2025-11-17T17:42:53-06:00 2024-12-31 990 2024-01-01 591479658 Adventist Health SystemSunbelt Inc ADVE 4073572317 900 Hope Way Altamonte Springs FL 32714 Lynn C Addiscott Asst. Secretary 4073572317 2025-11-17 0 2024 2025-03-06 01:10:19Z David Banks 900 Hope Way Altamonte Springs FL 32714 8315411648 0 1071 X www.adventhealth.com X 1973 FL Operation of 11 acute-care hospitals & related healthcare services. 22 13 37154 1404 24272620 3822279 73184553 71266542 6926914433 7957687506 59913880 261437323 8764178 22474222 7068777044 8312865593 33705906 44843477 0 0 2654327909 2846437434 0 0 0 3591211455 3966494292 6279245270 6857775203 789531774 1455090390 12364542205 14087207811 5198821137 5368266135 7165721068 8718941676 X Adventist Health System Sunbelt Healthcare Corporation and all its subsidiary organizations were established by the Seventh-Day Adventist Church to bring a ministry of healing and health to the communities served. Our mission is to extend the healing ministry of Christ. The hospital and healthcare system whose parent is Adventist Health System Sunbelt Healthcare Corporation is known as AdventHealth. AdventHealth seeks to be widely respected as a consumer-focused organization that engages individuals in their health by delivering wholistic, best practice care across a connected, comprehensive continuum of services. With Christ as our example, AdventHealth cares for and nurtures people: our employees, our communities, our healthcare professionals, and those who trust us for care and healing. 0 0 6022057577 44843477 7953108114 Operation of 11 acute care hospitals with 189,711 patient admissions, 964,803 patient days and 2,429,715 outpatient visits in the current year. In addition to hospital operations, the corporation provides medical care through a number of other activities such as urgent care centers, physician clinics, home health services, hospice services, sleep centers, wound centers, therapy and rehab. 6022057577 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 1 1 1 0 0 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 1 1 1 0 0 1 X 0 0 1 37154 1 1 1 0 0 0 0 0 0 0 0 0 1 0 X 22 13 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 1 1 X Paul Rathbun 4073572419 900 Hope Way Altamonte Springs FL 32714 X Allen Kimberly Director 0.30 1.40 X 0 31417 0 Bigalke John T Director 0.40 1.70 X 0 40314 0 Brooks Stephen Director (Beg 9/24) 0.50 2.00 X 0 5682 0 Carlson Ronald Director 0.30 4.10 X 0 6402 0 Cherry MD Robert A Director 0.40 1.50 X 0 30868 0 Craig Carlos J Dir./Vice Chair/Secretary 0.80 3.20 X 0 6062 0 Davidson James R Director (End 9/24) 0.50 2.00 X 0 6287 0 DeMoraes DMin Elton Director (Beg 9/24) 0.30 1.10 X 0 5682 0 Denslow Kenneth Dir./Vice Chair 0.80 3.30 X 0 6890 0 Devore Susan D Director 0.30 1.40 X 0 34982 0 Freedman David Director (Beg 9/24) 0.60 2.50 X 0 6287 0 Freese Decker Christina Director 0.30 1.40 X 0 29482 0 Gabriel Garth Director 0.30 1.10 X 0 5682 0 Grys DMin John Director (End 9/24) 0.30 1.10 X 0 5682 0 Hatton Melinda Director (Beg 7/24) 0.30 1.10 X 0 19982 0 Morel Jr D Min Hubert J Director (Beg 9/24) 0.50 2.00 X 0 5682 0 Morgan William H Director (End 10/24) 0.30 1.40 X 0 0 0 Page John M Director (End 9/24) 0.60 3.50 X 0 5682 0 Patterson Ana Director 0.50 2.00 X 0 5682 0 Ramirez Elden Director (End 9/24) 0.50 2.00 X 0 5682 0 Rustad Gary Director 0.30 1.60 X 0 7132 0 Sauder PhD Vinita Director (End 5/24) 0.30 1.10 X 0 6682 0 Scott Glynn CW Director (Beg 9/24) 0.50 2.00 X 0 5682 0 Shaw Terry D Dir/President/AdventHealth CEO 1.00 50.00 X X 0 8529704 1325687 Smith DMin PhD Ron C Director/Chairperson 0.80 3.50 X 0 9667 0 Thurber Gary F Director/Vice Chair 0.80 4.30 X 0 13387 0 Tikker Blair Director 0.30 1.40 X 0 38982 0 VandeVere David Director (End 9/24) 0.60 4.50 X 0 7195 0 Werner Thomas L Director 0.30 1.30 X 0 7662 0 Haffner PhD Randall Group CEO FL & Clinical 1.00 50.00 X 0 4129971 215160 Rathbun Paul C AdventHealth CFO 1.00 50.00 X 0 4373413 350211 Adams Brian CEO Central FL Division 50.00 1.00 X 0 1878402 247277 Deininger Robert CEO AH Central FL Market 50.00 0.00 X 0 1127788 153725 Edris Tricia Chief Innovation & Partnership Officer 50.00 0.00 X 0 1028261 107002 Goodman Todd Group CFO FL & Clinical 1.00 50.00 X 0 1954121 193035 Harcombe Douglas CEO AH South FL Market 50.00 0.00 X 0 2241652 143249 Herrera MD Victor Chief Clinical Off. AH Central FL Div. 50.00 0.00 X 0 807114 166044 Hilliard Douglas CFO AH Central FL Division 50.00 0.00 X 0 1139592 141900 Jimenez Kristin Chief Strategy Off. AH Central FL 50.00 0.00 X 0 741180 110693 Johnson Linnette Chief Clinical Operations Off. AH Central 50.00 0.00 X 0 651993 121993 Mckinney Jillyan CEO, AHMG & Ambulatory Serv. Central 15.00 35.00 X 0 707555 136026 Santorelli Amy Chief People Off. AH Central FL Division 50.00 0.00 X 0 465513 111989 Stankiewicz Catherine CNO AH Central FL Division 50.00 0.00 X 0 628531 96748 Vargas Karilynn CEO AH NW Market Central FL 50.00 0.00 X 0 847467 99591 Angelis MD Michael Physician - Kidney Transplant 80.00 0.00 X 1606053 0 47400 Bogar MD Linda Physician - Heart Transplant 75.00 0.00 X 1798089 0 20209 Chin MD L Thomas Physician - Liver Transplant 75.00 0.00 X 1603201 0 48882 Davis Jr Robert Duane Physician/Medical Director 50.00 0.00 X 1682217 0 31109 Zeeshan MD Ahmad Physician - Heart Transplant 85.00 0.00 X 1639909 0 38991 Cook Timothy Former Key Employee 0.00 50.00 X 0 1093602 129486 Finkler MD Neil Former Key Employee 0.00 16.00 X 0 348964 15566 Moorhead Sheryl Former Key Employee 0.00 0.00 X 0 524226 12 Spenst Brett Former Key Employee 0.00 50.00 X 0 1421675 34906 Thompson Michael Former Key Employee 0.00 50.00 X 0 1692559 158445 Villanueva Jeffrey Former Key Employee 50.00 0.00 X 0 989304 123958 Wandersleben Jennifer Former Key Employee 0.00 50.00 X 0 1395935 166168 Zbaraschuk Amy Former Key Employee 40.00 10.00 X 0 788847 120283 8329469 39868187 4655745 5079 1 1 0 Brasfield & Gorrie LLC 2999 Circle 75 Parkway Ste 100 Atlanta GA 30339 Construction Services 123354925 HuntonBrady Architects PA 333 S Garland Avenue Orlando FL 32801 Design Services 23263535 Brown Parker & Demarinis Advertising Inc PO Box 932011 Atlanta GA 31193 Marketing Services 22480794 Rothman Orthopaedics of Florida PLLC 925 Chestnut Street 5th Floor Philadelphia PA 19107 Medical Services 13493932 Earl Swensson Associates Inc 1033 Demonbreun Street Ste 800 Nashville TN 37203 Design Services 12335097 693 X 16078154 17210350 37978038 71266542 Patient Revenue 622110 7833160634 7817928704 15231930 Rent from Exempt Affiliates 622110 29817942 29817942 Research - Disease Related 622110 25874588 25874588 Cafeteria/Vending Revenue 622110 22994153 22749903 244250 Laundry 622110 13953389 13898079 55310 31886800 23215820 8670980 7957687506 175176174 175176174 88723 88723 4701152 33804 1969893 2642 2731259 31162 2762421 70150 2692271 84545866 2288803 0 573520 84545866 1715283 86261149 86261149 Equity earnings (losses) from tax 622110 19585793 19585793 Investment in tax-exempt Sub 622110 37285 37285 19623078 8312865593 7953108114 24272620 264218317 X 43228113 43228113 1615364 1615364 16355466 16355466 2094941079 2072757111 22183968 84551392 83076581 1474811 491393272 475795866 15597406 159196225 156421122 2775103 20485120 20485120 1302160 1302160 18791561 18791561 1076692163 756900249 319791914 69547851 69547851 115114694 75769956 39344738 254157974 234982572 19175402 146258831 146258831 9032624 363012 8669612 11543072 11543072 62898074 62898074 276573411 276573411 51174738 47710701 3464037 Medical Supplies 1137273925 1137273925 Assessments 307274599 307274599 Repairs/Maintenance 120933949 120933949 Unrelated Bus. Inc. Tax 732550 732550 286706996 22224141 264482855 6857775203 6022057577 835717626 0 X 87125 83619 4423967171 6017639198 929927583 929182690 120253504 112847668 44219233 60525995 6814808661 3348868863 3242835722 3465939798 13448188 13485471 16229521 13142379 3573574158 3474360993 12364542205 14087207811 453339356 537696776 4083821014 4132055238 661660767 698514121 5198821137 5368266135 X 7165437611 8718599739 283457 341937 7165721068 8718941676 12364542205 14087207811 X 1455090390 -4484730 102614948 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 132462 132462 0 Part II-B, Line 1: The corporation paid dues to the American Hospital Association and the Florida Hospital Association who use a portion of the dues to conduct lobbying activities. 32371673 427666 1225767 942642 33082464 33020094 509929 750734 1909084 32371673 24054814 372177 1470505 1667805 24229691 21835332 1243055 73573 23004814 21191508 50000 1226267 632443 21835332 0.87297 0.00000 0.12703 0 1 1 338716056 338716056 2505427568 972471207 1532956361 54150764 43522225 10628539 3465741153 2259847756 1205893397 450773120 73027675 377745445 3465939798 Due From Related/Affiliated Entities 100100386 Long-term Investments 591405389 Other Current Receivables 54152132 Other Non-Current Assets 183368404 Receivable - Interco Alloc of Tax-Exempt Bond Proceeds 2006337206 Receivable from Third Party 336792844 Operating Lease Assets 202204632 3474360993 Due to Related/Affiliated Entities 141516037 Notes and Loans Payable 19327335 Other Current Liabilities 124328816 Other Non-Current Liabilities 80087589 Payable to Third Party 134951042 Operating Lease Liability 198303302 698514121 X Part V, Line 4: All endowment funds are held by related 501(c)(3) exempt foundations. These endowment funds have been established for a variety of purposes in support of related tax-exempt hospitals. All of the foundation's permanently restricted endowment funds are required to be retained permanently either by explicit donor stipulation or by the Florida Uniform Prudent Management of Institutional Funds Act. Part V, Columns (c), (d), and (e) - Explanation for Change from 2022 Reporting: The endowment funds of the filing organization are held in a related Foundation. The presentation for two, three, and four years back have been adjusted to agree to the endowment footnote in the Foundation's audited financial statements for those years. The following explanations represent adjustments made in the Foundation's audit for the years in question. Part V, line 1a, column (b) Prior year - Explanation for change in opening balance: During 2023, it was determined that a board-designated fund previously excluded, should be accounted for as an Endowment. Due to this change in reporting, the additional amount of $8,790,403 was included in the opening balance for 2023. Part V, line 1a, column (c) Two years back - Explanation for change in opening balance: During 2022, it was determined that a new Endowment in the amount of $1,050,000 was received in 2021 and should be included in the opening balance for 2022. Part X, Line 2: The filing organization is a subsidiary organization within AdventHealth. The consolidated financial statements of AdventHealth contain the following FIN 48 (ASC 740) footnote: Please note that dollar amounts are in thousands. Healthcare Corporation and its affiliated organizations, other than North American Health Services, Inc. and its subsidiary (NAHS), are exempt from state and federal income taxes. Accordingly, Healthcare Corporation and its tax-exempt affiliates are not subject to federal, state, or local income taxes except for any net unrelated business taxable income. NAHS is a wholly owned, for-profit subsidiary of Healthcare Corporation. NAHS and its subsidiary are subject to federal and state income taxes. NAHS files a consolidated federal income tax return and, where appropriate, consolidated state income tax returns. The provision for federal and state income tax for the years ended December 31, 2024 and 2023 is approximately $1,619 and $1,140, respectively. The Income Taxes Topic of the Accounting Standards Codification (ASC) 740, Income Taxes (ASC 740) prescribes the accounting for uncertainty in income tax positions recognized in financial statements. ASC 740 prescribes a recognition threshold and measurement attribute for the financial statement recognition and measurement of a tax position taken, or expected to be taken, in a tax return. There were no material uncertain tax positions as of December 31, 2024 and 2023. 1 Central America and the Caribbean 0 0 Grantmaking 1006454 Central America and the Caribbean 0 0 Meetings 2037 Central America and the Caribbean 0 0 Program Services Mission Trips, Travel Expenses, and Supplies 369780 East Asia and the Pacific 0 0 Grantmaking 67020 East Asia and the Pacific 0 0 Meetings 7013 East Asia and the Pacific 0 0 Program Services Mission Trips, Travel Expenses, and Supplies 20304 Europe (Including Iceland & Greenland) 0 0 Meetings 2891 Middle East and North Africa 0 0 Grantmaking 1300 Middle East and North Africa 0 0 Meetings 175 North America (which includes Canada and Mexico, but not the U.S.) 0 0 Grantmaking 50000 North America (which includes Canada and Mexico, but not the U.S.) 0 0 Meetings 625 North America (which includes Canada and Mexico, but not the U.S.) 0 0 Program Services Mission Trips, Travel Expenses, and Supplies 274730 Russia and Neighboring States 0 0 Grantmaking 55024 South America - Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, 0 0 Grantmaking 171585 South America - Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, 0 0 Meetings 34705 South America - Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, 0 0 Program Services Mission Trips, Travel Expenses, and Supplies 155819 South Asia 0 0 Grantmaking 12500 South Asia 0 0 Meetings 2437 Sub-Saharan Africa 0 0 Grantmaking 251481 Sub-Saharan Africa 0 0 Meetings 11127 Sub-Saharan Africa 0 0 Program Services Mission Trips, Travel Expenses, and Supplies 30955 0 0 0 0 0 0 1476799 1051163 2527962 Russia and Neighboring States General Support 50000 Electronic Funds 0 Book Central America and the Caribbean General Support/Medical Supplies or Equipment 77398 Electronic Funds 214879 Medical Supplies/ Equipment Book/FMV Central America and the Caribbean Medical Supplies or Equipment 0 26710 Medical Supplies/ Equipment FMV Sub-Saharan Africa Medical Supplies or Equipment 0 6500 Medical Supplies FMV Central America and the Caribbean Medical Supplies or Equipment 0 91293 Medical Supplies/ Equipment FMV South America Medical Supplies or Equipment 0 5335 Medical Supplies/ Equipment FMV South America General Support 20000 Electronic Funds 0 Book South America General Support 22500 Electronic Funds 0 Book South America General Support 15000 Electronic Funds 0 Book South America Medical Supplies or Equipment 0 8570 Medical Equipment FMV Central America and the Caribbean Medical Supplies or Equipment 0 48155 Medical Supplies/ Equipment FMV Sub-Saharan Africa Medical Supplies or Equipment 0 27740 Medical Supplies/ Equipment FMV Central America and the Caribbean General Support 325038 Electronic Funds 0 Book Central America and the Caribbean General Support/Medical Supplies or Equipment 37421 Electronic Funds 102894 Medical Supplies/ Equipment Book/FMV North America (which includes Canada and Mexico, but not the U.S.) General Support 50000 Electronic Funds 0 Book South America Medical Supplies or Equipment 0 10108 Medical Equipment FMV Sub-Saharan Africa General Support 89710 Electronic Funds 0 Book Sub-Saharan Africa Medical Supplies or Equipment 0 22097 Medical Supplies/ Equipment FMV Sub-Saharan Africa General Support 65000 Electronic Funds 0 Book East Asia and the Pacific Nursing Scholarships 60000 Electronic Funds 0 Book Central America and the Caribbean Medical Supplies or Equipment 0 31700 Medical Supplies/ Equipment FMV South America General Support 63800 Electronic Funds 0 Book South America Medical Supplies or Equipment 0 21170 Medical Equipment FMV South Asia General Support 12500 Electronic Funds 0 Book Central America and the Caribbean General Support 25000 Electronic Funds 0 Book Sub-Saharan Africa Medical Supplies or Equipment 0 38805 Medical Equipment FMV Russia and Neighboring States Medical Supplies or Equipment 0 5024 Medical Supplies FMV 27 0 Medical Supplies East Asia and the Pacific 1 7020 Medical Supplies FMV Medical Supplies Middle East and North Africa 1 1300 Medical Supplies FMV 1 0 0 0 0 0 Part I, Line 2: Foreign grants are generally donations of medical equipment and supplies to assist foreign health care providers in fulfilling their mission of providing health care services to the populations they serve. The foreign health care providers are often hospitals and/or clinics operated and/or sponsored by or affiliated with the Seventh-Day Adventist Church. The foreign hospitals/clinics may be located in remote and/or underserved villages and townships of developing countries. Grants are typically made to other U.S. charitable organizations or foreign entities recognized as charitable by the foreign country in which they are located. As a result of the nature of the grants and the fact that most grants are made indirectly through other U.S. or foreign charitable organizations, the filing organization has not established specific procedures for monitoring the use of grant funds outside the United States. 1 1 X 1 X 250.000000000000 1 X 1 1 1 0 1 0 258143697 258143697 0.03760 940016685 869869270 70147415 0.01020 1198160382 869869270 328291112 0.04780 40637089 40637089 0.00590 68880272 22404292 46475980 0.00680 12106484 9312680 2793804 0.00040 43909794 43909794 0.00640 165533639 31716972 133816667 0.01950 1363694021 901586242 462107779 0.06730 41907410 22093901 19813509 0.00290 188108 0 188108 0.00000 42944 42944 0.00000 42138462 22093901 20044561 0.00290 1 253040831 13319314 860605713 991480532 -130874819 X 1 1 1 M&O Orlando MOB I LLC Manage & lease medical office building 0.82150 0.00000 0.12850 3 1 AdventHealth Orlando & Campuses 601 E Rollins Street Orlando FL 32803 www.adventhealth.com/hospital/adventhe 4369 X X X X X X 9 Off-site EDs A 2 AdventHealth Sebring & Lake Placid 4200 Sun N Lake Blvd Sebring FL 33825 www.adventhealth.com/hospital/adventhe 4171 X X X A 3 AdventHealth Wauchula 735 S 5th Avenue Wauchula FL 33873 www.adventhealth.com/hospital/adventhe 4239 X X X X A Facility Reporting Group - A 0 0 1 X X X X X X X X X 22 1 0 0 1 X See Part V, Page 8 X X 1 23 1 See Part V, Page 8 0 1 X 250.000000000000 400.000000000000 X X X X 1 1 X X X X 1 X See Part V, Page 8 X See Part V, Page 8 X See Part V, Page 8 X X X X X X 1 X 0 X X X X 1 X 0 0 Part V, Section B Facility Reporting Group A Facility Reporting Group A consists of: - Facility 1: AdventHealth Orlando & Campuses, - Facility 2: AdventHealth Sebring & Lake Placid, - Facility 3: AdventHealth Wauchula Facility Reporting Group - A Part V, Section B, line 5: See Line 5 footnote below. Facility Reporting Group - A Part V, Section B, line 7d: See Line 7d footnote below. Facility Reporting Group - A Part V, Section B, line 11: See Line 11 footnote below. Part V, Section B, Line 5: Facility Reporting Group - AAdventHealth Orlando & CampusesIn 2024, Adventist Health System/Sunbelt, Inc. owned and operated eight hospital campuses under a single hospital license in the greater Orlando, Florida area. The eight separate campuses operate under the following dba names: AdventHealth Altamonte Springs, AdventHealth Apopka, AdventHealth Celebration, AdventHealth East Orlando, AdventHealth Kissimmee, AdventHealth Orlando, AdventHealth Winter Garden, and AdventHealth Winter Park (the Hospitals). These eight hospitals comprise the AdventHealth Central Florida Division South (CFD-South). The CFD-South conducted its 2022 Community Health Needs Assessment (CHNA) as a collaborative process with the Central Florida Collaborative (CFC), which included hospital systems, behavior health providers and federally qualified health centers (FQHCs) in Orange, Seminole, Lake and Osceola Counties (these four counties would be considered the Greater Orlando area), as well as the Florida Department of Health in Orange, Seminole, Lake, and Osceola Counties. The primary and secondary data collected by the CFC was utilized by the CFD-South Hospitals to prioritize the top health care needs that would be addressed in the 2022-2024 CHNA. To ensure that input was received from organizations representing low-income, minority, and other underserved populations, the CFC created a team of Equity Champions composed of ten individuals or organizations that represented multiracial or other minority communities. The Equity Champions included organizations and individuals from the Black/African American community and Hispanic/Latino/Spanish language speakers community, the LGBTQ+ community, and from members of the community of people living with disabilities (including HIV/AIDS), people experiencing homelessness, immigrants/migrant workers, faith-based communities, inmates, and members of the veteran community. Primary data gathering included Equity Champions Diversity Group Outreach, Stakeholder one-to-one interviews, and focus group discussions. The CFC conducted a broad-based community survey among residents of Orange, Seminole, Lake, and Osceola Counties. The surveys were conducted from December 29, 2021, to February 22, 2022 and were conducted online and in paper and offered in five languages, with approximately 4,000 community members. The survey instrument included topic areas that emerged from secondary data analysis, literature reviews of existing documents, initial qualitative research, and other early-stage research activities.One-to-one interviews were conducted with key community stakeholders, policymakers, and local residents. Interviews were conducted between October 29, 2021, and January 31, 2022. Most of the 105 interviews lasted approximately 20-30 minutes, although a few continued for over an hour. In addition to interviews and the survey, 30 focus group discussions were held from October of 2021 through February of 2022. In total there were approximately 250 participants and included the following community organizations: PCAN, Health and Hunger Task Force, Creating a Resilient Community Network, Black Nurses Rock, True Health FQHC, the Center for Independent Living, the Mayors Council for mental and behavioral health, the Seminole County Opioid Council, the Healthy Seminole Collaborative, and the Children's Cabinet.