ADVENTIST HEALTH SYSTEM SUNBELT INC: Form 990, tax year 2017
View the entire original 990 at ProPublica ↗
- Organization
- ADVENTIST HEALTH SYSTEM SUNBELT INC (EIN 59-1479658)
- Tax period
- 2017-01-01 to 2017-12-31
- Filed
- 2018-11-15
- IRS object ID
- 201823199349315097
- Schema version
- 2017v2.3
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule K
- Schedule L
- Schedule M
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2018-11-15T16:34:21-06:00 | ReturnTs |
| Tax Period End | 2017-12-31 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2017-01-01 | 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 | 2018-11-15 | SignatureDt |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 204.139.85.142 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IP | 2018-11-15 | IPDt |
| IP Tm | 14:12:59 | IPTm |
| IP Timezone | ES | IPTimezoneCd |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | DA39A3EE5E6B4B0D3255BFEF95601890AFD80709 | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | D3B0FA8F46BE33589AD20F8A51A7DE0DA87648FF | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2017 | TaxYr |
| Build TS | 2019-02-21 02:37:17Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Terry Shaw | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 900 Hope Way | AddressLine1Txt |
| City | Altamonte Springs | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32714 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $4,085,884,139 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Group Exemption | 1071 | GroupExemptionNum |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.adventisthealthsystem.com | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1973 | FormationYr |
| Legal Domicile State | FL | LegalDomicileStateCd |
| Activity Or Mission | Operation of 11 acute-care hospitals & related healthcare services. | ActivityOrMissionDesc |
| Voting Members Governing Body | 23 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 16 | VotingMembersIndependentCnt |
| Total Employee | 1566 | TotalEmployeeCnt |
| Total Volunteers | 2979 | TotalVolunteersCnt |
| Total Gross UBI | $20,847,234 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $670,751 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $8,848,774 | PYContributionsGrantsAmt |
| CY Contributions Grants | $8,151,058 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $3,868,669,395 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $3,957,886,944 | CYProgramServiceRevenueAmt |
| PY Investment Income | $20,107,756 | PYInvestmentIncomeAmt |
| CY Investment Income | $97,989,302 | CYInvestmentIncomeAmt |
| PY Other Revenue | $8,266,783 | PYOtherRevenueAmt |
| CY Other Revenue | $17,140,925 | CYOtherRevenueAmt |
| PY Total Revenue | $3,905,892,708 | PYTotalRevenueAmt |
| CY Total Revenue | $4,081,168,229 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $24,675,655 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $22,313,459 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $1,678,616,674 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $1,614,161,414 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $1,830,586,474 | PYOtherExpensesAmt |
| CY Other Expenses | $1,909,064,016 | CYOtherExpensesAmt |
| PY Total Expenses | $3,533,878,803 | PYTotalExpensesAmt |
| CY Total Expenses | $3,545,538,889 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $372,013,905 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $535,629,340 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $7,155,851,570 | TotalAssetsBOYAmt |
| Total Assets EOY | $7,633,849,846 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $3,989,631,837 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $3,932,136,691 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $3,166,219,733 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $3,701,713,155 | 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 Adventist Health System (AHS). AHS 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, AHS cares for and nurtures people: our employees, our communities, our healthcare professionals, and those who trust us for care and healing. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $3,258,404,970 | ExpenseAmt |
| Grant | $22,313,459 | GrantAmt |
| Revenue | $3,951,418,443 | RevenueAmt |
| Desc | Operation of 11 acute care hospitals with 147,173 patient admissions, 762,567 patient days and 1,408,799 outpatient visits in the current year. In addition to hospital operations, the corporation provides medical care through a number of other activities such as urgent care centers, physician clinics, home health services, hospice services, sleep centers, wound centers, therapy and rehab. | Desc |
| Total Program Service Expenses | $3,258,404,970 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Temp Or Permanent Endowments | Yes (1) | TempOrPermanentEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (1) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | Yes (1) | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | Yes (1) | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | 0 | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | Yes (1) | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 29225 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 1566 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 23 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 16 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | 0 | CompensationProcessCEOInd |
| Compensation Process Other | 0 | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Paul Rathbun | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 4073572419 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 900 Hope Way | AddressLine1Txt |
| City | Altamonte Springs | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 32714 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (49 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | OfficerOfficerInd | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Thurber Gary F | ||||||||||
| Chairman/Director | 2.00 | 3.00 | Yes (X) | $0 | $2,237 | $0 | ||||
| Livesay MDiv Donald E | ||||||||||
| Chairman/Dir (end 9/17) | 2.00 | 3.00 | Yes (X) | $0 | $308 | $0 | ||||
| Aguilera Ronald | ||||||||||
| Director (beg 7/17) | 1.00 | 3.00 | Yes (X) | $0 | $1,179 | $0 | ||||
| Brown-Fraser PhD Sherine | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,379 | $0 | ||||
| Carlson Ronald | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,879 | $0 | ||||
| Cauley DMin Michael F | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $285 | $1,487 | $0 | ||||
| Craig Carlos | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,379 | $0 | ||||
| Davidson James R | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $285 | $2,129 | $0 | ||||
| Griffith Jr Buford | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,237 | $0 | ||||
| Haffner PhD Randall L | ||||||||||
| Director | 1.00 | 50.00 | Yes (X) | $0 | $2,335,962 | $318,699 | ||||
| Houmann Lars D | ||||||||||
| Director | 1.00 | 50.00 | Yes (X) | $0 | $2,430,960 | $329,576 | ||||
| Johnson MD Mark | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,379 | $0 | ||||
| Mack Gregory | ||||||||||
| Director (end 8/17) | 1.00 | 3.00 | Yes (X) | $285 | $200 | $0 | ||||
| Moore MDiv Larry R | ||||||||||
| Vice Chairman/Director | 2.00 | 3.00 | Yes (X) | $0 | $2,129 | $0 | ||||
| Page John | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,237 | $0 | ||||
| Peoples Troy K | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,129 | $0 | ||||
| Pichette Raymond | ||||||||||
| Director (end 6/17) | 1.00 | 3.00 | Yes (X) | $0 | $308 | $0 | ||||
| Robinson Randy | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $285 | $2,237 | $0 | ||||
| Scott Glynn CW | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,129 | $0 | ||||
| Shaw EdD Kenneth | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $1,379 | $0 | ||||
| Shaw Terry D | ||||||||||
| Dir/President/CEO | 1.00 | 50.00 | Yes (X) | $0 | $3,136,204 | $402,732 | Yes (X) | |||
| Smith DMin PhD Ron C | ||||||||||
| Vice Chairman/Sec/Dir | 2.00 | 3.00 | Yes (X) | $285 | $2,237 | $0 | ||||
| Tol Daryl | ||||||||||
| Director | 50.00 | 1.00 | Yes (X) | $0 | $1,328,194 | $245,784 | ||||
| Valentine II MDiv Maurice R | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,237 | $0 | ||||
| Webb Gil | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $2,237 | $0 | ||||
| Werner Thomas L | ||||||||||
| Director | 1.00 | 3.00 | Yes (X) | $0 | $51,989 | $0 | ||||
| Rathbun Paul | ||||||||||
| Chief Financial Officer | 1.00 | 50.00 | $0 | $1,324,061 | $251,961 | Yes (X) | ||||
| Bradley Kenneth W | ||||||||||
| SEO/SW Mkt & Admin FH Celebration Health | 50.00 | 0.00 | $0 | $762,999 | $106,477 | Yes (X) | ||||
| Dodds Sheryl D | ||||||||||
| SEO/Chief Clinical Officer FH System | 50.00 | 0.00 | $0 | $582,444 | $94,370 | Yes (X) | ||||
| Goodman Todd A | ||||||||||
| SEO/CFO FH & AHS Central FL Region | 50.00 | 0.00 | $0 | $752,877 | $139,261 | Yes (X) | ||||
| Harcombe Douglas W | ||||||||||
| SEO/NE Mkt & Admin FH Altamonte | 50.00 | 0.00 | $0 | $556,643 | $111,226 | Yes (X) | ||||
| Hilliard Douglas W | ||||||||||
| Sr VP/Sr Finance Officer FH Orlando | 50.00 | 0.00 | $0 | $643,597 | $125,271 | Yes (X) | ||||
| Moorhead MD John David | ||||||||||
| SEO/Chief Medical Officer FH System | 50.00 | 0.00 | $0 | $1,848,084 | $83,774 | Yes (X) | ||||
| Owen Terry R | ||||||||||
| SEO/Ambulatory & System Serv FH System | 50.00 | 0.00 | $0 | $768,439 | $106,652 | Yes (X) | ||||
| Reed MD Monica P | ||||||||||
| SEO/Care Innovation FH System | 50.00 | 0.00 | $250 | $927,691 | $142,362 | Yes (X) | ||||
| Stevens Eric A | ||||||||||
| SEO/Cent Mkt & Admin FH Orl/FH Women | 50.00 | 0.00 | $0 | $784,837 | $152,438 | Yes (X) | ||||
| Thompson Michael J | ||||||||||
| Regional CEO of Integrated Hlth Serv. | 50.00 | 0.00 | $0 | $466,267 | $88,039 | Yes (X) | ||||
| Zbarschuk Amy L | ||||||||||
| Sr VP/Sr Finance Officer, FH System | 50.00 | 0.00 | $0 | $555,926 | $108,188 | Yes (X) | ||||
| Davis Jr MD Robert Duane | ||||||||||
| Physician/Director FH Cardiovascular Institute | 50.00 | 0.00 | $1,537,792 | $0 | $21,855 | Yes (X) | ||||
| Silvestry MD Scott | ||||||||||
| Physician/Director - FH Thoracic Transplant | 40.00 | 0.00 | $1,415,005 | $0 | $40,387 | Yes (X) | ||||
| Botta MD Donald | ||||||||||
| Physician/Director - FH Heart Transplant | 40.00 | 0.00 | $918,770 | $0 | $37,630 | Yes (X) | ||||
| Jones MD Phillip E | ||||||||||
| Physician | 50.00 | 0.00 | $867,944 | $0 | $40,526 | Yes (X) | ||||
| Shimshak MD Thomas M | ||||||||||
| Physician | 50.00 | 0.00 | $864,552 | $0 | $36,063 | Yes (X) | ||||
| Jernigan Donald L | ||||||||||
| Former Director & Officer | 0.00 | 16.00 | $0 | $1,050,271 | $69,683 | Yes (X) | ||||
| Banks David P | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,134,430 | $182,848 | Yes (X) | ||||
| Fulbright Robert D | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,999,664 | $94,950 | Yes (X) | ||||
| Hagensicker Janice K | ||||||||||
| Former Key Employee | 50.00 | 0.00 | $0 | $799,718 | $102,869 | Yes (X) | ||||
| Paradis J Brian | ||||||||||
| Former Key Employee | 0.00 | 0.00 | $0 | $1,027,749 | $42,405 | Yes (X) | ||||
| Soler Eddie | ||||||||||
| Former Key Employee | 0.00 | 50.00 | $0 | $1,383,460 | $189,096 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $5,605,738 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $26,687,518 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $3,665,122 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 1491 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| Brasfield & Gorrie LLC | |||||
| 941 W Morse Blvd Suite 200 | Winter Park | FL | 32789 | Design and Construction Services | $97,052,885 |
| PWC Holdings No 21 LLC DBA | |||||
| PO Box 932011 | Atlanta | GA | 31193 | Consulting Services | $27,119,792 |
| CC Staffing Inc | |||||
| PO Box 404674 | Atlanta | GA | 30384 | Staffing Services | $11,228,992 |
| Brown Parker & Demarinis Advertising In | |||||
| 1825 NW Corporate Blvd Suite 250 | Boca Raton | FL | 33431 | Advertising Services | $9,894,230 |
| Employbridge Holding Company | |||||
| PO Box 91010 | Chicago | IL | 60680 | Staffing Services | $8,481,654 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 454 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $6,191,144 | RelatedOrganizationsAmt |
| Government Grants | $1,567,801 | GovernmentGrantsAmt |
| All Other Contributions | $392,113 | AllOtherContributionsAmt |
| Total Contributions | $8,151,058 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Revenue | 622110 | $3,886,141,654 | $3,872,478,228 | $13,663,426 |
| Cafeteria/Vending Rev. | 622110 | $20,041,845 | $19,524,072 | $517,773 |
| Rent from Exempt Affiliates | 622110 | $16,758,573 | $16,758,573 | |
| Research | 622110 | $9,887,375 | $9,887,375 | |
| Gift Shop | 622110 | $6,832,300 | $6,807,414 | $24,886 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $18,225,197 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $11,896,660 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $6,328,537 | UnrelatedBusinessRevenueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $3,957,886,944 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $44,667,835 | TotalRevenueColumnAmt |
| Exclusion | $44,667,835 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $174,576 | TotalRevenueColumnAmt |
| Exclusion | $174,576 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $300,227 | TotalRevenueColumnAmt |
| Exclusion | $300,227 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,409,403 | RealAmt |
| Personal | $265,988 | PersonalAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $860,108 | RealAmt |
| Personal | $40,706 | PersonalAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,549,295 | RealAmt |
| Personal | $225,282 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,774,577 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $312,612 | UnrelatedBusinessRevenueAmt |
| Exclusion | $2,461,965 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $52,138,303 | SecuritiesAmt |
| Other | $4,823,684 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $0 | SecuritiesAmt |
| Other | $3,815,096 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $52,138,303 | SecuritiesAmt |
| Other | $1,008,588 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $53,146,891 | TotalRevenueColumnAmt |
| Exclusion | $53,146,891 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| Equity earnings from related enti | 622110 | $12,477,606 | $12,477,606 |
| Investment in Subs | 622110 | $935,223 | $935,223 |
| EHR Revenue | 622110 | $653,292 | $653,292 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $14,066,121 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,081,168,229 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $3,951,418,443 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $20,847,234 | UnrelatedBusinessRevenueAmt |
| Exclusion | $100,751,494 | 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 | $21,995,671 | TotalAmt |
| Program Services | $21,995,671 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $317,788 | TotalAmt |
| Program Services | $317,788 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,463,515 | TotalAmt |
| Management And General | $11,463,515 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,189,115,518 | TotalAmt |
| Program Services | $1,176,244,555 | ProgramServicesAmt |
| Management And General | $12,870,963 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $45,889,511 | TotalAmt |
| Program Services | $45,042,935 | ProgramServicesAmt |
| Management And General | $846,576 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $277,192,462 | TotalAmt |
| Program Services | $268,652,626 | ProgramServicesAmt |
| Management And General | $8,539,836 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $90,500,408 | TotalAmt |
| Program Services | $88,775,821 | ProgramServicesAmt |
| Management And General | $1,724,587 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,704,042 | TotalAmt |
| Management And General | $5,704,042 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $712,596 | TotalAmt |
| Management And General | $712,596 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $10,048,488 | TotalAmt |
| Management And General | $10,048,488 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $448,903,220 | TotalAmt |
| Program Services | $382,249,135 | ProgramServicesAmt |
| Management And General | $66,654,085 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $27,140,396 | TotalAmt |
| Management And General | $27,140,396 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $89,043,683 | TotalAmt |
| Program Services | $63,583,922 | ProgramServicesAmt |
| Management And General | $25,459,761 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $112,727,848 | TotalAmt |
| Program Services | $93,151,443 | ProgramServicesAmt |
| Management And General | $19,576,405 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,660,846 | TotalAmt |
| Program Services | $70,660,846 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,429,745 | TotalAmt |
| Program Services | $3,068,992 | ProgramServicesAmt |
| Management And General | $2,360,753 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,568,226 | TotalAmt |
| Program Services | $763,912 | ProgramServicesAmt |
| Management And General | $804,314 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $34,747,323 | TotalAmt |
| Program Services | $34,747,323 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $186,892,745 | TotalAmt |
| Program Services | $186,892,745 | ProgramServicesAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $30,722,799 | TotalAmt |
| Program Services | $30,041,655 | ProgramServicesAmt |
| Management And General | $681,144 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $659,893,961 | $659,893,961 | |
| Repairs/Maintenance | $72,470,140 | $72,470,140 | |
| Assessments | $49,627,144 | $49,627,144 | |
| UBI Tax | $582,481 | $582,481 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $102,188,333 | TotalAmt |
| Program Services | $10,224,356 | ProgramServicesAmt |
| Management And General | $91,963,977 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,545,538,889 | TotalAmt |
| Program Services | $3,258,404,970 | ProgramServicesAmt |
| Management And General | $287,133,919 | 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 | $116,869 | BOYAmt |
| EOY | $112,111 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,079,287,840 | BOYAmt |
| EOY | $2,380,510,462 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $622,203,323 | BOYAmt |
| EOY | $583,715,210 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $92,318,523 | BOYAmt |
| EOY | $97,774,739 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $17,411,574 | BOYAmt |
| EOY | $25,899,800 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $4,556,283,615 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $2,192,731,309 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,207,449,147 | BOYAmt |
| EOY | $2,363,552,306 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,102,820 | BOYAmt |
| EOY | $6,841,768 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $31,622,377 | BOYAmt |
| EOY | $30,533,805 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,099,339,097 | BOYAmt |
| EOY | $2,144,909,645 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,155,851,570 | BOYAmt |
| EOY | $7,633,849,846 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $257,236,071 | BOYAmt |
| EOY | $307,014,344 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,382,694,759 | BOYAmt |
| EOY | $3,272,066,774 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $349,701,007 | BOYAmt |
| EOY | $353,055,573 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,989,631,837 | BOYAmt |
| EOY | $3,932,136,691 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,164,072,731 | BOYAmt |
| EOY | $3,700,264,912 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,147,002 | BOYAmt |
| EOY | $1,448,243 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,166,219,733 | BOYAmt |
| EOY | $3,701,713,155 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,155,851,570 | BOYAmt |
| EOY | $7,633,849,846 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $535,629,340 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $72,759,558 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$72,895,476 | 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
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | 0 | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | 0 | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | Yes (1) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $5,123 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $135,651 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $140,774 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1: | FormAndLineReferenceDesc |
| Explanation | The corporation reimbursed traveling expenses and paid dues to the American Hospital Association, Florida Hospital Association, Texas Hospital Association, and Association of Organ Procurement who use a portion of the dues to conduct lobbying activities. | ExplanationTxt |
Schedule D IRS990ScheduleD
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $19,390,999 | BeginningYearBalanceAmt |
| Contributions | $166,685 | ContributionsAmt |
| Investment Earnings Or Losses | $1,051,467 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $9,029 | OtherExpendituresAmt |
| End Year Balance | $20,600,122 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $19,118,543 | BeginningYearBalanceAmt |
| Contributions | $568,450 | ContributionsAmt |
| Investment Earnings Or Losses | $277,615 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $573,609 | OtherExpendituresAmt |
| End Year Balance | $19,390,999 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $18,008,913 | BeginningYearBalanceAmt |
| Contributions | $530,000 | ContributionsAmt |
| Investment Earnings Or Losses | $911,157 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $331,527 | OtherExpendituresAmt |
| End Year Balance | $19,118,543 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $17,037,065 | BeginningYearBalanceAmt |
| Investment Earnings Or Losses | $976,037 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $344,211 | OtherExpendituresAmt |
| End Year Balance | $17,668,891 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $16,504,372 | BeginningYearBalanceAmt |
| Contributions | $79,461 | ContributionsAmt |
| Investment Earnings Or Losses | $808,853 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $355,621 | OtherExpendituresAmt |
| End Year Balance | $17,037,065 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.86600 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.13400 | PrmnntEndowmentBalanceEOYPct |
| 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 | $215,951,676 | OtherCostOrOtherBasisAmt |
| Book Value | $215,951,676 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,464,606,459 | OtherCostOrOtherBasisAmt |
| Depreciation | $627,215,220 | DepreciationAmt |
| Book Value | $837,391,239 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $2,447,936,316 | OtherCostOrOtherBasisAmt |
| Depreciation | $1,515,182,266 | DepreciationAmt |
| Book Value | $932,754,050 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $427,789,164 | OtherCostOrOtherBasisAmt |
| Depreciation | $50,333,823 | DepreciationAmt |
| Book Value | $377,455,341 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $2,363,552,306 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (8 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Funds Held in Trust | $2,855,141 |
| Due From Related Parties and Affiliates | $110,254,534 |
| Long-term Investments | $85,032,182 |
| Other Non-Current Assets | $32,163,419 |
| Receivable - Interco Alloc of Tax-Exempt Bond Proceeds | $1,865,985,348 |
| Receivable from Third Party | $15,428,812 |
| Other Current Receivable | $33,190,109 |
| Board Designated Funds | $100 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $2,144,909,645 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (6 entries)
| DescDesc | AmtAmt |
|---|---|
| Payable to Third Party | $80,642,397 |
| Due to Related-Affiliated Entities | $57,714,723 |
| Other Current Liabilities | $21,965,518 |
| Other Non-Current Liabilities | $117,010,116 |
| Notes and Loans Payable | $75,057,436 |
| Leases Payable | $665,383 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $353,055,573 | 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 (c) Two years back - Explanation for change in opening balance: During year 2015, it came to the attention of the Foundation's management that an Endowment in the amount of $340,022 was mistakenly misclassified as of December 31, 2014. As a result, the Foundation restated beginning board-designated endowment funds in its 2015 tax year. Part V, line 1c, column (b) Prior year - During 2016, the Foundation agreed to a modification of a donor's endowment agreement, which resulted in an impairment of $722,928. This amount was netted with the Foundation's 2016 investment return. |
| Part X, Line 2: | The filing organization is a subsidiary organization within Adventist Health System (AHS). The consolidated financial statements of AHS 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, 2017 and 2016. NAHS also has temporary deductible differences of approximately $55,700 and $59,100 at December 31, 2017 and 2016, respectively, primarily as a result of net operating loss carryforwards. At December 31, 2017, NAHS had net operating loss carryforwards of approximately $56,400, expiring beginning in 2022 through 2026. Deferred taxes have been provided for these amounts, resulting in a net deferred tax asset of approximately $14,100 and $22,500 at December 31, 2017 and 2016, respectively. A full valuation allowance has been provided at December 31, 2017 and 2016 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. On December 22, 2017, the United States enacted tax reform legislation commonly known as the Tax Cuts and Jobs Act (Act), resulting in significant modifications to existing law. 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%. Additionally, NAHS had a corresponding decrease to its valuation allowance resulting in no net tax expense impact. The Income Taxes Topic of the ASC (ASC 740) prescribes the accounting for uncertainty in income tax positions recognized in financial statements. ASC 740 prescribes a recognition threshold and measurement attribute for the financial statement recognition and measurement of a tax position taken, or expected to be taken, in a tax return. There were no material uncertain tax positions as of December 31, 2017 and 2016. |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | 0 | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (21 entries)
| RegionRegionTxt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt | Specific Services ProvidedSpecificServicesProvidedTxt |
|---|---|---|---|
| Central America and the Caribbean | Grantmaking | $57,950 | |
| Central America and the Caribbean | Meetings | $2,400 | |
| Central America and the Caribbean | Program Services | $315,845 | Mission Trips |
| Central America and the Caribbean | Speakers | $301 | |
| East Asia and the Pacific | Meetings | $15,398 | |
| East Asia and the Pacific | Program Services | $78,818 | Mission Trips |
| East Asia and the Pacific | Speakers | $10,350 | |
| Europe (including Iceland and Greenland) | Meetings | $55,208 | |
| Europe (including Iceland and Greenland) | Speakers | $20,615 | |
| Middle East and North Africa | Meetings | $5,812 | |
| North America (which includes Canada and Mexico, but not the U.S.) | Meetings | $23,565 | |
| North America (which includes Canada and Mexico, but not the U.S.) | Program Services | $61,221 | Mission Trips, Recruitment |
| North America (which includes Canada and Mexico, but not the U.S.) | Speakers | $1,777 | |
| South America | Grantmaking | $22,365 | |
| South America | Meetings | $3,360 | |
| South America | Program Services | $272,894 | Medical/Dental Clinics, Mission Trips |
| South America | Speakers | $8,307 | |
| South Asia | Meetings | $8,692 | |
| South Asia | Speakers | $12,111 | |
| Sub-Saharan Africa | Grantmaking | $210,500 | |
| Sub-Saharan Africa | Program Services | $122,614 | Mission Trips |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 0 | SubtotalEmployeesCnt |
| Continuation Total Office | 0 | ContinuationTotalOfficeCnt |
| Continuation Total Employee | 0 | ContinuationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 0 | TotalEmployeeCnt |
| Subtotal Spent | $536,270 | SubtotalSpentAmt |
| Continuation Spent | $773,833 | ContinuationSpentAmt |
| Total Spent | $1,310,103 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (6 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Non Cash AssistanceNonCashAssistanceAmt | Description Of Non Cash AsstDescriptionOfNonCashAsstTxt | Valuation Method UsedValuationMethodUsedDesc | Cash GrantCashGrantAmt |
|---|---|---|---|---|---|
| South America | Medical Supplies or Equipment | $8,345 | Medical Equipment | Other | |
| Central America and the Caribbean | Medical Supplies or Equipment | $13,470 | Medical Equipment | Other | |
| South America | Medical Supplies or Equipment | $9,760 | Medical Equipment | Other | |
| Central America and the Caribbean | Provision of Clothing/Food | $24,630 | Meal Packs | Other | |
| Central America and the Caribbean | Medical Supplies or Equipment | $9,000 | Medical Equipment | Other | |
| Sub-Saharan Africa | General Support | $210,500 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 6 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
| Transfer To Foreign Corp | 0 | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | 0 | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | Foreign grants are generally non-cash donations of medical equipment and supplies to assist foreign health care providers in fulfilling their mission of providing health care services to the populations they serve. The foreign health care providers are often hospitals and/or clinics operated and/or sponsored by or affiliated with the Seventh-Day Adventist Church. The foreign hospitals/clinics may be located in remote and/or underserved villages and townships of developing countries. Grants are typically made to other U.S. charitable organizations or foreign entities recognized as charitable by the foreign country in which they are located. As a result of the nature of the grants as non-cash medical equipment and supplies and the fact that most grants are made indirectly through other U.S. or foreign charitable organizations, the filing organization has not established specific procedures for monitoring the use of grant funds outside the United States. | ExplanationTxt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
| Percent200 | Yes (X) | Percent200Ind |
| FPG Reference Discounted Care | 0 | FPGReferenceDiscountedCareInd |
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | 0 | ExpensesExceedBudgetInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | 0 | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $183,218,525 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $183,218,525 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05170 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $527,466,502 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $261,511,428 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $265,955,074 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.07500 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $710,685,027 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $261,511,428 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $449,173,599 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.12670 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $23,599,387 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $79,545 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $23,519,842 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00660 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $44,547,619 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,559,715 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $34,987,904 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00990 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,301,723 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,567,260 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $734,463 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $15,225,910 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $15,225,910 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00430 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $85,674,639 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,206,520 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $74,468,119 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02100 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $796,359,666 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $272,717,948 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $523,641,718 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.14770 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $26,677,956 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,811,018 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $16,866,938 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00480 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $478,926 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $4,633 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $474,293 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $153,243 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $153,243 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $27,310,125 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,815,651 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $17,494,474 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00490 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $245,330,647 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $6,078,655 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $739,347,415 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $830,523,838 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$91,176,423 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp (3 entries)
| Primary ActivitiesPrimaryActivitiesTxt | Org Profit Or OwnershipOrgProfitOrOwnershipPct | Ofcr Etc Profit Or OwnershipOfcrEtcProfitOrOwnershipPct | Physicians Profit Or OwnershipPhysiciansProfitOrOwnershipPct |
|---|---|---|---|
| 1 San Marcos MRI LP | |||
| Imaging Center | 0.60000 | 0.00000 | 0.40000 |
| 2 Central Texas Ambulatory Endoscopy | |||
| Endoscopy Center | 0.18800 | 0.00000 | 0.81200 |
| 3 Surgery Management Associates of Kissimmee LLC | |||
| Management/Admin | 0.30000 | 0.00000 | 0.70000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 11 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (11 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd | OtherOtherDesc | Facility Reporting GroupFacilityReportingGroupCd | Critical Access HospitalCriticalAccessHospitalInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Florida Hospital Orlando | |||||||||||||||
| 1 | 601 E Rollins Street | Orlando | FL | 32803 | www.floridahospital.com/orlando | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Therapy Center, EPS Cath Lab | A | |
| Florida Hospital Altamonte | |||||||||||||||
| 2 | 601 E Altamonte Drive | Altamonte Springs | FL | 32701 | www.floridahospital.com/altamonte | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Cancer Center, Therapy | A | |||
| Florida Hospital Celebration Health | |||||||||||||||
| 3 | 400 Celebration Place | Celebration | FL | 34747 | www.floridahospital.com/celebration-h | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Therapy Center | A | |||
| Florida Hospital East Orlando | |||||||||||||||
| 4 | 7727 Lake Underhill Road | Orlando | FL | 32822 | www.floridahospital.com/east-orlando | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Winter Park Memorial Hospital | |||||||||||||||
| 5 | 200 N Lakemont Avenue | Winter Park | FL | 32792 | www.floridahospital.com/winter-park-m | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| FH Heartland Medical Center | |||||||||||||||
| 6 | 4200 Sun N Lake Blvd | Sebring | FL | 33825 | www.floridahospital.com/heartland | 4171 | Yes (X) | Yes (X) | Yes (X) | B | |||||
| Florida Hospital Kissimmee | |||||||||||||||
| 7 | 2450 North Orange Blossom Trail | Kissimmee | FL | 34744 | www.floridahospital.com/kissimmee | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Central Texas Medical Center | |||||||||||||||
| 8 | 1301 Wonder World Drive | San Marcos | TX | 78666 | www.ctmc.org | 000556 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Florida Hospital Apopka | |||||||||||||||
| 9 | 2100 Ocoee-Apopka Road | Apopka | FL | 32703 | www.floridahospital.com/apopka | 4369 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| FH Heartland Medical Center Lake Placid | |||||||||||||||
| 10 | 1210 US Highway 27 North | Lake Placid | FL | 33852 | www.floridahospital.com/heartland | 4171 | Yes (X) | Yes (X) | Yes (X) | Senior Behavioral Unit, Outpatient Physical Therapy | B | ||||
| Florida Hospital Wauchula | |||||||||||||||
| 11 | 735 S 5th Avenue | Wauchula | FL | 33873 | www.floridahospital.com/heartland | 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 | 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| GROUP A | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | See statement | Yes (X) | Yes (X) | Yes (1) | 17 | Yes (1) | See statement | 0 | Yes (1) | Yes (X) | 200.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | See statement | Yes (X) | See statement | Yes (X) | See statement | 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 |
| GROUP B | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | See statement | Yes (X) | Yes (X) | Yes (1) | 17 | Yes (1) | See statement | 0 | Yes (1) | Yes (X) | 200.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | See statement | Yes (X) | See statement | Yes (X) | See statement | 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 (58 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Section B | Facility Reporting Group A |
| Facility Reporting Group A consists of: | - Facility 1: Florida Hospital Orlando, - Facility 2: Florida Hospital Altamonte, - Facility 3: Florida Hospital Celebration Health, - Facility 4: Florida Hospital East Orlando, - Facility 5: Winter Park Memorial Hospital, - Facility 7: Florida Hospital Kissimmee, - Facility 8: Central Texas Medical Center, - Facility 9: Florida Hospital Apopka, - Facility 11: Florida Hospital Wauchula |
