2026-08-14T14:29:26-05:00 2025-09-30 621517792 PYA PC 100 North Tampa Street Ste 1850 Tampa FL 33602 990 2024-10-01 592650456 Lakeland Regional Medical Center Inc LAKE 8636871100 1324 Lakeland Hills Boulevard Lakeland FL 33805 Lance Green EVP/Chief Financial Officer 8636871100 2026-08-14 1 1 Deborah O Ernsberger P00364912 8134243700 2024 2025-03-06 01:10:19Z Danielle Drummond 1324 Lakeland Hills Boulevard Lakeland FL 33805 1476822132 0 X www.myLRH.org X 1914 FL Lakeland Regional Health's strategic imperative is to develop as a nationally recognized, fiscally strong and growing collaborative regional health system that improves lives by offering safe, high quality, equitable and affordable healthcare, while demonstrating an equal commitment to the promotion of individual and community health, wellness and disease prevention. 13 13 7984 217 38 0 4429517 10767209 1320002336 1464867344 1260147 0 13640000 1187579 1339332000 1476822132 0 0 0 0 533041422 583963789 0 0 0 627113629 712762855 1160155051 1296726644 179176949 180095488 1163166683 1172947149 650204347 627514944 512962336 545432205 X See Schedule OLakeland Regional Health's strategic imperative is to develop as a nationally recognized, fiscally strong and growing collaborative regional health system that improves lives by offering safe, high quality, equitable and affordable healthcare, while demonstrating an equal commitment to the promotion of individual and community health, wellness and disease prevention. 0 0 1160934171 1466036535 See Schedule O for Program Services Statement 1160934171 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 131 0 1 7984 1 0 0 0 0 0 0 0 0 0 0 1 0 X 13 13 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 FL X Michelle Weatherspoon 8636871100 210 S Florida Ave 3rd Floor Lakeland FL 33801 Dale Dreyer Chair 1.00 1.00 X 0 0 0 Sylvia Blackmon-Roberts Vice Chair 1.00 1.00 X 0 0 0 John Attaway Jr Director 1.00 1.00 X 0 0 0 Fred Blind Director 1.00 1.00 X 0 0 0 Stacy Campbell-Domineck Director 1.00 1.00 X 0 0 0 Jeff Chamberlain Director 1.00 1.00 X 0 0 0 Kimberly Elmhorst Director 1.00 1.00 X 0 0 0 Ed Garcia MD Director 1.00 1.00 X 0 0 0 Matt Green Director 1.00 1.00 X 0 0 0 Jack Harrell III Director 1.00 1.00 X 0 0 0 Kristen Lowers Director 1.00 1.00 X 0 0 0 Cory Petcoff Director 1.00 1.00 X 0 0 0 Bill Pou Director 1.00 1.00 X 0 0 0 Danielle Drummond President/Chief Exec. Officer 50.00 1.00 X 1487708 0 252389 Lance Green EVP - Chief Financial Officer 50.00 1.00 X 828288 0 161524 Sarah Bhagat COO/SVP Ambulatory Oper. & Organization 50.00 X 535521 0 117255 Stacy Bolton SVP - CIO/Chief Technology Officer 50.00 X 482920 0 114051 Timothy Boynton SVP - Development/Chief Public Relations 50.00 1.00 X 492000 0 107924 Francisco J Chebly Exec. Director LRH Physician Group 50.00 X 573515 0 128087 Scott Dimmick SVP - Chief Human Resources Officer 50.00 X 552426 0 119669 Hal Escowitz Chief Quality & Medical Informatics 50.00 X 642912 0 134944 Graham Greene MD Medical Director of Surgical and Speci 50.00 X 0 743200 67159 Terry Hamilton EVP - Chief Operating Officer 50.00 X 824454 0 162125 Jonn Hoppe EVP - Chief Legal Officer 50.00 X 795552 0 153397 Ana Kalman SVP - CIO/Chief Applications Officer 50.00 X 534262 0 117304 Deana L Nelson SVP - Administration & Corp Priorities 50.00 X 647377 0 30191 April Novotny SVP - Chief Nurse Executive 50.00 X 476169 0 107442 Patrick Phillips SVP - Business Development 50.00 X 492688 0 117230 Timothy Regan President/Chief Medical Officer 50.00 X 819330 0 161313 Michael Spake SVP - External Affairs/Chief Compliance 50.00 X 436599 0 106289 Anas Bizanti MD Physician 50.00 X 424136 0 50827 Nancy Finnigan DO Designated Institutional Official/Physician 50.00 X 478143 0 53094 Donald Davis MD Physician 50.00 X 638515 0 51253 Sowsan Rasheid MD Physician 50.00 X 587258 0 51077 Melissa Rusli MD Physician 50.00 X 386303 0 48027 13136076 743200 2412571 938 0 1 0 Creative Contractors Inc 101 Creative Way Clearwater FL 33755 Construction Contractor 24676290 Oracle America Inc PO Box 884471 Los Angeles CA 900884471 Software Maintenance & Support 14340821 Nemours Foundation 10140 Centurion Pkwy N Jacksonville FL 322560532 Professional Services 8476204 Watson Clinic LLP 1430 Lakeland Hilld Blvd Lakeland FL 33805 Professional Services 7087126 University Medical Services PO Box 917492 Orlando FL 328917492 Professional Services 5112910 394 9750000 517421 499788 10767209 Patient Service Revenu 621990 1441570946 1441570946 GME State Funding 561000 10621061 10621061 Cafeteria Revenue 722514 7152058 7152058 Other Operating Revenu 561000 3307802 3289414 38 18350 2215477 2215477 1464867344 1187579 0 1187579 1187579 1187579 1476822132 1466036535 38 18350 12710002 11181848 1528154 464096634 402616565 61480069 17575680 15253119 2322561 56352611 48905823 7446788 33228862 28837792 4391070 4466650 4466650 125260 125260 88708738 70499361 18209377 1898783 1404211 494572 7555053 2506814 5048239 40127437 36024455 4102982 8369896 7514084 855812 407534 33887 373647 11630305 10441120 1189185 60623999 54425268 6198731 15145353 15145353 Patient Supplies & Phar 251458154 251458154 Bad Debts 140277224 140277224 HCCB Assessment 61551013 61551013 Repairs & Maintenance 17365128 16594479 770649 3052328 1408954 1643374 1296726644 1160934171 135792473 0 34740 8496 142642629 158544416 20469635 20863153 13882155 17738832 1741504480 958017139 794017323 783487341 24213348 26956629 45337178 51155827 122569675 114192455 1163166683 1172947149 42276369 34246607 449683734 430103472 158244244 163164865 650204347 627514944 X 478210422 507380554 34751914 38051651 512962336 545432205 1163166683 1172947149 X 180095488 2987347 -150612966 X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 267431 267431 0 Part II-B, Line 1: Lakeland Regional Medical Center, Inc. provided payments to independent lobbying firms to notify the Medical Center of any pending legislation that affects hospitals and healthcare. 1538285 1538285 1538285 1538285 1538285 1538285 1538285 1538285 1538285 1538285 1.00000 0 1 1 240863667 240863667 509815349 218939632 290875717 947278 947278 0 979999492 738130229 241869263 9878694 9878694 783487341 Other Receivables 6084555 Due to Affiliates 106903235 Net ROU Assets 1204665 114192455 FL Medical Assistance Assessment 24080712 Employee Compensation 71311299 Malpractice Claims 54658870 Workers Compensation 2964406 Other Long Term Liabilities 811246 Bond Interest Payable 6704759 Short-Term Right of Use Liability 393420 Estimated Third Party Settlements 2240153 163164865 X 1329780000 2987347 2987347 1326792653 150029479 150029479 1476822132 1156451000 1580 1580 1156449420 140277224 140277224 1296726644 Part V, Line 4: The purpose of the Organization's Endowment funds is to grow the corpus and use the unrestricted earnings from the invested endowment fund to support the Medical Center's mission. Part X, Line 2: The Parent, Medical Center, and Foundation have been recognized by the Internal Revenue Service as tax-exempt organizations as described in Section 501(c)(3) of the Internal Revenue Code of 1986. Income earned in furtherance of the organizations' tax-exempt purposes is exempt from federal and state income taxes. Income taxes related the Health System's ownership interests in joint venture partnerships are not material to the Health System. U.S. GAAP requires the Health System's management to evaluate tax positions taken by the Health System and recognize a tax liability (or asset) if the Health System has taken an uncertain position that more likely than not would not be sustained upon examination by the Internal Revenue Service. The Health System has analyzed its tax positions and has concluded that as of September 30, 2025 and 2024, there are no uncertain positions taken or expected to be taken that would require recognition of a liability (or asset) in the consolidated financial statements or disclosure in the notes to the consolidated financial statements. The Health System is subject to routine audits by taxing jurisdictions; however, there are currently no audits for any tax periods in progress. The Health System believes it is no longer subject to income tax examination for tax years prior to 2021. Part XI, Line 4b - Other Adjustments: Bad Debts Netted with Revenue on Audited Financials 140,277,224. Related Transactions 9,750,000. Other Adjustment 2,255. Part XII, Line 2d - Other Adjustments: Other Adjustment 1,580. Part XII, Line 4b - Other Adjustments: Bad Debts Netted with Revenue on Audited Financials 140,277,224. 