ADVENTHEALTH KISSIMMEE, ADVENTHEALTH ORLANDO, ADVENTHEALTH WATERMAN, ADVENTHEALTH WINTER PARK ASPIRE HEALTH PARTNERS: KENNEDY PLAZA, LAKESIDE PLACE APARTMENTS, PRINCETON PLAZA, RESIDENTIAL PLAZA PART V, SECTION B, LINE 6B DEPARTMENT OF HEALTH: FLORIDA DEPARTMENT OF HEALTH IN LAKE COUNTY FLORIDA DEPARTMENT OF HEALTH IN ORANGE COUNTY FLORIDA DEPARTMENT OF HEALTH IN OSCEOLA COUNTY FLORIDA DEPARTMENT OF HEALTH IN SEMINOLE COUNTY FEDERALLY QUALIFIED HEALTH CENTERS: COMMUNITY HEALTH CENTERS, INC ORANGE BLOSSOM FAMILY HEALTH OSCEOLA COMMUNITY HEALTH SERVICES TRUE HEALTH PART V, SECTION B, LINE 7A HTTP://WWW.SOUTHLAKEHOSPITAL.COM/ABOUT-US/COMMUNITY-OUTREACH PART V, SECTION B, LINE 11 ORLANDO HEALTH SOUTH LAKE HOSPITAL HAS BEEN SERVING THE HEALTHCARE NEEDS OF LAKE COUNTY RESIDENTS FOR OVER 70 YEARS. DEDICATED TO IMPROVING THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE, ORLANDO HEALTH SOUTH LAKE HOSPITAL CONSTANTLY WORKS TO IMPROVE HEALTH IN THE COMMUNITY AND INCREASE ACCESS TO CARE. FOLLOWING OUR PARTICIPATION IN THE 2019 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) ORLANDO HEALTH SOUTH LAKE HOSPITAL TOOK INTO CONSIDERATION SEVERAL FACTORS IN SELECTING HEALTH NEEDS TO ADDRESS. FACTORS INCLUDED: INDIVIDUAL ORLANDO HEALTH SOUTH LAKE HOSPITAL DATA; COMMUNITY AND HOSPITAL ASSETS; ABILITY TO IMPACT AN ISSUE; CURRENT COMMUNITY BENEFIT EFFORTS; COMMUNITY PARTNERSHIPS; AND OPPORTUNITIES FOR COLLABORATION. BASED ON OUR PROCESS, WE SELECTED ACCESS TO CARE AS OUR PRIORITY HEALTH NEED FROM THE 2019 CHNA. IN FISCAL YEAR 2021 WITH OUR FOCUS ON ACCESS TO CARE, ORLANDO HEALTH SOUTH LAKE HOSPITAL DEVELOPED NEW AND ENHANCED EXISTING COMMUNITY BENEFIT PROGRAMS IMPROVING ACCESS TO CARE. ORLANDO HEALTH SOUTH LAKE HOSPITAL PROVIDED OVER $36 MILLION IN COMMUNITY BENEFIT. IN SUPPORT OF OUR COMMUNITY BENEFIT EFFORTS, WE RECOGNIZE THE IMPORTANCE OF WORKING WITH COMMUNITY ORGANIZATIONS. IN 2021, WE SUPPORTED 12 GRANT PROPOSALS THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM, AND WE CONTINUED TO ACTIVELY COLLABORATE WITH LOCAL ORGANIZATIONS AND GROUPS TO MAKE A DIFFERENCE IN THE HEALTH AND QUALITY OF LIFE IN CENTRAL FLORIDA. IN 2021, ORLANDO HEALTH SUPPORTED 334 COMMUNITY ORGANIZATIONS. THE CONTINUED EFFECTS OF COVID-19 SHIFTED EFFORTS FOR SOME OF OUR COMMUNITY PARTNERS FROM IN-PERSON SERVICES TO PROVIDE THESE THROUGH MOBILE OPERATIONS OR ONLINE PLATFORMS. THESE OPPORTUNITIES WERE ABLE TO INCREASE ACCESS AND RESOURCES WHEN MANY RESIDENTS WERE UNABLE TO LEAVE THEIR HOMES. EXAMPLES FROM KEY INITIATIVES ARE INCLUDED TO ILLUSTRATE THE TYPES OF SUCCESSES THESE PROGRAMS YIELD. INCREASING ACCESS TO CARE: ORLANDO HEALTH SOUTH LAKE HOSPITAL PARTNERED WITH LIBBY'S LEGACY THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM BY SUPPORTING THEIR SAVING AND CHANGING LIVES PROGRAM. UTILIZING THEIR CANCER SCREENING INITIATIVE AND MAMMOGRAM ACCESS PROJECT, LIBBY'S LEGACY PROVIDES MOBILE MAMMOGRAPHY SERVICES TO INDIVIDUALS IN UNDERSERVED COMMUNITIES, PROVIDES THEM WITH A DIAGNOSIS, THEN FOLLOWS UP WITH CONTINUED CARE AND EDUCATION. IN 2021, THIS PROGRAM PROVIDED SCREENINGS TO 519 CLIENTS. SEVENTEEN PATIENTS HAVE RECEIVED A POSITIVE DIAGNOSIS THAT HAS BEEN MANAGED BY LIBBY'S LEGACY. ALL PATIENTS SEEN HAVE ALSO RECEIVED EDUCATION ABOUT THEIR DIAGNOSIS AND 90 PERCENT OF THOSE PARTICIPATING HAVE INCREASED THEIR OVERALL COMPREHENSION OF BREAST HEALTH. RESPONDING TO A PANDEMIC: THE ORGANIZATION SUCCESSFULLY RESPONDED TO THE COVID-19 PANDEMIC. WITH A LEVEL ONE TRAUMA CENTER AND AS A SAFETY NET HOSPITAL, ORLANDO HEALTH HAS BEEN A FOCAL POINT FOR CENTRAL FLORIDA'S SUCCESSFUL RESPONSE TO THE DISEASE. SINCE JANUARY 2020, THE HEALTHCARE SYSTEM HAS DEVELOPED ALGORITHMS AND DEVISED PROTOCOLS TO PROTECT ITS PATIENTS, VISITORS, TEAM MEMBERS AND THE COMMUNITIES WE SERVE. THESE BEST PRACTICES HAVE BEEN SHARED ACROSS THE REGION TO KEEP RESIDENTS SAFE BY INFORMING THEM THROUGH THE ORLANDOHEALTH.COM WEBSITE ON TOPICS SUCH AS HOW TO AVOID BRINGING THE CORONAVIRUS INTO THEIR HOMES AND HOW TO LIMIT EXPOSURE TO THE VIRUS WHILE IN PUBLIC SPACES. ORLANDO HEALTH EXPERTS ALSO HAVE ADVISED CENTRAL FLORIDA BUSINESSES AND SCHOOLS AS THEY RETURNED TO IN-PERSON ACTIVITIES. FROM DECEMBER 2020 WHEN THE COVID-19 VACCINES FIRST BECAME AVAILABLE THROUGH FY 2021, ORLANDO HEALTH ADMINISTERED 107,800 VACCINATIONS TO TEAM MEMBERS AND COMMUNITY MEMBERS. WITH ACCESS TO QUALITY CARE AS OUR PRIORITY, ORLANDO HEALTH SOUTH LAKE HOSPITAL DETERMINED THAT THE FOLLOWING ISSUES WOULD NOT BE EXPLICITLY INCLUDED IN OUR IMPLEMENTATION STRATEGY SO THAT IT COULD MAXIMIZE RESOURCES AVAILABLE FOR ADDRESSING ACCESS TO CARE. HOWEVER, ORLANDO HEALTH SOUTH LAKE HOSPITAL DOES PROVIDE SUPPORT AND SERVICES FOR