2014-08-11T13:14:53-05:00 2013-09-30 Grant Thornton LLP 200 South Orange Avenue Suite 2050 Orlando FL 32801 990 2012-10-01 800764192 Orlando Health Central Inc % MICHAEL MUELLER ORLA 4072961000 10000 W Colonial Drive Suite Ocoee FL 34761 MICHAEL E MUELLER 4072961802 2014-07-28 true Paul Hagge 4074815100 2014-07-24 2012 2015-11-30 17:44:51Z Health Central Greg Ohe 10000 W Colonial Drive Ocoee FL 34761 198061832 false X www.healthcentral.org X 2011 FL TO IMPROVE THE HEALTH OF OUR COMMUNITY BY PROVIDING SAFE, QUALITY HEALTHCARE SERVICES IN AN ATMOSPHERE OF CARING. 10 6 1862 399 0 0 45530 7082 72308045 180904460 669492 2312414 152867 100788 73175934 183324744 0 0 0 0 38191519 84750598 0 0 0 37281616 80165788 75473135 164916386 -2297201 18408358 199567693 207952266 200674344 191809444 -1106651 16142822 X ORLANDO HEALTH CENTRAL IS A TRUSTED LEADER INSPIRING HOPE THROUGH THE ADVANCEMENT OF HEALTH. OUR MISSION IS TO IMPROVE THE HEALTH OF OUR COMMUNITY BY PROVIDING SAFE, QUALITY HEALTHCARE SERVICES IN AN ATMOSPHERE OF CARING. false false 128156892 156928367 ORLANDO HEALTH CENTRAL, INC., DBA, HEALTH CENTRAL PROVIDES HIGH QUALITY INPATIENT, OUTPATIENT, AND EMERGENCY HEALTHCARE TO THE PEOPLE OF WEST ORANGE COUNTY THROUGH ITS HOSPITAL AND VARIOUS OUTPATIENT FACILITIES. PREVIOUSLY OWNED AND OPERATED UNDER THE WEST ORANGE HEALTHCARE DISTRICT, WE HAVE SERVED THE WEST ORANGE COUNTY'S SURGICAL, MATERNITY AND GENERAL HEALTHCARE NEEDS SINCE 1952. IN AN EFFORT TO ACHIEVE ITS OBJECTIVE OF BEING A STATE-OF-THE-ART, FULL-SERVICE HOSPITAL THAT WILL MEET THE FUTURE NEEDS OF ITS COMMUNITY AND BECOME A FACILITY OF CHOICE FOR AREA RESIDENTS IN OCOEE, THE WEST ORANGE HEALTHCARE DISTRICT TRANSITIONED THE HOSPITAL CARE TO HEALTH CENTRAL. HEALTH CENTRAL DELIVERS COMPREHENSIVE HEALTHCARE SERVICES IN ITS 440,000-SQUARE-FOOT, INTEGRATED MEDICAL MALL WHICH INCLUDES A 171-BED JCAHO ACCREDITED ACUTE CARE HOSPITAL AND PHYSICIAN OFFICES, AS WELL AS A 34-BED EMERGENCY CENTER. DURING THE FISCAL YEAR ENDED SEPTEMBER 30, 2013, HEALTH CENTRAL FACILITIES PROVIDED 47,351 DAYS OF INPATIENT CARE, 27,695 OUTPATIENT VISITS, AND 63,764 EMERGENCY DEPARTMENT VISITS. IN ACCORDANCE WITH ITS MISSION, HEALTH CENTRAL PROVIDED EXTENSIVE CARE TO PATIENTS WHO MEET ITS CHARITY CARE GUIDELINES WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. HEALTH CENTRAL ALSO OFFERS COMMUNITY EDUCATION, SCHOOL INITIATIVES AND SUPPORT GROUPS. AS A NOT-FOR-PROFIT HEALTHCARE PROVIDER, THE CULTURE OF CARING AT HEALTH CENTRAL TOUCHES THE LIVES OF MANY THROUGHOUT THE GREATER WEST ORANGE COUNTY AREA. HEALTH CENTRAL'S PHYSICIANS, EMPLOYEES AND VOLUNTEERS KNOW THAT HEALTHCARE EXTENDS BEYOND THE WALLS OF THE HOSPITAL. OUR DEDICATED MEDICAL PROFESSIONALS AND VOLUNTEERS OFTEN CONTRIBUTE TO THE COMMUNITY OUTSIDE THE ORGANIZATION, EDUCATING THEIR NEIGHBORS AND PROVIDING MEDICAL CARE TO OTHERS IN THE REGION. HEALTH CENTRAL DEMONSTRATES A COMMITMENT TO PROMOTING HEALTH, WELL-BEING AND A CARING SPIRIT THROUGHOUT THE COMMUNITY BY ORGANIZING AND PROVIDING SERVICES RANGING FROM WELLNESS EVENTS AND SCREENINGS, TO FLU SHOTS AND HIGH SCHOOL PHYSICALS. THESE ACTIVITIES BRING LITTLE OR NO PAYMENT TO OUR HOSPITAL, BUT ARE SUSTAINED BECAUSE THEY ARE VALUABLE TO OUR REGION AND SUPPORT OUR MISSION. ---COMMUNITY PROGRAMS AND SERVICES--- COMMUNITY OUTREACH SUPPORT / EDUCATION GROUPS COMMUNITY WELLNESS COMMUNITY HEALTH FAIRS PASTORAL OUTREACH & SPIRITUAL CARE ---VALUE TO THE COMMUNITY--- FISCAL YEAR 2013: BY OFFERING THE BEST QUALITY OF CARE, RESPONDING TO COMMUNITY NEEDS AND CONCENTRATING RESOURCES IN AREAS THAT TRULY MAKE A DIFFERENCE, HEALTH CENTRAL MAINTAINS A RICH TRADITION OF PROVIDING A BENEFIT TO THE COMMUNITY. OUR COMMUNITY BENEFIT EFFORT IS A MEASURED APPROACH TO MEETING IDENTIFIED COMMUNITY HEALTH NEEDS, PARTICULARLY IN THE VULNERABLE, UNINSURED AND UNDERSERVED COMMUNITIES. AS A NOT-FOR-PROFIT, COMMUNITY-BASED ORGANIZATION, HEALTH CENTRAL IS DEDICATED TO IMPROVING THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. HEALTH CENTRAL IS COMMITTED TO CHARITY CARE, WHICH IS THE PROVISION OF MEDICAL ATTENTION AND SERVICES TO THE REGION'S MOST VULNERABLE AND UNINSURED, REGARDLESS OF A PATIENT'S ABILITY underserved communities. As a not-for-profit, community-based organization, Health Central is dedicated to improving the health and well-being of the people we serve. Health Central is committed to charity care, which is the provision of medical attention and services to the region's most vulnerable and uninsured, regardless of a patient's ability to pay, a patient's insufficient health insurance coverage, or the existence of any government-sponsored programs covering the full cost of services. In Fiscal year 2013, Health Central provided $3,963,215 in charity care, and $2,898,055 in Medicaid shortfalls. Community Education: Health Central University is dedicated to furthering the health related education of the community. Classes are available to area residents as well as continuing education for our healthcare professionals. Health Central University consists of six academies: Community Health, Clinical Excellence, Health Central Way, Leadership Development, Physician Excellence, and Professional Development. Each academy is governed by an Advisory Council whose members are responsible for the planning, development and implementation of all the courses offered at Health Central University. Health Central University provides diabetes education to the community by offering the Health Central Diabetes Center, accredited by the American Diabetic Association. It strives to bring education, wellness and fitness to diabetics. It is a comprehensive program, which helps those who are pre-diabetics, newly diagnosed, Gestational diabetes or those who just need help with blood glucose control. Classes are in a group setting. Individual times can be scheduled as needed. The education offered by Health Central University is held in various locations on the hospital campus. Health Central University is governed by an Advisory Board composed of representatives from each of the advisory councils, representatives from Orlando Health Central's Board of Directors, Valencia Community College, University of Central Florida, DeVry University, VITAS, an MD champion and hospital administration. 