1 1 X 1 X 1 X 1 1 1 0 1 1 39892946 39892946 0.03080 124285619 110722637 13562982 0.01050 10396063 2587103 7808960 0.00600 174574628 113309740 61264888 0.04730 6925753 6925753 0.00530 109336139 91823431 17512708 0.01350 1382260 507081 875179 0.00070 135000 135000 0.00010 117779152 92330512 25448640 0.01960 292353780 205640252 86713528 0.06690 135000 135000 0.00010 135000 135000 0.00010 1 140282304 168928667 187211757 -18283090 X 1 1 1 1 Lakeland Regional Medical Center 1324 Lakeland Hills Blvd Lakeland FL 33805 X X X X X Pediatrics Emergency Department Lakeland Regional Medical Center 1 0 0 1 X X X X X X X X X X 25 1 0 1 1 X See Statements X 1 25 1 See Statements 0 1 X 200.000000000000 400.000000000000 X X X X X 1 1 X X X 1 X See Statements X See Statements X See Statements X X X X X X 1 X 0 X X X X 1 X 0 0 Part V, Section B, Line 3j: Definition of Community Served: Polk County is the fourth largest county in Florida and is home to approximately 826,090 residents. The County consists of 17 municipalities, with Lakeland as its largest city having a population of 122,264 residents (2023).Demographics of the Community: The median household income in Polk is around $63,644, below both the Florida median ($71,711) and the national median ($78,538). 11.1% of people live below the poverty line. The median age in Polk County is 39.5, which is slightly below the median age of Florida, 42.8 years. Women comprise 50.7% of the population of Polk County. Senior adults are a considerable portion of the community and also present distinct healthcare needs. In Polk County, seniors (persons 65 years and over) comprise 19.4% of the population. Polk County also has a proportionately large percentage of members of the senior community who are considered "seasonal residents," visiting from October April every year. This residency pattern seasonally increases the population in healthcare facilities across the County. Florida ranks among the top 11 states where older adults outnumber children. Children under 5 years of age comprise 5.6% of the population, while children 6-18 comprise 22.0% of the population.In Polk County, approximately 87.5% of adults, 25 years old and over have a high school diploma or higher, which is close to the state (90.3%) and national (89.8%) averages. However, when it comes to higher education, only 22.6% of residents hold a bachelor's degree or higher, lower than both the Florida average (31.5%) and the national rate (35%).As of mid-2025, the unemployment rate stands at 4.9%, higher than the state average of 3.7%. In large part, county job openings are driven by growth in transportation, healthcare, and logistics.Existing Health Care Facilities:Area Hospitals serving the region include:1. Lakeland Regional Health2. AdventHealth Lake Wales3. South Florida Baptist Hospital4. Bartow Regional Medical Center5. Winter Haven Hospital6. Winter Haven Women's Hospital7. AdventHealth Heart of FloridaIdentified areas of need 2026-2029: Healthcare is an essential resource that we are privileged and honored to provide for the community we serve. Lakeland Regional Health understands that everyone does not have an equal opportunity to thrive and be healthy. The environment in which someone lives can have significant effects on their health. Priorities were selected, in part, based on issue prevalence and severity according to county data, in addition to input provided by community members and county stakeholders.Prioritization of community needs took into consideration the following criteria:- Seriousness of the health need and the effect it has on an individual's quality of life - Feasibility of our organization addressing the health need - The degree to which the health need affects specific groups of people, equity - Opportunity for the health system to build upon existing programs or potential collaborations with community partnersUpon review of our County's current health data and as a result of the CHNA process, Lakeland Regional Health has identified the following areas of need:1. Access to Quality, Coordinated Care2. Cancer Screening and Prevention3. Diabetes4. Heart Disease and Stroke5. Injury Prevention6. Mental Healthcare7. Obesity, Nutrition, and Well-beingIn response to the identified areas of need, the following initiatives and anticipated impacts were established:1. Access to Quality, Coordinated CareInitiatives and Actions:- Expansion of the Lakeland Regional Health Physician Group, with a focus on high-demand specialties, culturally competent care, and strategically located sites that meet community members where they are- Continued investment in and development of the Graduate Medical Education (GME) program, including the addition of new specialty residencies and fellowship opportunities aligned with community needs- Expand Women and Children's Services through the Carol Jenkins Barnett Pavilion for Women and Children South- Optimize the patient care experience by increasing access to virtual visits, online scheduling, patient portals, and telehealth services across the system- Partner with community schools to enhance health education and resource sharingAnticipated Impact:- Increased availability of specialty care providers within the community- Greater access to locally trained providers committed to serving our community- Increased access to high-quality, comprehensive women's and pediatric care- Enhanced health equity through personalized, barrier-reducing support2. Cancer Screening and PreventionInitiatives and Actions:- Enhance post-treatment care by offering comprehensive survivorship programming, including nutrition counseling, exercise programs, mental health support, and patient education workshops- Invest in expanded access to cancer screenings and care services - Launch targeted education campaigns around risk factors, prevention, and early detection, with an emphasis on increasing participation in routine screenings, including breast, cervical, colorectal, prostate, and skin cancer - Offer regular, accessible skin checks and prevention education - Advance a comprehensive approach to lung cancer prevention through expanded screening access, education on risk factors, and investment in new technologiesAnticipated Impact:- Improved long-term health outcomes and quality of life for cancer survivors- Reduced disparities in early detection and treatment- Greater public understanding of cancer risks and the importance of early detection- Increased awareness of sun safety practices- Improved early detection of lung cancer3. DiabetesInitiatives and Actions:- Connect community members and existing patients to appropriate diabetes education services/offerings- Partner with community-based organizations and providers to increase access to CDC recognized Diabetes Prevention Program cohorts- Increase opportunities for peer support, education, and navigation assistance through community hosted support groups tailored to adults and seniors- Deliver health screenings at community events, workplaces, and churches, with structured follow-up for those with elevated A1C or glucose levels.Anticipated Impact:- Early detection and treatment through more widespread screenings- Reduced emergency room visits and hospitalizations related to diabetes complications Part V, Section B, Line 3j Continuation: 4. Heart Disease and StrokeInitiatives and Actions:- Expand hands-only CPR and automated external defibrillator (AED) demonstrations at community health