SEVERAL OF THE REMAINING HEALTH NEEDS. AT THE TIME OF PRIORITIZATION, WE TOOK INTO ACCOUNT THE LEVEL TO WHICH SOME OF THE NEEDS WERE ALREADY BEING ADDRESSED IN THE SERVICE AREA, ALONG WITH WHETHER THE IDENTIFIED NEED FALLS OUTSIDE OF THE SCOPE OF OUR EXPERTISE AND RESOURCES. FOR THE NEEDS WE DID NOT SELECT WE WILL CONTINUE TO PROVIDE SUPPORT AND SERVICES WHERE APPROPRIATE INCLUDING THROUGH COMMUNITY SPONSORSHIPS AND SUPPORT. IN ADDITION, MANY OF THE NEEDS LISTED BELOW WILL BE IMPACTED BY OUR FOCUS ON ACCESS TO CARE. WITH EFFORTS CONCENTRATED ON ACCESS TO CARE, WE ARE ABLE TO SUPPORT OUR COMMUNITY IN MULTIPLE ARENAS INSTEAD OF BEING LIMITED TO ONE CONDITION OR NEED. THIS FLEXIBILITY WILL HELP US TO BETTER SERVE THE MOST UNDERSERVED AND VULNERABLE POPULATIONS IN OUR COMMUNITY. LAKE COUNTY HOSPITAL: NEEDS THAT WON'T BE EXPLICITLY ADDRESSED: -ACCESS TO AFFORDABLE FOOD -CANCER -CARDIOVASCULAR DISEASE -CHILDHOOD OBESITY -DIABETES (ADULT/CHILDREN) -EMPLOYMENT/LIVABLE WAGES -FAMILY STABILITY -HOUSING/HOMELESSNESS -INFANT MORTALITY -INSURANCE -MEDICATION -LACK OF BILINGUAL PROVIDERS -WOMEN'S ANNUAL SCREENING -LACK OF MENTAL HEALTH PROVIDERS -SUBSTANCE USE -TOBACCO USE -TRANSPORTATION ACCESS TO AFFORDABLE FOOD: WE DID NOT SELECT ACCESS TO AFFORDABLE FOOD AS A PRIORITY, BUT WE MAY HAVE PROGRAMS THAT WILL POSITIVELY IMPACT THIS IDENTIFIED NEED THROUGH THE SELECTED PRIORITY OF ACCESS TO CARE. WE RECOGNIZE THAT CHRONIC CONDITIONS CAN INHIBIT ONE'S ACCESS TO CARE, AND THERE MAY BE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY PARTNERS TO ADDRESS THIS NEED. CANCER: WE DID NOT SELECT CANCER AS A PRIORITY BECAUSE WE DO NOT HAVE THE RESOURCES TO EFFECTIVELY MEET THIS NEED. HOWEVER, WE RECOGNIZE THAT DISPARITIES CAN INHIBIT ONE'S ACCESS TO CARE, AND WORK WITH ORLANDO HEALTH CANCER INSTITUTE ALONG WITH IDENTIFIED OPPORTUNITIES TO COLLABORATE WITH COMMUNITY ORGANIZATIONS TO ADDRESS THIS NEED. CARDIOVASCULAR DISEASE: WE DID NOT SELECT CARDIOVASCULAR DISEASE AS A PRIORITY, BUT WE MAY HAVE PROGRAMS THAT WILL POSITIVELY IMPACT THIS IDENTIFIED NEED THROUGH THE SELECTED PRIORITY OF ACCESS TO CARE. WE RECOGNIZE THAT CHRONIC CONDITIONS CAN INHIBIT ONE'S ACCESS TO CARE, AND THERE MAY BE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY PARTNERS TO ADDRESS THIS NEED. CHILDHOOD OBESITY: WE DID NOT SELECT CHILDHOOD OBESITY AS A PRIORITY, BUT WE MAY HAVE PROGRAMS THAT WILL POSITIVELY IMPACT THIS IDENTIFIED NEED THROUGH THE SELECTED PRIORITY OF ACCESS TO CARE. WE RECOGNIZE THAT CHRONIC CONDITIONS CAN INHIBIT ONE'S ACCESS TO CARE, AND THERE MAY BE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY PARTNERS TO ADDRESS THIS NEED. DIABETES (CHILDREN/ADULTS): WE DID NOT SELECT DIABETES (CHILDREN/ADULTS) AS A PRIORITY, BUT WE MAY HAVE PROGRAMS THAT WILL POSITIVELY IMPACT THIS IDENTIFIED NEED THROUGH THE SELECTED PRIORITY OF ACCESS TO CARE. WE RECOGNIZE THAT CHRONIC CONDITIONS CAN INHIBIT ONE'S ACCESS TO CARE, AND THERE MAY BE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY PARTNERS TO ADDRESS THIS NEED. EMPLOYMENT/LIVABLE WAGES: WE DID NOT SELECT EMPLOYMENT/LIVABLE WAGES AS A PRIORITY BECAUSE WE DO NOT HAVE THE RESOURCES TO EFFECTIVELY MEET THIS NEED. HOWEVER, WE RECOGNIZE THAT DISPARITIES CAN INHIBIT ONE'S ACCESS TO CARE, AND WE MAY HAVE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY ORGANIZATIONS TO ADDRESS THIS NEED. FAMILY STABILITY: WE DID NOT SELECT FAMILY STABILITY AS A PRIORITY BECAUSE WE DO NOT HAVE THE RESOURCES TO EFFECTIVELY MEET THIS NEED. HOWEVER, WE RECOGNIZE THAT DISPARITIES CAN INHIBIT ONE'S ACCESS TO CARE, AND WE MAY HAVE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY ORGANIZATIONS TO ADDRESS THIS NEED. HOUSING/HOMELESSNESS: WE DID NOT SELECT HOUSING/HOMELESSNESS AS A PRIORITY BECAUSE WE DO NOT HAVE THE RESOURCES TO EFFECTIVELY MEET THIS NEED. HOWEVER, WE RECOGNIZE THAT DISPARITIES CAN INHIBIT ONE'S ACCESS TO CARE, AND WE MAY HAVE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY ORGANIZATIONS TO ADDRESS THIS NEED. INFANT MORTALITY: WE DID NOT SELECT INFANT MORTALITY AS A PRIORITY, BUT WE MAY HAVE PROGRAMS THAT WILL POSITIVELY IMPACT THIS IDENTIFIED NEED THROUGH THE SELECTED PRIORITY OF ACCESS TO CARE. WE RECOGNIZE THAT DISPARITIES CAN INHIBIT ONE'S ACCESS TO CARE AND WE WORK WITH ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN & BABIES ALONG WITH OPPORTUNITIES TO COLLABORATE WITH COMMUNITY PARTNERS TO ADDRESS THIS NEED. INSURANCE/MEDICATION/LACK OF BILINGUAL PROVIDERS/WOMAN'S ANNUAL SCREENING: WE DID NOT SELECT INSURANCE/MEDICATION/LACK OF BILINGUAL PROVIDERS/WOMAN'S ANNUAL SCREENING AS A PRIORITY, BUT WE MAY HAVE PROGRAMS THAT WILL POSITIVELY IMPACT THIS IDENTIFIED NEED THROUGH THE SELECTED PRIORITY OF