14728669 20338428 ORLANDO HEALTH CENTRAL, INC. PROVIDES LONG-TERM NURSING CARE TO OUR COMMUNITY THROUGH HEALTH CENTRAL PARK, A 228 BED, MULTI-BUILDING CAMPUS. HEALTH CENTRAL PARK CONSISTS OF 5 NEIGHBORHOODS (NURSING WINGS) INCLUDING A POST ACUTE CARE FOR SHORT TERM REHAB WITH 46 BEDS WITH AN AVERAGE LENGTH OF STAY OF 24 DAYS; A GATED COMMUNITY, WHICH SPECIALIZES IN PROVIDING PROGRAMS AND SERVICES FOR ALZHEIMER'S/DEMENTIA TYPE RESIDENTS FOR 49 RESIDENTS AND AN ADDITIONAL THREE NEIGHBORHOODS PROVIDING CARE TO LONG-TERM-CARE RESIDENTS. WE PROVIDE RESIDENT CENTERED CARE. WE ARE RESTRAINT-FREE AND HAVE EXCELLENT OUTCOMES IN WOUND CARE, PAIN MANAGEMENT, WEIGHT MANAGEMENT. WE ALSO PROVIDE IV THERAPY, HYPERTENSION MANAGEMENT, MEDICATION MANAGEMENT, DIABETIC MANAGEMENT, DEMENTIA CARE, RESTORATIVE NURSING CARE AND PALLIATIVE CARE. HEALTH CENTRAL PARK PROVIDES FULL THERAPY SERVICES 7 DAYS A WEEK, 12 HOURS A DAY. OUR THERAPY PATIENTS HAVE EXCELLENT OUTCOMES AND AFTER DISCHARGE USUALLY CONTINUE THEIR THERAPY AS OUTPATIENTS. ON ANY GIVEN DAY WE HAVE ABOUT 65 TO 70 PATIENTS IN THERAPY. OUR MAIN PROGRAM IS OUR ORTHOPEDIC PROGRAM OF EXCELLENCE; THE LENGTH OF STAY FOR OUR KNEE PATIENTS IS 15 DAYS AND HIPS AVERAGE 23 DAYS AND WE HAVE ABOUT 25 ORTHOPEDIC PATIENTS PER MONTH. OUR THERAPY SATISFACTION IS 9% HIGHER THAN OUR PEERS. HEALTH CENTRAL PARK'S WORKFORCE IS MADE UP OF ABOUT 265 EMPLOYEES, WITH NURSING DEPARTMENT BEING THE LARGEST OF ABOUT 180; 115 OF WHICH ARE C.N.A'S. WE ARE PRIVILEGED TO HAVE A FULL TIME NURSE PRACTITIONER WHICH ACTS AS THE PHYSICIAN EXTENDER AND ATTENDS TO URGENT AND OTHER MEDICAL NEEDS ON A TIMELY BASIS. WE ALSO HAVE A FULL TIME DIETICIAN AND A NUTRITIONAL SPECIALIST TO ADDRESS THE CLINICAL DIETARY NEEDS OF OUR RESIDENTS. OUR SOCIAL WORKERS DO DISCHARGE PLANNING AND ASSIST WITH THE PSYCHO-SOCIAL NEEDS OF THE RESIDENTS ALONG WITH OUR FULL RECREATION DEPARTMENTS. OUR STAFF TURNOVER LAST YEAR WAS AT 16% (STATE AVERAGE IS ABOUT 30%). THE AMERICAN HEALTH CARE ASSOCIATION ANNOUNCED HEALTH CENTRAL PARK AS A 2011 RECIPIENT OF THE SILVER - ACHIEVEMENT IN QUALITY NATIONAL QUALITY AWARD FOR ITS OUTSTANDING PERFORMANCE IN THE HEALTH CARE PROFESSION. THE PRESTIGIOUS AWARD HIGHLIGHTS SELECT FACILITIES ACROSS THE NATION THAT SERVE AS MODELS OF EXCELLENCE FOR PROVIDING HIGH QUALITY LONG TERM CARE. VERY FEW OF THE 700 SKILLED NURSING FACILITIES IN FLORIDA HAVE ACHIEVED THIS LEVEL OF QUALITY SINCE THE AWARD'S INCEPTION IN 1996. HEALTH CENTRAL PARK HAS BEEN CONSISTENT IN ITS PERFORMANCE AND DEDICATION TO PROVIDING HIGH-QUALITY CARE. VOLUNTEERS SUPPLEMENT OUR STAFF TO HELP ENHANCE QUALITY OF LIFE. THEY PROVIDE ABOUT 1260 HOURS OF SERVICE PER MONTH. 4120382 3697874 PHYSICIANS SERVICES: ORLANDO HEALTH CENTRAL, INC. PROVIDES PHYSICIANS SERVICES THROUGH WEST ORANGE PHYSICIANS GROUP, LLC (WOPG), A MULTI-SPECIALTY PRACTICE, INCLUDING SERVICES REALTED TO INTERNAL MEDICINE, OBSTETRICS/GYNECOLOGY, AND GENERAL SURGERY. WOPG SERVES AS AN INTEGRAL COMPONENT OF ORLANDO HEALTH CENTRAL, INC.'S INTEGRATED DELIVERY SYSTEM THROUGH THE PROVISION OF HEALTH CARE SERVICES TO THE COMMUNITY THEY SERVE. WOPG PROVIDED 27,429 PHYSICIAN VISITS FOR THE FISCAL YEAR 2013. 147005943 true false false true false false false false false false true false false false true true false true false false false false false false false false true true false false true false false false false false false false true false false false false true true true true false false true 134 0 true 1862 true false false false false false false false false false false X 10 6 false false false false true true true true true false false true true true true true true false false false X MICHAEL MUELLER 4072961802 10000 W COLONIAL DRIVE Ocoee FL 34761 X Kathy Aber 5.0 X 0 0 0 Ann Blakeslee 5.0 X 0 0 0 Becky Cherney 5.0 X 0 0 0 Samuel Davis Jr 5.0 X 0 0 0 Jamal A Hakim MD 5.0 42.0 X 0 650531 45334 Stephan J Harr 5.0 38.0 X 0 516410 67056 Randy June 5.0 X 0 0 0 Michael Mercado MD 5.0 X 0 0 0 Robert A Miles 5.0 37.0 X 0 312747 88587 John Rinehart 5.0 X 0 0 0 J Richard Schooler 5.0 35.0 X 0 399915 125022 Sherrie H Sitarik 5.0 41.0 X 0 878868 226730 Gregory P Ohe 38.0 4.0 X 0 272280 49001 Michael E Mueller 40.0 X 0 231229 49538 Jennifer L McCarthy 40.0 X 0 29988 1575 James B Rodier 40.0 X 244523 0 48771 Christina M McGuirk 40.0 X 0 106056 42430 Shareen Oloufa 40.0 X 251487 0 32627 Carlos Dieguez 40.0 X 244664 0 48460 Carlos Trillo 40.0 X 220014 0 11119 Wm Kelly Bowman 40.0 X 194019 0 44192 Adnan Khan 40.0 X 172122 0 57593 1326829 3398024 938035 6 false true false NONE 0 7082 7082 NET PATIENT SERVICE REVENUE 621500 176276168 176276168 CAFETERIA REVENUE 621990 1284939 1284939 RELATED PARTY RENT 621990 1466466 1466466 OTHER PROGRAM REVENUE 621990 1876887 1876887 180904460 598978 598978 0 0 1492635 1452057 40578 0 40578 40578 14998467 13093398 191633 1905069 -191633 1713436 1713436 0 0 0 OTHER 900099 60210 60210 60210 183324744 180964670 2352992 0 0 0 0 0 0 67581361 61555106 6026255 2290068 2114328 175740 10002593 9110658 891935 4876576 4391717 484859 97669 