| Group A-Facility 1 -- Florida Hospital Orlando Part V, Section B, line 5: | Florida Hospital Orlando (FHO or the Hospital) is the flagship hospital of the seven hospital campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. FHO is located in Orange County. FHO has become one of the most trusted and comprehensive hospitals in the region; as a result, the primary service area of the Orlando campus includes all of Orange, Osceola and Seminole Counties. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for FHO was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.FHO had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within FHO's community/service area. The following organizations participated in FHO's CHNAC and specifically represented low-income, minority and other medically underserved populations:Second Harvest Food Bank - a non-profit organization that operates a food bank throughout the six counties that make up most of Central Florida and provides a workforce development program for populations at risk for food insecurity;Aspire Health Partners - a non-profit health provider that works to provide behavioral health care services to individuals experiencing mental illness and issues of substance abuse within Orange and Seminole counties;Grace Medical Home - a patient-centered medical home that focuses on serving the clinically underserved through the provision of continuous and comprehensive primary care;Orange County Public Health Department, andSeminole County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in FHO's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 1 -- Florida Hospital Orlando Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 1 -- Florida Hospital Orlando Part V, Section B, line 11: | The information provided below explains how Florida Hospital Orlando (FHO or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHO conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHO is part of the Central Florida Division South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for FHO's 2017-2019 Community Health Plan/Implementation Strategy. FHO developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHO worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Community Health Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHO chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative, Primary and Behavioral Health. Priority: Access to Care - Preventative 2016 Description of the Issue: FHO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2017 Update: The FHO Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. The first outcome is to "Improve access to healthy and nutritious foods". There are two strategies for this outcome, the first focuses on supporting food distribution programs within the targeted zip codes. There are two metrics attached to this strategy. FHO met the first metric of supporting two programs. The first program, which we support monetarily, is a local church which has established a fresh food co-op to supply food pantries throughout the relevant three-county area with healthier options. In 2017, we established a partnership to grow their program and funding began in 2018. The second program is run through the Christian Service Center which the Hospital supports in both monetary and in-kind donations to provide food to the local homeless population. The second metric reports the number of individuals served by the programs. At this time, FHO does not have a number to report from the food co-op program, but will have data to report in 2019. The number the Hospital reports with respect to the partnership with the Christian Service Center comes from the Christian Service Center and reflects the number served annually between their two locations. The second strategy is to support Second Harvest Food Bank, the local food bank, through a program called Second Helpings. Through Second Helpings, all unused food from nutritional services at FHO is donated to the food bank. This food is then used to provide meals for individuals in need. This is a new strategy. The numbers reported for this metric are based upon our pilot year and subsequent projections. The second outcome is to "Improve access to knowledge around healthy nutrition and wellness". This outcome has two strategies; the first is the number of schools that experience our Mission Fit programming in targeted zip codes. The number of schools in which FHO has established programming more than doubled the metric that the Hospital set. Currently there is no plan to revise this metric, but rather to reallocate the funding to reach a broader base of schools across all hospital campuses of Florida Hospital. The second strategy is to provide wellness classes that offer access to knowledge around nutrition to community members, which was done through a partner organization that FHO sponsors. The metric is the number of people that participate in the class. The Hospital did not meet the goal that was established but came within 86 percent of target. We did not meet the metric in 2017 because formation and deployment for the program took longer than anticipated. The metric has been updated to reflect the available funding for this programming, with a 2019 deployment targeted and no additional strategies. The third outcome is to "Educate and empower the faith community to promote health within congregations in critical areas". The strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. There are two metrics associated with this strategy. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As the Hospital began this work at the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. The new approach involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. Florida Hospital hired a Faith Community Coordinator to engage, work and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will better be able to implement programming within our faith community if the Hospital fully understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although FHO was not able to meet its original metrics in 2017, work began on this project in 2018 with three churches. The metrics have been updated to reflect the work anticipated to be accomplished based upon the resources in place to complete. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents of Orange County". The strategy for this involved utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the service areas that FHO reaches. There are two associated metrics for this strategy. The first is the number of establishments that adopt the policies supporting community health that HCF promotes and the second is the number of HCF community events and programming within the targeted zip codes. Neither of these metrics were met. In 2017, it became clear that the resources needed to expand HCF's programming to additional markets were not available. The result is the need to redefine the metric for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather to focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of the first strategy and metric, as well as a decrease in the second metric. **see continuation of footnote |
| Group A-Facility 3 -- Florida Hospital Celebration Health Part V, Section B, line 5: | Florida Hospital Celebration Health (FHCH or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. FHCH is located in Osceola County and it primarily serves residents from Osceola County, parts of Orange, Polk, and Lake Counties. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for FHCH was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.FHCH had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within FHCH's community/service area. The following organizations participated in FHCH's CHNAC and specifically represented low-income, minority and other medically underserved populations:Osceola Council of Aging - a non-profit organization with a focus on providing care and essential social services to seniors and families; Healthy Start of Osceola County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Community Vision of Osceola County - a community planning non-profit that works to convene regional stakeholders to create a shared vision for a healthy and prosperous Osceola County; Community Hope Center - a social service non-profit that works to connect socioeconomically disadvantaged families to essential services with the goal of helping them to become self-sustaining; andThe Osceola County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in FHCH's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 3 -- Florida Hospital Celebration Health Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 3 -- Florida Hospital Celebration Health Part V, Section B, line 11: | The information provided below explains how Florida Hospital Celebration Health (FHCH or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHCH conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHCH is part of the Central Florida Division South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for FHCH's 2017-2019 Community Health Plan/Implementation Strategy. FHCH developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHCH worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Community Health Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHCH chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative, Primary and Behavioral Health. Priority: Access to Care - Preventative 2016 Description of the Issue: FHCH recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2017 Update: The FHCH Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. The first outcome is to "Improve access to healthy and nutritious foods." The strategy focuses on supporting food distribution programs within the targeted zip codes and has one associated metric. FHCH met this metric by supporting two programs. The first program, which we support monetarily, is a local church which has established a fresh food co-op to supply food pantries throughout the relevant three-county area with healthier options. In 2017, we established a partnership to grow their program and funding began in 2018. The second program, which FHCH also supports monetarily, is run through the Celebration Foundation and provides food to children in need. No new strategies will be added, but an additional metric has been added. The new metric measures the number of individuals served by these programs. Numbers will be reported on the 2018 report. The second outcome is to "Improve access to knowledge around healthy nutrition and wellness." This outcome has two strategies; the first strategy and attached metric is the number of schools that experience our Mission Fit programming in targeted zip codes. This metric was met. Presently there is no plan to modify this strategy or metric. The second strategy is to provide wellness classes that offer access to knowledge around nutrition to community members. The metric involves the number of participants in the program. We did not meet this metric in 2017 due to a lack of resources for program deployment. The metric has been updated to reflect the available funding for this programming, with a 2019 deployment targeted and no additional strategies. The third outcome for this priority is to "Educate and empower the faith community to promote health within congregations in critical areas." This outcome has one strategy with two associated metrics. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As FHCH began this work at the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. This involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. Florida Hospital hired a Faith Community Coordinator to engage, work and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will better be able to implement programming within our faith community if the Hospital fully understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although FHCH was not able to meet its original metrics in 2017, the Hospital was able to begin piloting this work in 2018 and plans to expand it throughout the Region in 2018 in a more limited fashion. These metrics have been updated to reflect the current strategy and no new strategies will be added. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents in Osceola County." The strategy for this involved utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the service areas that FHCH reaches. There is one associated metric for this strategy, which is the number of establishments that adopt the policies supporting community health that HCF promotes. This metric was not met. In 2017, it became clear that the resources needed to expand HCF's programming to additional markets were not available. The result is the need to redefine the metric for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather to focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of the strategy and metric from the plan. The fifth outcome is to "Increase access to knowledge of chronic disease self-management practices." There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in our targeted areas. The metrics for this strategy are the following; number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught, and the number of residents who had been trained to teach the class. These metrics were not met for the facility. As FHCH began to develop programming in Osceola County it was determined that work was already being done in this space. To best allocate resources and not duplicate efforts, FHCH has been working with a local non-profit to create a pipeline from our patient population to their existing programs. Coordination efforts have exceeded our original timeline, but FHCH believes that the partnership will be fully formed soon. FHCH acknowledges that given the increased timeline, the metric will not be met this year and it may be difficult to coordinate for next year's reporting as well. The metric has been updated to reflect a 2019 deployment. There are no changes to the strategy currently. The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area." There is one strategy for this outcome with three associated metrics. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association (AHA) for their disease education efforts. The Hospital has committed $500,000 dollars to the AHA over the course of three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. **see continuation of footnote |
| Group A-Facility 2 -- Florida Hospital Altamonte Part V, Section B, line 5: | Florida Hospital Altamonte (FHAlt or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. FHAlt is located in Seminole County and its primary service area encompasses almost all of Seminole County. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for FHAlt was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.FHAlt had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within FHAlt's community/service area. The following organizations participated in FHAlt's CHNAC and specifically represented low-income, minority and other medically underserved populations:Kids House - a local child abuse prevention and treatment organization that works with regional social service agencies, the criminal justice system, and local health systems to better the lives of Central Florida's children;Healthy Start of Seminole County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Seminole Prevention Coalition - a coalition of public and private stakeholders that collectively work to promote a safe and drug-free Seminole County through evidence-based prevention initiatives that focus on issues of substance abuse and mental health;True Health - a multi-county Federally Qualified Health Center that provides access to care for low-income, uninsured, underinsured and underserved populations in Seminole and Orange Counties regardless of ability to pay; and The Department of Health in Seminole County. To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 2 -- Florida Hospital Altamonte Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 2 -- Florida Hospital Altamonte Part V, Section B, line 11: | The information provided below explains how Florida Hospital Altamonte (FHAlt or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHAlt conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHAlt is part of the Central Florida South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for FHAlt's 2017-2019 Community Health Plan/Implementation Strategy. FHAlt developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHAlt worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHAlt chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative, Primary and Mental Health. Priority: Access to Care - Preventative 2016 Description of the Issue: FHAlt recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2017 Update: The FHAlt Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. The first outcome is to "Improve access to healthy and nutritious foods". The strategy focuses on supporting food distribution programs within the targeted zip codes. There is one current metric attached to this outcome, which is the support of two food distribution programs. FHAlt met this metric. The first program, which the Hospital supports monetarily, is a local church which has established a fresh food co-op to supply food pantries throughout the three-county area with healthier options. In 2017, we established a partnership to grow their program and funding began in 2018. The second program is run through Harvest Time International which the Hospital supports through our volunteer efforts. In 2017, almost 100 volunteers from FHAlt donated their time to Harvest Time International. The current metric has been updated to reflect the available funding for this programming. No new strategies will be added, but an additional metric has been added. The new metric measures the number of individuals served by these programs. Numbers will be reported on the 2018 report. The second outcome is to "Improve access to knowledge around healthy nutrition and wellness". This outcome has two strategies; the first strategy and attached metric is the number of schools that experience our Mission Fit programming in targeted zip codes. This metric was not met. When the Community Health Plan for FHAlt was originally written, it was not known that the schools for 2017 deployment had already been selected. The metric has been revised to accurately reflect the redistribution of funds throughout the Region to install programming throughout all the hospital campus service areas. The second strategy is to provide wellness classes that offer access to knowledge around nutrition to community members. The metric involves the number of participants in the program. We did not meet this metric in 2017 due to a lack of resources for program deployment. The metric has been updated to reflect the available funding for this programming, with a 2019 deployment targeted and no additional strategies. The third outcome is to "Educate and empower the faith community to promote health within congregations in critical areas." The strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. There are two metrics associated with this strategy. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As the Hospital began this work at the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. This involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. FHAlt hired a Faith Community Coordinator to engage, work and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will better be able to implement programming within our faith community if the Hospital better understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although the Hospital was not able to meet its original metrics in 2017, it was able to begin piloting this work in 2018 and plans to expand it throughout the Region in 2018 in a more limited fashion. These metrics have been updated to reflect the current strategy and no new strategies will be added. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents of Seminole County." The strategy for this involved utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the service areas that FHAlt reaches. There are two associated metrics for this strategy. The first is the number of establishments that adopt the policies supporting community health that HCF promotes, and the second is the number of HCF community events and programming within the targeted zip codes. Neither of these metrics were met. In 2017, it became clear that the resources needed to expand HCF's programming were not available. The result is the need to redefine the metrics for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of the first strategy and metric, as well as a decrease in the second metric. The fifth outcome is to "Increase access to knowledge of chronic disease self-management practices." There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in our targeted areas. The four metrics for this strategy are the following: number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught and the number of residents who had been trained to teach the class. These metrics were not met for FHAlt. During 2017, FHAlt vetted and ultimately partnered with a local organization to manage, coordinate and deploy the Stanford evidence-based Chronic Disease Self-Management Program in Orange and Seminole counties. Due to the range and scope of the project, the selection of the partner organization was key to ensure the successful deployment of the program. The selection process did run longer than anticipated, which has delayed the initial start date. The result is that deployment did not begin until 2018, although the Hospital is confident that the numbers for the upcoming years will be successfully met and will exceed our initial expectations. There is no intention to revise this strategy, but the metrics have been updated. **see continuation of footnote |
| Group A-Facility 4 -- Florida Hospital East Orlando Part V, Section B, line 5: | Florida Hospital East Orlando (FHEO or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. FHEO is located in Orange County and primarily serves the residents of eastern Orange County. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for FHEO was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.FHEO had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within FHEO's community/service area. The following organizations participated in FHEO's CHNAC and specifically represented low-income, minority and other medically underserved populations:True Health - a multi-county Federally Qualified Health Center that provides access to care for low-income, uninsured, underinsured and underserved populations in Seminole and Orange Counties regardless of ability to pay;Catholic Charities of Central Florida - this non-profit organization works to connect vulnerable populations to comprehensive social services;FHEO Community Advisory Council - an advisory council that brings together community leaders to acquire valuable input on the region;Latino Leadership - a grassroots organization dedicated to unique needs of the Hispanic community within the greater Central Florida area; andOrange County Public Health Department. To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in FHEO's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 4 -- Florida Hospital East Orlando Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 4 -- Florida Hospital East Orlando Part V, Section B, line 11: | The information provided below explains how Florida Hospital East Orlando (FHEO or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHEO conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHEO is part of the Central Florida Division South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for FHEO's 2017-2019 Community Health Plan/Implementation Strategy. FHEO developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHEO worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Community Health Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHEO chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative, Primary and Behavioral Health Priority: Access to Care - Preventative 2016 Description of the Issue: FHEO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2017 Update: The FHEO Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. The first outcome is new and is to "Improve access to healthy and nutritious foods." There are two strategies. The first has a focus on supporting food distribution programs within the targeted zip codes. There are two metrics attached to this strategy. The first is the support of two food distribution programs, and the second is the amount of people supported by these programs. The numbers will be available for the 2018 IRS report. The second strategy is to support Second Harvest Food Bank, the local food bank, through a program called Second Helpings. Through Second Helpings, all unused food from nutritional services at FHEO is donated to the food bank. This food is then used to provide meals for individuals in need. This is a new strategy. The numbers reported for this metric are based upon our pilot year and subsequent projections. The second outcome is to "Improve access to knowledge around healthy nutrition and wellness." This outcome has two strategies. The first is the number of schools that experience our Mission Fit programming in targeted zip codes. This metric was met, but has been revised to accurately reflect the redistribution of funds throughout the Region to install programming throughout all the Florida Hospital campus service areas. The second strategy is to provide wellness classes that offer access to knowledge around nutrition to community members. The metric involves the number of participants in the program. We did not meet this metric in 2017 due to a lack of resources for program deployment. The metric has been updated to reflect the available funding for this programming, with a 2019 deployment targeted and no additional strategies. The third outcome is to "Educate and empower the faith community to promote health within congregations in critical areas." The strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. There are two metrics associated with this strategy. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As the Hospital began this work at the end of 2016 and the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. This involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. FHEO hired a Faith Community Coordinator to engage, work and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will better be able to implement programming within our faith community if the Hospital fully understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although the Hospital was not able to meet its original metrics in 2017, the Hospital began a pilot of this program in 2018 and plans to expand it throughout the Region in 2018 in a more limited fashion. These metrics have been updated to reflect the current strategy and no new strategies will be added. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents of Orange County." The strategy for this involved utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the service areas that FHEO reaches. There are two associated metrics for this strategy. The first is the number of establishments that adopt the policies supporting community health that HCF promotes and the second is the number of HCF community events and programming within the targeted zip codes. Neither of these metrics were met. In 2017, it became clear that the resources needed to expand HCF's programming were not available. The result is the need to redefine the metric for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather to focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of the first strategy and metric, as well as a decrease in the second metric. The fifth outcome is to "Increase access to knowledge of chronic disease self-management practices." There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in our targeted areas. The metrics for this strategy are the following: number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught and the number of residents who had been trained to teach the class. These metrics were not met for the Hospital. During 2017, FHEO vetted and ultimately partnered with a local organization to manage, coordinate and deploy the Stanford evidence-based Chronic Disease Self-Management Program in Orange and Seminole counties. Due to the range and scope of the project, the selection of the partner organization was key to ensure the successful deployment of the program. The selection process did run longer than anticipated, which has delayed the initial start date. The result is that deployment did not begin until 2018, although the Hospital is confident that the numbers for the upcoming years will be successfully met and will exceed our initial expectations. There is no intention to revise this strategy, but the metrics have been updated. **see continuation of footnote |
| Group A-Facility 5 -- Winter Park Memorial Hospital Part V, Section B, line 5: | Winter Park Memorial Hospital (WPMH or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. WPMH is located in Orange County and it primarily serves the residents of northwestern and central Orange County and extends into southern Seminole County. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for WPMH was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.WPMH had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within WPMH's community/service area. The following organizations participated in WPMH's CHNAC and specifically represented low-income, minority and other medically underserved populations:Healthy Start of Orange County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Healthy Central Florida - an organization that works to promote positive behavioral and connected communities through community based partnerships and activities;Hebni Nutrition Consultants - a community based organization that works to reduce health disparities through culturally appropriate nutrition education and health promotion; andOrange County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in WPMH's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 5 -- Winter Park Memorial Hospital Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 5 -- Winter Park Memorial Hospital Part V, Section B, line 11: | The information provided below explains how Winter Park Memorial Hospital (WPMH or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. WPMH conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. WPMH is part of the Central Florida Division South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for WPMH's 2017-2019 Community Health Plan/Implementation Strategy. WPMH developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, WPMH worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Community Health Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. WPMH chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative, Primary and Behavioral Health. Priority: Access to Care - Preventative 2016 Description of the Issue: WPMH recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2017 Update: The WPMH Health Plan has six desired outcome statements under the Access to Care - Preventative priority. The first outcome is to "Improve access to healthy and nutritious foods." The strategy focuses on supporting food distribution programs within the targeted zip codes and has one associated metric. WPMH met the first metric of supporting two programs. The first program, which the Hospital supports monetarily, is a local church which has established a fresh food co-op to supply food pantries throughout the three-county area with healthier options. In 2017, we established a partnership to grow their program and funding began in 2018. The second program supported is through the Second Harvest Food Bank Health and Hunger Taskforce. This taskforce was established to help address food security issues throughout Central Florida. The taskforce is a collaboration between multiple community partners and an alignment of efforts to increase efficiency and bandwidth when working with food security. The metric has been updated to reflect available resources for program support. There are no other changes. The second outcome is to "Promote positive health behaviors and prevention strategies." The strategy and attached metric focus on the number of schools who experience our Mission Fit programming. The Hospital did meet this metric and there is no plan to revise it or the strategy currently. The third outcome is to "Educate and empower the faith community to promote health within congregations in critical areas." The strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. There are two metrics associated with this strategy. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As the Hospital began this work at the end of 2016 and the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. This involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. The Hospital hired a Faith Community Coordinator to engage, work and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will be better able to implement programming within our faith community if the Hospital fully understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although the Hospital was not able to meet its original metrics in 2017, work began on this project in 2018 and plans to expand it throughout the Region in 2018 in a more limited fashion. The metrics have been updated to reflect the current strategy and no new strategies will be added. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents of Orange County." There are two strategies for this outcome. The first involves utilizing programming from Healthy Central Florida (HCF) throughout all the service areas that Florida Hospital reaches. There are two associated metrics for this strategy. The first is the number of establishments that adopt the policies supporting community health that HCF promotes and the second is the number of HCF community events and programming within the targeted zip codes. The Hospital did meet both metrics. In 2017, it became clear that the resources needed to expand HCF's programming were not available. The result is the need to redefine the metric for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather to focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of the first strategy and metric, as well as a decrease in the second metric. The fifth outcome in this priority is to "Increase access to knowledge of chronic disease self-management practices." There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in the Hospital's targeted areas. The metrics for this strategy are the following: number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught and the number of residents who had been trained to teach the class. These metrics were met for the Hospital and there is no plan to revise them or the strategy currently. The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area." There is one strategy for this outcome focusing on supporting the American Heart Association (AHA). It has three associated metrics. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association for their disease education efforts. The Hospital has committed $500,000 dollars to the AHA over the course of three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. **see continuation of footnote |
| Group A-Facility 7 -- Florida Hospital Kissimmee Part V, Section B, line 5: | Florida Hospital Kissimmee (FHK or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. FHK is located in Osceola County and it primarily serves residents throughout Osceola County with a primary service area of South Orlando, Kissimmee, and Poinciana. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for FHK was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.FHK had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within FHK's community/service area. The following organizations participated in FHK's CHNAC and specifically represented low-income, minority and other medically underserved populations:Osceola Council of Aging - a non-profit organization with a focus on providing care and essential social services to seniors and families; Healthy Start of Osceola County - an organization that assists families with access to prenatal care and services for infants that promote healthy growth and development, focusing on the socioeconomically disadvantaged and populations that experience health disparities in birth outcomes; Community Vision of Osceola County - a community planning non-profit that works to convene regional stakeholders to create a shared vision for a healthy and prosperous Osceola County; Community Hope Center - a social service non-profit that works to connect socioeconomically disadvantaged families to essential services with the goal of helping them to become self-sustaining; andThe Osceola County Health Department.To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in FHK's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 7 -- Florida Hospital Kissimmee Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 7 -- Florida Hospital Kissimmee Part V, Section B, line 11: | The information provided below explains how Florida Hospital Kissimmee (FHK or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHK conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHK is part of the Central Florida Division South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for FHK's 2017-2019 Community Health Plan/Implementation Strategy. FHK developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHK worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Community Health Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHK chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative, Primary and Behavioral Health. Priority: Access to Care - Preventative 2016 Description of the Issue: FHK recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity and maternal and child health. 2017 Update: The FHK Community Health Plan has six desired outcome statements under the Access to Care - Preventative priority. The first outcome is to "Improve access to healthy and nutritious foods." The strategy focuses on supporting food distribution programs within the targeted zip codes and has one associated metric. FHK met this metric by supporting two programs. The first program, which the Hospital supports monetarily, is a local church which has established a fresh food co-op to supply food pantries throughout the three-county area with healthier options. In 2017, we established a partnership to grow their program and funding began in 2018. The second program, which the Hospital also supports monetarily, is run through the Celebration Foundation and provides food to children in need. No new strategies will be added, but an additional metric has been added. The new metric measures the number of individuals served by these programs. Numbers will be reported on the 2018 report. The second outcome is to "Improve access to knowledge around healthy nutrition and wellness." This outcome has two strategies. The first strategy and associated metric is the number of schools that experience our Mission Fit programming in targeted zip codes. This metric was met. Presently there is no plan to modify this strategy or metric. The second strategy is to provide wellness classes that offer access to knowledge around nutrition to community members. The metric involves the number of participants in the program. We did not meet this metric in 2017 due to a lack of resources for program deployment. The metric has been updated to reflect the available funding for this programming, with a 2019 deployment targeted and no additional strategies. The third outcome for this priority is to "Educate and empower the faith community to promote health within congregations in critical areas." This outcome has one strategy with two associated metrics. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As the Hospital began this work at the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. This involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. The Hospital hired a Faith Community Coordinator to engage, work and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will better be able to implement programming within our faith community if the Hospital fully understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although the Hospital was not able to meet the originally established metrics in 2017, the Hospital was able to begin piloting this work in 2018 and plans to expand it throughout the Region in 2018 in a more limited fashion. The metrics have been updated to reflect the current strategy and no new strategies will be added. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents in Osceola County." The strategy for this involves utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the service areas that FHK reaches. There is one associated metric for this strategy which is the number of establishments that adopt the policies supporting community health that HCF promotes. This metric was not met. In 2017, it became clear that the resources needed to expand HCF's programming to additional markets were not available. The result is the need to redefine the metric for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather to focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of the strategy and metric from the plan. The fifth outcome is to "Increase access to knowledge of chronic disease self-management practices." There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in our targeted areas. The metrics for this strategy are the following: number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught and the number of residents who had been trained to teach the class. These metrics were not met for the Hospital. As the Hospital began to develop programming in Osceola County it was found that work was already being done in this space. To best allocate resources and not duplicate efforts, the Hospital has been working with a local non-profit to create a pipeline from our patient population to their existing programs. Start-up efforts related to this program have exceeded our original timeline, but the Hospital anticipates that the partnership will be fully formed soon. It is acknowledged that given the increased timeline the Hospital will not meet the established metric this year. Additionally, it may be difficult to coordinate for next year's reporting as well. The metric has been updated to reflect a 2019 deployment. There are no changes to the strategy currently. The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area." There is one strategy for this outcome with three associated metrics. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association (AHA) for their disease education efforts. The Hospital has committed $500,000 dollars to the AHA over the course of the three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. **see continuation of footnote |