ACCESS TO CARE. WE RECOGNIZE THAT DISPARITIES CAN INHIBIT ONE'S ACCESS TO CARE, AND THERE MAY BE OPPORTUNITIES TO COLLABORATE WITH COMMUNITY PARTNERS TO ADDRESS THIS NEED. LACK OF MENTAL HEALTH PROVIDERS: WE DID NOT SELECT LACK OF MENTAL HEALTH PROVIDERS AS A PRIORITY BECAUSE WE DO NOT HAVE THE RESOURCES TO EFFECTIVELY MEET THIS NEED. HOWEVER, PART V, SECTION B, LINE 16A HTTPS://WWW.ORLANDOHEALTH.COM/PATIENTS-AND-VISITORS/PATIENT-FINANCIAL-RESO URCES/FINANCIAL-ASSISTANCE-PROGRAM PART V, SECTION B, LINE 16B HTTPS://WWW.ORLANDOHEALTH.COM/PATIENTS-AND-VISITORS/PATIENT-FINANCIAL-RESO URCES/FINANCIAL-ASSISTANCE-PROGRAM PART V, SECTION B, LINE 16C HTTPS://WWW.ORLANDOHEALTH.COM/PATIENTS-AND-VISITORS/PATIENT-FINANCIAL-RESO URCES/FINANCIAL-ASSISTANCE-PROGRAM 10 OH SLH JOE H AND LORETTA SCOTT MED PAV 16966 CAGAN RIDGE BOULEVARD clermont FL 34714 FREESTANDING ER AND MEDICAL PAVILION OH SLH ER RM & MED PAV AT BLU CEDAR 22316 US HIGHWAY 27 LEESBURG FL 34748 FREESTANDING ER AND MEDICAL PAVILION OH SLH Center for Specialty Surgery 890 Medical Park Drive CLERMONT FL 34711 OUTPATIENT AMBULATORY SURGERY South Lake Endoscopy Center 2040 Oakley Seaver Drive Ste 100 Clermont FL 34711 OUTPATIENT DIAGNOSTIC CENTER Orlando Health Cancer Institute 1361 Citrus Tower Boulevard Ste 10 CLERMONT FL 34711 Outpatient Cancer Care Orlando Health National Training Center 1935 Don Wickham Drive Clermont FL 34711 Outpatient Rehabilitation SLH Outpatient Rehab at Blue Cedar 22326 US Highway 27 Suite A LEESBURG FL 34748 Outpatient Rehabilitation SkyTop View Rehabilitation Center 2145 North Don Wickham Drive Clermont FL 34711 Rehabilitation and Skilled Nursing Facility South Lake Wound Care Center 2040 Oakley Seaver Drive Ste 200 Clermont FL 34711 Outpatient Wound Care South Lake Hospital Cardiac Rehab 2080 Oakley Seaver Drive Ste 140 Clermont FL 34711 Outpatient Rehabilitation PART I, LINE 7 THE AMOUNTS OF COSTS REPORTED ON LINE 7 PART I OF SCHEDULE H WERE DETERMINED BY UTILIZATION OF A COST-TO-CHARGE RATIO DERIVED FROM WORKSHEET 2 AS CONTAINED IN THE SCHEDULE H INSTRUCTIONS. PART I, LINE 7, COLUMN F BAD DEBT WAS REPORTED AS AN OFFSET TO PATIENT REVENUE AND NOT ON PART IX. THEREFORE, FORM 990, PART IX, LINE 25 DID NOT INCLUDE BAD DEBT EXPENSE. PART II THE PRIMARY PURPOSE OF ORLANDO HEALTH SOUTH LAKE HOSPITAL'S COMMUNITY BUILDING ACTIVITIES IS TO IMPROVE HEALTH IN THE CENTRAL FLORIDA COMMUNITY. WHEN A PARTICULAR PHYSICIAN SPECIALTY IS DEFICIENT IN THE COMMUNITY IN COMPARISON TO THE POPULATION, IT CAN LIMIT ACCESS TO HEALTHCARE SERVICES AND RESULT IN POOR HEALTH OUTCOMES. TO RECTIFY THOSE WORKFORCE SHORTAGES, ORLANDO HEALTH SOUTH LAKE HOSPITAL MAY HELP RECRUIT PHYSICIANS WHEN A NEED IS IDENTIFIED TO ESTABLISH, ENHANCE OR MAINTAIN A MEDICAL SERVICE IN THE AREA. TO DETERMINE NEED, THE HOSPITAL USES INDEPENDENT HEALTH PLANNING SERVICE ORGANIZATIONS; COMMUNITY NEEDS ASSESSMENT; AND INDEPENDENTLY MAINTAINED PHYSICIAN DATABASE SOFTWARE. THESE PHYSICIAN RECRUITMENT EFFORTS MEET THE COMMUNITY BENEFIT OBJECTIVE OF IMPROVING ACCESS TO HEALTH SERVICES, WHICH IN TURN IMPROVES PUBLIC HEALTH. ORLANDO HEALTH SOUTH LAKE HOSPITAL ASSISTED IN RECRUITING FIVE NEW COMMUNITY-BASED PHYSICIANS TO COMBAT THE PHYSICIAN SHORTAGES IN OUR COMMUNITY DURING THE YEAR. PART III, LINE 2 AND LINE 4 BAD DEBT EXPENSE REFLECTED IN PART III, LINE 2 REPRESENTS COST OF CHARGES WRITTEN OFF AS UNCOLLECTIBLE. BOTH DISCOUNTS AND PAYMENTS TO ACCOUNTS WILL REDUCE THE BAD DEBT EXPENSE, SHOULD THE ACCOUNT BE REPORTED AS BAD DEBT. THAT IS TO SAY, DISCOUNTS APPLIED TO ACCOUNTS ARE NOT REVERSED PRIOR TO DECLARING, ADJUSTING AND/OR WRITING OFF ACCOUNTS AS BAD DEBT. ALL ACCOUNTS WHICH ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT ARE REVIEWED TO DETERMINE THEIR ELIGIBILITY FOR FINANCIAL ASSISTANCE. IF SUFFICIENT DOCUMENTATION WAS NOT PROVIDED BY THE ACCOUNT HOLDER, ORLANDO HEALTH SOUTH LAKE HOSPITAL USES PREDICTIVE ANALYTICS TO DETERMINE IF THE FINANCIAL ASSISTANCE FOR ACCOUNTS ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT. ORLANDO HEALTH SOUTH LAKE HOSPITAL USES DATA DERIVED FROM THIRD PARTIES WHICH INCLUDE, BUT ARE NOT LIMITED TO DEMOGRAPHIC VERIFICATION, INCOME VERIFICATION, HOUSEHOLD SIZE VERIFICATION, PAYMENT HISTORY INFORMATION, PROPERTY OWNERSHIP INFORMATION, OCCUPATION INFORMATION, VEHICLE OWNERSHIP HISTORY AND VALUES AND HOME OWNERSHIP HISTORY AND VALUES. ONCE THIS DATA LOGIC IS APPLIED, IT BECOMES APPARENT IF THE ACCOUNT QUALIFIES FOR FINANCIAL ASSISTANCE. IF THE ACCOUNT DOES QUALIFY, PREVIOUS UNINSURED DISCOUNTS, BAD DEBT ADJUSTMENTS AND/OR WRITE OFFS ARE REVERSED AND THE NEW BALANCE REFLECTED IS RECLASSIFIED AS FINANCIAL ASSISTANCE OR CHARITY, WHICH IS REDUCED TO COST. CONSISTENT WITH THE