97669 219008 219008 96826 96826 0 0 75000 75000 3814258 2477096 1337162 528632 51512 477120 4838422 2958506 1879916 2779635 478598 2301037 0 8363750 8032770 330980 268478 116677 151801 0 1299 1299 6536374 6536374 0 7347363 7331011 16352 2537442 2537442 SALES TAX 565369 565369 MEDICAL SUPPLIES 27998918 27998918 PURCHASED SERVICES 13597889 10151437 3446452 OTHER 499456 499456 164916386 147005943 17910443 0 433770 8695416 0 0 0 0 41775113 29553542 0 0 0 0 305002 153691 953204 863357 4519559 4593447 125735940 11842567 114284961 113893373 35543827 49661779 0 0 0 0 972805 537661 779452 0 199567693 207952266 19282634 20183625 0 0 16153 33649 0 0 0 0 0 0 181300000 171515000 0 0 75557 77170 200674344 191809444 X -1106651 16142822 0 0 0 0 -1106651 16142822 199567693 207952266 X 18408358 -293521 -865364 X X false true X true false X false true false false false false false false true 48323 48323 false OTHER POLITICAL ACTIVITIES Schedule C, Part II-B, Line 1b ASSESSING CURRENT STATE AND FEDERAL LEGISLATION WITH CONSULTANTS WHO ADIVSE HOW THE LEGISLATION WOULD AFFECT THE ORGANIZATION TOTALING $36,000. AMOUNTS REPORTED FROM VARIOUS HOSPITAL AND HEALTHCARE MEMBERSHIPS OF DUES USED FOR LOBBYING ACTIVITIES TOTALING $7,248. 23583988 23583988 67864166 4264423 63599743 2611600 334758 2276842 28136617 6894898 21241719 3539569 348488 3191081 113893373 0 LEASE DEPOSITS 77170 77170 X Liability for Uncertain Tax Position (ASC 740) Schedule D, Part X, Line 2 ORLANDO HEALTH AND THE SIGNIFICANT CONSOLIDATING ENTITIES ARE NOT-FOR-PROFIT CORPORATIONS, RECOGNIZED AS TAX-EXEMPT UNDER SECTION 501(A) AS AN ORGANIZATION DESCRIBED IN SECTIONS 501(C)(3) AND 501(E) OF THE INTERNAL REVENUE CODE OF 1986, CERTAIN OF THE CONTROLLED AFFILIATES ARE ORGANIZED AS FOR-PROFIT CORPORATIONS, BUT HAVE PRODUCED NET OPERATING LOSSES TO DATE. ACCORDINGLY, IN ACCORDANCE WITH THE INCOME TAXES TOPIC OF THE FINANCIAL ACCOUNTING STANDARDS BOARD (FASB) ACCOUNTING STANDARDS CODIFICATION, THESE ENTITIES HAVE RECOGNIZED DEFERRED TAX ASSETS ASSOCIATED WITH THEIR NET OPERATING LOSSES, ALONG WITH A FULL VALUATION ALLOWANCE SINCE IT IS UNLIKELY THAT THESE DEFERRED TAX ASSETS WILL BE REALIZED. true true X true X false true false false 8846865 8846865 0.05360 48658802 17007211 31651591 0.19190 57505667 17007211 40498456 0.24550 57505667 17007211 40498456 0.24550 true 4775695 33091376 32453795 637581 X true true 1 1 HEALTH CENTRAL HOSPITAL

10000 W COLONIAL DR OCOEE FL 34761

X X X A HEALTH CENTRAL HOSPITAL 1 true X X X X X X X X X 13 true true true X X X X X X X X X false false true true 150. false true X X X true true X X true false X X X X true X false false 1 HEALTH CENTRAL PARK

411 N DILLARD ST WINTER GARDEN FL 34787

SKILLED NURSING FACILITY Part I, Line 3c ALL UNINSURED AND UNDERSINSURED PATIENTS, REGARDLESS OF INCOME, ARE PROVIDED WITH A DISCOUNT EQUAL TO 75% OFF GROSS CHARGES. Part I, Line 7, Column F BAD DEBT WAS REPORTED AS AN OFFSET TO PATIENT REVENUE AND NOT ON PART IX. THEREFORE, FORM 990, PART IX, LINE 25 DID NOT INCLUDE BAD DEBT EXPENSE. Part I, Line 7 THE AMOUNTS OF COSTS REPORTED ON LINE 7 PART I OF SCHEDULE H WERE DETERMINED BY UTILIZATION OF A COST-TO-CHARGE RATIO DERIVED FROM WORKSHEET 2 AS CONTAINED IN THE SCHEDULE H INSTRUCTIONS. Part III, Line 2 BAD DEBT EXPENSE REFLECTED IN PART III, LINE 2 REPRESENTS CHARGES WRITTEN OFF AS UNCOLLECTIBLE. BOTH DISCOUNTS AND PAYMENTS TO ACCOUNTS WILL REDUCE THE BAD DEBT EXPENSE, SHOULD THE ACCOUNT BE REPORTED AS BAD DEBT. THAT IS TO SAY, DISCOUNTS APPLIED TO ACCOUNTS ARE NOT REVERSED PRIOR TO DECLARING, ADJUSTING AND/OR WRITING OFF ACCOUNTS AS BAD DEBT. ALL ACCOUNTS WHICH ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT ARE REVIEWED TO DETERMINE THEIR ELIGIBILITY FOR FINANCIAL ASSISTANCE. IF SUFFICIENT DOCUMENTATION WAS NOT PROVIDED BY THE ACCOUNT HOLDER, ORLANDO HEALTH CENTRAL USES PREDICTIVE ANALYTICS TO DETERMINE IF THE FINANCIAL ASSISTANCE FOR ACCOUNTS ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT USES DATA DERIVED FROM THIRD PARTIES WHICH INCLUDE, BUT ARE NOT LIMITED TO DEMOGRAPHIC VERIFICATION, INCOME VERIFICATION, HOUSEHOLD SIZE VERIFICATION, PAYMENT HISTORY INFORMATION, PROPERTY OWNERSHIP INFORMATION, OCCUPATION INFORMATION, VEHICLE OWNERSHIP HISTORY AND VALUES AND HOME OWNERSHIP HISTORY AND VALUES. ONCE THIS DATA LOGIC IS APPLIED, IT BECOMES APPARENT IF THE ACCOUNT QUALIFIES FOR FINANCIAL ASSISTANCE. IF THE ACCOUNT DOES QUALIFY, PREVIOUS UNINSURED DISCOUNTS, BAD DEBT ADJUSTMENTS AND/OR WRITE OFFS ARE REVERSED AND THE NEW BALANCE REFLECTED IS RECLASSIFIED AS FINANCIAL ASSISTANCE OR CHARITY. Part III, Line 4 THE PROVISION FOR BAD DEBT EXPENSE, AS STATED IN THE FOOTNOTE OF THE AUDITED FINANCIAL STATEMENTS, IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED COLLECTIONS OF ACCOUNTS RECEIVABLE CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS. ACCOUNTS RECEIVABLE ARE WRITTEN OFF AND CHARGED TO THE PROVISION FOR BAD DEBTS AFTER COLLECTION EFFORTS HAVE BEEN FOLLOWED IN ACCORDANCE WITH THE SYSTEM'S POLICIES. RECOVERIES ARE TREATED AS A REDUCTION TO THE PROVISION FOR BAD DEBTS. PERIODICALLY, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCES BY PAYOR CATEGORY. Data related to payor sources of revenue and the results of this review are then used to establish an appropriate allowance for uncollectible receivables and provision for bad debts. Additionally, for receivables associated with services provided to patients who have third-party coverage, contractually due amounts are analyzed and compared to actual cash collected over time to enhance the quality of the estimate of the allowance for doubtful accounts and the provision for bad debts (for example, for