| Group A-Facility 8 -- Central Texas Medical Center Part V, Section B, line 5: | Central Texas Medical Center (CTMC or the Hospital) is a 178-bed hospital located in San Marcos, Texas. The Hospital's service area consists of Hays County, Caldwell County, and Comal County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Texas State University, Student Health Center, the San Marcos Consolidated Independent School District, the San Marcos City Council, the Hays County Commission Court, EL Buen Pastor Methodist Church, and the Schieb Center, a non-profit organization providing mental health services mainly to those without insurance and those on Medicaid. CTMC also gathered primary data through focus groups, interviews, and an online survey. An external party conducted ten interviews and one focus group on behalf of the Hospital to gather input from individuals who represented the broad interests of the community. The key stakeholders included nonprofit leaders, health department authorities, public school leaders, healthcare providers or leaders, elected officials, researchers, people representing distinct geographic areas, and people representing certain ethic/racial groups. |
| Group A-Facility 8 -- Central Texas Medical Center Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 8 -- Central Texas Medical Center Part V, Section B, line 11: | The information provided below explains how Central Texas Medical Center (CTMC or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. CTMC conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. CTMC is part of the Southwest Region of Adventist Health System. The Southwest Region includes three hospital facilities. This is the first-year update for CTMC's 2017-2019 Community Health Plan/Implementation Strategy. CTMC developed this Plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, CTMC worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. CTMC chose six areas of focus for their 2017-2019 Community Health Plan: 1. Educating the population to better understand the healthcare resources available to them through various channels including those provided by CTMC, Live Oak Health Partners, a related tax-exempt physician practice organization and other entities and a commitment to helping people (including the underserved) navigate those resources.2. Healthier management of lifestyle/making good choices in the areas of nutrition, weight management and exercise.3. Timely access (including afterhours care) to Healthcare Professionals, especially primary care; accessing care close to home when care is needed.4. Prevalence and/or enhanced outpatient management of heart disease/congestive heart failure (CHF) and related conditions/risk factors such as hypertension.5. Prevalence and/or enhanced management of mental and behavioral healthcare options.6. Prevalence and/or enhanced outpatient management of diabetes; programs to address anticipated growth of diabetes and related conditions. Priority #1: Primary Care 2016 Description of the Issue: Timely access (including afterhours care) to Healthcare Professionals, especially primary care; accessing care close to home when care is needed. 2017 Update:CTMC worked to increase access to primary care physicians especially for unfunded patients and Medicare and Medicaid beneficiaries. Specifically, the Hospital focused on increasing capacity at Live Oak Health Partners Community Clinic (LOHP-CC) which services Medicaid/Low Income/Uninsured (MLIU) and insured patients. The clinic provides access to primary care services. CTMC assisted with expanding primary care access at the LOHP Walk-in Clinic. This helped to improve access to those with limited mobility or lack of transportation to healthcare resources. Two new doctors were recruited by CTMC and subsequently established practices in Hays and/or Caldwell County to help increase access to primary care. In addition, community outreach was done to increase awareness of the LOHP-CC services, as well as to assist the MLIU and insured patients with establishing LOHP-CC as their medical home. One doctor was also hired to establish a patient panel at the LOHP Walk-In Clinic to help increase capacity. To remove the barrier of lack of transportation to the clinic, CTMC worked with Texas State University to set up a program using students to drive patients to medical appointments. The target population was residents within a 15-mile radius of San Marcos. The pilot year provided 202 rides in total. The goal is to expand to at least 2 service lines in years following. Priority #2: Healthier Management of Lifestyle 2016 Description of the Issue: Healthier management of lifestyle/making good choices in the areas of nutrition, weight management and exercise. 2017 Update: CTMC committed to promoting the ideals of healthy living by developing programs built on principles of healthy living. The goal was to provide low income residents access to basic health screenings to provide baselines for making healthier lifestyle choices. CTMC collaborated with area organizations, including churches, civic groups, schools and area employers to offer CREATION Health education. This eight-week faith-based wellness plan included lifestyle seminars and training. It is based on Adventist Health System's 8 principles of Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, and Nutrition. 5 workshops were held in 2017, which surpassed the goal of 4. In addition to these workshops, the Hospital worked to increase participation in their annual "Fitness Day" for families. The goal was to increase participation in the event, which provides education, fitness challenges, and resources for families in Hays County and surrounding counties. The participation goal was surpassed as well, with 431 participants in the 2017 event. The final initiative to encourage healthier management of lifestyle was to collaborate with local organizations to distribute vouchers to the annual CTMC CREATION Health Check. This was an event which offered free screenings to provide a baseline for making healthier choices. 305 Vouchers were distributed with the help of local agencies, churches, etc. The number of vouchers redeemed was fairly low, with 66 community members coming in to redeem their free screening. For future years, CTMC will work to identify any barriers to vouchers being redeemed. Priority #3: Management of Heart Disease/Congestive Heart Failure (CHF) and Related Conditions 2016 Description of the Issue: Prevalence and/or enhanced outpatient management of heart disease/congestive heart failure (CHF) and related conditions/risk factors such as hypertension. 2017 Update: Our goal was to provide access to unfunded patients who qualify for outpatient cardiac rehab program services. In addition, we aimed to provide low income residents access to basic health screenings to provide baselines for making healthier lifestyle choices. During year one, we targeted uninsured residents of Hays County and surrounding counties, and provided access to outpatient cardiac rehab services. We saw 5 patients in year one, which surpassed our goal of 4. Free blood pressure screenings were offered at CTMC and throughout the community to provide a baseline for making healthier choices. In addition to the screenings, education on hypertension and heart disease was made available. 401 screenings were provided in 2017. Another goal which was in the development phase in 2017, was to collaborate with local organizations to distribute vouchers for Carotid Artery and Peripheral Arterial Disease screenings, along with education. 2017 allowed CTMC to identify key partners for this initiative, as well as develop the framework for this initiative. The plan is to provide vouchers to the community clinic for uninsured/underinsured patients that need additional cardiovascular screenings. Priority #4: Management of Diabetes 2016 Description of the Issue: Prevalence and/or enhanced outpatient management of diabetes; programs to address anticipated growth of diabetes and related conditions. 2017 Update: CTMC aimed to increase awareness and early detection of diabetes by offering monthly blood glucose screenings and encouraging participation in diabetes risk assessments based on the American Diabetes Association guidelines. 55 blood glucose screenings were averaged monthly which surpassed the initial goal. To achieve the goal of improving compliance with short and long-term diabetes control and management strategies, CTMC provided all CTMC diabetes education class participants with up to four free individualized follow-up visits with a Diabetes Educator to focus on lifestyle education and improvement. 44.4% of the participants received at least two follow-up visits over a 12-month period. **see continuation of footnote |
| Group A-Facility 9 -- Florida Hospital Apopka Part V, Section B, line 5: | Florida Hospital Apopka (FHApk or the Hospital) is one of seven campuses that operate under a single hospital license. All seven campuses, collectively, are known as Florida Hospital. Florida Hospital's seven campuses are in the Central Florida counties of Seminole, Orange, and Osceola. FHApk is located in Orange County and its primary service area encompasses Northwest Orange County with the cities of Apopka and Zellwood as it main servicing jurisdictions. Florida Hospital conducted its 2016 Community Health Needs Assessment (CHNA) in two parts: a regional health needs assessment for four counties in Central Florida (Lake, Orange, Osceola and Seminole) (a sister hospital is located in Lake County, Florida and was a participant in the regional health needs assessment) and a separate health needs assessment focused on each of the seven separate Florida Hospital campuses. The 2016 CHNA conducted for FHApk was built on input from people representing the broad and local community, as well as low-income, minority and other medically underserved populations. This input was solicited throughout 2016, and was gathered and considered in multiple ways as described below.FHApk had a Community Health Needs Assessment Committee (CHNAC) that included representatives from the Hospital and community with a special focus on underserved populations within FHApk's community/service area. The following organizations participated in FHApk's CHNAC and specifically represented low-income, minority and other medically underserved populations:Apopka Ministerial Alliance - an alliance that brings together the leadership from the faith communities that make up Apopka;City of Winter Garden - Winter Garden is adjacent to the city of Apopka;Matthew's Hope Ministries - a non-profit organization that works to transform the lives of individuals experiencing homelessness; and Shepard's Hope - a free and charitable clinic that provides care to the underinsured and uninsured. To solicit input from the broad community, primary data was also gathered through consumer surveys, provider surveys, and community conversations. Over 1,200 consumer surveys were compiled and analyzed. Survey data was scanned for themes based only on the responses of those from the zip codes included in FHApk's primary service area. Provider surveys were gathered from 145 participants. Six community conversation sessions took place during 2016 with a total of 102 participants. |
| Group A-Facility 9 -- Florida Hospital Apopka Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 9 -- Florida Hospital Apopka Part V, Section B, line 11: | The information provided below explains how Florida Hospital Apopka (FHApk or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHApk conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017.FHApk is part of the Central Florida Division South Region of Adventist Health System which includes seven hospital facilities. This is the first-year update for FHApk's 2017-2019 Community Health Plan/Implementation Strategy. FHApk developed this plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHApk worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Community Health Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHApk chose two areas of focus for their 2017-2019 Community Health Plan: Access to Care - Preventative and Primary and Behavioral Health. Priority: Access to Care - Preventative 2016 Description of the Issue: FHApk recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to care and create opportunities for community members to lead healthier lives, in part by addressing issues involving preventative care impacted by food insecurity, obesity, and maternal and child health. 2017 Update: The FHApk Community Health Plan has seven desired outcome statements under the Access to Care - Preventative priority. The first outcome is new and is to "Improve access to healthy and nutritious foods." There is one strategy, with a focus on supporting food distribution programs within the targeted zip codes. There are two metrics attached to this strategy. The first is the support of two food distribution programs and the second is the amount of people supported by these programs. The numbers will be available for the 2018 IRS report. The second outcome is to "Improve access to knowledge around healthy nutrition and wellness." This outcome has two strategies. The first strategy and associated metric is the number of schools that experience our Mission Fit programming in targeted zip codes. This metric was met. Presently there is no plan to modify this strategy or metric. The second strategy is to provide wellness classes that offer access to knowledge around nutrition to community members. The metric involves the number of participants in the program. We did not meet this metric in 2017 due to a lack of resources for program deployment. The metric has been updated to reflect the available funding for this programming, with a 2019 deployment targeted and no additional strategies. The third outcome is to "Educate and empower the faith community to promote health within congregations in critical areas." The strategy for this outcome is to create a network of faith partners that can promote health through congregational settings. There are two metrics associated with this strategy. The first is the number of congregations in the faith network and the second is the number of health promotions/activities at churches within the network. Neither of these metrics were met. As the Hospital began this work at the start of 2017, it was found that although there were organizations willing to partner, their internal resources did not offer the support for successful program implementation and deployment. Rather than invest without the needed foundation to make programming successful, a new approach was developed. This involved scaling the program back to run as a pilot and to create a dedicated position, a Faith Community Coordinator, to better meet the needs of the community. FHApk hired a Faith Community Coordinator to engage, work, and strategize with our faith communities in late 2017 to build the network. The belief is that the Hospital will better be able to implement programming within our faith community if the Hospital fully understands their strengths and challenges and supplements accordingly as part of our deployment strategy. Although the Hospital was not able to meet the original targeted metrics in 2017, the Hospital was able to begin piloting this work in 2018 and plans to expand it throughout the Region in 2018 in a more limited fashion. These metrics have been updated to reflect the current strategy and no new strategies will be added. The fourth outcome in this priority is to "Support and create opportunities for increased quality of life for residents of Orange County." The strategy for this involves utilizing and expanding programming from Healthy Central Florida (HCF) throughout all the Hospital service areas that FHApk reaches. There are two associated metrics for this strategy. The first is the number of establishments that adopt the policies supporting community health that HCF promotes and the second is the number of HCF community events and programming within the targeted zip codes. Neither of these metrics were met. In 2017, it became clear that the resources needed to expand HCF's programming were not available. The result is the need to redefine the metric for HCF and the available programming. The current vision is to decrease the number of programs that HCF spearheads and rather to focus on their marquee programs that have the most opportunity to grow while maintaining their effectiveness. The strategies and metrics have been updated to reflect this, resulting in the deletion of both from the plan. The fifth outcome is to "Increase access to knowledge of chronic disease self-management practices." There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in our targeted areas. The metrics for this strategy are the following: number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught and the number of residents who had been trained to teach the class. These metrics were not met for the Hospital. During 2017, FHApk vetted and ultimately partnered with a local organization to manage, coordinate, and deploy the Stanford evidence-based Chronic Disease Self-Management Program in Orange and Seminole counties. Due to the range and scope of the project, the selection of the partner organization was key to ensure the successful deployment of the program. The selection process did run longer than anticipated, which has delayed the initial start date. The result is that deployment did not begin until 2018. The Hospital is confident that the targeted numbers for the upcoming years will be successfully met and will exceed initial expectations. There is no intention to revise this strategy, but the metrics have been updated. The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area." There is one strategy for this outcome with three associated metrics. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association (AHA) for their disease education efforts. The Hospital has committed $500,000 dollars to the AHA over the course of three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. **see continuation of footnote |
| Group A-Facility 11 -- Florida Hospital Wauchula Part V, Section B, line 5: | Florida Hospital Heartland Medical Center operates one hospital facility in Wauchula in Hardee County in Florida under a single license. Florida Hospital Wauchula (FHW or the Hospital) is designated by the state of Florida as a Critical Access Hospital. The Hospitals' primary service area is comprised of three zip codes, two of which are located in Hardee County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Central Florida Health Care, a local federally qualified health center, Nu-Hope Elder Care Services, Inc., a senior social service organization, Healthy Start Wauchula, Redlands Christian Migrant Association, an organization providing childcare and early education for children of migrant farm workers and rural, low-income families, Samaritan's Touch, a health clinic for the uninsured, Heartland Rural Health Network for low-income and minority populations, and the Hardee County Department of Health. Florida Hospital Heartland Medical Center also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by most of the members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospitals' primary service area. |
| Group A-Facility 11 -- Florida Hospital Wauchula Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group A-Facility 11 -- Florida Hospital Wauchula Part V, Section B, line 11: | The information provided below explains how Florida Hospital Wauchula (FHW or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHW conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHW is part of the West Florida Region of Adventist Health System. The West Florida Region includes ten hospital facilities. This is the first-year update for FHW's 2017-2019 Community Health Plan/Implementation Strategy. FHW developed this Plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHW worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Needs Assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHW chose five areas of focus for their 2017-2019 Community Health Plan: 1. Diabetes2. Obesity/Nutrition3. Access to Primary Care4. Heart Disease & Stroke (High Blood Pressure & Cholesterol)5. Teen Pregnancy Prevention Priority: Diabetes 2016 Description of the Issue: 12.3% of the Hospital's primary service area (PSA) adults, aged 20 and older, have been diagnosed with diabetes. This is higher than the state of Florida average of 8.89%. The Health Department is no longer providing Diabetes Self-Management classes. Pre-Diabetes education is also lacking in Hardee County. 2017 Update: The intervention was a pilot program, to include Title 1 Schools in the Morning Mile (walking) program in collaboration with the American Diabetes Association (ADA). This intervention aimed to increase activity levels and nutrition education among students at Title 1 schools. The outcome goals were difficult to achieve since only a few schools wanted to participate, and once school sessions began, only one school was able to offer the program to students. We have added another, new, metric for 2018, to include offering free, 3-hour pre-diabetes classes at the Hospital and in the community. These classes are open to the public and offered by our Diabetes Center. Community partners are offering diabetes self-management education for those already diagnosed, but no pre-diabetes programs. Priority: Obesity (Nutrition) 2016 Description of the Issue: 34.6% of adults aged 18 and older self-report they have a body mass Index between 25.0 and 30.0 (overweight). In the PSA, 33.4% of adults aged 20 and older self-reported no leisure time for activity. 2017 Update: Strategies for this goal included offering free CREATION Health class series to the community, increasing the number of staff members or others trained to teach the series, build a framework to offer the Food Is Medicine (FIM) program, and implement the FIM program. CREATION Health (CH) (Based on the eight principles of Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, and Nutrition) is a faith-based, 8-session, wellness program with lifestyle seminars and training programs for those who want to live healthier and happier lives. These seminars were to be sponsored by local faith congregations identified by existing professional relationships with the Chaplains at FHW. The Wauchula Seventh-Day Adventist (SDA) Church sent 2 delegates to the Florida Hospital - West Florida Division (FH-WFD) CREATION Health "Train the Trainer" Seminar hosted by the Mission and Ministry/Community Development departments of Adventist Health System. The delegates received a single CH Leadership kit valued at $350. The CH Kit contains CH Seminar Topic Power Point, CH Topic Videos, CH Leadership Manual, Small Group Discussion Guide, Seminar Personal Study Guide, and Participant Pre-Post Self Assessments. FH-WFD also sponsored free pre- and post-bio-metric screenings (blood pressure, blood sugar, and body mass index) and nursing services for all CH programs that would in turn be implemented in the local congregations. No CREATION Health series were offered in Hardee County in 2017. The Wauchula SDA Church has just moved into their new building and plans to offer these classes soon. FHW partnered with Central Florida Health Care, the Florida Department of Health (Hardee County), the Senior Connection Center, the University of Florida IFAS, and the Health Services Advisory Group to implement the Food is Medicine program. Participants at each session received nutrition education and a ten-dollar voucher to redeem at the Hospital's Food is Medicine food truck, filled with fresh fruits and vegetables. The Food Is Medicine (FIM) program finally was offered to the community in November of 2017 and has been greatly appreciated by the targeted population. Blood sugar levels were measured for each participant before and after each educational series and 66% of participants had reduced blood sugar levels following education. The FIM program, during its planning stages, was a great way to bring together groups/agencies that offered programs to the community, but operated in silos, not aware of what other groups were doing. The FIM program continues to grow and will be moved to other underserved areas, as they are identified. Priority: Access to Primary Care 2016 Description of the Issue: In Hardee County, Florida, 38.86% of adults aged 19 and older are uninsured while the state rate is 28.78%. The uninsured rate for children 18 and younger is 14.43% compared to the state average of 11.86%. 26.9% of adults self-report that they do not have a source for primary care. The rate of dentists per 100,000 population is only 29.1. Hardee County is a socio-economically disadvantaged, rural, agricultural county officially designated as a Health Professional Shortage area by the US Department of Health and Human Services. Health Professional Shortage Areas have shortages of primary medical care, dental or mental health providers. Hardee County has shortages in all three areas. 2017 Update: Strategies for this priority included increasing community awareness of availability of local health care services for the un/under-insured by continuing the CREATION Health Ministry Outreach program, providing monetary support by offering discounted home-supply prescriptions for low-income patients discharged from Hospital care, supporting the Samaritan's Touch free clinic and providing the clinic with in-kind lab and imaging services for Samaritan's Touch patients. The greatest challenge is knowing that the numbers of community residents needing these services continues to grow. FHW continues to recruit to bring new physicians of all types to the area and have noted that since the opening of FHW at its new location, community use of the facility, including the ED and Transitional Care, has increased. Priority: Heart Disease & Stroke (High Blood Pressure & Cholesterol) 2016 Description of the Issue: 29.6% of residents have been diagnosed with high blood pressure (HBP), which is higher than the state average. 56.01% of adults have high cholesterol. 10.9% of adults in the PSA have been diagnosed with Coronary Artery Disease. 2017 Update: The interventions included offering free, evidence-based Stanford Chronic Disease Self- Management Program (CDSMP) 6-week class series to educate participants regarding chronic disease self-management. Although interest was expressed, there was difficulty getting enoughparticipants to attend a class. The instructor will be recertified, and the program will be included again for the next year, as the Hospital has now employed more transitional care (CH 360) specialists to recruit participants. Plans are to also hold these classes in the community and at more convenient locations. The greatest challenge is recruiting participants who will attend the entire series.**see continuation of footnote |
| Part V, Section B | Facility Reporting Group B |
| Facility Reporting Group B consists of: | - Facility 6: FH Heartland Medical Center, - Facility 10: FH Heartland Medical Center Lake Placid |
| Group B-Facility 6 -- FH Heartland Medical Center Part V, Section B, line 5: | Florida Hospital Heartland Medical Center operates two hospital facilities in Highlands County under a single license, one in Sebring, Florida and one in Lake Placid, Florida (the Hospitals). The two Hospitals collaborated in 2016 to conduct a 2016 Community Health Needs Assessment as these two Hospitals share the same service area. The Hospitals' primary service area includes Highlands County and portions of Hardee County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospitals formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospitals, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Central Florida Health Care, a local federally qualified health center, Nu-Hope Elder Care Services, Inc., a senior social service organization, Healthy Start-Wauchula, the Highlands County Board of County Commissioners, Redlands Christian Migrant Association, an organization providing childcare and early education for children of migrant farm workers and rural, low-income families, Samaritan's Touch, a health clinic for the uninsured, Heartland Rural Health Network for low-income and minority populations, the Highlands County Department of Health and the Hardee County Department of Health. Florida Hospital Heartland Medical Center also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by most of the members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospitals' primary service area. |
| Group B-Facility 6 -- FH Heartland Medical Center Part V, Section B, line 6a: | Florida Hospital Heartland in Sebring and Florida Hospital Lake Placid collaborated in conducting their Community Health Needs Assessments (CHNA) in 2016. |
| Group B-Facility 6 -- FH Heartland Medical Center Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group B-Facility 6 -- FH Heartland Medical Center Part V, Section B, line 11: | The information provided below explains how Florida Hospital Heartland Medical Center (FHHMC or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHHMC conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHHMC (including Hospital campuses in Sebring and Lake Placid) is part of the West Florida Region of Adventist Health System. The West Florida Region includes ten hospital facilities. This is the first-year update for FHHMC's 2017-2019 Community Health Plan/Implementation Strategy. FHHMC developed this Plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHHMC worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Needs Assessment were prioritized by the community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.FHHMC chose five areas of focus for their 2017-2019 Community Health Plan: 1. Heart Disease/Stroke/High Blood Pressure/Cholesterol2. Diabetes3. Obesity/Nutrition4. Access to Primary Care5. Access to Mental Health Services Priority: Heart Disease/Stroke/High Blood Pressure/Cholesterol 2016 Description of the Issue: Number two cause of death in the Provider Service Area (PSA). The service area also presents a higher than state average rate of high blood pressure and cholesterol. 2017 Update: The interventions include offering a free, evidence-based Stanford Chronic Disease Self- Management Program (CDSMP) 6-week class series to educate participants regarding chronic disease self-management. The outcome did not meet expectations due to a low number of participants signed up to attend the classes. The instructor will be recertified, and the outcome will be included again for the next year, as the Hospitals have now employed more transitional care (CH 360) specialists to recruit participants. These classes will also be offered in the community and at more convenient locations. The greatest challenge is recruiting participants who will attend the entire series. A second intervention was to hold a Complete Health Improvement Program (CHIP) class series, a lifestyle enrichment program designed to reduce disease risk through better health habits and appropriate lifestyle modifications. Goals included lowering cholesterol, hypertension and blood sugar levels, reducing excess weight through improved dietary choices, enhancing daily exercise, increasing support systems and decreasing stress in an evidence-based program. The program met expectations, however, not all scholarships were utilized. However, more are expected to be expended this next year. The Hospital is exploring offering the CHIP program in other locations, which will require hiring/training of additional facilitators. Priority: Diabetes 2016 Description of the Issue: Highlands County has a higher than state average rate of diabetes, and lower than average access to diabetes self-management and pre-diabetes education programs. 2017 Update: The intervention was a pilot program, to include Title 1 Schools in the Morning Mile (walking) program in collaboration with the American Diabetes Association (ADA). This intervention would increase activity level and nutrition education among students at Title 1 schools. The outcome goals were difficult to achieve since only a few schools expressed interest in participating. Only one school was able to offer the program to students once the school year began. We will add another metric for 2018, to include offering free, 3-hour pre-diabetes classes at the Hospital and in the community. These classes are open to the public. Community partners are offering diabetes self-management education, but not pre-diabetes programs. Priority: Obesity/Nutrition 2016 Description of the Issue: 41% of residents in our PSA have low food access (food deserts). 31.9% of adults aged 18 and older self-report that they have a Body Mass Index (BMI) in the "overweight" category. 34.7% of adults aged 20 and older self-report that they have a BMI in the "obese" category. 2017 Update: Strategies for this goal included offering a CREATION Health class series, increasing the number of staff members or others trained to teach the series, and build a framework to offer the Food Is Medicine (FIM) program, and implement the FIM program. CREATION Health (CH) (Based on eight principles - Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, and Nutrition) is a faith-based, 8-session, wellness program with lifestyle seminars and training programs for those who want to live healthier and happier lives. These seminars were sponsored in one local faith congregation identified by existing professional relationships with the Chaplain at FHHMC. St. James Catholic Church, The Ridge Seventh-day Adventist (SDA) Church, Avon Park SDA Church, Wauchula SDA Church, and the Filipino American SDA Church sent one delegate each to the Florida Hospital West Florida Division (FH-WFD) CREATION Health "Train the Trainer" Seminar hosted by the Mission and Ministry/Community Development departments of Adventist Health System. The delegates received a CH Leadership kit valued at $350. The CH Kit contained CH Seminar Topic Presentations, CH Topic Videos, CH Leadership Manual, Small Group Discussion Guide, Seminar Personal Study Guide, and Participant Pre-Post Self Assessments. The FH-WFD also sponsored free pre- and post-bio-metric screenings (blood pressure, blood sugar, and body mass index) and nursing services for all CH programs that would, in turn, be implemented in the local congregations. 2017 was a learning and growing year, which primarily consisted of community members being trained to teach CREATION Health. CH classes were held at the Avon Park SDA Church. One of the challenges was the community members feeling hesitant to teach due to lack of experience. However, participants did appreciate the classes that were offered and stated they would like to attend again. FHHMC partnered with Central Florida Health Care, the Florida Department of Health (Highlands County), the Senior Connection Center, the University of Florida IFAS, and the Health Services Advisory Group to implement the Food is Medicine (FIM) program. Participants at each session received nutrition education and a ten-dollar voucher to redeem at the Hospital's FIM food truck, filled with fresh fruits and vegetables. Blood sugar levels were measured for each participant before and after each educational series and 25% of participants had reduced blood sugar levels following education. The FIM program was offered to the community in late October of 2017 and has been greatly appreciated by the targeted population. The FIM program, during its planning stages, was a great way to bring together groups/agencies that offered programs to the community, but operated in silos, not aware of what other groups were doing. The FIM program continues to grow and will be moved to other underserved areas, as they are identified. Priority: Access to Primary Care 2016 Description of the Issue: The FHHMC PSA is designated a Health Professional Shortage Area (HPSA).2017 Update: Strategies for this priority included increasing community awareness of the availability of local health care services for the un/under-insured by continuing the CREATION Health Ministry Outreach program, providing monetary support by offering discounted home-supply prescriptions for low-income patients discharged from Hospital care, supporting the Samaritan's Touch free clinic and providing the clinic with in-kind lab and imaging services for Samaritan's Touch patients. **see continuation of footnote |
| Group B-Facility 10 -- FH Heartland Medical Center Lake Placid Part V, Section B, line 5: | Florida Hospital Heartland Medical Center operates two hospital facilities in Highlands County under a single license, one in Sebring, Florida and one in Lake Placid, Florida (the Hospitals). The two Hospitals collaborated in 2016 to conduct a 2016 Community Health Needs Assessment as these two Hospitals share the same service area. The Hospitals' primary service area includes Highlands County and portions of Hardee County. In conducting its 2016 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community stakeholder surveys, and Public Health input and expertise. The Hospitals formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospitals, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospitals' primary service area. Key members of the CHNAC included representatives from Central Florida Health Care, a local federally qualified health center, Nu-Hope Elder Care Services, Inc., a senior social service organization, Healthy Start-Wauchula, the Highlands County Board of County Commissioners, Redlands Christian Migrant Association, an organization providing childcare and early education for children of migrant farm workers and rural, low-income families, Samaritan's Touch, a health clinic for the uninsured, Heartland Rural Health Network for low-income and minority populations, the Highlands County Department of Health and the Hardee County Department of Health. Florida Hospital Heartland Medical Center also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by most of the members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospitals' primary service area. |