SYSTEM'S MISSION, CARE IS PROVIDED TO PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. THEREFORE, THE SYSTEM HAS DETERMINED THAT IT HAS PROVIDED IMPLICIT PRICE CONCESSIONS TO UNINSURED PATIENTS AND PATIENTS WITH OTHER UNINSURED BALANCES SUCH AS COPAYS AND DEDUCTIBLES. THE DIFFERENCE BETWEEN AMOUNTS BILLED TO PATIENTS AND THE AMOUNTS EXPECTED TO BE COLLECTED BASED ON THE SYSTEM'S COLLECTION HISTORY WITH THOSE PATIENTS IS RECORDED AS IMPLICIT PRICE CONCESSIONS, OR AS A DIRECT REDUCTION TO NET PATIENT REVENUE. SUBSEQUENT ADJUSTMENTS THAT ARE DETERMINED TO BE THE RESULT OF AN ADVERSE CHANGE IN THE PATIENT'S OR PAYOR'S ABILITY TO PAY ARE RECOGNIZED AS BAD DEBT EXPENSE. BAD DEBT EXPENSE IS RECORDED AS A COMPONENT OF OTHER OPERATING EXPENSES IN THE ACCOMPANYING CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGES IN NET ASSETS. BAD DEBT EXPENSE FOR THE YEARS ENDED SEPTEMBER 30, 2021 AND 2020 WAS NOT SIGNIFICANT FOR THE SYSTEM. (ORLANDO HEALTH, INC. AUDITED FINANCIAL STATEMENTS, PAGE 17) PART III, LINE 8 THE COSTING METHODOLOGY USED TO REPORT THE AMOUNT REPORTED ON LINE 6 AS MEDICARE ALLOWABLE COSTS OF CARE RELATING TO PAYMENTS RECEIVED FROM MEDICARE WAS CALCULATED USING THE MEDICARE COST REPORT. ORLANDO HEALTH SOUTH LAKE HOSPITAL DOES NOT CURRENTLY INCLUDE MEDICARE SHORTFALL AS A COMMUNITY BENEFIT. HOWEVER, AS A NOT-FOR-PROFIT ORGANIZATION WE PROVIDE EMERGENCY AND REQUIRED CARE TO ALL PATIENTS REGARDLESS OF THEIR FINANCIAL STATUS. DESPITE THE MEDICARE SHORTFALL, NOT-FOR-PROFIT HOSPITALS MUST AND WILL CONTINUE TO CARE FOR THE MEDICARE POPULATION AND ACCEPT THE MEDICARE REIMBURSEMENT RATE. CARING FOR THE MEDICARE PATIENT POPULATION FULFILLS A COMMUNITY NEED AND RELIEVES A GOVERNMENT BURDEN AS THIS CLASS OF PATIENTS TYPICALLY HAS LOW AND/OR FIXED INCOMES. THE MEDICARE PATIENT POPULATION IS LARGE AND THE LACK OF SUFFICIENT REIMBURSEMENT TO COVER THE COST OF PROVIDING CARE FOR THESE PATIENTS NECESSITATES THAT NOT-FOR-PROFIT HOSPITALS USE OTHER FUNDS TO COVER THE DEFICIT. NOT-FOR-PROFIT HOSPITALS HAVE A RESPONSIBILITY TO WORK TOWARD IMPROVED HEALTH IN THE COMMUNITIES THEY SERVE AND CARING FOR THE MEDICARE PATIENTS, DESPITE THE SHORTFALL OF REIMBURSEMENT, IS A DIRECT COMMUNITY BENEFIT AND PROVIDES VALUE DIRECTLY TO THE COMMUNITIES SERVED. PART III, LINE 9B COLLECTION PRACTICES ARE CONSISTENT FOR ALL PATIENTS AND COMPLY WITH APPLICABLE PROVISIONS OF STATE LAW. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, ORLANDO HEALTH SOUTH LAKE HOSPITAL PROVIDES ALL PATIENTS WITH INFORMATION REGARDING THE AVAILABILITY OF FINANCIAL ASSISTANCE. ORLANDO HEALTH SOUTH LAKE HOSPITAL PERFORMS A THOROUGH EVALUATION OF THE PATIENT'S FINANCIAL STATUS TO ENSURE THE UTILIZATION OF ALL DISCOUNTS AND CHARITY CARE PROGRAMS AVAILABLE UNDER THEIR DISCOUNT AND CHARITY CARE POLICIES. THIS DETERMINATION PROCESS IS COMPLETED BEFORE ANY PATIENT'S ACCOUNT PROCEEDS TO COLLECTION. ORLANDO HEALTH SOUTH LAKE HOSPITAL DOES NOT PURSUE COLLECTION PRACTICES AGAINST PATIENTS KNOWN TO QUALIFY FOR CHARITY CARE OR OTHER FINANCIAL ASSISTANCE. PART VI, LINE 2 IN 2019, ORLANDO HEALTH SOUTH LAKE HOSPITAL CONDUCTED A FORMAL COMMUNITY HEALTH NEEDS ASSESSMENT. HOWEVER, PRIOR TO THE ASSESSMENT, ORLANDO HEALTH SOUTH LAKE HOSPITAL ASSESSED THE SERVICES NEEDED AS PART OF OUR STRATEGY, PLANNING AND BUDGETING PROCESS AND DEVELOPED A PROCESS TO ENSURE THE ORGANIZATION IS RESPONSIVE TO COMMUNITY HEALTH NEEDS. THROUGH OUR EDUCATION, PATIENT CARE PROGRAMS AND THE ORLANDO HEALTH SOUTH LAKE HOSPITAL COMMUNITY RELATIONS OUTREACH PROGRAM, ORLANDO HEALTH SOUTH LAKE HOSPITAL MEETS THE NEEDS OF THE COMMUNITY. THE SPECIFIC NEEDS TARGETED BY THESE PROGRAMS HAVE BEEN IDENTIFIED BY THE EXPERIENCE OF COMMUNITY HOSPITAL LEADERSHIP, NEIGHBORHOOD OUTREACH AND THROUGH ASSESSMENTS THAT IDENTIFIED HEALTH NEEDS IN THE COMMUNITIES SERVED BY THE HOSPITAL ALONG WITH HOSPITAL DATA. AS A RESULT, ORLANDO HEALTH SOUTH LAKE HOSPITAL SUPPORTS A VARIETY OF PROGRAMS FOR AT-RISK POPULATIONS, FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS AND SPECIAL NEEDS GROUPS, AS WELL AS FOR THE BROADER COMMUNITY. ADDITIONAL EXAMPLES OF HOW ORLANDO HEALTH SOUTH LAKE HOSPITAL RESPONDS TO COMMUNITY HEALTH NEEDS ARE AS FOLLOWS: 1. GOVERNING BOARDS ARE COMPOSED OF INDIVIDUALS BROADLY REPRESENTATIVE OF THE COMMUNITY, COMMUNITY LEADERS AND THOSE WITH SPECIALIZED MEDICAL TRAINING AND EXPERTISE; 2. PARTNERSHIP WITH LOCAL AREA GROUPS AND ASSOCIATIONS TO ATTEND TO THE HEALTHCARE NEEDS OF THE ORLANDO HEALTH SOUTH LAKE HOSPITAL COMMUNITY; 3. SPONSORSHIP AND PARTICIPATION IN COMMUNITY FORUMS, HEALTH FAIRS, COMMUNITY FITNESS AND WELLNESS EVENTS AND OTHER OUTREACH EVENTS; AND 4. TRANSITION SERVICES POST-DISCHARGE PATIENT FOLLOW-UP RELATED TO THE ON-GOING CARE AND TREATMENT OF PATIENTS TO PREVENT UNNECESSARY ADMISSIONS AND POTENTIAL RE-ADMISSIONS. PART VI, LINE 3 ORLANDO HEALTH SOUTH LAKE HOSPITAL FOLLOWS AN ESTABLISHED PROCESS TO INFORM ALL PATIENTS OF ITS CHARITY CARE AND UNINSURED DISCOUNT POLICIES. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, UNINSURED PATIENTS ARE INFORMED OF THE HOSPITAL'S CHARITY CARE POLICY AND OTHER FINANCIAL ASSISTANCE. FINANCIAL INFORMATION IS SECURED FOR ALL UNINSURED PATIENTS TO SCREEN FOR POSSIBLE ENROLLMENT IN FEDERAL, STATE, AND LOCAL PROGRAMS. ORLANDO HEALTH SOUTH LAKE HOSPITAL HAS CONTRACTED DEDICATED ORGANIZATIONS THAT ASSIST THE PATIENT WITH THEIR ENROLLMENT PROCESS ALL THE WAY TO APPROVAL OR DENIAL BY THE RESPECTIVE AGENCIES. FOR UNINSURED PATIENTS THAT ARE DENIED COVERAGE OR DO NOT MEET THE COVERAGE CRITERION FOR A RESPECTIVE AGENCY, ORLANDO HEALTH SOUTH LAKE HOSPITAL THEN SCREENS THE PATIENT FOR CHARITY ELIGIBILITY. IT IS ORLANDO HEALTH SOUTH LAKE HOSPITAL'S OBJECTIVE TO PROVIDE CHARITY CARE TO OUR PATIENTS WHO DO NOT HAVE THE ABILITY TO PAY. PART VI, LINE 4 ORLANDO HEALTH SOUTH LAKE HOSPITAL CURRENTLY OPERATES IN THE CENTRAL FLORIDA REGION, WHICH HAS THOUSANDS OF INTERNATIONAL VISITORS ANNUALLY. ORLANDO HEALTH SOUTH LAKE HOSPITAL'S PRIMARY SERVICE AREA IS COMPOSED OF ORANGE AND LAKE COUNTIES. THE MEDIAN HOUSEHOLD INCOME IN LAKE COUNTY IS $57,170 WITH 11.2 PERCENT OF HOUSEHOLDS BELOW THE FEDERAL POVERTY GUIDELINE. THE PERCENT UNINSURED (AGE 0-64) FOR THE COUNTY IS 15.2 PERCENT AND THERE ARE TWO FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS PRESENT IN THE COMMUNITY. COMMUNITY OUTREACH ACTIVITIES INCORPORATE SOCIAL DISTANCING PROTOCOLS SUCH AS ONLINE SPEAKER'S BUREAUS; SUPPORT/EDUCATION GROUPS; WELLNESS CLASSES; CLINICAL SCREENINGS THROUGH TELEHEALTH AND ASSESSMENTS; MEDICAL EDUCATION; RESEARCH; WOMEN, CHILDREN AND SENIOR HEALTH INITIATIVES; PUBLIC PROGRAM ENROLLMENT ASSISTANCE AND POST-ACUTE CARE FOR HOMELESS AND UNINSURED; SPONSORSHIPS; SCHOOL INITIATIVES; DONATED MEETING SPACE AND SPIRITUAL CARE. PART VI, LINE 5 ORLANDO HEALTH SOUTH LAKE HOSPITAL FURTHERS ITS EXEMPT PURPOSE BY REINVESTING SURPLUS FUNDS IN THE HOSPITAL, EXTENDING ADMITTING PRIVILEGES TO QUALIFYING PHYSICIANS IN THE COMMUNITY AND SURROUNDING AREAS, SUPPORTING A SLIDING SCALE CLINIC FOR RESIDENTS OF LAKE COUNTY WHO MEET CERTAIN INDIGENT GUIDELINES, OPERATING THE NATIONAL TRAINING CENTER FOR THE OVERALL HEALTH OF THE COMMUNITY AND ENCOURAGING OVERALL COMMUNITY INVOLVEMENT IN THE GOVERNING BODY OF THE ORGANIZATION. GOVERNING BOARDS ARE COMPOSED OF INDIVIDUALS BROADLY REPRESENTATIVE OF THE COMMUNITY, COMMUNITY LEADERS AND THOSE WITH SPECIALIZED MEDICAL TRAINING AND EXPERTISE. PART VI, LINE 6 ORLANDO HEALTH SOUTH LAKE HOSPITAL IS PART OF AN INTEGRATED HEALTHCARE SYSTEM THROUGH WHICH WE CAN PROVIDE COMPREHENSIVE SERVICES TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR OUR COMMUNITY SERVED. THE PARENT OF THE CORPORATION, ORLANDO HEALTH, INC. (OHI), IS A TAX-EXEMPT ORGANIZATION ORGANIZED UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. AS A PART OF ORLANDO HEALTH'S INTEGRATED HEALTHCARE SYSTEM, ORLANDO HEALTH SOUTH LAKE HOSPITAL HAS SEVERAL AFFILIATED ORGANIZATIONS TO ENSURE WE MEET THE COMMUNITY'S NEEDS. AS A NOT-FOR-PROFIT HEALTHCARE SYSTEM OUR MISSION IS TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. OUR COMMUNITY BENEFIT EFFORTS MEET THE NEEDS OF THE COMMUNITIES WE SERVE IN THE FOLLOWING WAYS: - Offering discounted or free service to our uninsured and underinsured patients who are unable to pay. - Supplementing the unreimbursed costs of the governmental Medicaid assistance program. - Subsidizing costs not reimbursed by governmental Medicare funding for care provided to senior patients. - Benefiting our community's overall health by providing clinics and primary care services, health fairs and screenings, support groups and medical research. - Investing in capital improvements to our facilities and technology in order to provide the best possible care for our patients. THROUGH THE INTEGRATED HEALTH SYSTEM OF TEN HOSPITALS, SIX FREESTANDING EMERGENCY ROOMS AND VARIOUS OUTPATIENT FACILITIES, WITH OVER 23,000 EMPLOYEES AND OVER 3,000 PHYSICIANS ON STAFF, ORLANDO HEALTH PROVIDES A HIGH LEVEL OF QUALITY INPATIENT, OUTPATIENT, AND EMERGENCY HEALTHCARE TO THE PEOPLE OF CENTRAL FLORIDA. ORLANDO HEALTH IS A DESIGNATED TEACHING HOSPITAL OFFERING GRADUATE MEDICAL EDUCATION SPONSORING TEN RESIDENCY, SIX PHARMACY RESIDENCY AND 24 FELLOWSHIP PROGRAMS. ORLANDO HEALTH FACILITIES ENCOMPASS 3,133 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES AND EXCEPTIONAL STAFF. AS PREVIOUSLY MENTIONED, ORLANDO HEALTH, INC., IS COMPOSED