**see continuation of footnote Part V, Section B, Line 5 Continuation of Footnote: Facility Reporting Group - AAdventHealth Sebring & Lake Placid:Adventist Health System/Sunbelt, Inc. owns and operates a 171-bed hospital located in Highlands County, Florida. The hospital does business under the name of AdventHealth Sebring (AH Sebring). The primary service area of AH Sebring includes six zip codes across Highlands, Hardee and a small piece of Polk Counties. Adventist Health System/Sunbelt, Inc. owns and operates a 33-bed hospital located in Highlands County, Florida. The hospital does business under the name of AdventHealth Lake Placid (AH Lake Placid). The primary service area of AH Lake Placid includes five zip codes across Highlands and Hardee Counties. In conducting its 2022 Community Health Needs Assessment (CHNA), AH Sebring & Lake Placid solicited input directly from the community and from individuals who represent the broad interests of the community, including medically underserved, low-income and minority community members. AH Sebring & Lake Placid conducted their 2022 CHNAs from July to November of 2022. AH Sebring & Lake Placid partnered with the Florida Department of Health in Highlands County and in Hardee County to complete the community health needs assessment. AH Sebring & Lake Placid, in collaboration with the Departments of Health in Highlands and Hardee Counties, collected input directly from the community and from community stakeholders through a community survey and focus groups. Community surveys were made available to anyone in the community and were provided in three languages and were accessible through weblinks and QR codes. Five focus groups were held with community stakeholders specifically representing Black/African Americans, Hispanic/Latinos, Older Adults, and Parents of Pediatric Children. AH Sebring & Lake Placid also formed a Community Health Needs Assessment Committee (CHNAC) that included representatives from organizations that serve low-income, low-access individuals and communities. The purpose of the CHNAC was to select the needs the Hospitals would address from the findings in the community health needs assessment. Key CHNAC members that represented low-income and underserved populations were from the following organizations: Central Florida Area Health Education Center, Central Florida Health Care, Champion for Children Foundation, Drug Free Hardee, the Department of Health in Hardee County, the Department of Health in Highlands County, Hardee Help Center, Healthy Families Highlands County, Healthy Start Coalition of Hardee, Highlands, and Polk County, Heartland Core Wellness, Heartland Regional Transportation Planning Organization, Heartland Rural Health Network, the Highlands County Board of County Commissioners, Highlands County Veteran Services Office, Nu-Hope Elder Care Services, Peace River Center, Redlands Christian Migrant Association, Samaritan's Touch Care Center, South Florida State College, the Ruth E. Handley Children's Advocacy Center, Tri-County Human Services, and the United Way of Central Florida. AdventHealth Wauchula:Adventist Health System/Sunbelt, Inc. owns and operates a 25-bed critical access hospital located in Hardee County, Florida. The hospital does business under the name of AdventHealth Wauchula (AH Wauchula). The primary service area of AH Wauchula includes three zip codes across mainly Hardee County and a small part of Polk County. In conducting its 2022 Community Health Needs Assessment (CHNA), AH Wauchula solicited input directly from the community and from individuals who represent the broad interests of the community, including medically underserved, low-income and minority community members. AH Wauchula conducted its 2022 CHNA from July to November of 2022. AH Wauchula partnered with the Florida Department of Health in Highlands County and in Hardee County to complete the community health needs assessment. AH Wauchula, in collaboration with the Departments of Health in Highlands and Hardee Counties, collected input directly from the community and from community stakeholders through a community survey and focus groups. Community surveys were made available to anyone in the community and were provided in three languages and were accessible through weblinks and QR codes. Five focus groups were held with community stakeholders specifically representing Black/African Americans, Hispanic/Latinos, Older Adults, and Parents of Pediatric Children. AH Wauchula also formed a Community Health Needs Assessment Committee (CHNAC) that included representatives from organizations that serve low-income, low-access individuals and communities. The purpose of the CHNAC was to select the needs the Hospital would address from the findings in the community health needs assessment. Key CHNAC members that represented low-income and underserved populations were from the following organizations: Central Florida Area Health Education Center, Central Florida Health Care, Champion for Children Foundation, Drug Free Hardee, the Department of Health in Hardee County, the Department of Health in Highlands County, Hardee Help Center, Healthy Families Highlands County, Healthy Start Coalition of Hardee, Highlands, and Polk County, Heartland Core Wellness, Heartland Regional Transportation Planning Organization, Heartland Rural Health Network, the Highlands County Board of County Commissioners, Highlands County Veteran Services Office, Nu-Hope Elder Care Services, Peace River Center, Redlands Christian Migrant Association, Samaritan's Touch Care Center, South Florida State College, the Ruth E. Handley Children's Advocacy Center, Tri-County Human Services, and the United Way of Central Florida. Part V, Section B, Line 7a: Each hospital facility's CHNA report was made widely available through the following websites: Facility 1 -- AdventHealth Hospital Orlando & Campuseshttps://www.adventhealth.com/community-health-needs-assessments Facility 2 -- AdventHealth Sebring & Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments Facility 3 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessments Part V, Section B, Line 7d: Facility Reporting Group - AThe Hospital facilities have adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospitals' websites at least until the date the hospital facilities have made widely available on its websites its two subsequent Community Health Needs Assessment Reports. The Hospitals will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facilities have made available for public inspection its two subsequent Community Health Needs Assessment Reports. Part V, Section B, Line 10a: Each hospital facility's most recently adopted implementation strategy was made widely available through the following websites: Facility 1 -- AdventHealth Hospital Orlando & Campuseshttps://www.adventhealth.com/community-health-needs-assessments Facility 2 -- AdventHealth Sebring & Lake Placidhttps://www.adventhealth.com/community-health-needs-assessments Facility 3 -- AdventHealth Wauchulahttps://www.adventhealth.com/community-health-needs-assessments Part V, Section B, Line 11: Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. d/b/a AdventHealth Orlando will be referred to in this document as AdventHealth Orlando or "the Hospital." The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Orlando worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners.Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Centers.Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division.As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up.Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division.The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division.The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform.**see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth OrlandoDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health.2024 Update:Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division.In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division.The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth CelebrationDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth Celebration will be referred to in this document as AdventHealth Celebration or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Celebration worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform.**see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth CelebrationDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, Social Determinants of Health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth Altamonte SpringsDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth Altamonte Springs will be referred to in this document as AdventHealth Altamonte Springs or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Altamonte Springs worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce DevelopmentPriority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center.Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth Altamonte SpringsDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, Social Determinants of Health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth East OrlandoDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth East Orlando will be referred to in this document as AdventHealth East Orlando or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth.This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth East Orlando worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address.The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce DevelopmentPriority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth East OrlandoDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, Social Determinants of Health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth Winter ParkDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth Winter Park will be referred to in this document as AdventHealth Winter Park or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Winter Park worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth Winter ParkDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, Social Determinants of Health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth KissimmeeDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth Kissimmee will be referred to in this document as AdventHealth Kissimmee or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Kissimmee worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth KissimmeeDescription of CHNA Significant Needs ContinuedPriority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, Social Determinants of Health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support ommunity workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth ApopkaDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth Apopka will be referred to in this document as AdventHealth Apopka or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Apopka worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth ApopkaDescription of CHNA Significant Needs Continued Priority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, Social Determinants of Health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training. Priorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 11 Footnote: Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. dba AdventHealth Lake Placid, will be referred to in this document as AdventHealth Lake Placid or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Lake Placid worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Access to Healthy Foods (and Diabetes Prevention) 2. Access to Quality Health Care3. Behavioral Health (Mental Health & Substance Misuse)Priority 1: Access to Healthy Foods (and Diabetes Prevention) 2022 Description of the Priority: In Highlands County, one-third of residents live in an area where there is low access to a grocery store, which can make having a healthy, nutrient-dense diet more challenging. Also, almost a fifth (17.9%) of community survey respondents shared they were worried that they would run out of food before they had money to buy more. Respondents also expressed concern about increasing food prices and the lack of healthy food options in local neighborhoods. During the prioritization process, the decision was made to address diabetes through the access to healthy foods priority. An individual's quality of life when living with diabetes is heavily influenced by how well they can manage their blood sugar and eating well is key to blood sugar management. According to secondary data, diabetes in the Medicare population in Highlands County is at 30%, which is slightly higher than the state (27.8%) and the US (27%). 2024 Update: Goal 1.1: Increase access to nutritious foods, resources, and nutrition education to help promote diabetes prevention and healthy living. Objective 1.1.1: By December 31, 2025, the percentage of adults in AdventHealth Food is Health program who report redeeming at least five produce vouchers to access nutritious foods for their families from a baseline of 57% to 68% (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The AdventHealth Food is Health program provides series-based nutrition education and culturally appropriate, nutritious foods to participants in low income/low access areas in the Hospital's community. The program involves collaborations from a variety of community partners, including subject matter experts providing education, mobile produce vendors, and sites in the community where classes are held. AdventHealth sponsors the cost of produce for participants and assists with coordinating classes. Team members managing this program experienced challenges accurately calculating the percentage of program attendees redeeming at least five produce vouchers. This was due to limited attendance data being tracked and shared by educational partners. Instead, the Hospital will track and report the pounds of produce distributed to program attendees. In 2024, a total of 95,242 lbs. of produce have been distributed to community members throughout the West Florida Division. Community partners in the Hospital's area include Feeding Tampa Bay, an organization that improves access to healthy foods for low-income/low-access populations.Objective 1.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored diabetes prevention and wellness programs from a baseline of 68 participants to 235 participants. The outcomes below are specific to the reporting Hospital. In 2024, AdventHealth Lake Placid sponsored a nutrition workshop with 20 participants at the Grow Community Teaching Garden, located in a low-income neighborhood of Lake Placid. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 2: Access to Quality Health Care 2022 Description of the Priority: Community members cited barriers to accessing quality health care such as cost or financial concerns, lack of trust in the providers, lack of insurance or limited coverage, inability to take time off work for appointments, lack of awareness or difficulty navigating the healthcare system and language barriers for non-English speakers when trying to sign up for insurance or complete paperwork. More than half (60%) of community survey respondents reported accessing care in the emergency department for non-emergency needs. Inadequate health insurance coverage is one of the largest barriers to health care access and the unequal distribution of coverage contributes to disparities in health. Highlands County falls within the lower 25% of counties in both the state and in the US for adults who do not have any kind of health insurance coverage. Out-of-pocket medical care costs may lead individuals to delay or forgo needed care (such as doctor visits, dental care, and medications), and medical debt is common among both insured and uninsured individuals. Highlands County also has a lower rate of primary care providers in the area compared to the state, 57 providers per 100,000 versus 73 providers per 100,000. 2024 Update: Goal 2.1: Promote the attainment and maintenance of health through health education and access to care. Objective 2.1.1: By December 31, 2025, increase the number of community members trained in Hospital-sponsored American Heart Association (AHA) Hands-Only CPR classes for adults and youth from a baseline of 573 to 4,200 people trained (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division.By the end of 2024, the Hospitals sponsored Hands-Only CPR demonstrations for 7,254 community members through a total of 76 classes in collaboration with the American Heart Association, a nonprofit organization dedicated to fighting heart disease and stroke. The Hospitals pay for the Hands-Only CPR kits used during the class and given to each participant to take home. Community partners include Highlands County schools, faith communities, and senior living centers. Objective 2.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored access to care programs from a baseline of 20 participants to 100 participants. This initiative is focused on providing support to community organizations with programs increasing access to care (ex. health screening events). The outcomes below are specific to the reporting Hospital. In 2024, AdventHealth Lake Placid had 38 participants in their access to care program. AdventHealth nurses performed free hands-only CPR training, blood pressure screenings, and provided Early Heart Attack Care and stroke education in the community. Lake Placid Middle School and AdventHealth Lake Placid Wellness Center served as meeting locations. Community partners include Department of Health Highlands County, offering health care services to low-income/low access individuals; senior living centers, faith communities; and Highlands County schools including Lake Placid Middle School, and the Lake Placid Wellness Center. Priority 3: Behavioral Health (Mental Health and Substance Misuse) 2022 Description of the Priority: In Highlands County, 27% of community survey respondents reported having been diagnosed with a depressive disorder or anxiety disorder. In Highlands County the age-adjusted death rate due to suicide is 25.2 per 100,000 which is twice that of the state (13.1 per 100,000) and the US (13.5 per 100,000). More than ten percent (12.1%) of community survey respondents were unable to access mental health resources when needed in the last 12 months. The top reasons cited were inability to pay for care, to schedule an appointment when needed and to take time off work for appointments. Substance misuse also emerged as a top concern, reflected in both primary and secondary data. Teen vaping was cited as the highest area of concern for tobacco use in the county from primary data. Secondary data showed the rate of drug and opioid-involved deaths as 35.4 per 100,000 in Highlands County, higher than both the state (26.7 per 100,000) and the nation (23 per 100,000). 2024 Update: Goal 3.1: Reduce the impact of mental, emotional, and behavioral health disorders. Objective 3.1.1: By December 31, 2025, increase the number of participants who attend Hospital-sponsored Mental Health First Aid certification classes from a baseline of 258 participants to 700 participants (Division-wide). Mental Health First Aid teaches individuals how to help someone who may be experiencing a mental health or substance use challenge. The training helps individuals identify, understand, and respond to signs of addiction and mental illnesses. This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The Hospitals contracted with Safe and Sound Hillsborough to teach Mental Health First Aid classes in the community. Safe and Sound Hillsborough is a collaborative of community and professional stakeholders transforming the way local policy makers address violence in the community. The goal is to shift policy from a public safety to a public health model and develop a comprehensive prevention and intervention approach. By the end of 2024, a total of 307 people were trained with most classes offered virtually. The Hospitals sponsored 21 classes in 2024 with instructions provided by community partner Safe and Sound. Training took place at multiple organizations across the Division including healthcare organizations, community centers, and faith-based organizations. Objective 3.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored behavioral health education programs from a baseline of 40 participants to 140 participants. The outcomes below are specific to the reporting Hospital. By the end of 2024, AdventHealth Lake Placid supported monthly Tobacco Cessation classes, reaching a total of 38 participants throughout the year. Community partners include Safe and Sound, offering Mental Health First Aid classes; Central Florida Area Health Education Center (AHEC), offering Tobacco Cessation programs; Heartland Core Wellness, providing mental health advocacy and substance abuse prevention education to the community; and various faith communities.**see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedPriorities Not Addressed by the Hospital: The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Economy: While a strong economy is important in the overall health needs of the community, the CHNAC did not perceive this priority area as one that could be easily addressed within the three-year CHP cycle. It was voted the lowest in the ability to impact category in the prioritization meeting. Therefore, the Hospital will not work to address this priority area in the upcoming CHP. 2. Older Adult Health: Older Adult Health ranked seventh among the other topic areas in the secondary data analysis with a score of 1.97 but was ultimately not selected as one of the top three priority areas to address in the next three-year plan. Participants in the prioritization selection meeting felt the top three priority areas chosen were significant and easier to address with the resources available and therefore, the Hospital will not be addressing Older Adult Health directly in the upcoming CHP.3. Prevention and Safety: Prevention and Safety ranked eighth out of nine total significant health needs identified from both primary and secondary data sources and was not voted as a top priority to address by the CHNAC in the upcoming three-year Community Health Plan.4. Children's Health: Children's health is of utmost importance, but the Collaborative decided that instead of focusing on it as a stand-alone priority area, instead children would be a target population group to focus on among all the priority areas.**see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. dba AdventHealth Sebring, will be referred to in this document as AdventHealth Sebring or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Sebring worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Access to Healthy Foods (and Diabetes Prevention) 2. Access to Quality Health Care3. Behavioral Health (Mental Health & Substance Misuse) Priority 1: Access to Healthy Foods (and Diabetes Prevention) 2022 Description of the Priority: In Highlands County, one-third of residents live in an area where there is low access to a grocery store, which can make having a healthy, nutrient-dense diet more challenging. Also, almost a fifth (17.9%) of community survey respondents shared they were worried that they would run out of food before they had money to buy more. Respondents also expressed concern about increasing food prices and the lack of healthy food options in local neighborhoods. During the prioritization process, the decision was made to address diabetes through the access to healthy foods priority. An individual's quality of life when living with diabetes is heavily influenced by how well they can manage their blood sugar and eating well is key to blood sugar management. According to secondary data, diabetes in the Medicare population in Highlands County is at 30%, which is slightly higher than the state (27.8%) and the US (27%). 2024 Update: Goal 1.1: Increase access to nutritious foods, resources, and nutrition education to help promote diabetes prevention and healthy living. Objective 1.1.1: By December 31, 2025, the percentage of adults in AdventHealth Food is Health program who report redeeming at least five produce vouchers to access nutritious foods for their families from a baseline of 57% to 68% (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The AdventHealth Food is Health program provides series-based nutrition education and culturally appropriate, nutritious foods to participants in low income/low access areas in the Hospital's community. The program involves collaborations from a variety of community partners, including subject matter experts providing education, mobile produce vendors, and sites in the community where classes are held. AdventHealth sponsors the cost of produce for participants and assists with coordinating classes. Team members managing this program experienced challenges accurately calculating the percentage of program attendees redeeming at least five produce vouchers. This was due to limited attendance data being tracked and shared by educational partners. Instead, the Hospital will track and report the pounds of produce distributed to program attendees. By the end of 2024, a total of 95,242 lbs. of produce have been distributed to community members throughout the West Florida Division with AdventHealth Sebring contributing 1,605 pounds of produce towards this objective. Community partners include Feeding Tampa Bay, an organization that improves access to healthy foods for low-income/low-access populations and provides produce and health education; Burgin Farms, a local farm providing fresh food in underserved parts of the community, as the primary produce vendor; Hands for Homeless, a nonprofit organization that helps the homeless and low-income population of the community have access to healthy food, hygiene, and financial assistance; and Avon Park Seventh Day Adventist Church, a multicultural Adventist Church open to the community. Objective 1.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored diabetes prevention and wellness programs from a baseline of 68 participants to 235 participants. The outcomes below are specific to the reporting Hospital. In 2024, AdventHealth Sebring had 299 community members that participated in their diabetes prevention and wellness program. The Hospital sponsored a variety of community programs addressing diabetes and food insecurity, including monthly pre-diabetes prevention classes, Food is Health, Preventing and Reversing Diabetes, and local community cooking demonstrations. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 2: Access to Quality Health Care 2022 Description of the Priority: Community members cited barriers to accessing quality health care such as cost or financial concerns, lack of trust in the providers, lack of insurance or limited coverage, inability to take time off work for appointments, lack of awareness or difficulty navigating the healthcare system and language barriers for non-English speakers when trying to sign up for insurance or complete paperwork. More than half (60%) of community survey respondents reported accessing care in the emergency department for non-emergency needs. Inadequate health insurance coverage is one of the largest barriers to health care access and the unequal distribution of coverage contributes to disparities in health. Highlands County falls within the lower 25% of counties in both the state and in the US for adults who do not have any kind of health insurance coverage. Out-of-pocket medical care costs may lead individuals to delay or forgo needed care (such as doctor visits, dental care, and medications), and medical debt is common among both insured and uninsured individuals. Highlands County also has a lower rate of primary care providers in the area compared to the state, 57 providers per 100,000 versus 73 providers per 100,000. 