2026-08-17T11:27:42+00:00 2025-09-30 346565596 ERNST & YOUNG US LLP 1020 SPRING STREET NW ATLANTA GA 30309 990 2024-10-01 800764192 ORLANDO HEALTH CENTRAL INC ORLA 4072961000 10000 W COLONIAL DRIVE OCOEE FL 34761 ERICK HAWKINS CFO 3218412206 2026-08-17 true true AERRIAL M ORR P01598400 4048748300 2026-08-12 2024 2025-03-06 01:10:19Z ERICK HAWKINS 1414 KUHL AVE ORLANDO FL 32806 718407859 false X HTTPS://WWW.ORLANDOHEALTH.COM/FACILITIES/HEALTH-CENTRAL-HOSPITAL X 2011 FL TO IMPROVE THE HEALTH OF OUR COMMUNITY BY PROVIDING SAFE, QUALITY HEALTHCARE IN AN ATMOSPHERE OF CARING. 11 5 2351 2496 6855 2121 6743 0 441428943 525586111 4508289 29497125 2232324 2375832 448176299 557459068 525000 0 0 0 179515341 201410643 0 0 0 208611973 252033232 388652314 453443875 59523985 104015193 781688924 838026245 323884644 288400532 457804280 549625713 ORLANDO HEALTH CENTRAL IS A TRUSTED LEADER INSPIRING HOPE THROUGH THE ADVANCEMENT OF HEALTH. 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ASC TOPIC 740 PROVIDES GUIDANCE AND MEASUREMENT OF A TAX POSITION TAKEN OR EXPECTED TO BE TAKEN IN A TAX RETURN. THERE WERE NO MATERIAL UNCERTAIN TAX POSITIONS AS OF SEPTEMBER 30, 2025 AND 2024. true true X true X 300 false true true false true true 30958421 14066864 16891557 0.03724 66575732 39281294 27294438 0.06018 314168 99658 214510 0.00047 0 0 97848321 53447816 44400505 0.09790 1041429 1041429 0.00230 5422817 5422817 0.01196 0 0.0 0 0.0 160760 160760 0.00035 0 0 6625006 0 6625006 0.01461 0 0 104473327 53447816 51025511 0.11250 37668 37668 0.00008 20638 20638 0.00005 16005 16005 0.00004 0 0.0 3976 3976 0.00001 0 0.0 0 0.0 0 0.0 8877 8877 0.00002 0 0 87164 0 87164 0.00019 true -1857056 42898082 46119744 -3221662 X true true 2 1 ORLANDO HEALTH- HEALTH CNTRL HOSPITAL 10000 W COLONIAL DR OCOEE FL 34761 HTTPS://WWW.ORLANDOHEALTH.COM/FACILITIES/HEALTH-CENTRAL-HOSPITAL 4119 X X X A 2 ORLANDO HEALTH- HORIZON WEST HOSPITAL 17000 PORTER RD WINTER GARDEN FL 34787 HTTPS://WWW.ORLANDOHEALTH.COM/FACILITIES/HORIZON-WEST-HOSPITAL 4119 X X X A A 2 false false true X X X X X X X X X X 24 true true true true X HTTP://WWW.ORLANDOHEALTH.COM/ABOUT-US/COMMUNITY-INVOLVEMENT/COMMUNITY-BENEFIT X true 25 false true false true X 300.0 0 X X X X X X true true X X X true X SEE PART VI X SEE PART VI X SEE PART VI X X X X X X true X false X X X X true X false false SCHEDULE H, PART V, SECTION B, LINE 3E THE CHNA WAS COMPLETED DURING THE FISCAL YEAR ENDED SEPTEMBER 30, 2025, WHICH IS REPORTED ON THE 2024 TAX RETURN. THIS CHNA IS REFERRED TO AS THE 2025 CHNA THROUGHOUT THE REMAINDER OF THE RETURN. THE 2025 CHNA IS A FOUR-COUNTY ASSESSMENT COVERING LAKE, ORANGE, OSCEOLA, AND SEMINOLE COUNTIES. SECONDARY AND PRIMARY DATA WERE COLLECTED AND ANALYZED, GENERATING COMMON THEMES FOR THE REGION, COUNTY, AND ZIP CODES. SECONDARY DATA ABOUT HEALTH INDICATORS, HEALTHCARE UTILIZATION AND INSURANCE COVERAGE WAS GATHERED FROM RESOURCES, INCLUDING THE U.S. CENSUS, FLORIDA COMMUNITY HEALTH ASSESSMENT RESOURCE TOOL SET (CHARTS), THE CENTERS FOR DISEASE CONTROL AND PREVENTION'S BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEMS (BRFSS) DATA, COUNTY HEALTH RANKINGS, THE AMERICAN COMMUNITY SURVEY AND HOSPITAL CLAIMS DATA. PRIMARY DATA SOURCES INCLUDED A COMMUNITY SURVEY (2,593 RESPONSES), ACCESS AUDIT INCLUDING 45 MYSTERY SHOPPER CALLS, IN-DEPTH INTERVIEWS WITH COMMUNITY STAKEHOLDERS (106), FOCUS GROUPS (30 GROUPS WITH 226 TOTAL PARTICIPANTS), AND COMMUNITY LIAISONS WITH LIVED EXPERIENCES TO ILLUMINATE CHRONIC HEALTH, BEHAVIORAL HEALTH AND HEALTH INSIGHTS AMONG UNDERSERVED COMMUNITIES OVER A SELECTED PERIOD OF TIME. BASED ON THE DATA, 48 GRANULAR, COMMUNITY-BASED, DATA-FOUNDED NEEDS WERE GENERATED. USING THE DATA, THE CENTRAL FLORIDA COLLABORATIVE THAT COMMENCED THE 2025 CHNA SELECTED THE PRIORITIES OR NEEDS FOR THE 2025 CHNA. THE COLLABORATIVE UTILIZED A MODIFIED HANLON METHOD, AN EVIDENCE-BASED APPROACH THAT OBJECTIVELY TAKES INTO CONSIDERATION EXPLICITLY DEFINED CRITERIA AND FEASIBILITY FACTORS, TO SELECT FOUR TOP NEEDS THAT INCLUDE AT LEAST 15 GRANULAR ISSUES BY ORGANIZATION AND COUNTY. THESE PRIORITIES WERE USED FOR EACH HOSPITAL'S IMPLEMENTATION STRATEGY PLAN. THE PRIORITIES FOR EACH COUNTY ARE OUTLINED IN THE COUNTY SPECIFIC QUALITATIVE SUMMARIES INCLUDED IN THE CHNA. IN ADDITION TO THE PRIORITIES SELECTED BY THE COLLABORATIVE, COUNTY-SPECIFIC SUMMARY PROFILES WERE PREPARED BY CRESCENDO. THESE SUMMARIES INCLUDE A QUALITATIVE SUMMARY, COMMUNITY SURVEY HIGHLIGHTS AND DEMOGRAPHIC INFORMATION FOR EACH COUNTY, AS WELL AS TOP COMMUNITY NEEDS ORGANIZED BY SOCIAL DRIVERS OF HEALTH FOR EACH COUNTY. SCHEDULE H, PART V, SECTION B, LINE 3 FACILITY A, 1 FACILITY A, 1 - GROUP A. AS PART OF THE SECONDARY DATA COLLECTION, SERVICE-USE MAPS AND 16 HEALTH-RELATED MEASURES MAPS ALSO WERE INCLUDED IN OUR CHNA. THE STATIC HEALTH-RELATED MEASURES MAPS INCLUDE CENSUS TRACT-LEVEL DATA. THE SERVICE-USE MAPS INCLUDE HEAT MAPS THAT REFLECT THE CONCENTRATION OF PATIENTS VISITING CENTRAL FLORIDA COLLABORATIVE FACILITIES AND ARE ACCOMPANIED BY A TABLE SHOWING THE MOST COMMON INPATIENT OR OUTPATIENT DIAGNOSES OVERALL. CRESCENDO CONTINUED TO EXPAND THE WORK COMPLETED IN THE 2025 CHNA BY INCLUDING LOCAL HOT SPOTTING AREAS FOR HOSPITALS AND FEDERALLY QUALIFIED HEALTH CENTERS. PATIENT DATA FROM HOSPITALS REPRESENTED IN THE CHNA ENABLED LOCATION ANALYSIS AND MAPPING OF LOCAL "HOT SPOTS" WITH HIGH NUMBERS OF UNINSURED VISITS OVER-UTILIZING THE HEALTHCARE SYSTEM. THE UNINSURED DATA WAS SPLIT INTO ADMITTING FACILITIES AND THEN FURTHER SEPARATED INTO INPATIENT AND OUTPATIENT DIAGNOSES. SCHEDULE H, PART V, SECTION B, LINE 5 FACILITY A, 1 FACILITY A, 1 - GROUP A. FOR OUR 2025 COMMUNITY HEALTH NEEDS ASSESSMENT, WE CONTRACTED CRESCENDO CONSULTING GROUP (CRESCENDO). CRESCENDO IS AN INNOVATIVE, COMMUNITY RESEARCH AND STRATEGIC PLANNING FIRM PROVIDING SERVICES NATIONALLY. WITH 23 YEARS OF EXPERIENCE CONDUCTING NEEDS ASSESSMENTS, CRESCENDO HAS BECOME A PIONEER IN ITS FIELD - DEVELOPING AND DEPLOYING INNOVATIVE (AND IN SOME CASES COPYWRITTEN) TECHNIQUES TO ENGAGE DIFFICULT-TO-REACH OR HISTORICALLY UNDERREPRESENTED COMMUNITIES, EVALUATE NEEDS BY TRIANGULATING QUANTITATIVE AND QUALITATIVE DATA, BUILD CONSENSUS AROUND RESULTS BY USING A MODIFIED HANLON TECHNIQUE (I.E., A VALIDATED PRIORITIZATION METHOD), AND OTHERS. THE COMPANY'S MISSION IS TO POSITIVELY CHANGE THE LIVES OF THE PEOPLE, ORGANIZATIONS, AND COMMUNITIES WE SERVE; EVERY ASPECT OF CRESCENDO'S PROJECTS EMBEDS UNMATCHED CLIENT ENGAGEMENT TO SUCCESSFULLY EMBRACE THIS MISSION AND BRING IMPACTFUL, MEASURABLE CHANGE TO INDIVIDUALS, FAMILIES, AND COMMUNITIES. CRESCENDO WORKED TO BUILD ON TOP OF THE PREVIOUS CHNA CONDUCTED IN 2022. DURING THE CHNA PROCESS, INPUT FROM PERSONS WHO REPRESENT BROAD INTERESTS OF THE COMMUNITY SERVED BY THE HOSPITAL FACILITY WAS TAKEN INTO ACCOUNT. PRIMARY DATA INCLUDED SURVEYS DISTRIBUTED TO BOTH PROVIDERS AND CONSUMERS, IN-DEPTH INTERVIEWS WITH COMMUNITY STAKEHOLDERS AND COMMUNITY FOCUS GROUPS WITHIN THE CENTRAL FLORIDA COMMUNITY. ON BEHALF OF THE HOSPITAL, CRESCENDO WORKED WITH REPRESENTATIVES FROM LOCAL HOSPITALS AND HEALTH DEPARTMENTS THAT PARTICIPATED IN THE ASSESSMENT TO ENSURE PERSONS WHO PROVIDED INPUT WERE REPRESENTATIVE OF THE COMMUNITY. BROAD POPULATIONS INCLUDING THE ELDERLY, MEDICAL UNDERSERVED, MINORITY GROUPS, AND LOW-INCOME POPULATIONS WERE REPRESENTED. MEDICALLY UNDERSERVED, LOW-INCOME, AND DISADVANTAGED POPULATIONS INCLUDE INDIVIDUALS AND COMMUNITIES THAT EXPERIENCE HEALTH DISPARITIES OR FACE BARRIERS TO ACCESSING HEALTHCARE, SOCIAL SERVICES, AND OTHER RESOURCES THAT SUPPORT HEALTH AND WELL-BEING. THESE POPULATIONS MAY INCLUDE INDIVIDUALS AND FAMILIES LIVING WITH LOW INCOMES; THOSE SHUNNED BY OR EXCLUDED FROM MAINSTREAM SOCIETY; PEOPLE EXPERIENCING HOMELESSNESS OR HOUSING INSECURITY; CHILDREN EXPERIENCING ABUSE, NEGLECT, OR OTHER ADVERSE CHILDHOOD EXPERIENCES; INDIVIDUALS AND FAMILIES EXPERIENCING FOOD INSECURITY; LOW-INCOME OLDER ADULTS AND SENIORS; INDIVIDUALS WITH DISABILITIES; PEOPLE WITH LIMITED ENGLISH PROFICIENCY; UNINSURED OR UNDERINSURED INDIVIDUALS; AND THOSE IN NEED OF SOCIAL, BEHAVIORAL HEALTH, OR OTHER SUPPORTIVE SERVICES. THE CENTRAL FLORIDA COLLABORATIVE TOOK A UNIQUE APPROACH TOWARD RECOGNIZING THE NEED TO REDUCE HEALTH DISPARITIES AND TO INCREASE THE VARIETY OF LEADERSHIP AND GOVERNANCE LEVELS OF HEALTHCARE AND OTHER LOCAL ORGANIZATIONS. TO DO THIS, A TEAM OF COMMUNITY LIAISONS WERE DEVELOPED. THE COMMUNITY LIAISONS WERE INDIVIDUALS WHO HAVE LIVED EXPERIENCES AND IDENTIFY AS PART OF OFTEN UNDERSERVED OR MARGINALIZED COMMUNITIES FROM THE PUBLIC HEALTH PERSPECTIVE. THE COMMUNITY LIAISONS ASSISTED WITH REVIEWING RESEARCH INSTRUMENTS FOR CULTURAL APPROPRIATENESS, PARTICIPATED IN STAKEHOLDER INTERVIEWS, PARTICIPATED IN THE PRIORITIZATION PROCESS AND STRATEGY DEVELOPMENT DISCUSSIONS, AND PROVIDED GUIDANCE REGARDING THE MOST EFFECTIVE WAYS TO ENGAGE UNIQUE COMMUNITY MEMBERS. THE COMMUNITY SURVEY WAS DISTRIBUTED BOTH IN HARD COPY AND DIGITALLY THROUGH SURVEY MONKEY WITH A TOTAL OF 2,593 RESPONSES. A SUMMARY OF RESPONSES FROM THE COMMUNITY SURVEY CAN BE FOUND IN THE PRIMARY QUANTITATIVE COMMUNITY SURVEY SECTION OF THE CHNA. IN-DEPTH, ONE-TO-ONE INTERVIEWS WERE CONDUCTED WITH 106 COMMUNITY STAKEHOLDERS BETWEEN JULY 1, 2024, AND JANUARY 6, 2025. THE SECTORS REPRESENTED ARE DEPARTMENT OF HEALTH, FOOD SECURITY, DEPARTMENT OF CHILDREN AND FAMILIES, HEALTHCARE, FEDERALLY QUALIFIED HEALTH CENTER, HOMELESSNESS, BEHAVIORAL HEALTH, SPECIALTY CARE, EDUCATION, AGING AND BUSINESS. DEMOGRAPHIC INFORMATION ABOUT EACH OF THE STAKEHOLDERS INTERVIEWED CAN BE FOUND IN THE PRIMARY QUALITATIVE RESEARCH SECTION OF THE CHNA. THIRTY FOCUS GROUPS TOOK PLACE WITH A TOTAL OF 226 PARTICIPANTS. MORE DETAILS REGARDING FOCUS GROUP PARTICIPANTS CAN BE FOUND IN THE QUALITATIVE RESEARCH SECTION OF THE CHNA. ACCESS AUDITS WERE INCLUDED IN THE PRIMARY DATA COLLECTION PROCESS. THIS PROCESS INVOLVED MAKING MULTIPLE CALLS TO REPRESENTATIVES OF LOCAL HEALTH SERVICE SITES IN THE FOUR-COUNTY AREA TO PROVIDE INSIGHT TO ACCESS GAPS, IMPROVEMENT STRATEGIES AND SERVICE VARIATIONS. IN TOTAL, 45 CALLS WERE CONDUCTED AND ALL RESULTED IN EITHER AN INTERVIEW OR COMPLETED SETS OF INFORMATION. A COMPLETE LIST OF ORGANIZATIONS INVOLVED CAN BE FOUND IN THE ACCESS AUDIT SECTION OF THE CHNA. SCHEDULE H, PART V, SECTION B, LINE 5 FACILITY A, 2 FACILITY A, 2 - GROUP A, CONTINUED. THE ORGANIZATIONS BELOW CONTRIBUTED TO THE CENTRAL FLORIDA COLLABORATIVE 2025 COMMUNITY HEALTH NEEDS ASSESSMENT IN THE FOLLOWING WAYS: * ADULT LITERACY LEAGUE (FOCUS AREA SERVED: HEALTH LITERACY) - STAKEHOLDER INTERVIEW * ADVENTHEALTH (FOCUS AREA SERVED: HEALTHCARE SYSTEM; ACCESS TO CARE) - STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * AMERICAN DIABETES ASSOCIATION (FOCUS AREA SERVED: ACCESS TO CARE; COALITIONS, COUNCILS AND ADVOCACY GROUPS)- STAKEHOLDER INTERVIEW * AMERICAN HEART ASSOCIATION (FOCUS AREA SERVED: ACCESS TO CARE; COALITIONS, COUNCILS AND ADVOCACY GROUPS)- STAKEHOLDER INTERVIEW * AMERICAN MUSLIM COMMUNITY CLINICS (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW * ASIAN AMERICAN PACIFIC ISLANDERS (FOCUS AREA SERVED: MINORITY POPULATIONS) - FOCUS GROUP AND COMMUNITY LIAISON * ASPIRE HEALTH PARTNERS (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW, FOCUS GROUP, AND COLLABORATIVE MEMBER * BE FREE LAKE (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * BIKE/WALK CENTRAL FLORIDA (FOCUS AREA SERVED: INJURY PREVENTION) - STAKEHOLDER INTERVIEW * BOYS & GIRLS CLUB (FOCUS AREA SERVED: YOUTH; CHILD DEVELOPMENT) - STAKEHOLDER INTERVIEW * BRIGHT COMMUNITY TRUST (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW * BUENO PHARMACY (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW * CELEBRATION FOUNDATION (FOCUS AREA SERVED: SENIORS/FOOD SECURITY/COMMUNITY EVENTS) - STAKEHOLDER INTERVIEW * CENTER FOR INDEPENDENT LIVING (FOCUS AREA SERVED: INDIVIDUALS WITH DISABILITIES) - STAKEHOLDER INTERVIEW AND COMMUNITY LIAISON * CENTER FOR MULTICULTURAL WELLNESS & PREVENTION (FOCUS AREA SERVED: ACCESS TO CARE; MINORITY POPULATIONS)- STAKEHOLDER INTERVIEW AND FOCUS GROUP * CENTRAL FLORIDA BLACK NURSES ASSOCIATION OF ORLANDO, INC. (FOCUS AREA SERVED: ACCESS TO CARE; MINORITY POPULATIONS) - STAKEHOLDER INTERVIEW AND COMMUNITY LIAISON * CENTRAL FLORIDA CARES HEALTH SYSTEM (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * CENTRAL FLORIDA FOUNDATION (FOCUS AREA SERVED: PHILANTHROPIC AND HEALTH FINANCING ORGANIZATIONS) - STAKEHOLDER INTERVIEW * CHILDREN'S HOME SOCIETY OF FLORIDA (FOCUS AREA SERVED: BEHAVIORAL HEALTH; YOUTH) - STAKEHOLDER INTERVIEW * CHRISTIAN HELP (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW * CHRISTIAN SERVICE CENTER (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY; SOCIAL