OF ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER, ORLANDO HEALTH MEDICAL GROUP, ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN & BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND ORLANDO HEALTH ST. CLOUD HOSPITAL. ORLANDO HEALTH CENTRAL, INC. OPERATES ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL, WHICH PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY CARE FOR RESIDENTS OF CENTRAL FLORIDA. OHI WEST, INC., IS COMPOSED OF BAYFRONT HEALTH ST. PETERSBURG, WHICH PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY CARE FOR RESIDENTS OF PINELLAS COUNTY, FLORIDA. ORLANDO HEALTH MEDICAL GROUP, INC. SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTHCARE SYSTEM BY PROVIDING AN INTEGRATED DELIVERY NETWORK OF SPECIALTY PHYSICIAN SERVICES, OCCUPATIONAL HEALTH SERVICES, REHABILITATION HEALTH SERVICES AND BEHAVIORAL HEALTH SERVICES WITH OVER 500 PHYSICIANS IN THE CENTRAL FLORIDA AREA. ORLANDO HEALTH CANCER INSTITUTE, NOW A PART OF ORLANDO HEALTH MEDICAL GROUP, INC., HAS MADE SIGNIFICANT CONTRIBUTIONS TO THE CARE OF CANCER PATIENTS IN CENTRAL FLORIDA. ACCREDITED BY THE AMERICAN COLLEGE OF SURGEONS COMMISSION ON CANCER, ORLANDO HEALTH CANCER INSTITUTE WITH ORLANDO HEALTH, INC., IS COMMITTED TO DELIVERING HIGH-QUALITY CARE FOR CANCER PATIENTS UTILIZING OUR EXTENSIVE EXPERIENCE AND VITAL RESOURCES, FROM THE INITIAL DIAGNOSIS THROUGH POST-TREATMENT CARE AND SUPPORT. ORLANDO PHYSICIAN NETWORK, INC. ALSO SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTH SYSTEM BY PROVIDING AN INTEGRATED DELIVERY SYSTEM OF PRIMARY CARE PHYSICIAN SERVICES WITH OVER 100 PHYSICIANS IN THE CENTRAL FLORIDA AREA. ORLANDO HEALTH FOUNDATION, INC. IS THE PHILANTHROPIC HEART OF ORLANDO HEALTH'S INTEGRATED HEALTH SYSTEM AND HAS BEEN INSTRUMENTAL IN RAISING FUNDS FOR CAPITAL IMPROVEMENTS AND RENOVATIONS TO OUR HOSPITALS, AND IN SUPPORTING PROGRAMS AND THE ACQUISITION OF LIFE-SAVING EQUIPMENT FOR OUR COMMUNITIES. THROUGH ORLANDO HEALTH'S HEALTHCARE SYSTEM, WE PROVIDED APPROXIMATELY $780 MILLION IN SUPPORT OF COMMUNITY HEALTH NEEDS. THROUGH ORLANDO HEALTH'S HEALTHCARE SYSTEM, WE PROVIDED APPROXIMATELY $780 MILLION IN SUPPORT OF COMMUNITY HEALTH NEEDS. PART VI, LINE 7 STATE FILING OF COMMUNITY BENEFIT REPORT NONE SECTION 501 (R) RISK ASSESSMENT ORLANDO HEALTH, INC. (OHI) CONDUCTED AN EXTENSIVE REVIEW OF ITS POLICIES AND PROCEDURES TO ENSURE COMPLIANCE WITH THE REQUIREMENTS OF IRC SECTION 501(R). OHI OPERATES EIGHT HOSPITAL FACILITIES FOR WHICH IT MUST SATISFY THE REQUIREMENTS OF SECTION 501(R). THE REVIEW THAT OHI UNDERTOOK ADDRESSED SECTION 501(R) COMPLIANCE AT EACH OF THE FOLLOWING HOSPITAL FACILITIES: 1. ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORMC) 2. ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN (APH) 3. ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN & BABIES (WPH) 4. ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL (SSH) 5. ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL (DPH) 6. ORLANDO HEALTH ST. CLOUD HOSPITAL (SCH) 7. ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL (HCH) 8. ORLANDO HEALTH SOUTH LAKE HOSPITAL (SLH) OHI MAKES PHYSICAL COPIES OF ITS COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND FINANCIAL ASSISTANCE POLICY (FAP) AVAILABLE TO THE PUBLIC AT EACH OF THE OHI'S HOSPITALS AS REQUIRED BY SECTION 501(R). OHI PROVIDES PATIENT-FACING EMPLOYEES WITH ANNUAL TRAINING TO ENSURE THAT THEY COULD IDENTIFY THE PHYSICAL LOCATIONS WITHIN THE HOSPITAL FACILITIES WHERE PATIENTS COULD OBTAIN PHYSICAL COPIES OF THESE DOCUMENTS. OHI DETERMINED AS PART OF ITS SECTION 501(R) REVIEW TO ENHANCE PUBLIC AWARENESS OF ITS FAP AND THE FINANCIAL ASSISTANCE AVAILABLE TO DISADVANTAGED MEMBERS OF ITS COMMUNITY. ACCORDINGLY, OHI DISSEMINATED INFORMATION ON THE AVAILABILITY OF FINANCIAL ASSISTANCE AT OHI HOSPITAL FACILITIES TO COMMUNITY PARTNERS IN EACH OF THE FOLLOWING CATEGORIES: FEDERALLY QUALIFIED HEALTH CENTERS (FQHCS), MEDICAL HOMES AND OTHER NONPROFIT ORGANIZATIONS THAT SERVE LOW INCOME POPULATIONS. THE COMMUNITY PARTNERS IDENTIFIED IN EACH GROUP RESPECTIVELY ARE: GRACE MEDICAL HOME, SHEPHERD'S HOPE, COMMUNITY HEALTH CENTERS, TRUE HEALTH, HEALTH CARE CENTER FOR THE HOMELESS DBA ORANGE BLOSSOM FAMILY HEALTH, COALITION FOR THE HOMELESS, ORANGE COUNTY MEDICAL CLINIC, AND MEMBERS OF THE PRIMARY CARE ACCESS NETWORK (PCAN) IN ORANGE COUNTY. IN ADDITION, OHI DESIGNATED A COMMUNITY LIAISON TO ATTEND REGULAR FUNCTIONS IN THE COMMUNITY, DISPLAY THE FAP AT THESE FUNCTIONS, AND PROVIDE COPIES OF THE FAP TO COMMUNITY MEMBERS. FINALLY, OHI HAS IMPLEMENTED REVIEWS OF ITS WEBSITE LINKS TO ENSURE INFORMATION REQUIRED BY SECTION 501(R) IS AVAILABLE TO THE PUBLIC. OHI HAS ESTABLISHED METHODS