2024 Update: Goal 2.1: Promote the attainment and maintenance of health through health education and access to care. Objective 2.1.1: By December 31, 2025, increase the number of community members trained in Hospital-sponsored American Heart Association (AHA) Hands-Only CPR classes for adults and youth from a baseline of 573 to 4,200 people trained (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. By the end of 2024, the Hospitals sponsored Hands-Only CPR demonstrations for 7,254 community members through a total of 76 classes in collaboration with the American Heart Association, a nonprofit organization dedicated to fighting heart disease and stroke. The Hospitals pay for the Hands-Only CPR kits used during the class and given to each participant to take home. Community partners include Highlands County schools, faith communities, senior living centers, and low-income housing complexes. Objective 2.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored access to care programs from a baseline of 20 participants to 100 participants. This initiative is focused on providing support to community organizations with programs increasing access to care (ex. health screening events). The outcomes below are specific to the reporting Hospital. In 2024, AdventHealth Sebring had 367 participants in their access to care programs. The Hospital facilitated and sponsored a variety of community programs addressing access to health care including regular community blood pressure screenings, cancer education, Parkinson's Disease classes, and Heart Failure Support Groups. Community partners include Neuro Challenge Foundation for Parkinsons, a nonprofit organization improving access to care for patients with Parkinson's Disease through free health education and professional care advising, and various senior living centers and faith communities. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 2 -- AdventHealth Sebring & Lake PlacidDescription of CHNA Significant Needs ContinuedPriority 3: Behavioral Health (Mental Health and Substance Misuse) 2022 Description of the Priority: In Highlands County, 27% of community survey respondents reported having been diagnosed with a depressive disorder or anxiety disorder. In Highlands County the age-adjusted death rate due to suicide is 25.2 per 100,000 which is twice that of the state (13.1 per 100,000) and the US (13.5 per 100,000). More than ten percent (12.1%) of community survey respondents were unable to access mental health resources when needed in the last 12 months. The top reasons cited were inability to pay for care, to schedule an appointment when needed and to take time off work for appointments. Substance misuse also emerged as a top concern, reflected in both primary and secondary data. Teen vaping was cited as the highest area of concern for tobacco use in the county from primary data. Secondary data showed the rate of drug and opioids involved deaths 35.4 per 100,000 in Highlands County, higher than both the state (26.7 per 100,000) and the nation (23 per 100,000). 2024 Update: Goal 3.1: Reduce the impact of mental, emotional, and behavioral health disorders. Objective 3.1.1: By December 31, 2025, increase the number of participants who attend Hospital-sponsored Mental Health First Aid certification classes from a baseline of 258 participants to 700 participants (Division-wide). Mental Health First Aid teaches individuals how to help someone who may be experiencing a mental health or substance use challenge. The training helps individuals identify, understand, and respond to signs of addiction and mental illnesses. This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. The Hospitals contracted with Safe and Sound Hillsborough to teach Mental Health First Aid classes in the community. Safe and Sound Hillsborough is a collaborative of community and professional stakeholders transforming the way local policy makers address violence in the community. The goal is to shift policy from a public safety to a public health model and develop a comprehensive prevention and intervention approach. By the end of 2024, a total of 307 people were trained with most classes offered virtually. The Hospitals sponsored 21 classes in 2024 with instructions provided by community partner Safe and Sound. Trainings took place at multiple organizations across the Division including healthcare organizations, community centers, and faith-based organizations. Objective 3.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored behavioral health education programs from a baseline of 40 participants to 140 participants. The outcomes below are specific to the reporting Hospital. By the end of 2024, AdventHealth Sebring had 500 participants in their behavioral health education program. The Hospital facilitated monthly support groups and hosted various community programs focused on mental health and substance misuse, including the annual Depression and Anxiety Recovery Program. Community partners include Safe and Sound, offering Mental Health First Aid classes; Central Florida Area Health Education Center (AHEC), offering Tobacco Cessation programs; Heartland Core Wellness, providing mental health advocacy and substance abuse prevention education to the community; Ridge Area Arc, providing wellness education for caregivers of the Intellectually and developmentally disabled population; and various faith communities.Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Economy: While a strong economy is important in the overall health needs of the community, the CHNAC did not perceive this priority area as one that could be easily addressed within the three-year CHP cycle. It was voted the lowest in the ability to impact category in the prioritization meeting. Therefore, the Hospital will not work to address this priority area in the upcoming CHP.2. Older Adult Health: Older Adult Health ranked seventh among the other top areas in the secondary data analysis with a score of 1.97 but was ultimately not selected as one of the top three priority areas to address in the next three-year plan. Participants in the prioritization selection meeting felt the top three priority areas chosen were significant and easier to address with the resources available and therefore, the Hospital will not be addressing Older Adult Health directly in the upcoming CHP.3. Prevention and Safety: Prevention and Safety ranked eighth out of nine total significant health needs identified from both primary and secondary data sources and was not voted as a top priority to address by the CHNAC in the upcoming three-year Community Health Plan.4. Children's Health: Children's health is of utmost importance, but the Collaborative decided that instead of focusing on it as a stand-alone priority area, instead children would be a target population group to focus on among all the priority areas. Part V, Section B, Line 11 Footnote: Group A-Facility 3 -- AdventHealth WauchulaDescription of CHNA Significant Needs Adventist Health System/Sunbelt, Inc. dba AdventHealth Wauchula, will be referred to in this document as AdventHealth Wauchula or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth.This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Wauchula worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address.The Hospital's chosen priorities are listed below.1. Access to Healthy Foods (and Diabetes Prevention)2. Access to Quality Health Care3. Behavioral Health (Mental Health & Substance Misuse)Priority 1: Access to Healthy Foods2022 Description of the Priority: Access to quality healthy food was a top need prioritized during the assessment. In Hardee County, one-quarter of residents live in an area where there is low access to a grocery store, which can make having a healthy, nutrient-dense diet more challenging. Almost one-fifth (20%) of community survey respondents reported that within the past 12 months, the food they had purchased from the store did not last and they did not have the money to purchase more. Also, more than a quarter (28.6%) of community survey respondents shared they were worried that they would run out of food before they had money to buy more. Respondents also expressed concern about increasing food prices.2024 Update:Goal 1.1: Increase access to nutritious foods, resources, and nutrition education to help promote diabetes prevention and healthy living.Objective 1.1.1: By December 31, 2025, increase the percentage of adults in AdventHealth Food is Health program who report redeeming at least five produce vouchers to access nutritious foods for their families from a baseline of 57% to 68% (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division.The AdventHealth Food is Health program provides series-based nutrition education and culturally appropriate, nutritious foods to participants in low income/low access areas in the Hospital's community. The program involves collaborations from a variety of community partners, including subject matter experts providing education, mobile produce vendors, and sites in the community where classes are held. AdventHealth sponsors the cost of produce for participants and assists with coordinating classes. Team members managing this program experienced challenges accurately calculating the percentage of program attendees redeeming at least five produce vouchers. This was due to limited attendance data being tracked and shared by educational partners. Instead, the Hospital will track and report the pounds of produce distributed to program attendees. The West Florida Division has collectively distributed 95,242 pounds of produce at Food is Health classes in the community. Objective 1.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored diabetes prevention and wellness programs from a baseline of 68 participants to 235 participants. The outcomes below are specific to the reporting Hospital.In 2024, the Hospital did not sponsor any programs.**see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 3 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedPriority 2: Access to Quality Health Care2022 Description of the Priority: More than one-third (39%) of community survey respondents reported accessing care in the emergency department for non-emergency needs. While 14.5% of respondents shared that they needed medical care in the last 12 months, they did not receive it. Some of the top barriers that prevented care included cost, inability to schedule an appointment, inability to take time off work, transportation barriers, lack of health insurance coverage, lack of trust in providers and an inability to find a doctor who accepts certain types of health insurance. Inadequate health insurance coverage is one of the largest barriers to health care access and the unequal distribution of coverage contributes to disparities in health. Out-of-pocket medical care costs may lead individuals to delay or forgo needed care (such as doctor visits, dental care, and medications), and medical debt is common among both insured and uninsured individuals. Hardee County falls within the lower 25% of counties in both the state of Florida and in the US for adults who do not have any kind of health insurance coverage. Hardee County also has a lower rate of primary care providers (11 per 100,000) compared to the state, 57 per 100,000.2024 Update:Goal 2.1: Promote the attainment and maintenance of health through health education and access to care.Objective 2.1.1: By December 31, 2025, increase the number of community members trained in Hospital-sponsored American Heart Association (AHA) Hands-Only CPR classes for adults and youth from a baseline of 573 to 4,200 people trained (Division-wide). This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division. By the end of 2024, the Hospitals sponsored Hands-Only CPR demonstrations for 7,254 community members in collaboration with the American Heart Association, a nonprofit organization dedicated to fighting heart disease and stroke. The Hospitals pay for the Hands-Only CPR kits used during the class and given to each participant to take home. Community partners include Hardee County schools, faith communities, senior living centers, and low-income housing complexes.Objective 2.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored access to care programs from a baseline of 20 participants to 100 participants. This initiative is focused on providing support to community organizations with programs increasing access to care (ex. health screening events). The outcomes below are specific to the reporting Hospital.By the end of 2024, AdventHealth Wauchula had 238 participants in their access to care programs. The Hospital has provided regular community blood pressure screenings, early heart attack care, stroke and cancer education, and Hands-Only CPR classes in the Wauchula community. Community partners include the Hardee County Department of Health, Hardee Junior High School, Hardee Senior High School, the Hardee County Board of County Commissioners and Valencia Gardens Section 8 Housing, providing health care services to low-income, low-access individuals. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 3 -- AdventHealth WauchulaDescription of CHNA Significant Needs ContinuedPriority 3: Behavioral Health (Mental Health and Substance Misuse)2022 Description of the Priority: In Hardee County, secondary data showed the age-adjusted death rate due to suicide is 19.9 per 100,000. This is almost one and a half times the state (13.1/100,000) and the US (13.5/100,000). The assessment also found more than ten percent (11.5%) of community survey respondents were unable to access mental health resources when needed in the last 12 months. The top reasons cited were inability to pay for care, stigma associated with mental health issues and lack of knowledge on how to access a mental health doctor or counselor. Substance misuse also emerged as a top concern, reflected in both primary and secondary data sources. Binge drinking in teens was cited as a specific concern in the primary data. Secondary data showed just over 12% of teens reported binge drinking, higher than the state rate of 9.2%. The assessment also found in secondary data a higher percentage of teens who have used methamphetamines in Hardee County (2.6%), than the state rate (0.8%).2024 Update:Goal 3.1: Reduce the impact of mental, emotional, and behavioral health disorders.Objective 3.1.1: By December 31, 2025, increase the number of participants who attend Hospital-sponsored Mental Health First Aid certification classes from a baseline of 258 participants to 700 participants (Division-wide). Mental Health First Aid teaches individuals how to help someone who may be experiencing a mental health or substance use challenge. The training helps individuals identify, understand, and respond to signs of addiction and mental illnesses. This initiative and the reported outcomes are shared across multiple facilities in the West Florida Division.The Hospitals contracted with Safe and Sound Hillsborough to teach Mental Health First Aid classes in the community. Safe and Sound Hillsborough is a collaborative of community and professional stakeholders transforming the way local policy makers address violence in the community. The goal is to shift policy from a public safety to a public health model and develop a comprehensive prevention and intervention approach.By the end of 2024, a total of 307 people were trained with most classes offered virtually. Of all Mental Health First Aid participants surveyed, 91.4% indicated they felt confident or strongly confident in having a supportive conversation with anyone about a mental health or substance use challenge after completing the class. Trainings took place at multiple organizations across the Division including healthcare organizations, community centers, and faith-based organizations.Objective 3.1.2: By December 31, 2025, increase the number of participants in Hospital-sponsored behavioral health education programs from a baseline of 40 participants to 140 participants. The outcomes below are specific to the reporting Hospital.By the end of 2024, AdventHealth Wauchula supported multiple tobacco cessation classes with 19 participants and donated the meeting space. Using internal referral systems CARE 360 and Whole Health Hub, the Hospital refers patients to Central Florida Area Health Education Center (AHEC) for tobacco cessation programs. Community partners include Safe and Sound for Mental Health First Aid; Central Florida Area Health Education Center (AHEC) for Tobacco Cessation; Department of Health Hardee County for their substance use and prevention symposium; and Heartland Core Wellness, providing mental health advocacy and substance abuse prevention education to the community. Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed.1. Children's Health: Children's health is of utmost importance, but the Collaborative decided that instead of focusing on it as a stand-alone priority area, children would be a target population group to focus on among all the priority areas.2. Economy: While a strong economy is important in the overall health needs of the community, the CHNAC did not perceive this priority area as one that could be easily addressed within the three-year CHP cycle. It was voted the lowest in the ability to impact category in the prioritization meeting. Therefore, the Hospital will not work to address this priority area in the upcoming CHP.3. Older Adult Health: Participants in the prioritization selection meeting felt the top three priority areas chosen were significant and easier to address with the resources available and therefore, the Hospital will not be addressing Older Adult Health directly in the upcoming CHP.4. Diabetes: Diabetes was not selected as a priority by the Hospital as there are other community partners who are addressing this need. The Hospital will support these efforts where possible and hopes to address diabetes indirectly through the access to healthy foods priority. Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth Winter GardenDescription of CHNA Significant NeedsAdventist Health System/Sunbelt, Inc. dba AdventHealth Winter Garden will be referred to in this document as AdventHealth Winter Garden or "The Hospital". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. This is the second-year update for the Hospital's 2023-2025 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2023 as part of its 2022 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Winter Garden worked to define and address the needs of low-income, minority and underserved populations in its service area. The Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the health issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key priorities for the Hospital to address in its Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the priorities identified in 2022 and gives an update on the strategies addressing those prioritized needs. There is also a description of the identified needs that the Hospital did not prioritize to address. The Hospital's chosen priorities are listed below.1. Enhance Mental Health Outreach2. Social Determinant of Health: Workforce Development Priority 1: Enhance Mental Health Outreach 2022 Description of the Priority: Mental health outreach and treatment were identified as top needs from the CHNA. This includes mental health crisis services and community awareness of available resources, mental health outpatient services capacity, behavioral health outpatient services for children, mental health inpatient bed capacity, mental health and substance use disorder transition care for inmates being released from jail, and mental health stigma reduction. There is a growing need in Orange, Osceola, and Seminole County to increase the available resources addressing mental health needs. 2024 Update: Goal 1.1: Expand access to mental health services for community members by partnering with faith and community partners. Objective 1.1.1: By the end of year 1, establish a Community Resource Spot in Osceola County to ensure access within the hospital service area. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. Community Resource Spot: Definition and Function: A Community Resource Spot is a designated area within a community health framework that serves as a central hub for accessing a variety of resources and services aimed at supporting the health and well-being of community members. Community Resource Spot Purpose: The primary purpose of the Community Resource Spot is to provide easily accessible, comprehensive support to individuals and families, addressing a wide range of needs such as health care, social services, education, and community engagement. The Community Resource Spot (CRS) was tentatively planned for December 2024 but was ultimately not held. The Mission & Ministry team, Community Engagement, and Community Health teams are going to continue working with external organizations to plan a CRS for 2025. Objective 1.2: By the end of year 3, increase the mental health programming available to residents in Orange, Osceola, and Seminole county through the Community Resource Spots. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The 2023 Mental Health Community Impact Grant recipients are transitioning from their implementation phase to delivering services. The Hospital plans to connect the grantees to the Mission and Ministry Team to assist with service delivery for the Community Resource Center. Objective 1.3: By the end of year 3, increase percentage of funding provided to partners who actively support mental health outreach and treatment by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. As of December 2024, the four recipients of the 2023 Community Investment Grants were cumulatively awarded $397,946 in grant funds. The grant recipients are Gifted Ones, Above and Beyond, Hispanic Federation, and MAN Up. Objective 1.4: Increase the number of area mental health nonprofit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's (WHH) Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 30 from a baseline of 19. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. Objective 1.5: By the end of year 3, increase the closed loop referrals in the Whole Health Hub community resource network for mental health services and preventative programming in Whole Health Hub to 25% from baseline of 13%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The Hospital has shared information about the Whole Health Hub (WHH) with active grant partners as part of ongoing engagement efforts. The Hospital has successfully on-boarded one organization, Pace Center for Girls, which completed WHH training and has listed their program on the platform. **see continuation of footnote Part V, Section B, Line 11 Continuation of Footnote: Group A-Facility 1 -- AdventHealth Winter GardenDescription of CHNA Significant Needs ContinuedPriority 2: Social Determinants of Health - Workforce Development 2022 Description of the Priority: According to the CDC, social determinants of health (SDOH) are the conditions in the places where people live, learn, work, and play that affect a wide range of health risks and outcomes. Social determinants of health are increasingly seen as the largest contributing factor to health inequities in communities throughout the country. Based on the significance of need and available resources, the Hospitals will address social determinants of health with a focus on workforce as the Hospital believes that initially focusing on community workforce development will reduce housing burden and address other priorities identified, such as increasing access to care and mental health. 2024 Update: Goal 2.1: Increase support for career training and education programs. Objective 2.1.1: By the end of year 3, increase percentage of funding provided to partners who actively support community workforce training and education opportunities by 25%. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. In 2024, the Hospital identified the grant recipients that are focusing on workforce development. The six recipients will receive a combined $1,420,000 in funding. The recipients are CareerSource, EmployU, Home Builders Institute, iBuild Central Florida, Jobs Partnership, and The Sharing Center. The funding will begin to be dispersed in January 2025. Objective 2.1.2: Increase the number of area workforce development non-profit organizations trained on the Whole Health Hub and thus added to the Whole Health Hub's Trusted Network. The Whole Health Hub is a free website that allows anyone to search and connect to a wide variety of social services based on their location. By the end of year 3, we will increase the number of claimed profiles to 12 from a baseline of 5. This initiative and the reported outcomes are shared across all facilities in the Central Florida Division. The six workforce development non-profit organizations that were selected as grant recipients of the 2024 Community Health Impact Grant have successfully completed training for the Whole Health Hub (WHH) Section 101 Training.Priorities Not Addressed by the Hospital:The Community Health Needs Assessment identified multiple health needs through the collection of primary and secondary data. After reviewing the data, the Hospital and community stakeholders conducted a prioritization process. Listed below are the priorities not addressed and the reason why they were not selected to be addressed. 1. Health Care Access and Quality: This need was not chosen as a priority because the Hospital is already collaborating with several partners in the community and has launched several initiatives designed to address Health Care Access and Quality. Part V, Section B, Line 16a-16c: Each hospital facility's FAP, FAP application form and plain language summary of the FAP was made widely available through the following websites: Facility 1 -- AdventHealth Orlando & Campuseshttps://www.adventhealth.com/legal/financial-assistance Facility 2 -- AdventHealth Sebring & Lake Placidhttps://www.adventhealth.com/legal/financial-assistance Facility 3 -- AdventHealth Wauchulahttps://www.adventhealth.com/legal/financial-assistance 87 1 - AdventHealth Centra Care Lake Buena Vista 12500 South Apopka Vineland Road Orlando FL 32836 Urgent Care Clinic 2 - AdventHealth Centra Care Mount Dora 19015 US Highway 441 Mount Dora FL 32757 Urgent Care Clinic 3 - AdventHealth Centra Care St Cloud 4660 13th Street St Cloud FL 34769 Urgent Care Clinic 4 - AdventHealth Centra Care Orange Lake 8201 West Irlo Bronson Highway Kissimmee FL 34747 Urgent Care Clinic 5 - AdventHealth Centra Care Winter Haven 7375 Cypress Gardens Boulevard Winter Haven FL 33884 Urgent Care Clinic 6 - AdventHealth Centra Care Waterford 250 North Alafaya Trail Suite 135 Orlando FL 32825 Urgent Care Clinic 7 - AdventHealth Centra Care Orange City 1360 Saxon Boulevard Orange City FL 32763 Urgent Care Clinic 8 - AdventHealth Centra Care Employer Care Col 630 Bumby Avenue Orlando FL 32803 Urgent Care Clinic 9 - AdventHealth Centra Care Hunters Creek 3293 Greenwald Way North Kissimmee FL 34741 Urgent Care Clinic 10 - AdventHealth Centra Care Wesley Chapel 1127 Bruce B Downs Boulevard Wesley Chapel FL 33544 Urgent Care Clinic 11 - AdventHealth Centra Care Port Orange 1208 Dunlawton Avenue Port Orange FL 32127 Urgent Care Clinic 12 - AdventHealth Centra Care Winter Garden Vil 3005 Daniels Road Winter Garden FL 34787 Urgent Care Clinic 13 - AdventHealth Centra Care Lake Nona 9637 Lake Nona Village Place Orlando FL 32827 Urgent Care Clinic 14 - AdventHealth Centra Care Poinciana 3759 Pleasant Hill Road Kissimmee FL 34746 Urgent Care Clinic 15 - AdventHealth Centra Care Apopka 1520 West Orange Blossom Trail Apopka FL 32712 Urgent Care Clinic 16 - AdventHealth Centra Care Oviedo 8010 Red Bug Lake Road Oviedo FL 32765 Urgent Care Clinic 17 - AdventHealth Centra Care Daytona 1014 West International Speedway Boulevard Daytona Beach FL 32114 Urgent Care Clinic 18 - AdventHealth Centra Care Palm Coast 1270 Palm Coast Parkway Northwest Palm Coast FL 32137 Urgent Care Clinic 19 - AdventHealth Centra Care Deland 2293 South Woodland Boulevard Deland FL 32720 Urgent Care Clinic 20 - AdventHealth Centra Care Altamonte 440 West State Road 436 Altamonte Springs FL 32714 Urgent Care Clinic 21 - AdventHealth Medical Group Family Medicine 6325 US Highway 27 N Sebring FL 33872 Physician Clinic 22 - AdventHealth Centra Care Sanford 4451 West 1st Street Sanford FL 32771 Urgent Care Clinic 23 - AdventHealth Centra Care Winter Park 3099 Aloma Avenue Winter Park FL 32792 Urgent Care Clinic 24 - AdventHealth Centra Care Temple Terrace 5802 East Fowler Avenue Temple Terrace FL 33617 Urgent Care Clinic 25 - Urgent Care Centers of Brevard County LLC 1223 Gateway Drive Suite 1E Melbourne FL 32901 Urgent Care Clinic 26 - AdventHealth Centra Care Ormond Beach 1245 West Granada Boulevard Ormond Beach FL 32174 Urgent Care Clinic 27 - AdventHealth Centra Care Dr Phillips 8014 Conroy-Windermere Rd Suite 104 Orlando FL 32835 Urgent Care Clinic 28 - AdventHealth Centra Care Horizon West 9225 Miley Drive Suite 100 Winter Garden FL 34787 Urgent Care Clinic 29 - AdventHealth Centra Care Kissimmee 4320 West Vine Street Kissimmee FL 34746 Urgent Care Clinic 30 - AdventHealth Centra Care Lee Road 2540 Lee Road Winter Park FL 32789 Urgent Care Clinic 31 - AdventHealth Centra Care South Orange 2609 South Orange Avenue Orlando FL 32806 Urgent Care Clinic 32 - AdventHealth Centra Care Ocala 3708 SW College Road Ocala FL 34474 Urgent Care Clinic 33 - AdventHealth Medical Group Orthopedics at 4409 Sun N Lake Boulevard Sebring FL 33872 Outpatient Phys Clinic 34 - AdventHealth Centra Care Brandon 10222 Bloomingdale Avenue Riverview FL 33578 Urgent Care Clinic 35 - AdventHealth Centra Care Lake Mary 2948 West Lake Mary Boulevard Lake Mary FL 32746 Urgent Care Clinic 36 - AdventHealth Centra Care Peds Fairbanks 2325 West Fairbanks Avenue Winter Park FL 32789 Urgent Care Clinic & Ortho Urgent Care 37 - Urgent Care Centers of Brevard County LLC 2335 South Washington Ave Titusville FL 32780 Urgent Care Clinic 38 - AdventHealth Centra Care University 11550 University Boulevard Orlando FL 32817 Urgent Care Clinic 39 - AdventHealth Centra Care Leesburg 1103 North 14th Street Leesburg FL 34748 Urgent Care Clinic 40 - AdventHealth Centra Care Lakeland 3637 US Hwy 98 North Lakeland FL 33809 Urgent Care Clinic 41 - AdventHealth Centra Care Longwood 855 North US Highway 17-92 Longwood FL 32750 Urgent Care Clinic 42 - AdventHealth Centra Care Ocoee 11001 West Colonial Drive Suite 110 Ocoee FL 34761 Urgent Care Clinic 43 - AdventHealth Centra Care Azalea Park 509 South Semoran Boulevard Orlando FL 32807 Urgent Care Clinic 44 - Urgent Care Centers of Brevard County LLC 730 Malabar Road NE Suite B Malabar FL 32950 Urgent Care Clinic 45 - AdventHealth Centra Care Conway 5810 South Semoran Blvd Orlando FL 32822 Urgent Care Clinic 46 - AdventHealth Centra Care Sand Lake 2301 Sand Lake Road Orlando FL 32809 Urgent Care Clinic 47 - AdventHealth Centra Care Clermont Hwy 50 2345 East Highway 50 Clermont FL 34711 Urgent Care Clinic 48 - Urgent Care Centers of Brevard County LLC 6345 N Wickham Rd Suite 101 Melbourne FL 32940 Urgent Care Clinic 49 - AdventHealth Centra Care Peds Lake Mary 105 South Country Club Road Lake Mary FL 32746 Urgent Care Clinic 50 - AdventHealth Centra Care Carrolwood 4001 West Linebaugh Avenue Tampa FL 33624 Urgent Care Clinic 51 - AdventHealth Centra Care Trinity 11826 State Road 54 Odessa FL 33556 Urgent Care Clinic 52 - AdventHealth Primary Care Waterford 885 N Alafaya Trail Unit G04 Orlando FL 32828 Primary Care 53 - AdventHealth Centra Care Citrus Park 6930 Gunn Highway Tampa FL 33625 Urgent Care Clinic 54 - AdventHealth Centra Care Clermont 15701 State Road 50 Suite 101 Clermont FL 34711 Urgent Care Clinic 55 - AdventHealth Centra Care South Tampa 301 North Dale Mabry Highway Tampa FL 33609 Urgent Care Clinic 56 - AdventHealth Primary Care Partin Settleme 2488 E Irlo Bronson Memorial Highway Suite Kissimmee FL 34744 Primary Care 57 - AdventHealth Primary Care Apopka 3030 East Semoran Blvd Suite 264 Apopka FL 32703 Primary Care 58 - AdventHealth Primary Care Winter Garden 3131 Daniels Road Suite 106 Winter Gardens FL 32825 Primary Care 59 - AdventHealth Medical Group Cardiology & Va 463 Carlton Street Wauchula FL 33873 Outpatient Phys Clinic 60 - Urgent Care Centers of Brevard County LLC 105 South Banana River Blvd Cocoa Beach FL 32931 Urgent Care Clinic 61 - AdventHealth Primary Care Sanford 4425 West 1st Street Sanford FL 32771 Primary Care 62 - AdventHealth Primary Care Windermere 4757 The Grove Drive Unit 132 Windermere FL 34786 Primary Care 63 - AdventHealth Primary Care Flamingo Crossi 153 Sugar Belle Drive Suite J Winter Garden FL 34787 Primary Care 64 - AdventHealth Primary Care Clermont Highwa 2349 East Highway 50 Clermont FL 34711 Primary Care 65 - AdventHealth Primary Care Ocoee 11001 West Colonial Dr Suite 120 Ocoee FL 34761 Primary Care 66 - AdventHealth Primary Care at Walgreens La 22829 State Road 54 Land O Lakes FL 34639 Primary Care 67 - AdventHealth Primary Care Port Orange 58210 S Williamson Blvd Suite 205 Port Orange FL 32128 Primary Care 68 - AdventHealth Primary Care Clermont 1919 E Hwy 50 Suite 205 Clermont FL 34711 Primary Care 69 - AdventHealth Primary Care at Walgreens Sp 11180 Spring Hill Drive Spring Hill FL 34609 Primary Care 70 - AdventHealth Primary Care at Walgreens Pa 33670 US Hwy 19 North Palm Harbor FL 34684 Primary Care 71 - AdventHealth Medical Group Promptcare at W 465 Carlton Street Wauchula FL 33873 Outpatient Phys Clinic 72 - AdventHealth Primary Care at Walgreens Br 17511 Bruce B Downs Boulevard Tampa FL 33647 Primary Care 73 - AdventHealth Primary Care at Walgreens Br 128 East Brandon Boulevard Brandon FL 33511 Primary Care 74 - AdventHealth Primary Care at Walgreens We 28115 Wesley Chapel Blvd Wesley Chapel FL 33543 Primary Care 75 - AdventHealth Centra Care Bethune Cookman 633 State Street Daytona Beach FL 32114 Employer Onsite Clinic 76 - AdventHealth Centra Care Lakeland South 6419 South Florida Avenue Suite 109 Lakeland FL 33813 Urgent Care Clinic 77 - AdventHealth Primary Care South Orange 2609 South Orange Avenue Suite 110 Orlando FL 32806 Primary Care 78 - AdventHealth Centra Care Darden Wellness C 1000 Darden Center Drive Orlando FL 32837 Employer Onsite Clinic 79 - AdventHealth Centra Care OCG Wellness C 450 East South Street Orlando FL 32802 Employer Onsite Clinic 80 - AdventHealth Centra Care Siemens On-Site C 4400 North Alafaya Trail MC Q1-240 Orlando FL 32826 Employer Onsite Clinic 81 - AdventHealth Centra Care KSC Vistor Comple Mailcode DNPS State Road 405 Kennedy Space Center FL 32899 Employer Onsite Clinic 82 - AdventHealth Primary Care at Walgreens Da 15602 North Dale Mabry Highway Tampa FL 33618 Primary Care 83 - AdventHealth Primary Care at Walgreens We 8706 West Hillsborough Avenue Tampa FL 33615 Primary Care 84 - AdventHealth Primary Care at Walgreens Te 9202 N 56th St Temple Terrace FL 33617 Primary Care 85 - AdventHealth Primary Care at Walgreens Ne 7420 State Route 54 New Port Richey FL 34653 Primary Care 86 - AdventHealth Hope And Healing Center 212 Eslinger Way Sanford FL 32773 Residential Level 2 Substance Abuse Center & Intensive Outpatient Program 87 - AdventHealth Trina Hidalgo Heart Care Cent 101 South Westmoreland Drive Orlando FL 32805 Community Clinic Part I, Line 3c: Under each Hospital facility's Financial Assistance Policy, an individual is eligible for a 100% reduction from applicable charges if the individual's household income is at or below 250% of the current Federal Poverty Guidelines (FPG). Uninsured patients with household incomes that exceed 250% of the FPG but are less than 401% are granted a 98% discount on applicable balances. Insured patients with out-of-pocket balances with household incomes between 250% and 400% of the FPG may receive a 75% discount from applicable charges. Alternatively, a patient may also qualify for a 100% reduction from charges when the unpaid portion of a patient's bill exceeds 25% of the individual's annual household income and the patient's total annual household income does not exceed 400% of FPG. Medicare recipients may also be eligible for financial assistance under the Hospital's Financial Assistance Policy depending upon the individual's income and resources. Resources are generally defined as assets such as money in checking or savings accounts, stocks, and bonds. Part I, Line 6a: The filing organization was a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) during its current tax year. During the current year, AHSSHC served as a parent organization to 33 tax-exempt 501(c)(3) hospital organizations and a number of other health care facilities that operated in 12 states within the U.S. The system of organizations under the control and ownership of AHSSHC is known as "AdventHealth".All hospital organizations within AdventHealth collect, calculate, and report the community benefits they provide to the communities they serve. AdventHealth organizations exist solely to improve and enhance the local communities they serve. AdventHealth has a system-wide community benefits accounting policy that provides guidelines for its health care provider organizations to capture and report the costs of services provided to the underprivileged and to the broader community. Each AdventHealth hospital facility reports their community benefits to their Board of Directors and strives to communicate their community benefits to their local communities. Additionally, the filing organization's most recently conducted community health needs assessments and associated implementation strategies can be accessed on the filing organization's websites. Part I, Line 7: The amounts of costs reported in the table in line 7 of Part I of Schedule H were determined by utilizing a cost-to-charge ratio derived from Worksheet 2, Ratio of Patient Care Cost-to-Charges, contained in the Schedule H instructions. Part II, Community Building Activities: The costs of community building activities reported on Part II of Schedule H primarily represent the costs associated with commercially sponsored research conducted by one of the organization's hospitals. This one hospital participates in clinical drug and device research that is performed on patients who have a condition or disease for which the eventual commercial use of a drug or device is intended. This research is related to patient care and serves to expand scientific knowledge with respect to potential treatments and cures for various diseases and conditions. The costs of community building activities also include the costs associated with providing education for the filing organization's staff physicians and employees. The filing organization's provision of these educational programs/activities to staff physicians and employees provides an opportunity for health care professionals to enhance their skills and expertise and keep up-to-date with the latest advancements in medical procedures and technology. In addition, training opportunities are often provided on-site at the filing organization's hospital facilities, thereby allowing for health care professionals to be more readily available to assist in meeting immediate patient care needs. Education and training provided to each facility's workforce is vital in assisting health care professionals directly involved in patient care with keeping abreast of the latest developments in their respective areas of expertise, learning possible new and innovative ways of delivering care to patients, and understanding the newest technologies available for the treatment of patients. The remainder of the costs incurred stem from the hospitals' involvement in and support of various other community agencies in its service area that work collaboratively to help those in need and to improve the health and safety of the residents of the community. The organization's hospitals participate with a number of other community organizations to address the healthcare needs of all its communities. Both cash and in-kind donations are made annually to various local charitable organizations. Part III, Line 2: The amount of bad debt expense reported on line 2 of Section A of Part III is recorded in accordance with Healthcare Financial Management Association Statement No. 15. Discounts and payments on patient accounts are recorded as adjustments to revenue, not bad debt expense. Part III, Line 3: Methodology for Determining the Estimated Amount of Bad Debt Expense that May Represent Patients who Could Have Qualified under the Filing Organization's Financial Assistance Policy:Uninsured and insured patients may apply for financial assistance by completing a Financial Assistance Application Form (FAA Form). If an uninsured individual does not submit a completed FAA Form within 240 days of receiving their first post-discharge billing statement, they may still be considered for presumptive eligibility. This determination can be made through the use of third-party scoring tools, which classify patients into groups based on economic means. Using the scoring results, individuals may be deemed eligible for financial assistance. In such cases, a percentage of their account balance can be discounted in accordance with the filing organization's Financial Assistance Policy. Depending on the determination, a nominal portion of the patient's bill may be written off as bad debt expense, while the remaining balance is classified as charity. The amount categorized as bad debt expense for patients who qualify under presumptive eligibility guidelines is reported on line 3 of Section A in Part III. The filing organization recognizes that some patients may face barriers that prevent them from completing an application within the 240-day financial assistance period. These barriers may include lack of cooperation or extenuating circumstances beyond the patient's control. To address such situations, the filing organization partners with an Internal Revenue Code Section 501(c)(3) third-party organization to forgive debt once a patient's account has completed the bad debt process. This ensures that individuals facing genuine hardship still have access to financial relief, even if they are unable to comply fully with the formal FAA process. Rationale for Including Certain Bad Debts in Community Benefit:The filing organization is dedicated to the view that medically necessary health care for emergency and non-elective patients should be accessible to all, regardless of age, gender, geographic location, cultural background, physician mobility, or ability to pay. The filing organization treats emergency and non-elective patients regardless of their ability to pay or the availability of third-party coverage. By providing health care to all who require emergency or non-elective care in a non-discriminatory manner, the filing organization is providing health care to the broad community it serves. As a 501(c)(3) hospital organization, the filing organization maintains one or more 24/7 emergency room(s) providing care to all whom present. When a patient's arrival and/or admission to the facility begins within the Emergency Department, triage and medical screening are always completed prior to registration staff proceeding with the determination of a patient's source of payment. If the patient requires admission and continued non-elective care, the filing organization provides the necessary care regardless of the patient's ability to pay. The filing organization's operation of a 24/7 Emergency Department that accepts all individuals in need of care promotes the health of the community through the provision of care to all whom present. Current Internal Revenue Service guidance that tax-exempt hospitals maintain such emergency rooms was established to ensure that emergency care would be provided to all without discrimination. The treatment of all at the filing organization's Emergency Department is a community benefit. Under the filing organization's Financial Assistance Policy, every effort is made to obtain a patient's necessary financial information to determine eligibility for financial assistance. However, not all patients will cooperate with such efforts and a financial assistance eligibility determination cannot be made based upon information supplied by the individual. In this case, a patient's portion of a bill that remains unpaid for a certain stipulated time period is wholly or partially classified as bad debt. Bad debts associated with patients who have received care through the filing organization's Emergency Departments should be considered community benefit as charitable hospitals exist to provide such care in pursuit of their purpose of meeting the need for emergency medical care services available to all in the community. Part III, Line 4: Financial Statement Footnote Related to Accounts Receivable and Allowance for Uncollectible Accounts:The financial information of the filing organization is included in a consolidated audited financial statement for the current year.The applicable footnote from the attached consolidated audited financial statements that addresses accounts receivable, the allowance for uncollectible accounts, and the provision for bad debts can be found on pages 8 - 10. Please note that dollar amounts on the attached consolidated audited financial statements are in thousands. Part III, Line 8: Costing Methodology: Medicare allowable costs were calculated using a cost-to-charge ratio. Rationale for Including a Medicare Shortfall as Community Benefit:As a 501(c)(3) organization, the filing organization provides emergency and non-elective care to all regardless of ability to pay. All hospital services are provided in a non-discriminatory manner to patients who are covered beneficiaries under the Medicare program. As a public insurance program, Medicare provides a pre-established reimbursement rate/amount to health care providers for the services they provide to patients. In some cases, the reimbursement amount provided to a hospital may exceed its costs of providing a particular service or services to a patient. In other cases, the Medicare reimbursement amount may result in the hospital experiencing a shortfall of reimbursement received over costs incurred. In those cases where an overall shortfall is generated for providing services to all Medicare patients, the shortfall amount should be considered as a benefit to the community. Tax-exempt hospitals are required to accept all Medicare patients regardless of the profitability, or lack thereof, with respect to the services they provide to Medicare patients. The population of individuals covered under the Medicare program is sufficiently large so that the provision of services to the population is a benefit to the community and relieves the burdens of government. In those situations where the provision of services to the total Medicare patient population of a tax-exempt hospital during any year results in a shortfall of reimbursement received over the cost of providing care, the tax-exempt hospital has provided a benefit to a class of persons broad enough to be considered a benefit to the community. Despite a financial shortfall, a tax-exempt hospital must and will continue to accept and care for Medicare patients. Typically, tax-exempt hospitals provide health care services based upon an assessment of the health care needs of their community as opposed to their taxable counterparts where profitability often drives decisions about patient care services that are offered. Patient care provided by tax-exempt hospitals that results in Medicare shortfalls should be considered as providing a benefit to the community and relieving the burdens of government. Reconciliation of Schedule H Reported Medicare Surplus/(Shortfall) to Unreimbursed Medicare Costs Associated with the Provision of ServicesTo All Medicare Beneficiaries: The Medicare revenue and allowable costs of care reported in Section B of Part III of Schedule H are based upon the amounts reported in the filing organization's Medicare cost report in accordance with the IRS instructions for Schedule H. On an annual basis, the filing organization also determines its total unreimbursed costs associated with providing services to all Medicare patients. Unreimbursed costs are considered a community benefit to the elderly and are combined into an annual Community Benefit Statement prepared by AdventHealth. The primary reconciling items between the Medicare surplus/(shortfall) shown on line 7 of Section B of Part III of Schedule H and the filing organization's unreimbursed costs of services provided to all Medicare patients are as follows: - Medicare surplus/(shortfall) shown on line 7 of Section B of Schedule H: $(130,874,819) - Difference in