| Group B-Facility 10 -- FH Heartland Medical Center Lake Placid Part V, Section B, line 6a: | Florida Hospital Heartland in Sebring and Florida Hospital Lake Placid collaborated in conducting their Community Health Needs Assessments (CHNA) in 2016. |
| Group B-Facility 10 -- FH Heartland Medical Center Lake Placid Part V, Section B, line 7d: | The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports. |
| Group B-Facility 10 -- FH Heartland Medical Center Lake Placid Part V, Section B, line 11: | The information provided below explains how Florida Hospital Heartland Medical Center (FHHMC or the Hospital) addressed in 2017 the significant health needs identified in its 2016 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. FHHMC conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. FHHMC (including Hospital campuses in Sebring and Lake Placid) is part of the West Florida Region of Adventist Health System. The West Florida Region includes ten hospital facilities. This is the first-year update for FHHMC's 2017-2019 Community Health Plan/Implementation Strategy. FHHMC developed this Plan and posted it in May 2017 as part of its 2016 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, FHHMC worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2016 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the Needs Assessment were prioritized by the community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2017-2019 Community Health Plan. The first-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2016 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing.FHHMC chose five areas of focus for their 2017-2019 Community Health Plan: 6. Heart Disease/Stroke/High Blood Pressure/Cholesterol7. Diabetes8. Obesity/Nutrition9. Access to Primary Care10. Access to Mental Health Services Priority: Heart Disease/Stroke/High Blood Pressure/Cholesterol 2016 Description of the Issue: Number two cause of death in the Provider Service Area (PSA). The service area also presents a higher than state average rate of high blood pressure and cholesterol. 2017 Update: The interventions include offering a free, evidence-based Stanford Chronic Disease Self- Management Program (CDSMP) 6-week class series to educate participants regarding chronic disease self-management. The outcome did not meet expectations due to a low number of participants signed up to attend the classes. The instructor will be recertified, and the outcome will be included again for the next year, as the Hospitals have now employed more transitional care (CH 360) specialists to recruit participants. These classes will also be offered in the community and at more convenient locations. The greatest challenge is recruiting participants who will attend the entire series. A second intervention was to hold a Complete Health Improvement Program (CHIP) class series, a lifestyle enrichment program designed to reduce disease risk through better health habits and appropriate lifestyle modifications. Goals included lowering cholesterol, hypertension and blood sugar levels, reducing excess weight through improved dietary choices, enhancing daily exercise, increasing support systems and decreasing stress in an evidence-based program. The program met expectations, however, not all scholarships were utilized. More are expected to be expended this next year. The Hospital is exploring offering CHIP in other locations, which will require hiring/training of additional facilitators. Priority: Diabetes 2016 Description of the Issue: Highlands County has a higher than state average rate of diabetes, and lower than average access to diabetes self-management and pre-diabetes education programs. 2017 Update: The intervention was a pilot program, to include Title 1 Schools in the Morning Mile (walking) program in collaboration with the American Diabetes Association (ADA). This intervention would increase activity level and nutrition education among students at Title 1 schools. The outcome goals were difficult to achieve since only a few schools expressed interest in participating. Only one school was able to offer the program to students once the school year began. We will add another metric for 2018, to include offering free, 3-hour pre-diabetes classes at the Hospital and in the community. These classes are open to the public. Community partners are offering diabetes self-management education, but not pre-diabetes programs. Priority: Obesity/Nutrition 2016 Description of the Issue: 41% of residents in our PSA have low food access (food deserts). 31.9% of adults aged 18 and older self-report that they have a Body Mass Index (BMI) in the "overweight" category. 34.7% of adults aged 20 and older self-report that they have a BMI in the "obese" category. 2017 Update: Strategies for this goal included offering a CREATION Health class series, increasing the number of staff members or others trained to teach the series, and build a framework to offer the Food Is Medicine (FIM) program, and implement the FIM program. CREATION Health (CH) (Based on eight principles - Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, and Nutrition) is a faith-based, 8-session, wellness program with lifestyle seminars and training programs for those who want to live healthier and happier lives. These seminars were sponsored in one local faith congregation identified by existing professional relationships with the Chaplain at FHHMC. St. James Catholic Church, The Ridge Seventh-day Adventist (SDA) Church, Avon Park SDA Church, Wauchula SDA Church, and the Filipino American SDA Church sent one delegate each to the Florida Hospital - West Florida Division (FH-WFD) CREATION Health "Train the Trainer" Seminar hosted by the Mission and Ministry/Community Development departments of Adventist Health System. The delegates received a CH Leadership kit valued at $350. The CH Kit contained CH Seminar Topic Presentations, CH Topic Videos, CH Leadership Manual, Small Group Discussion Guide, Seminar Personal Study Guide, and Participant Pre-Post Self Assessments. FH-WFD also sponsored free pre- and post-bio-metric screenings (blood pressure, blood sugar, and body mass index) and nursing services for all CH programs that would, in turn, be implemented in the local congregations. 2017 was a learning and growing year, which primarily consisted of community members being trained to teach CREATION Health. CH classes were held at the Avon Park SDA Church. One of the challenges was the community members feeling hesitant to teach due to lack of experience. However, participants did appreciate the classes that were offered and stated they would like to attend again. FHHMC partnered with Central Florida Health Care, the Florida Department of Health (Highlands County), the Senior Connection Center, the University of Florida IFAS, and the Health Services Advisory Group to implement the Food is Medicine (FIM) program. Participants at each session received nutrition education and a ten-dollar voucher to redeem at the Hospital's FIM food truck, filled with fresh fruits and vegetables. Blood sugar levels were measured for each participant before and after each educational series and 25% of participants had reduced blood sugar levels following education.The FIM program was offered to the community in late October of 2017 and has been greatly appreciated by the targeted population. The FIM program, during its planning stages, was a great way to bring together groups/agencies that offered programs to the community, but operated in silos, not aware of what other groups were doing. The FIM program continues to grow and will be moved to other underserved areas, as they are identified. Priority: Access to Primary Care 2016 Description of the Issue: The FHHMC PSA is designated a Health Professional Shortage Area (HPSA).2017 Update: Strategies for this priority included increasing community awareness of availability of local health care services for the un/under-insured by continuing the CREATION Health Ministry Outreach program, providing monetary support by offering discounted home-supply prescriptions for low-income patients discharged from Hospital care, supporting the Samaritan's Touch free clinic and providing the clinic with in-kind lab and imaging services for Samaritan's Touch patients. **see continuation of footnote |
| Part V, Section B, Line 7a | Each hospital facility's CHNA report was made widely available through the following websites:Facility 1 -- Florida Hospital Orlandohttps://www.floridahospital.com/community-health-needs-assessmentsFacility 2 -- Florida Hospital Altamontehttps://www.floridahospital.com/community-health-needs-assessmentsFacility 3 -- Florida Hospital Celebration Healthhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 4 -- Florida Hospital East Orlandohttps://www.floridahospital.com/community-health-needs-assessmentsFacility 5 -- Winter Park Memorial Hospitalhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 6 -- FH Heartland Medical Centerhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 7 -- Florida Hospital Kissimmeehttps://www.floridahospital.com/community-health-needs-assessmentsFacility 8 -- Central Texas Medical Centerhttp://www.ctmc.org/about-us/community-benefitFacility 9 -- Florida Hospital Apopkahttps://www.floridahospital.com/community-health-needs-assessmentsFacility 10 -- FH Heartland Medical Center Lake Placidhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 11 -- Florida Hospital Wauchulahttps://www.floridahospital.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 -- Florida Hospital Orlandohttps://www.floridahospital.com/community-health-needs-assessmentsFacility 2 -- Florida Hospital Altamontehttps://www.floridahospital.com/community-health-needs-assessmentsFacility 3 -- Florida Hospital Celebration Healthhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 4 -- Florida Hospital East Orlando https://www.floridahospital.com/community-health-needs-assessmentsFacility 5 -- Winter Park Memorial Hospitalhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 6 -- FH Heartland Medical Centerhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 7 -- Florida Hospital Kissimmeehttps://www.floridahospital.com/community-health-needs-assessmentsFacility 8 -- Central Texas Medical Centerhttp://www.ctmc.org/about-us/community-benefitFacility 9 -- Florida Hospital Apopkahttps://www.floridahospital.com/community-health-needs-assessmentsFacility 10 -- FH Heartland Medical Center Lake Placidhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 11 -- Florida Hospital Wauchulahttps://www.floridahospital.com/community-health-needs-assessments |
| Part V, Section B, Line 16a-16C | Each hospital facility's FAP, FAP application form and plain language summary of the FAP was made widely available through the following websites:Facility 1 -- Florida Hospital Orlandohttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 2 -- Florida Hospital Altamontehttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 3 -- Florida Hospital Celebration Healthhttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 4 -- Florida Hospital East Orlandohttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 5 -- Winter Park Memorial Hospital https://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 6 -- FH Heartland Medical Centerhttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 7 -- Florida Hospital Kissimmeehttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 8 -- Central Texas Medical Centerhttps://www.ctmc.org/patients-visitors/after-my-stay/financial-assistanceFacility 9 -- Florida Hospital Apopkahttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 10 -- FH Heartland Medical Center Lake Placidhttps://www.floridahospital.com/patient-resources/billing/financial-assistanceFacility 11 -- Florida Hospital Wauchulahttps://www.floridahospital.com/patient-resources/billing/financial-assistance |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 1 -- Florida Hospital OrlandoDescription of CHNA Significant Needs Continued The fifth outcome is to "Increase access to knowledge of chronic disease self-management practices". There is one strategy for this outcome, with four associated metrics. The strategy for this outcome is to implement the evidence-based Stanford Chronic Disease Self-Management Program in our targeted areas. The metrics for this strategy are the following: number of students enrolled, number of the enrollees who graduate from the class, number of sites where the class was taught, and the number of residents who have been trained to teach the class. FHO did meet these metrics by partnering with a local community organization to teach the classes through their Community Health Workers Program. There is an update to the metrics to reflect the resources available for the next two years. There are no additional changes. The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area". The two strategies for this outcome each have one metric associated. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association (AHA) for their disease education efforts. The Hospital has committed $500,000 to the AHA over the course of three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. The second strategy for this outcome is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of 13 percent of campus participation and came in at 10.2%. The level of participation in 2017 was lower than had been seen in recent years, perhaps partially a result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased participation levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation have not been similar to those in prior years. The metrics have been modified for 2018 and 2019 to better represent the level of anticipated attainable engagement. We have also added a metric that measures the dollar amount of employee contributions to the AHA. As the Hospital looks at the successes and challenges that have come from our first year of implementation of the Hospital's 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Behavioral Health 2016 Description of the Issue: FHO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to primary and behavioral health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The FHO Community Health Plan has four desired outcome statements under the Access to Care - Primary and Behavioral Health priority. The first outcome is to "Increase access to primary care in Orange County". There are six strategies associated with this outcome, measured by five different metrics. The first strategy involves maintaining the Orlando Community Medicine Clinic, a clinic run by FHO to serve uninsured residents in Orange County. The metric for this strategy has a goal of the number of patients seen. The Hospital did not achieve its established goal, but did reach almost 70 percent of the target metric. The metric was not met due to the Medical Director of the clinic being on maternity leave, which resulted in fewer resident rotations, decreasing the bandwidth of the clinic. The metrics have also been updated to reflect internal changes and there will be no additional strategies. The second strategy involves participation in the strategic initiatives of PCAN, Primary Care Access Network, Orange County. The metric for this strategy is to participate in two of the network's initiatives. In 2017, we had two representatives from FHO on the PCAN Board. The representatives took part in the formation and participation of three different committees. The committees were convened to address three identified opportunities for growth: referrals and communication; care analysis and prevention; data collection, outcomes, and marketing. However due to a change in resources, the Hospital will be removing this strategy and associated metric from the plan. The third strategy is new and focuses on connecting residents to the Community Care program. The program works to intervene on the cycle of high utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the campus and numbers will be available on the 2018 IRS report. The fourth strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through the Hospital's care management team and the local federally qualified healthcare clinics. This is a system program and the referrals are reported from the system level. The numbers will be available for the 2018 IRS report. The fifth strategy for this outcome has one metric and is new. The strategy involves supporting the Florida Hospital Transitions Clinic, which provides follow up care for cardiac issues to the uninsured who do not have primary care. The metric for the strategy is the number of patients seen at the Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. The numbers will be available for the 2018 IRS report. The sixth strategy for this outcome statement is to continue to fund and staff the Florida Hospital Transitions Lung Clinic. This is a new addition to the plan. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. The numbers will be available for the 2018 IRS report. The second outcome statement for this priority is "To increase access to primary care in Orange County by supporting community partners." This is done by providing monetary support to three different organizations that provide health care to uninsured and underinsured residents of Orange and/or Seminole County. These are Florida Hospital system sponsorships. Although they only appear on the FHO plan, they do impact multiple Florida hospital facilities. FHO has met this metric for all three organizations by donating the intended amount to each organization. There is no intention to change the strategy or metric at present. The third outcome statement for this priority is to "Participate in strategic processes that combat the heroin epidemic". The strategy for this outcome was to actively participate in the Orange County Heroin Task Force in collaboration with the Orange County Government. This collaboration has resulted in a grant that will be used to fund two positions in the county's busiest emergency departments. The focus of these new roles is to help establish and coordinate substance abuse treatment for individuals who are brought into the emergency departments. This is a one-year strategy and is complete. The metric will not be changed or removed. The fourth outcome statement for this priority is to provide behavioral health resources for the uninsured. There are two strategies for the outcome statement. The first is to provide sponsorship dollars to the Outlook Clinic for Depression and Anxiety. FHO did meet and exceed this metric as defined. Neither the strategy or metric will be revised currently. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 1 -- Florida Hospital OrlandoDescription of CHNA Significant Needs Continued The second strategy is new. This is a Florida Hospital system strategy to provide Aspire Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. FHO collaborates with multiple community partners on the priorities we have identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge we have identified in the work for this priority has been to recognize and break down silos. Often, we have found that multiple organizations are working on similar initiatives. As such, we are striving to act as a convener between partners to create alignments to better utilize resources. Community Needs Not Chosen by Florida Hospital Orlando: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If FHO can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because FHO is already working with community partners, including the Regional Commission on Homelessness, on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As FHO develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As FHO develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 3 -- Florida Hospital Celebration HealthDescription of CHNA Significant Needs Continued The second and third metric for this strategy are based on employee engagement. The second is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of 12 percent campus participation. The third metric is the total amount of dollars raised by employees across all Florida Hospital campuses. This metric was not met either. We believe that both metrics were missed for the same reasons. The level of participation in 2017 was lower than had been seen in recent years, perhaps partially a result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased participation levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation have not been similar to those in prior years. The metrics are modified for 2018 and 2019 to better represent the level of anticipated attainable engagement . As the Hospital looks at the successes and challenges that have come from our first year of implementation of the Hospital's 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Behavioral Health 2016 Description of the Issue: FHCH recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to primary and behavioral health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The FHCH Community Health Plan has six desired outcome statements under the Access to Care - Primary and Behavioral Health priority. The first outcome is to "Increase access to primary care for uninsured and underinsured residents by supporting community partners." There are two strategies for this, and both have one metric. Both strategies for this outcome are to provide monetary support to two different organizations that provide health care to the uninsured and underinsured residents of Osceola County. FHCH has met both metrics. The first strategy and metric will remain unchanged. The second strategy and metric will be removed from this plan. The second outcome for this priority is to "Increase dental care access for uninsured and underinsured adults." The strategy for this is to support the Mobile Dental Van which is operated in conjunction with the health department. There are two associated metrics. The first metric, which was met, was to provide monetary support for the program. The second metric, which was also met, is the number of patients seen over the course of the year. The dental bus in Osceola was part of a pilot program funded by a grant. The grant has run out and presently there is no intention to continue the programing. The metrics have been updated to reflect this. The third outcome for this priority is to "Build primary care and other medical capacity in Osceola County." There are two strategies for this outcome, each with one associated metric. Neither of these metrics were met. The first strategy is to support and actively participate in the Community Vision's Health Leadership Council and the metric is the development of two health access initiatives. We currently have a representative from the Hospital who serves on the Leadership Council. Although there have not been any initiatives that have come directly from this interaction, the convening and participation in this organization have led to several opportunities for alignment due to a shared mission in this space. Although the Hospital believes that access initiatives will come out of this work, there is a recognition that additional time is needed. There is no intention currently to change this metric or strategy. The second strategy for this outcome is to provide monetary support to Community Vision to further their work. There is only one metric for this and it was not met. When we have partnership agreements to provide monetary support to organizations, the Hospital pays when invoices are submitted. In this case no invoice was submitted. It did not come to the attention of the appropriate Hospital personnel that would normally handle this until data collection began. We have reached out to our partner organization to ensure that this does not happen again. There is no intention to change the metric or strategy currently. The fourth outcome statement for this priority is to "Increase access to primary care in Osceola County." There are five strategies for this outcome, each with one associated metric. The first strategy is new and focuses on connecting residents to the Community Care program. This program works to intervene on the cycle of high hospital utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the campus and numbers will be available on the 2018 IRS report. The second strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through our care management team and our local federally qualified healthcare clinics. This is a Florida Hospital system program and the referrals are reported from the system level. The numbers will be available for the 2018 IRS report. The third strategy is to provide primary and secondary care services to underserved residents who would otherwise not have access via the HAPPI program. This strategy is new and has one associated metric, the number of unique patients seen. The numbers will be available for the 2018 IRS report. The fourth strategy for this outcome has one metric and is new. The strategy involves supporting the Florida Hospital Transitions Clinic, which provides follow-up care for cardiac issues to the uninsured who do not have primary care. The metric for the strategy is number of patients seen at the Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Osceola County. The numbers will be available for the 2018 IRS report. The fifth strategy for this outcome statement is to fund and staff the Florida Hospital Transitions Lung Clinic. This is a new addition to the plan. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Osceola County. The numbers will be available for the 2018 IRS report. The third outcome for this priority is to "Improve access to primary care services through transportation strategies." The strategy for this is to assist in the Florida Department of Transportation's Complete Street Study. There is one metric for this strategy which is the Hospital's participation in the study. This metric has been met. This is a one-year strategy and is complete. The metric will not be changed or removed. The fourth outcome for this priority is to "Provide behavioral health resources for the uninsured." This is a Florida Hospital system strategy to provide Park Place Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. We collaborate with multiple community partners on the priorities we have identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge we have identified in the work for this priority has been to recognize and break down silos. Often, we have found that multiple organizations are working on similar initiatives. As such, we are striving to act as a convener between partners to create alignments to better utilize resources. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 3 -- Florida Hospital Celebration HealthDescription of CHNA Significant Needs Continued Community Needs Not Chosen by Florida Hospital Celebration: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If FHCH can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because FHCH is already working with community partners, including the Regional Commission on Homelessness on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 2 -- Florida Hospital AltamonteDescription of CHNA Significant Needs Continued The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area." There is one strategy for this outcome with three metrics associated. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association (AHA) for their disease education efforts. The Hospital has committed $500,000 dollars to the AHA over the course of the three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. The second and third metric for this strategy are based on employee engagement. The second is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of 14 percent campus participation. The third metric is the total amount of dollars raised by employees across all Florida Hospital campuses. This metric was not met either. We believe that both metrics were missed for the same reasons. The level of participation in 2017 was lower than had been seen in recent years, perhaps partially a result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased participation levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation have not been similar to those in prior years. The metrics are modified for 2018 and 2019 to better represent the level of anticipated attainable engagement, while the strategy remains unchanged. As the Hospital looks at the successes and challenges that have come from our first year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Mental Health 2016 Description of the Issue: FHAlt recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to primary and mental health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The FHAlt Community Health Plan has four desired outcomes under the Access to Care - Primary and Mental Health priority. The first outcome is to "Increase access to primary care services in Seminole County." There are six strategies associated with this outcome, and each has one metric. The first strategy is to replicate and support the Primary Care Access Network (PCAN) of Orange County in Seminole County. The metric for this strategy is to participate in the future strategic planning initiatives of the group. This metric was not met since the group was not created in Seminole County due to a lack of interest from necessary stakeholders. This metric will be removed from the FHAlt plan. The second strategy for this outcome is to provide monetary support to a local non-profit that provides health care for the uninsured and the underinsured. This metric was met but will be removed from this plan. The strategy and metric listed is not specific to FHAlt and instead represents a system wide sponsorship serving all counties. It is listed on the Florida Hospital Orlando plan. The third strategy for this outcome has one metric. The strategy involves continuing support for the Florida Hospital Transitions Clinic (aka Trina Hidalgo Heart Clinic) which provides follow-up care for cardiac issues to the uninsured who do not have primary care. The metric for the strategy is the number of patients seen at the Trina Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Seminole County. Given that the number of patients seen was eight times the amount set in the metric, we believe that this metric has been met. The strategy remains unchanged, although the target population and metric have been updated to reflect available reporting information. The fourth strategy for this outcome is to continue to fund and staff the Florida Hospital Transitions Lung Clinic. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Seminole County. Given that the number seen was eight times the amount set in the metric, we believe that this metric has been met. The strategy remains unchanged, although the target population and metric have been updated to reflect available reporting information. The fifth strategy is new and focuses on connecting residents to the Community Care program. The Community Care program works to intervene on the cycle of high hospital utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the campus and numbers will be available on the 2018 IRS report. The sixth strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through our care management team and our local federally qualified healthcare clinics. The is a Florida Hospital system program and the referrals are reported from the Florida Hospital system level. The numbers will be available for the 2018 IRS report. The second outcome for this priority is new and the aim is to "Reduce emergency department readmissions." The strategy for this program is the support of the Community Paramedic Program. The program provides a paramedic to help navigate the care of chronic patients for thirty days after discharge. The metric is the reduction in percentage of visits from chronic patients. The third outcome for this priority is to "Maintain access to behavioral health services for victims of child abuse." The strategy for this outcome is to provide monetary support to a local organization that provides care and treatment for victims of child abuse. FHAlt has met this metric and there is no intention to change it or the strategy currently. The fourth outcome for this priority is new with a statement to "Provide behavioral health resources for the uninsured." This is a Florida Hospital system strategy to provide Aspire Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. The Hospital collaborates with multiple community partners on the priorities it has identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. As such, we are striving to act as a convener between partners to create alignments to better utilize resources. Community Needs Not Chosen by Florida Hospital Altamonte: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 2 -- Florida Hospital AltamonteDescription of CHNA Significant Needs Continued Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If FHAlt can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because FHAlt is already working with community partners, including the Regional Commission on Homelessness on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 4 -- Florida Hospital East OrlandoDescription of CHNA Significant Needs Continued The sixth outcome is "Support opportunities that promote knowledge of chronic diseases within the primary service area." There is one strategy for this outcome with three associated metrics. The Hospital met one of them. The metric that was met was for monetary support from the Hospital to the American Heart Association (AHA) for their disease education efforts. The Hospital has committed $500,000 dollars to the AHA over the course of the three years. The Hospital intends to honor this commitment and not change the final amount, although the metric has been adjusted to accurately reflect the yearly amount that will be given. The second and third metric for this strategy are based on employee engagement. The second is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of 30 percent campus participation. The third metric is the total amount of dollars raised by employees across all campuses. This metric was not met either. We believe that both metrics were missed for the same reasons. The level of participation in 2017 was lower than had been seen in recent years, perhaps partially a result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased participation levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation have not been similar to those in prior years. The metrics are modified for 2018 and 2019 to better represent the level of anticipated attainable engagement and the strategy remains unchanged. As the Hospital looks at the successes and challenges that have come from our first year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the priorities it has identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Behavioral Health 2016 Description of the Issue: FHEO recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to primary and behavioral health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The FHEO Community Health Plan has two desired outcome statements under the Access to Care - Primary and Behavioral Health priority. The desired outcome is to "Increase access to primary care in Orange County." There are nine strategies associated with this outcome. The first strategy is to establish a Community Medicine Clinic at East Orlando. The metric is the number of patients that will be seen at the clinic. This metric was not met. These metrics were not met because of sub-lease problems that arose while the space was being secured, which significantly delayed the opening of the clinic. The clinic did secure a location and open the doors in early 2018. The metric for this strategy has been updated to accurately reflect the number of patients that are anticipated. There is no intention to change the strategy currently. The second strategy involves participation in the strategic initiatives of PCAN, Primary Care Access Network, in Orange County, Florida. The metric for this strategy is to participate in two of the Network's initiatives. In 2017, we had two representatives from FHEO on the PCAN Board. The representatives took part in the formation and participation of three different committees. The committees were convened to address three identified opportunities: referrals and communication; care analysis and prevention; data collection, outcomes, and marketing. Due to a change in resources, the Hospital will be removing this strategy and associated metric from the plan. The third strategy for this outcome is to provide monetary support to an organization that provides health care to uninsured and underinsured residents of Orange County. This metric was met but will be removed from this plan. The strategy and metric listed represent a Florida Hospital system wide sponsorship serving all relevant counties and are listed on the Florida Hospital Orlando campus initiatives. The fourth strategy for this outcome is to continue to fund the Florida Hospital Lung Clinic. This strategy and metric have been redesigned to reflect a new classification and current reporting measures. The new strategy and reporting metric are now listed as the Florida Hospital Transition Clinic and can be found below. This previous strategy will be removed. The fourth strategy for this outcome has one metric and is new. The strategy involves supporting the Florida Hospital Transitions Clinic, which provides follow-up care for cardiac issues to the uninsured who do not have primary care. The metric for this strategy is the number of patients seen at the Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. The numbers will be available for the 2018 IRS report. The fifth strategy for this outcome statement is to fund and staff the Florida Hospital Transitions Lung Clinic. This is a new addition to the plan. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. The numbers will be available for the 2018 IRS report. The seventh strategy is new and focuses on connecting residents to the Community Care program. The Community Care program works to intervene on the cycle of high hospital utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the Hospital campus. Numbers will be available on the 2018 IRS report. The eighth strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through our care management team and our local federally qualified healthcare clinics. The is a Florida Hospital system program and the referrals are reported from the Florida Hospital system level. The numbers will be available for the 2018 IRS report. The ninth strategy is new and the metric is the number of uninsured patients who have appointments set at local federally qualified healthcare clinics through a dedicated navigator. The numbers will be available for the 2018 IRS report. The second outcome for this priority is new, with a statement to "Provide behavioral health resources for the uninsured." This is a Florida Hospital system strategy to provide Aspire Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. The Hospital collaborates with multiple community partners on its identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. As such, the Hospital is striving to act as a convener between partners to create alignments to better utilize resources. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 4 -- Florida Hospital East OrlandoDescription of CHNA Significant Needs Continued Community Needs Not Chosen by Florida Hospital East Orlando: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If FHEO can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because FHEO is already working with community partners, including the Regional Commission on Homelessness on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need.5. Asthma: While asthma did emerge as a serious health concern in the area assessed, the Hospital did not choose this as a top priority because if the community has access to preventative and primary care, a component of the top priority chosen, this may also affect the rates of asthma. 6. Sexually transmitted infections (STIs): This issue was not chosen as a top priority because while the Hospital has the means to treat STIs, it does not have the resources to effectively prevent them. Additionally, if the community has access to preventative and primary care, a component of the top priority chosen, this may affect the rates of STIs.7. Diabetes in specific populations: This issue was not chosen specifically because it falls in the category of chronic disease, which relates to the top priority chosen. As FHEO develops its Community Health Plan, it will factor in the higher prevalence of diabetes in minority populations. 8. Infant mortality in specific populations: This issue was not chosen specifically because it falls in the category of maternal and child health, which relates to the top priority chosen. As FHEO develops its Community Health Plan, it will factor in the higher prevalence of infant mortality in minority populations. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 5 -- Winter Park Memorial HospitalDescription of CHNA Significant Needs Continued The second and third metric for this strategy are based on employee engagement. The second is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of 19 percent Hospital campus participation. The third metric is the total amount of dollars raised by employees across all Florida Hospital campuses. This metric was not met either. We believe that both metrics were missed for the same reasons. The level of participation in 2017 was lower than had been seen in recent years, perhaps partially a result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased participation levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation have not been similar to those in prior years. The metrics have been modified for 2018 and 2019 to better represent the level of anticipated attainable engagement. As the Hospital looks at the successes and challenges that have come from our first year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on the priorities it has identified. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Behavioral Health 2016 Description of the Issue: WPMH recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to primary and behavioral health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The WPMH Community Health Plan has two desired outcome statements under the Access to Care - Primary and Behavioral Health priority. The first outcome is to "Increase access to primary care in Orange County". There are seven strategies associated with this outcome, each measured by one metric. The first strategy involves participation in the strategic initiatives of PCAN, Primary Care Access Network, in Orange County, Florida. The metric for this strategy is to participate in two of the Network's initiatives. In 2017, we had two representatives from WPMH on the PCAN Board. The representatives took part in the formation and participation of three different committees. The committees were convened to address three identified opportunities: referrals and communication; care analysis and prevention; data collection, outcomes and marketing. However due to a change in resources, the Hospital will be removing this strategy and associated metric from the plan. The second strategy for this outcome is to provide monetary support to a non-profit organization that provides health care to uninsured and underinsured residents of Orange County. This metric was met. However, it will be removed from the Hospital's plan going forward. The strategy and metric listed represent a Florida Hospital system-wide sponsorship serving all relevant counties and is listed as one of the Florida Hospital Orlando campus strategies. The third strategy for this metric is to provide senior care navigation services for vulnerable seniors who have been identified in the Emergency Department. This program provides care plans after emergency department visits for seniors to minimize repeat visits. The Hospital did meet the metric and there is no plan to change it or the strategy currently. The fourth strategy is new and focuses on connecting residents to the Community Care program. The Community Care program works to intervene on the cycle of high hospital utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the Hospital campus and numbers will be available on the 2018 IRS report. The fifth strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through our care management team and our local federally qualified healthcare clinics. This a Florida Hospital system program and the referrals are reported from the system level. The numbers will be available for the 2018 IRS report. The sixth strategy for this outcome has one metric and is new. The strategy involves supporting the Florida Hospital Transitions Clinic, which provides follow-up care for cardiac issues to the uninsured who do not have primary care. The metric for the strategy is the number of patients seen at the Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. The numbers will be available for the 2018 IRS report. The seventh strategy for this outcome is to continue to fund and staff the Florida Hospital Transitions Lung Clinic. This is a new addition to the plan. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. The numbers will be available for the 2018 IRS report. The second outcome for this priority is new, with a statement to "Provide behavioral health resources for the uninsured." This is a Florida Hospital system strategy to provide Aspire Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. The Hospital collaborates with multiple community partners on the identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, it has been found that multiple organizations are working on similar initiatives. As such, the Hospital is striving to act as a convener between partners to create alignments to better utilize resources. Community Needs Not Chosen by Winter Park Memorial Hospital: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above: 1. How acute is the need? (based on data and community concern) 2. What is the trend? Is the need getting worse? 3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues: 1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If WPMH can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse. 2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because WPMH is already working with community partners, including the Regional Commission on Homelessness on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 7 -- Florida Hospital KissimmeeDescription of CHNA Significant Needs Continued The second and third metric for this strategy are based on employee engagement. The first is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of 12 percent Hospital campus participation. The third metric is the total amount of dollars raised by employees across all campuses. This metric was not met either. We believe that both metrics were missed for the same reasons. The level of participation in 2017 was lower than had been seen in recent years, perhaps partially the result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased participation levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation have not been similar to those in prior years. The metrics have been modified for 2018 and 2019 to better represent the level of anticipated attainable engagement. The strategy remains unchanged. As the Hospital looks at the successes and challenges that have come from our first year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital collaborates with multiple community partners on its identified priorities. These partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Behavioral Health 2016 Description of the Issue: FHK recognizes the important impact that access, knowledge and lifestyle have on the health and well-being of an individual. We strive to increase access to primary and behavioral health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The FHK Community Health Plan has six desired outcome statements under the Access to Care - Primary and Behavioral Health priority. The first outcome is to "Increase access to primary care for uninsured and underinsured residents by supporting community partners." There are two strategies for this outcome statement, both with one metric. Both strategies for this outcome are to provide monetary support to two different organizations that provide health care to the uninsured and underinsured residents of Osceola County. FHK has met both metrics. The first strategy and metric will remain unchanged. The second strategy and metric will be removed from this plan. The strategy and metric listed represent a Florida Hospital system-wide sponsorship serving all counties and are listed on the Florida Hospital Orlando campus priority listing. The second outcome for this priority is to "Increase dental care access for uninsured and underinsured adults." The strategy for this is to support the Mobile Dental Van which is operated in conjunction with the local health department. There are two associated metrics. The first metric, which was met, was to provide monetary support for the program. The second metric, which was also met, was serving the anticipated targeted number of patients over the course of the year. The dental bus in Osceola County was part of a pilot program funded by a grant. The grant has run out and presently there is no intention to continue the programing. The metrics have been updated to reflect this. The third outcome for this priority is to "Build primary care and other medical capacity in Osceola County." There were two strategies for this outcome, each with one associated metric. Neither of the metrics were met. The first strategy is to support and actively participate in the Community Vision's Health Leadership Council and the metric is the development of two health access initiatives. The Hospital currently has a representative from our office who serves on the Leadership Council. Although there have not been any initiatives that have come directly from this interaction, the convening and participation in this organization has led to several opportunities for alignment due to a shared mission in this space. Although the Hospital does believe that access initiatives will come out of this work, it is recognized that additional time is needed. There is no intention currently to change this metric or strategy. The second strategy for this outcome is to provide monetary support to Community Vision to further their work. There is only one metric for this and it was not met. When we have partnership agreements to provide monetary support to organizations, we pay when invoices are submitted. In this case no invoice was submitted. It did not come to the attention of the Hospital department that handles this until data collection began. We have reached out to our partner organization to ensure that this does not happen again. There is no intention to change the metric or strategy currently. The fourth outcome statement for this priority is to "Increase access to primary care in Osceola County." There are three strategies for this outcome, each with one associated metric. The first strategy is new and focuses on connecting residents to the Community Care program. This program works to intervene on the cycle of high hospital utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the Hospital campus and numbers will be available on the 2018 IRS report. The second strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through our care management team and our local federally qualified healthcare clinics. The is a Florida Hospital system program and the referrals are reported from the system level. The numbers will be available for the 2018 IRS report. The third strategy is to provide primary and secondary care services to underserved residents who would otherwise not have access via the HAPPI program. This strategy is new and has one associated metric which is the number of unique patients seen. The numbers will be available for the 2018 IRS report. The fourth strategy for this outcome has one metric and is new. The strategy involves supporting the Florida Hospital Transitions Clinic, which provides follow-up care for cardiac issues to the uninsured who do not have primary care. The metric for the strategy is the number of patients seen at the Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Osceola County. The numbers will be available for the 2018 IRS report. The fifth strategy for this outcome statement is to fund and staff the Florida Hospital Transitions Lung Clinic. This is a new addition to the plan. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Osceola County. The numbers will be available for the 2018 IRS report. The third outcome for this priority is to "Improve access to primary care services through transportation strategies." The strategy for this is to assist in the Florida Department of Transportation's Complete Street Study. There is one metric which is the participation in the study, which has been met. This is a one-year strategy and is complete. The metric will not be changed or removed. The fourth outcome for this priority is to "Provide behavioral health resources for the uninsured." This is a Florida Hospital system strategy to provide Park Place Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. **see continuation of footnote |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 7 -- Florida Hospital KissimmeeDescription of CHNA Significant Needs Continued The Hospital collaborates with multiple community partners on its identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives. As such, the Hospital is striving to act as a convener between partners to create alignments to better utilize resources. Community Needs Not Chosen by Florida Hospital Kissimmee: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If FHK can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because FHK is already working with community partners, including the Regional Commission on Homelessness on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 8 -- Central Texas Medical CenterDescription of CHNA Significant Needs Continued Free Diabetes support group meetings were offered every two weeks to any community member diagnosed with pre-diabetes or diabetes. Those participating in the Diabetes education classes were also encouraged to attend. The meetings averaged 10 participants. The goal of these meetings was to provide ongoing opportunity for education, accountability, and encouragement to adopt and maintain healthier habits to manage this chronic disease. Priority #5: Patient Navigation and Education 2016 Description of the Issue: Educating the population to better understand the healthcare resources available to them through various channels including those provided by CTMC, Live Oak Health Partners and other entities and a commitment to helping people (including the underserved) navigate those resources. 2017 Update: CTMC worked to improve management of Hospitalized unfunded patients in an outpatient/home setting by initiating referrals to a medical home for unfunded patients. CTMC worked to ensure that a referral to a medical home was provided prior to discharge for the target population of unfunded patients requiring further care. In order to improve the community's understanding of healthcare resources provided through CTMC, Live Oak Health Partners and associated clinics, CTMC established a Patient Family Advisory Council (PFAC) that would provide a platform to advocate for community resources based on personal experiences of former patients of CTMC and Live Oak Health Partners. The framework for this committee was designed, and the goal is to host quarterly meetings moving forward and utilize the PFAC to further inform CTMC of the needs of the community. To improve access to mammograms for low-income families, CTMC expanded the timeframe to redeem free mammogram vouchers and conduct follow-ups to ensure access to screenings is improved. With the additional time provided to redeem vouchers, CTMC surpassed their goal, by seeing 87 vouchers redeemed. Priority #6: Management of Mental and Behavioral Health 2016 Description of the Issue: Prevalence and/or enhanced management of mental and behavioral healthcare options. 2017 Update: CTMC identified an opportunity to increase coordination of community organizations to better meet the psychiatric needs of the community by developing a cross-functional community committee. This included law enforcement, CTMC, Texas State University, and local mental health providers. 2 meetings were held in 2017. CTMC also worked to develop a support group for families with loved ones with mental/behavioral challenges. In 2017, restructuring within the Hospital Senior Behavioral Health Unit required time to create a framework for facilitation of these meetings. The goal for 2018 will be to facilitate two support groups for family members requiring ongoing support. The final goal identified was to educate community residents about the mental and behavioral healthcare options available. CTMC offered 2 free, educational presentations in the community to ensure residents of Hays County and surrounding counties were aware of the various mental and behavioral health services at their disposal. Community Needs Not Chosen by Central Texas Medical Center: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues: Issues that will not be addressed by Central Texas Medical Center The 2016 Community Health Needs Assessment also identified the following community health issues that CTMC will not address. The list below includes these issues and an explanation of why the Hospital is not addressing them. 1. Prevalence and/or enhanced outpatient management of chronic respiratory diseasesWhile this is an important initiative, beyond adding two pulmonologists to our medical staff in recent months, the committee determined that other needs were more acute and in need of additional focus and resources.2. Providing additional dental health resourcesWhile serious in nature, CTMC does not currently have the resources to materially impact this community need at this time.3. Education and information related to alcohol, tobacco and substance abuseThe Committee believed that current programs available in the community were better suited to address the needs related to alcohol, tobacco and substance abuse. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 9 -- Florida Hospital ApopkaDescription of CHNA Significant Needs Continued The second and third metric for this strategy are based on employee engagement. The second is for employees to participate in the Annual American Heart Walk. The Hospital did not meet the metric goal of Hospital campus participation. The third metric is the total amount of dollars raised by employees across all campuses. This metric was also not met. We believe that the metrics were missed for two reasons. The level of employee participation in 2017 was lower than had been seen in prior years, perhaps partially as a result of Hurricane Irma, which impacted the area where the race is traditionally held. This resulted in the walk being rescheduled, which may have decreased fundraising levels. There has also been a change in leadership in our local chapter of the AHA and outreach levels for employee participation has not been similar to those in prior years. The metrics are modified for 2018 and 2019 to better represent the level of anticipated attainable engagement and the strategy remains unchanged. As the Hospital looks at the successes and challenges that have come from our first year of implementation of the 2017 Community Health Plan, there are opportunities to better define strategies and expand outcomes to better serve our target populations. These are ongoing conversations and plans will be updated as needed. The Hospital will collaborate with multiple community partners on the identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities, and numerous non-profit entities. The biggest challenge that the Hospital has identified with this priority is aligning available programs with strong foundations and adequate resources for deployment. Priority: Access to Care - Primary and Behavioral Health 2016 Description of the Issue: FHApk recognizes the important impact that access, knowledge and lifestyle have in the health and well-being of an individual. We strive to increase access to primary and behavioral health care. The approach for the priority involves addressing affordability and access to appropriate-level care utilizing care navigation and coordination. 2017 Update: The FHApk Community Health Plan has two desired outcome statements under the Access to Care - Primary and Behavioral Health priority. The first outcome is to "Increase access to primary care services in Orange County." There are eight strategies for this outcome, each with one metric. The first strategy involves continuing support for the Florida Hospital Transitions Clinic (aka Trina Hidalgo Heart Clinic) which provides follow-up care for cardiac issues to the uninsured who do not have primary care. The metric for the strategy is the number of patients seen at the Trina Hidalgo Heart Clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. Given the number seen was eight times the amount established as the original metric, we believe that this metric has been met. The strategy remains unchanged, although the target population and metric have been updated to reflect available reporting information. The second strategy for this outcome is to continue to fund and staff the Florida Hospital Lung Clinic. The clinic provides care for underinsured and uninsured who are impacted by respiratory issues. The metric for this strategy is the number of patients that are seen at the clinic. The number as reported includes all the patients seen over the four counties the clinic serves, so it does not specifically address the number from Orange County. Given the number seen was eight times the amount established as the original metric, we believe that this metric has been met. The strategy remains unchanged, although the target population and metric have been updated to reflect available reporting information. The third and fourth strategy are to establish a Community Medicine Clinic for the uninsured at FHApk, similar to the clinic at Florida Hospital Orlando. Since establishing those strategies, it has been determined that the feasibility of a separate clinic at the Hospital is not achievable. The fifth strategy is new and is to continue to fund and support the Adventist University Hope Clinic. The clinic provides occupational therapy, physical therapy and additional services to individuals without insurance or those whose insurance would not cover care. The metric is the number of patients seen. The metric for this year and the following years are based on numbers from 2017 and projections are based on an increase in the physical capacity of the space. The sixth strategy is new and focuses on connecting residents to the Community Care program. The Community Care program works to intervene on the cycle of high hospital utilization related to social determinants. The only metric for this strategy is the number of residents enrolled through the Hospital's campus and numbers will be available on the 2018 IRS report. The seventh strategy is new and the focus is to connect uninsured emergency room patients to permanent medical homes. The strategy was developed through our care management team and our local federally qualified healthcare clinics. The is a Florida Hospital system program and the referrals are reported from the system level. The numbers will be available for the 2018 IRS report. The eighth strategy is new and the metric is the number of uninsured patients who have appointments set at local federally qualified healthcare clinics through a dedicated navigator. The numbers will be available for the 2018 IRS report. The second outcome for this priority is new, with a statement to "Provide behavioral health resources for the uninsured." This is a Florida Hospital system strategy to provide Aspire Behavioral Health with funding to operate beds that would have been closed otherwise due to funding cuts. The metric is the amount of funding supplied to the organization. The Hospital collaborates with multiple community partners on its identified priorities. Partners include, but are not limited to, county health departments, federally qualified healthcare clinics, faith communities and numerous non-profit entities. The greatest challenge the Hospital has identified in the work for this priority has been to recognize and break down silos. Often, the Hospital has found that multiple organizations are working on similar initiatives, as such the Hospital is striving to act as a convener between partners to create alignments to better utilize resources. Community Needs Not Chosen by Florida Hospital Apopka: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues: 1. High rates of substance abuse: This issue was not chosen because addiction is understood to be a component of mental health. If FHApk can positively affect access to mental health services, a component of the top priority chosen, this may also affect rates of substance abuse.2. Homelessness: While homelessness is a serious issue in Central Florida, the issue was not chosen because FHApk is already working with community partners, including the Regional Commission on Homelessness on this issue. In late 2014, the Hospital donated $6 million to the Commission's Housing First initiative. 3. Lack of affordable housing: This issue was not chosen because the Hospital does not have the resources to effectively address this need. 4. Poverty: This issue was not chosen because the Hospital does not have the resources to effectively address this need. |
| Part V, Section B, Line 11 Continuation of Footnote | Group A-Facility 11 -- Florida Hospital WauchulaDescription of CHNA Significant Needs Continued A second intervention was to hold a Complete Health Improvement Program (CHIP) class series, a lifestyle enrichment program designed to reduce disease risk through better health habits and appropriate lifestyle modifications. Goals included lowering cholesterol, hypertension and blood sugar levels, reducing excess weight through improved dietary choices, enhancing daily exercise, increasing support systems and decreasing stress in an evidence-based program. This program has not been offered in Hardee County, due to the need for more trained facilitators and FTEs. This goal may need to be revised in the future. Priority: Teen Pregnancy Prevention2016 Description of the Issue: The teen birth rate is 88.4 per 1000 population compared with the state rate of 36.1 and the country's rate of 36.6. Previous grant funding for public school pregnancy prevention programs has ceased. 2017 Update: The intervention chosen was to send a representative from the Hospital to attend the local Teen Pregnancy Prevention Association meetings. This has been accomplished. However, this goal and its interventions will be addressed/reviewed at the next Community Health Needs Assessment Committee meeting, as FHW does not have an OB department and the representative must travel from Highlands County to attend the meetings. Community Needs Not Chosen by Florida Hospital Wauchula: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues: 1. Cancer/Tobacco Use: This issue is already being addressed with tobacco cessation classes located at FHW.2. Access to Mental Health Services: The provider service area is designated a Health Professional Shortage Area. The Hospital refers patients to local resources as available. This is not a line of service the Hospital provides. |
| Part V, Section B, Line 11 Continuation of Footnote | Group B-Facility 6 -- Florida Hospital Heartland Medical CenterDescription of CHNA Significant Needs Continued The outcomes for this goal were met. There are no plans to revise, adjust or add to these metrics now. The greatest challenge is knowing that the numbers of community residents needing these services continue to grow. FHHMC continues to recruit to bring new physicians of all types to the area. Priority: Access to Mental Health Services 2016 Description of the Issue: The FHHMC PSA is designated a Health Professional Shortage Area (HPSA), with very few physicians/agencies offering mental health services. 2017 Update: The strategy for this priority is to partner and offer free Mental Health First Aid classes to the community. 2017 saw the Hospital partner with Drug-Free Highlands and members of other community agencies to hold a planning meeting July 7, to determine when and where Mental Health First Aid classes were needed. The meeting was held at FHHMC. The outcome was not met as no classes were held in 2017. Florida Hospital Lake Placid has since closed their in-patient and out-patient Psychiatric Services programs (as of May 2018) with no plans to offer psychiatric services in the future. Community Needs Not Chosen by Florida Hospital Heartland Medical Center: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need for getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. Cancer Incidence/Screening/ Tobacco Cessation - the Hospital already participates with the Area Health Education Center (AHEC) to offer community tobacco cessation classes. 2. Poverty/Unemployment/Literacy Rates - The Hospital does not have competencies to address these issues.3. Chronic Obstructive Pulmonary Disease/Upper Respiratory Infection/Asthma - The Hospital employs several pulmonologists and sponsors tobacco cessation classes. 4. Lack of Transportation - The Hospital does not have competencies to address this issue. |
| Part V, Section B, Line 11 Continuation of Footnote | Group B-Facility 10 -- Florida Hospital Heartland Medical Center Lake PlacidDescription of CHNA Significant Needs Continued The outcomes for this goal were met. There are no plans to revise, adjust or add to these metrics now. The greatest challenge is knowing that the numbers of community residents needing these services continues to grow. FHHMC continues to recruit to bring new physicians of all types to the area. Priority: Access to Mental Health Services 2016 Description of the Issue: The FHHMC PSA is designated a Health Professional Shortage Area (HPSA), with very few physicians/agencies offering mental health services. 2017 Update: The strategy for this priority is to partner and offer free Mental Health First Aid classes to the community. 2017 saw the Hospital partner with Drug-Free Highlands and members of other community agencies to hold a planning meeting July 7, to determine when and where Mental Health First Aid classes were needed. The meeting was held at FHHMC. The outcome was not met as no classes were held in 2017. Florida Hospital Lake Placid has since closed their in-patient and out-patient Psychiatric Services programs (as of May 2018) with no plans to offer psychiatric services in the future. Community Needs Not Chosen by Florida Hospital Heartland Medical Center: The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need for getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. Cancer Incidence/Screening/ Tobacco Cessation - the Hospital already participates with the Area Health Education Center (AHEC) to offer community tobacco cessation classes. 2. Poverty/Unemployment/Literacy Rates - The Hospital does not have the competencies to adequately address these issues.3. Chronic Obstructive Pulmonary Disease/Upper Respiratory Infection/Asthma - The Hospital employs several pulmonologists and sponsors tobacco cessation classes. 4. Lack of Transportation - The Hospital does not have the competencies to address this issue. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 59 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (59 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| 1 - FHCC - LAKE BUENA VISTA | ||||
| 12500 S Apopka Vineland Rd | Orlando | FL | 32836 | Urgent Care Clinic |
| 2 - FHCC - SOUTH ORANGE | ||||
| 2609 South Orange Ave | Orlando | FL | 32806 | Urgent Care Clinic & Employer Onsite Clinic |
| 3 - FHCC - WATERFORD | ||||
| 250 N Alafaya Trail Suite 135 | Orlando | FL | 32825 | Urgent Care Clinic |
| 4 - FHCC - SANFORD | ||||
| 4451 West 1st Street | Sanford | FL | 32771 | Urgent Care Clinic |
| 5 - FHCC - WINTER GARDEN | ||||
| 3005 Daniels Road | Winter Garden | FL | 34787 | Urgent Care Clinic/Primary Care |
| 6 - FHCC - WINTER PARK | ||||
| 3099 Aloma Avenue | Winter Park | FL | 32792 | Urgent Care Clinic |
| 7 - FHCC - ALTAMONTE | ||||
| 440 W State Road 436 | Altamonte Springs | FL | 32714 | Urgent Care Clinic |
| 8 - FHCC - ORANGE LAKE | ||||
| 8201 W Irlo Bronson Highway | Kissimmee | FL | 34747 | Urgent Care Clinic |
| 9 - FHCC - HUNTERS CREEK | ||||
| 3293 Greenwald Way North | Kissimmee | FL | 34741 | Urgent Care Clinic |
| 10 - FHCC - MT DORA | ||||
| 19015 US Highway 441 | Mount Dora | FL | 32757 | Urgent Care Clinic |
| 11 - Loch Haven OBGyn Group | ||||
| 235 E Princeton Street Suite 200 | Orlando | FL | 32804 | Physician Clinics |
| 12 - Florida Hospital Apopka The Women's Cente | ||||
| 205 N Park Avenue Suite 108 | Apopka | FL | 32703 | Womens's services |
| 13 - FHCC - CLERMONT | ||||
| 15701 State Road 50 Suite 101 | Clermont | FL | 34711 | Urgent Care Clinic |
| 14 - FHCC - UNIVERSITY | ||||
| 11550 University Blvd | Orlando | FL | 32817 | Urgent Care Clinic |
| 15 - SDOC CLINIC | ||||
| 831 Simpson Rd | Kissimmee | FL | 34744 | Employer Clinic |
| 16 - FHCC - PORT ORANGE | ||||
| 1208 Dunlawton Ave | Port Orange | FL | 32127 | Urgent Care Clinic |
| 17 - FHCC - DR PHILLIPS | ||||
| 8014 Conroy-Windermere Rd Suite 104 | Orlando | FL | 32835 | Urgent Care Clinic |
| 18 - FHCC - COLONIAL TOWN | ||||
| 630 North Bumby Ave | Orlando | FL | 32803 | Urgent Care Clinic |
| 19 - FHCCTHTHM - ST CLOUD | ||||
| 4660 13th Street | St Cloud | FL | 34769 | Urgent Care Clinic/Primary Care Services |
| 20 - FHCC - Deland | ||||
| 2293 S Woodland Blvd | Deland | FL | 32720 | Urgent Care Clinic |
| 21 - FHCC - AZALEA PARK | ||||
| 509 S Semoran Blvd | Orlando | FL | 32807 | Urgent Care Clinic |
| 22 - FHCC - LEE ROAD | ||||
| 2540 Lee Road | Winter Park | FL | 32789 | Urgent Care Clinic |
| 23 - Centre for Family Medicine at Florida Hosp | ||||
| 133 Benmore Drive Suite 200 | Winter Park | FL | 32792 | Physician Clinics, Medicine Specialists, Surgical Specialists |
| 24 - FHCC - OVIEDO | ||||
| 8010 Red Bug Road | Oviedo | FL | 32765 | Urgent Care Clinic |
| 25 - FHCC - BRANDON | ||||
| 10222 Bloomingdale Ave | Riverview | FL | 33578 | Urgent Care Clinic |
| 26 - FHCC - LONGWOOD | ||||
| 855 S US Highway 17-92 | Longwood | FL | 32750 | Urgent Care Clinic |
| 27 - FHCC - KISSIMMEE | ||||
| 4320 W Vine Street | Kissimmee | FL | 34746 | Urgent Care Clinic |
| 28 - FHCC - SAND LAKE | ||||
| 2301 Sand Lake Road | Orlando | FL | 32809 | Urgent Care Clinic |
| 29 - San Marcos MRI LP | ||||
| 1330 Wonder World Dr | San Marcos | TX | 78666 | Imaging Services |
| 30 - FHCC - Leesburg | ||||
| 1103 North 14th Street | Leesburg | FL | 34748 | Urgent Care Clinic |
| 31 - FHCC - Daytona | ||||
| 1014 W International Speedway Blvd | Daytona Beach | FL | 32114 | Urgent Care Clinic |
| 32 - FHCC - SOUTH TAMPA | ||||
| 301 North Dale Mabry Hwy | Tampa | FL | 33609 | Urgent Care Clinic & Employer Onsite Clinic |
| 33 - CTMC Hospice | ||||
| 1315 IH 35 North | San Marcos | TX | 78666 | Hospice Services |
| 34 - FHCC - WESLEY CHAPEL | ||||
| 1127 Bruce B Downs Blvd | Wesley Chapel | FL | 33544 | Urgent Care Clinic |
| 35 - Center for Family Care & Neuro Muscular Me | ||||
| 7975 Lake Underhill Road Suite 200 | Orlando | FL | 32822 | Physician Clinics |
| 36 - FHCC - CONWAY | ||||
| 5810 S Semoran Blvd | Orlando | FL | 32822 | Urgent Care Clinic |
| 37 - Medicine Specialists | ||||
| 2501 N Orange Avenue Suite 235 | Orlando | FL | 32804 | Physician Specialist Services |
| 38 - Kids Urgent Care Winter Park | ||||
| 2325 W Fairbanks Ave | Winter Park | FL | 32789 | Urgent Care Clinic - Pediatrics |
| 39 - FHCC - Palm Coast | ||||
| 1270 Palm Coast Parkway NW | Palm Coast | FL | 32137 | Urgent Care Clinic |
| 40 - Kids Urgent Care Lake Mary | ||||
| 105 South Country Club Road | Lake Mary | FL | 32746 | Urgent Care Clinic - Pediatrics |
| 41 - CTMC Home Health | ||||
| 2007 Medical Parkway | San Marcos | TX | 78666 | Home Health Services |
| 42 - FHCC - Carrollwood | ||||
| 4001 W Linebaugh Ave | Tampa | FL | 33624 | Urgent Care Clinic |
| 43 - CTMC Rehab Services | ||||
| 1340 Wonder World Dr | San Marcos | TX | 78666 | OP Rehab Services |
| 44 - FHCC - Temple Terrace | ||||
| 5802 E Fowler Avenue | Temple Terrace | FL | 33617 | Urgent Care Clinic |
| 45 - FHCC - ORANGE CITY | ||||
| 1360 Saxon Blvd | Orange City | FL | 32763 | Urgent Care Clinic |
| 46 - Florida Hospital Rehabilitation and Sports | ||||
| 1603 S Hiawassee Road Suite 105 | Orlando | FL | 32835 | Therapy Center |
| 47 - Center for Pediatric & Adolescent Medicine | ||||
| 15502 Stoneybrook West Parkway | Winter Garden | FL | 34787 | Pediatric Center / Outpatient Services |
| 48 - FHCC - CITRUS PARK | ||||
| 6930 Gunn Highway | Tampa | FL | 33625 | Urgent Care Clinic |
| 49 - Darden Onsite | ||||
| 1000 Darden Center Drive | Orlando | FL | 32837 | Employer Onsite Clinic |
| 50 - SIEMENS ONSITE | ||||
| 4400 N Alafaya Trail MC Q1-240 | Orlando | FL | 32826 | Employer Onsite Clinic |
| 51 - WYNDHAM ONSITE | ||||
| 6277 Sea Harbor Dr | Orlando | FL | 32821 | Employer Onsite Clinic |
| 52 - Centre for Aging and Wellness at Florida H | ||||
| 133 Benmore Drive Suite 200 | Winter Park | FL | 32792 | Physician Clinics |
| 53 - FH Wauchula Cardiology Associates | ||||
| 463 Carlton St | Wauchula | FL | 33873 | Outpatient Phys Clinic |
| 54 - OCG ONSITE | ||||
| 450 E South Street | Orlando | FL | 32802 | Employer Onsite Clinic |
| 55 - JP MORGAN CHASE ONSITE CLINIC | ||||
| 550 International Parkway Floor 1 | Lake Mary | FL | 32746 | Employer Onsite Clinic |
| 56 - WATERMAN ONSITE CLINIC | ||||
| 1000 Waterman Way | Tavares | FL | 32778 | Employer Onsite Clinic |
| 57 - Florida Hospital Orlando Genetic Counselin | ||||
| 2501 N Orange Ave Suite 249B | Orlando | FL | 32804 | Outpatient Services - Genetic Counseling |
| 58 - FH Wauchula Women's Wellness | ||||
| 526 W Carlton St | Wauchula | FL | 33873 | Outpatient Phys Clinic |
| 59 - Trina Hidalgo Heart Care Center Orlando | ||||
| 101 South Westmoreland Drive | Orlando | FL | 32805 | Cardiac Services Clinic |