fairs, schools, churches, and largescale public events. Focus on making CPR training approachable, fast, and confidence-building for all age groups and literacy levels- Increase the number of cardiovascular health screenings offered in underserved areas, bundled with EHAC (Early Heart Attack Care) education to teach the public how to recognize and respond to subtle heart attack symptoms before they become life-threatening- Partner with Polk County Fire Rescue and other emergency personnel to co-host educational outreach events, provide AED demos, and distribute materials on how to respond to heart attack symptoms and cardiac arrest- Promote community-wide health screenings and education around stroke risk factors and the BE FAST stroke recognition acronym (Balance, Eyes, Face, Arms, Speech, Time) through digital campaigns, barbershop outreach, and health fairs- Implement stroke education in local schools to teach students about lifestyle-related risk factors, warning signs of stroke, and how to respond if someone is having a stroke- Continue and grow the Stride for Life Walk as an annual awareness event focused on prevention, survivor stories, and honoring caregiversAnticipated Impact:- Increase bystander response rates during cardiac emergencies, which is shown to doubleor triple a person's chance of survival when CPR is administered immediately- Identify individuals at risk earlier, increase awareness of atypical symptoms (especially in women), and reduce time to treatment by encouraging earlier care-seeking behavior- Foster a more connected response system between the public and emergency professionals, leading to faster intervention and improved outcomes during emergencies- Improve early identification of stroke symptoms and reduce time to treatment, leading to better clinical outcomes and lower disability rates- Empower a new generation of health-literate students who can advocate for their own well- being and respond to emergencies in their homes and communities- Increase public engagement in stroke awareness and provide a platform for shared learning and community support5. Injury PreventionInitiatives and Actions:- Conduct community-based drowning prevention efforts, including educational sessions for caregivers and children in high-risk areas, distribution of water safety materials, and workshops in collaboration with local partners- Promote safe sleep education for new parents and caregivers to prevent infant suffocation and SIDS, through strategic partnerships with local hospitals, clinics, and early childhood programs- Expand car seat safety checks and promote awareness campaigns addressing seatbelt use and the dangers of distracted driving, particularly among teen drivers and underserved populations- Launch comprehensive fall prevention programming for adults, including balance screenings, fitness classes, and home safety assessments. This effort will leverage existing partnerships with the YMCA of West Central Florida and integrate stroke risk awareness- Integrate Stop the Bleed training into Polk County schools and community events to empower students, educators, and residents with lifesaving emergency response skills- Support responsible firearm storage through education and distribution of gun locks, in collaboration with public safety partners and community organizationsAnticipated Impact:- Reduce unintentional drownings among children by increasing knowledge of water safety practices and expanding access to resources in vulnerable communities - Improve infant safety and reduce sleep-related deaths by equipping caregivers with education and resources - Decrease vehicle-related injuries and fatalities by improving compliance with occupant safety measures and reducing risky driving behaviors - Lower rates of fall-related injuries and hospitalizations among seniors, while enhancing independence and quality of life - Increase community readiness and trauma response capabilities, potentially reducing fatalities from severe injuries - Reduce unintentional firearm injuries and improve home safety through secure storage practices and informed ownership6. Mental HealthcareInitiatives and Actions:- Continue to develop integrated care models that incorporate behavioral health services into primary care clinics - Conduct community education campaigns to destigmatize mental health issues and promote available resources - Collaborate with schools and workplaces to implement mental health awareness and support programs - Provide evidence-based mental health and addiction use disorder education and training programs with a focus on building a continuum of careAnticipated Impact:- Increased early identification and treatment of mental health conditions - Enhanced community resilience and support networks - Reduced rates of mental health crises and associated emergency interventions7. Obesity, Nutrition, and Well-beingInitiatives and Actions:- Improve our understanding of patient's social determinants of health by implementing screening tools and strengthening coordination across the health system in an effort to address needs- Implement community-based wellness programs focusing on nutrition, physical activity, and stress management in partnership with community partners - Provide healthy cooking programs and food demonstrations to equip families with knowledge and skills to prepare healthy meals - Expand access to wellness education through community classes in collaboration with YMCA of West Central FloridaAnticipated Impact:- Increased identification and response to social needs impacting health - Greater community engagement in health promoting activities - Improved food/nutrition literacy and cooking confidence among familiesOur Community Impact: In ReviewSince launching our 2022-2025 Community Health Needs Assessment, our mission has been to meet our community members where they are, to listen, to innovate, and to build meaningful solutions that make life healthier and brighter for all. Highlights from the last three years include:- Advancing Cultural Understanding - We chartered a dedicated group of team members who have worked tirelessly behind the scenes to create resources and guide continuous learning around cultural awareness and understanding. We launched Thrive University, a unique initiative that brought community members from across Polk County into our health system to share their personal experiences and cultural insights.- Improving Access to Quality Coordinated Care - We've opened over 6 practices and specialty clinics across Polk County, including the launch of our Kathleen Campus in North Lakeland, helping reduce barriers to care and reinforcing our commitment to tackling the physician shortage that impacts so many residents. - Our Graduate Medical Education Program has grown to 10 programs, bringing the complement of residents and fellows to 172 and adding new fellowships in Pulmonary and Critical Care, Neurosurgery, and most recently, Cardiology. The GME Program will help sustain a strong healthcare workforce for generations to come. - We launched our Discover program in Polk County Public Schools and other educational settings. This innovative program not only engages students but also builds foundational health literacy skills that can empower individuals and families to navigate healthcare systems more effectively throughout their lives. - Our team launched the Hospital at Home program, offering hospital-level care in the comfort of patients' homes. - We opened a Freestanding Emergency Department in South Lakeland to meet the growing need for accessible, around-the-clock emergency care. Part V, Section B, Line 3j Continuation: - Elevating Mental Health Wellness on Our Community Stage - The Harrell Family Center for Behavioral Wellness opened, a 96-bed facility designed to expand access to quality mental health services across Polk County. - The Center for Behavioral Wellness on Missouri Avenue in downtown Lakeland was opened to expand outpatient access and strengthen support for community-based behavioral health care. Additionally, we integrated behavioral health providers into primary care settings to enhance coordination and streamline patient care. - Our team conducted and delivered Crisis Intervention Training (CIT) to more than 800 law enforcement officers and 91 dispatchers from Polk, Highlands, and Hardee counties, enhancing their ability to recognize and respond to individuals experiencing a mental health crisis. - We expanded our Peer Recovery Specialist team, now providing additional group therapy sessions and offering seven-day-a-week coverage across medical floors, the Emergency Department, and Behavioral Health locations to ensure continuous support for patients in recovery. - More than 50 presentations focused on mental health awareness and available resources at community events and through partnerships with local organizations, supporting stigma reduction and early intervention.