SERVICES FOR LOW-INCOME INDIVIDUALS) - STAKEHOLDER INTERVIEW AND FOCUS GROUP * CHRISTIAN SHARING CENTER (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY; SOCIAL SERVICES FOR LOW-INCOME INDIVIDUALS) - STAKEHOLDER INTERVIEW * COME OUT WITH PRIDE (FOCUS AREA SERVED: LGBT INDIVIDUALS) - STAKEHOLDER INTERVIEW AND FOCUS GROUP * COMMISSION 127 (FOCUS AREA SERVED: FOSTER CARE COMMUNITY) - FOCUS GROUP * COMMONSENSE CHILDBIRTH (FOCUS AREA SERVED: MATERNAL AND CHILD HEALTH) - STAKEHOLDER INTERVIEW * COMMUNITY HEALTH CENTERS (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * COMMUNITY LEGAL SERVICES OF MID-FLORIDA (FOCUS AREA SERVED: LEGAL SERVICES FOR LOW-INCOME INDIVIDUALS) - STAKEHOLDER INTERVIEW * CONTIGO FUND (FOCUS AREA SERVED: PHILANTHROPIC AND HEALTH FINANCING ORGANIZATIONS) - STAKEHOLDER INTERVIEW * EARLY LEARNING COALITION OF LAKE COUNTY (FOCUS AREA SERVED: YOUTH; CHILD DEVELOPMENT; FAMILIES) - STAKEHOLDER INTERVIEW * EARLY LEARNING COALITION OF OSCEOLA COUNTY (FOCUS AREA SERVED: YOUTH; CHILD DEVELOPMENT; FAMILIES) - STAKEHOLDER INTERVIEW AND FOCUS GROUP * EARLY LEARNING COALITION OF SEMINOLE COUNTY (FOCUS AREA SERVED: YOUTH; CHILD DEVELOPMENT; FAMILIES) - STAKEHOLDER INTERVIEW * EAST ALTAMONTE COMMUNITY MEETING (FOCUS AREA SERVED: EAST ALTAMONTE COMMUNITY MEMBERS) - FOCUS GROUP * EDGEWOOD CHILDREN'S RANCH (FOCUS AREA SERVED: CHILDREN'S BEHAVIORAL HEALTH & SUBSTANCE MISUSE) - FOCUS GROUP AND COMMUNITY LIAISON * EDYTH BUSH FOUNDATION (FOCUS AREA SERVED: PHILANTHROPIC AND HEALTH FINANCING ORGANIZATIONS) - STAKEHOLDER INTERVIEW * FIND, FEED AND RESTORE (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW - FOCUS GROUP * FLORIDA ALLIANCE FOR HEALTHCARE VALUE (FOCUS AREA SERVED: ACCESS TO CARE) - STAKEHOLDER INTERVIEW * FLORIDA DEPARTMENT OF HEALTH IN LAKE COUNTY (FOCUS AREA SERVED: DEPARTMENT OF HEALTH: ACCESS TO CARE) - COLLABORATIVE MEMBER * FLORIDA DEPARTMENT OF HEALTH IN ORANGE COUNTY (FOCUS AREA SERVED: DEPARTMENT OF HEALTH: ACCESS TO CARE) - STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * FLORIDA DEPARTMENT OF HEALTH IN OSCEOLA COUNTY (FOCUS AREA SERVED: DEPARTMENT OF HEALTH: ACCESS TO CARE) - STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * FLORIDA DEPARTMENT OF HEALTH IN SEMINOLE COUNTY (FOCUS AREA SERVED: DEPARTMENT OF HEALTH: ACCESS TO CARE) - STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * FLORIDA HOUSE OF REPRESENTATIVES (FOCUS AREA SERVED: LOCAL GOVERNMENT) - STAKEHOLDER INTERVIEW * FLORIDA STATE UNIVERSITY - DEPARTMENT OF GERIATRICS, DEPT OF BEHAVIORAL SCIENCE AND SOCIAL MEDICINE (FOCUS AREA SERVED: EDUCATION; OLDER ADULTS) - STAKEHOLDER INTERVIEW * FOOD PROVIDERS OF SOUTH LAKE (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING FOOD INSECURITY) - STAKEHOLDER INTERVIEW * GRACE MEDICAL HOME (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW * HEALTH COUNCIL OF EAST CENTRAL FLORIDA (FOCUS AREA SERVED: ACCESS TO CARE) - STAKEHOLDER INTERVIEW * HEALTHY START COALITION (FOCUS AREA SERVED: MATERNAL AND CHILD HEALTH) - FOCUS GROUP * HEALTHY START OF OSCEOLA COUNTY (FOCUS AREA SERVED: MATERNAL AND CHILD HEALTH) - STAKEHOLDER INTERVIEW * HEART OF FLORIDA UNITED WAY (FOCUS AREA SERVED: SOCIAL SERVICES FOR LOW-INCOME INDIVIDUALS) - STAKEHOLDER INTERVIEW * HEBNI NUTRITION (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING FOOD INSECURITY; MINORITY POPULATIONS) - STAKEHOLDER INTERVIEW, FOCUS GROUP, AND COMMUNITY LIAISON * HELP ME GROW (FOCUS AREA SERVED: PARENTS) - FOCUS GROUP * HISPANIC FEDERATION (FOCUS AREA SERVED: COMMUNITY HEALTH; MINORITY POPULATIONS) - STAKEHOLDER INTERVIEW, FOCUS GROUP AND COMMUNITY LIAISON * HISPANICS OF LAKE COUNTY ASSOCIATION (FOCUS AREA SERVED: MINORITY POPULATIONS)- FOCUS GROUP * HOLDEN HEIGHTS COMMUNITY CENTER, IN COLLABORATION WITH SIMEON RESOURCE AND DEVELOPMENT CENTER (FOCUS AREA SERVED: SOCIAL SERVICES FOR LOW-INCOME INDIVIDUALS) - FOCUS GROUP * HOMELESS SERVICES NETWORK OF CENTRAL FLORIDA (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW * HOPE COMMUNITY CENTER (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED; MINORITY POPULATIONS) - STAKEHOLDER INTERVIEW * HOPE HELPS (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW * HOPE PARTNERSHIP (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW AND FOCUS GROUP * HOWARD PHILLIPS CENTER FOR CHILDREN AND FAMILIES (FOCUS AREA SERVED: CHILD DEVELOPMENT; ACCESS TO CARE; YOUTH) - STAKEHOLDER INTERVIEW * IMPOWER (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * INFINITE ZION FARMS (FOCUS AREA SERVED: AGRICULTURE; COMMUNITY HEALTH) - STAKEHOLDER INTERVIEW * JACOBS ENGINEERING (FOCUS AREA SERVED: COMMUNITY CONTEXT) - STAKEHOLDER INTERVIEW SCHEDULE H, PART V, SECTION B, LINE 5 FACILITY A, 3 FACILITY A, 3 - GROUP A, CONTINUED. * JOBS PARTNERSHIPS (FOCUS AREA SERVED: EMPLOYMENT) - STAKEHOLDER INTERVIEW * KIDS HOUSE OF SEMINOLE (FOCUS AREA SERVED: YOUTH; ACCESS TO CARE)- STAKEHOLDER INTERVIEW * LAKE CARES, INC. (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING FOOD INSECURITY) - STAKEHOLDER INTERVIEW * LAKE COUNTY EMS (FOCUS AREA SERVED: ACCESS TO CARE) - STAKEHOLDER INTERVIEW * LAKE COUNTY SCHOOL DISTRICT (FOCUS AREA SERVED: EDUCATION; YOUTH) - STAKEHOLDER INTERVIEW * LAKE-SUMTER METROPOLITAN PLANNING ORGANIZATION (FOCUS AREA SERVED: COMMUNITY CONTEXT; TRANSPORTATION) - STAKEHOLDER INTERVIEW * LAKEWOOD CENTER (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * LIVEWELL FOUNDATION (FOCUS AREA SERVED: PHILANTHROPIC AND HEALTH FINANCING ORGANIZATIONS) - STAKEHOLDER INTERVIEW * MEALS ON WHEELS, ETC. (FOCUS AREA SERVED: OLDER ADULTS; INDIVIDUALS EXPERIENCING FOOD INSECURITY) - STAKEHOLDER INTERVIEW * MENTAL HEALTH ASSOCIATION OF CENTRAL FLORIDA (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * METRO PLAN ORLANDO (FOCUS AREA SERVED: COMMUNITY CONTEXT; TRANSPORTATION) - STAKEHOLDER INTERVIEW * MID FLORIDA HOMELESS COALITION, INC. (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW * MIDWAY SAFE HARBOR (FOCUS AREA SERVED: OLDER ADULTS) - FOCUS GROUP * NATIONAL ALLIANCE ON MENTAL ILLNESS (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * NEIGHBORHOOD CENTER OF SOUTH LAKE (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING FOOD INSECURITY) - STAKEHOLDER INTERVIEW * NEMOURS HOSPITAL (FOCUS AREA SERVED: ACCESS TO CARE; YOUTH) - STAKEHOLDER INTERVIEW * NEW HOPE FOR KIDS (FOCUS AREA SERVED: YOUTH; GRIEF SUPPORT; MENTAL HEALTH) - STAKEHOLDER INTERVIEW * ORANGE BLOSSOM FAMILY HEALTH (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - COLLABORATIVE MEMBER * ORLANDO ECONOMIC PARTNERSHIP (FOCUS AREA SERVED: ECONOMIC GROWTH; COMMUNITY CONTEXT) - STAKEHOLDER INTERVIEW * ORLANDO HEALTH (FOCUS AREA SERVED: HEALTHCARE SYSTEM; ACCESS TO CARE) - STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * OSCEOLA COMMUNITY HEALTH SERVICES (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED)- STAKEHOLDER INTERVIEW AND COLLABORATIVE MEMBER * OSCEOLA COUNCIL ON AGING (FOCUS AREA SERVED: OLDER ADULTS; ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW AND FOCUS GROUP * OSCEOLA COUNTY DISTRICT SCHOOLS (FOCUS AREA SERVED: EDUCATION; YOUTH) - STAKEHOLDER INTERVIEW * PACE CENTER FOR GIRLS (FOCUS AREA SERVED: SOCIAL SERVICES; YOUTH)- STAKEHOLDER INTERVIEW * PEACE AND JUSTICE INSTITUTE (FOCUS AREA SERVED: COMMUNITY CONTEXT; MENTAL HEALTH) - STAKEHOLDER INTERVIEW AND COMMUNITY LIAISON * PEER SUPPORT SPACE (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW * PICNIC PROJECT (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING FOOD INSECURITY) - STAKEHOLDER INTERVIEW * PRIMARY CARE ACCESS NETWORK (FOCUS AREA SERVED: ACCESS TO CARE) - STAKEHOLDER INTERVIEW * RESCUE OUTREACH MISSION OF CENTRAL FLORIDA (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING HOUSING INSECURITY) - STAKEHOLDER INTERVIEW * SAFE KIDS COALITION (FOCUS AREA SERVED: CHILD DEVELOPMENT; YOUTH; INJURY PREVENTION) - STAKEHOLDER INTERVIEW * SAMARITAN RESOURCE CENTER (FOCUS AREA SERVED: SOCIAL SERVICES FOR LOW-INCOME INDIVIDUALS) - STAKEHOLDER INTERVIEW * SAMARITAN VILLAGE (FOCUS AREA SERVED: HUMAN TRAFFICKING; WOMEN) - STAKEHOLDER INTERVIEW * SECOND HARVEST FOOD BANK (FOCUS AREA SERVED: INDIVIDUALS EXPERIENCING FOOD INSECURITY) - STAKEHOLDER INTERVIEW * SEMINOLE COUNTY GOVERNMENT: AGING COMMITTEE (FOCUS AREA SERVED: OLDER ADULTS; LOCAL GOVERNMENT)- FOCUS GROUP * SEMINOLE COUNTY PUBLIC SCHOOLS (FOCUS AREA SERVED: EDUCATION; YOUTH) - STAKEHOLDER INTERVIEW * SEMINOLE COUNTY RESIDENTS (SPANISH SPEAKING) (FOCUS AREA SERVED: MINORITY POPULATIONS) - FOCUS GROUP * SEMINOLE STATE COLLEGE (FOCUS AREA SERVED: EDUCATION) - STAKEHOLDER INTERVIEW * SENIOR RESOURCE ALLIANCE (FOCUS AREA SERVED: SENIOR ADULT HEALTH) - STAKEHOLDER INTERVIEW * SENIORS FIRST (FOCUS AREA SERVED: SENIOR CARE/FOOD SECURITY) - STAKEHOLDER INTERVIEW * SHEPHERD'S HOPE (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW AND FOCUS GROUP * ST. THOMAS AQUINAS CLINIC (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW * THE CENTER (FOCUS AREA SERVED: LGBT INDIVIDUALS) - STAKEHOLDER INTERVIEW, FOCUS GROUP AND COMMUNITY LIAISON * THE MIDWIFE BUS (FOCUS AREA SERVED: MATERNAL AND CHILD HEALTH; ACCESS TO CARE) - STAKEHOLDER INTERVIEW * TRUE HEALTH (FOCUS AREA SERVED: ACCESS TO CARE; UNINSURED OR UNDERINSURED) - STAKEHOLDER INTERVIEW, FOCUS GROUP, AND COLLABORATIVE MEMBER * UCF COLLEGE OF MEDICINE (FOCUS AREA SERVED: EDUCATION) - STAKEHOLDER INTERVIEW * UNITED CEREBRAL PALSY OF CENTRAL FLORIDA (FOCUS AREA SERVED: INDIVIDUALS WITH DISABILITIES) - STAKEHOLDER INTERVIEW * UNITED WAY OF LAKE AND SUMTER COUNTIES, INC. (FOCUS AREA SERVED: SOCIAL SERVICES FOR LOW-INCOME INDIVIDUALS) - STAKEHOLDER INTERVIEW * UNIVERSITY OF CENTRAL FLORIDA (FOCUS AREA SERVED: EDUCATION) - STAKEHOLDER INTERVIEW * VICTIM SERVICES CENTER (FOCUS AREA SERVED: BEHAVIORAL HEALTH) - STAKEHOLDER INTERVIEW SCHEDULE H, PART V, SECTION B, LINE 6A FACILITY A, 1 FACILITY A, 1 - GROUP A. ORLANDO HEALTH: ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH CANCER INSTITUTE, ORLANDO HEALTH ADVANCED REHABILITATION INSTITUTE), ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH LAKE MARY HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL, ORLANDO HEALTH SOUTH LAKE HOSPITAL AND ORLANDO HEALTH ST. CLOUD HOSPITAL. ADVENTHEALTH: ADVENTHEALTH ALTAMONTE SPRINGS, ADVENTHEALTH APOPKA, ADVENTHEALTH CELEBRATION, ADVENTHEALTH EAST ORLANDO, ADVENTHEALTH KISSIMMEE, ADVENTHEALTH ORLANDO, ADVENTHEALTH WATERMAN, ADVENTHEALTH WINTER GARDEN AND ADVENTHEALTH WINTER PARK. ASPIRE HEALTH PARTNERS: KENNEDY PLAZA, LAKESIDE PLACE APARTMENTS, PRINCETON PLAZA, RESIDENTIAL PLAZA SCHEDULE H, PART V, SECTION B, LINE 6B FACILITY A, 1 FACILITY A, 1 - GROUP A. DEPARTMENT OF HEALTH: FLORIDA DEPARTMENT OF HEALTH IN LAKE COUNTY FLORIDA DEPARTMENT OF HEALTH IN ORANGE COUNTY FLORIDA DEPARTMENT OF HEALTH IN OSCEOLA COUNTY FLORIDA DEPARTMENT OF HEALTH IN SEMINOLE COUNTY FEDERALLY QUALIFIED HEALTH CENTERS: COMMUNITY HEALTH CENTERS, INC ORANGE BLOSSOM FAMILY HEALTH OSCEOLA COMMUNITY HEALTH SERVICES TRUE HEALTH SCHEDULE H, PART V, SECTION B, LINE 11 FACILITY A, 1 FACILITY A, 1 - GROUP A. ORLANDO HEALTH CENTRAL IS A SUBSIDIARY OF ORLANDO HEALTH AND FOR MORE THAN 100 YEARS, ORLANDO HEALTH HAS PROVIDED FOR THE HEALTH NEEDS OF OUR LOCAL AND REGIONAL COMMUNITIES, GROWING FROM A SINGLE HOSPITAL INTO AN AWARD-WINNING ORGANIZATION NOW SUPPORTING HEALTHCARE CONSUMERS FROM ACROSS THE SOUTHEASTERN UNITED STATES. IT IS OUR MISSION TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. ORLANDO HEALTH TO CONSTANTLY WORKS TO IMPROVE HEALTH IN THE COMMUNITY AND INCREASE ACCESS TO CARE. FOLLOWING OUR PARTICIPATION IN THE 2025 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) ORLANDO HEALTH CENTRAL TOOK INTO CONSIDERATION SEVERAL FACTORS IN SELECTING HEALTH NEEDS TO ADDRESS. FACTORS INCLUDED: INDIVIDUAL ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL AND ORLANDO HEALTH DATA; COMMUNITY AND HOSPITAL ASSETS; ABILITY TO IMPACT AN ISSUE; CURRENT COMMUNITY BENEFIT EFFORTS; COMMUNITY PARTNERSHIPS; AND OPPORTUNITIES FOR COLLABORATION. WE ALSO TOOK INTO CONSIDERATION THE COUNTY WHERE WE ARE LOCATED, WHICH IS ORANGE COUNTY. BASED ON OUR PROCESS, WE SELECTED ACCESS TO CARE AS OUR PRIORITY HEALTH NEED FROM THE 2025 CHNA. IN FISCAL YEAR 2025 WITH OUR FOCUS ON ACCESS TO CARE, ORLANDO HEALTH CENTRAL DEVELOPED NEW AND ENHANCED EXISTING COMMUNITY BENEFIT PROGRAMS TO IMPROVE ACCESS TO CARE. ORLANDO HEALTH CENTRAL PROVIDED OVER $52 MILLION IN COMMUNITY BENEFIT IN FY2025. IN SUPPORT OF OUR COMMUNITY BENEFIT EFFORTS, WE RECOGNIZE THE IMPORTANCE OF WORKING WITH COMMUNITY ORGANIZATIONS. IN FY2025, 31 GRANT PROPOSALS WERE SUPPORTED THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM. MANY OF THESE GRANTS SERVED RESIDENTS FROM