costing methodology: 19,022,122 - Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (359,221,335) ------------- Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $(471,074,032) As indicated above, the primary differences between the Medicare surplus/(shortfall) reported on Schedule H, Part III, Section B, line 7 and the filing organization's portion of the Company's annual community benefit statement is due to a difference in the costing methodology and differences in the population of Medicare patients within the calculation. The cost methodology utilized in calculating any Medicare surplus/(shortfall) for purposes of the annual community benefit reporting is based upon the cost-to-charge ratio outlined in Worksheet 2 of the Schedule H instructions. The same cost-to-charge ratio is used to determine the costs associated with services provided to charity care patients and Medicaid patients as reported in Schedule H, Part I, line 7. In addition, the Medicare cost report excludes services provided to Medicare patients for physician services, services provided to patients enrolled in Medicare HMOs, and certain services provided by outpatient departments of the filing organization that are reimbursed on a fee schedule. The Company's own community benefit statement captures the unreimbursed cost of providing services to all Medicare beneficiaries throughout the organization. Part III, Line 9b: The hospital filing organization's collection practices are in conformity with the requirements set forth in the 2014 Final Regulations regarding the requirements of Internal Revenue Code Section 501(r)(4)-(r)(6). No extraordinary collection actions (ECA's) are initiated by the hospital filing organization in the 120-day period following the date after the first post-discharge billing statement is sent to the individual (or, if later, the specified deadline given in a written notice of actions that may be taken, as described below). Individuals are provided with at least one written notice (notice of actions that may be taken) and a copy of the filing organization's Plain Language Summary of the Financial Assistance Policy that informs the individual that the hospital filing organization may engage in certain specific ECAs, including the selling of debt to a third party, if the individual does not submit a Financial Assistance Application Form (FAA Form) or pay the amount due by a specified deadline. The specified deadline is not earlier than 120 days after the first post-discharge billing statement is sent to the individual and is at least 30 days after the notice is provided. A reasonable attempt is also made to orally notify an individual about the filing organization's Financial Assistance Policy and how the individual may obtain assistance with the Financial Assistance application process. If an individual submits an incomplete FAA Form during the 240-day period following the date on which the first post-discharge billing statement was sent to the individual, the hospital filing organization suspends any ECA's and provides a written notice to the individual describing what additional information or documentation is needed to complete the FAA Form. This written notice contains contact information including the telephone number and physical location of the hospital facility's office or department that can provide information about the Financial Assistance Policy, as well as contact information of the hospital facility's office or department that can provide assistance with the financial assistance application process or, alternatively, a nonprofit organization or governmental agency that can provide assistance with the financial assistance application process if the hospital facility is unable to do so. If an individual submits a complete FAA Form within a reasonable time-period as set forth in the notice described above, the hospital filing organization will take all available measures to reverse any ECAs against the individual and will notify the individual in writing within 60 days after receiving the complete FAA Form of the eligibility determination and the basis for the determination. Part VI, Line 2: As reported in Schedule H, Part V, Section B, the filing organization's hospital facilities conduct their community health needs assessments (CHNAs) every three years. Their 2022 CHNAs were adopted by all hospital governing boards by December 31, 2022, the end of the filing organization's taxable year in which the CHNAs were conducted. All of the filing organization's hospital facilities' CHNAs complied with the guidance set forth by the IRS in Final Regulation Section 1.501(r)-3. In addition to the CHNAs discussed above, a variety of practices and processes are in place to ensure that the filing organization is responsive to the health needs of all of its communities. Such practices and processes involve the following:1. Hospitals' operating/community boards composed of individuals broadly representative of the community, community leaders, and those with specialized medical training and expertise;2. Post-discharge patient follow-up related to the on-going care and treatment of patients who suffer from chronic diseases; 3. Sponsorship and participation in community health and wellness activities that reach a broad spectrum of the filing organization's hospital communities; and 4. Collaboration with other local community groups to address the health care needs of the filing organization's hospital communities. Part VI, Line 3: The Financial Assistance Policy (FAP), Financial Assistance Application Form (FAA Form), and the Plain Language Summary of the Financial Assistance Policy (PLS) of the filing organization's hospital facilities are transparent and available to all individuals served at any point in the care continuum. The FAP, FAA Form, PLS, and contact information for the hospital facilities' financial counselors are prominently and conspicuously posted on the filing organization's hospital facilities' websites. Each hospital facility's website indicates that a copy of the FAP, FAA Form, and PLS is available and how to obtain such copies in the primary languages of any populations with limited proficiency in English that constitute the lesser of 1,000 individuals or 5% of the members of the community served by the relevant hospital facility (referred to below as LEP defined populations). Signage is displayed in public locations of the filing organization's hospital facilities, including at all points of admission and registration and the Emergency Department. The signage contains each hospital facility's website address where the FAP, FAA Form, and PLS can be accessed and the telephone number and physical location that individuals can call or visit to obtain copies of the FAP, FAA Form and PLS or to obtain more information about the hospital facility's FAP, FAA Form and PLS. Paper copies of each hospital facility's FAP, FAA Form and PLS are available upon request and without charge, both in public locations in the hospital facility and by mail. Paper copies are made available in English and in the primary languages of any LEP defined populations. The filing organization's hospital facilities' financial counselors seek to provide personal financial counseling to all individuals admitted to the hospital facilities who are classified as self-pay during the course of their hospital stay or at time of discharge to explain the FAP and FAA Form and to provide information concerning other sources of assistance that may be available, such as Medicaid. A paper copy of each hospital facility's PLS will be offered to every patient as a part of the intake or discharge process. A conspicuous written notice is included on all billing statements sent to patients that notifies and informs recipients about the availability of financial assistance under the filing organization's financial assistance policy, including the following: 1) the telephone number of the hospital facilities' office or department that can provide information about the FAP and the FAA Form; and 2) the website address where copies of the FAP, FAA Form and PLS may be obtained. Reasonable attempts are made to inform individuals about the hospital facilities' FAP in all oral communications regarding the amount due for the individual's care. Copies of the PLS are distributed to members of each hospital facility's community in a manner reasonably calculated to reach those members of the community who are most likely to require financial assistance. Part VI, Line 4: See Part VI, Line 4 footnote below. Part VI, Line 5: The provision of community benefit is central to the filing organization's mission of service and compassion. Restoring and promoting the health and quality of life of those in the communities served by the filing organization is a function of "extending the healing ministry of Christ and embodies the filing organization's commitment to its values and principles. The filing organization commits substantial resources to provide a broad range of services to both the underprivileged as well as the broader community. In addition to the community benefit and community building information provided in Parts I, II and III of this Schedule H, the filing organization captures and reports the benefits provided to its community through faith-based care. Examples of such benefits include the cost associated with chaplaincy care programs and mission peer reviews and mission conferences. During the current year, the filing organization provided $12,738,744 of benefit with respect to the faith-based and spiritual needs of the communities it serves in conjunction with its operation of community hospitals. The filing organization also provides benefits to its communities' infrastructure by investing in capital improvements to ensure that facilities and technology provide the best possible care. During the current year, the filing organization expended $500,356,909 in new capital improvements.As faith-based mission-driven community hospitals, the filing organization is continually involved in monitoring its communities, identifying unmet health care needs and developing solutions and programs to address those needs. In accordance with its conservative approach to fiscal responsibility, surplus funds of the Hospitals are continually being invested in resources that improve the availability and quality of delivery of health care services and programs to its communities. Part VI, Line 6: The filing organization is a part of a faith-based healthcare system of organizations whose parent is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). The system is known as AdventHealth. AHSSHC is an organization exempt from federal income tax under IRC Section 501(c)(3). AHSSHC and its subsidiary organizations operate 51 hospitals throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate other ancillary health care provider facilities, such as ambulatory surgery centers and diagnostic imaging centers. As the parent organization of AdventHealth, AHSSHC provides executive leadership and other professional support services to its subsidiary organizations. Professional support services include among others IT, corporate compliance, legal, reimbursement, risk management, and tax as well as treasury functions. Certain support services, such as human resources, payroll, A/P, and supply chain management are provided pursuant to a shared services model by AHSSHC to its subsidiary organizations. The provision of these executive and support services on a centralized basis by AHSSHC provides an appropriate balance between providing each AdventHealth subsidiary hospital organization with mission-driven consistent leadership and support while allowing the hospital organization to focus its resources on meeting the specific health care needs of the community it serves. The reader of this Form 990 should keep in mind that this reporting entity may differ in certain areas from that of a stand-alone hospital organization due to its inclusion in a larger system of healthcare organizations. As a part of a system of hospital and other health care organizations, the filing organization benefits from reduced costs due to system efficiencies, such as large group purchasing discounts, and the availability of internal resources such as internal legal counsel. The filing organization pays a management fee to AHSSHC for the services provided by AHSSHC. As a result, management fee expense reported by the filing organization may appear greater in relation to management fee expense that may be reported by a single stand-alone hospital. The single stand-alone hospital would likely report costs associated with management and other professional services on various expense line items in its statement of revenue and expense as opposed to reporting such costs in one overall management fee expense. As the reporting of the Form 990 is done on an entity-by-entity basis, there is no single Form 990 that captures the programs and operations of AdventHealth as a whole. The reader is directed to visit the website of AdventHealth at www.adventhealth.com to learn more about the mission and operations of the filing organization. Part VI, Line 4: In 2024, the filing organization operated 3 separately licensed hospitals that together encompassed 11 separate campus locations and 9 off-site emergency departments. The hospitals are located in Florida. A description of each hospital and the communities they serve is described below.Facility Reporting Group - AAdventist Health System/Sunbelt, Inc.:AdventHealth's Central Florida Division consists of a 3,289-bed medical complex in Central Florida with eight separate hospital campuses and nine off-site emergency departments (the Hospitals) that operate under a single hospital license. The Hospitals serve the residents of Central Florida (primarily serving the residents of Orange, Osceola, Seminole and Lake County) but also draw patients from other parts of the Southeastern United States, the Caribbean and South America. The 8-campus health system is the largest healthcare provider in Central Florida with more than 2 million patient visits per year and is the nation's largest Medicare provider. It is the second largest employer in the area.The main campus of AdventHealth's Central Florida Division is located in Orlando, Florida (Orange County) near the downtown area. The other 7 campuses are located in surrounding communities in the counties of Orange, Osceola, and Seminole. In addition to operating the 8 hospitals, it also operates 59 full-service urgent care clinics in convenient community settings.During 2024, the patient percentage population for the eight campuses was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2024, about 75.5% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 43.9% - Medicaid Patients 11.2% - Self-Pay Patients 4.7%The demographic makeup of the communities served and a brief description of each of the hospital campuses is described below: Lake Orange Osceola Seminole - Population 383,956 1,429,908 388,656 470,856 (2020 Data) - Population Over 65 26.5% 11.6% 13.0% 15.2% (2019 Data) - Poverty (Below 100% FPL) 12.0% 14.9% 14.8% 10.6% (2015-2019 Data) - High School Graduation Rate 89.5% 88.5% 86.7% 94.3% (2015-2019 Data) - Uninsured Adults 10.6% 13.3% 13.2% 9.5% (2016-2020 Data) - Food Insecurity Rate 13.9% 14.2% 14.6% 11.9% (2021 Data)*AdventHealth Orlando (Orange County) - At the core of AdventHealth's Central Florida Division, AdventHealth Orlando (AHO) is a 1,355-bed acute-care tertiary hospital. AHO is home to the nationally recognized Centers of Excellence for cancer, cardiology, children's health, diabetes, neuroscience, orthopedics, transplant and global robotics. AdventHealth Orlando houses one of the largest Emergency Departments and cardiac catheterization labs in the country and is one of the busiest hospitals in the nation. The campus also includes a state-of-the-art Cardiac Diagnostic Center, featuring 16 Cath and electro physiology (EPS) Labs, and an inpatient Hospice unit.Additionally, AHO houses the Translational Research Institute, a 54,000 square-foot facility devoted to the study of obesity and metabolic origins of cardiovascular disease with the aim of developing new treatments to battle diabetes and obesity. AHO also serves as a teaching hospital for family medicine, allopathic and osteopathic tracts, emergency medicine, neuromusculoskeletal medicine, general surgery, podiatric medicine and surgery, and internal medicine. As one of the premier health systems in the nation, AHO sets the standard for innovation, quality, and comprehensive care.AdventHealth for Women at Orlando is a 12-story hospital located on the Orlando campus. The first floor houses the Breastfeeding Center, parent education classroom as well as obstetrical triage and registration. The facility includes 72 mother-baby rooms and high-risk OB rooms, 14 labor and delivery suites, 13 operating rooms, 82 NICU beds, 104 oncology beds which include GYN oncology, medical oncology, 32-bed ICU capable BMT unit, and a 36-bed thoracic pulmonary unit.Also located on the AHO Campus is the Walt Disney Pavilion at AdventHealth for Children. The Walt Disney Pavilion is not a stand-alone facility but rather a 7-story, 198-bed tower located on AHO's campus, which includes pediatric beds located on the 5th, 6th and 7th floors. It is a full-service facility served by more than 102 pediatric specialists and a highly trained pediatric team of more than 1000 employees. The Walt Disney Pavilion at AdventHealth for Children delivers a complete range of pediatric health services for younger patients including advanced surgery, oncology, neurosurgery, cardiology and transplant services; full-service pediatrics; and an innovative health and obesity platform.*AdventHealth Altamonte (Seminole County) - AdventHealth Altamonte is a 389-bed facility, which has recently doubled in size with a new patient tower to better serve a busy community. AdventHealth Altamonte was the first "satellite" hospital, built in 1973 on what was then pastureland, miles from the nearest business district. Located north of Orlando in fast-growing Seminole County, AdventHealth Altamonte is the second largest satellite campus within AdventHealth's Central Florida Division. In addition to maternity, pediatric, NICU, emergency, medical and surgical services, the hospital operates the Martin Andersen Cancer Center (along with the region's only Cancer Resource Library), a heart catheterization lab, and a comprehensive outpatient program which includes surgery, diagnostics, and medical treatment programs. In 2014, the Mother Baby Unit was expanded to provide a 15-bed CDU, 10 new LDR rooms, 6 triage rooms, and a new C-section operating room and recovery unit. In 2018, a 10-bed Level II Neonatal Intensive Care Unit (NICU) was added. *** see continuation of footnote Part VI, Line 4 Continuation of Footnote: Facility Reporting Group - ADescription of Community Information - Continued*AdventHealth Apopka (Orange County) - In 1975, AdventHealth Apopka became the second satellite hospital. For over four decades, AdventHealth Apopka has set the standard in hometown health care by providing high-tech, quality care with a personalized touch. In December 2017, construction was completed on a $203 million replacement facility located approximately three miles from the existing facility. The new, 320,000 square foot facility was built on a 71-acre site. Five of the seven floors have been built out with the remaining two floors to be shelled in for future expansion. The 158-bed facility includes intensive care, emergency medicine, endoscopy, outpatient, diagnostic, respiratory, and rehabilitation services.*AdventHealth Celebration (Osceola County) - AdventHealth Celebration is a cornerstone of Disney's planned community in Celebration, Florida. Today, this 357-bed acute care hospital delivers a state-of-the-art healing environment to residents of Osceola, Orange, Polk and Lake Counties, as well as to visitors from across the United States and the world. Since its creation, AdventHealth Celebration has been about promoting health and wellness as well as healing. Inside the resort-style hospital there is a wellness center, complete with workout area, pool, and rehabilitation facility. AdventHealth Celebration also houses the Global Robotics Institute, which provides patients with access to some of the most experienced robotic surgeons in the world. The Nicholson Center for Surgical Advancement also is a location where surgeons from around the world travel to learn the latest robotic surgery techniques. The Institute for Interactive Patient Care is a 54,000 square-foot facility with 60 licensed beds and was the first of its kind in the nation where physicians can study everything from new patient safety technology to the impact of changing communication with patients about their care. In 2013, a four-story medical office building was added in which the Women's Institute is situated. In 2014, a new 5th floor inpatient 32 bed state-of-the art medical/surgical unit was added. In 2018, two inpatient surgical cardiovascular ORs were added. In 2020, a five-story, 166,000 square foot tower was added which, in addition to 80 new acute care beds, includes a state-of-the art unit featuring six Cath labs and two cardiac operating rooms. The expansion allowed for the launch of comprehensive stroke care, which includes 24/7 emergency neurosurgery and interventional neurosurgery. AdventHealth Celebration offers services in cancer, digestive health, neuroscience, weight-loss services and surgery, orthopedic health, spine health, thoracic surgery, women's and men's health, robotic-assisted surgeries, and imaging diagnostics. *AdventHealth East Orlando (Orange County) - AdventHealth East Orlando is an innovative local leader that fills a vital need in a fast-growing area. A recent 200,000 square-foot expansion project upgraded the Hospital to 295 beds, with a spacious patient tower and 80 new private rooms designed to enhance the holistic care experience. In 2014, an expanded ED provided 60 new treatment rooms. AdventHealth East Orlando includes a teaching hospital with residencies in family medicine, podiatry, and emergency medicine. The campus is also home to an outpatient surgery center, a hospital-based Center for Medical Simulation and Education, a Cancer Institute featuring state-of-the-art technology for radiation oncology and a dedicated infusion center, as well as a 12-bed Children's Emergency Center. Alongside having one of the largest emergency rooms in Central Florida, other services include cardiovascular, pulmonary, and digestive health, orthopedics and rehabilitation, ear/nose/throat, andrology, and urology. The Hospital also meets the diverse needs of its growing community at its brand-new, freestanding emergency room, AdventHealth Waterford Lakes ER, which offers hospital-based ER services by board-certified emergency physicians, critical care nurses, and stroke and chest pain experts. *AdventHealth Kissimmee (Osceola County) - AdventHealth Kissimmee is a 282-bed community-focused hospital, conveniently located near Walt Disney World. The team located at AdventHealth Kissimmee is dedicated to bringing mission-focused, faith-based care to residents and visitors of Osceola and Orange Counties. This facility has recently expanded to include a new medical office building, patient tower, new main entrance, an expanded Emergency Department and a parking garage. The three-story patient tower includes private patient rooms and a host of modern amenities and technologies. Services offered include cardiovascular services, orthopedics and rehabilitation, neuroscience, cancer, diabetes, gastroenterology, emergency services, urology, and imaging resources.