- Delivering One-of-a-Kind Heart Care - Our team has achieved remarkable improvements in stroke care, reducing treatment times for patients with large vessel occlusion (LVO) through an advanced intervention pathway. The administration of TNK, an important clot-busting medication, is now happening in under 45 minutes on average, and the time from arrival to intervention (door-to-puncture) has decreased by 24%. - We launched our annual StrokeCare Summit, bringing the latest stroke education not only to our Team Members but also to partners and professionals across the community. We added a special community day in 2025 to the summit to raise awareness and empower residents with knowledge about stroke prevention, signs, and treatment. Participation increased 60% from 2024 to 2025. - We also introduced the Stride for Life Stroke Awareness Walk on World Stroke Day, which has quickly become an annual tradition. This event celebrates survivors, supports caregivers, and brings our community together to champion stroke prevention and recovery. - Over 300 community members participated in our heart health events, which included a convenient drive-thru "Snack and Screen" where community members received cholesterol screenings quickly and easily. - HeartSmarts, a heart health education program, was relaunched to equip participants with practical tools and lifestyle strategies. - Through our EmpowerHer Heart event, more than 200 women came together for a powerful day of education, health screenings, and physical activity in collaboration with Bonnet Springs Park. - Our ShopTalk barbershop program has created space for conversations about men's health. - Empowering Our Community Against Diabetes - To broaden our systemwide impact, the diabetes education team was expanded, prioritizing prevention and community-based outreach. - Recertification was successfully achieved through the American Diabetes Association for our Diabetes Self- Management Education and Support (DSMES) program, reinforcing our commitment to high-quality care. - The monthly diabetes support group continued to offer valuable education and peer connection for individuals managing the condition. - Our yearlong Diabetes Prevention Program retained CDC recognition, helping participants adopt lasting lifestyle changes to lower their risk of type 2 diabetes. - Through community education sessions, residents received guidance on diabetes awareness, healthy habits, and disease management strategies. - Building a Safer Community for the Next Generation - Over the past three years, we've given away more than 1,000 helmets throughout the community, and in 2024 alone, helmet distribution rose by an impressive 121% compared to the previous year. - Our commitment to safety education has driven a 52% increase in community events focused on bike and pedestrian safety from 2023 to 2024. We've also continued teaching lifesaving skills through the Stop the Bleed program, training nearly 500 individuals since 2022. - Defeating Cancer and Expanding Resources - Lakeland Regional Health is dedicated to cancer care. In 2018, Lakeland Regional Health Hollis Cancer Center received a three-year Gold Level Accreditation with Commendation from the Commission on Cancer (CoC). The Center was successfully reaccredited by the CoC in 2022, continuing its commitment to excellence in cancer care. - In 2024, we hosted an educational community event titled Breast Cancer Forum: From Care to Community, engaging both clinical team and community members. - Over the last three years we have continued to work alongside Tobacco Free Florida to offer tobacco cessation classes at our Hollis Cancer Center. - Transportation continues to be recognized as a barrier to care for patients. The American Cancer Society has long been a strong and trusted partner of our community and the Hollis Cancer Center. Over the last three years, we partnered together and secured over $25,000 in grants to reduce transportation barriers to care.- Restoring Wellness, Decreasing Obesity - Continued our FitChurch Challenge in collaboration with the YMCA of West Central Florida, a long-standing program under our Congregational Health Partnership program. Over the past three years, 15+ teams have participated annually to promote group-based wellness and weight management. - Launched a new, individual-focused FIT Challenge, expanding our reach to community members in search of personal accountability for fitness and chronic disease prevention. - Engaged 250+ participants in our Get Active Steps Challenge, encouraging daily movement through friendly competition and accountability. - Introduced Hoopin' for Health, a 3v3 basketball tournament promoting men's health and physical activity at all life stages, with over 18 teams competing; expanded to include a high school division. - Launched a dedicated program, a Journey of Wellness, to support cancer survivors through low-impact fitness classes such as yoga and guided movement sessions. - Co-hosted a Summer Dance Series at Bonnet Springs Park, offering free, fun, and accessible fitness options in a community setting. - Partnered with local schools to promote prevention through education on nutrition, physical activity, and healthy habits, reaching students and families across Polk County. Part V, Section B, Line 5: The first phase of the 2006-2029 Community Health Needs Assessment process began with gathering existing, health-related data. This assessment considered multiple data sources, including secondary data (demographics, health status indicators, and measures of healthcare access), feedback from previous assessments, and assessments prepared by other organizations, including the Florida Department of Health in Polk County's most recent assessment. The assessment was performed by reviewing data from sources including:- United States Census Bureau - Centers for Disease Control and Prevention - Florida Health Assessment Resource Tool Set (CHARTS) - Office of Economic & Demographic Research (EDR), Florida - Community Commons - Robert Wood Johnson Foundation County Health Rankings 1,017 community members participated in the 2026-2029 Community Health Needs Assessment survey. The survey was available both online and in hard copy in English, Spanish and Creole. The survey opened on February 3, 2025, and closed on May 30, 2025. Part V, Section V, Line 7A: https://www.mylrh.org/wp-content/uploads/2025/09/CHNA_2026-2029-Book_VER8.pdf Part V, Section B, Line 10A: https://www.mylrh.org/wp-content/uploads/2025/09/CHNA_2026-2029-Book_VER8.pdf Part V, Section B, Line 16A, FAP Website: https://www.mylrh.org/financial-assistance/ Part V, Section B, Line 16B, FAP Application Website: https://www.mylrh.org/financial-assistance/ Part V, Section B, Line 16C, FAP Plain Language Summary Website: https://www.mylrh.org/financial-assistance/ Part V, Section B, Line 22b: To be eligible for a 100% Financial Assistance Adjustment (i.e., full write-off), the patient's Household Income must be less than