expected uncollectible deductibles and copayments on accounts for which the third-party payor has not yet paid, or for payors who are known to be having financial difficulties that make the realization of amounts due unlikely). For receivables associated with self-pay patients (which includes both patients without insurance and patients with deductible and copayment balances due for which third-party coverage exists for part of the bill), a significant allowance for doubtful accounts is recorded on the basis of historical experience, which indicates that many patients are unable or unwilling to pay the portion of their bill for which they are financially responsible. An estimate of the difference between contracted rates and amounts actually collected, after all reasonable collection efforts have been exhausted, is charged to the provision for bad debts and credited to the allowance for doubtful accounts. Allowances for doubtful accounts increased $6,367,000 during the year ended September 30, 2013, from $113,138,000 at September 30, 2012, to $119,505,000 at September 30, 2013. The allowance for doubtful accounts includes $69,093,000, $63,960,000, and $55,306,000 in amounts due from third-party payors at September 30, 2013, 2012, or 2011, respectively. The allowance for doubtful accounts for self-pay hospital patients as a percent of related self-pay accounts receivable was 95%, 95%, and 92% at September 30, 2013, 2012, and 2011, respectively. Part III, Line 9B CONSISTENT FOR ALL PATIENTS AND COMPLY WITH APPLICABLE PROVISIONS OF STATE LAW. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, ORLANDO HEALTH CENTRAL PROVIDES ALL PATIENTS WITH INFORMATION REGARDING THE AVAILABILITY OF FINANCIAL ASSISTANCE. ORLANDO HEALTH CENTRAL PERFORMS A THOROUGH EVALUATION OF THE PATIENT'S FINANCIAL STATUS TO ENSURE THE UTILIZATION OF ALL AVAILABLE DISCOUNTS AND CHARITY CARE PROGRAMS AVAILABLE UNDER THEIR DISCOUNT AND CHARITY CARE POLICIES. THIS DETERMINATION PROCESS IS COMPLETED BEFORE ANY PATIENT'S ACCOUNT IS REMITTED TO COLLECTION. IT IS OUR POLICY NOT TO PURSUE COLLECTION PRACTICES AGAINST PATIENTS KNOWN TO QUALIFY FOR CHARITY CARE OR OTHER FINANCIAL ASSISTANCE. Part V, Section B, Line 2 THE COMMUNITY HEALTH NEEDS ASSESSMENT WAS COMPLETED AND IMPLEMENTED IN FEBRUARY 2014. Part V, Section B, Line 3 THE HEALTH COUNCIL OF EAST CENTRAL, FLORIDA, INC. (HEALTH COUNCIL), A PRIVATE, NOT-FOR-PROFIT HEALTHCARE PLANNING AGENCY PROVIDING RESEARCH, EDUCATION AND PROGRAM SUPPORT TO IMPROVE HEALTHCARE DELIVERY AND OUTCOMES CONDUCTED STAKEHOLDER INTERVIEWS ON BEHALF OF HEALTH CENTRAL HOSPITAL. THE HEALTH COUNCIL WORKED WITH REPRESENTATIVES FROM ALL THE HOSPITALS THAT PARTICIPATED IN THE ASSESSMENT TO ENSURE THE STAKEHOLDER LIST WAS INCLUSIVE AND REPRESENTATIVE OF THE COMMUNITY. THE MONTANA STATE LIBRARY COMMUNITY STAKEHOLDER TEMPLATE WAS USED AS A GUIDE TO IDENTIFY KEY INFORMANTS BY COUNTY. AS DEFINED BY THE PREVENTION INSTITUTE, BASIC ELEMENTS OF COMMUNITY DEVELOPMENT ARE FACTORS THAT INFLUENCE AN INDIVIDUAL'S ABILITY TO LEAD A HEALTHY, PRODUCTIVE LIFE. THESE ELEMENTS WERE USED TO DEVELOP THE FOUNDATION FOR THE INTERVIEW QUESTIONS. SEE BELOW. EQUITABLE OPPORTUNITIES: RACIAL JUSTICE, JOBS AND EDUCATION PLACE: PARKS AND OPEN SPACE, TRANSPORTATION, HOUSING, AIR, WATER AND SAFETY PEOPLE: SOCIAL NETWORKS AND WILLINGNESS TO ACT FOR THE COMMON GOOD HEALTHCARE SERVICES: PREVENTIVE, TREATMENT, ACCESS, CULTURAL COMPETENCY, AND EMERGENCY RESPONSE THE STAKEHOLDERS REPRESENTED BROAD POPULATIONS INCLUDING THE ELDERLY, MEDICAL UNDERSERVED, MINORITY GROUPS, AND LOW-INCOME POPULATOINS. APPENDIX D OF THE CHNA CONTAINS THE STAKEHOLDER LIST. Part V, Section B, Line 4 ORLANDO HEALTH: ARNOLD PALMER MEDICAL CENTER (ARNOLD PALMER HOSPITAL FOR CHILDREN, WINNIE PALMER HOSPITAL FOR WOMEN & BABIES), DR. P. PHILLIPS HOSPITAL HEALTH CENTRAL HOSPITAL, ORLANDO REGIONAL MEDICAL CENTER (UF HEALTH CANCER CENTER AT ORLANDO HEALTH), SOUTH SEMINOLE HOSPITAL FLORIDA HOSPITAL: FLORIDA HOSPITAL ALTAMONTE, FLORIDA HOSPITAL APOPKA, FLORIDA HOSPITAL CELEBRATION HEALTH, FLORIDA HOSPITAL EAST ORLANDO, FLORIDA HOSPITAL KISSIMMEE, FLORIDA HOSPITAL ORLANDO (FLORIDA HOSPITAL FOR CHILDREN) WINTER PARK MEMORIAL HOSPITAL LAKESIDE BEHAVIORAL HEALTHCARE: KENNEDY PLAZA, LAKESIDE PLACE APARTMENTS, PRINCETON PLAZA, RESIDENTIAL PLAZA FLORIDA DEPARTMENT OF HEALTH IN ORANGE COUNTY Part V, Section B, Line 5a Health Central Website: http://www.healthcentral.org/ Part V, Section B, Line 7 In support of our community benefit efforts, we recognize the importance of working with community partners. As a result, Orlando Health Central actively collaborates with local organizations and groups in order to make a difference in the health and quality of life in Central Florida. With our participation in the 2013 Community Health Needs Assessment (CHNA), Orlando Health Central will develop new and enhance established community benefit programs that address health needs identified through the CHNA. In fiscal year 2014 through fiscal year 2016, Orlando Health Central will develop and provide interventions for selected heath needs in an effort to improve the health status of residents in our community. In selecting the needs to address from the CHNA, a number of factors were taken into consideration including, but not limited to: individual Orlando Health Central data; community and hospital assets; ability to impact issue; current community benefit efforts; community partnerships; and opportunities for collaboration. Below is a summary of the health needs Orlando Health Central selected as areas of focus from the 2013 CHNA: - Heart Disease is a leading cause of death