ORANGE COUNTY. DURING THE FISCAL YEAR, WE CONTINUED TO ACTIVELY COLLABORATE WITH LOCAL ORGANIZATIONS AND GROUPS TO MAKE A DIFFERENCE IN THE HEALTH AND QUALITY OF LIFE IN CENTRAL FLORIDA. IN 2025, ORLANDO HEALTH SUPPORTED MORE THAN 700 COMMUNITY ORGANIZATIONS AND PROVIDED 11,421 BOARD MEMBER, COMMITTEE MEMBER AND ADVISORY BOARD MEMBER HOURS. EXAMPLES FROM KEY INITIATIVES ARE INCLUDED TO ILLUSTRATE THE TYPES OF SUCCESSES THESE PROGRAMS YIELD. PARTNERING WITH RECOVERY CONNECTIONS OF CENTRAL FLORIDA, ORLANDO HEALTH PROVIDED FUNDING FOR WRAPAROUND SUPPORT FOR RECOVERY. THIS PROGRAM TAKES A HOLISTIC APPROACH TO THE NEEDS OF PARTICIPANTS AND STREAMLINES CARE NAVIGATION BY ADDRESSING CRITICAL ISSUES SUCH AS FOOD INSECURITY, TRANSPORTATION ACCESS, COMMUNICATION, CLOTHING, AND CO-PAYS FOR PHYSICAL AND MENTAL HEALTH APPOINTMENTS. IN FY2025, 350 INDIVIDUALS WERE PROVIDED RESOURCES TO SUPPORT THEIR RECOVERY JOURNEY. MORE THAN 180 BUS PASSES, 175 CELL PHONES, AND 160 GROCERY ORDERS WERE PROVIDED. EIGHTY-THREE OF THE INDIVIDUALS ENGAGED EXPRESSED HEALTHCARE NEEDS AND WERE CONNECTED TO THE APPROPRIATE CARE. ORLANDO HEALTH WILL CONTINUE TO SUPPORT THIS PROGRAM THROUGH FY2026. THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM PROVIDED GRANT FUNDING TO SERVANT'S HEART MINISTRY AND ITS FEEDING COMMUNITIES, EMPOWERING LIVES PROGRAM. THROUGH TWO COMPONENTS, THE PROGRAM SERVES VULNERABLE RESIDENTS LIVING IN CENTRAL FLORIDA'S FOOD DESERTS. THE FEEDING COMMUNITIES' COMPONENT FOCUSES ON PROVIDING WEEKLY GROCERIES TO THOSE LIVING IN FOOD DESERTS. THE EMPOWERING LIVES COMPONENT CONNECTS RESIDENTS TO APPROPRIATE COMMUNITY RESOURCES, INCLUDING HOUSING, JOB SKILLS TRAINING AND JOB PLACEMENT, HEALTHCARE, EDUCATION ASSISTANCE, FREE LEGAL ASSISTANCE AND BUDGETING EDUCATION. IN FY25, 7,730 INDIVIDUALS WERE ENGAGED IN THE PROGRAMS. NEARLY 2,400 INDIVIDUALS RECEIVED 464,100 POUNDS OF FOOD DISTRIBUTED THROUGH 13,248 GROCERY BOXES. THROUGH THE EMPOWERING LIVES COMPONENT, 324 INDIVIDUALS RECEIVED ASSISTANCE FROM THE RESOURCE MANAGER TO BE CONNECTED TO ADDITIONAL SERVICES BY COMMUNITY PARTNERS. WHILE IN THE PROGRAM, 20 PARTICIPANTS RECEIVED HOUSING AND 23 PARTICIPANTS HAVE RECEIVED EMPLOYMENT ASSISTANCE. TO ADDRESS ACCESS TO CARE, THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM PARTNERED WITH PATHWAY HOMES OF FLORIDA. THE HOMELESS TO HOME - KEY TO ACCESS TO MENTAL AND PHYSICAL HEALTHCARE PROGRAM FOCUSES ON INCREASING INCOME AND ACCESS OF HEALTHCARE FOR INDIVIDUALS WHO WERE FORMERLY OR CURRENTLY EXPERIENCING HOMELESSNESS. IN THE PROGRAM, CASE MANAGERS SUPPORT CLIENTS IN APPLYING FOR SOCIAL SECURITY INCOME AND MEDICARE OR MEDICAID BENEFITS. ONCE OBTAINED, INDIVIDUALS ARE CONNECTED TO MEDICAL, SOCIAL AND/OR EMPLOYMENT SERVICES. DURING FY25, 76 INDIVIDUALS RECEIVED SUPPORT APPLYING FOR SOCIAL SECURITY DISABILITY INSURANCE (SSDI). EVEN THOUGH THE PROCESS TO BE APPROVED FOR SSDI IS LENGTHY, 29 INDIVIDUALS WERE APPROVED FOR SSDI AND 22 ARE IN THE PROCESS OF APPEALING THEIR SSDI DECISION. ALL 29 OF THE INDIVIDUALS WHO WERE APPROVED FOR SSDI WERE CONNECTED TO A MEDICAL HOME AND ARE ACTIVELY SEEKING PRIMARY CARE FROM THEIR MEDICAL HOME. CONFRONTING THE OPIOID CRISIS: CONTINUING ITS RESPONSE TO THE OVERWHELMING NUMBER OF CENTRAL FLORIDA RESIDENTS DYING FROM DRUG OVERDOSES, THE ORLANDO HEALTH OPIOID OUTREACH TEAM ASSESSES PATIENTS WHO PRESENT IN THE EMERGENCY ROOM WITH A POSSIBLE OVERDOSE. IN 2017, ORANGE COUNTY WAS AMONG FLORIDA'S TOP 10 COUNTIES WITH THE HIGHEST NUMBER OF DEATHS CAUSED BY OPIOIDS SUCH AS FENTANYL ANALOGS, OXYCODONE, ALPRAZOLAM AND METHADONE, AS WELL AS ACCIDENTAL DEATHS CAUSED BY PRESCRIPTION DRUGS. ASSIGNED TO THE EMERGENCY DEPARTMENT AT ORLANDO HEALTH HEALTH CENTRAL, THE OPIOID OUTREACH NAVIGATOR COLLABORATES WITH THE CARE MANAGEMENT TEAM. WHEN A PATIENT PRESENTS WITH A SUSPECTED SUBSTANCE USE OVERDOSE OR A CONDITION RELATED TO SUBSTANCE USE, THE COORDINATOR IS CALLED IN TO PERFORM AN ASSESSMENT. AFTER THE ASSESSMENT IS COMPLETED, THE PATIENT AND THE COORDINATOR DISCUSS OPTIONS FOR TREATMENT AND REFERRALS TO TREATMENT FACILITIES. FOR PATIENTS DIAGNOSED WITH A SUBSTANCE USE DISORDER, THE COORDINATOR WORKS WITH SPECIALISTS FROM A BEHAVIORAL HEALTH PARTNER THAT CAN OFFER EXTENDED INPATIENT CARE. THE NAVIGATOR ALSO CAN PROVIDE ADDITIONAL RESOURCES AND FOLLOW-UP SUPPORT FOR PATIENTS AND THEIR FAMILIES TO ENSURE SUCCESS. TO CONTINUE THE SUPPORT AND EXPANSION OF THIS PROGRAM, THE OPIOID OUTREACH NAVIGATOR ADMINISTERS NARCAN IN THE EMERGENCY ROOM AND WORKS WITH THE PHARMACY TO PRESCRIBE METHADONE THAT ENABLES PATIENTS TO PARTICIPATE IN MEDICALLY ASSISTED TREATMENT. THE OPIOID OUTREACH NAVIGATOR ALSO WORKS WITH CAREER SOURCE TO IDENTIFY PATIENTS WHO ARE READY TO RE-ENTER THEIR COMMUNITY AND WORKFORCE THROUGH JOB SKILLS TRAINING AND EMPLOYMENT. IN FY2025, ORLANDO HEALTH'S OPIOID OUTREACH PROGRAM ASSESSED NEARLY 3,700 PATIENTS. OF THOSE SEEN, MORE THAN 2,070 RECEIVED A REFERRAL TO FOLLOW-UP CARE OR TREATMENT, AND 576 PATIENTS INITIATED THE PROCESS TO BEGIN MEDICATION ASSISTED TREATMENT. IN FY25, ORLANDO HEALTH CONTINUED RESPONDING TO AN IDENTIFIED NEED FOR ENHANCED MENTAL HEALTHCARE THROUGH A MENTAL HEALTH FIRST AID TRAINING PROGRAM. BOTH THE 2022 AND THE 2025 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IDENTIFIED MENTAL HEALTH AS ONE OF THE TOP COMMUNITY NEEDS IN CENTRAL FLORIDA. ONE WAY ORLANDO HEALTH ADDRESSED THE ISSUE WAS BY IMPLEMENTING A TRAINING PROGRAM THAT HELPS ONLOOKERS LEARN SKILLS TO ASSIST SOMEONE IN A MENTAL HEALTH CRISIS. THIS TRAINING IS FREE OF CHARGE TO COMMUNITY MEMBERS EITHER IN PERSON OR VIRTUALLY. THE CURRICULUM IS PROVIDED THROUGH THE NATIONAL COUNCIL OF MENTAL WELLBEING. IT IS DESIGNED FOR BYSTANDERS WHO MAY HAVE LITTLE TO NO MEDICAL TRAINING BUT MAY BE ABLE TO PROVIDE INITIAL SUPPORT TO SOMEONE IN MENTAL HEALTH CRISIS UNTIL THEY ARE CONNECTED WITH APPROPRIATE PROFESSIONAL HELP. THROUGH COMMUNITY-SPECIFIC SCENARIOS, ACTIVITIES AND VIDEOS, COURSE PARTICIPANTS LEARN COMMON SIGNS AND SYMPTOMS OF MENTAL HEALTH AND SUBSTANCE USE CHALLENGES, HOW TO INTERACT WITH A PERSON IN CRISIS AND HOW TO CONNECT A PERSON TO HELP AND RESOURCES IN THE COMMUNITY. SINCE LAUNCHING IN MAY 2023, WE HAVE ESTABLISHED FOUR MENTAL HEALTH FIRST AID TRAINERS AT ORLANDO HEALTH. DURING FY2025, THE TRAINERS TAUGHT 15 CLASSES TO 186 PARTICIPANTS. TO ADDRESS MENTAL HEALTH CHALLENGES WITHIN THE COMMUNITY'S YOUTH POPULATION, ORLANDO HEALTH PARTNERED WITH BREAKTHROUGH ORANGE TO PROVIDE MENTAL HEALTH FIRST AID TO INDIVIDUALS WHO ENGAGE WITH THOSE 17 YEARS OLD AND YOUNGER. DURING FY25, FOUR CLASSES WERE PROVIDED TO 10 INDIVIDUALS. SCHEDULE H, PART V, SECTION B, LINE 11 FACILITY A, 2 FACILITY A, 2 - GROUP A, CONTINUED. TO SUPPORT BETTER ACCESS TO CARE THROUGH COMMUNITY COLLABORATION, ORLANDO HEALTH IN FY2025 IMPLEMENTED FINDHELP, AN ONLINE REFERRAL SYSTEM THAT SEAMLESSLY CONNECTS OUR COMMUNITY WITH ESSENTIAL SOCIAL AND HEALTH SERVICES, INCLUDING FINANCIAL ASSISTANCE, FOOD PANTRIES, MEDICAL CARE AND OTHER FREE OR REDUCED-COST RESOURCES. WITH THE INTEGRATION OF FINDHELP INTO THE HEALTHCARE SYSTEM'S ELECTRONIC HEALTH RECORD, OUR PHYSICIANS AND TEAM MEMBERS NOW HAVE EASY ACCESS TO FINDHELP'S EXTENSIVE NETWORK OF PROGRAMS AND RESOURCES - EMPOWERING THEM TO PROVIDE COMPREHENSIVE SUPPORT FOR EVERY PATIENT AND ENHANCING HEALTHCARE QUALITY, SAFETY AND PATIENT SATISFACTION. THE RESOURCE IS NOW AVAILABLE TO ALL ORLANDO HEALTH HOSPITALS IN FLORIDA THROUGH THE SYSTEM'S ELECTRONIC HEALTH RECORD AS WELL AS THROUGH AN EXTERNAL-FACING SITE THAT IS ACCESSIBLE TO THE COMMUNITY AT ALL TIMES. DURING FY25, 1,065 ASSESSMENTS OF SOCIAL DRIVERS OF HEALTH WERE COMPLETED, MORE THAN 29,000 ONLINE SEARCHES WERE CONDUCTED AND 233 REFERRALS WERE MADE THROUGH THE PLATFORM. MOVING FORWARD, ORLANDO HEALTH WILL CONTINUE TO INCREASE AWARENESS ABOUT THIS VALUABLE RESOURCE BOTH INTERNALLY AND WITH COMMUNITY PARTNERS. WITH ACCESS TO QUALITY CARE AS ITS PRIORITY, ORLANDO HEALTH CENTRAL DETERMINED THAT THE FOLLOWING ISSUES WOULD NOT BE EXPLICITLY INCLUDED IN ITS IMPLEMENTATION STRATEGY SO THAT IT COULD MAXIMIZE AVAILABLE RESOURCES FOR ADDRESSING ACCESS TO CARE. HOWEVER, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL DO PROVIDE SUPPORT AND SERVICES FOR SEVERAL OF THE REMAINING HEALTH NEEDS. AT THE TIME OF PRIORITIZATION, WE TOOK INTO ACCOUNT THE LEVEL TO WHICH SOME OF THE NEEDS WERE ALREADY BEING ADDRESSED IN THE SERVICE AREA, ALONG WITH WHETHER THE IDENTIFIED NEED FALLS OUTSIDE OF THE SCOPE OF OUR EXPERTISE AND RESOURCES. FOR THE NEEDS WE DID NOT SELECT WE WILL CONTINUE TO PROVIDE SUPPORT AND SERVICES WHERE APPROPRIATE INCLUDING THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM. IN ADDITION, MANY OF THE NEEDS LISTED BELOW WILL BE IMPACTED BY OUR FOCUS ON ACCESS TO CARE. WITH EFFORTS CONCENTRATED ON ACCESS TO CARE WE ARE ABLE TO SUPPORT OUR COMMUNITY IN MULTIPLE ARENAS INSTEAD OF BEING LIMITED TO ONE CONDITION OR NEED. THIS FLEXIBILITY HELPS US BETTER SERVE THE MOST UNDERSERVED AND VULNERABLE POPULATIONS IN OUR COMMUNITY. ORANGE COUNTY SERVICE AREA NEEDS THAT WILL NOT BE EXPLICITLY ADDRESSED: - AFFORDABLE HOUSING, INCLUDING FOR OLDER ADULTS - FOOD SECURITY - IMPROVED CARE COORDINATION AMONG HEALTHCARE PROVIDERS - IMPROVED HEALTH LITERACY RESOURCES - PROGRAMS FOR CHRONIC DISEASE PREVENTION AND EDUCATION - JOBS WITH LIVABLE WAGES - MATERNAL AND PRENATAL CARE, INCLUDING MORE OB/GYN PROVIDERS - GENERAL AWARENESS OF RESOURCES, INCLUDING PRENATAL CARE SERVICES FOR NEW RESIDENTS - IMPACT OF SOCIAL MEDIA ON THE MENTAL HEALTH OF CHILDREN - LINGUISTICALLY AND CULTURALLY APPROPRIATE HEALTHCARE SERVICES AND RESOURCES - AFFORDABLE CHILDCARE SERVICES - ACCESS TO OUTPATIENT MENTAL HEALTH SERVICES - BUILDING TRUST WITH MEDICALLY UNDERSERVED POPULATIONS - TRANSPORTATION, ESPECIALLY TO MEDICAL APPOINTMENTS AND PUBLIC TRANSPORTATION - SUBSTANCE USE TREATMENT SERVICES AFFORDABLE HOUSING FOR ALL, INCLUDING OLDER ADULTS. WHILE WE DID NOT SELECT AFFORDABLE HOUSING FOR ALL, INCLUDING OLDER ADULTS AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. FOOD SECURITY. WHILE WE DID NOT SELECT FOOD SECURITY AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. IMPROVED CARE COORDINATION AMONG HEALTHCARE PROVIDERS. WHILE WE DID NOT SELECT IMPROVED CARE COORDINATION AMONG HEALTHCARE PROVIDERS AS A PRIORITY, OUR WORK IMPLEMENTING THE CLOSED-LOOP REFERRAL SYSTEM OF FINDHELP MAKES A POSITIVE IMPACT IN THIS AREA OF NEED. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. IMPROVED HEALTH LITERACY RESOURCES. WHILE WE DID NOT SELECT IMPROVED HEALTH LITERACY RESOURCES AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. PROGRAMS FOR CHRONIC DISEASE PREVENTION AND EDUCATION. WHILE WE DID NOT SELECT PROGRAMS FOR CHRONIC DISEASE PREVENTION AND EDUCATION AS A PRIORITY, THE ORLANDO HEALTH CENTER FOR HEALTH IMPROVEMENT PROVIDES PROGRAMS AND EDUCATION TO PREVENT AND TREAT CHRONIC DISEASES. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. JOBS WITH LIVABLE WAGES. WHILE WE DID NOT SELECT JOBS WITH LIVABLE WAGES AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. MATERNAL AND PRENATAL CARE, INCLUDING MORE OB/GYN PROVIDERS. WHILE WE DID NOT SELECT MATERNAL AND PRENATAL CARE, INCLUDING MORE OB/GYN PROVIDERS AS A PRIORITY, THE ORLANDO HEALTH CENTER FOR MATERNAL HEALTH INCREASES ACCESS TO MATERNAL AND PRENATAL HEALTHCARE TO POSITIVELY IMPACT THIS AREA OF NEED. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. GENERAL AWARENESS OF RESOURCES, INCLUDING PRENATAL CARE SERVICES FOR NEW RESIDENTS. WHILE WE DID NOT SELECT GENERAL AWARENESS OF RESOURCES, INCLUDING PRENATAL CARE SERVICES FOR NEW RESIDENTS AS A PRIORITY, OUR COMMUNITY-FACING RESOURCE WEBSITE PROVIDED IN PARTNERSHIP WITH FINDHELP POSITIVELY IMPACTS THIS AREA OF NEED. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. IMPACT OF SOCIAL MEDIA ON THE MENTAL HEALTH OF CHILDREN. WHILE WE DID NOT SELECT IMPACT OF SOCIAL MEDIA ON THE MENTAL HEALTH OF CHILDREN AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. LINGUISTICALLY AND CULTURALLY APPROPRIATE HEALTHCARE RESOURCES. WHILE WE DID NOT SELECT LINGUISTICALLY AND CULTURALLY APPROPRIATE HEALTHCARE RESOURCES AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. AFFORDABLE CHILDCARE SERVICES. WHILE WE DID NOT SELECT AFFORDABLE CHILDCARE SERVICES AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. ACCESS TO OUTPATIENT MENTAL HEALTH SERVICES. WHILE WE DID NOT SELECT ACCESS TO OUTPATIENT MENTAL HEALTH SERVICES AS A PRIORITY, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM. IN ADDITION, THROUGH OUR SELECTION OF ACCESS TO CARE, WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. BUILDING TRUST WITH MEDICALLY UNDERSERVED POPULATIONS. WHILE WE DID NOT SELECT BUILDING TRUST WITH MEDICALLY UNDERSERVED POPULATIONS AS A PRIORITY, THE REACH TEAM PROVIDES TARGETED SUPPORT TO THIS POPULATION TO MAKE A POSITIVE IMPACT IN THIS AREA OF NEED. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. TRANSPORTATION, ESPECIALLY TO MEDICAL APPOINTMENTS AND PUBLIC TRANSPORTATION. WHILE WE DID NOT SELECT TRANSPORTATION, ESPECIALLY TO MEDICAL APPOINTMENTS AND PUBLIC TRANSPORTATION AS A PRIORITY, OUR HEALTHCARE SYSTEM PROVIDES ACCESS TO TRANSPORTATION THROUGH DISCHARGE SUPPORT AND THE REACH TEAM. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. SCHEDULE H, PART V, SECTION B, LINE 11 FACILITY A, 3 FACILITY A, 3 - GROUP A, CONTINUED. SUBSTANCE USE TREATMENT SERVICES. WHILE WE DID NOT SELECT SUBSTANCE USE TREATMENT SERVICES AS A PRIORITY, THROUGH OUR SUBSTANCE USE DISORDER TEAM AND OPIOID OUTREACH COORDINATORS WE CAN MAKE A POSITIVE IMPACT IN THIS AREA OF NEED. IN ADDITION, WE PLAN TO IDENTIFY COMMUNITY COLLABORATIONS THROUGH RELATIONSHIP BUILDING AND THE COMMUNITY GRANT PROGRAM TO FURTHER SUPPORT THIS NEED. SCHEDULE H, PART V, SECTION B, LINE 13 FACILITY A, 1 FACILITY A, 1 - GROUP A. ORLANDO HEALTH CENTRAL USES AN INDEPENDENT ELIGIBILITY ASSESSMENT TO HELP DETERMINE PATIENT PAYMENT CAPABILITY AND TO SUPPORT PRESUMPTIVE DETERMINATIONS OF FINANCIAL NEED. THE INDEPENDENT ELIGIBILITY ASSESSMENT CONSISTS OF ALGORITHMS THAT INCORPORATE DATA FROM CREDIT BUREAUS, DEMOGRAPHIC DATABASES, AND HOSPITAL-SPECIFIC DATA. THIRD-PARTY CREDIT REPORT DATA AND OTHER PUBLICLY AVAILABLE DATA SOURCES USE HEALTHCARE INDUSTRY-RECOGNIZED PREDICTIVE MODELING BASED ON PUBLIC RECORD DATABASES TO CALCULATE A SOCIO-ECONOMIC AND FINANCIAL CAPABILITY SCORE. INDIVIDUALS DEEMED VIA THE INDEPENDENT ELIGIBILITY ASSESSMENT TO HAVE A PAYMENT CAPABILITY SCORE OF "LOW "UNKNOWN" ARE TREATED AS HAVING ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THE FINANCIAL ASSISTANCE POLICY, SUPPORTING CLASSIFICATION INTO THE APPROPRIATE FINANCIAL ASSISTANCE CATEGORY EVEN IF COMPLETE DOCUMENTATION IS NOT VOLUNTARILY PROVIDED. 6 ORLANDO HEALTH EMERGENCY ROOM - REUNION VILLAGE 8011 OSCEOLA POLK LINE RD DAVENPORT FL 33896 FREESTANDING ER AND MEDICAL PAVILION ORLANDO HEALTH - HEALTH CENTRAL PARK 411 NORTH DILLARD STREET WINTER GARDEN FL 34787 SKILLED NURSING FACILITY ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL REHABILITATION 10000 W COLONIAL DR STE 381 OCOEE FL 34761 OUTPATIENT REHABILITATION ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL SURGERY CENTER 1435 DIVISION AVENUE OCOEE FL 34761 OUTPATIENT AMBULATORY SURGERY ORLANDO HEALTH CENTER FOR REHABILITATION 1300 HEMPEL AVENUE OCOEE FL 34761 SKILLED NURSING FACILITY HEALTH CENTRAL WOUND CARE 1435 DIVISION AVENUE OCOEE FL 34761 OUTPATIENT WOUND CARE SCHEDULE H, PART I, LINE 7F BAD DEBT REPORTING BAD DEBT EXPENSE OF ($97,172) WAS INCLUDED ON FORM 990, PART IX, LINE 25 AND REMOVED IN ORDER TO COMPUTE THE PERCENTAGES FOR COLUMN F OF LINE 7. ALL OTHER BAD DEBT WAS REPORTED AS AN OFFSET TO PATIENT REVENUE AND NOT ON PART IX. SCHEDULE H, PART VI, LINE 7 STATE FILING OF COMMUNITY BENEFIT REPORT NONE SCHEDULE H, PART II COMMUNITY BUILDING ACTIVITIES THE PRIMARY PURPOSE OF ORLANDO HEALTH CENTRAL'S COMMUNITY BUILDING ACTIVITIES IS TO IMPROVE HEALTH IN THE CENTRAL FLORIDA COMMUNITY. WHEN A PARTICULAR PHYSICIAN SPECIALTY IS DEFICIENT IN THE COMMUNITY IN COMPARISON TO THE POPULATION, IT CAN LIMIT ACCESS TO HEALTHCARE SERVICES AND RESULT IN POOR HEALTH OUTCOMES. TO RECTIFY THOSE WORKFORCE SHORTAGES, ORLANDO HEALTH CENTRAL MAY HELP RECRUIT PHYSICIANS WHEN A NEED IS IDENTIFIED TO ESTABLISH, ENHANCE OR MAINTAIN A MEDICAL SERVICE IN THE AREA. TO DETERMINE NEED, THE HOSPITAL USES INDEPENDENT HEALTH PLANNING SERVICE ORGANIZATIONS; COMMUNITY NEEDS ASSESSMENT; AND INDEPENDENTLY MAINTAINED PHYSICIAN DATABASE SOFTWARE. THESE PHYSICIAN RECRUITMENT EFFORTS MEET THE COMMUNITY BENEFIT OBJECTIVE OF IMPROVING ACCESS TO HEALTH SERVICES, WHICH IN TURN IMPROVES PUBLIC HEALTH. ORLANDO HEALTH CENTRAL DID NOT RECRUIT ANY NEW COMMUNITY-BASED PHYSICIANS DURING THE FISCAL YEAR. HOWEVER, WE WILL CONTINUE TO FIND WAYS TO RECRUIT COMMUNITY-BASED PHYSICIANS TO HELP COMBAT PHYSICIAN SHORTAGES IN THE COMING FISCAL YEAR. SCHEDULE H, PART III LINE 2 AND 4 - BAD DEBT METHODOLOGY BAD DEBT EXPENSE REFLECTED IN PART III, LINE 2 REPRESENTS AMOUNTS 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 USES PREDICTIVE ANALYTICS TO DETERMINE IF THE FINANCIAL ASSISTANCE FOR ACCOUNTS ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT. ORLANDO HEALTH USES DATA DERIVED FROM THIRD PARTIES WHICH INCLUDE, BUT ARE NOT LIMITED TO DEMOGRAPHIC VERIFICATION, INCOME VERIFICATION, HOUSEHOLD SIZE VERIFICATION, PAYMENT HISTORY INFORMATION, AND OCCUPATION INFORMATION. ONCE THIS DATA LOGIC IS APPLIED, IT BECOMES APPARENT IF THE ACCOUNT QUALIFIES FOR FINANCIAL ASSISTANCE. IF THE ACCOUNT DOES QUALIFY, PREVIOUS UNINSURED DISCOUNTS, BAD DEBT ADJUSTMENTS AND/OR WRITE OFFS ARE REVERSED AND THE NEW BALANCE REFLECTED IS RECLASSIFIED AS FINANCIAL ASSISTANCE OR CHARITY, WHICH IS REDUCED TO COST. CONSISTENT WITH THE SYSTEM'S MISSION, CARE IS PROVIDED TO PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. THEREFORE, THE SYSTEM HAS DETERMINED THAT IT HAS PROVIDED IMPLICIT PRICE CONCESSIONS TO UNINSURED PATIENTS AND PATIENTS WITH OTHER UNINSURED BALANCES SUCH AS COPAYS AND DEDUCTIBLES. THE DIFFERENCE BETWEEN AMOUNTS BILLED TO PATIENTS AND THE AMOUNTS EXPECTED TO BE COLLECTED BASED ON THE SYSTEM'S COLLECTION HISTORY WITH THOSE PATIENTS IS RECORDED AS IMPLICIT PRICE CONCESSIONS, OR AS A DIRECT REDUCTION TO NET PATIENT REVENUE. SUBSEQUENT ADJUSTMENTS THAT ARE DETERMINED TO BE THE RESULT OF AN ADVERSE CHANGE IN THE PATIENT'S OR PAYOR'S ABILITY TO PAY ARE RECOGNIZED AS BAD DEBT EXPENSE. BAD DEBT EXPENSE IS RECORDED AS A COMPONENT OF OTHER OPERATING EXPENSES IN THE ACCOMPANYING CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGES IN NET ASSETS. BAD DEBT EXPENSE FOR THE YEARS ENDED SEPTEMBER 30, 2025 AND 2024, WAS NOT SIGNIFICANT FOR THE SYSTEM. (ORLANDO HEALTH, INC. AUDITED FINANCIAL STATEMENTS, PAGE 16) SECTION 501(R) RISK ASSESSMENT ORLANDO HEALTH, INC. (OHI) MAINTAINS AN ONGOING REVIEW PROCESS TO SUPPORT COMPLIANCE WITH THE REQUIREMENTS OF IRC SECTION 501(R). THE REVIEW THAT OHI UNDERTOOK ADDRESSED SECTION 501(R) COMPLIANCE AT EACH OF THE FOLLOWING AFFILIATED HOSPITAL FACILITIES: 1. ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (OHORMC) 2. ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN (OHAPH) 3. ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES (OHWPH) 4. ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL (OHSSH) 5. ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL (OHDPH) 6. ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL (OH-HCH) 7. ORLANDO HEALTH SOUTH LAKE HOSPITAL (OHSLH) 8. ORLANDO HEALTH ST. CLOUD HOSPITAL (OHSCH) 9. ORLANDO HEALTH BAYFRONT HOSPITAL (OHBH) 10. ORLANDO HEALTH HORIZON WEST HOSPITAL (OHHWH) 11. ORLANDO HEALTH MELBOURNE HOSPITAL (OHMH) 12. ORLANDO HEALTH SEBASTIAN RIVER HOSPITAL (OHSRH) 13. ORLANDO HEALTH LAKE MARY HOSPITAL (OHLMH) 14. ORLANDO HEALTH ADVANCED REHABILITATION INSTITUTE (OHARI) OHI MAKES PHYSICAL COPIES OF ITS COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND FINANCIAL ASSISTANCE POLICY (FAP) AVAILABLE TO THE PUBLIC AT ITS HOSPITAL FACILITIES AS REQUIRED BY SECTION 501(R). OHI PROVIDES PATIENT-FACING EMPLOYEES WITH ANNUAL TRAINING TO SUPPORT AWARENESS OF WHERE PATIENTS MAY OBTAIN PHYSICAL COPIES OF THESE DOCUMENTS. OHI CONTINUES TO SUPPORT PUBLIC AWARENESS OF FINANCIAL ASSISTANCE AVAILABILITY THROUGH COMMUNITY-FACING EFFORTS, INCLUDING DISSEMINATION OF INFORMATION TO COMMUNITY PARTNERS THAT SERVE LOW-INCOME, UNINSURED, UNDERINSURED, AND UNDERSERVED POPULATIONS. OHI CONDUCTS ANNUAL REVIEWS OF SECTION 501(R) REQUIREMENTS AND RELATED GUIDANCE, EVALUATES AMOUNTS GENERALLY BILLED METHODOLOGY, AND ANALYZES PATIENT PREFERRED-LANGUAGE DATA TO ASSESS WHETHER UPDATES TO POLICIES, TRANSLATIONS, OR RELATED MATERIALS ARE NEEDED. IN ADDITION, OHI PERFORMS REGULAR MONITORING OF FINANCIAL ASSISTANCE WEBSITE RESOURCES AND REVIEWS PROVIDER LISTINGS ON A RECURRING BASIS TO SUPPORT THE ACCURACY AND ACCESSIBILITY OF INFORMATION MADE AVAILABLE TO PATIENTS AND COMMUNITY MEMBERS. UPDATES IDENTIFIED THROUGH THESE ACTIVITIES ARE INCORPORATED INTO POLICIES, PROCEDURES, EDUCATIONAL MATERIALS, AND PUBLIC-FACING RESOURCES, AS APPROPRIATE. OHI HAS ESTABLISHED METHODS FOR MEMBERS OF THE PUBLIC TO PROVIDE INPUT ON OHI'S CHNA REPORT. SUCH INPUT WILL BE MONITORED AND TRACKED QUARTERLY ALONG WITH WEBSITE LINKS PROVIDING INFORMATION TO THE PUBLIC. OHI WILL CONTINUE TO IDENTIFY REPRESENTATIVES OF THE LOW-INCOME, UNDERSERVED AND MINORITY POPULATION(S) IN THE COMMUNITY FROM WHOM INPUT WAS SOLICITED AND DESCRIBE THE RESOURCES POTENTIALLY AVAILABLE TO ADDRESS THE SIGNIFICANT HEALTH NEEDS THROUGHOUT THE 2025 CHNA. DATE RANGES FOR WHICH OHI CONDUCTED SURVEYS AND INTERVIEWS WITHIN THE COMMUNITY TO SEEK INPUT ON IDENTIFYING AND PRIORITIZING COMMUNITY HEALTH NEEDS IS INCLUDED IN THE 2025 CHNA. MOREOVER, OHI INCLUDED AN EVALUATION IN THE 2025 CHNA OF THE IMPACT OF ANY ACTIONS THAT WERE TAKEN, SINCE OHI FINISHED CONDUCTING ITS IMMEDIATELY PRECEDING CHNA, TO ADDRESS THE SIGNIFICANT HEALTH NEEDS IDENTIFIED IN EACH HOSPITAL FACILITY'S PRIOR CHNA. FINALLY, OHI WILL CONTINUE TO LIST ALL PARTNERS THAT IT PLANS TO WORK WITH IN ADDRESSING SIGNIFICANT COMMUNITY HEALTH NEEDS (I.E., LOCAL HEALTH DEPARTMENTS, OTHER HOSPITALS, NON-PROFITS, GOVERNMENT AGENCIES AND ADVOCACY GROUPS) THAT ARE KNOWN AT THE TIME OF IMPLEMENTATION. SCHEDULE H, PART V, SECTION B, LINE 16A FAP WEBSITE URL https://www.orlandohealth.com/patients-and-visitors/patient-financial-resources/pay-your-bill/financial-assistance SCHEDULE H, PART V, SECTION B, LINE 16B FAP APPLICATION FROM WEBSITE URL https://www.orlandohealth.com/patients-and-visitors/patient-financial-resources/pay-your-bill/financial-assistance SCHEDULE H, PART V, SECTION B, LINE 16C FAP PLAIN LANGUAGE SUMMARY WEBSITE UR https://www.orlandohealth.com/patients-and-visitors/patient-financial-resources/pay-your-bill/financial-assistance SCHEDULE H, PART I, LINE 3C ELIGIBILITY CRITERIA FOR FREE OR DISCOUNTED CARE ORLANDO HEALTH CENTRAL USES FEDERAL POVERTY GUIDELINES (FPG) AS THE PRIMARY BASIS FOR DETERMINING ELIGIBILITY FOR FINANCIAL ASSISTANCE. IN ADDITION, ORLANDO HEALTH CENTRAL APPLIES NON-FPG CRITERIA TO IDENTIFY INDIVIDUALS WITH FINANCIAL NEED, CONSISTENT WITH ITS FINANCIAL ASSISTANCE POLICY. THESE CRITERIA INCLUDE PRESUMPTIVE ELIGIBILITY CATEGORIES (SUCH AS DOCUMENTED HOMELESSNESS, DISCHARGE TO A SKILLED NURSING FACILITY, DECEASED INDIVIDUALS WITH NO ESTATE, OR BANKRUPTCY DISCHARGE), MEDICALLY INDIGENT OR CATASTROPHIC CIRCUMSTANCES WHERE MEDICAL EXPENSES EXCEED A DEFINED PERCENTAGE OF HOUSEHOLD INCOME, AND THE USE OF AN INDEPENDENT ELIGIBILITY ASSESSMENT TO EVALUATE FINANCIAL CAPACITY. ORLANDO HEALTH CENTRAL ALSO CONSIDERS INFORMATION OBTAINED DURING THE FINANCIAL SCREENING PROCESS, INCLUDING INCOME, HOUSEHOLD SIZE, AND, WHERE APPLICABLE, ASSETS THAT ARE CONVERTIBLE TO CASH. THESE ADDITIONAL FACTORS SUPPORT THE IDENTIFICATION OF INDIVIDUALS WHO MAY QUALIFY FOR FREE OR DISCOUNTED CARE EVEN WHEN COMPLETE FINANCIAL DOCUMENTATION IS NOT AVAILABLE, AND ENSURE THAT PATIENTS WITH DEMONSTRATED FINANCIAL NEED RECEIVE APPROPRIATE ASSISTANCE UNDER THE POLICY. SCHEDULE H, PART I, LINE 6A COMMUNITY BENEFIT REPORT PREPARED BY RELATED ORGANIZATION ORLANDO HEALTH, INC. PREPARES ONE COMMUNITY BENEFIT REPORT FOR THE SYSTEM (ORLANDO HEALTH & AFFILIATES) SCHEDULE H, PART I, LINE 7 BAD DEBT EXPENSE EXCLUDED FROM FINANCIAL ASSISTANCE CALCULATION -97172 SCHEDULE H, PART I, LINE 7 COSTING METHODOLOGY USED TO CALCULATE FINANCIAL ASSISTANCE THE COST-TO-CHARGE RATIO UTILIZED TO CALCULATE THE AMOUNTS ON LINES 7A-7C WAS DERIVED FROM WORKSHEET 2 AS CONTAINED IN THE SCHEDULE H INSTRUCTIONS. THE AMOUNTS FOR LINES 7E-7I ARE ACTUAL EXPENSES AND NOT BASED ON A COST-TO-CHARGE RATIO. SCHEDULE H, PART III, LINE 8 COMMUNITY BENEFIT & METHODOLOGY FOR DETERMINING MEDICARE COSTS THE COSTING METHODOLOGY USED TO REPORT THE AMOUNT REPORTED ON LINE 6 AS MEDICARE ALLOWABLE COSTS OF CARE RELATING TO PAYMENTS RECEIVED FROM MEDICARE WAS CALCULATED USING THE MEDICARE COST REPORT. ORLANDO HEALTH CENTRAL DOES NOT CURRENTLY INCLUDE MEDICARE SHORTFALL AS A COMMUNITY BENEFIT. HOWEVER, AS A NOT-FOR-PROFIT ORGANIZATION WE PROVIDE EMERGENCY AND REQUIRED CARE TO ALL PATIENTS REGARDLESS OF THEIR FINANCIAL STATUS. DESPITE THE MEDICARE SHORTFALL, NOT-FOR-PROFIT HOSPITALS MUST AND WILL CONTINUE TO CARE FOR THE MEDICARE POPULATION AND ACCEPT THE MEDICARE REIMBURSEMENT RATE. CARING FOR THE MEDICARE PATIENT POPULATION FULFILLS A COMMUNITY NEED AND RELIEVES A GOVERNMENT BURDEN AS THIS CLASS OF PATIENTS TYPICALLY