or equal to 200% of the current FPG (adjusted for family size). If the patient's Household Income is greater than 200% and less than or equal to 400% of the current FPG (adjusted for family size), the patient will receive a Financial Assistance Adjustment that is based upon LRMC's Amounts Generally Billed (AGB) percentage. By January 28th of each year, the AGB percentage will calculated by dividing the sum of allowed amounts for claims for services allowed by Medicare Fee-For-Service and all private health insurers during the prior twelve-month period ended September 30 by the gross charges for such claims. No individual eligible under this Financial Assistance Policy will be given a Financial Assistance Adjustment which is less than amount calculated using the AGB percentage. The AGB percentage in effect is 20%, thus the Financial Assistance Adjustment based on the AGB percentage is 80%. In all situations described in this paragraph, the Financial Assistance Adjustment will be applied to the outstanding balance of an account after payments by third parties, if any.The Financial Assistance Adjustment based on the AGB percentage will also be applied to the outstanding balance, after payments by insurance, if any, of patients with Catastrophic Medical Expenses, as defined above, who are not eligible for financial assistance based on the other provisions of this policy. Uninsured patients of LRMC who are not eligible for financial assistance based on the other provisions of the policy will also receive an Uninsured Discount based on the AGB percentage. 7 1 - Hollis Cancer Center 3525 Lakeland Hills Blvd Lakeland FL 33805 Outpatient Clinic (Chemo/RadTx/Infusion Therapy/Med. Oncology Clinic) 2 - LRMC Morrell Internal Medicine Clinic 300 Parkview Place Lakeland FL 33805 Outpatient Clinic 3 - Lakeland Regional Rehab & Sports Clinic 3030 Harden Blvd Lakeland FL 33803 Outpatient Clinic 4 - Lakeland Reg Health Ctr for Wound Care 3030 Harden Blvd Lakeland FL 33803 Outpatient Clinic 5 - Lakeland Regional Rehab & Sports Clinic 2125 Sleepy Hills Rd Lakeland FL 33810 Outpatient Clinic 6 - Cardiac Rehabilitation 3525 Lakeland Hills Blvd Lakeland FL 33805 Outpatient Clinic 7 - Rheumatology Clinic 3030 Harden Blvd Lakeland FL 33803 Outpatient Clinic Part I, Line 7: Lakeland Regional Medical Center determines the cost of charity by calculating a ratio of cost to charges as derived from the Medicare Cost Report and then multiplying that ratio by the gross uncompensated charges associated with providing care to charity patients. Similarly, the cost of subsidized health services is based on the unreimbursed cost of caring for the patients' services less the cost associated with Bad Debt, Charity, Medicaid and other means-tested government programs. The actual expenses paid for providing community health improvements and community benefits operations less any payments received for those activities is reflected above. Part I, Line 7g: Subsidized health services are clinical services that are essential to meet the health care needs of the entire community and are provided with a financial loss to Lakeland Regional Medical Center (LRMC). The financial loss is measured after removing losses associated with Bad Debt, Charity, Medicaid and other means-tested government programs. LRMC operates one of the busiest Emergency Departments in the nation with over 200,000 emergency visits each year prior to the COVID-19 pandemic. We treat all patients regardless of their ability to pay for the care they receive. In addition, we staff a Level II Trauma Center to provide critical care access to residents of Lakeland and surrounding communities. The cost of providing emergency and trauma care 24 hours each day exceeds the payments LRMC receives for providing that care. LRMC also operates the only inpatient Behavioral Health Unit in Lakeland to provide care for the mentally ill population who have nowhere else to go for essential inpatient psychiatric care. Part I, Ln 7 Col(f): There is $140,277,224 of bad debt expense which is included in Form 990, Part IX, Line 24(b). This amount was removed in the calculation of the Percent of Total Expense on Schedule H Line 7f. Part II, Community Building Activities: Lakeland Regional Medical Center is the only hospital in Lakeland and serves as a tertiary referral hospital serving the broader Polk County, Florida. As the only state-designated trauma center for Polk, Highlands, and Hardee counties, we provide critical access and care to the area's most seriously injured residents. A shortage of primary care physicians and mental health services has resulted in our ER becoming the highest volume ER in the nation, offering essential medical care to many underserved residents in our community.Ongoing education programs for diabetes and cardiac rehab are designed to help patients with chronic conditions maintain their health and avoid repeated hospitalizations. Support groups assist those living with chronic and life-threatening illnesses to access resources and critical peer support. Education and screening programs have identified those at risk of various conditions, allowing them to seek treatment. Participation in and support of community events helps to ensure a vibrant community and a positive quality of life for our employees as well as our patient-base. Part III, Line 2: LRMC follows the guidance provided in the Healthcare Financial Management Association Principles and Practices Board "Statement 15: Valuation and Financial Statement Presentation of Charity Care and Bad Debts by Institutional Healthcare Providers" in determining bad debt expenses. Bad debt expense results when a patient who does not meet the criteria for Charity Care and who has been determined to have the financial capacity to pay for healthcare services and is unwilling to settle the claim. The hospital utilizes an overall ratio of cost to charges from the applicable Medicare cost report and this is applied to the bad debt expense. Part III, Line 4: The consolidated, audited financial statements of Lakeland Regional Health Systems, Inc. and Subsidiaries are attached to this return and contain language addressing Bad Debts on pages 9 thru 11. Part III, Line 8: Medicare allowable costs are determined using the approved standardized Medicare Cost Report methodology. The Medicare cost is derived using the Medicare Cost-to-Charge ratio from the Medicare cost report times the Medicare charges for service. Part III, Line 9b: LRH will not engage in the following collection activities for any patients (even if they do not qualify for financial assistance): - Place a lien on an individual's property- Foreclose on an individual's real property- Attach or seize an individual's bank account or any other personal property- Commence a civil action against an individual- Cause an individual's arrest- Cause an individual to be subject to a writ of body attachment- Garnish an individual's wages- Demand payment for a prior bill as condition of receiving future services at LRMC. This prohibition does not apply to office-based services provided by LRHS.LRMC or its representatives (i.e., a collection agency) may report a patient to a credit bureau if the patient has received a written notice (and an attempt has been made to provide oral notification) specifying the date, which shall be not less than 30 days after the date of the notice, after which credit bureau reporting may occur. Credit Bureau reporting may not occur earlier than 240 days after the date the patient received the first billing statement for the care provided. These limitations do not apply to LRHS. Part VI, Line 2: Lakeland Regional Medical Center collaborates with medical staff, community leaders and the Polk County Health Department to determine the health needs of the citizens of Lakeland and Polk County, Florida. LRMC sponsors various Medical Staff Committees where community health needs are frequently discussed. Our senior management and staff