*AdventHealth Winter Garden (Orange County) - AdventHealth Winter Garden officially opened the inpatient pavilion May 2022, to serve the residents of Winter Garden and West Orange County. The $229.5 million five-story tower currently has 80 beds and complements the existing 24-bed emergency department and medical office building. The hospital was designed to provide patients with a feeling of home and includes details such as single-occupancy rooms and private bathrooms, large windows that allow more natural light, an outdoor courtyard for patients and family to get sunshine and fresh air, and an indoor dining area with an array of food options so patients can access comfort food prepared in a healthier way. The tower also includes some high-tech features including a centralized patient monitoring system, a full-service lab, seven surgery rooms and a dedicated imaging level. In addition to emergency services, the tower provides several new services, such as advanced gynecology, cardiology, gastroenterology, general surgery, neurology, spine health and urology. *AdventHealth Winter Park (Orange County) - AdventHealth Winter Park is a 373-bed facility that is a model of community health and wellness. The facility boasts spacious patient care areas and a full spectrum of specialties and services, including the Dr. P. Phillips Baby Place (with Level II NICU), AdventHealth Orthopedic Institute, and state-of-the-art surgery, recovery and rehabilitation at the AdventHealth Cancer Institute. In 2019, the new 5-story Nicholson Pavilion opened, adding 80 all-private rooms to the AdventHealth Winter Park campus. AdventHealth Winter Park has the Central Florida Region's only senior-friendly emergency room. Services offered at AdventHealth Winter Park include cancer, cardiovascular, digestive health, women's health, neuroscience, ophthalmology, orthopedics and rehabilitation, urology, and sports medicine. The Hospital also provides timely, convenient and quality emergency care at its state-of-the-art freestanding emergency room, AdventHealth Oviedo ER, which is staffed with physicians trained to provide medical treatments for adults and children. *** see continuation of footnote Part VI, Line 4 Continuation of Footnote: Facility Reporting Group - ADescription of Community Information - ContinuedAdventist Health System/Sunbelt, Inc. dba AdventHealth Sebring:AdventHealth Sebring is comprised of three separate hospital campuses with a total of 229 beds. Two of the hospital campuses are located in Highlands County, Florida and operate under a single hospital license and the third separately licensed campus is located in Hardee County, Florida. Highlands and Hardee counties are in the south central areas of Florida and are adjacent to each other.During 2024, the patient percentage population for all three campuses of AdventHealth Sebring was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2024, about 74.5% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 62.7% - Medicaid Patients 10.4% - Self-Pay Patients 4.5%*AdventHealth Sebring (Highlands County) - The main 171-bed hospital facility, located in north Sebring, was opened in 1998 to serve the Florida Heartland region which includes Highlands County and five surrounding inland, non-metropolitan counties. AdventHealth Sebring has key service lines, including a heart & vascular center, Cancer Institute, Breast Care Center, Blessed Beginnings Birthing Center, and Emergency Services. The Hospital has also established a retail pharmacy and Orthopedic unit. AdventHealth Sebring is on the cutting edge of technology in Highlands County, being the only Orthopedic program to use the MAKOplasty Robot and only Surgical Services Program to use the da Vinci Robot. The Hospital has received recognition for its patient safety, orthopedics, heart care, and as a breast imaging center of excellence. The Hospital has been recognized and received an "A" from the Leapfrog Group in patient safety.The demographic makeup of AdventHealth Sebring's community is as follows: - Population 108,442 - Population Over 65 32.3% - Poverty (Below 100% FPL) 16.9% - High School Graduation Rate 82.4% - Uninsured Adults 12.3% - Food Insecurity Rate 17.6% - Pop. with Low Food Access 44.5%*AdventHealth Lake Placid (Highlands County) - This satellite facility houses 33 medical and surgical beds, and provides a wide range of services that are highly sophisticated for a small community hospital. This campus also specializes in inpatient geriatric psychiatric services within Highlands and Hardee counties. The need for behavioral health services is extreme in both counties since there is no other program closer than sixty miles. AdventHealth Lake Placid has received national recognition in patient safety, ultrasound and computed tomography (CT), and Emergency Department (ED) areas. To better meet the needs of Highlands County, the Hospital offers a Wellness Center, along with educational classes, for the community. Key service lines include ER, ICU and the Medical Surgical Unit. AdventHealth Lake Placid is on the leading edge of technology in Highlands County as the only Hospital to utilize virtual and room sterilization technology.The demographic makeup of AdventHealth Lake Placid's community is as follows: - Population 64,751 - Population Over 65 27.2% - Poverty (Below 100% FPL) 20.2% - High School Graduation Rate 80.7% - Uninsured Adults 12.3% - Food Insecurity Rate 18.0% - Pop. with Low Food Access 43.4% *AdventHealth Wauchula (Hardee County) - Built at a new location in 2017, this campus is licensed for 25 beds and specializes in emergency and outpatient care, while offering excellent medical inpatient services. The Hospital contains the only ER in Hardee County. AdventHealth Wauchula offers many inpatient and outpatient services, including physical & occupational therapy, a transitional care unit, medical surgical swing unit, and the only mammography unit in Hardee County, the Linda Adler Mammography Center. In 2019, AdventHealth Wauchula opened a Wellness Center to better meet the health needs of Hardee County. The Hospital has been recognized as a Top Rural Hospital by The Leapfrog Group and best hospital for patient safety. The demographic makeup of AdventHealth Wauchula's community is as follows: - Population 113,160 - Population Over 65 31.6% - Poverty (Below 100% FPL) 17.5% - High School Graduation Rate 83.0% - Uninsured Adults 12.4% - Food Insecurity Rate 17.6% - Pop. with Low Food Access 45.3% Part VI, Line 7: The filing organization does not file an annual community benefit report with any state agencies. 1 AdventHealth Foundation Inc 900 Hope Way Altamonte Springs FL 32714 592219301 501(c)(3) 3478462 1471990 Book Other General Support Ali's Hope Foundation Inc 1180 Spring Centre S Blvd Ste 210 Altamonte Springs FL 32714 461222839 501(c)(3) 7500 0 General Support Alzheimer's & Dementia Resource Center Inc 1410A Gene Street Winter Park FL 32789 592496511 501(c)(3) 8250 0 General Support American Cancer Society Inc 270 Peachtree Street Suite 1300 Atlanta GA 30303 131788491 501(c)(3) 120000 0 General Support American College of Obstetricians and Gynecologists 409 12th St SW Washington DC 200242188 900489809 501(c)(6) 14200 0 General Support American Diabetes Association Inc 1101 N Lake Destiny Rd Maitland FL 327517105 131623888 501(c)(3) 100000 0 General Support American Heart Association Inc 10460 Roosevelt Blvd N 306 St Petersburg FL 33716 135613797 501(c)(3) 261186 0 General Support American Muslim Social Services Inc 588 S Wilma Street Longwood FL 32750 814681715 501(c)(3) 50000 0 General Support AMIKids Inc (Group) 5915 Benjamin Center Drive Tampa FL 33634 592878383 501(c)(3) 45000 0 General Support Aspire Health Partners Inc 5151 Adanson St Orlando FL 32804 592301233 501(c)(3) 389208 0 General Support Boy Scouts of America Inc Central Florida Council 1951 S Orange Blossom Tr Ste 102 Apopka FL 327037747 590624376 501(c)(3) 28250 0 General Support Boys & Girls Clubs of America 1275 Peachtree Street NE Atlanta GA 303093506 135562976 501(c)(3) 16850 0 General Support Boys Town Central Florida Inc 975 Oklahoma Street Oviedo FL 32765 200654235 501(c)(3) 8500 0 General Support Camp Kesem National 440 N Barranca Avenue Ste 2273 Cobina CA 91723 510454157 501(c)(3) 10000 0 General Support Celebration Foundation Inc 610 Sycamore Street Ste 110 Celebration FL 34747 593370753 501(c)(3) 40000 0 General Support Center for Independent Living in Central Florida Inc 720 N Denning Dr Winter Park FL 32789 591828770 501(c)(3) 16000 0 General Support Center for Multicultural Wellness and Prevention Inc 1685 Lee Road Ste 200 Winter Park FL 327892235 593368679 501(c)(3) 10000 0 General Support Central Florida Family Health Center Inc dba True Health 4930 E Lake Mary Blvd Sanford FL 327716012 591741286 501(c)(3) 1304354 0 General Support Central Florida Health Care Coalition Inc 5717 Red Bug Lake Road Suite 118 Winter Springs FL 32708 592500692 501(c)(3) 10000 0 General Support Central Florida Hope Center Inc 1010 South Dillard St Winter Garden FL 34787 843325902 501(c)(3) 10000 0 General Support Central Florida Pediatric Society Inc 1890 State Road 436 215 Winter Park FL 32804 237422278 501(c)(3) 10000 0 General Support Change 4 Kids Inc 527 East Park Avenue Tallahassee FL 32301 993236963 501(c)(3) 10000 0 General Support Children's Safety Village of Central Florida Inc 910 Fairvilla Rd Orlando FL 32808 592898030 501(c)(3) 5500 0 General Support Christ the King Episcopal Church 26 Willow Dr Orlando FL 32807 590791009 501(c)(3) 20000 0 General Support Christian Service Center for Central Florida Inc 808 West Central Blvd Orlando FL 32805 591353031 501(c)(3) 15000 0 General Support City of Apopka 11 North Forest Ave Apopka FL 32703 596000265 Gov't 50000 0 General Support Coalition for Health AI Inc 200 1st Street SW Rochester MN 55905 990855900 501(c)(6) 50000 0 General Support Coalition for the Homeless of Central Florida Inc 18 N Terry Ave Orlando FL 32801 592814255 501(c)(3) 40000 0 General Support Community Health Centers Inc 110 S Woodland Street Winter Garden FL 34787 591480970 501(c)(3) 2732000 0 General Support Creation Development Foundation Inc 599 Celebration Place Celebration FL 34747 453411581 501(c)(3) 30000 0 General Support Cristo Rey Orlando High School Inc 605 Commonwealth Ave Orlando FL 32803 880636796 501(c)(3) 3000000 0 General Support Daves House Inc 9152 Point Cypress Dr Orlando FL 32836 270533943 501(c)(3) 25000 0 General Support Easter Seals Florida Inc 2010 Crosby Way Winter Park FL 32792 590637848 501(c)(3) 12500 0 General Support Edible Education Experience Inc 26 E King St Orlando FL 32804 465655482 501(c)(3) 30000 0 General Support Family Promise of Greater Orlando Inc 1000 Clay Street Winter Park FL 32789 593679904 501(c)(3) 7500 0 General Support Fetal Heart Society Inc 1935 County Road B2 STE 165 Roseville MN 55113 472144989 501(c)(3) 7500 0 General Support Find Feed & Restore Inc 830 W Montrose Street Clermont FL 34711 863070194 501(c)(3) 33000 0 General Support Florida Conference of Seventh-day Adventists 351 S State Rd 434 Altamonte Springs FL 32714 741484359 501(c)(3) 50000 0 General Support Florida Leadership Venture dba Elevate Orlando PO Box 940633 Maitland FL 32794 263330456 501(c)(3) 20000 0 General Support Florida Senior Housing Initiative Inc 10151 Deerwood Park Blvd Bld 300 St 300 Jacksonville FL 32256 931704402 501(c)(3) 11442800 0 General Support Foundation for Orange County Public Schools 445 W Amelia St Ste 901 Orlando FL 32801 592788435 501(c)(3) 73661 0 General Support Foundation for Orlando's Future Inc 200 South Orange Ave No 200 Orlando FL 32801 593678634 501(c)(3) 200000 0 General Support Foundation for Seminole State College of Florida Inc 1055 AAA Drive Heathrow FL 32746 237033822 501(c)(3) 1000000 0 General Support Frontline Outreach Inc 3032 Monte Carlo Trail Orlando FL 32805 237227148 501(c)(3) 50000 0 General Support Get Cooking Inc 8821 Arrabida Lane Orlando FL 32836 882499157 501(c)(3) 15000 0 General Support Ginsburg Family Foundation Inc 700 West Morse Blvd Suite 105 Winter Park FL 32789 043624306 501(c)(3) 10000 0 General Support Grace Medical Home Inc 1417 E Concord St Orlando FL 32803 261817966 501(c)(3) 250000 0 General Support Grow Healthy Kids Inc 419 S Park Avenue Sanford FL 32771 810912291 501(c)(3) 10000 0 General Support Habitat for Humanity Greater Orlando and Osceola County Inc 4116 Silver Star Road Orlando FL 32808 592789167 501(c)(3) 6200 0 General Support Habitat for Humanity of Seminole Co & Greater Apopka Florida Inc PO Box 181010 Casselberry FL 32718 593034059 501(c)(3) 40000 0 General Support Hand in Hand Lake County Inc 125 W Lakeview Ave Eustis FL 32726 465008502 501(c)(3) 25000 0 General Support Harbor House of Central Florida Inc PO Box 680748 Orlando FL 32868 591712936 501(c)(3) 40000 0 General Support Harvest Time International Inc 225 Harvest Time Dr Sanford FL 32771 541698630 501(c)(3) 10000 0 General Support Health Care Center for the Homeless Inc 234 North Orange Blossom Trail Orlando FL 32805 593185020 501(c)(3) 100000 0 General Support Healthy Start Coalition of Osceola County Inc 813 New York Ave St Cloud FL 34769 593212535 501(c)(3) 15000 0 General Support Heart of Florida United Way Inc 1940 Traylor Blvd Orlando FL 32804 590808854 501(c)(3) 104780 0 General Support Hebni Nutrition Consultants Inc 2009 W Central Blvd Orlando FL 32805 593258397 501(c)(3) 7500 0 General Support Help Now of Osceola Inc 108 Church Street Kissimmee FL 34741 592283508 501(c)(3) 15000 0 General Support Hispanic Business Initiative Fund of Florida Inc 3201 E Colonial Dr Ste A20 Orlando FL 32803 593341405 501(c)(3) 16000 0 General Support Hispanic Chamber of Commerce of Metro Orlando Inc 3201 E Colonial Dr Unit A20 Orlando FL 32803 593103840 501(c)(6) 10000 0 General Support Hispanic Heritage Scholarship Fund of Metro Orlando Inc 518 S Magnolia Ave Suite 100 Orlando FL 32801 010807279 501(c)(3) 10000 0 General Support Hope Community Center Inc 1016 N Park Ave Apopka FL 327122720 562551312 501(c)(3) 10000 0 General Support Hope Helps Inc 812 Eyrie Dr Oviedo FL 32765 208490916 501(c)(3) 20000 0 General Support Hope Partnership Inc dba Community Hope Center 2420 Old Vineland Road Kissimmee FL 34746 800855060 501(c)(3) 87000 0 General Support ICAMRINC dba BRIDG 194 Neocity Way Neocity FL 34744 471078611 501(c)(6) 10000 0 General Support Idignity Seminole Inc 561 Wishbone Ln Lake Mary FL 32746 465571211 501(c)(3) 7500 0 General Support Idignity Inc 424 E Central Blvd Ste 199 Orlando FL 32801 010921490 501(c)(3) 15000 0 General Support Iglesia Cristiana Pentecostal De Orlando Inc 5850 Clarcona Ocoee Rd Orlando FL 32810 593218454 501(c)(3) 20000 0 General Support Iglesia De Dios Bithlo 18606 Hollister Rd Orlando FL 32820 300154144 501(c)(3) 30000 0 General Support Impower Inc 2290 N Ronald Reagan Blvd STE 116 Longwood FL 32750 650439778 501(c)(3) 45000 0 General Support Kids Beating Cancer Inc 1720 Lee Rd Winter Park FL 32789 593136203 501(c)(3) 13500 0 General Support Kids House of Seminole Inc 5467 N Ronald Reagan Blvd Sanford FL 32773 593415005 501(c)(3) 52500 0 General Support Kissimmee Osceola County Chamber of Commerce Inc 1425 E Vine St Kissimmee FL 34744 590319865 501(c)(6) 32000 0 General Support Lake Economic Development Corporation 600 Market Street Leesburg FL 34748 881275204 501(c)(6) 20000 0 General Support Legal Aid Society of the Orange County Bar Association Inc 100 East Robinson Street Orlando FL 32801 591208322 501(c)(3) 10000 0 General Support LGBT Center Orlando Inc 946 North Mills Ave Orlando FL 32803 591884445 501(c)(3) 15000 0 General Support Life Concepts Inc dba Quest Inc 1509 E Colonial Dr Ste 300 Orlando FL 32803 592013160 501(c)(3) 20000 0 General Support Lifework Leadership Orlando Inc 1220 East Concord Street Orlando FL 32803 821245782 501(c)(3) 10000 0 General Support Lift Orlando Inc 710 South Tampa Avenue Suite 209 Orlando FL 32805 463607865 501(c)(3) 110000 0 General Support Make-A-Wish Foundation of Central & Northern Florida 1020 North Orlando Avenue Ste 100 Maitland FL 32751 593235806 501(c)(3) 30000 0 General Support Man Up Mentoring Inc PO Box 2023 Orlando FL 328022023 464744524 501(c)(3) 46112 0 General Support Mars Hill Seventh Day Adventist Church PO Box 1654 Sanford FL 327721654 264337526 501(c)(3) 20000 0 General Support Matthews Hope Ministries Inc 611 Business Park Blvd 101 Winter Garden FL 34787 272245867 501(c)(3) 16500 0 General Support Meals on Wheels Etc Inc 2801 S Financial Ct Sanford FL 32773 592977907 501(c)(3) 21000 0 General Support Mental Health Association of Central Florida Inc 1525 E Robinson St Orlando FL 32801 590816432 501(c)(3) 175348 0 General Support Mercy Road Initiatives Inc 520 Dog Track Road Longwood FL 32750 994132317 501(c)(3) 25000 0 General Support Mothers Milk Bank of Florida 8669 Commodity Circle 490 Orlando FL 32819 273939245 501(c)(3) 10000 0 General Support NAMI Greater Orlando Inc 300 Crown Oak Centre Dr Longwood FL 32750 592600149 501(c)(3) 15000 0 General Support New Beginnings of Central Florida Inc 415 Citrus Tower Blvd Clermont FL 34711 260353679 501(c)(3) 32500 0 General Support New Hope Missionary Baptist Church of Apopka Inc 927 South Central Ave Apopka FL 32703 322335714 501(c)(3) 10000 0 General Support One Heart for Women and Children Inc 2040 N Rio Grande Ave Orlando FL 32804 300584360 501(c)(3) 12000 0 General Support One Purse 213 Mills Ave Orlando FL 32801 452860786 501(c)(3) 10000 0 General Support Orange County Medical Society 319 South Glen Arven Avenue Temple Terrace FL 33617 590746887 501(c)(6) 7500 0 General Support Orange County School Readiness Coalition Inc dba Early Learning Coalition 7700 Southland Blvd Ste 100 Orlando FL 32809 311759186 501(c)(3) 8000 0 General Support Orangewood Christian School Inc 1300 W Maitland Blvd Maitland FL 32751 205639902 501(c)(3) 250375 0 General Support Orlando Junior Academy 30 E Evans St Orlando FL 32804 262325009 501(c)(3) 150000 0 General Support Osceola County Council on Aging Inc 700 Generation Point Kissimmee FL 34744 591595398 501(c)(3) 36000 0 General Support Osceola Mental Health Inc dba Park Place Behavioral Health Care 206 Park Place Blvd Kissimmee FL 34741 591677912 501(c)(3) 302000 0 General Support Pathways to Care Inc 430 Plumosa Ave Casselberry FL 32707 412025064 501(c)(3) 65000 0 General Support Picnic Project Inc PO Box 2092 Sanford FL 32772 453624109 501(c)(3) 10200 0 General Support Primary Care Medical Services of Poinciana Inc dba Osceola Community Heal 1503 Bill Beck Blvd Kissimmee FL 34744 753147007 501(c)(3) 26870 0 General Support Reachback Foundation Inc 613 Cricklewood Terrace Lake Mary FL 32746 650990519 501(c)(3) 14000 0 General Support Recovery Connections of Central Florida 7912 Forest City Rd Ste 101 Orlando FL 32810 851165239 501(c)(3) 10000 0 General Support Rescue Outreach Mission of Central Florida Inc 1701 Historic Goldsboro Blvd Sanford FL 32771 592876415 501(c)(3) 10000 0 General Support Ronald McDonald House Charities of Central Florida Inc 1030 N Orange Avenue Suite 105 Orlando FL 32801 593211250 501(c)(3) 135829 0 General Support Runway to Hope Inc 189 S Orange Ave Orlando FL 328013261 273272616 501(c)(3) 15000 0 General Support Samaritan Resource Center Inc 9837 E Colonial Drive Orlando FL 32817 352409476 501(c)(3) 66000 0 General Support School District of Osceola County 817 Bill Beck Blvd Kissimmee FL 347444495 596000779 Gov't 25000 0 General Support Seminole County Sherrif's Office Community Foundation Inc 100 Eslinger Way Sanford FL 32773 472640601 501(c)(3) 23000 0 General Support Seniors First Inc 5395 LB Mcleod Rd Orlando FL 32811 592759603 501(c)(3) 40000 0 General Support Shepherd's Hope Inc 455 9th St Winter Garden FL 34787 593420727 501(c)(3) 219863 0 General Support Simple Truth Foundation Inc PO Box 618343 Orlando FL 32861 273684092 501(c)(3) 245000 0 General Support Soldiers' Angels 2895 NE Loop 410 Suite 107 San Antonio TX 78218 200583415 501(c)(3) 30000 0 General Support South Florida State College 600 College Drive Avon Park FL 33825 591218159 Gov't 20600 0 General Support Special Hearts Farm Inc 10557 Oakview Pointe Terrace Gotha FL 34734 823474757 501(c)(3) 1555040 0 General Support Support Our Scholars (SOS) PO Box 1985 Winter Park FL 32790 260711355 501(c)(3) 10000 0 General Support Teen Challenge of Florida Inc 3706 S Sanford Ave Sanford FL 32773 592479228 501(c)(3) 10000 0 General Support The Able Trust dba The Florida Endowment Foundation for Vocational Rehab 1709 Hermitage Blvd 100 Tallahassee FL 32308 593052307 501(c)(3) 350000 0 General Support The Christian Sharing Center Inc 600 N Hwy 17-92 STE 130 Longwood FL 32750 592744535 501(c)(3) 2075000 0 General Support The Finley Project Inc 941 W Morse Blvd Suite 100 Winter Park FL 32789 471325653 501(c)(3) 8100 0 General Support The Foundation for Osceola Education Inc 2310 New Beginnings Rd Ste 118 Kissimmee FL 34744 592960396 501(c)(3) 7500 0 General Support The Foundation for Seminole County Public Schools Inc 400 E Lake Mary Blvd Sanford FL 32773 592775956 501(c)(3) 15500 0 General Support The Leukemia & Lymphoma Society Inc 3 International Drive Suite 200 Rye Brook NY 10573 135644916 501(c)(3) 10000 0 General Support The Lifeboat Project Inc PO Box 1083 Apopka FL 32704 455412556 501(c)(3) 90000 0 General Support The Opportunity Center Inc 310 N Clyde Street Kissimmee FL 34741 237063820 501(c)(3) 82500 0 General Support The Salvation Army a Georgia Corporation 1424 Northeast Expy NE Brookhaven GA 30329 580660607 501(c)(3) 1310000 0 General Support The School Board of Highlands 426 School Street Sebring FL 33870 596000654 Gov't 10000 0 General Support Triangle Inc 450 Broadway Malden MA 02148 042486905 501(c)(3) 5640 0 General Support Underdog Dreams 1060 Woodcock Rd Orlando FL 32803 834611650 501(c)(3) 15000 0 General Support United Abolitionist Inc PO Box 536832 Orlando FL 32853 593178045 501(c)(3) 10000 0 General Support United Against Poverty Inc 1400 27th St Vero Beach FL 32960 113697936 501(c)(3) 25000 0 General Support United Global Outreach 2301 N Orange Ave Orlando FL 328045510 030511875 501(c)(3) 1000000 0 General Support United Negro College Fund Inc 1805 7th Street NW Washington DC 20001 131624241 501(c)(3) 10000 0 General Support Universal Orlando Foundation Inc 1000 Universal Studios Plz Orlando FL 328197601 593510383 501(c)(3) 15000 0 General Support University of Central Florida Foundation Inc 12424 Research Parkway Suite 140 Orlando FL 32826 596211832 501(c)(3) 11500 0 General Support US Dream Academy Inc 5950 Symphony Woods Dr Ste 504 Columbia MD 21044 593514841 501(c)(3) 10000 0 General Support Valencia College Foundation Inc 1768 Park Center Drive Orlando FL 32835 237442785 501(c)(3) 255000 0 General Support Victory Cup Initiative Inc 333 Briarwood Drive Winter Park FL 32789 474650599 501(c)(3) 20000 0 General Support West Orange Chamber of Commerce 12184 W Colonial Dr Winter Garden FL 34787 590576757 501(c)(6) 6325 0 General Support West Orange Foundation Inc 12184 W Colonial Dr Winter Garden FL 34787 814529999 501(c)(3) 7500 0 General Support West Orange Habitat for Humanity Inc 13369 West Colonial Drive Winter Garden FL 34787 593046322 501(c)(3) 35000 0 General Support Winter Park Library Association Inc 1052 W Morse Blvd Winter Park FL 32789 590794396 501(c)(3) 50000 0 General Support 134 8 Part I, Line 2: Grants are generally made only to related organizations that are exempt from federal income tax under IRC Section 501(c)(3), or to other local charitable community organizations, or to other 501(c)(3) organizations that are a part of the group exemption ruling issued to the General Conference of Seventh-Day Adventists. Accordingly, the filing organization has not established specific procedures for monitoring the use of grant funds in the United States as the filing organization does not have a grant making program that would necessitate such procedures. X X X X X 1 1 0 1 0 0 0 0 0 0 0 Shaw Terry D Dir/President/AdventHealth CEO 0 2502579 0 4564973 0 1462152 0 1304406 0 21281 0 9855391 0 129500 Rathbun Paul C AdventHealth CFO 0 1417895 0 1707770 0 1247748 0 318516 0 31695 0 4723624 0 305450 Haffner PhD Randall Group CEO FL & Clinical 0 1741198 0 2099022 0 289751 0 179406 0 35754 0 4345131 0 129500 Harcombe Douglas CEO AH South FL Market 0 582984 0 285858 0 1372810 0 112086 0 31163 0 2384901 0 64983 Goodman Todd Group CFO FL & Clinical 0 947775 0 619903 0 386443 0 156406 0 36629 0 2147156 0 129500 Adams Brian CEO Central FL Division 0 1115786 0 570958 0 191658 0 214016 0 33261 0 2125679 0 110275 Thompson Michael Former Key Employee 0 685196 0 509358 0 498005 0 119531 0 38914 0 1851004 0 80104 Bogar MD Linda Physician - Heart Transplant 1348429 0 425688 0 23972 0 17727 0 2482 0 1818298 0 0 0 Davis Jr Robert Duane Physician/Medical Director 1294791 0 376000 0 11426 0 17727 0 13382 0 1713326 0 0 0 Zeeshan MD Ahmad Physician - Heart Transplant 1163683 0 467105 0 9121 0 17727 0 21264 0 1678900 0 0 0 Angelis MD Michael Physician - Kidney Transplant 512315 0 1049780 0 43958 0 17727 0 29673 0 1653453 0 0 0 Chin MD L Thomas Physician - Liver Transplant 495045 0 1049780 0 58376 0 17727 0 31155 0 1652083 0 0 0 Wandersleben Jennifer Former Key Employee 0 713959 0 516034 0 165942 0 130239 0 35929 0 1562103 0 88327 Spenst Brett Former Key Employee 0 916594 0 166182 0 338899 0 11616 0 23290 0 1456581 0 0 Deininger Robert CEO AH Central FL Market 0 676238 0 316510 0 135040 0 119120 0 34605 0 1281513 0 58154 Hilliard Douglas CFO AH Central FL Division 0 634662 0 294789 0 210141 0 106079 0 35821 0 1281492 0 74000 Cook Timothy Former Key Employee 0 487536 0 263070 0 342996 0 