FOR MEMBERS OF THE PUBLIC TO PROVIDE INPUT ON OHI'S CHNA REPORT AND IMPLEMENTATION STRATEGY. SUCH INPUT WILL BE MONITORED AND TRACKED QUARTERLY ALONG WITH WEBSITE LINKS PROVIDING INFORMATION TO THE PUBLIC. OHI WILL CONTINUE TO IDENTIFY REPRESENTATIVES OF THE LOW-INCOME, UNDERSERVED AND MINORITY POPULATION(S) IN THE COMMUNITY FROM WHOM INPUT WAS SOLICITED AND DESCRIBE THE RESOURCES POTENTIALLY AVAILABLE TO ADDRESS THE SIGNIFICANT HEALTH NEEDS THROUGHOUT THE 2019 CHNA. DATE RANGES FOR WHICH OHI CONDUCTED SURVEYS AND INTERVIEWS WITHIN THE COMMUNITY TO SEEK INPUT ON IDENTIFYING AND PRIORITIZING COMMUNITY HEALTH NEEDS WILL ALSO BE INCLUDED IN THE 2019 CHNA. MOREOVER, OHI WILL INCLUDE AN EVALUATION IN THE 2019 CHNA OF THE IMPACT OF ANY ACTIONS THAT WERE TAKEN, SINCE OHI FINISHED CONDUCTING ITS IMMEDIATELY PRECEDING CHNA, TO ADDRESS THE SIGNIFICANT HEALTH NEEDS IDENTIFIED IN EACH HOSPITAL FACILITY'S PRIOR CHNA. FINALLY, OHI WILL CONTINUE TO LIST ALL PARTNERS THAT IT PLANS TO WORK WITH IN ADDRESSING SIGNIFICANT COMMUNITY HEALTH NEEDS (I.E., LOCAL HEALTH DEPARTMENTS, OTHER HOSPITALS, NON-PROFITS, GOVERNMENT AGENCIES AND ADVOCACY GROUPS) THAT ARE KNOWN AT THE TIME OF IMPLEMENTATION. true LIFESTREAM BEHAVIORAL CENTER INC PO BOX 491000 LEESBURG FL 34749 591561501 501(c)(3) 92727 FMV SPONSORSHIP 1 X true true false true false false false false false false false BERNADETTE SPONG CFO 0 815666 0 1017381 0 290966 0 198096 0 23340 0 2345449 0 104991 MILDRED DENISE BEAM FORMER BD MEM/VC 0 501447 0 304082 0 73910 0 111205 0 15044 0 1005688 0 72781 LUSHANTHA GUNASEKERA MD FORMER BOARD MEMBER 0 392033 0 551984 0 744 0 14209 0 31104 0 990074 0 0 JOHN A MOORE FORMER BD MEM/CHAIR 0 380337 0 196164 0 59332 0 81710 0 30491 0 748034 0 57316 CARY D'ORTONA BOARD MEMBER SEC/TREAS. 0 363011 0 160870 0 27170 0 70428 0 25841 0 647320 0 18852 ANDREW KAREN MD OB/GYN 438698 0 0 0 124575 0 10161 0 31104 0 604538 0 0 0 SIJO PAREKATTIL MD UROLOGIST 357772 0 0 0 98079 0 8353 0 11519 0 475723 0 0 0 MAHMOUD FUAD BAKEER BOARD MEMBER 279105 0 70624 0 1303 0 13083 0 26228 0 390343 0 0 0 ALBERT ENRIQUEZ MD UROLOGIST, OB/GYN 348652 0 0 0 2390 0 7217 0 30318 0 388577 0 0 0 LANCE SEWELL BD. MEMBER/CHAIR (AS OF 12/20) 0 240571 0 60868 0 15078 0 29352 0 31022 0 376891 0 14710 AMIR FAZELI MD OB/GYN 301390 0 0 0 690 0 6159 0 23663 0 331902 0 0 0 PAUL JOHNS COO, South Lake Hospital 200547 0 52010 0 13965 0 20576 0 19969 0 307067 0 12694 0 BONNIE J ONOFRE BOARD MEMBER 194834 0 48876 0 15934 0 11877 0 8742 0 280263 0 0 0 SCHEDULE J, PART I, LINE 1A DURING FY2021, OFFICERS, BOARD MEMBERS AND KEY EMPLOYEES OF SOUTH LAKE HOSPITAL, INC. WERE PERMITTED TO FLY FIRST-CLASS OR WERE PERMITTED TO USE A CHARTERED FLIGHT SERVICE AT THE REQUEST OF ORLANDO HEALTH. THE TRAVEL WAS ENTIRELY BUSINESS RELATED FOR OFFICERS, BOARD MEMBERS, AND KEY EMPLOYEES. SCHEDULE J, PART I, LINE 3 RELATED ORGANIZATION ORLANDO HEALTH, INC. IS A COMMON PAYMASTER AND COMMON PAY AGENT FOR ORLANDO HEALTH MEDICAL GROUP, INC. (EIN: 59-3259553), ORLANDO HEALTH FOUNDATION, INC. (EIN: 59-2244943), ORLANDO HEALTH CENTRAL, INC. (EIN: 80-0764192), SOUTH LAKE HOSPITAL, INC. (EIN: 59-3322533), OSCEOLASC, LLC (EIN: 20-3728235), OHI WEST, INC. (EIN: 84-5074208), OHI WEST MEDICAL GROUP, LLC (EIN: 85-2733660) AND ORLANDO PHYSICIANS NETWORK, INC. (EIN: 59-3110868) AND THEIR EMPLOYEES ARE INCLUDED ON THE ORLANDO HEALTH, INC. 941. THE ORLANDO HEALTH, INC. INDEPENDENT COMPENSATION COMMITTEE APPROVES ALL OFFICER COMPENSATION ARRANGEMENTS, WHICH REPORTS TO THE ORLANDO HEALTH BOARD OF DIRECTORS AND FOLLOWS IRS GUIDELINES. SCHEDULE J, PART I, LINE 4B PARTICIPATE IN, OR RECEIVE PAYMENT FROM, A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN THE FOLLOWING INDIVIDUALS PARTICIPATED IN A SUPPLEMENTAL QUALIFIED RETIREMENT PLAN. DEFERRAL DEPOSITS: BERNADETTE SPONG $180,114 MILDRED BEAM $92,999 JOHN MOORE $69,771 CARY D'ORTONA $58,533 LANCE SEWELL $21,126 PAUL MARK JOHNS $14,563 DEFERRAL DISTRIBUTIONS MADE TO THE FOLLOWING: BERNADETTE SPONG $104,991 MILDRED BEAM $72,781 JOHN MOORE $57,316 CARY D'ORTONA $18,852 LANCE SEWELL $14,710 PAUL MARK JOHNS $12,694 FORM 990, PART VI, LINE 6 DESCRIPTION OF CLASSES OF MEMBERS OR STOCKHOLDERS THE SOLE VOTING MEMBER OF SOUTH LAKE HOSPITAL, INC. IS ORLANDO HEALTH, INC., FEIN:59-1726273. FORM 990, PART VI, LINE 7A DESCRIPTION OF CLASS OF PERSONS AND THE NATURE OF THEIR RIGHTS ORLANDO HEALTH, INC., THE TAX-EXEMPT PARENT ORGANIZATION, ELECTS AND APPROVES ALL BOARD MEMBERS. FORM 990, PART VI, LINE 7B DECISIONS SUBJECT TO APPROVAL ORLANDO HEALTH, INC., SOLE MEMBER OF SOUTH LAKE HOSPITAL, INC. ("CORPORATION") SHALL HAVE THE FOLLOWING RESERVED POWERS, IN ADDITION TO OTHER POWERS SET FORTH IN THE BYLAWS, TO: AMEND