HAS LOW AND/OR FIXED INCOMES. THE MEDICARE PATIENT POPULATION IS LARGE AND THE LACK OF SUFFICIENT REIMBURSEMENT TO COVER THE COST OF PROVIDING CARE FOR THESE PATIENTS NECESSITATES THAT NOT-FOR-PROFIT HOSPITALS USE OTHER FUNDS TO COVER THE DEFICIT. NOT-FOR-PROFIT HOSPITALS HAVE A RESPONSIBILITY TO WORK TOWARD IMPROVED HEALTH IN THE COMMUNITIES THEY SERVE AND CARING FOR THE MEDICARE PATIENTS, DESPITE THE SHORTFALL OF REIMBURSEMENT, IS A DIRECT COMMUNITY BENEFIT AND PROVIDES VALUE DIRECTLY TO THE COMMUNITIES SERVED. SCHEDULE H, PART III, LINE 9B COLLECTION PRACTICES FOR PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE ORLANDO HEALTH CENTRAL'S BILLING AND COLLECTION PRACTICES COMPLY WITH APPLICABLE FEDERAL AND STATE LAW. ORLANDO HEALTH CENTRAL MAKES REASONABLE EFFORTS TO DETERMINE WHETHER AN INDIVIDUAL IS ELIGIBLE FOR FINANCIAL ASSISTANCE BEFORE INITIATING ANY EXTRAORDINARY COLLECTION ACTIONS. PATIENTS AND GUARANTORS ARE INFORMED ABOUT THE AVAILABILITY OF FINANCIAL ASSISTANCE DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, AND THROUGH WRITTEN AND PUBLIC-FACING COMMUNICATIONS. ORLANDO HEALTH CENTRAL SCREENS UNINSURED AND UNDERINSURED PATIENTS FOR ELIGIBILITY FOR FEDERAL, STATE, AND LOCAL PROGRAMS AND EVALUATES ELIGIBILITY UNDER ITS FINANCIAL ASSISTANCE POLICY USING BOTH DOCUMENTED AND PRESUMPTIVE ELIGIBILITY PATHWAYS. ORLANDO HEALTH CENTRAL DOES NOT PURSUE COLLECTION ACTIVITIES AGAINST INDIVIDUALS KNOWN TO QUALIFY FOR FINANCIAL ASSISTANCE. IF A PATIENT IS DETERMINED ELIGIBLE, THE APPROPRIATE FINANCIAL ASSISTANCE ADJUSTMENTS ARE APPLIED, AND CHARGES ARE LIMITED IN ACCORDANCE WITH THE FINANCIAL ASSISTANCE POLICY. ORLANDO HEALTH CENTRAL CONTINUES TO ACCEPT AND PROCESS FINANCIAL ASSISTANCE APPLICATIONS DURING THE APPLICABLE APPLICATION PERIOD AND REFRAINS FROM INITIATING EXTRAORDINARY COLLECTION ACTIONS UNTIL REASONABLE EFFORTS TO DETERMINE ELIGIBILITY HAVE BEEN COMPLETED. SCHEDULE H, PART V, SECTION B, LINE 16A FAP WEBSITE A - ORLANDO HEALTH- HEALTH CNTRL HOSPITAL: LINE 16A URL: SEE PART VI; SCHEDULE H, PART V, SECTION B, LINE 16B FAP APPLICATION WEBSITE A - ORLANDO HEALTH- HEALTH CNTRL HOSPITAL: LINE 16B URL: SEE PART VI; SCHEDULE H, PART V, SECTION B, LINE 16C FAP PLAIN LANGUAGE SUMMARY WEBSITE A - ORLANDO HEALTH- HEALTH CNTRL HOSPITAL: LINE 16C URL: SEE PART VI; SCHEDULE H, PART VI, LINE 2 NEEDS ASSESSMENT IN 2025, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH ORMC), ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH LAKE MARY HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL, ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH ST. CLOUD HOSPITAL AND ORLANDO HEALTH SOUTH LAKE HOSPITAL CONDUCTED A FORMAL COMMUNITY HEALTH NEEDS ASSESSMENT. IN 2026, ORLANDO HEALTH MELBOURNE HOSPITAL AND ORLANDO HEALTH SEBASTIAN RIVER HOSPITAL WILL CONDUCT A FORMAL COMMUNITY HEALTH NEEDS ASSESSMENT. HOWEVER, PRIOR TO THE ASSESSMENT, ORLANDO HEALTH ANALYZED THE SERVICES NEEDED AS PART OF OUR STRATEGY, AND BUDGETING PLANNING AND DEVELOPED A PROCESS TO ENSURE THE ORGANIZATION IS RESPONSIVE TO COMMUNITY HEALTH NEEDS. THROUGH OUR EDUCATION, RESEARCH AND PATIENT CARE PROGRAMS, AS WELL AS THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL MEETS THE NEEDS OF THE COMMUNITY. THE SPECIFIC NEEDS TARGETED BY THESE PROGRAMS HAVE BEEN IDENTIFIED THROUGH THE EXPERIENCE OF COMMUNITY HOSPITAL LEADERSHIP, NEIGHBORHOOD OUTREACH AND THROUGH ASSESSMENTS THAT IDENTIFIED HEALTH NEEDS IN THE COMMUNITIES SERVED BY THE HOSPITAL ALONG WITH HOSPITAL DATA. AS A RESULT, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL SUPPORTS A VARIETY OF PROGRAMS FOR AT-RISK POPULATIONS, FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS AND SPECIAL NEEDS GROUPS, AS WELL AS FOR THE BROADER COMMUNITY. ADDITIONAL EXAMPLES OF HOW ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST 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 GROUPS AND ASSOCIATIONS TO ATTEND TO THE HEALTHCARE NEEDS OF THE ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL COMMUNITY; 3. SPONSORSHIP AND PARTICIPATION IN COMMUNITY FORUMS, HEALTH FAIRS, COMMUNITY FITNESS AND WELLNESS EVENTS, AND OTHER OUTREACH EVENTS; AND 4. TRANSITION SERVICES POST-DISCHARGE FOR PATIENT FOLLOW-UPS RELATED TO ONGOING CARE AND TREATMENT TO PREVENT UNNECESSARY ADMISSIONS AND POTENTIAL RE-ADMISSIONS. SCHEDULE H, PART VI, LINE 3 PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE ORLANDO HEALTH CENTRAL USES A STANDARDIZED PROCESS TO INFORM PATIENTS AND ALL PERSONS WHO MAY BE BILLED FOR CARE, INCLUDING GUARANTORS, ABOUT AVAILABLE ASSISTANCE UNDER GOVERNMENT PROGRAMS AND ITS FINANCIAL ASSISTANCE POLICY (FAP). INFORMATION ABOUT FINANCIAL ASSISTANCE IS PROVIDED DURING PREADMISSION AND AT REGISTRATION, AND FINANCIAL COUNSELORS ARE AVAILABLE TO ASSIST PATIENTS BEFORE, DURING, AND AFTER THE HOSPITAL STAY WITH SCREENING, APPLICATION COMPLETION, AND ENROLLMENT IN AVAILABLE PROGRAMS. ORLANDO HEALTH CENTRAL EVALUATES UNINSURED AND UNDERINSURED PATIENTS FOR ELIGIBILITY FOR FEDERAL, STATE, AND LOCAL COVERAGE PRIOR TO DETERMINING ELIGIBILITY UNDER THE FAP. THE FAP, PLAIN LANGUAGE SUMMARY, AND APPLICATION ARE AVAILABLE FREE OF CHARGE ON THE ORLANDO HEALTH WEBSITE, PROVIDED AT HOSPITAL REGISTRATION AND EMERGENCY DEPARTMENT LOCATIONS, AND AVAILABLE IN PAPER FORM UPON REQUEST. THE PLAIN LANGUAGE SUMMARY IS PROVIDED TO PATIENTS AT INTAKE AND DISPLAYED IN PUBLIC AREAS OF HOSPITAL FACILITIES. ORLANDO HEALTH CENTRAL ALSO COMMUNICATES THE AVAILABILITY OF FINANCIAL ASSISTANCE THROUGH PUBLIC-FACING METHODS, INCLUDING SIGNAGE AND COMMUNITY OUTREACH. CONSISTENT WITH ITS POLICY, ORLANDO HEALTH CENTRAL PROVIDES TRANSLATED MATERIALS BASED ON AN ANNUAL ANALYSIS OF THE PRIMARY LANGUAGES OF THE COMMUNITY SERVED. SCHEDULE H, PART VI, LINE 4 COMMUNITY INFORMATION ORLANDO HEALTH CENTRAL PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY HEALTHCARE TO THE RESIDENTS OF WEST ORANGE COUNTY THROUGH ITS HOSPITALS AND VARIOUS OUTPATIENT FACILITIES. TOGETHER, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL HAVE OVER 2,100 EMPLOYEES ON STAFF. ORLANDO HEALTH CENTRAL FACILITIES ENCOMPASS 504 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES AND HIGHLY QUALIFIED STAFF. ORLANDO HEALTH CENTRAL FACILITIES RECEIVED 92,144 EMERGENCY DEPARTMENT VISITS, 73,599 OUTPATIENT VISITS AND 18,768 ADMISSIONS (EXCLUDING NEWBORNS). ORLANDO HEALTH CENTRAL'S PRIMARY SERVICE AREA IS ORANGE COUNTY, WHICH INCLUDES RURAL, URBAN AND SUBURBAN COMMUNITIES. THE COUNTY POPULATION IS 1,609,848. THE MEDIAN HOUSEHOLD INCOME IN THIS COUNTY IS $89,373 WITH 9.7% OF HOUSEHOLDS BELOW THE FEDERAL POVERTY GUIDELINE. THE PERCENT UNINSURED (AGE 0-64) FOR ORANGE COUNTY AREA IS 8.4% AND THERE ARE SEVEN FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS PRESENT IN THIS REGION. A COMBINED TOTAL OF 20 HOSPITALS ARE ALSO IN THE AREA AND SERVE THE COMMUNITY. COMMUNITY OUTREACH ACTIVITIES INCLUDED THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM, FINDHELP.ORG, MENTAL HEALTH FIRST AID TRAINING, THE BRIDGE PROGRAM FOR SUBSTANCE USE DISORDERS, ONLINE SPEAKER'S BUREAUS, SUPPORT/EDUCATION GROUPS, WELLNESS CLASSES, CLINICAL SCREENINGS THROUGH TELEHEALTH AND ASSESSMENTS, MEDICAL EDUCATION, WOMEN, CHILDREN AND SENIOR HEALTH INITIATIVES, SPONSORSHIPS, SCHOOL INITIATIVES, DONATED MEETING SPACE, SPIRITUAL CARE, AND PUBLIC PROGRAM ENROLLMENT ASSISTANCE AND POST-ACUTE CARE FOR HOMELESS AND UNINSURED. SCHEDULE H, PART VI, LINE 5 PROMOTION OF COMMUNITY HEALTH ORLANDO HEALTH CENTRAL'S MISSION IS TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE WEST ORANGE COUNTY COMMUNITY BY PROVIDING SAFE, QUALITY HEALTHCARE IN A PATIENT-CENTERED ATMOSPHERE OF CARING AND COMPASSION USING STATE-OF-THE-ART DIAGNOSTICS AND TECHNOLOGY, AND A TEAM OF DEDICATED PHYSICIANS AND STAFF. ORLANDO 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 AND VOLUNTEER PROGRAMS. IN FY2025, OUR TEAM MEMBERS AND PHYSICIANS THROUGH ORLANDO HEALTH HELPED TO PROVIDE OVER 13,160 VOLUNTEER HOURS TO SUPPORT COMMUNITY PARTNERS AND THE NEEDS THEY ADDRESS IN OUR COMMUNITY. ORLANDO 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. ORLANDO 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. ORLANDO HEALTH CENTRAL ADDRESSES VARIOUS COMMUNITY CONCERNS, INCLUDING HEALTH IMPROVEMENT, EDUCATION, POVERTY, WORKFORCE DEVELOPMENT AND ACCESS TO HEALTHCARE. 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. ORLANDO HEALTH CENTRAL AND ITS HOSPITAL GOVERNING BOARD ARE MADE UP OF MEMBERS WHO DIRECT AND GUIDE MANAGEMENT IN CARRYING OUT THE MISSION OF ORLANDO HEALTH CENTRAL AND ITS AFFILIATES. DIRECTORS ARE SELECTED ON THE BASIS OF THEIR EXPERTISE AND EXPERIENCE. ORLANDO HEALTH CENTRAL'S VOLUNTEER BOARD BALANCE FINANCIAL DECISIONS ON COMMUNITY CONCERNS AND SOCIAL RESPONSIBILITY. ORLANDO HEALTH CENTRAL OPERATES AN OPEN MEDICAL STAFF BY EXTENDING MEDICAL STAFF PRIVILEGES TO ALL QUALIFIED PHYSICIANS IN CENTRAL FLORIDA. SURPLUS FUNDS ARE RETAINED BY ORLANDO HEALTH CENTRAL AND USED TO CARRY OUT THE MISSION OF IMPROVING THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. SCHEDULE H, PART VI, LINE 6 AFFILIATED HEALTH CARE SYSTEM ORLANDO HEALTH CENTRAL IS PART OF AN INTEGRATED HEALTHCARE SYSTEM THAT PROVIDES COMPREHENSIVE SERVICES TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR THE COMMUNITIES SERVED. THE PARENT OF THE CORPORATION, ORLANDO HEALTH, INC. (OHI), IS A TAX-EXEMPT ORGANIZATION ORGANIZED UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. AS A PART OF ORLANDO HEALTH'S INTEGRATED HEALTH SYSTEM, ORLANDO HEALTH CENTRAL HAS SEVERAL AFFILIATED ORGANIZATIONS TO ENSURE WE MEET THESE COMMUNITIES' NEEDS. AS A NOT-FOR-PROFIT HEALTHCARE SYSTEM OUR MISSION IS TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. OUR COMMUNITY BENEFIT EFFORTS MEET THE NEEDS OF THE COMMUNITIES WE SERVE IN THE FOLLOWING WAYS: * OFFERING DISCOUNTED OR FREE SERVICE TO OUR UNINSURED AND UNDERINSURED PATIENTS WHO ARE UNABLE TO PAY. ORLANDO HEALTH HAS ONE OF THE MOST GENEROUS CHARITY POLICIES IN THE STATE OF FLORIDA. * SUPPLEMENTING THE UNREIMBURSED COSTS OF THE GOVERNMENTAL MEDICAID ASSISTANCE PROGRAM. * SUBSIDIZING COSTS NOT REIMBURSED BY GOVERNMENTAL MEDICARE FUNDING FOR CARE PROVIDED TO SENIOR PATIENTS. * BENEFITING OUR COMMUNITY'S OVERALL HEALTH BY PROVIDING CLINICS AND PRIMARY CARE SERVICES, HEALTH FAIRS AND SCREENINGS, SUPPORT GROUPS AND MEDICAL RESEARCH. * INVESTING IN CAPITAL IMPROVEMENTS TO OUR FACILITIES AND TECHNOLOGY IN ORDER TO PROVIDE THE BEST POSSIBLE CARE FOR OUR PATIENTS. THROUGH THE INTEGRATED HEALTHCARE SYSTEM OF 26 HOSPITALS, 12 FREESTANDING EMERGENCY ROOMS AND VARIOUS OUTPATIENT FACILITIES, WITH OVER 41,300 EMPLOYEES AND OVER 4,000 PHYSICIANS ON MEDICAL STAFF, ORLANDO HEALTH DELIVERS A HIGH LEVEL OF QUALITY INPATIENT, OUTPATIENT AND EMERGENCY HEALTHCARE TO THE COMMUNITIES SERVED. ORLANDO HEALTH IS A DESIGNATED TEACHING HOSPITAL OFFERING GRADUATE MEDICAL EDUCATION, SPONSORING 14 RESIDENCY, EIGHT PHARMACY RESIDENCY, AND 30 FELLOWSHIP PROGRAMS. ORLANDO HEALTH FACILITIES ENCOMPASS 5,426 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES, AND EXCEPTIONAL STAFF. ORLANDO HEALTH, INC., IS COMPOSED OF ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH ORMC), ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH LAKE MARY HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL, ORLANDO HEALTH ST. CLOUD HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH SOUTH LAKE HOSPITAL, ORLANDO HEALTH BAYFRONT HOSPITAL, ORLANDO HEALTH MELBOURNE HOSPITAL, ORLANDO HEALTH SEBASTIAN RIVER HOSPITAL, AND ORLANDO HEALTH ADVANCED REHABILITATION INSTITUTE. ADDITIONALLY, ORLANDO HEALTH OWNS A MAJORITY INTEREST IN THE BAPTIST HEALTH JOINT-VENTURE THAT INCLUDES FIVE HOSPITALS IN CENTRAL ALABAMA: BAPTIST HEALTH BROOKWOOD HOSPITAL, BAPTIST HEALTH CITIZENS HOSPITAL, BAPTIST HEALTH PRINCETON, BAPTIST HEALTH SHELBY HOSPITAL, AND BAPTIST HEALTH WALKER HOSPITAL. SOUTH LAKE HOSPITAL, INC. OPERATES ORLANDO HEALTH SOUTH LAKE HOSPITAL, WHICH PROVIDES INPATIENT, OUTPATIENT, AND EMERGENCY CARE FOR RESIDENTS OF CENTRAL FLORIDA. OHI WEST, INC., IS COMPRISED OF ORLANDO HEALTH BAYFRONT, WHICH PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT, AND EMERGENCY CARE FOR RESIDENTS OF PINELLAS COUNTY, FLORIDA. ORLANDO HEALTH MEDICAL GROUP, INC. SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTHCARE SYSTEM BY PROVIDING AN INTEGRATED DELIVERY NETWORK OF SPECIALTY PHYSICIAN SERVICES, OCCUPATIONAL HEALTH SERVICES, REHABILITATION HEALTH SERVICES AND BEHAVIORAL HEALTH SERVICES WITH OVER MORE THAN 1,800 PHYSICIANS IN THE CENTRAL FLORIDA AREA. ORLANDO HEALTH CANCER INSTITUTE, NOW A PART OF ORLANDO HEALTH MEDICAL GROUP, INC., HAS MADE SIGNIFICANT CONTRIBUTIONS TO THE CARE OF CANCER PATIENTS IN CENTRAL FLORIDA. ACCREDITED BY THE AMERICAN COLLEGE