Supplemental Information Detail SupplementalInformationDetail (17 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 6a: | The filing organization was a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) during its current tax year. During the current year, AHSSHC served as a parent organization to 22 tax-exempt 501(c)(3) hospital organizations that operated 43 hospitals in nine states within the U.S. The system of organizations under the control and ownership of AHSSHC is known as "Adventist Health System" (AHS). All hospital organizations within AHS collect, calculate, and report the community benefits they provide to the communities they serve. AHS organizations exist solely to improve and enhance the local communities they serve. AHS 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 AHS 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 are posted on the filing organization's websites. |
| Part I, Line 7: | The amounts of costs reported in the table in line 7 of Part I of Schedule H were determined by utilizing a cost-to-charge ratio derived from Worksheet 2, Ratio of Patient Care Cost-to-Charges, contained in the Schedule H instructions. |
| Part II, Community Building Activities: | The costs of community building activities reported on Part II of Schedule H primarily represent the costs associated with commercially sponsored research conducted by two of the organization's hospitals. These two hospitals participate in clinical drug and device research that is performed on patients who have a condition or disease for which the eventual commercial use of a drug or device is intended. This research is related to patient care and serves to expand scientific knowledge with respect to potential treatments and cures for various diseases and conditions.The costs of community building activities reported on Part II of Schedule H also include the costs associated with providing education for the filing organization's staff physicians and employees. The filing organization's provision of these educational programs/activities to staff physicians and employees provides an opportunity for health care professionals to enhance their skills and expertise and keep up-to-date with the latest advancements in medical procedures and technology. In addition, training opportunities are often provided on-site at the filing organization's hospital facilities, thereby allowing for health care professionals to be more readily available to assist in meeting immediate patient care needs. Education and training provided to each facility's workforce is vital in assisting health care professionals directly involved in patient care with keeping abreast of the latest developments in their respective areas of expertise, learning possible new and innovate ways of delivering care to patients, and understanding the newest technologies available for the treatment of patients.The remainder of the costs incurred stem from the hospitals' involvement in and support of various other community agencies in its service area that work collaboratively to help those in need and to improve the health and safety of the residents of the community. The organization's hospitals participate with a number of other community organizations to address the healthcare needs of the community. Both cash and in-kind donations are made annually to various local charitable organizations. |
| Part III, Line 2: | The amount of bad debt expense reported on line 2 of Section A of Part III is recorded in accordance with Healthcare Financial Management Association Statement No. 15. Discounts and payments on patient accounts are recorded as adjustments to revenue, not bad debt expense. |
| Part III, Line 3: | Methodology for Determining the Estimated Amount of Bad Debt Expense that May Represent Patients who Could Have Qualified under the Filing Organization's Financial Assistance Policy: Self-pay patients may apply for financial assistance by completing a Financial Assistance Application Form (FAA Form). If an individual does not submit a complete FAA Form within 240 days after the first post-discharge billing statement is sent to the individual, an individual may be considered for presumptive eligibility based upon a scoring tool that is designed to classify patients into groups of varying economic means. The scoring tool uses algorithms that incorporate data from credit bureaus, demographic databases, and hospital specific data to infer and classify patients into respective economic means categories. Individuals who earn a certain score on the scoring tool are considered to qualify as eligible for the most generous financial assistance under the filing organization's Financial Assistance Policy. As determined by the filing organization, a nominal amount of such a patient's bill is written off as bad debt expense, while the remaining portion of the patient's bill is considered non-state charity. The amount written off as bad debt expense for those patients who potentially qualify as non-state charity using the scoring tool is the amount shown on line 3 of Section A of Part III. Rationale for Including Certain Bad Debts in Community Benefit: The filing organization is dedicated to the view that medically necessary health care for emergency and non-elective patients should be accessible to all, regardless of age, gender, geographic location, cultural background, physician mobility, or ability to pay. The filing organization treats emergency and non-elective patients regardless of their ability to pay or the availability of third-party coverage. By providing health care to all who require emergency or non-elective care in a non-discriminatory manner, the filing organization is providing health care to the broad community it serves. As a 501(c)(3) hospital organization, the filing organization maintains a 24/7 emergency room providing care to all whom present. When a patient's arrival and/or admission to the facility begins within the Emergency Department, triage and medical screening are always completed prior to registration staff proceeding with the determination of a patient's source of payment. If the patient requires admission and continued non-elective care, the filing organization provides the necessary care regardless of the patient's ability to pay. The filing organization's operation of a 24/7 Emergency Department that accepts all individuals in need of care promotes the health of the community through the provision of care to all whom present. Current Internal Revenue Service guidance that tax-exempt hospitals maintain such emergency rooms was established to ensure that emergency care would be provided to all without discrimination. The treatment of all at the filing organization's Emergency Department is a community benefit. Under the filing organization's Financial Assistance Policy, every effort is made to obtain a patient's necessary financial information to determine eligibility for financial assistance. However, not all patients will cooperate with such efforts and a financial assistance eligibility determination cannot be made based upon information supplied by the individual. In this case, a patient's portion of a bill that remains unpaid for a certain stipulated time period is wholly or partially classified as bad debt. Bad debts associated with patients who have received care through the filing organization's Emergency Department should be considered community benefit as charitable hospitals exist to provide such care in pursuit of their purpose of meeting the need for emergency medical care services available to all in the community. |
| Part III, Line 4: | Financial Statement Footnote Related to Accounts Receivable and Allowance for Uncollectible Accounts:The financial information of the filing organization is included in a consolidated audited financial statement for the current year. The applicable footnote from the attached consolidated audited financial statements that addresses accounts receivable, the allowance for uncollectible accounts, and the provision for bad debts can be found on pages 8-9. Please note that dollar amounts on the attached consolidated audited financial statements are in thousands. |
| Part III, Line 8: | Costing Methodology: Medicare allowable costs were calculated using a cost-to-charge ratio. Rationale for Including a Medicare Shortfall as Community Benefit:As a 501(c)(3) organization, the filing organization provides emergency and non-elective care to all regardless of ability to pay. All hospital services are provided in a non-discriminatory manner to patients who are covered beneficiaries under the Medicare program. As a public insurance program, Medicare provides a pre-established reimbursement rate/amount to health care providers for the services they provide to patients. In some cases, the reimbursement amount provided to a hospital may exceed its costs of providing a particular service or services to a patient. In other cases, the Medicare reimbursement amount may result in the hospital experiencing a shortfall of reimbursement received over costs incurred. In those cases where an overall shortfall is generated for providing services to all Medicare patients, the shortfall amount should be considered as a benefit to the community. Tax-exempt hospitals are required to accept all Medicare patients regardless of the profitability, or lack thereof, with respect to the services they provide to Medicare patients. The population of individuals covered under the Medicare program is sufficiently large so that the provision of services to the population is a benefit to the community and relieves the burdens of government. In those situations where the provision of services to the total Medicare patient population of a tax-exempt hospital during any year results in a shortfall of reimbursement received over the cost of providing care, the tax-exempt hospital has provided a benefit to a class of persons broad enough to be considered a benefit to the community. Despite a financial shortfall, a tax-exempt hospital must and will continue to accept and care for Medicare patients. Typically, tax-exempt hospitals provide health care services based upon an assessment of the health care needs of their community as opposed to their taxable counterparts where profitability often drives decisions about patient care services that are offered. Patient care provided by tax-exempt hospitals that results in Medicare shortfalls should be considered as providing a benefit to the community and relieving the burdens of government. |
| 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. |
| Supplemental Schedule to Schedule H, Part III, Section B | 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 Adventist Health System. 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: $ ( 91,176,423)- Difference in costing methodology: 13,200,093- Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (184,227,453) -------------Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $(262,203,783)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 VI, Line 2: | As reported in Schedule H, Part V, Section B, the filing organization's hospital facilities conducted their community health needs assessments (CHNAs) during 2013 and 2016. The 2016 CHNAs were adopted by all hospital governing boards by December 31, 2016, the end of the filing organization's taxable year in which the CHNAs were conducted. All of the filing organization's hospital facilities' 2016 CHNAs complied with the guidance set forth by the IRS in Final Regulation Section 1.501(r)-3. In addition to the CHNAs discussed above, a variety of practices and processes are in place to ensure that the filing organization is responsive to the health needs of all of its communities. Such practices and processes involve the following:1. Hospitals' operating/community boards composed of individuals broadly representative of the community, community leaders, and those with specialized medical training and expertise;2. Post-discharge patient follow-up related to the on-going care and treatment of patients who suffer from chronic diseases; 3. Sponsorship and participation in community health and wellness activities that reach a broad spectrum of the filing organization's hospital communities; and 4. Collaboration with other local community groups to address the health care needs of the filing organization's hospital communities. |
| Part VI, Line 3: | The Financial Assistance Policy (FAP), Financial Assistance Application Form (FAA Form), and the Plain Language Summary of the Financial Assistance Policy (PLS) of the filing organization's hospital facilities are transparent and available to all individuals served at any point in the care continuum. The FAP, FAA Form, PLS, and contact information for the hospital facilities' financial counselors are prominently and conspicuously posted on the filing organization's hospital facilities' websites. Each hospital facility's website indicates that a copy of the FAP, FAA Form, and PLS is available and how to obtain such copies in the primary languages of any populations with limited proficiency in English that constitute the lesser of 1,000 individuals or 5% of the members of the community served by the relevant hospital facility (referred to below as LEP defined populations). Signage is displayed in public locations of the filing organization's hospital facilities, including at all points of admission and registration and the Emergency Department. The signage contains each hospital facility's website address where the FAP, FAA Form, and PLS can be accessed and the telephone number and physical location that individuals can call or visit to obtain copies of the FAP, FAA Form and PLS or to obtain more information about the hospital facility's FAP, FAA Form and PLS. Paper copies of each hospital facility's FAP, FAA Form and PLS are available upon request and without charge, both in public locations in the hospital facility and by mail. Paper copies are made available in English and in the primary languages of any LEP defined populations. The filing organization's hospital facilities' financial counselors seek to provide personal financial counseling to all individuals admitted to the hospital facilities who are classified as self-pay during the course of their hospital stay or at time of discharge to explain the FAP and FAA Form and to provide information concerning other sources of assistance that may be available, such as Medicaid. A paper copy of each hospital facility's PLS will be offered to every patient as a part of the intake or discharge process. A conspicuous written notice is included on all billing statements sent to patients that notifies and informs recipients about the availability of financial assistance under the filing organization's financial assistance policy, including the following: 1) the telephone number of the hospital facilities' office or department that can provide information about the FAP and the FAA Form; and 2) the website address where copies of the FAP, FAA Form and PLS may be obtained. Reasonable attempts are made to inform individuals about the hospital facilities' FAP in all oral communications regarding the amount due for the individual's care. Copies of the PLS are distributed to members of each hospital facility's community in a manner reasonably calculated to reach those members of the community who are most likely to require financial assistance. |
| Part VI, Line 4: | In 2017, the filing organization operated 4 separately licensed hospitals that together encompassed 11 separate campus locations. The hospitals are located in Florida and Texas. A description of each of the hospital campuses is described below.Adventist Health System/Sunbelt, Inc. dba Central Texas Medical Center:Central Texas Medical Center (CTMC) is a 178-bed acute-care hospital providing a wide range of healthcare services in San Marcos, Texas and the neighboring communities within Hays and Caldwell counties, Texas. Special services offered at CTMC include a 24/7, Level 4 emergency and trauma center, state-of-the-art medical imaging and laboratory services, a new women's center featuring a Level 2 Neonatal Intensive Care Unit, newly renovated and expanded surgery suites--including two equipped with robotic capabilities--a Rehabilitation Institute, a center for advanced wound healing and hyperbaric medicine, and two cardiac catheterization labs. As a health resource for their community, CTMC's Creation Health Institute also annually hosts the oldest and largest health screening and fair event in Hays County, as well as a number of ongoing classes and workshops ranging in topics from diabetes prevention and management to heart disease, stroke, arthritis, self-help, nutrition and more. CTMC received accreditation as a certified chest pain center from the Society of Chest Pain Centers in 2011. The accreditation enhances CTMC's ability to receive and treat patients suffering from chest pain and/or a possible heart attack. The result is a focus on reduced time from symptom onset to diagnosis and treatment, getting patients treated more quickly during the critical window of time when the integrity of the heart muscle can be preserved, and monitoring of patients whose diagnosis is uncertain to ensure they are not sent home too quickly or admitted unnecessarily. CTMC remains the only hospital in the region that provides an inpatient Hospice unit. From 2010 through 2015, CTMC was named The Best Hospital in Hays County. In Fall 2015 and Spring 2016, CTMC was the first hospital between Austin and San Antonio to be awarded two consecutive "A" ratings by the Leapfrog Group recognizing outstanding achievement in hospital safety. In 2014, CTMC received awards and recognitions from the American Heart Association, American Stroke Association, The Joint Commission, Premier, Inc. and Healogics, Inc. related to the quality of care given to its patients. San Marcos, Texas is located in Hays County, Texas and is in close proximity to Austin and San Antonio. CTMC's primary service area has a population of approximately 111,700, with an estimated 13% over the age of 65. The per capita income in Hays County is approximately $27,080. It is estimated that 13% of the individuals residing in the primary service area live below 100% of the Federal Poverty Level. Approximately 43% of CTMC's patients during 2017 were Medicare patients, about 11% were Medicaid patients, about 13% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2017, about 67% of CTMC's in-patients were admitted through the Emergency Department.Adventist Health System/Sunbelt, Inc. dba Florida Hospital Heartland Medical Center:Florida Hospital Heartland Medical Center (FHHMC) is comprised of three separate hospital campuses with a total of 222 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. *Florida Hospital Heartland Medical Center, Highlands County - The main 147-bed hospital facility is located in north Sebring. The facility provides a wide range of healthcare services including Certified Stroke and Chest Pain Centers, the county's busiest emergency department, ACR-accredited imaging services, surgical services, Blessed Beginnings obstetrics, outpatient psychiatric and Tele ICU. Since 2012, the Heart & Vascular Center has added a third cath lab, expanded the emergency care department and renovated the lab services area. Sebring, Florida is located in Highlands County. Florida Hospital Heartland Medical Center's primary service area has a population of approximately 104,797, with an estimated 34% age 65 or over the age of 65. The per capita income in Highlands County is approximately $20,455. It is estimated that approximately 20% of the individuals residing in the primary service area live in poverty. *Florida Hospital Heartland Medical Center Lake Placid, Highlands County - This satellite facility houses 33 medical and surgical beds, the county's only 17-bed inpatient mental health unit and a wide range of services that are highly sophisticated for a small community hospital. This campus also specializes in inpatient geriatric psychiatric services within Highlands and Hardee counties. The need for behavioral health services is extreme in both counties since there is no other program closer than sixty miles. Since 2012, this campus has added a Tele-ICU program and its imaging services are ACR-accredited. Lake Placid, Florida is located in Highlands County. Florida Hospital Heartland Medical Center Lake Placid's primary service area has a population of approximately 66,574, with an estimated 34% age 65 or over the age of 65. The per capita income in Highlands County is approximately $20,455. It is estimated that approximately 20% of the individuals residing in the primary service area live in poverty. *Florida Hospital Wauchula, Hardee County - This campus is licensed for 25 beds and specializes in emergency and outpatient care, while offering excellent medical inpatient services. The inpatient unit is mixed with both acutely ill patients and patients who need short-term rehabilitation (transitional care). This campus offers the only emergency care in Hardee County. In 2000, Florida Hospital Wauchula became the first Critical Access Hospital in the state of Florida. Since 2012, this campus has added the county's only mammography program, updated the lab services area and its imaging services are ACR-accredited. Wauchula, Florida is located in Hardee County. Florida Hospital Wauchula's primary service area has a population of approximately 27,159, with an estimated 14% age 65 or over the age of 65. The per capita income in Hardee County is approximately $15,366. It is estimated that 30% of the individuals residing in the primary service area live below 100% of the Federal Poverty Level and the unemployment rate is about 9.4. Uninsured in Hardee County is approximately 39%. Approximately 67% of FHHMC's patients during 2017 were Medicare patients, about 13% were Medicaid patients, about 5% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2017, about 76% of FHHMC's in-patients were admitted through the Emergency Department.Adventist Health System/Sunbelt, Inc. dba Florida Hospital (FH):FH is a 2,915-bed medical complex in Central Florida with seven separate hospital campuses (the Hospitals) that operate under a single hospital license. FH serves the residents of Central Florida (primarily serving the residents of Orange, Osceola, Seminole and Lake County) but also draws 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. Florida Hospital is the fourth largest employer in the area. The main campus of the FH system 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, FH also operates 36 full-service urgent care clinics in convenient community settings. For all seven campuses of FH, approximately 44% of the Hospitals' patients during 2017 were Medicare patients, about 16% were Medicaid patients, about 7% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2017, about 70% of the Hospitals' in-patients were admitted through the Hospitals' Emergency Departments. *** see continuation of footnote |
| Part VI, Line 5: | The provision of community benefit is central to the filing organization's mission of service and compassion. Restoring and promoting the health and quality of life of those in the communities served by the filing organization is a function of "extending the healing ministry of Christ and embodies the filing organization's commitment to its values and principles. The filing organization commits substantial resources to provide a broad range of services to both the underprivileged as well as the broader community. In addition to the community benefit and community building information provided in Parts I, II and III of this Schedule H, the filing organization captures and reports the benefits provided to its community through faith-based care. Examples of such benefits include the cost associated with chaplaincy care programs and mission peer reviews and mission conferences. During the current year, the filing organization provided $7,427,009 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 $345,596,299 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 Adventist Health System (AHS). AHSSHC is an organization exempt from federal income tax under IRC Section 501(c)(3). AHSSHC and its subsidiary organizations operate 43 hospitals throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate 15 nursing home facilities and other ancillary health care provider facilities, such as ambulatory surgery centers and diagnostic imaging centers. As the parent organization of the AHS system, 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 AHS 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 AHS subsidiary pays a management fee to AHSSHC for the internal services provided by AHSSHC. As a result, management fee expense reported by an AHS 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 AHS as a whole. The reader is directed to visit the web-site of AHS at www.adventisthealthsystem.com to learn more about the mission and operations of AHS. |
| Part VI, Line 7 | The filing organization does not file an annual community benefit report with any state agencies. |
| Part VI, Line 4 Continuation of Footnote | Description of Community Information - ContinuedA brief description of each of the 7 hospital campuses is described below:*Florida Hospital Orlando (Orange County) - At the core of the FH system, FH Orlando is a 1,398-bed acute-care tertiary hospital. FH Orlando is home to nationally recognized Centers of Excellence for cancer, cardiology, children's health, diabetes, neuroscience, orthopedics, transplant and global robotics. Florida Hospital 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 51,000 inpatients and 209,000 outpatients each year. The recent opening of a 15-story patient tower features 200 more beds and 500 new jobs. The campus also includes a state-of-the-art Cardiac Diagnostic Center featuring 15 Cath and electro physiology (EPS) Labs. The cardiology team currently treats 46,000+ individuals for chest pain and performs over 2,500 open heart surgeries each year making them first in the state for the number of surgeries performed. Additionally, FH Orlando 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. FH Orlando 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, FH Orlando sets the standard for innovation, quality and comprehensive care. The new Florida Hospital for Women is a 12-story hospital located on the Orlando campus. The first floor houses the Center for Women's Wellness, which includes a high-risk breast cancer clinic, mammography services, lactation center, cardiac screenings and health classes. Ten of the 12 floors are complete, which include 72 mother-baby rooms and high-risk OB rooms, 14 labor and delivery suites, 13 operating rooms, 82 NICU and 104 oncology beds which include GYN oncology, medical oncology and an ICU capable BMT unit.Also located on the Florida Hospital Orlando Campus is the Walt Disney Pavilion at Florida Hospital for Children. The Walt Disney Pavilion is not a stand-alone facility but rather a 7-story, 202-bed tower located on Florida Hospital Orlando's campus. It is a full-service facility served by more than 100 pediatric specialists and a highly trained pediatric team of more than 800 employees. The Walt Disney Pavilion at Florida Hospital 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.Florida Hospital Orlando is located in Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless.Approximately 44% of the Hospital's patients during 2017 were Medicare patients, about 16% were Medicaid patients, about 7% were self-pay patients and the remaining percentage were patients covered under commercial insurance. In 2017, about 70% of the hospital's in-patients were admitted through the hospital's Emergency Department. *Florida Hospital Altamonte (Seminole County) - FH Altamonte is a 383-bed facility, which has recently doubled in size with a new patient tower to better serve a busy community. FH 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, Florida Hospital Altamonte is the largest satellite campus within the Florida Hospital health care system. FH Altamonte is home to the Center for Spine Health, the Baby Place, Heartburn and Acid Reflux Center, and the Breast Imaging Center of Excellence. FH Altamonte also operates the Martin Andersen Cancer Center (along with the region's only Cancer Resource Library), a recognized cardiac institute with a spectrum of diagnostic services and treatments. Other services include women's health, orthopedics, urology, inpatient rehabilitation, sleep services, digestive health, sports medicine and rehabilitation, as well as a robust surgery program and imaging services. Since 2000, Seminole County has had a median household income that is well above that of the state of Florida. However, the County has also seen a 74% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 59% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 42% of Seminole County residents spent 35% or more of their income on rent and 41% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Seminole County has fluctuated significantly since 2008. Three percent of Seminole County's student population is homeless.*Florida Hospital Apopka (Orange County) - In 1975, FH Apopka became the second satellite hospital. For over four decades, Florida Hospital Apopka has set the standard in hometown health care by providing high-tech, quality care with a personalized touch. It is a 120-licensed-bed hospital, which includes intensive care services, emergency medicine, endoscopy, outpatient services, diagnostic services, respiratory services and rehabilitation services. A replacement, 320,000 square foot facility has been built on a 71-acre site located approximately three miles from the existing facility. Five of the seven floors have been completed with the remaining two floors to be shelled in for future expansion. The new facility features 120 private patient rooms, advanced surgical suites and a diagnostic catheterization lab. Completion of this $203 million project took place in December 2017.Florida Hospital Apopka is located in Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless.*** see continuation of footnote |
| Part VI, Line 4 Continuation of Footnote | Description of Community Information - Continued *Florida Hospital Celebration Health (Osceola County) - FH Celebration Health is a cornerstone of Disney's planned community in Celebration, Florida. Today, this 237-bed acute care hospital delivers a state-of-the-art healing environment to residents of Osceola, Orange, Polk and Lake Counties, as well as to visitors from across the United States and the world. From its creation FH Celebration Health 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. FH Celebration Health also houses the Global Robotics Institute, which provides patients with access to some of the most experienced robotic surgeons in the world. The Nicholson Center for Surgical Advancement also is a location where surgeons from around the world travel to learn the latest robotic surgery techniques. In 2011, a 234,000 square-foot patient tower added 62 beds and housed the Interactive Patient Care Unit, which was the first of its kind in the nation. In 2013, a four-story medical office building was added in which the Women's Institute is situated. In 2014, a new 5th floor inpatient 32 bed state-of-the art medical/surgical unit was added. FH Celebration offers services in cancer, digestive health, neuroscience, weight-loss services and surgery, orthopedic health, spine health, thoracic surgery, women's and men's health, robotic-assisted surgeries and imaging diagnostics. Osceola County has consistently had a median household income below the state of Florida average. The County has also seen an 80% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 71% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 75% of Osceola County residents spent 30% or more of their income on rent and 50% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Osceola County has fluctuated significantly since 2008. Five percent of Osceola County's student population is homeless.*Florida Hospital East Orlando (Orange County) - FH East Orlando is an innovative local leader that fills a vital need in a fast-growing area. A recent 200,000 square-foot expansion project upgraded the Hospital to 295 beds, with a spacious patient tower and 80 new private rooms designed to enhance the holistic care experience. In 2014, a new expanded ED provided 60 new treatment rooms. Florida Hospital East Orlando includes a teaching hospital with residencies in family medicine, podiatry and emergency medicine. The campus is also home to an outpatient surgery center, a hospital-based Center for Medical Simulation and Education, a Cancer Institute featuring state-of-the-art technology for radiation oncology and a dedicated infusion center, as well as a 12-bed Children's Emergency Center. Alongside having the largest emergency room in Central Florida, other services included cardiovascular, pulmonary and digestive health, orthopedics and rehabilitation, ear/nose/throat, andrology, and urology. Florida Hospital East Orlando's primary service area includes approximately 10 zip codes located in east Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless.*Florida Hospital Kissimmee (Osceola County) - FH Kissimmee is a 162-bed community-focused hospital, conveniently located near Walt Disney World. The team located at FH Kissimmee is dedicated to bringing mission-focused, faith-based care to residents and visitors of Osceola and Orange Counties. This facility has recently expanded to include a new medical office building, patient tower, new main entrance, expanded Emergency Department and a parking garage. The new three-story patient tower includes private patient rooms and a host of modern amenities and technologies. Services offered include cardiovascular services, orthopedics and rehabilitation, neuroscience, cancer, diabetes, gastroenterology, emergency services, urology, and imaging resources. Osceola County has consistently had a median household income below the state of Florida average. The County has also seen an 80% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 71% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 75% of Osceola County residents spent 30% or more of their income on rent and 50% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Osceola County has fluctuated significantly since 2008. Five percent of Osceola County's student population is homeless.*Florida Hospital Winter Park (Orange County) - FH Winter Park is a 320-bed facility that is a model of community health and wellness. The facility boasts spacious patient care areas and a full spectrum of specialties and services, including the Dr. P. Phillips Baby Place (with Level II NICU), Florida Hospital Orthopedic Institute, and state-of-the-art surgery, recovery and rehabilitation at the Florida Hospital Cancer Institute. FH Winter Park has the Central Florida Region's only senior-friendly emergency room. Services offered at FH Winter Park include cancer, cardiovascular, digestive health, women's health, neuroscience, ophthalmology, orthopedics and rehabilitation, urology, and sports medicine. Florida Hospital Winter Park's primary service area includes most of northwestern Orange County. Orange County, Florida is part of the Orlando-Kissimmee-Sanford Metropolitan Statistical Area (MSA). Orange County's median income was below the state of Florida level in 2015 for the first year since 2000. The County has also seen an 50% increase in the poverty level between 2000-2014. A similar increase in children living below the poverty level has taken place a 42% increase between 2000 and 2013. It should be noted that this area's population is heavily employed within the tourism industry in Central Florida contributing to individuals who are underemployed or holding multiple part-time jobs versus full-time employment. In 2014, 72% of Orange County residents spent 30% or more of their income on rent and 47% reported being cost burdened or severely cost burdened by the cost of their housing. The number of homeless individuals in Orange County has fluctuated significantly since 2008. Four percent of Orange County's student population is homeless. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (101 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt | Non Cash AssistanceNonCashAssistanceAmt | Valuation Method UsedValuationMethodUsedDesc | Non Cash AssistanceNonCashAssistanceDesc |
|---|---|---|---|---|---|---|---|---|---|---|
| Adventist Care Centers - Courtland Inc | ||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 205774723 | 501(c)(3) | $1,646,646 | General Support | |||
| Adventist Development and Relief Agency International | ||||||||||
| 12501 Old Columbia Pike | Silver Spring | MD | 20904 | 521314847 | 501(c)(3) | Disaster Assistance | $107,520 | FMV | Other | |
| Adventist University of Health Sciences Inc | ||||||||||
| 671 Winyah Drive | Orlando | FL | 32803 | 593069793 | 501(c)(3) | $331,913 | General Support | |||
| African American Chamber of Commerce | ||||||||||
| 3201 E Colonial Drive | Orlando | FL | 32803 | 590683252 | 501(c)(6) | $13,000 | General Support | |||
| American Diabetes Association Inc | ||||||||||
| 1701 N Beauregard Street | Alexandria | VA | 22311 | 131623888 | 501(c)(3) | $60,000 | General Support | |||
| American Cancer Society | ||||||||||
| 507 N New York Avenue Suite 100 | Winter Park | FL | 32789 | 131788491 | 501(c)(3) | $5,500 | General Support | |||
| American Cancer Society Florida Division Inc | ||||||||||
| 3709 W Jetton Avenue | Tampa | FL | 33873 | 131788491 | 501(c)(3) | $6,000 | General Support | |||
| American Heart AssociationGreater South Affiliate-Ar | ||||||||||
| 9900 Ninth St North | St Petersburg | FL | 33716 | 590637852 | 501(c)(3) | $200,450 | General Support | |||
| Asian American Chamber Of Commerce | ||||||||||
| 3201 E Colonial Drive Unit A20 | Orlando | FL | 32803 | 593217297 | 501(c)(6) | $15,000 | General Support | |||
| Aspire Health Partners Inc | ||||||||||
| 5151 Adanson Street | Orlando | FL | 32804 | 592301233 | 501(c)(3) | $1,436,640 | General Support | |||
| Association of Organ Procurement Organization | ||||||||||
| 8500 Leesburg Pike Suite 300 | Vienna | FL | 221822409 | 581652896 | 501(c)(3) | $15,000 | General Support | |||
| Boggy Creek Gang IncCamp Boggy Creek | ||||||||||
| 30500 Brantley Branch Road | Eustis | FL | 32736 | 593012889 | 501(c)(3) | $15,000 | General Support | |||
| Boy Scouts Of America Inc Central Florida Council | ||||||||||
| 1951 S Orange Blossom Trail 102 | Apopka | FL | 32703 | 590624376 | 501(c)(3) | $36,000 | General Support | |||
| Boys Girls Club Of Central Florida | ||||||||||
| PO Box 2987 | Orlando | FL | 32802 | 590951887 | 501(c)(3) | $15,000 | General Support | |||
| Building Us Inc Dba Friend Talking Faith | ||||||||||
| PO Box 3310 | Winter Park | FL | 32790 | 455420165 | 501(c)(3) | $45,000 | General Support | |||
| Celebration Foundation Inc | ||||||||||
| 610 Sycamore Street | Celebration | FL | 34747 | 593370753 | 501(c)(3) | $15,600 | General Support | |||
| Center for Change Inc | ||||||||||
| 6003 Silver Star Road Suite 3 | Orlando | FL | 32808 | 203062727 | 501(c)(3) | $174,897 | General Support | |||
| Center for Excellence In Health Care Journalism | ||||||||||
| 10 Neef Hall | Columbia | MO | 65211 | 411908032 | 501(c)(3) | $10,000 | General Support | |||
| Central Florida Chamber For Persons With Disabilities LLC | ||||||||||
| 3201 E Colonial Drive Unit A20 | Orlando | FL | 328035174 | 264201627 | Other | $7,500 | General Support | |||
| Central Florida Commission On Homelessness | ||||||||||
| 255 S Orange Avenue Suite 108 | Orlando | FL | 32801 | 460994106 | 501(c)(3) | $50,000 | General Support | |||
| Central Florida Health Care Coalition Incorporated | ||||||||||
| 5703 Red Bug Lake Road Suite 118 | Winter Springs | FL | 32708 | 592500692 | 501(c)(3) | $10,000 | General Support | |||