identify unmet community health needs through participation in community coalitions, partnerships, boards, committees, and advisory groups. Using available data on the demographics and service utilization for our primary and secondary markets, the LRMC executive team and Board develop a comprehensive annual Strategic Plan to address the healthcare needs of the community. For the 2025 CHNA, stakeholders representing broad interests of the community served by Lakeland Regional Health attended a dialogue session to discuss the overall health of the community, available health services, in addition to opportunities to bridge gaps and access to current services. Following the community dialogue session, the data review process involved the formal prioritization method known as the Prioritization Matrix, which included ranking health priorities based on the six primary criteria: alignment with the health system's mission; existing programs; ability to impact within three years; financial resources required; human resources required and the availability of measurable outcomes to assess effectiveness of the intervention/plan.In 2012, LRMC opened a primary health clinic to provide a medical home for the uninsured and underinsured population. This clinic is designed to both improve the quality of care for low income patients and also reduce visits to the emergency room. In the fall of 2012 and continuing through 2015, LRMC partnered with the Polk County Health Department, Peace River Center and the Polk Healthcare Plan as part of the state Low Income Pool for primary care to offer a patient-centered, primary care integrated medical home within the I-4 corridor of Polk County. Beginning in 2016 and through 2018, LRMC continued its partnership with the Polk HealthcarePlan and Peace River to provide primary care and mental health screenings to the indigent population of Polk County and members of the Polk Healthcare Plan which was partially subsidized by a grant funded by Polk County. In 2025, Morrell Internal Medicine Clinic (formerly Family Health Center) had over 15,000 visits in which patients and their families were able to receive primary care. Part VI, Line 3: For scheduled admissions, LRMC conducts a pre-admission interview to discuss the financial plan with the patient, the guarantor, and/or his or her legal representative. If a pre-admission interview is not possible, this interview is conducted upon admission. In the case of an emergency admission, LRMC's evaluation of payment alternatives does not take place until the required stabilizing medical care has been provided. Identification of patients eligible for assistance can take place at any time during the rendition of services or during the patient account collection process (including bad debt).Those patients who may qualify for financial assistance from a government program are referred to the appropriate program, such as Medicaid or the Polk Healthcare Plan. LRMC provides on-site access to Medicaid eligibility specialists to assist patients in qualifying for governmental medical assistance programs. All patients identified as potential financial assistance recipients are offered the opportunity to apply for financial assistance. If this evaluation is not conducted until after the patient leaves, or in the case of outpatients or emergency patients, an LRMC representative mails a financial assistance application to the patient. For the first 120 days after the date of service, the hospital will notify an individual about the Financial Assistance Policy. The patient will receive at least three billing statements that include language about applying for financial assistance. The hospital will accept and process any financial assistance applications submitted by an individual for up to 240 days after the patient received the first billing statement for the care. Part VI, Line 4: The Lakeland Urban Area is considered the primary service area and the remainder of Polk County is considered the secondary/extended service area. Polk County has a population of over 800,000 with 20% of residents being over the age of 65 and 16% of residents living below the Federal Poverty Level. Children under 18 years of age make up 22% of the population. Located between Orange and Hillsborough Counties, it is the fourth (4th) largest county in Florida consisting of 1,798.1 square miles. Lakeland is the largest city in Polk County and is located between Tampa and Orlando on Interstate 4. The unemployment rate for Polk County was 4.1% as of March 2024. 2022 census data reflects a population that is 27% Hispanic or Latino and 17% Black. Part VI, Line 5: Lakeland Regional Medical Center's senior management, directors, managers, physicians and staff provide leadership and resources to equip local organizations with the skills needed to create a healthy community. Our staff participates on boards, advisory committees, and coalitions benefiting the community we serve without compensation for their time. Our leaders and physicians participate in educational programs, workshops and health fair events that are provided free to members of the community. We provide cancer screening services to the community for early detection of breast, skin and colon cancers. We participate and provide support for educational programs for healthcare workers in partnership with local colleges, universities and trade schools. Lakeland Regional Medical Center has a vibrant volunteer program, offering varied opportunities for service to the members of the community. The medical staff of Lakeland Regional Medical Center consists of over 600 physicians and is organized to promote the public interest of healthcare. No part of the income of LRMC inures to the benefit of any private individual, nor is any private interest being served. All surplus funds are reinvested into the facilities, equipment, programs and resources needed to continually improve the quality of patient care, expand our outreach, and advance the medical training and education of our staff. As noted above, the primary health clinic opened in 2012, and the Low Income Pool partnership clinic with Polk County located on the I-4 corridor are excellent examples of LRH's commitment to community health promotion. Part VI, Line 6: Lakeland Regional Medical Center is a subsidiary of Lakeland Regional Health Systems, Inc., a not-for-profit system that reinvests its profits back into the community through programs that benefit the residents of Lakeland and Polk County, Florida. The Health System facilities are leased from the City of Lakeland and the operations of the Hospital and Health System directly benefit the citizens of the community.Under the terms of the Agreement prior to fiscal year 2016, annual rent of $1.00 per operating year plus additional payments were made to the City of Lakeland (the City) based on a formula, which took into consideration the net revenues of the Medical Center, and net income of certain affiliated organizations, as defined in the Agreement.An amendment to the Agreement was reached and became effective October 1, 2015. The amendment provided a lump sum payment of $15,000,000 to the City on October 1, 2015, with fixed annual additional payments due beginning in fiscal year ending September 30, 2016 through fiscal year ending September 30, 2040. The additional payment for fiscal year ending September 30, 2021 was $14,379,000 with future scheduled payments per operating year through the duration of the Agreement ranging from $14,379,000 in fiscal year 2022 to $22,194,000 in fiscal year 2040 totaling approximately $335,100,000.In March 2021, the Agreement was amended whereby the Medical Center provided the City a $215,000,000 lump sum payment in lieu of the aforementioned remaining lease payments under the Agreement scheduled for fiscal years 2022 through 2040. In addition to the lump sum payment, the lease was extended in perpetuity with annual payments beginning in fiscal year 