THE BYLAWS OF THE CORPORATION; ELECT, APPOINT OR REMOVE ANY MEMBER OF ANY COMMITTEE OR ANY DIRECTOR, OR OFFICER; AMEND THE ARTICLES OF INCORPORATION OF CORPORATION; ADOPT A PLAN OF MERGER OR CONSOLIDATION, AUTHORIZE THE SALE, LEASE, EXCHANGE OR MORTGAGE OF THE PROPERTY AND ASSETS OF THE CORPORATION; AUTHORIZE DISSOLUTION OR LIQUIDATION OF THE CORPORATION; ADOPT A PLAN FOR DISTRIBUTION OF THE ASSETS OF THE CORPORATION; AND/OR TO AMEND OR REPEAL ANY RESOLUTION OF THE BOARD OF DIRECTORS. NEITHER THE BOARD OF DIRECTORS NOR ANY COMMITTEE OF THE BOARD SHALL HAVE THE AUTHORITY TO EXERCISE ANY POWER RESERVED TO MEMBER OR OTHERWISE EXTENDED TO MEMBER UNDER THESE BYLAWS. THE CEO OF MEMBER SHALL HAVE FULL AUTHORITY TO TAKE ANY ACTION OR EXECUTE ANY POWER OR RESPONSIBILITY OF ON BEHALF OF MEMBER UNDER THESE BYLAWS. FORM 990, PART VI, LINE 11B PROCESS USED BY MANAGEMENT AND/OR GOVERNING BODY TO REVIEW 990 THE CFO AND THE FINANCE DEPARTMENT REVIEWED THE FORM 990 AND ANY REQUIRED CHANGES WERE MADE TO THE FORM 990. THE FINAL FORM 990 WAS THEN PROVIDED TO ALL MEMBERS OF THE BOARD TO REVIEW. ANY QUESTIONS ABOUT THE CONTENT WERE ANSWERED AND ANY CHANGES REQUIRED OF THE REVIEW WERE MADE. FORM 990, PART VI, LINE 12C CONFLICT OF INTEREST POLICY MONITORING AND ENFORCEMENT THE PARENT ORGANIZATION, ORLANDO HEALTH, INC., HAS A DEDICATED COMPLIANCE DEPARTMENT WITH AN ANONYMOUS HOTLINE FOR REPORTING. THE COMPLIANCE DEPARTMENT PERFORMS INTERNAL AUDITS AND MONITORS ALL ANNUAL CONFLICT OF INTEREST QUESTIONNAIRES FOR ALL RELATED ORGANIZATIONS. BOARD MEMBERS ROUTINELY ANNOUNCE CONFLICTS AT BOARD MEETINGS AND LEAVE THE ROOM FOR THE DISCUSSION AND THE VOTE. FORM 990, PART VI, LINE 15A AND 15B OFFICERS AND POSITIONS FOR WHICH COMPENSATION PROCESS WAS USED ALL COMPENSATION IS PAID BY PARENT, ORLANDO HEALTH, INC., WHICH HAS AN INDEPENDENT COMPENSATION COMMITTEE THAT REPORTS TO THE ORLANDO HEALTH BOARD OF DIRECTORS AND UTILIZES THE GUIDELINES CONSISTENT WITH THE IRS GUIDELINES ON INDEPENDENT ANALYSIS AND DOCUMENTATION OF COMPENSATION. THE PROCESS, WHICH IS USED FOR THE PRESIDENT, ALL OFFICERS, EXECUTIVE DIRECTORS AND DIRECTORS, AND WAS IMPLEMENTED PRIOR TO 10/01/2006, WAS UNDERTAKEN FOR THE CURRENT YEAR. FORM 990, PART VI, LINE 19 AVAILABILITY OF GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS TO THE PUBLIC THESE DOCUMENTS ARE MADE AVAILABLE TO THE GENERAL PUBLIC UPON REQUEST IN ACCORDANCE WITH FEDERAL TAX LAW PUBLIC INSPECTION REQUIREMENTS. FORM 990, PART XI, LINE 9 OTHER CHANGES AND X-ITEMS (152,436) NET ASSETS RELEASED FROM RESTRICTION - TEMP (16,000) NET REALIZED/UNREALIZED GAINS/LOSSES - TEMP RESTRICTED 139,000 ========== TOTAL (29,436) FORM 990 PART IX LINE 11G DESCRIPTION:CONTRACT SERVICES TOTAL FEES:18616064 FORM 990 PART IX LINE 11G DESCRIPTION:CONTRACT SERVICES - PHYSICIANS TOTAL FEES:9979983 FORM 990 PART IX LINE 11G DESCRIPTION:CONSULTING FEES TOTAL FEES:726144 ORLANDO HEALTH FOUNDATION INC 3160 SOUTHGATE COMMERCE BLVD ORLANDO FL 32806 592244943 SUPPORT OH FL 501(c)(3) 7 OHI false ORLANDO HEALTH INC 1414 KUHL AVENUE ORLANDO FL 32806 591726273 HEALTHCARE FL 501(c)(3) 3 NA false ORLANDO PHYSICIANS NETWORK INC 1414 KUHL AVENUE ORLANDO FL 32806 593110868 SUPPORT OH FL 501(C)(3) 12A OHI false WEST ORANGE HEALTHCARE INC 10000 W COLONIAL DRIVE OCOEE FL 34761 593269402 PHY SUPRT SRV FL 501(C)(3) 12A OHC false HEALTH CENTRAL FOUNDATION INC 10000 W COLONIAL DRIVE OCOEE FL 34761 592091206 SUPPORT OHC FL 501(C)(3) 7 OHF false GREATER ORLANDO CHILDREN'S MIRACLE NTWK 3160 SOUTHGATE COMMERCE BLV ORLANDO FL 32806 593452974 SUPPORT OHF FL 501(C)(3) 7 OHF false ORLANDO HEALTH MEDICAL GROUP INC 1414 KUHL AVENUE ORLANDO FL 32806 593259553 PHY SUPRT SRV FL 501(c)(3) 12A OHI false ORLANDO HEALTH CENTRAL INC 10000 W COLONIAL DRIVE OCOEE FL 34761 800764192 HEALTHCARE FL 501(c)(3) 3 OHI false OHI WEST INC 1414 KUHL AVENUE ORLANDO FL 32806 845074208 HEALTHCARE FL 501(c)(3) 3 OHI false LIFT ORLANDO IMPACT 2043 JACOBS PLACE ORLANDO FL 32805 814062133 REAL ESTATE FL OHI EXCLUDED 0 0 false 0 HEALTHNET SERVICES INC & SUBS 1414 KUHL AVENUE ORLANDO FL 32806 592246203 MEDICAL SVCS FL OHI C CORP ORANGE INDEMNITY LTD PO BOX 1159 CJ KY1-1102 980516252 CAPTIVE INS CJ OHI C CORP ORLANDO CANCER CENTER INC 1414 KUHL AVENUE ORLANDO FL 32806 593005020 MEDICAL SVCS FL OHMG C CORP false false false false false false false false false true false false true false true true false false false ORLANDO HEALTH INC M 5806963 FMV ORLANDO HEALTH INC O 83754206 FMV ORLANDO HEALTH INC P 45834329 FMV ORLANDO HEALTH INC J 4768302 FMV ORLANDO HEALTH MEDICAL GROUP INC J 94718 FMV SCHEDULE R, PART III LIFT ORLANDO IMPACT INVESTMENT FUND, LLC EIN: 81-4062133 ADDRESS: 2043 JACOBS PLACE, ORLANDO, FL 32805