in not only the nation, but in our community. While it is a very costly health problem, it is among the most preventable health conditions. At Orlando Health Central, we developed a number of services and specialized clinics to help residents in our community become health and stay healthy in conjunction with our Orlando Health Heart Institute. These are just some of the reasons Orlando Health Central selected heart disease as a priority. With the Orlando Health Heart Institute, we will focus on heart disease prevention, detection, and the importance of maintaining a healthy lifestyle through education and community outreach. We will also develop and provide educational materials and literature for primary care physicians, community-based entities and other community partners for the purpose of distributing to the broader community in order to increase health literacy regarding heart disease. - Cancer is another leading cause of death in our community and the second leading cause of death in the nation. Specifically, more people die from lung cancer annually than any other type of cancer, exceeding the total deaths caused by breast cancer, colorectal cancer, and prostate cancer combined. Through our UF Health Cancer Center at Orlando Health, we house one of the largest, most comprehensive cancer programs in the State of Florida. As a result, Orlando Health selected lung cancer as a priority and will focus on lung cancer prevention. With the support of the UF Health Cancer Center at Orlando Health, Central Florida Area Health Education Centers (AHEC) Tobacco, and other community partners (i.e., schools, camps, after school programs) we will provide smoking cessation programs to adults and smoking prevention education to youth in our community. For those needs identified through the 2013 CHNA that did not emerge as an area of strategic priority during our prioritization process, Orlando Health Central does provide support and services for several of the remaining needs in some form or fashion. At the time of prioritization, we took into consideration the level to which some of the needs were already being addressed in the service area along with whether the identified need falls out of the scope of our expertise and resources. For the needs that we did not select, we will continue to provide support and services where appropriate. Below is the list of needs Orlando Health Central did not select following the 2013 CHNA and a brief description regarding our determination. - Diabetes - We currently provide programs and services for diabetes and work with and work with community partners that currently address diabetes. At this time, Healthy Orange Florida is focusing on the need which is a collaboration that Orlando Health Central and our parent organization, Orlando Health, Inc. help found and is a member. Moreover, Orlando Health Central's focus on heart disease will impact diabetes. - Obesity - We currently provide programs and services for obesity and work with community partners that currently address this issue. Our focus on heart disease will impact obesity. In addition, our parent organization, Orlando Health Inc., is addressing through Arnold Palmer Hospital for Children and Winnie Palmer Hospital for Women & Babies. - Maternal and Child Health - We will continue to provide existing services and programs at Health Central and work with community partners that currently address maternal and child health matters. In addition, our parent organization, Orlando Health, Inc., is addressing issues that fall under maternal and child health through Arnold Palmer Hospital for Children and Winnie Palmer Hospital for Women & Babies. - Sexually Transmitted Diseases - We will continue to provide existing services for sexually transmitted diseases and work with our parent organization's Infectious Disease Physician Practice and community partners to address the need. - Substance Abuse - We do not have the expertise and resources to effectively address this need as a hospital. However, we currently provide support where appropriate and work with community partners that focus on this need. In addition, our parent organization, Orlando Health Inc., provides programs and services for substance abuse. - Mental Health - We do not have the expertise and resources to effectively address this need as a hospital. However, we currently provide support where appropriate and work with community partners that focus on this need. In addition, our parent organization, Orlando Health Inc., provides programs and services for substance abuse. - Chronic Disease Management - We currently provide programs and services for chronic disease management and work with community partners that also address the need. Through our focus on heart disease and cancer we will impact this need. In addition, Healthy Orange Florida's focus on diabetes falls under chronic disease management. Again, we are a founding member of this collaboration along with our parent organization; Orlando Health Inc. - Violent Crime - We do not have the expertise or resources to effectively address this need as a hospital. However, we currently provide support where appropriate and work with community partners that focus on this need. - Health Literacy - We will continue current initiatives that support the need in the community. Moreover, the focus on heart disease and cancer will help to increase health literacy in the community. - Single Parent Households - As a hospital system, we do have the expertise or resources to effectively address this need. However, we currently provide support where appropriate and work with community partners that