2041 and beyond at $10.00 per year. The $215,000,000 million lump sum payment was funded in part with proceeds from the Series 2021 Bonds. As part of the amendment, the Medical Center's total consideration of $235,000,000, inclusive of additional payments made to the City during 2021 and throughout the Agreement was recorded as property and equipment in the accompanying consolidated balance sheet as a land purchase due to the right to control the use on the property in perpetuity.In addition, the Health System provides for the health of the community by directly employing physicians in underserved medical specialties, such as orthopedics, trauma surgery, oncology and behavioral health. The Health System's medical clinics provide access to all residents, regardless of income, and many operate at a loss. Despite this, LRH believes that the role these clinics provide in the community, and in the promotion and maintenance of health, is part of our mission and our significant contribution to the community. X X X X X 0 1 0 0 0 0 0 0 0 Danielle Drummond President/Chief Exec. Officer 1119931 0 281561 0 86216 0 228815 0 23574 0 1740097 0 70815 0 Lance Green EVP - Chief Financial Officer 629850 0 93268 0 105170 0 127697 0 33827 0 989812 0 89635 0 Sarah Bhagat COO/SVP Ambulatory Oper. & Organizat 391033 0 60343 0 84145 0 86478 0 30777 0 652776 0 67939 0 Stacy Bolton SVP - CIO/Chief Technology Officer 373712 0 56181 0 53027 0 83258 0 30793 0 596971 0 46945 0 Timothy Boynton SVP - Development/Chief Public Relat 366035 0 55720 0 70245 0 81690 0 26234 0 599924 0 58523 0 Francisco J Chebly Exec. Director LRH Physician Group 433233 0 66542 0 73740 0 94204 0 33883 0 701602 0 57317 0 Scott Dimmick SVP - Chief Human Resources Officer 405350 0 61376 0 85700 0 88795 0 30874 0 672095 0 70963 0 Hal Escowitz Chief Quality & Medical Informatics 493537 0 75762 0 73613 0 104167 0 30777 0 777856 0 65181 0 Graham Greene MD Medical Director of Surgical and Spe 0 590165 0 102855 0 50180 0 36382 0 30777 0 810359 0 33189 Terry Hamilton EVP - Chief Operating Officer 631746 0 97865 0 94843 0 128622 0 33503 0 986579 0 83990 0 Jonn Hoppe EVP - Chief Legal Officer 588359 0 89480 0 117713 0 120731 0 32666 0 948949 0 95224 0 Ana Kalman SVP - CIO/Chief Applications Officer 415218 0 62127 0 56917 0 90247 0 27057 0 651566 0 50400 0 Deana L Nelson SVP - Administration & Corp Prioriti 374827 0 57325 0 215225 0 17250 0 12941 0 677568 0 132005 0 April Novotny SVP - Chief Nurse Executive 372021 0 55928 0 48220 0 82677 0 24765 0 583611 0 42728 0 Patrick Phillips SVP - Business Development 381620 0 56779 0 54289 0 84782 0 32448 0 609918 0 48063 0 Timothy Regan President/Chief Medical Officer 645546 0 99548 0 74236 0 130536 0 30777 0 980643 0 59712 0 Michael Spake SVP - External Affairs/Chief Complia 342775 0 54046 0 39778 0 72445 0 33844 0 542888 0 31998 0 Anas Bizanti MD Physician 365861 0 14850 0 43425 0 17250 0 33577 0 474963 0 0 0 Nancy Finnigan DO Designated Institutional Official/Ph 446260 0 31858 0 25 0 17250 0 35844 0 531237 0 0 0 Donald Davis MD Physician 502635 0 135855 0 25 0 17250 0 34003 0 689768 0 0 0 Sowsan Rasheid MD Physician 456807 0 130426 0 25 0 17250 0 33827 0 638335 0 0 0 Melissa Rusli MD Physician 373063 0 13215 0 25 0 17250 0 30777 0 434330 0 0 0 Part I, Line 4b Danielle Drummond - President and Chief Executive Officer - participated in a supplemental nonqualified deferred compensation plan. She had $86,191 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). She had an additional $211,565 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Lance Green - Executive VP and Chief Financial Officer - participated in a supplemental nonqualified deferred compensation plan. He had $105,145 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $110,447 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Timothy Boynton - SVP of Development and Chief Public Relations and Communications Officer - participated in a supplemental nonqualified deferred compensation plan. He had $70,220 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $64,440 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Timothy Regan - President/Chief Medical Officer - participated in a supplemental nonqualified deferred compensation plan. He had $74,211 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $113,286 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Michael Spake - SVP of External Affairs and Chief Compliance and Integrity Officer - participated in a supplemental nonqualified deferred compensation plan. He had $39,753 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $61,505 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Sarah Bhagat - Chief Operating Officer and SVP of Ambulatory Operations and Organizational Effectiveness - participated in a supplemental nonqualified deferred compensation plan. She had $84,120 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). She had an additional $69,228 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Jonn Hoppe - EVP and Chief Legal Officer - participated in a supplemental nonqualified deferred compensation plan. He had $117,688 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $103,481 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Scott Dimmick - SVP and Chief Human Resources Officer - participated in a supplemental nonqualified deferred compensation plan. He had $85,675 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $71,545 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Deana Nelson - SVP of Administration and Corporate Priorities - participated in a supplemental nonqualified deferred compensation plan. She had $215,200 of taxable benefits during calendar year 2024. This amount is included in Part II Column (B)(iii). April Novotny - SVP and Chief Nurse Executive - participated in a supplemental nonqualified deferred compensation plan. She had $48,195 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). She had an additional $65,712 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Ana Kalman - SVP and CIO/Chief Applications Officer - participated in a supplemental nonqualified deferred compensation plan. She had $56,892 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). She had an additional $72,997 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Stacy Bolton - SVP and CIO/Chief Technology Officer - participated in a supplemental nonqualified deferred compensation plan. She had $53,002 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). She had an additional $66,008 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Terry Hamilton - EVP and Chief Operating Officer - participated in a supplemental nonqualified deferred compensation plan. He had $94,818 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $111,372 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Patrick Phillips - SVP of Business Development/Chief Strategy Officer - participated in a supplemental nonqualified deferred compensation plan. He had $54,264 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $67,532 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Francisco J. Chebly - Executive Director LRH Physician Group - participated in a supplemental nonqualified deferred compensation plan. He had $64,715 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $76,954 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Hal Escowitz - Chief Quality Officer and Chief Medical Informatics Officers - participated in a supplemental nonqualified deferred compensation plan. He had $73,588 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $86,917 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. Graham Greene - Medical Director of Surgical and Specialty Services - participated in a supplemental nonqualified deferred compensation plan. He had $41,155 of taxable benefits accrue during calendar year 2024. This amount is included in Part II Column (B)(iii). He had an additional $19,132 of nontaxable benefits accrue during calendar year 