96737 0 32749 0 1223088 0 61215 Edris Tricia Chief Innovation & Partnership Offic 0 525660 0 362812 0 139789 0 77335 0 29667 0 1135263 0 56115 Villanueva Jeffrey Former Key Employee 0 448830 0 245853 0 294621 0 79843 0 44115 0 1113262 0 56220 Herrera MD Victor Chief Clinical Off. AH Central FL Di 0 573183 0 163462 0 70469 0 131960 0 34084 0 973158 0 0 Vargas Karilynn CEO AH NW Market Central FL 0 505718 0 244450 0 97299 0 77281 0 22310 0 947058 0 28868 Zbaraschuk Amy Former Key Employee 0 451557 0 225673 0 111617 0 79012 0 41271 0 909130 0 59518 Jimenez Kristin Chief Strategy Off. AH Central FL 0 498864 0 148046 0 94270 0 75478 0 35215 0 851873 0 22473 Mckinney Jillyan CEO, AHMG & Ambulatory Serv. Central 0 514216 0 155638 0 37701 0 98868 0 37158 0 843581 0 0 Johnson Linnette Chief Clinical Operations Off. AH Ce 0 426359 0 129039 0 96595 0 85927 0 36066 0 773986 0 46007 Stankiewicz Catherine CNO AH Central FL Division 0 403767 0 118451 0 106313 0 63125 0 33623 0 725279 0 19081 Santorelli Amy Chief People Off. AH Central FL Divi 0 368568 0 40943 0 56002 0 78657 0 33332 0 577502 0 0 Moorhead Sheryl Former Key Employee 0 165743 0 349299 0 9184 0 0 0 12 0 524238 0 0 Finkler MD Neil Former Key Employee 0 158189 0 172741 0 18034 0 5374 0 10192 0 364530 0 0 Part I, Line 1a The filing organization is a part of the system of healthcare organizations known as AdventHealth. Members of the filing organization's executive management team that hold the position of Vice-President or above are compensated by and on the payroll of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC), the parent organization of the healthcare system known as AdventHealth. AHSSHC is exempt from federal income tax under IRC Section 501(c)(3). The filing organization reimburses AHSSHC for the salary and benefit cost of those executives listed in Part VII that are on the payroll of AHSSHC. At the direction of AHSSHC, and in accordance with the reserved powers in the filing organization's governing documents, the executive team listed on Part VII provides services to the filing organization. First-class or charter travel: Pursuant to the AdventHealth system-wide general policy regarding business travel, no reimbursement will be provided for any additional cost incurred with respect to first-class or charter air travel beyond the cost of a regular coach airfare. As a means of providing additional business travel reimbursement for those members of the AHSSHC senior executive management team that travel frequently on behalf of AdventHealth, a special annual travel allowance is provided for those executives. As AdventHealth operates 51 hospitals in 9 states, the senior leadership of AHSSHC travel extensively and often visit multiple hospital locations in different states as a part of a single business trip. The special travel allowance can provide reimbursements to the executive for such items as the purchase of air travel upgrade coupons or to cover the cost differential between coach and first-class travel. The special travel allowance benefit was originally authorized by and codified into a policy by the AHSSHC Board Compensation Committee (the Committee), an independent body of the AHSSHC Board of Directors, who also approves the annual cap on the amount of the allowance. The special travel allowance has an annual cap of $33,500 for Senior and System Executive Vice Presidents (generally 18 AdventHealth Executive Vice Presidents) and the Multi-State CFO, $20,000 for System Senior Vice Presidents, Regional CEO's and Division Chief Officers (generally 50-60 individual executives) and $7,500 for other executives whose role requires extensive travel (currently 4), as approved by the AdventHealth CEO. The AdventHealth System CEO does not have an annual cap. The Group CEO & CFO for FL & Clinical, the CEO in AH Central FL Market, AH NW Market Central FL, and AH South FL Market, the AH Central FL Division's CEO, CFO, Chief Innovation & Partnership Officer, Chief Clinical Officer, Chief Strategy Officer, Chief Clinical Operations Officer, Chief Nursing Officer (CNO), and the Chief People Officer are officers or key employees. These individuals are considered common law employees of and are on the payroll of AHSSHC. While the special travel allowance benefit is an AHSSHC compensation policy and practice, the cost of providing this benefit is allocated to and either wholly or partially reimbursed by the filing organization. Accordingly, the filing organization has checked the box in Schedule J, Part I, line 1a for first-class or charter travel since it has wholly or partially paid for the cost of providing this benefit. Those executives who receive the special travel allowance are responsible for tracking the expenses reimbursable under the special travel allowance and must submit such expenses on their accountable plan expense report. Any taxable reimbursements made to executives under the special travel allowance arrangement are treated as taxable compensation to the executive. Travel for companions: AHSSHC has a Corporate Executive Policy that provides a benefit to allow for a traveling AHSSHC executive to have his or her spouse accompany the executive on certain business trips each year. Typically, reimbursement is only provided to certain executive leaders and is usually limited to one business trip per year beyond the annual AdventHealth President's Council business meeting and other meetings where the spouse is specifically invited. The AHSSHC Corporate Executive Spousal Travel Policy was originally approved and reviewed by the AHSSHC Board Compensation Committee, an independent body of the AHSSHC Board of Directors. All spousal travel costs reimbursed to the executive are considered taxable compensation to the executive. Tax Indemnification and gross-up payments: AdventHealth has a system-wide general policy addressing gross-up payments provided in connection with employer-provided benefits (other than relocation assistance provided to executives). Under the policy, certain taxable business-related reimbursements that are provided to any employee may be grossed up at a 25% rate upon approval by the filing organization's CEO and CFO. Additionally, employees at the Director level and above are eligible for gross-up payments on gifts received for board of director services. Discretionary spending account: Occasional discretionary spending amounts are periodically provided to eligible executives who attend annual business meetings such as the AdventHealth President's Council, CFO Conference or the CMO/CNO business meeting. Payments provided to each executive are considered taxable compensation to the executive. Health or social club dues or initiation fees: AHSSHC has a Corporate Executive Policy that addresses business development expenditures. Under this policy, to encourage executives to establish and cultivate strong working relationships with the medical community and other leaders in the community and industry, certain AdventHealth executives may be reimbursed for member dues and usage charges for a country club or other social club upon authorization. Club memberships must be approved by the AdventHealth President/CEO on an annual basis. Each AdventHealth executive who is approved for a club membership must submit an annual report describing how they used the membership to benefit their organization during the preceding year so that the AdventHealth President/CEO can determine if continuance of the club membership furthers the business interests of AdventHealth. In the current year, for this filing organization, four (4) executives listed in Part VII received reimbursement for club fees. While the club dues membership is an AHSSHC compensation policy and practice, the cost of providing this benefit is allocated to and reimbursed in whole or in part by the filing organization. Accordingly, the filing organization has checked the box in Schedule J, Part I, line 1a for health or social club dues since it has wholly or partially paid for the cost of providing this benefit. Part I, Line 3 The individual who serves as the CEO of the filing organization is appointed and compensated by Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). Compensation and benefits provided to this individual are determined pursuant to policies, procedures, and processes of AHSSHC that are designed to ensure compliance with the intermediate sanctions laws as set forth in IRC Section 4958. AHSSHC has taken steps to ensure that processes are in place to satisfy the rebuttable presumption of reasonableness standard as set forth in Treasury Regulation Section 53.4958-6 with respect to its active executive-level positions. The AHSSHC Board Compensation Committee (the Committee) serves as the governing body for all executive compensation matters. The Committee is composed of certain members of the Board of Directors (the Board) of AHSSHC. Voting members of the Committee include only individuals who serve on the Board as independent representatives, who hold no employment positions with AHSSHC and who do not have relationships with any of the individuals whose compensation is under their review that impacts their best independent judgment as fiduciaries of AHSSHC. The Committee's role is to review and approve all components of the executive compensation plan of AHSSHC. As an independent governing body with respect to executive compensation, it should be noted that the Committee will often confer in executive sessions on matters of compensation policy and policy changes. In such executive sessions, no members of management of AHSSHC are present, other than the Chief People Officer, who remains at the request of the Chairman/committee to provide assistance/information as needed. The Committee is advised by an independent third-party compensation advisor. This advisor prepares all the benchmark studies for the Committee. Compensation levels are benchmarked with a national peer group of other not-for-profit healthcare systems and hospitals of similar size and complexity to AdventHealth and each of its affiliated entities. The following principles guide the establishment of individual executive compensation: - The salary of the President/CEO of AdventHealth will not exceed the 50th percentile of comparable salaries paid by similarly situated organizations; and - Other executive salaries shall be established using market medians. The compensation philosophy, policies, and practices of AHSSHC are consistent with the organization's faith-based mission and conform to applicable laws, regulations, and business practices. As a faith-based organization sponsored by the Seventh-day Adventist Church (the Church), AHSSHC's philosophy and principles with respect to its executive compensation practices reflect the conservative approach of the Church's mission of service and were developed in counsel with the Church's leadership. Part I, Line 4b As discussed in Line 1a above, executives on the filing organization's management team that hold the position of Vice-President or above are compensated by and on the payroll of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC), the parent organization of the healthcare system known as AdventHealth. In recognition of the contribution that each executive makes to the success of AdventHealth, AdventHealth provides supplemental executive retirement benefit plans to eligible executives. As the supplemental executive retirement benefit plans were updated in 2020 and certain individuals still participate as grand-fathered participants in certain plans, the narrative below discusses all plans in which there were any participants in 2024. The SERP III plan effectively replaces the prior SERP II plan, the Executive Flex Benefit Program Plan, and the Senior Executive Death Benefit Plan for qualified executives except for certain grandfathered executive employees. SERP III Plan: The SERP III plan provides eligible executives a percentage of their base pay, which is credited to a deferred compensation account. The plan also provides for compensation deferral and selection of life insurance coverage and long-term care insurance. To be eligible to participate in the SERP III plan, executives must be on the AHSSHC corporate payroll and be either a CEO of an AdventHealth entity, an AHSSHC Vice President (VP) or VP of an AdventHealth entity with a base salary of at least $345,000 in 2024 (adjusted annually by the same percentage as IRC Section 401(a)(17) limit increases), or other leader specifically approved by the AdventHealth President. Eligible executives do not include grandfathered executives, meaning those executives who would satisfy all the eligibility requirements of the SERP II plan prior to Dec 31, 2027, had the plan not been amended and restated as of Jan. 1, 2020. Contribution credits will be established and maintained by class year accounts for each participant using tiered contribution credit percentages of annual base compensation. Contribution credit percentages range between 15% and 19% of base compensation. Contribution credits will be made each quarter in 25% increments with reductions in contributions if the executive is also a grandfathered FLEX participant (see below). SERP III provides for a class year vesting and payment schedule (7 years for each class year) with respect to amounts accumulated in the executive's deferred compensation account. Upon attainment of a normal retirement age (age 62), or upon certain other circumstances as defined in the SERP III plan document, all deferred amounts are paid immediately to the participant. For any executives working beyond the normal retirement age, future employer contributions will be made quarterly from SERP III directly to the participant as a taxable cash bonus. SERP II Plan: The SERP II plan is a defined benefit, non-tax-qualified deferred compensation plan for certain executives who have provided lengthy service to AdventHealth and/or to other Seventh-day Adventist Church hospitals or health care institutions. Under the provisions of the SERP II plan, benefits are provided to qualifying executive participants on a pro-rata schedule beginning with 20 years of service as an employee of AdventHealth and/or another hospital or health care institution controlled by the Seventh-day Adventist Church and who satisfy certain other qualifying criteria. Eligible employees are restricted to those executives who, as of January 1, 2020, satisfied, or if employment continues, will satisfy the eligibility requirements of SERP II prior to December 31, 2027. This supplemental executive retirement plan (SERP II) was designed to provide eligible executives with the economic equivalent of an annual income beginning at normal retirement age equal to 60% of the average of the participant's three, five or seven highest years of base salary from AdventHealth active employment inclusive of income from all other Seventh-day Adventist Church healthcare employer-financed retirement income sources and investment income earned on those contributions through social security normal retirement age as defined in the plan. The number of years included in highest average compensation is determined by the individual's year of entry to SERP II and by the individual's year of entry to the AdventHealth Executive FLEX Benefit Program. FLEX Plan: The Flex Plan was originally designed to provide eligible executives an opportunity to select from among a variety of supplemental benefits, including a split dollar life insurance policy and long-term care insurance, to individually tailor a benefits program appropriate to each executive's needs. In 2020, the Flex Plan was amended to exclude employed executives who are hired or promoted after a certain date from being eligible to participate in the Flex Plan except for certain insurance coverage features of the plan. The Flex Plan provides eligible participants a pre-determined benefits allowance credit that is equal to a percentage of the executive's base pay from which the cost of mandatory and elective employee benefits is deducted. The benefits allowance credit percentage for any plan year shall not be greater than the maximum dollar amount or the percentage of compensation as determined by the AdventHealth Benefits Administration Committee. For grandfathered eligible employees, the annual pre-determined Flex allowance is contributed and any funds that remain after the cost of mandatory and elective benefits are subtracted are, at the employee's option, contributed to either an IRC 457(f) deferred compensation account or to an IRC 457(b) eligible deferred compensation plan. Upon attainment of age 65, all previous 457(f) deferred amounts are paid immediately to the participant and any future employer contributions are made quarterly from the Plan directly to the participant. The Plan provides for a class year vesting schedule (2 years for each class year) with respect to amounts accumulated in the executive's 457(f) deferred compensation account. Distributions could also be made from the executive's 457(f) deferred compensation account upon attainment of age 65 or upon an involuntary separation. The account will be forfeited by the executive upon a voluntary separation. With respect to grandfathered participants, the Flex Plan documents define eligible employees to include the Chief Executive Officers of AdventHealth entities and Vice Presidents of all AdventHealth entities whose base salary was at least equal to the Internal Revenue Code Section 401(a)(17) compensation limit each year. Schedule J, Part I, Line 4b continued: FLEX PLAN FLEX PLAN SERP II SERP III CONTR. DISTR.* CONTR./DISTR. CONTR. Shaw, Terry D. $ 160,890 $ 137,319 $1,082,884 $ 0 Rathbun, Paul C. $ 160,890 $ 496,780 $ 538,998 $ 0 Haffner, Randall $ 160,890 $ 137,319 $ 1,972 $ 0 Harcombe, Douglas $ 93,570 $ 68,944 $1,231,667 $ 0 Goodman, Todd $ 160,890 $ 137,319 $ 150,594 $ 0 Adams, Brian $ 160,890 $ 116,908 $ 0 $ 57,610 Thompson, Michael $ 124,015 $ 84,881 $ 314,383 $ 0 Wandersleben, Jennifer $ 128,737 $ 93,539 $ 0 $ 5,986 Spenst, Brett $ 0 $ 0 $ 0 $ 175,933 Deininger, Robert $ 113,099 $ 61,584 $ 0 $ 10,504 Hilliard, Douglas $ 110,563 $ 78,402 $ 47,906 $ 0 Cook, Timothy $ 78,221 $ 64,936 $ 90,322 $ 0 Edris, Tricia $ 81,819 $ 59,419 $ 0 $ 0 FLEX PLAN FLEX PLAN SERP II SERP III CONTR. DISTR.* CONTR./DISTR. CONTR. Villanueva, Jeffery $ 61,327 $ 59,641 $ 178,443 $ 0 Herrera, Victor $ 0 $ 0 $ 0 $ 113,444 Vargas, Karilynn $ 81,765 $ 30,502 $ 0 $ 0 Zbaraschuk, Amy $ 60,496 $ 63,141 $ 0 $ 0 Jimenez, Kristin $ 74,368 $ 23,732 $ 0 $ 5,593 Mckinney, Jillyan $ 0 $ 0 $ 0 $ 81,399 Johnson, Linnette $ 53,381 $ 48,794 $ 0 $ 14,030 Stankiewicz, Catherine $ 53,712 $ 20,141 $ 0 $ 13,897 Stantorelli, Amy $ 0 $ 0 $ 0 $ 60,141 SERP III Distr.* Spenst, Brett $ 175,933 * Including Investment Earnings A Highlands County Health Facilities Authority 521313569 431022KK7 2007-08-08 366445000 2007A B C D, Expand/refurbish facilities, purchase equipment 0 0 0 B Highlands County Health Facilities Authority 521313569 NoneAvail 2012-03-21 294985000 2012A, AR Program - Refund 2009 A-F AR Program 0 0 0 C Highlands County Health Facilities Authority 521313569 NoneAvail 2012-07-25 115015000 2012B, AR Program - Expand/refurbish facilities, purchase equipment 0 0 0 D Highlands County Health Facilities Authority 521313569 431022TL6 2012-08-29 348320000 2012B-F - Refund Or-1995; H-02,03C,05H,06B,07B,07D,08A; C-2004B; K-2004C 0 0 0 A 281555000 372572414 5560382 367012032 2007 0 0 1 1 B 260000000 294985000 294985000 2004 1 0 1 1 C 115015000 115015000 2012 0 0 1 1 D 292175000 348320000 348320000 2008 1 0 1 1 A 0 1 1 1 1 1 0.01420 0.01420 0 0 1 B 0 0 1 1 1 1 0 1 0.00140 0 1 C 0 0 1 1 1 1 0 1 0.00140 0 1 D 0 1 1 1 1 1 0.00500 0.00500 0 1 0.00370 0 1 A 0 0 1 0 1 0 0 0 1 B 0 0 1 0 1 0 0 0 1 C 0 0 1 0 1 0 0 0 1 D 0 0 1 0 1 0 0 0 1 A 1 B 1 C 1 D 1 Part II, Line 3, Total Proceeds of Issue Highlands County Health Facilities Authority 2007A B C D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. Part II, Line 3, Total Proceeds of Issue Highlands County Health Facilities Authority 2013A-C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. Part II, Line 3, Total Proceeds of Issue Highlands County Health Facilities Authority 2014A&D: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. Part II, Line 3, Total Proceeds of Issue Highlands County Health Facilities Authority 2014B: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. Part II, Line 3, Total Proceeds of Issue Highlands County Health Facilities Authority 2014C: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. Part II, Line 3, Total Proceeds of Issue Highlands County Health Facilities Authority 2014E: The difference between Total Proceeds of Issue reported on Part II, Line 3 and the Issue Price reported on Part I, column (e) is attributed to investment earnings. Part III, Line 8c Highlands County Health Facilities Authority 2012A, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. Part III, Line 8c Highlands County Health Facilities Authority 2012B, AR Program: A sale of bond-financed assets in 2006 was identified in early 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 25, 2013. A Closing Agreement was finalized with the IRS on February 11, 2015. A subsequent sale of assets occurred in 2014. Remedial action was taken as proscribed in Treasury Regulation Section 1.141-12 to preserve the tax-exempt status of the interest on the bonds. Part III, Line 8c Highlands County Health Facilities Authority 2012B-F: A sale of bond-financed assets in 2003 was identified in July 2013. The taxpayer has paid off the bonds related to this asset sale and filed a VCAP request pursuant to Notice 2008-31, 2008-11 IRB 592, on October 15, 2014. A Closing Agreement was finalized with the IRS on December 18, 2015. A Highlands County Health Facilities Authority 521313569 431022TR3 2012-11-08 232125000 2012I - Refunded Volusia 1994-A; Highlands 2004A, 2005E, 2005F, 2005G 0 0 0 B Highlands County Health Facilities Authority 521313569 NoneAvail 2013-09-18 485000000 2013A B C, Expand/refurbish facilities, purchase equipment 0 0 0 C Highlands County Health Facilities Authority 521313569 NoneAvail 2014-07-02 110000000 2014A&D, Refund 2013C, expand/refurbish facilities, purchase equipment 0 0 0 D Orange County Health Facilities Authority 521378595 NoneAvail 2014-07-02 50000000 2014B, Expand/refurbish facilities, purchase equipment 0 0 0 A 45490000 232125000 232125000 2005 1 0 1 1 B 309635000 485340528 485340528 2013 0 0 1 1 C 50545006 110068380 50068380 60000000 2015 1 0 1 1 D 35000006 50068380 50068380 2015 0 0 1 1 A 0 1 1 1 1 1 0.00200 0.00200 0 0 1 B 0 0 1 1 1 1 0 0 1 C 0 0 1 1 1 1 0 1 0.00090 1 1 D 0 0 1 1 1 1 0 1 0.00080 1 1 A 0 0 1 0 1 0 0 0 1 B 0 0 1 0 1 0 0 0 1 C 0 0 1 0 1 0 0 0 1 D 0 0 1 0 1 0 0 0 1 A 1 B 1 C 1 D 1 A Kansas Development Finance Authority 481066589 NoneAvail 2014-07-02 30000000 2014C, Expand/refurbish facilities, purchase equipment 0 0 0 B Colorado Health Facilities Authority 840752932 19648AT39 2014-07-23 82501800 2014E, Expand/refurbish facilities, purchase equipment 0 0 0 C Colorado Health Facilities Authority 840752932 19648FAB0 2016-07-21 235724616 2016 A&B, Adv ref portion 2009D, Exp/refurbish facilities, purchase equip 1 0 0 D Colorado Health Facilities Authority 840752932 1964745K2 2016-08-17 216517920 2016C, Refund 2006C, Expand/refurbish facilities, purchase equipment 0 0 0 A 21000000 30041050 30041050 2015 0 0 1 1 B 52800000 82616012 82616012 2015 0 0 1 1 C 15085000 8535000 235724616 169561866 66162750 2016 0 1 1 1 D 86500000 216517920 63248816 153269104 2016 1 0 1 1 A 0 0 1 1 1 1 0 1 0.00080 1 1 B 0 0 1 1 1 1 0 1 0.00110 1 1 C 0 0 1 1 1 1 0 0 1 D 0 1 1 1 1 1 0.00250 0.00070 0.00320 0 0 1 A 0 0 1 0 1 0 0 0 1 B 0 0 1 0 1 0 0 0 1 C 0 0 1 0 0 0 0 0 1 D 0 0 1 0 1 0 0 0 1 A 1 B 1 C 1 D 1 A Colorado Health Facilities Authority 840752932 19648FGN8 2018-07-12 375008542 2018A&B, Expand/refurbish facilities, purchase equipment 0 0 0 B Colorado Health Facilities Authority 840752932 19648FJG0 2019-08-20 550011892 2019A&B, Refund 05I, 09C, 09D, 09E&08B, 13B; expand/refurb fac, purch equip 1 0 0 C Colorado Health Facilities Authority 840752932 19648FSJ4 2021-07-01 579966540 2021A, Refund 2010D, 2017D; Expand/refurbish facilities, purchase equipment 0 0 0 D Kansas Development Finance Authority 481066589 48542AFE6 2021-07-01 238025567 2021B, Refund 2010C, 2017C; Expand/refurbish facilities 1 0 0 A 375008542 375008542 2018 0 1 1 1 B 33200000 11250000 550011892 146365717 403646175 2019 1 0 1 1 C 30000000 579966540 481966540 98000000 2021 1 1 1 1 D 10745000 238025567 182025567 56000000 2021 1 1 1 1 A 0 1 1 1 1 1 0 0 1 B 0 1 1 1 1 1 0.00840 0.00840 0 0 1 C 0 1 1 1 1 1 0 0 1 D 0 1 1 1 1 1 0 0 1 A 0 0 1 0 