OF SURGEONS COMMISSION ON CANCER, ORLANDO HEALTH CANCER INSTITUTE WITH ORLANDO HEALTH, INC., IS COMMITTED TO DELIVERING HIGH-QUALITY CARE FOR CANCER PATIENTS UTILIZING OUR EXTENSIVE EXPERIENCE AND VITAL RESOURCES, FROM THE INITIAL DIAGNOSIS THROUGH POST TREATMENT CARE AND SUPPORT. ORLANDO PHYSICIAN NETWORK, INC. ALSO SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTH SYSTEM BY PROVIDING AN INTEGRATED DELIVERY SYSTEM OF PRIMARY CARE PHYSICIAN SERVICES WITH MORE THAN 300 PHYSICIANS IN THE CENTRAL FLORIDA AREA. BAPTIST HEALTH MEDICAL GROUP, INC., SERVES AS A FUNDAMENTAL COMPONENT OF BAPTIST HEALTH'S HEALTHCARE SYSTEM BY PROVIDING AN INTEGRATED DELIVERY NETWORK OF SPECIALTY PHYSICIAN SERVICES, OCCUPATIONAL HEALTH SERVICES, REHABILITATION HEALTH SERVICES AND BEHAVIORAL HEALTH SERVICES WITH NEARLY 20 PHYSICIANS IN THE CENTRAL ALABAMA AREA. ORLANDO HEALTH FOUNDATION, INC. IS THE PHILANTHROPIC HEART OF ORLANDO HEALTH'S INTEGRATED HEALTH SYSTEM AND HAS BEEN INSTRUMENTAL IN RAISING FUNDS FOR CAPITAL IMPROVEMENTS AND RENOVATIONS TO OUR HOSPITALS, AND IN SUPPORTING PROGRAMS AND THE ACQUISITION OF LIFE-SAVING EQUIPMENT FOR OUR COMMUNITIES. THROUGH ORLANDO HEALTH'S HEALTHCARE SYSTEM, WE PROVIDED APPROXIMATELY $857 MILLION IN SUPPORT OF COMMUNITY HEALTH NEEDS. X X X true true true true false false false false false false false JAMAL A HAKIM MD BOARD MEMBER, VICE CHAIRPERSON 0 1025223 0 1506872 0 592605 0 20442 0 31695 0 3176837 0 308348 JOHN MILLER BOARD MEMBER, TREASURER 0 427416 0 322500 0 38300 0 73919 0 36827 0 898962 0 32313 JOHN M CAPPLEMAN MD BOARD MEMBER 0 237431 0 63469 0 34390 0 9753 0 31695 0 376738 0 0 ERICK R HAWKINS BOARD MEMBER 0 889385 0 1212848 0 168900 0 146009 0 15502 0 2432644 0 133266 GREGORY P OHE BOARD MEMBER 0 470057 0 696836 0 235435 0 19959 0 25469 0 1447756 0 112722 RYAN WILLIAM ZIKA BOARD MEMBER 0 585625 0 860019 0 33222 0 115492 0 38281 0 1632639 0 26336 LESLIE FLAKE FORMER CHIEF FINANCIAL OFFICER 0 881478 0 1301055 0 421395 0 168150 0 12921 0 2784999 0 417367 BERNADETTE SPONG INTERIM CHIEF FINANCIAL OFFICER 0 453088 0 661553 0 109074 0 17478 0 0 0 1241193 0 0 MARGARET MORGAN BONKO VP, OH & PRES, HEALTH CENTRAL 294427 0 149625 0 15751 0 56747 0 12087 0 528637 0 14704 0 JAMES FORTIER BROWN AVP, OH SC REGION & CQO, HC 319121 0 94415 0 300 0 39469 0 35974 0 489279 0 0 0 JOSEPH KHAYAT VP, OH & PRES, HORIZON WEST 235559 0 63293 0 12360 0 29235 0 41331 0 381778 0 12146 0 PHILIP KOOVAKADA SVP, OH & PRES SOUTH REGION 514157 0 340260 0 9602 0 85040 0 38281 0 987340 0 0 0 CHRISTINA M MCGUIRK AVP, OH & CNO, HC 224853 0 65849 0 21165 0 30432 0 13050 0 355349 0 14672 0 SCHEDULE J, PART I, LINE 1A FIRST-CLASS OR CHARTER TRAVEL ORLANDO HEALTH CENTRAL, INC. MAY PROVIDE THE FOLLOWING BENEFITS TO CERTAIN EXECUTIVES, OFFICERS, AND BOARD MEMBERS WHEN THEY ARE NECESSARY TO ACHIEVE ORLANDO HEALTH'S CHARITABLE MISSION OBJECTIVES: FIRST-CLASS OR CHARTER TRAVEL; AND/OR TRAVEL FOR COMPANIONS. PROVISION OF ANY SUCH BENEFITS IS PREDICATED ON COMPLIANCE WITH THE ORGANIZATION'S POLICIES, IS SUBJECT TO REVIEW AND APPROVAL PROCESS, AND IS TREATED AS TAXABLE INCOME TO THE INDIVIDUAL WHERE REQUIRED UNDER THE INTERNAL REVENUE CODE. SCHEDULE J, PART I, LINE 1A TAX INDEMNIFICATION AND GROSS-UP PAYMENTS WHEN APPLICABLE, PAYMENTS MADE TO BOARD MEMBERS AND BOARD OFFICERS WERE GROSSED-UP FOR TAX INDEMNIFICATION PURPOSES. SCHEDULE J, PART I, LINE 3 ARRANGEMENT USED TO ESTABLISH THE TOP MANAGEMENT OFFICIAL'S COMPENSATION ORLANDO HEALTH, INC. IS A COMMON PAYMASTER AND COMMON PAY AGENT FOR ORLANDO HEALTH MEDICAL GROUP, INC (EIN: 59-3259553), ORLANDO HEALTH FOUNDATION, INC. (EIN: 59-2244943), ORLANDO HEALTH CENTRAL, INC. (EIN:80-0764192), SOUTH LAKE HOSPITAL, INC. (EIN: 59-3322533), OSCEOLASC, LLC (EIN: 20-3728235), OHI WEST, INC. (EIN: 84-5074208), OHI WEST MEDICAL GROUP, LLC (EIN: 85-2733660), OHI WEST MEDICAL GROUP II, LLC (EIN: 92-3479126), OHRI, LLC (EIN: 47-2067699), ORLANDO PHYSICIANS NETWORK, INC. (EIN: 59-3110868), OHSRH, LLC (EIN: 99-4762475), OHMH, LLC (EIN: 99-4761958), AND OHRH, LLC (EIN: 99-4762293) AND THEIR EMPLOYEES ARE INCLUDED ON THE ORLANDO HEALTH, INC. 941. THE ORLANDO HEALTH, INC. INDEPENDENT COMPENSATION COMMITTEE APPROVES ALL OFFICER COMPENSATION ARRANGEMENTS, WHICH REPORTS TO THE ORLANDO HEALTH BOARD OF DIRECTORS AND FOLLOWS IRS GUIDELINES. SCHEDULE J, PART I, LINE 4A SEVERANCE OR CHANGE-OF-CONTROL PAYMENT THE FOLLOWING INDIVIDUAL(S) RECEIVED A SEVERANCE PAYMENT DURING CALENDAR YEAR 2024, AND THE AMOUNT(S) RECEIVED ARE AS FOLLOWS: LESLIE FLAKE 221,250 SCHEDULE J, PART I, LINE 4B SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN 457(B) DEFERRED COMPENSATION PLAN: ELIGIBILITY TO PARTICIPATE IN THIS PLAN IS DETERMINED BY JOB CLASSIFICATION. THE PLAN ACCEPTS PRE-TAX EMPLOYEE CONTRIBUTIONS ONLY, AND THE AMOUNT OF THE CONTRIBUTION IS DETERMINED BY THE EMPLOYEE. PARTICIPANTS ARE AUTOMATICALLY VESTED IN THE PLAN, SINCE THERE ARE NO COMPANY CONTRIBUTIONS. THE TEAM MEMBER RETIREMENT PLAN OVERSIGHT COMMITTEE OVERSEES THE PLAN AND DETERMINES THE INVESTMENT OPTIONS WITH THE ASSISTANCE OF A THIRD-PARTY INVESTMENT ADVISORY FIRM. EXECU-FLEX 457(F) AND DIRECTOR/ADMIN 457(F) PLANS: ELIGIBILITY TO PARTICIPATE IN THESE PLANS IS DETERMINED BY JOB CLASSIFICATION. ANNUAL CONTRIBUTIONS TO THE PLAN OR PAYMENTS TO PARTICIPANTS WILL BE BASED ON A PERCENTAGE OF THE PARTICIPANT'S BASED SALARY AS OF NOVEMBER 1ST OF THE PRIOR PLAN YEAR. VESTING OCCURS FOR EACH ANNUAL CONTRIBUTION THREE YEARS AFTER THE CONTRIBUTION OCCURS. ONCE THE PARTICIPANT REACHES AGE 62, THEY ARE FULLY VESTED IN THE PLAN AND BEGIN TO RECEIVE ADDITIONAL WAGES IN LIEU OF CONTRIBUTIONS. THE TEAM MEMBER RETIREMENT PLAN OVERSIGHT COMMITTEE OVERSEES THE PLAN AND DETERMINES THE INVESTMENT OPTIONS WITH THE ASSISTANCE OF A THIRD-PARTY INVESTMENT ADVISORY FIRM. THE FOLLOWING INDIVIDUALS PARTICIPATED IN A SUPPLEMENTAL QUALIFIED RETIREMENT PLAN. DEFERRAL DEPOSITS: LESLIE FLAKE 150,900 ERICK R. HAWKINS 129,195 RYAN WILLIAM ZIKA 95,255 JOHN MILLER 57,280 JAMES FORTIER BROWN 22,712 CHRISTINA M. MCGUIRK 15,840 PHILIP KOOVAKADA 69,782 MARGARET MORGAN BONKO 39,900 JOSEPH KHAYAT 15,225 DEFERRAL DISTRIBUTIONS MADE TO THE FOLLOWING: JAMAL A. HAKIM MD 308,348 LESLIE FLAKE 417,367 ERICK R. HAWKINS 133,266 GREGORY P. OHE 112,722 JOHN MILLER 32,313 RYAN WILLIAM ZIKA 26,336 CHRISTINA M. MCGUIRK 14,672 JOSEPH KHAYAT 12,146 MARGARET MORGAN BONKO 14,704 A ORANGE COUNTY HEALTH FACILITIES AUTHORITY 521378595 68450LFS9 2019-02-06 104619500 SEE PART VI false false false A 104626954 104626954 2021 false false true true A false true true true false false 0 0 0.0 false false 0 false true A false true false false false false 0 false false false 0 false false true A true SCHEDULE K, PART II, LINE 3 THE DIFFERENCE BETWEEN TOTAL PROCEEDS OF ISSUE AND THE ISSUE PRICE IS DUE TO INVESTMENT EARNINGS. SCHEDULE K, PART I, COLUMN (F) DESCRIPTION OR PURPOSE SERIES 2019A HOSPITAL REVENUE BONDS-FINANCE THE CONSTRUCTION AND EQUIPPING OF A NEW HOSPITAL TO BE KNOWN AS HORIZON WEST. SCHEDULE K, PART IV, LINE 2C COLUMN A ISSUER NAME: ORANGE COUNTY HEALTH FACILITIES AUTHORITY THE CALCULATION FOR COMPUTING NO REBATE DUE WAS PERFORMED ON 02/06/2024 FORM 990, PART III, LINE 4A PROGRAM SERVICE DESCRIPTION ORLANDO HEALTH CENTRAL, INC. PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY HEALTHCARE TO THE RESIDENTS OF ORANGE COUNTY THROUGH TWO HOSPITALS, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL, AND VARIOUS OUTPATIENT FACILITIES. WE HAVE SERVED WEST ORANGE COUNTY'S SURGICAL AND GENERAL HEALTHCARE NEEDS SINCE 1952 THROUGH ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL. ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL DELIVERS COMPREHENSIVE HEALTHCARE SERVICES IN ITS INTEGRATED MEDICAL MALL THAT INCLUDES A 216-BED, JCAHO-ACCREDITED ACUTE CARE HOSPITAL AND PHYSICIAN OFFICES, AS WELL AS A 60-BED EMERGENCY CENTER. ORLANDO HEALTH HORIZON WEST HOSPITAL OPENED JANUARY 30, 2021, AS A FULL-SERVICE COMMUNITY HOSPITAL WITH 60 LICENSED ACUTE CARE BEDS, A 23-BED EMERGENCY DEPARTMENT, MEDICAL OFFICES AND AN OUTPATIENT REHABILITATION SUITE. DURING THE FISCAL YEAR ENDED SEPTEMBER 30, 2025, ORLANDO HEALTH CENTRAL'S HOSPITAL FACILITIES PROVIDED 62,781 DAYS OF INPATIENT CARE, 79,106 OUTPATIENT VISITS, AND 92,144 EMERGENCY DEPARTMENT VISITS. IN ACCORDANCE WITH ITS MISSION, ORLANDO HEALTH CENTRAL PROVIDED EXTENSIVE CARE TO PATIENTS WHO MEET ITS CHARITY CARE GUIDELINES WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. ORLANDO HEALTH CENTRAL ALSO OFFERS COMMUNITY EDUCATION, SCHOOL INITIATIVES AND SUPPORT GROUPS. AS A NOT-FOR-PROFIT HEALTHCARE PROVIDER, ORLANDO HEALTH CENTRAL AND ITS CULTURE OF CARING TOUCH THE LIVES OF MANY THROUGHOUT CENTRAL FLORIDA. THE HOSPITAL'S PHYSICIANS, EMPLOYEES AND VOLUNTEERS KNOW THAT HEALTHCARE EXTENDS BEYOND THE WALLS OF THE FACILITY. OUR DEDICATED MEDICAL PROFESSIONALS AND VOLUNTEERS CONTRIBUTE TO THE COMMUNITY OUTSIDE THE ORGANIZATION, EDUCATING THEIR NEIGHBORS AND PROVIDING MEDICAL CARE TO OTHERS IN THE REGION. ORLANDO 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 HOSPITALS 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 AND SPIRITUAL CARE VALUE TO THE COMMUNITY FISCAL YEAR 2025: BY OFFERING THE BEST QUALITY OF CARE, RESPONDING TO COMMUNITY NEEDS AND CONCENTRATING RESOURCES IN AREAS THAT TRULY MAKE A DIFFERENCE, ORLANDO 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, ORLANDO HEALTH CENTRAL IS DEDICATED TO IMPROVING THE HEALTH AND WELL-BEING OF THE PEOPLE WE SERVE. ORLANDO 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 FY 2025, ORLANDO HEALTH CENTRAL'S HOSPITAL FACILITIES PROVIDED $16,891,557 IN CHARITY CARE, $6,625,006 IN COMMUNITY BENEFIT PROGRAMS AND $27,508,948 IN MEDICAID SHORTFALLS AND OTHER MEANS-TESTED GOVERNMENT PROGRAMS. ORLANDO HEALTH CENTRAL STORIES ADDRESSING MENTAL/BEHAVIORAL HEALTH: IN FY2025, ORLANDO HEALTH CONTINUED RESPONDING TO AN IDENTIFIED NEED FOR ENHANCED MENTAL HEALTHCARE THROUGH A MENTAL HEALTH FIRST AID TRAINING PROGRAM. BOTH THE 2022 AND 2025 COMMUNITY HEALTH NEEDS ASSESSMENTS (CHNA) IDENTIFIED MENTAL HEALTH AS ONE OF THE TOP COMMUNITY NEEDS IN CENTRAL FLORIDA. ONE WAY ORLANDO HEALTH HAS ADDRESSED THE ISSUE IS BY IMPLEMENTING A TRAINING PROGRAM THAT HELPS ONLOOKERS LEARN SKILLS TO ASSIST SOMEONE IN A MENTAL HEALTH CRISIS. THIS TRAINING IS FREE OF CHARGE TO COMMUNITY MEMBERS EITHER IN PERSON OR VIRTUALLY. THE CURRICULUM IS PROVIDED THROUGH THE NATIONAL COUNCIL OF MENTAL WELLBEING. IT IS DESIGNED FOR BYSTANDERS WHO MAY HAVE LITTLE TO NO MEDICAL TRAINING BUT MAY BE ABLE TO PROVIDE INITIAL SUPPORT TO SOMEONE IN MENTAL HEALTH CRISIS UNTIL THEY ARE CONNECTED WITH APPROPRIATE PROFESSIONAL HELP. THROUGH COMMUNITY-SPECIFIC SCENARIOS, ACTIVITIES AND VIDEOS, COURSE PARTICIPANTS LEARN COMMON SIGNS AND SYMPTOMS OF MENTAL HEALTH AND SUBSTANCE USE CHALLENGES, HOW TO INTERACT WITH A PERSON IN CRISIS AND HOW TO CONNECT A PERSON TO HELP AND RESOURCES IN THE COMMUNITY. SINCE LAUNCHING IN MAY 2023, WE HAVE ESTABLISHED FOUR MENTAL HEALTH FIRST AID TRAINERS AT ORLANDO HEALTH. DURING FY2025, THE TRAINERS TAUGHT 15 CLASSES TO 186 PARTICIPANTS. TO ADDRESS MENTAL HEALTH CHALLENGES WITHIN THE COMMUNITY'S YOUTH POPULATION, ORLANDO HEALTH PARTNERED WITH BREAKTHROUGH ORANGE TO PROVIDE MENTAL HEALTH FIRST AID TO INDIVIDUALS WHO ENGAGE WITH THOSE 17 YEARS OLD AND YOUNGER. DURING FY2025, FOUR CLASSES WERE PROVIDED TO 10 INDIVIDUALS. ADDITIONALLY, ORLANDO HEALTH PARTNERED WITH GRACE MEDICAL HOME TO HELP FUND ITS ACCESS TO AFFORDABLE MENTAL HEALTH COUNSELING PROGRAM. THIS PROGRAM PROVIDES ACCESS TO AFFORDABLE HEALTHCARE AND MENTAL HEALTH SERVICES FOR LOW-INCOME, UNINSURED RESIDENTS OF ORANGE COUNTY AND INCLUDES COUNSELING, MEDICATION MANAGEMENT, AND CASE MANAGEMENT. IN FY25, 40 PATIENTS WERE SCREENED FOR ACES, WITH EIGHT SCREENING POSITIVE AND BEING REFERRED INTO THE PROGRAM. NEW AND EXISTING PARTICIPANTS ACCOUNTED FOR A TOTAL OF 111 MENTAL HEALTH COUNSELING SESSIONS DURING FY25. THROUGHOUT THE ENTIRE PROGRAM, 361 CHILDREN WERE SCREENED FOR ACES AND 182 REFERRED INTO THE PROGRAM. FOR THOSE WHO JOINED THE PROGRAM, MORE THAN 3,290 COUNSELING SESSIONS WERE PROVIDED. PATIENTS WHO WERE ENGAGED IN COUNSELING FOR AT LEAST SIX MONTHS THROUGH THE PROGRAM RECEIVED BASELINE AND FOLLOW-UP ASSESSMENTS USING THE ACHENBACH CHILD BEHAVIOR CHECKLIST (ACBC). EIGHTY-FOUR PERCENT OF THE YOUTH WHO RECEIVED FOLLOW-UP ACBCS SHOWED IMPROVEMENT. SERVING VULNERABLE PREGNANT WOMEN: MATERNAL AND INFANT HEALTH ARE FOCAL POINTS FOR ORLANDO HEALTH DUE TO THE LONG-TERM EFFECTS OF COMPLICATIONS SUCH AS GESTATIONAL DIABETES OR LOW BIRTHWEIGHTS. SUPPORTING PROGRAMS AND SERVICES THAT IMPROVE THE HEALTH OF MOTHERS AND INFANTS HAS SHOWN A POSITIVE, LASTING HEALTH TRAJECTORY. THIS IS TRUE FOR THE IMMEDIATE