focus on this need. - Motor Vehicle Accidents - We currently provide treatment and services for those impacted by motor vehicle accidents and work with community partners where appropriate. Our parent organization, Orlando Health INc., is addressing this need through Arnold Palmer Hospital for Children and Winnie Palmer Hospital for Women & Babies. - Access to Care - While we did not directly select this need, the priorities we did select support access to care. We will continue to provide services and community benefit efforts that support this need and work with community partners that help increase access to care i.e., Primary Care Access Network and the West Orange Health District. Part V, Section B, Line 11 ALL UNINSURED PATIENTS, REGARDLESS OF INCOME, ARE PROVIDED WITH A DISCOUNT EQUAL TO 75% OFF GROSS CHARGES. Part Vi, Section B, Line 20d ALL UNINSURED PATIENTS, REGARDLESS OF INCOME, ARE PROVIDED WITH A DISCOUNT EQUAL TO 75% OFF GROSS CHARGES. THIS LEVEL OF DISCOUNT IS GREATER THAN THE AMOUNT CALCULATED UNDER THE METHODOLOGY OF 20B. Part VI, Question 2 Needs Assessment IN 2013, HEALTH CENTRAL HOSPITAL CONDUCTED A FORMAL COMMUNITY HEALTH NEEDS ASSESSMENT. HOWEVER, PRIOR TO THE ASSESSMENT, HEALTH CENTRAL HOSPITAL ASSESSED THE SERVICES NEEDED AS PART OF OUR STRATEGY, PLANNING AND BUDGETING PROCESS AND DEVELOPED A PROCESS TO ENSURE THE ORGANIZATION IS RESPONSIVE TO COMMUNITY HEALTH NEEDS. THROUGH OUR EDUCATION AND PATIENT CARE PROGRAMS, HEALTH CENTRAL HOSPITAL MEETS THE NEEDS OF THE COMMUNITY. THE SPECIFIC NEEDS TARGETED BY THESE PROGRAMS HAVE BEEN IDENTIFIED BY THE EXPERIENCE OF COMMUNITY HOSPITAL ADVISORY COUNCILS, NEIGHBORHOOD OUTREACH AND THROUGH NEEDS ASSESSMENTS THAT IDENTIFIED HEALTH NEEDS IN THE COMMUNITIES SERVED BY THE HOSPITAL. AS A RESULT, HEALTH CENTRAL HOSPITAL SPONSORS A VARIETY OF PROGRAMS FOR AT-RISK POPULATIONS, FEDERALLY-DESIGNATED MEDICALLY UNDERSERVED AREAS AND SPECIAL NEEDS GROUPS, AS WELL AS FOR THE BROADER COMMUNITY. ADDITIONAL EXAMPLES OF HOW HEALTH CENTRAL HOSPITAL RESPONDS TO COMMUNITY HEALTH NEEDS ARE AS FOLLOWS: 1. GOVERNING BOARDS ARE COMPOSED OF INDIVIDUALS BROADLY REPRESENTATIVE OF THE COMMUNITY, COMMUNITY LEADERS AND THOSE WITH SPECIALIZED MEDICAL TRAINING AND EXPERTISE; 2. PARTNERSHIP WITH LOCAL AREA GROUPS AND ASSOCIATIONS TO ATTEND TO THE HEALTH CARE NEEDS OF THE HEALTH CENTRAL HOSPITAL COMMUNITY; 3. SPONSORSHIP AND PARTICIPATION IN COMMUNITY HEALTH FAIRS, COMMUNITY FITNESS AND WELLNESS EVENTS AND OTHER OUTREACH EVENTS; AND 4. TRANSITION SERVICES POST-DISCHARGE PATIENT FOLLOW-UP RELATED TO THE ON-GOING CARE AND TREATMENT OF PATIENTS TO PREVENT UNNECESSARY ADMISSIONS AND POTENTIAL RE-ADMISSIONS. Part VI, Question 3 Patient Education of Eligibility for Assistance ORLANDO HEALTH CENTRAL FOLLOWS AN ESTABLISHED PROCESS TO INFORM ALL PATIENTS OF ITS CHARITY CARE AND UNINSURED DISCOUNT POLICIES. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, UNINSURED PATIENTS ARE INFORMED OF THE HOSPITAL'S CHARITY CARE POLICY AND OTHER FINANCIAL ASSISTANCE. FINANCIAL INFORMATION IS SECURED FOR ALL UNINSURED PATIENTS TO SCREEN FOR POSSIBLE ENROLLMENT IN FEDERAL, STATE, AND LOCAL PROGRAMS. ORLANDO HEALTH HAS CONTRACTED DEDICATED ORGANIZATIONS THAT ASSIST THE PATIENT WITH THEIR ENROLLMENT PROCESS ALL THE WAY TO APPROVAL OR DENIAL BY THE RESPECTIVE AGENCIES. FOR UNINSURED PATIENTS THAT ARE DENIED COVERAGE OR DO NOT MEET THE COVERAGE CRITERION FOR A RESPECTIVE AGENCY, ORLANDO HEALTH THEN SCREENS THE PATIENT FOR CHARITY ELIGIBILITY. IT IS ORLANDO HEALTH'S OBJECTIVE TO PROVIDE CHARITY CARE TO OUR PATIENTS WHO DO NOT HAVE THE ABILITY TO PAY. Part VI, Question 4 Community Information HEALTH CENTRAL PROVIDES HIGH QUALITY INPATIENT, OUTPATIENT, AND EMERGENCY HEALTHCARE TO THE PEOPLE OF WEST ORANGE COUNTY THROUGH ITS HOSPITAL AND VARIOUS OUTPATIENT FECILITIES. HEALTH CENTRAL HAS MORE THAN 1,900 EMPLOYESS AND PHYSICIANS ON STAFF. HEALTH CENTRAL FACILITIES ENCOMPASS 171 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES AND HIGHLY QUALIFIED STAFF. HEALTH CENTRAL FACILITIES PROVIDED 47,351 DAYS OF INPATIENT CARE, 27,695 OUTPATIENT VISITS AND 63,764 EMERGENCY DEPARTMENT VISITS. HEALTH CENTRAL'S PRIMARY SERVICE AREA IS ORANGE COUNTY. THE MEDIAN HOUSEHOLD INCOME IN THIS COUNTY IS $49,193 WHEREAS THE AVERAGE INCOME IS $61,437. IN CENTRAL FLORIDA, 14.3 PERCENT OF HOUSEHOLDS IN CENTRAL FLORIDA ARE BELOW THE FEDERAL POVERTY GUIDELINE. THE PERCENT UNINSURED (AGE 0-64) FOR ORANGE COUNTY AREA IS 22.2% AND THERE ARE SEVEN FEDERALLY-DESIGNATED MEDICALLY UNDERSERVED AREAS PRESENT IN THE COMMUNITY. COMMUNITY OUTREACH ACTIVITIES INCLUDE SPEAKER'S BUREAU, SUPPORT/EDUCATION GROUPS, WELLNESS ACTIVITIES, HEALTH FAIRS, CLINICAL SCREENINGS AND ASSESSMENTS, MEDICAL EDUCATION, WOMEN, CHILDREN AND SENIOR HEALTH INITIATIVES, PUBLIC PROGRAM ENROLLMENT ASSISTANCE AND POST-ACUTE CARE FOR HOMELESS AND UNINSURED, SPONSORSHIPS, SCHOOL INITIATIVES, DONATED MEETING SPACE AND SPIRITUAL CARE. Part VI, Question 5 Promotion of Community Health Health Central's mission is to improve the health of the West Orange County community by providing safe, quality healthcare in a patient-centered atmosphere of caring and compassion using the state-of-the-art diagnostics and technology, and a team of dedicated physicians and staff. Health Central demonstrates a commitment to promote health, well-being and a caring spirit by directing employee time and talent to serve on community collaboration boards. Health Central works with neighborhood resources to address the root causes of health problems by supporting programs that target community wellness, disease prevention and environmental problems. Health