| Central Florida Young Men's Christian Association | ||||||||||
| 433 N Mills Avenue | Orlando | FL | 32803 | 590624430 | 501(c)(3) | $12,500 | General Support | |||
| Central Texas Healthcare Collaborative | ||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 453739929 | 501(c)(3) | $671,970 | Other | |||
| Central Texas Medical Center Foundation | ||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742259907 | 501(c)(3) | General Support | $87,086 | Book | Other | |
| Charity Challenge Inc | ||||||||||
| 378 Centerpoint Circle Suite 1238 | Altamonte Springs | FL | 32701 | 592944549 | 501(c)(3) | $10,000 | General Support | |||
| Community Based Care of Central Florida Inc | ||||||||||
| 4001 Pelee Street | Orlando | FL | 32817 | 010631375 | 501(c)(3) | $78,230 | General Support | |||
| Community Hope Center Inc | ||||||||||
| 2198 Four Winds Blvd | Kissimmee | FL | 34746 | 800855060 | 501(c)(3) | $11,500 | General Support | |||
| Creation Development Foundation dba Creation Kids Village | ||||||||||
| 599 Celebration Place | Celebration | FL | 34747 | 300724172 | 501(c)(3) | $30,000 | General Support | |||
| Daves House Inc | ||||||||||
| PO Box 1466 | Windermere | FL | 34786 | 270533943 | 501(c)(3) | $5,080 | General Support | |||
| Devereux Foundation dba Devereux Advanced Behavioral Health | ||||||||||
| 5850 T G Lee Blvd Suite 400 | Orlando | FL | 32822 | 231390618 | 501(c)(3) | $18,100 | General Support | |||
| Downtown College Park Partnership Inc | ||||||||||
| PO Box 547744 | Orlando | FL | 32854 | 237250533 | 501(c)(3) | $15,000 | General Support | |||
| Dr Phillips Center For The Performing Arts | ||||||||||
| 155 E Anderson Street | Orlando | FL | 32801 | 200695917 | Other | $100,000 | General Support | |||
| East Orlando Health & Rehab Center Inc | ||||||||||
| 250 South Chickasaw Trail | Orlando | FL | 32825 | 205774748 | 501(c)(3) | $2,746,476 | General Support | |||
| FLNC Inc | ||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | 501(c)(3) | $3,169,958 | General Support | |||
| Florida Conference Association of Seventh-day Adventist dba Better Living C | ||||||||||
| PO Box 3092 | Lake Placid | FL | 33862 | 596137501 | 501(c)(3) | $9,891 | General Support | |||
| Florida Department of Health in Osceola | ||||||||||
| 1 Courthouse Square Suite 1200 | Kissimmee | FL | 34741 | 593502843 | Gov't | $154,907 | General Support | |||
| Florida Endowment Foundation for Vocational Rehabilitation Inc dba The Ab | ||||||||||
| 3320 Thomasville Road Suite 200 | Tallahassee | FL | 32308 | 593052307 | 501(c)(3) | $10,000 | General Support | |||
| Florida Hospital Seventh-day Adventist Church | ||||||||||
| 2800 N Orange Avenue | Orlando | FL | 32804 | 593039667 | 501(c)(3) | $15,000 | General Support | |||
| Forest Lake Academy | ||||||||||
| 500 Education Loop | Apopka | FL | 327036176 | 590816443 | 501(c)(3) | $28,000 | General Support | |||
| Forest Lake Seventh-day Adventist Church | ||||||||||
| 515 Harley Lester Lane | Apopka | FL | 32703 | 592885433 | 501(c)(3) | $8,000 | General Support | |||
| Foundation For Orange County Public Schools Inc | ||||||||||
| 445 W Amelia Street Suite 901 | Orlando | FL | 328011153 | 592788435 | 501(c)(3) | $30,000 | General Support | |||
| Foundation For Seminole State College Of Florida Inc | ||||||||||
| 1055 AAA Drive Suite 209 | Heathrow | FL | 32746 | 237033822 | 501(c)(3) | $256,000 | General Support | |||
| Garden Theatre Inc | ||||||||||
| 160 W Plant Street | Winter Garden | FL | 34787 | 272577059 | 501(c)(3) | $20,781 | General Support | |||
| Georgia-Cumberland Conference of Seventh-day Adventists | ||||||||||
| PO Box 12000 | Calhoun | GA | 30703 | 522000393 | 501(c)(3) | $1,000,000 | General Support | |||
| Give Kids the World Inc | ||||||||||
| 210 S Bass Road | Kissimmee | FL | 34746 | 592654440 | 501(c)(3) | $7,000 | General Support | |||
| Grace Medical Home Inc | ||||||||||
| 51 Pennsylvania Street | Orlando | FL | 328062938 | 281817966 | 501(c)(3) | $110,000 | General Support | |||
| Greater San Marcos Partnership | ||||||||||
| 1340 Wonder World Drive 108 | San Marcos | TX | 78666 | 800624502 | 501(c)(6) | $20,000 | General Support | |||
| Harvest Time International Inc | ||||||||||
| 225 N Kennel Road | Sanford | FL | 32771 | 541698630 | 501(c)(3) | $10,000 | General Support | |||
| Health Care Center For The Homeless Inc | ||||||||||
| 232 N Orange Blossom Trail | Orlando | FL | 32805 | 593185020 | 501(c)(3) | $100,000 | General Support | |||
| Health Forum Inc | ||||||||||
| PO Box 92416 | Chicago | IL | 60675 | 364143432 | Other | $6,000 | General Support | |||
| Healthy Start Coalition Of Osceola County Inc | ||||||||||
| PO Box 701995 | St Cloud | FL | 34770 | 593212535 | 501(c)(3) | $15,000 | General Support | |||
| Heartland Triathlon Of Highlands County Inc | ||||||||||
| 1200 Highlands Drive | Lake Placid | FL | 33852 | 452232127 | 501(c)(3) | $15,000 | General Support | |||
| Hebni Nutrition Consultants Inc | ||||||||||
| 2009 West Central Blvd | Orlando | FL | 32805 | 593258397 | 501(c)(3) | $159,698 | General Support | |||
| Hispanic Business Initiative Fund Of Florida Inc | ||||||||||
| 3201 E Colonial Drive Unit A20 | Orlando | FL | 32803 | 593341405 | 501(c)(3) | $34,000 | General Support | |||
| Hope Helps Inc | ||||||||||
| 812 Eyrie Drive | Orlando | FL | 32765 | 208490916 | 501(c)(3) | $15,800 | General Support | |||
| Hope Now International Inc | ||||||||||
| PO Box 181173 | Casselberry | FL | 327181173 | 274498303 | 501(c)(3) | $10,000 | General Support | |||
| IOA Group LLC dba Match Up Promotions | ||||||||||
| 975 Florida Central Parkway | Longwood | FL | 32750 | 205111114 | Other | $28,395 | General Support | |||
| JDRF International | ||||||||||
| 370 Center Pointe Cir Suite 1154 | Altamonte Springs | FL | 32701 | 231907729 | 501(c)(3) | $11,500 | General Support | |||
| Junior Achievement Of Central Florida Inc | ||||||||||
| PO Box 917197 | Orlando | FL | 32891 | 590972112 | 501(c)(3) | $32,500 | General Support | |||
| Kids Beating Cancer Inc | ||||||||||
| 615 E Princeton Street Suite 400 | Orlando | FL | 32803 | 593136203 | 501(c)(3) | $12,000 | General Support | |||
| Lake Nona Institute Inc | ||||||||||
| 6900 Tavistock Lakes Blvd | Orlando | FL | 32827 | 273346737 | 501(c)(3) | $166,666 | General Support | |||
| Leadership Seminole Inc | ||||||||||
| 1055 AAA Drive Suite 209 | Lake Mary | FL | 32746 | 593257486 | 501(c)(3) | $10,605 | General Support | |||
| Life Concepts Inc dba Quest Inc | ||||||||||
| 500 E Colonial Drive | Orlando | FL | 32803 | 592013160 | 501(c)(3) | $10,500 | General Support | |||
| Lifework Leadership | ||||||||||
| 1220 E Concord Street | Orlando | FL | 328035453 | 371592618 | 501(c)(3) | $10,000 | General Support | |||
| Lift Orlando | ||||||||||
| 215 E Central Blvd | Orlando | FL | 32801 | 463607865 | 501(c)(3) | $100,000 | General Support | |||
| Make A Wish Foundation Of Central And Northern Florida Inc | ||||||||||
| 1020 N Orlando Avenue Suite 100 | Maitland | FL | 32751 | 593235806 | 501(c)(3) | $10,500 | General Support | |||
| Mental Health Association Of Central Florida Inc | ||||||||||
| 1525 E Robinson Street | Orlando | FL | 32801 | 590816432 | 501(c)(3) | $70,167 | General Support | |||
| Metro Orlando Economic Development Comm | ||||||||||
| 301 E Pine Street Suite 900 | Orlando | FL | 32801 | 591767933 | Other | $201,000 | General Support | |||
| Mothers Milk Bank Of Florida | ||||||||||
| 8669 Commodity Circle Suite 490 | Orlando | FL | 32819 | 273939245 | 501(c)(3) | $50,000 | General Support | |||
| My Neighbor's Children | ||||||||||
| PO Box 617218 | Orlando | FL | 32861 | 260770494 | 501(c)(3) | Disaster Assistance | $8,040 | FMV | Other | |
| Oakwood University | ||||||||||
| 7000 Adventist Blvd NW | Huntsville | AL | 35896 | 630366652 | 501(c)(3) | $6,000 | General Support | |||
| Orange County Board of Commissioners | ||||||||||
| 2002A E Michigan Street | Orlando | FL | 32806 | 596000773 | Gov't | $155,000 | General Support | |||
| Orange County School Readiness Coalition | ||||||||||
| PO Box 540387 | Orlando | FL | 32854 | 311759186 | 501(c)(3) | $10,000 | General Support | |||
| Osceola County Council On Aging Inc | ||||||||||
| 700 Generation Point | Kissimmee | FL | 34744 | 591595398 | 501(c)(3) | $154,431 | General Support | |||
| Osceola Mental Health Inc dba Park Place | ||||||||||
| 206 Park Place Blvd | Kissimmee | FL | 34741 | 591677912 | 501(c)(3) | $270,833 | General Support | |||
| Our Whole Community Inc | ||||||||||
| PO Box 940429 | Maitland | FL | 32794 | 270283789 | 501(c)(3) | $5,750 | General Support | |||
| Ronald McDonald House Charities Of Central Florida Inc | ||||||||||
| 1030 N Orange Avenue | Winter Park | FL | 327894709 | 593211250 | 501(c)(3) | $50,000 | General Support | $19,229 | Estimated | Other |
| Runway To Hope Inc | ||||||||||
| 189 S Orange Avenue | Orlando | FL | 328013261 | 273272616 | 501(c)(3) | $6,250 | General Support | |||
| Samaritan Touch Care Center Inc | ||||||||||
| 3015 Herring Avenue | Sebring | FL | 33870 | 020773338 | 501(c)(3) | $175,000 | General Support | |||
| San Marcos CISD | ||||||||||
| 501 South LBJ Drive | San Marcos | TX | 78667 | 746002246 | Other | $7,292 | General Support | |||
| San Marcos Sights & Sounds Of Christmas Inc | ||||||||||
| 630 E Hopkins | San Marcos | TX | 78666 | 742759206 | 501(c)(3) | $15,000 | General Support | |||
| School Board Of Orange County | ||||||||||
| 901 N Lakemont Avenue | Winter Park | FL | 32792 | 596000771 | Gov't | $5,800 | General Support | |||
| Shepherds Hope Inc | ||||||||||
| 4851 S Apopka Vineland Road | Orlando | FL | 328193128 | 593420727 | 501(c)(3) | $110,000 | General Support | |||
| South Florida State College | ||||||||||
| 600 W College Drive | Avon Park | FL | 33825 | 591218159 | Gov't | $14,000 | General Support | |||
| Sunbelt Health & Rehab Center - Apopka Inc | ||||||||||
| 305 East Oak Street | Apopka | FL | 32703 | 205774856 | 501(c)(3) | $848,296 | General Support | |||
| Sunsystem Development Corporation | ||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592219301 | 501(c)(3) | $22,500 | General Support | $5,013,779 | Book | Other |
| Texas State University | ||||||||||
| 601 University Drive | San Marcos | TX | 72893 | 746002248 | Gov't | $122,500 | General Support | |||
| The School Board Of Highlands County | ||||||||||
| 426 School Street | Sebring | FL | 33870 | 566000654 | Gov't | $10,000 | Other | |||
| Track Shack of Orlando Inc | ||||||||||
| 1104 N Mills Avenue | Orlando | FL | 32803 | 591754680 | Other | $169,051 | General Support | |||
| UCF Athletics Association Inc | ||||||||||
| 4000 Central Florida Blvd No 384 | Orlando | FL | 32816 | 562334448 | 501(c)(3) | $51,685 | General Support | |||
| United Against Poverty Inc | ||||||||||
| 2050 40th Avenue Suite 10 | Vero Beach | FL | 32960 | 113697936 | 501(c)(3) | $25,000 | General Support | |||
| United Global Outreach Inc | ||||||||||
| 2301 N Orange Avenue | Orlando | FL | 32804 | 030511875 | 501(c)(3) | $106,000 | General Support | |||
| United Way - The Heart Of Florida | ||||||||||
| 1940 Traylor Blvd | Orlando | FL | 32804 | 590808854 | 501(c)(3) | $125,500 | General Support | |||
| Universal Orlando Foundation | ||||||||||
| 1000 Universal Studios Plaza | Orlando | FL | 32819 | 593510383 | 501(c)(3) | $15,000 | General Support | |||
| University Of Central Florida | ||||||||||
| PO Box 163250 | Orlando | FL | 32816 | 592924021 | Gov't | $6,828 | General Support | |||
| University Of Central Florida Foundation Inc | ||||||||||
| 12424 Research Parkway Suite 140 | Orlando | FL | 32826 | 596211832 | 501(c)(3) | $25,000 | General Support | |||
| US Dream Academy | ||||||||||
| 5950 Symphony Woods Road | Columbia | MD | 21044 | 593514841 | 501(c)(3) | $20,000 | General Support | |||
| Valencia College Foundation Inc | ||||||||||
| PO Box 3028 | Orlando | FL | 32802 | 237442785 | 501(c)(3) | $250,000 | General Support | |||
| Walker Memorial Academy | ||||||||||
| 1525 W Avon Blvd | Avon Park | FL | 33825 | 421748753 | 501(c)(3) | $51,450 | Other | |||
| Wauchula Seventh-day Adventist Church | ||||||||||
| 205 S 11th Avenue | Wauchula | FL | 33873 | 650647279 | 501(c)(3) | $15,000 | General Support | |||
| Winter Park Health Foundation Inc | ||||||||||
| 220 Edinburgh Drive | Winter Park | FL | 32792 | 590669460 | 501(c)(3) | $61,363 | General Support | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 91 | Total501c3OrgCnt |
| Total Other Org | 10 | 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) |
|---|---|---|
| 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 | Yes (1) | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | 0 | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (27 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Haffner PhD Randall L | ||||||||||||||
| Director | $0 | $1,187,115 | $0 | $356,895 | $0 | $791,952 | $0 | $259,249 | $0 | $59,450 | $0 | $2,654,661 | $0 | $142,176 |
| Houmann Lars D | ||||||||||||||
| Director | $0 | $1,195,114 | $0 | $354,332 | $0 | $881,514 | $0 | $261,265 | $0 | $68,311 | $0 | $2,760,536 | $0 | $205,694 |
| Shaw Terry D | ||||||||||||||
| Dir/President/CEO | $0 | $1,454,931 | $0 | $363,830 | $0 | $1,317,443 | $0 | $326,793 | $0 | $75,939 | $0 | $3,538,936 | $0 | $205,694 |
| Tol Daryl | ||||||||||||||
| Director | $0 | $973,114 | $0 | $228,725 | $0 | $126,355 | $0 | $187,314 | $0 | $58,470 | $0 | $1,573,978 | $0 | $69,647 |
| Rathbun Paul | ||||||||||||||
| Chief Financial Officer | $0 | $897,922 | $0 | $245,766 | $0 | $180,373 | $0 | $186,364 | $0 | $65,597 | $0 | $1,576,022 | $0 | $117,794 |
| Bradley Kenneth W | ||||||||||||||
| SEO/SW Mkt & Admin FH Celebration He | $0 | $390,436 | $0 | $107,002 | $0 | $265,561 | $0 | $69,045 | $0 | $37,432 | $0 | $869,476 | $0 | $44,489 |
| Dodds Sheryl D | ||||||||||||||
| SEO/Chief Clinical Officer FH System | $0 | $398,489 | $0 | $93,020 | $0 | $90,935 | $0 | $63,679 | $0 | $30,691 | $0 | $676,814 | $0 | $48,266 |
| Goodman Todd A | ||||||||||||||
| SEO/CFO FH & AHS Central FL Region | $0 | $566,406 | $0 | $113,656 | $0 | $72,815 | $0 | $84,873 | $0 | $54,388 | $0 | $892,138 | $0 | $29,839 |
| Harcombe Douglas W | ||||||||||||||
| SEO/NE Mkt & Admin FH Altamonte | $0 | $409,536 | $0 | $85,534 | $0 | $61,573 | $0 | $63,727 | $0 | $47,499 | $0 | $667,869 | $0 | $28,529 |
| Hilliard Douglas W | ||||||||||||||
| Sr VP/Sr Finance Officer FH Orlando | $0 | $462,039 | $0 | $116,881 | $0 | $64,677 | $0 | $76,804 | $0 | $48,467 | $0 | $768,868 | $0 | $46,865 |
| Moorhead MD John David | ||||||||||||||
| SEO/Chief Medical Officer FH System | $0 | $566,483 | $0 | $153,357 | $0 | $1,128,244 | $0 | $14,562 | $0 | $69,212 | $0 | $1,931,858 | $0 | $0 |
| Owen Terry R | ||||||||||||||
| SEO/Ambulatory & System Serv FH Syst | $0 | $458,900 | $0 | $129,079 | $0 | $180,460 | $0 | $68,163 | $0 | $38,489 | $0 | $875,091 | $0 | $52,911 |
| Reed MD Monica P | ||||||||||||||
| SEO/Care Innovation FH System | $0 | $513,170 | $0 | $144,970 | $250 | $269,551 | $0 | $89,591 | $0 | $52,771 | $250 | $1,070,053 | $0 | $74,515 |
| Stevens Eric A | ||||||||||||||
| SEO/Cent Mkt & Admin FH Orl/FH Women | $0 | $589,326 | $0 | $110,893 | $0 | $84,618 | $0 | $90,588 | $0 | $61,850 | $0 | $937,275 | $0 | $22,858 |
| Thompson Michael J | ||||||||||||||
| Regional CEO of Integrated Hlth Serv | $0 | $321,127 | $0 | $71,402 | $0 | $73,738 | $0 | $41,732 | $0 | $46,307 | $0 | $554,306 | $0 | $22,327 |
| Zbarschuk Amy L | ||||||||||||||
| Sr VP/Sr Finance Officer, FH System | $0 | $398,861 | $0 | $96,548 | $0 | $60,517 | $0 | $61,053 | $0 | $47,135 | $0 | $664,114 | $0 | $31,437 |
| Davis Jr MD Robert Duane | ||||||||||||||
| Physician/Director FH Cardiovascular | $1,234,244 | $0 | $300,000 | $0 | $3,548 | $0 | $14,400 | $0 | $7,455 | $0 | $1,559,647 | $0 | $0 | $0 |
| Silvestry MD Scott | ||||||||||||||
| Physician/Director - FH Thoracic Tra | $1,040,181 | $0 | $368,985 | $0 | $5,839 | $0 | $14,562 | $0 | $25,825 | $0 | $1,455,392 | $0 | $0 | $0 |
| Botta MD Donald | ||||||||||||||
| Physician/Director - FH Heart Transp | $711,673 | $0 | $204,389 | $0 | $2,708 | $0 | $14,562 | $0 | $23,068 | $0 | $956,400 | $0 | $0 | $0 |
| Jones MD Phillip E | ||||||||||||||
| Physician | $691,929 | $0 | $144,485 | $0 | $31,530 | $0 | $14,562 | $0 | $25,964 | $0 | $908,470 | $0 | $0 | $0 |
| Shimshak MD Thomas M | ||||||||||||||
| Physician | $757,078 | $0 | $50,000 | $0 | $57,474 | $0 | $14,562 | $0 | $21,501 | $0 | $900,615 | $0 | $0 | $0 |
| Jernigan Donald L | ||||||||||||||
| Former Director & Officer | $0 | $245,676 | $0 | $486,150 | $0 | $318,445 | $0 | $0 | $0 | $69,683 | $0 | $1,119,954 | $0 | $0 |
| Banks David P | ||||||||||||||
| Former Key Employee | $0 | $643,113 | $0 | $183,280 | $0 | $308,037 | $0 | $122,144 | $0 | $60,704 | $0 | $1,317,278 | $0 | $89,397 |
| Fulbright Robert D | ||||||||||||||
| Former Key Employee | $0 | $181,596 | $0 | $176,596 | $0 | $1,641,472 | $0 | $80,374 | $0 | $14,576 | $0 | $2,094,614 | $0 | $74,925 |
| Hagensicker Janice K | ||||||||||||||
| Former Key Employee | $0 | $421,386 | $0 | $114,367 | $0 | $263,965 | $0 | $58,769 | $0 | $44,100 | $0 | $902,587 | $0 | $35,827 |
| Paradis J Brian | ||||||||||||||
| Former Key Employee | $0 | $0 | $0 | $251,916 | $0 | $775,833 | $0 | $0 | $0 | $42,405 | $0 | $1,070,154 | $0 | $17,595 |
| Soler Eddie | ||||||||||||||
| Former Key Employee | $0 | $707,943 | $0 | $218,334 | $0 | $457,183 | $0 | $148,561 | $0 | $40,535 | $0 | $1,572,556 | $0 | $104,577 |
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 Adventist Health System (AHS). 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 AHS. 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 that provide services and are on the management team of the filing organization. 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 AHS 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: AHS 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 of the filing organization's CEO and CFO. Additionally, employees at the Director level and above are eligible for gross-up payments on gifts received for board of director services. Discretionary spending account: A nominal discretionary spending amount was provided in the current year to all eligible executives who attend the annual AHS President's Council business meeting ($500 per executive) or the annual AHS CFO Conference or CMO/CNO business meeting ($300 per executive). Other discretionary spending accounts may be provided in connection with other AHS sponsored conferences but typically do not exceed $200 per participant. The payment provided to each executive was considered taxable compensation to the executive. Health or social club dues or initiation fees: AHSSHC has a Corporate Executive Policy that addresses business development expenditures. Under this policy, certain AHS eligible executives may be reimbursed for member dues and usage charges for a country club or other social club upon authorization. Club memberships must be recommended by the CEO of the AHS hospital organization and approved by the Chairman of the Board of Directors of the organization. In addition, the proposed membership must be approved annually by the AHSSHC Board Compensation Committee, an independent committee of the Board of Directors of AHSSHC. Eligible executives are limited to certain senior level executives (hospital organization CEOs, the CEO of the nursing home region of AHS, senior vice presidents at three large hospital organizations, regional CEOs and CFOs and the president and senior vice presidents of AHSSHC). In the current year, for this filing organization, two executives were eligible to receive reimbursement for club fees. Each AHS executive who is approved for a club membership must submit an annual report to the AHSSHC Board Compensation Committee that describes how the membership benefited their organization during the preceding year. |
| Part I, Line 3 | The individual who serves as the CEO of the filing organization is compensated by Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) for that individual's role in serving as the CEO. Compensation and benefits provided to this individual are determined pursuant to policies, procedures, and processes of AHSSHC that are designed to ensure compliance with the intermediate sanctions laws as set forth in IRC Section 4958. AHSSHC has taken steps to ensure that processes are in place to satisfy the rebuttable presumption of reasonableness standard as set forth in Treasury Regulation 53.4958-6 with respect to its active executive-level positions. The AHSSHC Board Compensation Committee (the Committee) serves as the governing body for all executive compensation matters. The Committee is composed of certain members of the Board of Directors (the Board) of AHSSHC. Voting members of the Committee include only individuals who serve on the Board as independent representatives of the community, who hold no employment positions with AHSSHC and who do not have relationships with any of the individuals whose compensation is under their review that impacts their best independent judgment as fiduciaries of AHSSHC. The Committee's role is to review and approve all components of the executive compensation plan of AHSSHC. As an independent governing body with respect to executive compensation, it should be noted that the Committee will often confer in executive sessions on matters of compensation policy and policy changes. In such executive sessions, no members of management of AHSSHC are present. The Committee is advised by an independent third party compensation advisor. This advisor prepares all the benchmark studies for the Committee. Compensation levels are benchmarked with a national peer group of other not-for-profit healthcare systems and hospitals of similar size and complexity to AHS and each of its affiliated entities. The following principles guide the establishment of individual executive compensation: - The salary of the President/CEO of AHS will not exceed the 40th 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, 2017, J. Brian Paradis received severance payments in the amount of $751,001. 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 AHS. As discussed in Line 1a above, executives on the filing organization's management team that hold the position of Vice-President or above are compensated by and on the payroll of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC), the parent organization of a healthcare system known as Adventist Health System (AHS). In recognition of the contribution that each executive makes to the success of AHS, AHS provides to eligible executives participation in the AHS Executive FLEX Benefit Program (the Plan). The purpose of the Plan is to offer eligible executives an opportunity to elect from among a variety of supplemental benefits, including a split dollar life insurance policy and long-term care insurance, to individually tailor a benefits program appropriate to each executive's needs. The Plan provides eligible participants a pre-determined benefits allowance credit that is equal to a percentage of the executive's base pay from which is deducted the cost of mandatory and elective employee benefits. The pre-determined benefits allowance credit percentage is approved by the AHSSHC Board Compensation Committee, an independent committee of the Board of Directors of AHSSHC. Any funds that remain after the cost of mandatory and elective benefits are subtracted from the annual pre-determined benefits allowance are contributed, at the employee's option, to either an IRC 457(f) deferred compensation account or to an IRC 457(b) eligible deferred compensation plan. Upon attainment of age 65, all previous 457(f) deferred amounts are paid immediately to the participant and any future employer contributions are made quarterly from the Plan directly to the participant. The Plan documents define an employee who is eligible to participate in the Plan to generally include the Chief Executive Officers of AHS entities and Vice Presidents of all AHS entities whose base salary is at least $243,000. The Plan provides for a class year vesting schedule (2 years for each class year) with respect to amounts accumulated in the executive's 457(f) deferred compensation account. Distributions could also be made from the executive's 457(f) deferred compensation account upon attainment of age 65 or upon an involuntary separation. The account is forfeited by the executive upon a voluntary separation. In addition to the Plan, AHS has instituted a defined benefit, non-tax-qualified deferred compensation plan for certain executives who have provided lengthy service to AHS and/or to other Seventh-day Adventist Church hospitals or health care institutions. Participation in the plan is offered to AHS executives on a prorata schedule beginning with 20 years of service as an employee of AHS and/or another hospital or health care institution controlled by the Seventh-day Adventist Church and who satisfy certain other qualifying criteria. This supplemental executive retirement plan (SERP) was designed to provide eligible executives with the economic equivalent of an annual income beginning at normal retirement age equal to 60% of the average of the participant's three, five or seven highest years of base salary from AHS active employment inclusive of income from all other Seventh-day Adventist Church healthcare employer-financed retirement income sources and investment income earned on those contributions through social security normal retirement age as defined in the plan. The number of years included in highest average compensation is determined by the individual's year of entry to the SERP and by the individual's year of entry to the AHS Executive FLEX Benefit Program. Additionally, in 2017 AHS adopted a Senior Executive Death Benefit (SEDB) Plan in recognition of the considerable age and service requirements in the SERP. The SEDB Plan provides a benefit in an amount equal to the amount the executive's benefit would have been under the SERP Plan assuming that, on the date of the executive's death (and not before), the executive satisfied the last of the eligibility requirements of the SERP Plan with present value recognizing an early benefit commencement. An eligible executive becomes a participant in the SEDB Plan if the executive dies prior to termination of employment, provided the executive has not satisfied all of the eligibility requirements of SERP as of the executive's date of death but would have satisfied all of those requirements within five (5) years following death had the executive lived and continued employment. The SEDB Plan was reviewed and approved by the AHSSHC Board Compensation Committee, an independent body of the AHSSHC Board of Directors. Flex Plan Flex Plan/ SERP 457(b) CY SEBD CY Employer CY Contrib./ Distr.* Distr. Contrib. Distr.* Payment -------------------------------------------------------------------------- Haffner, PhD, Randall L. $244,687 $159,510 $ 568,287 $ 0 $ 0 Houmann, Lars D. $246,703 $217,552 $ 608,036 $ 0 $ 0 Shaw, Terry D. $312,231 $210,768 $1,052,610 $ 0 $ 0 Tol, Daryl $190,752 $ 76,082 $ 0 $ 0 $ 0 Werner, Thomas $ 0 $ 0 $ 0 $50,502 $ 0 Rathbun, Paul $171,802 $118,469 $ 0 $ 0 $ 0 Bradley, Kenneth W.$ 54,483 $ 44,725 $ 0 $204,088 $ 0 Dodds, Sheryl D. $ 67,117 $ 48,519 $ 0 $ 0 $ 0 Goodman, Todd A. $ 88,311 $ 32,813 $ 0 $ 0 $ 0 Harcombe, Douglas W$ 49,165 $ 30,670 $ 0 $ 0 $ 0 Hilliard, Doulas W.$ 62,242 $ 50,539 $ 0 $ 0 $ 0 Moorehead MD, John David $ 98,534 $ 0 $ 976,174 $ 0 $ 0 Owen, Terry R. $ 71,601 $ 56,425 $ 82,947 $ 0 $ 0 Reed, MD, Monica P.$ 75,029 $ 74,909 $ 164,108 $ 0 $ 0 Stevens, Eric A. $ 94,026 $ 25,105 $ 0 $ 0 $ 0 Thompson, Michael J$ 27,170 $ 22,810 $ 0 $ 0 $ 0 Zbarschuk, Amy L. $ 46,491 $ 33,402 $ 0 $ 0 $ 0 Jernigan, Donald L.$ 9,220 $ 0 $ 0 $ 0 $ 0 Banks, David $107,582 $ 89,870 $ 197,202 $ 0 $ 0 Fulbright, Robert D$ 67,085 $229,578 $ 0 $ 0 $1,054,221 Hagensicker, Janice K. $ 62,207 $36,014 $ 170,382 $ 0 $ 0 Paradis, J. Brian $ 0 $ 0 $ 0 $17,604 $ 0 Soler, Eddie $133,999 $114,569 $ 303,339 $ 0 $ 0 * Including Investment Earnings |
| Part I, Line 6 | The filing organization's physician compensation formula is designed to result in total compensation that would be reasonable for each physician. The filing organization utilizes national survey productivity, cost, and compensation data in formulating all aspects of the compensation plan. Physician compensation contractual agreements include a ceiling or reasonable maximum on the amount a physician may earn. The filing organization's employed physicians enter into a written agreement that requires the physicians to provide medical care to individuals who are referred by the filing organization. The filing organization's compensation arrangement does not use a method of compensation that is based upon a percentage of the organization's net income. Under the compensation arrangement, physician base salary, including any additional compensation based on a percentage of the practice/location net revenue, is documented as being within a range of Fair Market Value. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | 431022KK7 | 2007-08-08 | $366,445,000 | 2007A B C D, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| B | 481066589 | 48542ABX8 | 2009-07-08 | $325,394,417 | 2009C, Ref 96/05&97/05 iss 1/13/05, 03A 1/16/03, 08B 12/19/08, exp facility | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| C | 481066589 | 48542ACY5 | 2009-10-01 | $102,271,154 | 2009D, Refund Highlands 07C, 8/8/07 & expand/refurbish facilities/purc equip | Yes (1) | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | 431022SP8 | 2009-11-16 | $190,752,502 | 09E & 08B Conv, Ref Orange 91/01 10/11/01, 92/03 5/15/03, 08B 12/19/08 | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Credit EnhancementCreditEnhancementAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt | Bond DefeasedBondDefeasedAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $262,025,000 | $372,572,414 | $5,560,382 | $367,012,032 | 2007 | 0 | 0 | Yes (1) | Yes (1) | ||
| B | $80,495,000 | $325,394,417 | $12,004,967 | 2009 | Yes (1) | 0 | Yes (1) | Yes (1) | $313,389,450 | ||
| C | $17,295,000 | $102,271,154 | $21,844,721 | 2009 | Yes (1) | 0 | Yes (1) | Yes (1) | $80,426,433 | $71,105,000 | |
| D | $36,500,000 | $190,752,502 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | $190,752,502 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.01420 | 0.01420 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00540 | 0.00540 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | ||
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00670 | 0.00670 | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Supplemental Information Detail SupplementalInformationDetail (13 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2007A B C D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Orange County Health Facilities Authority 2010B: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Kansas Development Finance Authority 2010C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Colorado Health Facilities Authority 2010D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2013A-C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014A&D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014B: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part II, Line 3, Total Proceeds of Issue | Highlands County Health Facilities Authority 2014E: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012A, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012B, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. |
| Part III, Line 8c | Kansas Development Finance Authority 2012A: A sale of bond-financed assets in 2003 was identified in July 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 15, 2014. A Closing Agreement was finalized with the IRS on December 18, 2015. |
| Part III, Line 8c | Highlands County Health Facilities Authority 2012B-F: A sale of bond-financed assets in 2003 was identified in July 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 15, 2014. A Closing Agreement was finalized with the IRS on December 18, 2015. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | 431022SG8 | 2009-11-16 | $178,936,632 | 2005I Conv, Refund Highlands 05I 12/22/05 & expand/refurbish facilities | 0 | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| B | 521378595 | NoneAvail | 2010-12-22 | $25,000,000 | 2010B, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| C | 481066589 | NoneAvail | 2010-12-22 | $25,000,000 | 2010C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| D | 840752932 | NoneAvail | 2010-12-22 | $25,000,000 | 2010D, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|---|---|
| A | $151,450,000 | $178,936,632 | $1,696,632 | $177,240,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $6,000,000 | $25,008,422 | $25,008,422 | 2010 | 0 | 0 | Yes (1) | Yes (1) | |
| C | $6,000,000 | $25,007,891 | $25,007,891 | 2010 | 0 | 0 | Yes (1) | Yes (1) | |
| D | $6,000,000 | $25,008,355 | $25,008,355 | 2010 | 0 | 0 | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00900 | 0.00900 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | ||
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | ||
| D | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | NoneAvail | 2011-11-16 | $80,000,000 | 2011A, Expand/refurbish facilities | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| B | 521313569 | NoneAvail | 2012-03-21 | $294,985,000 | 2012A, AR Program - Refund 2009 A-F AR Program | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 521313569 | NoneAvail | 2012-07-25 | $115,015,000 | 2012B, AR Program - Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Kansas Development Finance Authority | ||||||||
| D | 481066589 | 48542ADG3 | 2012-08-29 | $310,952,245 | 2012A - Refund Or-1995; H-02,03C,05H,06B,07B,07D,08A; C-2004B; K-2004C | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|
| A | $1,100,000 | $80,000,000 | $80,000,000 | 2011 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $400,000 | $294,985,000 | 2004 | Yes (1) | 0 | Yes (1) | Yes (1) | $294,985,000 | |
| C | $115,015,000 | $115,015,000 | 2012 | 0 | 0 | Yes (1) | Yes (1) | ||
| D | $310,952,245 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | $310,952,245 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropPct | Remedial Action TakenRemedialActionTakenInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) | ||||
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00140 | 0 | ||
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00140 | 0 | ||
| D | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (1) | 0.00370 | 0 | 0.00500 | 0.00500 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Highlands County Health Facilities Authority | ||||||||
| A | 521313569 | 431022TL6 | 2012-08-29 | $348,320,000 | 2012B-F - Refund Or-1995; H-02,03C,05H,06B,07B,07D,08A; C-2004B; K-2004C | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| B | 521313569 | NoneAvail | 2012-08-29 | $125,000,000 | 2012G&H - Refund Highlands 2005I Conversion Bonds | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| C | 521313569 | 431022TR3 | 2012-11-08 | $232,125,000 | 2012I - Refunded Volusia 1994-A; Highlands 2004A, 2005E, 2005F, 2005G | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | NoneAvail | 2013-09-18 | $485,000,000 | 2013A B C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Capital ExpendituresCapitalExpendituresAmt |
|---|---|---|---|---|---|---|---|---|---|
| A | $113,215,000 | $348,320,000 | $348,320,000 | 2008 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| B | $125,000,000 | $125,000,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | ||
| C | $7,095,000 | $232,125,000 | $232,125,000 | 2005 | Yes (1) | 0 | Yes (1) | Yes (1) | |
| D | $91,215,000 | $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 | 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 |
|---|---|---|---|---|---|---|---|---|
| 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 | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|---|---|
| A | $16,576,669 | $110,068,380 | $50,068,380 | $60,000,000 | 2015 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $11,666,669 | $50,068,380 | $50,068,380 | 2015 | 0 | 0 | Yes (1) | Yes (1) | |
| C | $7,000,000 | $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 | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| B | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| C | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| D | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Colorado Health Facilities Authority | ||||||||
| A | 840752932 | 19648FAB0 | 2016-07-21 | $235,724,616 | 2016 A&B, Adv ref portion 2009D, Exp/refurbish facilities, purchase equip | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| B | 840752932 | 1964745K2 | 2016-08-17 | $216,517,920 | 2016C, Refund 2006C, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Orange County Health Facilities Authority | ||||||||
| C | 521378595 | NoneAvail | 2017-07-26 | $44,750,000 | 2017A, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Highlands County Health Facilities Authority | ||||||||
| D | 521313569 | NoneAvail | 2017-07-26 | $50,750,000 | 2017B, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|---|
| A | $235,724,616 | $169,561,866 | $66,162,750 | 2016 | 0 | Yes (1) | Yes (1) | Yes (1) |
| B | $216,517,920 | $63,248,816 | $153,269,104 | 2016 | Yes (1) | 0 | Yes (1) | Yes (1) |
| C | $44,750,000 | $1,125,787 | $43,624,213 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) |
| D | $50,750,000 | $1,276,730 | $49,473,270 | 2017 | 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) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| D | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
| D | Yes (1) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (2 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| Kansas Development Finance Authority | ||||||||
| A | 481066589 | NoneAvail | 2017-07-26 | $45,250,000 | 2017C, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
| Colorado Health Facilities Authority | ||||||||
| B | 840752932 | 19648FCN2 | 2017-07-26 | $97,750,000 | 2017D, Refund 2010A&E, Expand/refurbish facilities, purchase equipment | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (2 entries)
| Bond ReferenceBondReferenceCd | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|---|
| A | $45,250,000 | $1,138,365 | $44,111,635 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) |
| B | $97,750,000 | $2,459,118 | $95,290,882 | 2017 | Yes (1) | 0 | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (2 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (2 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (2 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (9 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Karen Tilstra | |||
| Family of key employee | $130,698 | Consulting | 0 |
| Dan Tilstra | |||
| Family of key employee | $15,689 | Professional Services | 0 |
| Clifton Scott | |||
| Family of board member | $187,407 | Employee Compensation | 0 |
| Kirsten Cutler | |||
| Family of board member | $63,473 | Employee Compensation | 0 |
| Shelby Houmann | |||
| Family of board member | $47,272 | Employee Compensation | 0 |
| Jacqueline Soler-Lemon | |||
| Family of former key employee | $18,848 | Employee Compensation | 0 |
| Jeanette Vasquez | |||
| Family of former key employee | $46,148 | Employee Compensation | 0 |
| Sean Lemon | |||
| Family of former key employee | $120,589 | Employee Compensation | 0 |
| Martin Shaw | |||
| Family of board member | $35,420 | Employee Compensation | 0 |
Schedule M IRS990ScheduleM
Real Estate Commercial RealEstateCommercialGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Non Cash Checkbox | Yes (X) | NonCashCheckboxInd |