LIFESPAN OF AN INDIVIDUAL AND FOR THE FUTURE GENERATION OF FAMILIES RECEIVING SUCH PROGRAMS AND SERVICES. ORLANDO HEALTH ESTABLISHED THE CENTER FOR MATERNAL HEALTH TO IMPROVE AND INCREASE ACCESS TO COORDINATED CARE FOR PREGNANT AND POSTPARTUM WOMEN AT ELEVATED RISK FOR SEVERE MATERNAL MORBIDITY. SINCE 2020, THE PROGRAM HAS EXPANDED SERVICES THAT INTEGRATE TELEHEALTH, CLINICAL MONITORING, CARE COORDINATION, AND COMMUNITY-BASED SUPPORT TO ADDRESS BOTH MEDICAL AND SOCIAL FACTORS THAT AFFECT MATERNAL HEALTH OUTCOMES. THESE EFFORTS HAVE PRODUCED MEASURABLE IMPROVEMENTS IN OUTCOMES FOR HIGH-RISK PATIENTS. NON-TRANSFUSION SEVERE MATERNAL MORBIDITY DECLINED FROM 3.90% IN FY2023 TO 1.37% IN FY2025, A 64.9% REDUCTION, WHILE THE AVERAGE PATIENT RISK SCORE INCREASED DURING THE SAME PERIOD. THE PROGRAM ALSO HAS BEEN ASSOCIATED WITH REDUCTIONS IN READMISSIONS, PRETERM BIRTH, VERY PRETERM BIRTH, AND AVERAGE LENGTH OF STAY. ONGOING INVESTMENTS IN THIS PROGRAM ARE INTENDED TO FURTHER REDUCE BARRIERS TO MATERNAL HEALTHCARE AND EXTEND THE COMMUNITY BENEFIT TO THOSE WITH SIGNIFICANT CLINICAL AND SOCIAL NEEDS. DURING FY2025, THE PROGRAM ADDRESSED: * EXPANDED REGIONAL ACCESS: SERVICES WERE EXTENDED ACROSS AN EIGHT-COUNTY REGION THROUGH PARTNERSHIP WITH THE FLORIDA DEPARTMENT OF HEALTH AND ORLANDO HEALTH INSTITUTE, INCREASING THE AVAILABILITY OF COORDINATED MATERNAL CARE FOR WOMEN AT ELEVATED RISK. * BEHAVIORAL HEALTH SERVICES: MULTILINGUAL MENTAL HEALTH SERVICES CONTINUED TO EXPAND, INCLUDING STAFFING DESIGNED TO BETTER SERVE ENGLISH-, CREOLE-, AND SPANISH-SPEAKING PATIENTS. * CONTINUITY OF CARE: THE MATERNAL TELEHEALTH PROGRAM CONTINUED TO PROVIDE PATIENTS WITH A DEDICATED NURSE FROM PREGNANCY THROUGH THE FIRST POSTPARTUM YEAR, SUPPORTING ONGOING ENGAGEMENT AND FOLLOW-UP CARE. * REDUCTION OF BARRIERS TO CARE: PLANNING ADVANCED FOR AN IN-HOUSE DOULA PROGRAM AND A MOBILE MATERNAL CARE UNIT INTENDED TO EXPAND ACCESS TO CULTURALLY RESPONSIVE PRENATAL AND POSTPARTUM SERVICES IN COMMUNITIES WITH UNMET NEED. * PROGRAM SUPPORT: CONTINUED FUNDING FROM THE FLORIDA DEPARTMENT OF HEALTH SUPPORTED SERVICE EXPANSION AND ONGOING DELIVERY OF COMMUNITY-BASED MATERNAL HEALTH INTERVENTIONS. FORM 990, PART III, LINE 4A PROGRAM SERVICE DESCRIPTION (CONTINUED) DELIVERING RESOURCES IN FOOD DESERTS: THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM PROVIDED GRANT FUNDING TO SERVANT'S HEART MINISTRY AND ITS FEEDING COMMUNITIES, EMPOWERING LIVES PROGRAM. THROUGH TWO COMPONENTS, THE PROGRAM SERVES VULNERABLE RESIDENTS LIVING IN CENTRAL FLORIDA'S FOOD DESERTS. THE FEEDING COMMUNITIES' COMPONENT FOCUSES ON PROVIDING WEEKLY GROCERIES TO THOSE LIVING IN FOOD DESERTS. THE EMPOWERING LIVES COMPONENT CONNECTS RESIDENTS TO APPROPRIATE COMMUNITY RESOURCES, INCLUDING HOUSING, JOB SKILLS TRAINING AND JOB PLACEMENT, HEALTHCARE, EDUCATION ASSISTANCE, FREE LEGAL ASSISTANCE AND BUDGETING EDUCATION. IN FY 2025, 7,730 INDIVIDUALS WERE ENGAGED IN THE PROGRAMS. NEARLY 2,400 INDIVIDUALS RECEIVED 464,100 POUNDS OF FOOD DISTRIBUTED THROUGH 13,248 GROCERY BOXES. THROUGH THE EMPOWERING LIVES COMPONENT, 324 INDIVIDUALS RECEIVED ASSISTANCE FROM THE RESOURCE MANAGER TO BE CONNECTED TO ADDITIONAL SERVICES BY COMMUNITY PARTNERS. WHILE IN THE PROGRAM, 20 PARTICIPANTS RECEIVED HOUSING AND 23 PARTICIPANTS HAVE RECEIVED EMPLOYMENT ASSISTANCE. CONNECTING SAFETY-NET SERVICES WITH THE HOMELESS: TO ADDRESS ACCESS TO CARE, THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM PARTNERED WITH PATHWAY HOMES OF FLORIDA. THE HOMELESS TO HOME - KEY TO ACCESS TO MENTAL AND PHYSICAL HEALTHCARE PROGRAM FOCUSES ON INCREASING INCOME AND ACCESS OF HEALTHCARE FOR INDIVIDUALS WHO WERE FORMERLY OR CURRENTLY EXPERIENCING HOMELESSNESS. IN THE PROGRAM, CASE MANAGERS SUPPORT CLIENTS APPLYING FOR SOCIAL SECURITY INCOME AND MEDICARE OR MEDICAID BENEFITS. ONCE OBTAINED, INDIVIDUALS ARE CONNECTED TO MEDICAL, SOCIAL, AND/OR EMPLOYMENT SERVICES. DURING FY25, 76 INDIVIDUALS RECEIVED SUPPORT APPLYING FOR SOCIAL SECURITY DISABILITY INSURANCE (SSDI). EVEN THOUGH THE PROCESS TO BE APPROVED FOR SSDI IS LENGTHY, 29 INDIVIDUALS WERE APPROVED FOR SSDI AND 22 ARE IN THE PROCESS OF APPEALING THEIR SSDI DECISION. ALL 29 OF THE INDIVIDUALS WHO WERE APPROVED FOR SSDI WERE CONNECTED TO A MEDICAL HOME AND ARE ACTIVELY SEEKING PRIMARY CARE FROM THEIR MEDICAL HOME. IMPROVING HEALTHCARE ACCESS FOR THE HOMELESS: IN FY25, ORLANDO HEALTH CONTINUED ITS FUNDING TO THE COALITION FOR THE HOMELESS OF CENTRAL FLORIDA TO INCREASE ACCESS TO CARE FOR FAMILIES AND INDIVIDUALS EXPERIENCING HOMELESSNESS. THE PROGRAM PROVIDES HEALTH SCREENINGS FOR NEW SHELTER GUESTS, FACILITATES REFERRALS FOR MEDICAL CARE, EDUCATES SHELTER GUESTS AND STAFF ON HEALTH- AND WELLNESS-RELATED TOPICS, AND TRAINS CASE MANAGERS IN MENTAL HEALTH FIRST AID. DURING FY25, 2,689 SHELTER GUESTS RECEIVED A HEALTH AND WELLNESS SCREENING. FOLLOWING THE SCREENING, NEARLY 400 SHELTER GUESTS WERE CONNECTED TO A LOCAL FEDERALLY QUALIFIED HEALTH CENTER. OF THOSE NEARLY 400 INDIVIDUALS, 57% ATTENDED THEIR APPOINTMENTS TO ESTABLISH A MEDICAL HOME. ORLANDO HEALTH WILL CONTINUE TO PARTNER WITH THE COALITION FOR THE HOMELESS OF CENTRAL FLORIDA TO INCREASE ACCESS TO CARE FOR INDIVIDUALS EXPERIENCING HOMELESSNESS. FINDING THE RIGHT RESOURCES: TO SUPPORT BETTER ACCESS TO CARE THROUGH COMMUNITY COLLABORATION, ORLANDO HEALTH IN FY2025 IMPLEMENTED FINDHELP, AN ONLINE REFERRAL SYSTEM THAT SEAMLESSLY CONNECTS OUR COMMUNITY WITH ESSENTIAL SOCIAL AND HEALTH SERVICES, INCLUDING FINANCIAL ASSISTANCE, FOOD PANTRIES, MEDICAL CARE AND OTHER FREE OR REDUCED-COST RESOURCES. WITH THE INTEGRATION OF FINDHELP INTO THE HEALTHCARE SYSTEM'S ELECTRONIC HEALTH RECORD, OUR PHYSICIANS AND TEAM MEMBERS NOW HAVE EASY ACCESS TO FINDHELP'S EXTENSIVE NETWORK OF PROGRAMS AND RESOURCES - EMPOWERING THEM TO PROVIDE COMPREHENSIVE SUPPORT FOR EVERY PATIENT AND ENHANCING HEALTHCARE QUALITY, SAFETY AND PATIENT SATISFACTION. THE RESOURCE IS NOW AVAILABLE TO ALL ORLANDO HEALTH HOSPITALS IN FLORIDA THROUGH THE SYSTEM'S ELECTRONIC HEALTH RECORD AS WELL AS THROUGH AN EXTERNAL-FACING SITE THAT IS ACCESSIBLE TO THE COMMUNITY AT ALL TIMES. DURING FY2025, 1,065 ASSESSMENTS OF SOCIAL DRIVERS OF HEALTH WERE COMPLETED, MORE THAN 29,000 ONLINE SEARCHES WERE CONDUCTED AND 233 REFERRALS WERE MADE THROUGH THE PLATFORM. MOVING FORWARD, ORLANDO HEALTH WILL CONTINUE TO INCREASE AWARENESS ABOUT THIS VALUABLE RESOURCE BOTH INTERNALLY AND WITH COMMUNITY PARTNERS. ADDITIONALLY, ORLANDO HEALTH ESTABLISHED THE REACH TEAM, WHICH STANDS FOR READMISSION ADVOCATES COLLABORATING IN HEALTHCARE. THE PROGRAM PROVIDES COMMUNITY-BASED SOCIAL WORK AND CASE MANAGEMENT SERVICES TO PATIENTS DURING AND AFTER DISCHARGE. THE REACH TEAM CONNECTS WITH A PATIENT PRIOR TO DISCHARGE TO CONDUCT A SOCIAL DRIVER OF HEALTH NEEDS ASSESSMENT. UPON DISCHARGE, THE REACH TEAM SUPPORTS THE PATIENT'S POST-DISCHARGE CARE AS WELL AS ADDITIONAL MEDICAL OR SOCIAL NEEDS. A SYSTEMWIDE INITIATIVE, THE REACH PROGRAM RECOGNIZES THE NUMEROUS FACTORS THAT IMPACT AN INDIVIDUAL'S HEALTH AND OFTEN GO BEYOND THE HEALTHCARE OUR SYSTEM PROVIDES. REACH COORDINATORS ARE POSTED COAST TO COAST IN FLORIDA AT 12 ORLANDO HEALTH HOSPITALS. FROM OCTOBER 2024 TO SEPTEMBER 2025, THE REACH TEAM ENGAGED WITH MORE THAN 16,000 PATIENTS AND CONDUCTED NEARLY 14,000 FOLLOW-UP CALLS POST-DISCHARGE. SCREENINGS FOR SOCIAL DETERMINANTS OF HEALTH NEEDS SHOWED THE MAIN ISSUES FOR PATIENTS SUPPORTED BY THE REACH TEAM WERE TRANSPORTATION, FOOD RESOURCES, HOUSING RESOURCES, FINANCIAL RESOURCES AND FINDING A MEDICAL HOME FOR PRIMARY CARE. CONFRONTING THE OPIOID CRISIS: CONTINUING TO RESPOND TO THE OVERWHELMING NUMBER OF CENTRAL FLORIDA RESIDENTS DYING FROM DRUG OVERDOSES, THE ORLANDO HEALTH OPIOID OUTREACH TEAM ASSESSES PATIENTS WHO PRESENT IN THE EMERGENCY ROOM WITH A POSSIBLE OVERDOSE. IN 2017, ORANGE COUNTY WAS AMONG FLORIDA'S TOP 10 COUNTIES WITH THE HIGHEST NUMBER OF DEATHS CAUSED BY OPIOIDS SUCH AS FENTANYL ANALOGS, OXYCODONE, ALPRAZOLAM AND METHADONE, AS WELL AS ACCIDENTAL DEATHS CAUSED BY PRESCRIPTION DRUGS. ASSIGNED TO THE EMERGENCY DEPARTMENT AT ORLANDO HEALTH HEALTH CENTRAL, THE OPIOID OUTREACH NAVIGATOR COLLABORATES WITH THE CARE MANAGEMENT TEAM. WHEN A PATIENT PRESENTS WITH A SUSPECTED SUBSTANCE USE OVERDOSE OR A CONDITION RELATED TO SUBSTANCE USE, THE COORDINATOR IS CALLED IN TO PERFORM AN ASSESSMENT. AFTER THE ASSESSMENT IS COMPLETED, THE PATIENT AND THE COORDINATOR DISCUSS OPTIONS FOR TREATMENT AND REFERRALS TO TREATMENT FACILITIES. FOR PATIENTS DIAGNOSED WITH A SUBSTANCE USE DISORDER, THE COORDINATOR WORKS WITH SPECIALISTS FROM A BEHAVIORAL HEALTH PARTNER THAT CAN OFFER EXTENDED INPATIENT CARE. THE NAVIGATOR ALSO CAN PROVIDE ADDITIONAL RESOURCES AND FOLLOW-UP SUPPORT FOR PATIENTS AND THEIR FAMILIES TO ENSURE SUCCESS. TO CONTINUE THE SUPPORT AND EXPANSION OF THIS PROGRAM, THE OPIOID OUTREACH NAVIGATOR ADMINISTERS NARCAN IN THE EMERGENCY ROOM AND WORKS WITH THE PHARMACY TO PRESCRIBE METHADONE THAT ENABLES PATIENTS TO PARTICIPATE IN MEDICALLY ASSISTED TREATMENT. THE OPIOID OUTREACH NAVIGATOR ALSO WORKS WITH CAREER SOURCE TO IDENTIFY PATIENTS WHO ARE READY TO RE-ENTER THEIR COMMUNITY AND WORKFORCE THROUGH JOB SKILLS TRAINING AND EMPLOYMENT. IN FY2025, ORLANDO HEALTH'S OPIOID OUTREACH PROGRAM ASSESSED NEARLY 3,700 PATIENTS. OF THOSE SEEN, MORE THAN 2,070 RECEIVED A REFERRAL TO FOLLOW-UP CARE OR TREATMENT, AND 576 PATIENTS INITIATED THE PROCESS TO BEGIN MEDICATION ASSISTED TREATMENT. ADDITIONALLY, ORLANDO HEALTH PARTNERED WITH RECOVERY CONNECTIONS OF CENTRAL FLORIDA, ORLANDO HEALTH TO FUND WRAPAROUND SUPPORT FOR RECOVERY. THIS PROGRAM TAKES A HOLISTIC APPROACH TO THE NEEDS OF PARTICIPANTS AND STREAMLINES CARE NAVIGATION BY ADDRESSING CRITICAL ISSUES SUCH AS FOOD INSECURITY, TRANSPORTATION ACCESS, COMMUNICATION, CLOTHING, AND CO-PAYS FOR PHYSICAL AND MENTAL HEALTH APPOINTMENTS. IN FY2025, 350 INDIVIDUALS WERE PROVIDED RESOURCES TO SUPPORT THEIR RECOVERY JOURNEY. MORE THAN 180 BUS PASSES, 175 CELL PHONES, AND 160 GROCERY ORDERS WERE PROVIDED. EIGHTY-THREE OF THE INDIVIDUALS ENGAGED EXPRESSED HEALTHCARE NEEDS AND WERE CONNECTED TO THE APPROPRIATE CARE. ORLANDO HEALTH WILL CONTINUE TO SUPPORT THIS PROGRAM THROUGH FY2026. MAKING LONG-TERM LIFESTYLE CHANGES: ENHANCING THE HEALTH AND QUALITY OF LIFE OF CENTRAL FLORIDIANS IS THE FOCUS OF THE ORLANDO HEALTH CENTER FOR HEALTH IMPROVEMENT LOCATED AT THE ORLANDO HEALTH MEDICAL PAVILION - HORIZON WEST. UTILIZING EVIDENCE-BASED BEST PRACTICES, THE TEAM IDENTIFIES AN INDIVIDUAL'S DISEASE RISKS AND PROVIDES PERSONALIZED HEALTH SUPPORT FOR LONG-TERM LIFESTYLE CHANGES. PROGRAM PARTICIPATION IS OFFERED AT NO COST TO THOSE WHO DEMONSTRATE AN APPROPRIATE LEVEL OF READINESS FOR CHANGE AND MOTIVATION FOR SUCCESS. A PHYSICIAN-LED TEAM PROVIDES HEALTH-IMPROVEMENT CONSULTATIONS, EDUCATION, WORKSHOPS AND HEALTH COACHING FOR A VARIETY OF AREAS. FORM 990, PART III, LINE 4A PROGRAM SERVICE DESCRIPTION (CONTINUED) QUALITY IN KEEPING WITH ITS MISSION TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES IT SERVES, ORLANDO HEALTH IS COMMITTED TO CONSISTENTLY DELIVERING THE HIGHEST QUALITY CARE FOR ADULT AND PEDIATRIC PATIENTS AT ALL LEVELS OF MEDICAL COMPLEXITY. IN THIS WAY, THE ORGANIZATION DEMONSTRATES NOT ONLY ITS CORE VALUES BUT HOW IT ELEVATES THE LIVES OF ITS PATIENTS. EXAMPLES OF ORLANDO HEALTH'S CONTINUOUS IMPROVEMENT EFFORTS INCLUDE: DEDICATED LEADERSHIP RESOURCES FOCUSED ON QUALITY OUTCOMES EACH ORLANDO HEALTH HOSPITAL QUALITY TEAM IS LED BY AN ONSITE CHIEF QUALITY OFFICER (CQO) OR CHIEF MEDICAL OFFICER (CMO). THESE EXPERIENCED PHYSICIANS AND ADVANCED PRACTITIONERS OVERSEE REVIEWS OF EVERY MORTALITY, COMPLICATION, AND SERIOUS SAFETY EVENT AT THEIR RESPECTIVE CAMPUS. THESE CLINICAL EXECUTIVES ARE ALSO RESPONSIBLE FOR ACTIVELY IDENTIFYING CARE GAPS AND IMPLEMENTING SOLUTIONS TO ENSURE OUTCOMES ARE OPTIMIZED. AS AN EXAMPLE, AGGRESSIVE AND WELL-COORDINATED CORRECTIVE ACTIONS IMPLEMENTED AT EVERY SITE IN RESPONSE TO HEALTHCARE ASSOCIATED INFECTIONS (HAI) HAS RESULTED IN WORLD-CLASS PERFORMANCE IN REDUCING THIS AVOIDABLE COMPLICATION OF CARE. ADDITIONALLY, SYSTEM-LEVEL RESOURCES HELP ENSURE A STANDARDIZED AND SYSTEMATIC ASSESSMENT OF QUALITY PERFORMANCE ACROSS ALL ORLANDO HEALTH CARE TEAMS. THE DEVELOPMENT OF SHARED AND FOCUSED IMPROVEMENT PLANS IN PARTNERSHIP WITH THE ONSITE QUALITY LEADERS DELIVERS BETTER CARE FOR OUR PATIENTS AND THEIR FAMILIES. CLOSING GAPS OF CARE INVESTMENTS IN STRATEGIES THAT CLOSE THE GAPS OF CARE FOR OUR PATIENTS HAVE RESULTED IN PROGRAMS SUCH AS HOUSE CALLS, REMOTE PATIENT MONITORING SERVICES, ASSISTANCE WITH TRANSPORTATION NEEDS, EVER-EXPANDING TELEHEALTH SERVICES AND CONDITION-SPECIFIC INITIATIVES FOR PATIENTS AT A HIGHER RISK FOR POOR HEALTH OUTCOMES. THESE NEWER PROGRAMS ARE