Central fosters partnerships with 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. Health Central addresses various community concerns, including health improvement, education, poverty, workforce development, and access to health care. The key component of a non-profit organization is that the organization serves a broad, indefinite charitable class. One of the key indicators that an organization serves the broader community is control of the organization by independent community leaders. Health Central and its hospital governing board are made up of members of the community who direct and guide management in carrying out the mission of Health Central and its affiliates. Directors are selected on the basis of their expertise and experience and they are not compensated for their services. Health Central's volunteer board balance financial decisions on community concerns and social responsibility. Health Central operates an open medical staff by extending medical staff privileges to all qualified physicians in Central Florida. Health Central's credentialing process is guided by policies and procedures that standardize the process. This prescribed credentialing process ensures equal opportunity for all qualified applicants. Surplus funds are retained by Health Central and used to further charitable purposes and activities. Surplus funds for Health Central and its affiliates are reinvested and used in carrying out the mission of improving the health and quality of life of the individuals and communities we serve. Part VI, Question 6 Affiliated Health Care System Orlando Health Central, Inc. is a part of an integrated health system for which we are able to provide comprehensive services to improve the health and quality of life for our community served. As an integrated health system, Orlando Health Central has several affiliated organizations to ensure we meet the community's needs. The parent of the Corporation, Orlando Health, Inc. (OHI), is a tax-exempt organization organized under Section 501(c)(3) of the Internal Revenue Code. Through its integrated health system of six hospitals and various outpatient facilities, with more than 15,132 employees and 2,398 physicians on staff, OHI provides a high level of quality inpatient, outpatient, and emergency healthcare to the people of central Florida. OHI is a designated teaching hospital offering graduate medical education sponsoring seven residency and 12 fellowship programs. OHI facilities encompass 1,861 fully certified beds, advanced medical treatments and procedures and highly qualified staff. OHI is comprised of Orlando Regional Medical Center (ORMC), Arnold Palmer Hospital for Children, Winnie Palmer Hospital for Women & Babies, Dr. P. Phillips Hospital, and South Seminole Hospital. ORMC is home to the region's only Level One Trauma center. This state-verified center is capable of delivering the highest level of expertise and care in the shortest time possible. Orlando Cancer Center, Inc. has made significant contributions to the care of our cancer patients. Accredited by the American College of Surgeons Commission on Cancer with Orlando Health, Inc., our commitment to the treatment of our cancer for our community is backed by expertise and resources to deliver high-quality patient care from diagnosis through treatment and continuing through the end of life. Orlando Health Physician Group, Inc. serves as an integral component of Orlando Health's health system by providing an integrated delivery system of, specialty physician services. Orlando Physicians Network, Inc. also serves as an integral component of Orlando Health's health system by providing primary care physician services to our patients and community served. Orlando Health Foundation, Inc. is the philanthropic heart of Orlando Health's integrated health system and has been instrumental in raising funds for capital improvements and renovations to our hospitals, supporting programs and the acquisition of life-saving equipment for our affiliates. Through Orlando Health's affiliated health care system, we provided approximately $277 million in support of community health needs. Part VI, Question 7 State Filing of Community Benefit Report NONE false true false false false false false false false Jamal A Hakim MD 0 608988 0 40000 0 1543 0 45334 0 0 0 695865 0 0 Stephan J Harr 0 436063 0 0 0 80347 0 50042 0 17014 0 583466 0 0 Robert A Miles 0 257815 0 0 0 54932 0 61537 0 27050 0 401334 0 27179 J Richard Schooler 0 352942 0 0 0 46973 0 101893 0 23129 0 524937 0 45684 Sherrie H Sitarik 0 783562 0 0 0 95306 0 212325 0 14405 0 1105598 0 71517 Gregory P Ohe 0 216676 0 55250 0 354 0 32105 0 16896 0 321281 0 0 Michael E Mueller 0 183965 0 47151 0 113 0 28070 0 21468 0 280767 0 0 James B Rodier 227674 0 14699 0 2150 0 30462 0 18309 0 293294 0 0 0 Shareen Oloufa 247181 0 3600 0 706 0 29792 0 2835 0 284114 0 0 0 Carlos Dieguez 242342 0 0 0 2322 0 29701 0 18759 0 293124 0 0 0 Carlos Trillo 218932 0 0 0 1082 0 6600 0 4519 0 231133 0 0 0 Wm Kelly Bowman 167292 0 26137 0 590 0 28883 0 15309 0 238211 0 0 0 Adnan Khan 171582 0 0 0 540 0 43491 0 14102 0 229715 0 0 0 RELATED ORGANIZATION Schedule J, Part I, Line 3 THE OFFICERS OF ORLANDO HEALTH CENTRAL, INC. ARE EMPLOYEES OF ORLANDO HEALTH, INC., THE TAX-EXEMPT PARENT OF ORLANDO HEALTH CENTRAL, INC. AND THUS ARE SUBJECT TO THE COMPENSATION POLICIES IMPLEMENTED BY ORLANDO HEALTH, INC. AND THEIR COMPENSATION IS INCLUDED ONORLANDO HEALTH, INC. FORM 941. SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN CHEDULE J, PART I, LINE 4B DEFERRAL DEPOSIT MADE ON BEHALF OF THE FOLLOWING: JAMAL HAKIM $42,630 ROBERT A. MILES $33,912 SHERRIE