| Contribution | 1 | ContributionCnt |
| Noncash Contributions Rpt F990 | $0 | NoncashContributionsRptF990Amt |
| Method Of Determining Revenues | Opinion of Experts | MethodOfDeterminingRevenuesTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Any Property That Must Be Held | 0 | AnyPropertyThatMustBeHeldInd |
| Review Process Unusual NC Gifts | Yes (1) | ReviewProcessUnusualNCGiftsInd |
| Third Parties Used | Yes (1) | ThirdPartiesUsedInd |
Supplemental Information Detail SupplementalInformationDetail (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Column (b): | The number of contributions reported in column (b) of Schedule M, Part I, represents the number of items received by the filing organization during the current year. |
| Part I, Line 32b: | The filing organization uses Sunsystem Development Corporation (SDC), a related organization, to solicit, process, or sell non-cash contributions. SDC is a charitable foundation organization that supports eleven related tax-exempt hospital organizations and one charitable hospice organization. In carrying out its philanthropic activities, SDC will occasionally engage third-parties to provide various consulting services. Such consulting services generally include donor/grant prospecting, assistance with grant-writing, fund-raising planning and organization, and planned giving services. Fees paid to any engaged consultants are at fair market value rates and the terms are always negotiated at arm's length. |
| Part I, Line 33: | Pursuant to the filing organization's Net Assets Accounting Policy, gifts of donated property are recorded by the filing organization to the unrestricted net assets (equity) account. |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 1a | The parent corporation and sole top-tier member of Adventist Health System/Sunbelt, Inc. (the filing organization) is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). AHSSHC has established a shared service center to centralize the Accounts Payable (A/P) function for all AHSSHC subsidiary organizations. During 2017, some of the filing organization's hospitals transitioned their A/P function to AHSSHC. Accordingly, the number entered on line 1a represents the number reported on Box 3 of Form 1096 as filed by the filing organization for 2017. Subsequent to the transition of the A/P function for all hospitals to the AHSSHC shared service center, the filing organization will not enter any amount on Part V, line 1a. As a result of this transition, those hospitals no longer issue Form 1099 returns, rather, all such returns are filed by and under the name and EIN of AHSSHC as the payor subject to the information reporting requirements of Section 6041. The facts and circumstances support a position that AHSSHC, as a payor on behalf of its subsidiary organizations in a shared service environment, will have sufficient management and oversight in connection with the subsidiary organizations' payments to meet the standard set forth in Treas. Reg. Section 1.6041-1(e). AHSSHC will not merely be making payments at the direction of its subsidiary organizations. Accordingly, AHSSHC is considered the payor subject to the information reporting requirements of Section 6041. |
| Form 990, Part VI, Section A, line 2 | Lars Houmann and Terry Owen - Family Relationship |
| Form 990, Part VI, Section A, line 6 | Adventist Health System/Sunbelt, Inc. (the filing organization) has one member. The sole member of the filing organization is Adventist Health System Sunbelt Healthcare Corporation. Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). There are no other classes of membership in the filing organization. |
| Form 990, Part VI, Section A, line 7a | The sole member of the filing organization is AHSSHC. The Board of Directors of the filing organization are appointed by the sole member, AHSSHC, who has the right to elect, appoint or remove any member of the Board of Directors of the filing organization. |
| Form 990, Part VI, Section A, line 7b | AHSSHC, as the sole member of the filing organization, has certain reserved powers as set forth in the Bylaws of the filing organization. These reserved powers include the following: a) to approve and disapprove the executive and/or administrative leadership of the filing organization, and their salaries; b) to approve and disapprove the operating Bylaws of the filing organization; c) to set limits and terms for the borrowing of funds; d) to approve or disapprove major building programs and/or purchase or sale of personal property or real property equal to or in excess of One Million dollars; e) to approve or disapprove the annual operating and capital budgets of the filing organization; f) to direct the placement of funds and capital of the filing organization; and g) to establish general guiding policies. |
| Form 990, Part VI, Section B, line 11b | The filing organization's current year Form 990 was reviewed by the VP/Chief Accounting Officer prior to its filing with the IRS. The review conducted by the VP/Chief Accounting Officer did not include the review of any supporting workpapers that were used in preparation of the current year Form 990, but did include a review of the entire Form 990 and all supporting schedules. |
| Form 990, Part VI, Section B, line 12c | The Conflict of Interest Policy of the filing organization applies to members of its Board of Directors and its principal officers (to be known as Interested Persons). In connection with any actual or possible conflicts of interest, any member of the Board of Directors of the filing organization or any principal officer of the filing organization (i.e. Interested Persons) must disclose the existence of any financial interest with the filing organization and must be given the opportunity to disclose all material facts concerning the financial interest/arrangement to the Board of Directors of the filing organization or to any members of a committee with board delegated powers that is considering the proposed transaction or arrangement. Subsequent to any disclosure of any financial interest/arrangement and all material facts, and after any discussion with the relevant Board member or principal officer, the remaining members of the Board of Directors or committee with board delegated powers shall discuss, analyze, and vote upon the potential financial interest/arrangement to determine if a conflict of interest exists. According to the filing organization's Conflict of Interest Policy, an Interested Person may make a presentation to the Board of Directors (or committee with board delegated powers), but after such presentation, shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement that results in a conflict of interest. Each Interested Person, as defined under the filing organization's Conflict of Interest Policy, shall annually sign a statement which affirms that such person has received a copy of the Conflict of Interests 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 Adventist Health System (AHS). The audited consolidated financial statements of AHS and of the AHS "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 AHS on a consolidated basis and for the grouping of AHS subsidiaries comprising the "Obligated Group". The filing organization does not generally make its governing documents or conflict of interest policy available to the public. |
| Part VII, Section A | For those Board of Director members and officers who devote less than full-time to the filing organization (based upon the average number of hours per week shown in column (B) on page 7 of the return) the compensation amounts shown in columns (E) and (F) on page 7 for Randall Haffner, Lars Houmann, Terry Shaw, and Paul Rathbun, were provided in conjunction with that person's responsibilities and roles in serving in an executive leadership position within Adventist Health System (AHS). Randall Haffner, Lars Houmann, Terry Shaw, and Paul Rathbun devote approximately 50 hours per week in conjunction with serving in their respective executive leadership position within AHS. |
| Part VIII, Lines 7a and 7c | The amounts shown in Part VIII Lines 7a and 7c 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 248,469,544. Management and general expenses 0. Fundraising expenses 0. Total expenses 248,469,544. Professional Fees: Program service expenses 120,598,417. Management and general expenses 0. Fundraising expenses 0. Total expenses 120,598,417. Purchased Medical Services: Program service expenses 4,807,305. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,807,305. Environmental Services: Program service expenses 1,105,918. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,105,918. Transcription Services: Program service expenses 331,147. Management and general expenses 0. Fundraising expenses 0. Total expenses 331,147. Recruiting: Program service expenses 428,244. Management and general expenses 0. Fundraising expenses 0. Total expenses 428,244. Food Service Contracts: Program service expenses 2,296,056. Management and general expenses 0. Fundraising expenses 0. Total expenses 2,296,056. Miscellaneous Purchased Services: Program service expenses 4,212,504. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,212,504. AHS Management Fees: Program service expenses 0. Management and general expenses 54,245,954. Fundraising expenses 0. Total expenses 54,245,954. Billing & Collection Services: Program service expenses 0. Management and general expenses 9,815,258. Fundraising expenses 0. Total expenses 9,815,258. AHS Shared Services Fee: Program service expenses 0. Management and general expenses 2,623,712. Fundraising expenses 0. Total expenses 2,623,712. EHR Management Fees: Program service expenses 0. Management and general expenses -30,839. Fundraising expenses 0. Total expenses -30,839. |
| Part X, Line 2 | The amounts shown on line 2 of Part X of this return include the filing organization's interest in a central investment pool maintained by Adventist Health System Sunbelt Healthcare Corporation, the filing organization's top-tier parent. The investments in the central investment pool are recorded at market value. |
| Form 990, Part XI, line 9: | Transfer to tax-exempt affiliates -43,005,147. Transfer to tax-exempt parent -45,139,216. Donated Property 5,468,917. SWAP loss amortization 2,452,820. Allocations from Tax-exempt Parent with respect to Debt 532,801. Transfer for expenses -495,163. Gifts 13,039,985. Other -5,763,473. Income on Restriction 13,002. Rounding -2. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp
Disregarded Entity Name DisregardedEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | IQ Orlando LLC | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 235 E Princeton Street Suite 220 | AddressLine1Txt |
| City | Orlando | CityNm |
| State Abbreviation | FL | StateAbbreviationCd |
| ZIP | 328045555 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 471121247 | EIN |
| Primary Activities | Design and innovation | PrimaryActivitiesTxt |
| Legal Domicile State | FL | LegalDomicileStateCd |
| Total Income | $0 | TotalIncomeAmt |
| End Of Year Assets | $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 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Adventist Bolingbrook Hospital | |||||||||||
| 500 Remington Blvd | Bolingbrook | IL | 60440 | 651219504 | Operation of Hospital & Related Services | IL | 501(c)(3) | Line 3 | Adventist Midwest Health | Yes (1) | |
| Adventist Care Centers - Courtland Inc | |||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 205774723 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Adventist GlenOaks Hospital | |||||||||||
| 701 Winthrop Avenue | Glendale Heights | IL | 60139 | 363208390 | Operation of Hospital & Related Services | IL | 501(c)(3) | Line 3 | Adventist Midwest Health | Yes (1) | |
| Adventist Hlth Mid-America Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 521347407 | Support of Affiliated Hospital | KS | 501(c)(3) | Line 12c, III-FI | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Adventist Hlth Partners Inc | |||||||||||
| 2601 Navistar Dr Bldg 4 Finance | Lisle | IL | 60532 | 364138353 | Operation of Physician Practices & Medical Services | IL | 501(c)(3) | Line 3 | AHS Midwest Management Inc | Yes (1) | |
| Adventist Hlth System Sunbelt Hlthcare Corp | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592170012 | Management Services | FL | 501(c)(3) | Line 12a, I | 0 | N/A | |
| Adventist Hlth System Georgia Inc | |||||||||||
| 1035 Red Bud Road | Calhoun | GA | 30701 | 581425000 | Operation of Hospital & Related Services | GA | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Hlth SystemSunbelt Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 591479658 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Hlth SystemTexas Inc | |||||||||||
| 11801 S Freeway | Burleson | TX | 76028 | 742578952 | Leasing Personnel to Affiliated Hospital | TX | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Adventist Midwest Health | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 362276984 | Operation of Hospital & Related Services | IL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Adventist University of Health Sciences Inc (630 Year End) | |||||||||||
| 671 Lake Winyah Drive | Orlando | FL | 32803 | 593069793 | Education/Operation of School | FL | 501(c)(3) | Line 2 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| AHP Specialty Care NFP | |||||||||||
| 2601 Navistar Dr Bldg 4 Finance | Lisle | IL | 60532 | 811105774 | Operation of Physician Practices & Medical Services | IL | 501(c)(3) | Line 3 | AHS Midwest Management Inc | Yes (1) | |
| AHS Midwest Management Inc | |||||||||||
| 2601 Navistar Dr Bldg 4 Finance | Lisle | IL | 60532 | 363354567 | Operation of Physician Practice Mgmt | IL | 501(c)(3) | Line 12a, I | Adventist Midwest Health | Yes (1) | |
| AHSCentral Texas Inc | |||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742621825 | Provide Office Space - Medical Professionals | TX | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Apopka Hlth Care Properties Inc | |||||||||||
| 305 E Oak Street | Apopka | FL | 32703 | 510605694 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Battle Creek Adventist Hospital | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 381359189 | Inactive | MI | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Bolingbrook Hospital Foundation | |||||||||||
| 500 Remington Blvd | Bolingbrook | IL | 60440 | 900494445 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| Bradford Heights Hlth & Rehab Center Inc | |||||||||||
| 950 Highpoint Drive | Hopkinsville | KY | 42240 | 205782342 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Burleson Nursing & Rehab Center Inc | |||||||||||
| 301 Huguley Blvd | Burleson | TX | 76028 | 205782243 | Operation of Home for the Aged/Hlthcare Delivery | TX | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Caldwell Hlth Care Properties Inc | |||||||||||
| 1333 West Main | Princeton | KY | 42445 | 510605680 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Central Texas Hlthcare Collaborative | |||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 453739929 | Support Operation of Hospital | TX | 501(c)(3) | Line 12a, I | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Centura Health Corporation | |||||||||||
| 9100 E Mineral Circle | Centennial | CO | 80112 | 841335382 | Joint Operating Company | CO | 501(c)(3) | Line 12a, I | 0 | N/A | |
| Chickasaw Hlth Care Properties Inc | |||||||||||
| 250 S Chickasaw Trail | Orlando | FL | 32825 | 510605681 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Chippewa Valley Hospital & Oakview Care Center Inc | |||||||||||
| 1220 Third Avenue West | Durand | WI | 54736 | 391365168 | Operation of Hospital & Related Services | WI | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Courtland Hlth Care Properties Inc | |||||||||||
| 730 Courtland Street | Orlando | FL | 32804 | 510605682 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Creekwood Place Nursing & Rehab Center Inc | |||||||||||
| 107 Boyles Drive | Russellville | KY | 42276 | 205782260 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Dairy Road Hlth Care Properties Inc | |||||||||||
| 7350 Dairy Road | Zephyrhills | FL | 33540 | 510605684 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| East Orlando Hlth & Rehab Center Inc | |||||||||||
| 250 S Chickasaw Trail | Orlando | FL | 32825 | 205774748 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Emory-Adventist Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 582171011 | Inactive | GA | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Fletcher Hospital Inc | |||||||||||
| 100 Hospital Drive | Hendersonville | NC | 28792 | 560543246 | Operation of Hospital & Related Svcs | NC | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| FLNC Inc | |||||||||||
| 3355 E Semoran Blvd | Apopka | FL | 32703 | 205774761 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Florida Hospital Dade City Inc (816-123117) | |||||||||||
| 13100 Fort King Road | Dade City | FL | 33525 | 822567308 | Inactive | 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 (1214-123117) | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 824372339 | Inactive | 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) | |
| Foundation for Shawnee Mission Medical Center Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 480868859 | Fund-raising for Tax-exempt hospital | KS | 501(c)(3) | Line 7 | Shawnee Mission Medical Center Inc | Yes (1) | |
| Fountain Inn Nursing & Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 472180518 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| GlenOaks Hospital Foundation | |||||||||||
| 701 Winthrop Avenue | Glendale Heights | IL | 60139 | 363926044 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| Helen Ellis Memorial Hospital Auxiliary Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 592106043 | Fund-raising for Tax-exempt hospital/foundation | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| Helen Ellis Memorial Hospital Foundation Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 593690149 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| Hinsdale Hospital Foundation | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 521466387 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| Hospice of the Comforter Inc | |||||||||||
| 480 W Central Parkway | Altamonte Springs | FL | 32714 | 592935928 | Operation of Hospice | FL | 501(c)(3) | Line 10 | The Comforter Health Care Group Inc | Yes (1) | |
| Hospice of the Comforter Foundation Inc | |||||||||||
| 480 W Central Parkway | Altamonte Springs | FL | 32714 | 271858033 | Inactive | FL | 501(c)(3) | Line 7 | The Comforter Health Care Group Inc | Yes (1) | |
| In-Motion Rehab Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 208023411 | Therapy services to tax exempt nursing homes | KS | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| La Grange Memorial Hospital Foundation | |||||||||||
| 5101 S Willow Springs Rd | La Grange | IL | 60525 | 300247776 | Fund-raising for Tax-exempt hospital | IL | 501(c)(3) | Line 7 | Midwest Hlth Foundation | 0 | |
| Lake County Health Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813923985 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Memorial Hlth Systems Foundation Inc | |||||||||||
| 305 Memorial Medical Pkwy 212 | Daytona Beach | FL | 32117 | 311771522 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 7 | 0 | N/A | |
| Memorial Hlth Systems Inc | |||||||||||
| 301 Memorial Medical Parkway | Daytona Beach | FL | 32117 | 590973502 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Memorial Hospital - West Volusia Inc | |||||||||||
| 701 West Plymouth Avenue | Deland | FL | 32720 | 593256803 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Memorial Hlth Systems Inc | Yes (1) | |
| Memorial Hospital Flagler Inc | |||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 592951990 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Memorial Hlth Systems Inc | Yes (1) | |
| Memorial Hospital Inc | |||||||||||
| 210 Marie Langdon Drive | Manchester | KY | 40962 | 610594620 | Operation of Hospital & Related Services | KY | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Merriam Hlth Care Properties Inc | |||||||||||
| 9700 West 62nd Street | Merriam | KS | 66203 | 364595806 | Lease to Related Organization | KS | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Metroplex Adventist Hospital Inc | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 742225672 | Operation of Hospital & Related Services | TX | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Metroplex Clinic Physicians Inc | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 113762050 | Physician Hlthcare services to the community | TX | 501(c)(3) | Line 3 | Metroplex Adventist Hospital Inc | Yes (1) | |
| Midwest Hlth Foundation | |||||||||||
| 120 North Oak Street | Hinsdale | IL | 60521 | 352230515 | Support of subsidiary Foundations | IL | 501(c)(3) | Line 12b, II | 0 | N/A | |
| Mills Hlth & Rehab Center Inc | |||||||||||
| 500 Beck Lane | Mayfield | KY | 42066 | 205782320 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Mission Strategies of Georgia Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 900866024 | Provision of support to the nursing home division | GA | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Missouri Adventist Hlth Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 431224729 | Support Hlth Care Services | MO | 501(c)(3) | Line 12d, III-O | Adventist Hlth Mid-America Inc | Yes (1) | |
| Ormond Beach Memorial Hospital Auxiliary Inc | |||||||||||
| 301 Memorial Medical Parkway | Daytona Beach | FL | 32117 | 591721962 | Volunteer support services | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| Osceola Health Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813165729 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Overland Park Nursing & Rehab Center Inc | |||||||||||
| 6501 West 75th Street | Overland Park | KS | 66204 | 205774821 | Operation of Home for the Aged/Hlthcare Delivery | KS | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Paragon Hlth Care Properties Inc | |||||||||||
| 950 Highpoint Drive | Hopkinsville | KY | 42240 | 510605686 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Pasco-Pinellas Hillsborough Community Hlth System Inc | |||||||||||
| 2600 Bruce B Downs Blvd | Wesley Chapel | FL | 33544 | 208488713 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Portercare Adventist Hlth System (630 Year End) | |||||||||||
| 9100 E Mineral Circle | Centennial | CO | 80112 | 840438224 | Operation of Hospital & Related Services | CO | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Princeton Hlth & Rehab Center Inc | |||||||||||
| 1333 West Main | Princeton | KY | 42445 | 205782272 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Princeton Professional Services Inc | |||||||||||
| 601 E Rollins Street | Orlando | FL | 32803 | 591191045 | Provision of Hlthcare Services | FL | 501(c)(3) | Line 10 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Quality Circle for Hlthcare Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 263789368 | Hlthcare Quality Services | FL | 501(c)(3) | Line 12a, I | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Resource Personnel Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 208040875 | Provide administrative support to tax exempt nursing homes | FL | 501(c)(3) | Line 12b, II | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Rocky Mountain Adventist Hlthcare Foundation (630 Year End) | |||||||||||
| 7995 E Prentice Ave 204 | Greenwood Village | CO | 80111 | 840745018 | Fund-raising for Tax-exempt hospital | CO | 501(c)(3) | Line 7 | 0 | N/A | |
| Rollins Brook Community Care Corp | |||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 461656773 | Support Operation of Hospital | TX | 501(c)(3) | Line 12a, I | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Russellville Hlth Care Properties Inc | |||||||||||
| 683 East Third Street | Russellville | KY | 42276 | 510605691 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| San Marcos Hlth Care Properties Inc | |||||||||||
| 1900 Medical Parkway | San Marcos | TX | 78666 | 510605693 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| San Marcos Nursing & Rehab Center Inc | |||||||||||
| 1900 Medical Parkway | San Marcos | TX | 78666 | 205782224 | Operation of Home for the Aged/Hlthcare Delivery | TX | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Hlth Care Inc | |||||||||||
| 6501 West 75th Street | Overland Park | KS | 66204 | 480952508 | Lease to Related Organization | KS | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Hlth Care Properties Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 813914908 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Shawnee Mission Medical Center Inc | |||||||||||
| 9100 W 74th Street | Shawnee Mission | KS | 66204 | 480637331 | Operation of Hospital & Related Services | KS | 501(c)(3) | Line 3 | Adventist Hlth Mid-America Inc | Yes (1) | |
| South Central Inc | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 593689740 | Management Support | GA | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| South Pasco Hlth Care Properties Inc | |||||||||||
| 38250 A Avenue | Zephyrhills | FL | 33542 | 510605679 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Southeast Volusia Healthcare Corp | |||||||||||
| 401 Palmetto Street | New Smyrna Beach | FL | 32168 | 473793197 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Southwest Volusia Hlth Services Inc | |||||||||||
| 1055 Saxon Blvd | Orange City | FL | 32763 | 593281591 | Medical Office Building for Hospital | FL | 501(c)(3) | Line 12a, I | Southwest Volusia Hlthcare Corp | Yes (1) | |
| Southwest Volusia Hlthcare Corp | |||||||||||
| 1055 Saxon Blvd | Orange City | FL | 32763 | 593149293 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Specialty Physicians of Central Texas Inc | |||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 208814408 | Physician Hlthcare services to the community | TX | 501(c)(3) | Line 3 | Adventist Hlth SystemSunbelt Inc | Yes (1) | |
| Spring View Hlth & Rehab Center Inc | |||||||||||
| 718 Goodwin Lane | Leitchfield | KY | 42754 | 205782288 | Operation of Home for the Aged/Hlthcare Delivery | KY | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Sunbelt Hlth & Rehab Center - Apopka Inc | |||||||||||
| 305 East Oak Street | Apopka | FL | 32703 | 205774856 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Sunbelt Hlth Care Centers Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 581473135 | Management Services | TN | 501(c)(3) | Line 12b, II | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| SunSystem Development Corp | |||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 592219301 | Fund Raising for Affiliated Tax-Exempt Hospitals | FL | 501(c)(3) | Line 7 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| Tarpon Springs Hospital Foundation Inc | |||||||||||
| 1395 S Pinellas Ave | Tarpon Springs | FL | 34689 | 590898901 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | University Community Hospital Inc | Yes (1) | |
| Tarrant County Hlth Care Properties Inc | |||||||||||
| 301 Huguley Blvd | Burleson | TX | 76028 | 510605677 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Taylor Creek Hlth Care Properties Inc | |||||||||||
| 718 Goodwin Lane | Leitchfield | KY | 42754 | 510605678 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| The Comforter Health Care Group Inc | |||||||||||
| 605 Montgomery Road | Altamonte Springs | FL | 32714 | 271857940 | Lease to Related Organization | FL | 501(c)(3) | Line 12c, III-FI | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| The Volunteer Auxiliary of Florida Hospital - Flagler Inc | |||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 592486582 | Volunteer support services | FL | 501(c)(3) | Line 12c, III-FI | 0 | N/A | |
| Tri-County Nursing and Rehab Center Inc | |||||||||||
| 485 North Keller Road 250 | Maitland | FL | 32751 | 472219363 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Trinity Nursing & Rehab Center Inc | |||||||||||
| 9700 West 62nd Street | Merriam | KS | 66203 | 205774890 | Operation of Home for the Aged/Hlthcare Delivery | KS | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| University Community Hospital Foundation Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 592554889 | Fund-raising for Tax-exempt hospital | FL | 501(c)(3) | Line 12a, I | 0 | N/A | |
| University Community Hospital Specialty Care Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 593231322 | Inactive | FL | 501(c)(3) | Line 12a, I | University Community Hospital Inc | Yes (1) | |
| University Community Hospital Inc | |||||||||||
| 3100 E Fletcher Ave | Tampa | FL | 33613 | 591113901 | Operation of Hospital & Related Services | FL | 501(c)(3) | Line 3 | Adventist Hlth System Sunbelt Hlthcare Corp | Yes (1) | |
| West Kentucky Hlth Care Properties Inc | |||||||||||
| 500 Beck Lane | Mayfield | KY | 42066 | 510605676 | Lease to Related Organization | GA | 501(c)(3) | Line 12c, III-FI | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Zephyr Haven Hlth & Rehab Center Inc | |||||||||||
| 38250 A Avenue | Zephyrhills | FL | 33542 | 205774930 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
| Zephyrhills Hlth & Rehab Center Inc | |||||||||||
| 7350 Dairy Road | Zephyrhills | FL | 33540 | 205774967 | Operation of Home for the Aged/Hlthcare Delivery | FL | 501(c)(3) | Line 10 | Sunbelt Hlth Care Centers Inc | Yes (1) | |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (7 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Clear Creek MOB Ltd | ||||||||||||||
| 2201 S Clear Creek Rd | Killeen | TX | 76549 | 742609195 | Real Estate | TX | N/A | |||||||
| Florida Hospital DMERT LLC | ||||||||||||||
| 500 Winderley Place Ste 324 | Maitland | FL | 32751 | 202392253 | Medical Equipment | FL | N/A | |||||||
| Florida Hospital Home Infusion LLP | ||||||||||||||
| 500 Winderley Place Ste 324 | Maitland | FL | 32751 | 593142824 | Home Infusion Services | FL | N/A | |||||||
| Functional Neurosurgical Ambulatory Surgery Ctr LLC | ||||||||||||||
| 11 W Dry Creek Circle 120 | Littleton | CO | 80120 | 464426708 | Surgery Center | CO | N/A | |||||||
| PAHSLarkin Ventures LLC | ||||||||||||||
| 9100 E Mineral Cir | Centennial | CO | 80112 | 474211060 | Medical Services | CO | N/A | |||||||
| Princeton Homecare Services LLC | ||||||||||||||
| 600 Courtland Street Ste 300 | Orlando | FL | 32804 | 814196648 | Operation of Home Health Agency | FL | N/A | |||||||
| San Marcos MRI LP | ||||||||||||||
| 1330 Wonder World Dr Ste 202 | San Marcos | TX | 78666 | 770597972 | Imaging & Testing | TX | Adventist Hlth SystemSunbelt Inc | Related | $5,815 | $314,256 | 0 | 0 | 0.60000 | |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (20 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Altamonte Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855792 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $132,207 | $403,306 | 0.61260 | Yes (1) | |
| Apopka Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 593000857 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $38,825 | $36,325 | 1.00000 | Yes (1) | |
| CC MOB Inc | |||||||||||||
| 2201 S Clear Creek Road | Killeen | TX | 76549 | 742616875 | Real Estate Rental | TX | C | Yes (1) | N/A | ||||
| Central Texas Medical Associates | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742729873 | Inactive | TX | Adventist Hlth SystemSunbelt Inc | C | 1.00000 | Yes (1) | |||
| Central Texas Providers Network | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 742827652 | Physician Hospital Org. | TX | Adventist Hlth SystemSunbelt Inc | C | $134,831 | $167,932 | 1.00000 | Yes (1) | |
| Florida Hospital Flagler Medical Offices Association Inc | |||||||||||||
| 60 Memorial Medical Parkway | Palm Coast | FL | 32164 | 262158309 | Condo Association | FL | C | Yes (1) | N/A | ||||
| Florida Hosp Hlth Village Property Owner's Assoc Inc | |||||||||||||
| 550 E Rollins Street 7th Floor | Orlando | FL | 32803 | 821748255 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | 1.00000 | Yes (1) | |||
| Florida Hospital Healthcare System Inc | |||||||||||||
| 101 Southhall Lane Ste 150 | Maitland | FL | 32751 | 593215680 | PHSO | FL | Adventist Hlth SystemSunbelt Inc | C | $14,635,499 | $21,786,172 | 1.00000 | Yes (1) | |
| Florida Medical Plaza Condominium Association Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 592855791 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $560,705 | $2,807,466 | 0.83000 | Yes (1) | |
| Florida Memorial Health Network Inc | |||||||||||||
| 770 W Granada Blvd Ste 317 | Ormond Beach | FL | 32174 | 593403558 | Physician Hospital Org. | FL | C | Yes (1) | N/A | ||||
| Kissimmee Multispecialty Clinic Condominium Association Inc | |||||||||||||
| 201 Hilda Street Suite 30 | Kissimmee | FL | 34741 | 593539564 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $67,559 | $81,339 | 0.55000 | Yes (1) | |
| LN Health Partners Inc | |||||||||||||
| 550 E Rollins Street 6th Floor | Orlando | FL | 32803 | 813556903 | Inactive | FL | C | Yes (1) | N/A | ||||
| Midwest Management Services Inc | |||||||||||||
| 9100 West 74th Street | Shawnee Mission | KS | 66204 | 480901551 | Inactive | KS | C | Yes (1) | N/A | ||||
| North American Health Services Inc & Sub | |||||||||||||
| 900 Hope Way | Altamonte Springs | FL | 32714 | 621041820 | Lessor/Holding Co. | TN | C | Yes (1) | N/A | ||||
| Ormond Prof Associates Condo Assoc'n Inc (430 year end) | |||||||||||||
| 770 W Granada Blvd Ste 101 | Ormond Beach | FL | 32174 | 592694434 | Condo Association | FL | C | Yes (1) | N/A | ||||
| Park Ridge Property Owner's Association Inc | |||||||||||||
| 1 Park Place Naples Road | Fletcher | NC | 28732 | 030380531 | Condo Association | NC | C | Yes (1) | N/A | ||||
| Porter Affiliated Health Services Inc | |||||||||||||
| 2525 S Downing Street | Denver | CO | 80210 | 840956175 | Healthcare Services | CO | C | Yes (1) | N/A | ||||
| San Marcos Regional MRI Inc | |||||||||||||
| 1301 Wonder World Drive | San Marcos | TX | 78666 | 770597968 | Holding Company | TX | Adventist Hlth SystemSunbelt Inc | C | $214 | $12,940 | 1.00000 | Yes (1) | |
| The Garden Retirement Community Inc | |||||||||||||
| 485 North Keller Road Ste 250 | Maitland | FL | 32751 | 593414055 | Real Estate Rental | FL | C | Yes (1) | N/A | ||||
| Winter Park Medical Office Building I Condo Assoc Inc | |||||||||||||
| 601 East Rollins Street | Orlando | FL | 32803 | 452228478 | Condo Association | FL | Adventist Hlth SystemSunbelt Inc | C | $145,514 | $76,614 | 0.52000 | Yes (1) | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | Yes (1) | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 0 | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (1) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (1) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (1) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | 0 | SharingOfFacilitiesInd |
| Paid Employees Sharing | 0 | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (1) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (1) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (1) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (56 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Adventist Care Centers Courtland Inc | ||
| B | $1,646,646 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| A | $1,502,400 | FMV Rental Rate |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| B | $45,139,217 | Actual Amount Given |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| M | $167,873,346 | % of Facility's Operating Exp |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| P | $238,262,979 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| Q | $6,550,566 | Cost |
| Adventist Health System Sunbelt Healthcare Corporation | ||
| S | $1,800,374 | Actual Amount Received |
| Adventist Health Partners Inc | ||
| L | $52,008 | Cost Plus Appropriate % |
| Adventist Midwest Health | ||
| L | $67,049 | Cost Plus Appropriate % |
| Adventist University of Health Sciences | ||
| A | $3,234,060 | FMV Rental Rate |
| Adventist University of Health Sciences | ||
| B | $331,913 | Actual Amount Given |
| Adventist University of Health Sciences | ||
| Q | $22,394,435 | Cost |
| Adventist University of Health Sciences | ||
| R | $5,872,967 | Actual Amount Given |
| AHSCentral Texas Inc | ||
| A | $134,586 | FMV Rental Rate |
| Central Texas Healthcare Collaborative | ||
| B | $671,970 | Actual Amount Given |
| East Orlando Health & Rehab Center Inc | ||
| B | $2,746,476 | Actual Amount Given |
| FLNC Inc | ||
| B | $3,169,958 | Actual Amount Given |
| Florida Hospital Healthcare System Inc | ||
| A | $95,696 | FMV Rental Rate |
| Florida Hospital Healthcare System Inc | ||
| L | $240,402 | Cost plus Appropriate % |
| Florida Hospital Healthcare System Inc | ||
| M | $90,000 | Cost plus Appropriate % |
| FLorida Hospital Healthcare System Inc | ||
| R | $32,797,473 | Actual Amount Given |
| Florida Hospital Home Infusion LLP | ||
| L | $420,637 | Cost plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| A | $11,237,693 | FMV Rental Rate |
| Florida Hospital Medical Group Inc | ||
| K | $289,754 | FMV Rental Rate |
| Florida Hospital Medical Group Inc | ||
| L | $28,518,564 | Cost Plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| M | $99,064,119 | Cost Plus Appropriate % |
| Florida Hospital Medical Group Inc | ||
| P | $20,542,922 | Cost |
| Florida Hospital Medical Group Inc | ||
| Q | $4,319,479 | Cost |
| FLorida Hospital Medical Group Inc | ||
| R | $8,456,877 | Actual Amount Given |
| Florida Hospital Waterman Inc | ||
| L | $1,112,270 | Cost Plus Appropriate % |
| Florida Hospital Zephyrhills Inc | ||
| L | $866,788 | Cost Plus Appropriate % |
| Florida Hospital Zephyrhills Inc | ||
| S | $208,122 | Actual Amount Received |
| Hospice of the Comforter | ||
| B | $2,376,101 | Actual Amount Given |
| Hospice of the Comforter | ||
| K | $219,392 | FMV Rental Rate |
| Hospice of the Comforter | ||
| L | $1,044,666 | Cost Plus Appropriate % |
| Memorial Health Systems Inc | ||
| L | $1,770,766 | Cost Plus Appropriate % |
| Memorial Health Systems Inc | ||
| R | $540,028 | Actual Amount Given |
| Memorial Health Systems Inc | ||
| S | $3,305,689 | Actual Amount Received |
| Memorial Hospital Inc | ||
| L | $100,800 | Cost Plus Appropriate % |
| Memorial Hospital - Flagler Inc | ||
| L | $733,476 | Cost Plus Appropriate % |
| Memorial Hospital - West Volusia Inc | ||
| L | $695,287 | Cost Plus Appropriate % |
| Pasco-Pinellas Hillsborough Community Health System Inc | ||
| L | $190,414 | Cost Plus Appropriate % |
| Princeton Homecare Services LLC | ||
| A | $134,820 | FMV Rental Rate |
| Shawnee Mission Medical Center Inc | ||
| L | $1,488,571 | Cost Plus Appropriate % |
| Shawnee Mission Medical Center Inc | ||
| Q | $7,055,986 | Cost |
| Southeast Volusia Healthcare Corporation | ||
| Q | $59,437 | Cost |
| Southwest Volusia Healthcare Corporation | ||
| L | $783,971 | Cost |
| Southwest Volusia Healthcare Corporation | ||
| S | $791,503 | Cost |
| Specialty Physicians of Central Texas Inc | ||
| R | $5,480,385 | Actual Amount Given |
| Sunbelt Health & Rehab Center Apopka Inc | ||
| B | $848,296 | Actual Amount Given |
| Sunsystem Development Corporation | ||
| B | $5,041,279 | Actual Amount Given |
| Sunsystem Development Corporation | ||
| C | $17,048,533 | Actual Amount Received |
| Sunsystem Development Corporation | ||
| L | $309,613 | Cost Plus Appropriate % |
| Sunsystem Development Corporation | ||
| Q | $3,463,342 | Cost |
| University Community Hospital Inc | ||
| P | $994,423 | Cost |
| University Community Hospital Inc | ||
| R | $385,713 | Cost |