THE LATEST EXAMPLES OF HOW ORLANDO HEALTH REACHES BEYOND THE "BASICS" OF QUALITY CLINICAL CARE TO FIND CREATIVE SOLUTIONS THAT ADDRESS HEALTHCARE GAPS WITHIN OUR COMMUNITIES. COMMITMENT TO REDUCING AVOIDABLE MORTALITY MORTALITY RATE IS A CRITICAL MEASURE OF QUALITY OF CARE IN ACUTE CARE SETTINGS. ORLANDO HEALTH HOSPITALS CONTINUE TO SHOW EXCEPTIONAL PERFORMANCE IN ALL-CAUSE INPATIENT MORTALITY AND CONTINUALLY IMPROVING PERFORMANCE IN DISEASE-SPECIFIC, 30-DAY MORTALITY MEASURES WHEN COMPARED TO PEER ORGANIZATIONS. SYSTEMWIDE EFFORTS TO REDUCE MORTALITY ARE COORDINATED BY A CORPORATE QUALITY TEAM THAT WORKS CLOSELY WITH EACH SITE'S QUALITY LEADERSHIP. ALL MORTALITIES ARE REVIEWED FOR OPPORTUNITIES FOR IMPROVEMENT, RESULTING IN SIGNIFICANT CLINICAL AND OPERATIONAL ENHANCEMENTS. ONE EXAMPLE IS THE IMPLEMENTATION OF IMPROVED EARLY WARNING SYSTEMS THAT ALERT CLINICIANS ABOUT DETERIORATION OF A PATIENT'S CONDITIONS BEFORE ADDITIONAL CONSEQUENCES ENSUE. THIS EFFORT ENABLES EARLIER INTERVENTION AND HAS DIRECTLY IMPACTED MORTALITY MEASURES AT ALL SITES. FOCUS ON REDUCING HEALTHCARE ASSOCIATED INFECTIONS (HAI) A MULTI-YEAR, SYSTEMWIDE CAMPAIGN TO REDUCE HAIS HAS SIGNIFICANTLY REDUCED THESE HARM EVENTS ACROSS ORLANDO HEALTH HOSPITALS. TO DATE, ORLANDO HEALTH HOSPITALS ARE AMONG THE TOP PERFORMERS IN THE COUNTRY IN AVOIDING HAIS, REDUCING MORBIDITY FOR PATIENTS AND UNNECESSARY COSTS OF CARE. TO REACH THIS GOAL, THE ORGANIZATION DEVELOPED BEST-PRACTICE PREVENTION BUNDLES FOR EACH INFECTION TYPE, CLOSELY MONITORED PROCESS AND OUTCOME MEASURES, INCREASED AWARENESS OF HAI OCCURRENCES ACROSS ALL LEVELS OF LEADERSHIP, AND COMMUNICATED OPPORTUNITIES FOR IMPROVEMENT IN A SYSTEMATIC WAY. THIS ENABLED ALL SITES TO PROACTIVELY IMPLEMENT SOLUTIONS TO COMMON PROBLEMS OCCURRING BEYOND THEIR DIRECT SCOPE OF RESPONSIBILITY. ENGAGEMENT OF THE MEDICAL STAFF ACROSS THE ORGANIZATION TO SUPPORT QUALITY IMPROVEMENT AS THE VISIBLE CLINICAL LEADERS IN ANY HEALTHCARE SETTING, PHYSICIANS ON THE FRONTLINE AND IN LEADERSHIP POSITIONS ARE CRITICAL TO DELIVERING THE BEST CARE POSSIBLE. ORLANDO HEALTH HAS ACTIVELY ENGAGED ITS MEDICAL STAFF IN NUMEROUS EFFORTS TO IMPROVE OUTCOMES, ENVISION MORE EFFECTIVE AND EFFICIENT CLINICAL PROCESSES, AND DEVELOP SOLUTIONS FOR COMPLEX PROBLEMS. RECENT RESTRUCTURING OF THE PHYSICIAN PEER REVIEW PROCESS NOW MORE HEAVILY RELIES ON MEDICAL STAFF MEMBERS APPOINTED TO SITE-SPECIFIC AND SYSTEM-LEVEL COMMITTEES TO REVIEW AND ADDRESS QUALITY CONCERNS INVOLVING OTHER MEDICAL STAFF MEMBERS. ADDITIONALLY, PHYSICIAN LEADERS ARE PRINCIPAL MEMBERS OF CLINICAL AND OPERATIONAL WORKGROUPS TO ADDRESS PROBLEMS SUCH AS REDUCING AVOIDABLE READMISSIONS, REVIEWING MORTALITIES, IMPLEMENTING NEW MEDICAL DEVICES, AND OPTIMIZING INFORMATION TECHNOLOGIES TO IMPROVE CARE. THIS LEVEL OF ENGAGEMENT IS A DIRECT RESULT OF THE CLOSE AND MUTUALLY SUPPORTIVE RELATIONSHIP BETWEEN THE ORLANDO HEALTH MEDICAL STAFF AND ADMINISTRATIVE LEADERSHIP. ACHIEVING RECOGNITION FOR QUALITY FROM TOP-TIER EXTERNAL ORGANIZATIONS ACROSS A VARIETY OF SERVICES, ORLANDO HEALTH CENTRAL FACILITIES HAVE BEEN RECOGNIZED WITH NATIONAL AWARDS AND DESIGNATIONS. THE FOLLOWING ARE RECENT EXAMPLES: *ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL WAS AMONG 96 EMERGENCY DEPARTMENTS ACROSS THE COUNTRY TO RECEIVE THE EMERGENCY NURSES ASSOCIATION'S 2025 LANTERN AWARD FOR DEMONSTRATING EXCEPTIONAL AND INNOVATIVE LEADERSHIP, PRACTICE, EDUCATION, ADVOCACY AND RESEARCH. CONSIDERED THE GOLD STANDARD FOR MEASURING QUALITY AND SAFETY IN EMERGENCY NURSING, THE LANTERN AWARD SHOWCASES THE EMERGENCY DEPARTMENTS' ACCOMPLISHMENTS IN INCORPORATING EVIDENCE-BASED PRACTICE AND INNOVATION INTO EMERGENCY CARE AND SERVES AS A VISIBLE SYMBOL OF THE ORGANIZATION'S COMMITMENT TO QUALITY, SAFETY AND A HEALTHY WORK ENVIRONMENT. *ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL WERE RECOGNIZED BY U.S. NEWS & WORLD REPORT FOR THEIR HIGH-PERFORMING CARE IN SEVEN ADULT CATEGORIES: COPD, DIABETES, HEART ATTACK, HEART ARRHYTHMIA, HEART FAILURE, KIDNEY FAILURE AND PNEUMONIA. *THE AMERICAN HEART ASSOCIATION (AHA) RECOGNIZED MULTIPLE ORLANDO HEALTH HOSPITALS FOR CONSISTENTLY FOLLOWING THE MOST UP-TO-DATE, RESEARCH-BASED GUIDELINES FOR THE TREATMENT OF STROKE. ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL RECEIVED AHA'S GET WITH THE GUIDELINES STROKE GOLD PLUS ACHIEVEMENT, RECOGNIZING 85% OR HIGHER ADHERENCE WITH ADDITIONAL SELECT QUALITY MEASURES IN STROKE. ADDITIONALLY, THESE HOSPITALS EARNED TARGET: TYPE 2 DIABETES HONOR ROLL RECOGNITION FOR PROVIDING THE MOST UP-TO-DATE, EVIDENCE-BASED CARE FOR PATIENTS WITH TYPE 2 DIABETES WHO ARE HOSPITALIZED WITH HEART FAILURE, HEART ATTACK OR STROKE. *ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL IS ONE OF SIX ORLANDO HEALTH HOSPITALS TO HOLD THE JOINT COMMISSION'S GOLD SEAL OF APPROVAL FOR ADVANCED PRIMARY STROKE CENTER ACCREDITATION. THE DESIGNATION RECOGNIZES A HOSPITAL'S COMMITMENT TO A HIGHER STANDARD OF CLINICAL SERVICE AND THE ESTABLISHMENT OF A CONSISTENT APPROACH TO QUALITY STROKE CARE. ACCREDITATION BY THE JOINT COMMISSION IS ONE OF THE HIGHEST LEVELS OF CERTIFICATION THAT A HOSPITAL CAN RECEIVE. * ORLANDO HEALTH HORIZON WEST HOSPITAL WAS NAMED A CERTIFIED PRIMARY STROKE CENTER BY THE JOINT COMMISSION. THIS DESIGNATION RECOGNIZES A HOSPITAL'S COMMITMENT TO A HIGHER STANDARD OF CLINICAL SERVICE AND THE ESTABLISHMENT OF A CONSISTENT APPROACH TO QUALITY STROKE CARE. PROGRAMS UNDERGO AN OBJECTIVE PERFORMANCE EVALUATION WITH A FOCUS ON PATIENT SAFETY AND QUALITY OF CARE TO HELP REDUCE THE RISK OF ERRORS AND ALLOW FOR CONTINUOUS IMPROVEMENT. *SINCE BECOMING ELIGIBLE FOR SCORING BY THE LEAPFROG GROUP IN FALL 2024, ORLANDO HEALTH HORIZON WEST HOSPITAL HAS RECEIVED THREE CONSECUTIVE "A" GRADES FOR PATIENT SAFETY FROM THE INDEPENDENT NONPROFIT ORGANIZATION COMMITTED TO DRIVING QUALITY, SAFETY AND TRANSPARENCY IN THE U.S. HEALTH SYSTEM. FORM 990, PART III, LINE 4B PROGRAM SERVICE DESCRIPTION ORLANDO HEALTH CENTRAL, INC. PROVIDES THERAPY SERVICES AND LONG-TERM NURSING CARE TO OUR COMMUNITY THROUGH HEALTH CENTRAL PARK (HCP), A 218-BED FACILITY AND THE ORLANDO HEALTH CENTER FOR REHABILITATION (CFR), A 10-BED FACILITY. HCP CONSISTS OF 5 NURSING WINGS: WING 100 CONSISTS OF 70 PRIVATE REHAB ROOMS, WING 200 CONSISTS OF 40 DEMENTIA BEDS OF WHICH 36 ARE PRIVATE ROOMS AND 2 ARE SEMI-PRIVATE ROOMS. WINGS 300, 400 AND 500 CONSIST OF 108 BEDS PRIMARILY PROVIDING CARE TO LONG- TERM-CARE RESIDENTS. CFR, WHICH IS LOCATED ON THE CAMPUS OF ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, CONSISTS OF 10 PRIVATE HOSPICE ROOMS LEASED TO CORNERSTONE HOSPICE, AN INDEPENDENT PROVIDER. IN DECEMBER OF 2024, THE 40 BED DEMENTIA UNIT, WHICH IS A GATED COMMUNITY SPECIALIZING IN PROGRAMS AND SERVICES FOR ALZHEIMER'S/DEMENTIA RESIDENTS PERMANENTLY MOVED FROM CFR TO HCP. BOTH FACILITIES PROVIDE RESIDENT-CENTERED CARE. THE FACILITIES ARE RESTRAINT FREE AND PROVIDE EXCELLENT OUTCOMES IN WOUND CARE AND 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. OUR THERAPY PATIENTS HAVE EXCELLENT OUTCOMES. ON ANY GIVEN DAY THERE ARE APPROXIMATELY 80 PATIENTS IN THERAPY. OUR REHABILITATION PROGRAM SPECIALIZES IN ORTHOPEDIC AND NON-ORTHOPEDIC/MEDICALLY COMPLEX GERIATRIC PATIENTS. OUR AVERAGE LENGTH OF STAY IS 27 DAYS; AND WE HAVE ABOUT 176 ORTHOPEDIC/MEDICALLY COMPLEX PATIENTS PER MONTH. THE WORKFORCE IS MADE UP OF ABOUT 290 FULL-TIME EMPLOYEES AND 33 CONTRACTED THERAPISTS, WITH THE NURSING DEPARTMENT BEING THE LARGEST OF ABOUT 185; 110 OF WHICH ARE C.N.A.'S. WE ARE GRATEFUL TO HAVE A FULL-TIME NURSE PRACTITIONER WHO ACTS AS THE PHYSICIAN EXTENDER AND TENDS TO URGENT AND OTHER MEDICAL NEEDS ON A TIMELY BASIS. WE ALSO HAVE A FULL-TIME DIETITIAN AND A NUTRITIONAL SPECIALIST TO ADDRESS THE CLINICAL DIETARY NEEDS OF OUR RESIDENTS. OUR SOCIAL WORKERS ASSIST WITH THE PSYCHO-SOCIAL NEEDS OF THE RESIDENTS ALONG WITH OUR FULL RECREATION DEPARTMENTS. NORMALLY VOLUNTEERS SUPPLEMENT OUR STAFF TO HELP ENHANCE QUALITY OF LIFE PROVIDING AN AVERAGE OF ABOUT 165 HOURS A MONTH. FORM 990, PART VI, LINE 1A EXECUTIVE COMMITTEE THE EXECUTIVE COMMITTEE SHALL CONSIST OF THE CHAIRPERSON OF THE BOARD OF DIRECTORS, THE VICE CHAIRPERSON OF THE BOARD OF DIRECTORS, THE PRESIDENT, THE SECRETARY, THE TREASURER, AND THE IMMEDIATE PAST CHAIRPERSON OF THE BOARD OF DIRECTORS. THE EXECUTIVE COMMITTEE SHALL HAVE POWER TO TRANSACT ALL REGULAR BUSINESS OF THE BOARD OF DIRECTORS IN THE MANAGEMENT OF THE CORPORATION DURING THE PERIOD BETWEEN MEETINGS OF THE BOARD, SUBJECT TO LIMITATIONS SET FORTH IN THE BYLAWS AND ANY LIMITATIONS OTHERWISE IMPOSED BY THE BOARD OF DIRECTORS AND WITH THE FURTHER UNDERSTANDING THAT ALL MATTERS OF MAJOR IMPORTANCE TO THE CORPORATION WILL BE REFERRED TO THE BOARD OF DIRECTORS. THE EXECUTIVE COMMITTEE SHALL ALSO SERVE AS THE COMPENSATION COMMITTEE. AT LEAST ONE ORLANDO HEALTH, INC. DIRECTOR SHALL SERVE ON THE EXECUTIVE COMMITTEE. FORM 990, PART VI, LINE 15 OFFICERS AND POSITIONS FOR WHICH COMPENSATION PROCESS WAS USED 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. ALL OFFICER AND KEY EMPLOYEE COMPENSATION FOR THE HEALTH SYSTEM IS GOVERNED BY ORLANDO HEALTH, AS DESCRIBED ABOVE, RATHER THAN BY INDIVIDUAL ORGANIZATIONS. FORM 990, PART VI, LINE 2 FAMILY/BUSINESS RELATIONSHIPS AMONGST INTERESTED PERSONS JAMAL HAKIM, MD, ERICK HAWKINS, JOHN MILLER, GREG OHE, AND BERNADETTE SPONG - BUSINESS RELATIONSHIP FORM 990, PART VI, LINE 6 CLASSES OF MEMBERS OR STOCKHOLDERS THE SOLE VOTING MEMBER OF ORLANDO HEALTH CENTRAL, INC. IS ORLANDO HEALTH INC., FEIN: 59-1726273. FORM 990, PART VI, LINE 7A MEMBERS OR STOCKHOLDERS ELECTING MEMBERS OF GOVERNING BODY ORLANDO HEALTH, INC., THE TAX-EXEMPT PARENT ORGANIZATION, ELECTS AND APPROVES ALL BOARD MEMBERS FORM 990, PART VI, LINE 7B DECISIONS REQUIRING APPROVAL BY MEMBERS OR STOCKHOLDERS 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. FORM 990, PART VI, LINE 11B REVIEW OF FORM 990 BY GOVERNING BODY THE CFO AND THE FINANCE DEPARTMENT REVIEWED THE FORM 990 AND ANY REQUIRED CHANGES WERE MADE TO THE FORM 990. THE FINAL FORM 990 WAS THEN PROVIDED TO ALL MEMBERS OF THE BOARD TO REVIEW. ANY QUESTIONS ABOUT THE CONTENT WERE ANSWERED AND ANY CHANGES REQUIRED OF THE REVIEW WERE MADE. FORM 990, PART VI, LINE 12C CONFLICT OF INTEREST POLICY THE PARENT ORGANIZATION, ORLANDO HEALTH, INC., HAS A DEDICATED COMPLIANCE DEPARTMENT WITH AN ANONYMOUS HOTLINE FOR REPORTING. THE COMPLIANCE DEPARTMENT PERFORMS INTERNAL AUDITS AND MONITORS ALL ANNUAL CONFLICT OF INTEREST QUESTIONNAIRES FOR ALL RELATED ORGANIZATIONS. BOARD MEMBERS ROUTINELY ANNOUNCE CONFLICTS AT BOARD MEETINGS AND LEAVE THE ROOM FOR THE DISCUSSION AND THE VOTE. FORM 990, PART VI, LINE 19 REQUIRED DOCUMENTS AVAILABLE TO THE PUBLIC THESE DOCUMENTS ARE MADE AVAILABLE TO THE GENERAL PUBLIC UPON REQUEST IN ACCORDANCE WITH FEDERAL TAX LAW PUBLIC INSPECTION REQUIREMENTS. FORM 990, PART VIII, LINE 2F OTHER PROGRAM SERVICE REVENUE OTHER REVENUE - TOTAL REVENUE: 701173, RELATED OR EXEMPT FUNCTION REVENUE: 701173, UNRELATED BUSINESS REVENUE: , REVENUE EXCLUDED FROM TAX UNDER SECTIONS 512, 513, OR 514: ; ORLANDO HEALTH INC 1414 KUHL AVENUE ORLANDO FL 32806 591726273 HEALTHCARE FL 501(C)(3) 3 NA false ORLANDO HEALTH FOUNDATION INC 3160 SOUTHGATE COMMERCE BLVD ORLANDO FL 32806 592244943 SUPPORT OH FL 501(C)(3) 7 OHI false ORLANDO PHYSICIANS NETWORK INC 1414 KUHL AVENUE ORLANDO FL 32806 593110868 SUPPORT OH FL 501(C)(3) TYPE I OHI false GREATER ORLANDO CHILDREN'S MIRACLE NETWORK 3160 SOUTHGATE COMMERCE BLVD ORLANDO FL 32806 593452974 SUPPORT OHF FL 501(C)(3) 7 OHF false ORLANDO HEALTH MEDICAL GROUP INC 1414 KUHL AVENUE ORLANDO FL 32806 593259553 PHYSICIAN SUPPORT SERVICES FL 501(C)(3) TYPE I OHI false SOUTH LAKE HOSPITAL 1900 DON WICKHAM DRIVE CLERMONT FL 34711 593322533 HEALTHCARE FL 501(C)(3) 3 OHI false OHI WEST INC 1414 KUHL AVENUE ORLANDO FL 32806 845074208 HEALTHCARE FL 501(C)(3) 3 OHI false OHI WIREGRASS RANCH INC 1414 KUHL AVENUE MP8 ORLANDO FL 32806 994070432 HEALTHCARE FL 501(C)(3) 3 OHI false OHI LAKELAND HIGHLANDS INC 1414 KUHL AVENUE MP8 ORLANDO FL 32806 994094755 HEALTHCARE FL 501(C)(3) 3 OHI false ORLANDO HEALTH VENTURES I LLC 1414 KUHL AVENUE MP2 ORLANDO FL 32806 845099351 INVESTMENTS FL NA N/A ORLANDO HEALTH VENTURES II LLC 1414 KUHL AVENUE MP2 ORLANDO FL 32806 882697867 INVESTMENTS FL NA N/A HEALTHNET SERVICES INC & SUBS 1414 KUHL AVENUE ORLANDO FL 32806 592246203 MEDICAL SVCS FL NA C CORPORATION false false false false false false false false false false true false false true false true true false false false ORLANDO HEALTH MEDICAL GROUP INC J 2155989 FMV ORLANDO HEALTH INC J 2769845 FMV ORLANDO HEALTH INC M 295316 FMV ORLANDO HEALTH INC O 135155612 FMV ORLANDO HEALTH INC P 118799974 FMV ORLANDO PHYSICIANS NETWORK INC J 343549 FMV