2024. This amount is included in Part II Column C. A City of Lakeland Florida 596000354 511665JE2 2011-07-28 81113255 2011 Bonds refunded the 96A, 97A, 97B & 99B Bonds & paid 2011 issuance costs 1 0 0 B City of Lakeland Florida 596000354 511665JN2 2015-02-05 205545053 2015 Hospital Revenue Bonds for capital projects 1 0 0 C City of Lakeland Florida 596000354 511665KFJ 2016-09-15 97381865 2016 Hospital Revenue Refunding Bonds 0 0 0 D Florida Development Finance Corporation 593270584 34061QBF3 2021-08-17 277011519 2021 Healthcare Facilities Revenue Bonds 0 0 0 A 22915000 81113255 1012480 0 1 1 1 B 180000000 205545053 1892439 205545053 2018 0 0 1 1 C 97381865 99742693 937638 1 0 1 1 D 277011520 23481655 2822900 250706964 2022 1 0 1 1 A 0 0 0 0 0 0 0 B 0 0 0 0 0 0 0 C 0 0 0 0 0 0 0 D 0 0 0 0 0 0 0 A 0 0 0 1 0 0 0 0 1 B 0 0 0 1 0 0 0 0 1 C 0 0 0 1 0 0 0 0 1 D 0 1 0 0 0 0 0 0 1 A 1 B 1 C 1 D 1 Date Rebate Computation Performed Issuer Name: City of Lakeland, Florida Date the Rebate Computation was Performed: 09/15/2021 A City of Lakeland Florida 596000354 511665KG5 2024-08-20 151500740 2024 Hospital Revenue Refunding Bonds - Refund 2015 Hospital Revenue Bonds 0 0 0 A 151500740 149924474 1576266 1 0 1 1 A 0 0 0 0 0 0 0 A 0 1 0 0 0 0 0 0 1 A 1 Form 990, Part III, Line 4a Lakeland Regional Medical Center provides free care to patients who meet the State of Florida charity care guidelines and who are not eligible for public assistance. Lakeland Regional Medical Center provided care to emergency patients, regardless of their ability to pay. In addition to the primary Emergency Department, specialty care for children was provided in the separate Pediatric Emergency unit and provides a walk-in center for those patients in need of primary care under non-emergent conditions. Lakeland Regional Medical Center additionally provided inpatient and outpatient mental health services to patients, regardless of their ability to pay. Comprehensive care was offered for a variety of illnesses, including clinical depression, anxiety and memory disorders, addiction recovery and various adolescent services. All services are provided in a distinct part unit within the hospital, and programs are directed by board-certified psychiatrists. Form 990, Part VI, Section A, line 6 Certain decisions of the governing body of Lakeland Regional Medical Center are subject to approval of the sole member Lakeland Regional Health Systems, Inc. Form 990, Part VI, Section A, line 7a The sole member of Lakeland Regional Medical Center, Inc. is Lakeland Regional Health Systems, Inc. Form 990, Part VI, Section A, line 7b Certain decisions of the governing board of Lakeland Regional Medical Center are subject to approval of the sole member Lakeland Regional Health Systems, Inc. Form 990, Part VI, Section B, line 11b The Form 990 is reviewed prior to filing by senior management, including the CEO and CFO. Additionally, the form and schedules related to compensation are reviewed by the Executive and Physician Compensation Committee of the Board and a copy of the Form 990 and schedules are provided to each member of the Board of Directors before filing with the IRS. Form 990, Part VI, Section B, line 12c Lakeland Regional Medical Center has a conflict of interest policy which is monitored by the Corporate Integrity Services department. All new hires, students, volunteers and contractors are trained on the ethics policy during general orientation. All staff is to comply with ethics training annually as part of their mandatory education requirements. Annually, a certification is required by all managers, directors, and officers who must acknowledge that the policy was read, understood and will be abided by. Lakeland Regional Medical Center also has a "Policy of the Board of Directors Regarding Board Members Doing Business with Lakeland Regional Medical Center or Lakeland Regional Health Systems". All Board Members are annually required to execute a "Corporate Compliance Acknowledgement and answer a comprehensive "Annual Conflict of Interest Questionnaire". Additionally, all Senior Corporate Management are annually required to answer a comprehensive "Annual Conflict of Interest Questionnaire". Form 990, Part VI, Section B, line 15 Lakeland Regional Medical Center, Inc. Executive and Physician Compensation Committee (the "Committee") of the Board is charged with determining, in advance, all compensation issues for all executive positions including the President & CEO, the CFO and all Vice Presidents of the organization. Only independent and "disinterested" persons may serve as members of the Committee and no member may be employed by the organization or any of its affiliates. Additionally, no physician on the medical staff of the organization may serve as a member of the Committee nor may any member have any business or financial relationships with the organization, either directly or indirectly through family members. The Committee engages an independent nationally recognized human resource management consulting firm which specializes in executive and employee compensation in the health care industry. This firm, among other things: a. Conducts a competitive executive total cash compensation analysis relative to comparable healthcare organizations nationally; and b. Conducts a competitive executive benefits analysis relative to comparable healthcare organizations; and c. Conducts a competitive executive total compensation analysis relative to comparable healthcare organizations; and d. Assists the Committee in ensuring compliance with regulatory requirements; and e. Provides guidance and counsel to the Committee and Board in matters relating to executive compensation; and f. Participates in Committee meeting and presents their findings and recommendations to the Committee and to the Board. In determining compensation, the Committee relies on the independent, reliable market data presented by the consulting firm to set all compensation levels and the consulting firm's opinion as to the reasonableness of total compensation to be paid the executives of the organization. The Committee fully documents the basis for all determinations and records, at a minimum, 1) the terms of the compensation agreement and the date on which it was approved; 2)the members of the Committee where were present during the discussion and those who voted on it; 3) the comparability data used and its source; and 4) the basis for the ultimate decision. In fulfilling its responsibility, the Committee has full authority to consult with outside counsel, regarding the legality of the compensation and other legal issues which may be relevant to the Committee's responsibilities. Form 990, Part VI, Section C, line 19 The organization's Articles of Incorporation are public records and may be obtained from the State of Florida's Division of Corporations in Tallahassee, Florida. Additionally, the Lease & Transfer Agreement between the organization and the City of Lakeland, Florida, under which the organization operates, is recorded in the Public Records of Polk County, Florida, the County in which the organization is located. Financial statements and similar information, both audited and unaudited, are periodically furnished to the City of Lakeland, Florida, and various regulatory agencies within the State of Florida. As such, said financial statements and information are public records under the pertinent Florida public records laws. Form 990, Part XI, line 9: Intercompany Transfers -156,428,378. Change in Beneficial Interest in Foundation 5,818,649. Other Adjustments -3,237. Lakeland Regional Medical Center Foundation Inc 1324 Lakeland Hills Boulevard Lakeland FL 33805 237134974 Fundraising FL 501(c)(3) Line 12a, I Lakeland Regional Health Systems Inc 0 Lakeland Regional Health Systems Inc 1324 Lakeland Hills Boulevard Lakeland FL 33805 592650464 Support Other 501(c)(3) organizations FL 501(c)(3) Line 12a, I N/A 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0