H. SITARIK $162,200 JOHN SCHOOLER $54,608 GREGORY OHE $14,308 MICHAEL MUELLER $9,902 JENNIFER MCCARTHY $1,575 CHRISTINA MCGUIRK $7,070 DEFERRAL DISTRIBUTION MADE ON BEHALF OF THE FOLLOWING: ROBERT MILES $53,903 JOHN SCHOOLER $45,697 SHERRIE SITARIK $87,523 CHRISTINA MCGUIRK $8,270 Lake Apopka Natural Gas District SEE PART V 370042 Gas Services false Schedule L, Part IV, Line 1 Board Member, Samuel Davis Jr., is the CEO of Lake Apopka Natural Gas District. DESCRIPTION OF CLASSES OF MEMBERS OR STOCKHOLDERS Form 990, Part VI, Line 6 THE SOLE VOTING MEMBER OF ORLANDO HEALTH CENTRAL, INC. IS ORLANDO HEALTH INC. (FEIN: 59-1726273). DESCRIPTION OF CLASSES OF PERSONS AND THE NATURE OF THEIR RIGHTS Form 990, Part VI, Line 7a ORLANDO HEALTH, INC., THE TAX EXEMPT PARENT ORGANIZATION, ELECTS AND APPROVES ALL BOARD MEMBERS. DECISIONS SUBJECT TO APPROVAL Form 990, Part VI, Line 7b ORLANDO HEALTH CENTRAL, INC. BOARD ELECTS MEMBERS WHO ARE THEN APPROVED BY THE PARENT ORGANIZATION ORLANDO HEALTH, INC. (OHI) BOARD. THE OHI BOARD ALSO APPROVES THE FOLLOWING ACTIONS OF THE ORLANDO HEALTH CENTRAL BOARD: - CHANGES OR AMENDMENTS TO HEALTH CENTRAL'S ARTICLES OF INCORPORATION OR BYLAWS. - THE BUDGET OF HEALTH CENTRAL FOR THE HOSPITAL AND OTHER HEALTH CARE FACILITIES AND SERVICES OPERATED BY HEALTH CENTRAL. - POLICIES OR PROPOSALS ESTABLISHING THE STRATEGIC DIRECTION OF HEALTH CENTRAL. - THE STRATEGIC PLAN OF HEALTH CENTRAL. - THE CONSISTENCY OF THE QUALITY ASSESSMENT, RISK MANAGEMENT, IMPROVEMENT AND UTILIZATION PROGRAMS FOR THE HOSPITAL AND FACILITIES, AND SERVICES OPERATED BY HEALTH CENTRAL, WITH SYSTEM-WIDE QUALITY AND SERVICE INITIATIVES. - MATERIAL CHANGES IN SERVICES OFFERED BY HEALTH CENTRAL. - PLANS OF THE DIRECTORS TO COORDINATE THE POLICIES AND ACTIVITIES OF THE HOSPITAL AND HEALTH CENTRAL. - PLANS OF THE DIRECTORS TO PROVIDE OVERSIGHT FOR REGULATORY COMPLIANCE (JOINT COMMISSION, AHCA, CMS, ETC.) FOR THE HOSPITAL AND OTHER HEALTH CARE FACILITIES AND SERVICES OPERATED BY HEALTH CENTRAL. - PLANS OF THE DIRECTORS TO ENSURE QUALITY OF CARE; ENSURE THAT EVERY PATIENT IS UNDER THE CARE OF A MEMBER OF THE HOSPITAL'S MEDICAL STAFF. - OPERATIONAL OBJECTIVES FOR THE HOSPITAL AND OTHER HEALTH CARE FACILITIES AND SERVICES OPERATED BY HEALTH CENTRAL. - ANY PLANS OF THE DIRECTORS FOR SERVING AS COMMUNITY LIAISON. - ANY PLANS OF THE DIRECTORS FOR INTERACTING WITH AND ACCESS TO LEADERSHIP OF OHI. - ANY PLANS OF THE DIRECTORS FOR ESTABLISHING EFFECTIVE COMMUNICATION LINES AMONG THE BOARD, ADMINISTRATION AND MEDICAL STAFF. - EVALUATION OF THE PRESIDENT'S PERFORMANCE. - THE APPOINTMENT, REMOVAL, AND DETERMINATION OF THE COMPENSATION OF THE PRESIDENT. - ALL OPERATING AND CAPITAL EXPENDITURES, INCLUDING, BUT NOT LIMITED TO, CAPITAL LEASES, IN EXCESS OF $5.0 MILLION FOR THE HOSPITAL AND FACILITIES AND SERVICES OPERATED BY HEALTH CENTRAL. - ANY PLANS TO DIRECT THE PLACEMENT OF FUNDS AND CAPITAL, LOANS, AND TRANSFERS OF FUNDS OR OTHER ASSETS FOR THE HOSPITAL AND FACILITIES AND SERVICES OPERATED BY HEALTH CENTRAL, IF THE AMOUNT OF SUCH FUNDS, CAPITAL LOANS, AND OTHER ASSETS EXCEED FIVE MILLION DOLLARS ($5,000,000). - ANY PROPOSED DONATIONS, CONTRIBUTIONS, AND GIFTS TO CHARITIES AND COMMUNITY ORGANIZATIONS BY HEALTH CENTRAL OVER $100,000 IN THE AGGREGATE PER FISCAL YEAR. - ANY PROPOSED INVESTMENT POLICY OR AMENDMENT TO SUCH INVESTMENT POLICY FOR HEALTH CENTRAL'S FUNDS. PROCESS USED BY MANAGEMENT AND/OR GOVERNING BODY TO REVIEW 990 Form 990, Part VI, Line 11b CFO AND THE FINANCE DEPARTMENT REVIEWED THE FORM 990 AND ANY REQUIRED CHANGES WERE MADE TO THE FORM 990 BEFORE THE FORM WAS REVIEWED WITH ORLANDO HEALTH CENTRAL, INC.'S FINANCE COMMITTEE AND THE AUDIT COMMITTEE OF ITS PARENT ORGANIZATION, ORLANDO HEALTH INC.'S BOARD. ANY QUESTIONS ABOUT THE CONTENT WERE ANSWERED AND ANY CHANGES REQUIRED AS A RESULT OF THE REVIEW WERE MADE. THE COMMITTEES SUBMITTED REPORTS TO THE ORLANDO HEALTH CENTRAL BOARD OF DIRECTORS ABOUT THEIR REVIEW OF THE FORM AND THE FINAL FORM 990 WAS THEN MADE AVAILABLE TO ALL MEMBERS OF THE BOARD BEFORE IT WAS FILED. CONFLICT OF INTEREST POLICY MONITORING AND ENFORCEMENT Form 990, Part VI, Line 12c ORGANIZATION HAS A DEDICATED COMPLIANCE DEPARTMENT WITH AN ANONYMOUS HOTLINE FOR REPORTING. THE COMPLIANCE DEPARTMENT PERFORMS INTERNAL AUDITS AND MONITORS ALL ANNUAL CONFLICT OF INTEREST QUESTIONNAIRES. BOARD MEMBERS ROUTINELY ANNOUNCE CONFLICTS AT BOARD MEETINGS AND LEAVE THE ROOM FOR THE DISCUSSION AND THE VOTE. OFFICES AND POSITIONS FOR WHICH PROCESS WAS USED AND YEAR PROCESS BEGAN Form 990, Part VI, Line 15a OFFICERS OF ORLANDO HEALTH CENTRAL, INC. ARE EMPLOYEES OF AND RECEIVE COMPENSATION FROM PARENT, ORLANDO HEALTH, INC., WHICH HAS AN INDEPENDENT COMPENSATION COMMITTEE THAT REPORTS TO THE ORLANDO HEALTH BOARD OF DIRECTORS AND UTILIZES THE GUIDELINES CONSISTENT WITH THE IRS GUIDELINES ON INDEPENDENT ANALYSIS AND DOCUMENTATION OF COMPENSATION. THE PROCESS IS USED FOR ALL OFFICERS, EXECUTIVE DIRECTORS AND DIRECTORS AND WAS IMPLEMENTED AT ORLANDO HEALTH CENTRAL UPON ITS CREATION. AVAILABILITY OF GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS TO THE PUBLIC FORM 990, PART VI, LINE 19 AVAILABLE UPON REQUEST Other Changes in Net Assets Form 990, Part XI, Line 5 EQUITY TRANSFER FROM PARENT COMPANY ORLANDO HEALTH, INC. EIN (59-1726273) (368,000) NET ASSETS RELEASED FROM RESTRICTION 89,872 RETAINED EARNINGS PRE-PURCHASE OF OHC (587,236) ========== TOTAL (865,364) DESCRIPTION OF OVERSIGHT PROCESS FORM 990, PART XII, LINE 2C DURING FISCAL YEAR 2013, THE PARENT ORGANIZATION ORLANDO HEALTH, INC. APPROVED THE CHANGE IN INDEPENDENT AUDITOR AND TAX ADVISOR. 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