1 0 0 0 1 B 0 0 1 0 1 0 0 0 1 C 0 1 1 0 0 0 0 0 1 D 0 1 1 0 1 0 0 0 1 A 1 B 1 C 1 D 1 A Orange County Health Facilities Authority 521378595 68450LGB5 2021-07-01 62033621 2021C, Refund 2010B, 2017A; Expand/refurbish facilities 1 0 0 B Highlands County Health Facilities Authority 521313569 431022UJ9 2021-07-01 200000000 2021D, Refund 2011A, 2012G, 2017B; Expand/refurbish facilities 0 0 0 C Highlands County Health Facilities Authority 521313569 NoneAvail 2022-06-01 335007000 2022A-C, Refund 2012A, 2012C; Expand/refurbish facilities 0 0 0 D Colorado Health Facilities Authority 840752932 19648FXD1 2023-07-12 252722621 2023 A-1&2; Expand/refurbish facilities, purchase equipment 0 0 0 A 3025000 62033621 6503621 55500000 2021 1 1 1 1 B 12045000 200000000 13700000 186300000 2021 1 0 1 1 C 19950000 335007000 39000000 296007000 2022 1 0 1 1 D 252722621 252722621 2023 0 1 1 1 A 0 1 1 1 1 1 0 0 1 B 0 1 1 1 1 1 0 0 1 C 0 1 1 1 1 1 0 0 1 D 0 1 1 1 1 1 0 0 1 A 0 1 1 0 1 0 0 0 1 B 0 1 1 0 1 0 0 0 1 C 0 1 1 0 1 0 0 0 1 D 0 1 1 0 1 0 0 0 1 A 1 B 1 C 1 D 1 A Colorado Health Facilities Authority 840752932 19648FXF6 2023-08-17 64418097 2023 B; Refund 2016C-1 0 0 0 B Colorado Health Facilities Authority 840752932 19648FYP3 2024-06-20 199995628 2024 A/B; Expand/refurbish facilities, purchase equipment 0 0 0 C Colorado Health Facilities Authority 840752932 19648FYL2 2024-06-20 29118819 2024 B; Partially refund 2014E 0 0 0 D Highlands County Health Facilities Authority 521313569 431022UL4 2024-06-20 49995100 2024 C; Expand/refurbish facilities, purchase equipment 0 0 0 A 64418097 64418097 2016 1 0 1 1 B 199995628 199995628 2023 0 0 1 1 C 29118819 29118819 2015 1 0 1 1 D 49995100 49995100 2023 0 0 1 1 A 0 1 1 1 1 1 0 0 1 B 0 1 1 1 1 1 0 0 1 C 0 0 1 1 1 1 0 1 0.00110 1 1 D 0 1 1 1 1 1 0 0 1 A 0 1 1 0 1 0 0 0 1 B 0 1 1 0 1 0 0 0 1 C 0 1 1 0 1 0 0 0 1 D 0 1 1 0 1 0 0 0 1 A 1 B 1 C 1 D 1 Andrew Stankiewicz Family of Key Employee 41860 Employee Compensation 0 Bailey Ringering Family of Officer 119608 Employee Compensation 0 Jeannette Carey Family of Former Key Employee 150812 Employee Compensation 0 Julia Cook Family of Former Key Employee 51515 Employee Compensation 0 Justin Cook Family of Former Key Employee 125881 Employee Compensation 0 Karis Zbaraschuk Family of Former Key Employee 83780 Employee Compensation 0 Logan Johnson Family of Key Employee 27772 Employee Compensation 0 Martin Thompson Family of Former Key Employee 200911 Employee Compensation 0 Vivian Cook Family of Former Key Employee 106668 Employee Compensation 0 Form 990, Part V, Line 1a: The parent corporation and sole top-tier member of Adventist Health System/Sunbelt, Inc. (the filing organization) is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). AHSSHC has established a shared service center to centralize the Accounts Payable (A/P) function for all AHSSHC subsidiary organizations. The filing organization has entered "0" in Part V, Line 1a because the filing organization no longer issues Form 1099 returns, rather, all such returns are filed by and under the name and EIN of AHSSHC as the payor subject to the information reporting requirements of Section 6041. The facts and circumstances support a position that AHSSHC, as a payor on behalf of its subsidiary organizations in a shared service environment, will have sufficient management and oversight in connection with the subsidiary organizations' payments to meet the standard set forth in Treas. Reg. Section 1.6041-1(e). AHSSHC will not merely be making payments at the direction of its subsidiary organizations. Accordingly, AHSSHC is considered the payor subject to the information reporting requirements of Section 6041. Form 990, Part VI, Section A, line 6 Adventist Health System/Sunbelt, Inc. (the filing organization) has one member. The sole member of the filing organization is Adventist Health System Sunbelt Healthcare Corporation. Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) is a Florida, not-for-profit corporation that is exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). There are no other classes of membership in the filing organization. Form 990, Part VI, Section A, line 7a The sole member of the filing organization is AHSSHC. The Board of Directors of the filing organization are appointed by the sole member, AHSSHC, who has the right to elect, appoint or remove any member of the Board of Directors of the filing organization. Form 990, Part VI, Section A, line 7b AHSSHC, as the sole member of the filing organization, has certain reserved powers as set forth in the Bylaws of the filing organization. These reserved powers include the following: a) to approve and disapprove the executive and/or administrative leadership of the filing organization, and their salaries; b) to approve and disapprove the operating Bylaws of the filing organization; c) to set limits and terms for the borrowing of funds; d) to approve or disapprove major building programs and/or purchase or sale of personal property or real property equal to or in excess of One Million dollars; e) to approve or disapprove the annual operating and capital budgets of the filing organization; f) to direct the placement of funds and capital of the filing organization, and the authority to secure naming rights; g) the authority to require adherence to policies adopted; h) to approve or disapprove the implementation of non-traditional, non-healthcare related activities; i) to approve or disapprove performance/quality improvement, revenue cycle and case management programs; j) to approve or disapprove the selection of the auditing firm retained to audit the books; k) to approve or disapprove the election of the fiscal year; l) to approve or disapprove the selection of the group purchasing organization(s); m) to approve or disapprove any joint venture or partnership in which the filing organization would be a member or partner; n) to approve or disapprove the IT systems and other shared services used; o) the authority to require adherence to the system-wide naming nomenclature and service standards apopted; p) to set and enforce policies for physician compensation including commercial reasonableness and fair market value; and q) to exercise such other powers as are necessary in connection with the foregoing. Form 990, Part VI, Section B, line 11b The filing organization's current year Form 990 was reviewed by the Senior VP/Chief Accounting Officer prior to its filing with the IRS. The review conducted by the Senior VP/Chief Accounting Officer did not include the review of any supporting workpapers that were used in preparation of the current year Form 990, but did include a review of the entire Form 990 and all supporting schedules. Form 990, Part VI, Section B, line 12c The Conflict of Interest Policy of the filing organization applies to members of its Board of Directors and its principal officers (to be known as Interested Persons). In connection with any actual or possible conflicts of interest, any member of the Board of Directors of the filing organization or any principal officer of the filing organization (i.e. Interested Persons) must disclose the existence of any financial interest with the filing organization and must be given the opportunity to disclose all material facts concerning the financial interest/arrangement to the Board of Directors of the filing organization or to any members of a committee with board delegated powers that is considering the proposed transaction or arrangement. Subsequent to any disclosure of any financial interest/arrangement and all material facts, and after any discussion with the relevant Board member or principal officer, the remaining members of the Board of Directors or committee with board delegated powers shall discuss, analyze, and vote upon the potential financial interest/arrangement to determine if a conflict of interest exists. According to the filing organization's Conflict of Interest Policy, an Interested Person may make a presentation to the Board of Directors (or committee with board delegated powers), but after such presentation, shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement that results in a conflict of interest. Each Interested Person, as defined under the filing organization's Conflict of Interest Policy, shall annually sign a statement which affirms that such person has received a copy of the Conflict of Interest policy, has read and understands the policy, has agreed to comply with the policy, and understands that the filing organization is a charitable organization that must primarily engage in activities which accomplish one or more of its exempt purposes. The filing organization's Conflict of Interest Policy also requires that periodic reviews shall be conducted to ensure that the filing organization operates in a manner consistent with its charitable purposes. Form 990, Part VI, Section B, line 15 The filing organization's CEO, other officers and key employees are not compensated by the filing organization. Such individuals are compensated by the related top-tier parent organization of the filing organization. Please see the discussion concerning the process followed by the related top-tier parent organization in determining executive compensation in our response to Schedule J, Line 3. Form 990, Part VI, Section C, line 19 The filing organization is a part of the system of healthcare organizations known as AdventHealth. The audited consolidated financial statements of AdventHealth and of the AdventHealth "Obligated Group" are filed annually with the Municipal Securities Rulemaking Board (MSRB). The "Obligated Group" is a group of AHSSHC subsidiaries that are jointly and severally liable under a Master Trust Indenture that secures debt primarily issued on a tax-exempt basis. Unaudited quarterly financial statements prepared in accordance with Generally Accepted Accounting Principles (GAAP) are also filed with MSRB for AdventHealth on a consolidated basis and for the grouping of AdventHealth subsidiaries comprising the "Obligated Group". The filing organization does not generally make its governing documents or conflict of interest policy available to the public. Form 990, Part VII, Section A, Column (E) & (F): For those Board of Director members, officers, and key employees who devote less than full-time to the filing organization (based upon the average number of hours per week shown in column (B) on page 7 of the return) the compensation amounts shown in columns (E) and (F) on page 7 were provided in conjunction with that person's responsibilities and roles in serving in an executive leadership position as an employee of Adventist Health System Sunbelt Healthcare Corporation. Form 990, Part VIII, Lines 7a, b and c: The amounts shown in Part VIII, Line 7, column (i) of the Form 990 represent an allocated share of capital gain/(loss) from a system wide, corporate administered, investment program. Form 990, Part IX, line 11g Payments to Healthcare Professionals: Program service expenses 565,711,181. Management and general expenses 0. Fundraising expenses 0. Total expenses 565,711,181. Professional Fees: Program service expenses 129,449,180. Management and general expenses 1,176. Fundraising expenses 0. Total expenses 129,450,356. Purchased Medical Services: Program service expenses 27,935,183. Management and general expenses 0. Fundraising expenses 0. Total expenses 27,935,183. Environmental Services: Program service expenses 15,415,615. Management and general expenses 0. Fundraising expenses 0. Total expenses 15,415,615. Transcription Services: Program service expenses 1,600,077. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,600,077. Recruiting: Program service expenses 8,773,367. Management and general expenses 0. Fundraising expenses 0. Total expenses 8,773,367. Food Service Contracts: Program service expenses 28,826. Management and general expenses 0. Fundraising expenses 0. Total expenses 28,826. Miscellaneous Purchased Services: Program service expenses 7,986,820. Management and general expenses 0. Fundraising expenses 0. Total expenses 7,986,820. AdventHealth Management Fees: Program service expenses 0. Management and general expenses 205,934,420. Fundraising expenses 0. Total expenses 205,934,420. Billing & Collection Services: Program service expenses 0. Management and general expenses 39,447,332. Fundraising expenses 0. Total expenses 39,447,332. AdventHealth Shared Services Fee: Program service expenses 0. Management and general expenses 75,680,892. Fundraising expenses 0. Total expenses 75,680,892. EHR Management Fees: Program service expenses 0. Management and general expenses -1,271,906. Fundraising expenses 0. Total expenses -1,271,906. Form 990, Part X, Line 2: The amounts shown on line 2 of Part X of this return include the filing organization's interest in a central investment pool maintained by Adventist Health System Sunbelt Healthcare Corporation, the filing organization's top-tier parent. The investments in the central investment pool are recorded at market value. Form 990, Part XI, line 9: Transfer to Top-Tier Tax-Exempt Parent -52,237,266. Transfer from Top-Tier Tax-Exempt Parent 148,141,531. Allocation to tax-exempt parent with respect to debt -616,635. Transfer to tax-exempt affiliates -1,883,385. Transfer from supporting foundation 9,297,053. Restricted contributions released -158,000. Gifts 66,480. Other 5,170. IQ Orlando LLC 550 E Rollins St Orlando FL 32803 471121247 Design and innovation FL 0 0 Adventist Hlth SystemSunbelt Inc AdventHealth Bond Clinic fka AdventHealth PCP Network Inc (722 - 1231 900 Hope Way Altamonte Springs FL 32714 333559943 Operation of Medical Clinics & Health Care Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Family Medicine Rural Health Clinics Inc 187 PR 4060 Lampasas TX 76550 271858033 Operation of Rural Health Clinics & Medical Services FL 501(c)(3) Line 3 Metroplex Adventist Hospital Inc 1 AdventHealth Foundation Inc 900 Hope Way Altamonte Springs FL 32714 592219301 Fund-Raising for Affiliated Tax-Exempt Hospitals FL 501(c)(3) Line 7 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Home Health and Hospice Inc fka Hospice of the Comforter Inc 2600 Westhall Lane 2nd Floor Maitland FL 32751 592935928 Operation of Home Health & Hospice Services FL 501(c)(3) Line 10 The Comforter Health Care Group Inc 1 AdventHealth Kansas City Foundation 7315 E Frontage Road Merriam KS 66204 480868859 Fund-raising for Tax-exempt Hospital KS 501(c)(3) Line 7 Shawnee Mission Medical Center Inc 1 AdventHealth Palm Coast Parkway Inc 1 AdventHealth Way Palm Coast FL 32137 882288563 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Polk North Inc 40100 US Highway 27 N Davenport FL 33837 841793121 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Polk South Inc 410 South 11th Street Lake Wales FL 33853 834672945 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Port Charlotte Inc (112124 - 12312024) 2500 Harbor Blvd Port Charlotte FL 33952 332257010 Future Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Primary Care Network Inc 900 Hope Way Altamonte Springs FL 32714 932208118 Operation of Physician Practices & Medical Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Primary Health Division Inc (930 - 12312024) 900 Hope Way Altamonte Springs FL 32714 335016341 Inactive FL 501(c)(3) Line 12a, I Adventist Hlth SystemSunbelt Inc 1 AdventHealth Ransom Memorial Inc 1301 S Main Street Ottawa KS 66067 830976641 Operation of Hospital & Related Services KS 501(c)(3) Line 3 Adventist Hlth Mid-America Inc 1 AdventHealth Riverview Inc 9330 US Highway 301 S Riverview FL 33637 870901094 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth Senior Care Inc 900 Hope Way Altamonte Springs FL 32714 841817046 Operation of Physician Practices & Medical Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth South Overland Park Inc 7820 W 165th Street Overland Park KS 66223 364595806 Operation of Hospital & Related Services KS 501(c)(3) Line 3 Adventist Hlth Mid-America Inc 1 AdventHealth Team Member Services Inc (1021 - 12312024) 900 Hope Way Altamonte Springs FL 32714 331797512 Future Professional Employer Organization FL 501(c)(3) Line 12c, III-FI Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth University Inc 671 Winyah Drive Orlando FL 32803 593069793 Education/Operation of School FL 501(c)(3) Line 2 Adventist Hlth SystemSunbelt Inc 1 AdventHealth West Florida Ambulatory Services Inc 14055 Riveredge Drive Ste 250 Tampa FL 33637 471881744 Support of Imaging Center & Home Health Subsidiaries FL 501(c)(3) Line 12b, II Adventist Hlth System Sunbelt Hlthcare Corp 1 AdventHealth West Florida Imaging Inc 14055 Riveredge Drive Ste 250 Tampa FL 33637 843225135 Imaging & Testing FL 501(c)(3) Line 3 AdventHealth West Florida Ambulatory Services Inc 1 Adventist Care Centers - Courtland Inc (11 - 872024) 900 Hope Way Altamonte Springs FL 32714 205774723 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Adventist Health Mid-America Inc 9100 W 74th Street Shawnee Mission KS 66204 521347407 Support of Affiliated Hospital KS 501(c)(3) Line 12c, III-FI Adventist Hlth SystemSunbelt Inc 1 Adventist Health System Georgia Inc 1035 Red Bud Road NE Calhoun GA 30701 581425000 Operation of Hospitals & Related Services GA 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Adventist Hlth System Sunbelt Hlthcare Corp 900 Hope Way Altamonte Springs FL 32714 592170012 Management Services FL 501(c)(3) Line 12a, I N/A 0 Adventist Hlth SystemSunbelt Inc 900 Hope Way Altamonte Springs FL 32714 591479658 Operation of Hospitals & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Adventist Hlth SystemTexas Inc 11801 S Freeway Burleson TX 76028 742578952 Employee Leasing of Personnel to Affiliated Hospitals TX 501(c)(3) Line 12c, III-FI Adventist Hlth System Sunbelt Hlthcare Corp 1 AHS Midwest Management Inc 5101 S Willow Springs Rd La Grange IL 60525 363354567 Employee Leasing of Personnel to Supported Hospitals IL 501(c)(3) Line 12c, III-FI Adventist Hlth System Sunbelt Hlthcare Corp 1 Apopka Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 510605694 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Burleson Nursing & Rehab Center Inc (11 - 10152024) 900 Hope Way Altamonte Springs FL 32714 205782243 Operation of Home for the Aged/Hlthcare Delivery TX 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Chickasaw Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 510605681 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Chippewa Valley Hospital & Oakview Care Center Inc 1220 Third Avenue West Durand WI 54736 391365168 Operation of Hospital & Related Services WI 501(c)(3) Line 3 Adventist Hlth SystemSunbelt Inc 1 Coalition For Physician Well-Being Inc 900 Hope Way Altamonte Springs FL 32714 463477012 Provide support for Physician well-being FL 501(c)(3) Line 10 Adventist Hlth System Sunbelt Hlthcare Corp 1 Courtland Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 510605682 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Dairy Road Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 510605684 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 East Orlando Health & Rehab Center Inc (11 - 10152024) 900 Hope Way Altamonte Springs FL 32714 205774748 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Fletcher Hospital Inc 100 Hospital Drive Hendersonville NC 28792 560543246 Operation of Hospitals & Related Services NC 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 FLNC Inc (11 - 872024) 900 Hope Way Altamonte Springs FL 32714 205774761 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Florida Hospital Dade City Inc 13100 Fort King Road Dade City FL 33525 822567308 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Florida Hospital Healthcare Partners Inc 770 West Granada Blvd 101 Ormond Beach FL 32174 462354804 Operation of Physician Practices & Medical Services FL 501(c)(3) Line 3 Adventist Hlth SystemSunbelt Inc 1 Florida Hospital Medical Group Inc 2600 Westhall Lane 4th Floor Maitland FL 32751 593214635 Operation of Physician Practices & Medical Services FL 501(c)(3) Line 3 Adventist Hlth SystemSunbelt Inc 1 Florida Hospital Ocala Inc 1500 SW 1st Avenue Ocala FL 34471 824372339 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Florida Hospital Physician Group Inc 14055 Riveredge Drive Ste 250 Tampa FL 33637 462021581 Operation of Physician Practices & Medical Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Florida Hospital Waterman Inc 1000 Waterman Way Tavares FL 32778 593140669 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Florida Hospital Zephyrhills Inc 7050 Gall Blvd Zephyrhills FL 33541 592108057 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth SystemSunbelt Inc 1 Florida Radiology Imaging at Lake Mary LLC 2600 Westhall Lane 4th Floor Maitland FL 32751 550789387 Imaging & Testing FL 501(c)(3) Line 3 Florida Hospital Medical Group Inc 1 Fountain Inn Nursing & Rehab Center Inc (11 - 9242024) 900 Hope Way Altamonte Springs FL 32714 472180518 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Helen Ellis Memorial Hospital Auxiliary Inc (11 - 1142024) 1395 S Pinellas Ave Tarpon Springs FL 34689 592106043 Fund-raising for Tax-Exempt Hospital/Foundation FL 501(c)(3) Line 12c, III-FI N/A 0 Helen Ellis Memorial Hospital Foundation Inc 1395 S Pinellas Ave Tarpon Springs FL 34689 593690149 Fund-raising for Tax-Exempt Hospital FL 501(c)(3) Line 7 N/A 0 Lake County Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 813923985 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Memorial Health Systems Foundation Inc 305 Memorial Medical Pkwy 212 Daytona Beach FL 32117 311771522 Fund-raising for Tax-Exempt Hospital FL 501(c)(3) Line 7 N/A 0 Memorial Health Systems Inc 301 Memorial Medical Parkway Daytona Beach FL 32117 590973502 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth SystemSunbelt Inc 1 Memorial Hospital - West Volusia Inc 701 West Plymouth Avenue Deland FL 32720 593256803 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Memorial Hlth Systems Inc 1 Memorial Hospital Flagler Inc 60 Memorial Medical Parkway Palm Coast FL 32164 592951990 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Memorial Hlth Systems Inc 1 Memorial Hospital Inc 210 Marie Langdon Drive Manchester KY 40962 610594620 Operation of Hospital & Related Services KY 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Metroplex Adventist Hospital Inc 2201 S Clear Creek Road Killeen TX 76549 742225672 Operation of Hospitals & Related Services TX 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Metroplex Clinic Physicians Inc 2201 S Clear Creek Road Killeen TX 76549 113762050 Operation of Physician Practices & Medical Services TX 501(c)(3) Line 3 Metroplex Adventist Hospital Inc 1 Mission Strategies of Georgia Inc 900 Hope Way Altamonte Springs FL 32714 900866024 Provision of support to the nursing home division GA 501(c)(3) Line 12b, II Sunbelt Hlth Care Centers Inc 1 Osceola Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 813165729 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Overland Park Nursing & Rehab Center Inc (11 - 6172024) 900 Hope Way Altamonte Springs FL 32714 205774821 Operation of Home for the Aged/Hlthcare Delivery KS 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 PAHS Service Corporation 6061 S Willow Drive Greenwood Village CO 80111 923398616 Employee Leasing of Personnel to Related Hospitals CO 501(c)(3) Line 12a, I Portercare Adventist Health System 1 Pasco-Pinellas Hillsborough Community Hlth System Inc 2600 Bruce B Downs Blvd Wesley Chapel FL 33544 208488713 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Portercare Adventist Health System 6061 S Willow Drive Greenwood Village CO 80111 840438224 Operation of Hospitals & Related Services CO 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Princeton Homecare Services LLC 602 Courtland Street 310 Orlando FL 32804 814196648 Home Health Care Services FL 501(c)(3) Line 10 Princeton Prof Services Inc 1 Princeton Professional Services Inc 601 E Rollins Street Orlando FL 32803 591191045 Operation of ASC's and other Healthcare Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Quality Circle for Healthcare Inc 900 Hope Way Altamonte Springs FL 32714 263789368 Healthcare Quality Services FL 501(c)(3) Line 12a, I Adventist Hlth System Sunbelt Hlthcare Corp 1 Redmond Park Hospital LLC 501 Redmond Road NW Rome GA 30165 581123037 Operation of Hospital & Related Services GA 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Resource Personnel Inc (11 - 872024) 900 Hope Way Altamonte Springs FL 32714 208040875 Provide administrative support to tax exempt nursing homes FL 501(c)(3) Line 12b, II Sunbelt Hlth Care Centers Inc 1 Rocky Mountain Adventist Hlthcare Foundation 950 E Harvard Avenue Ste 230 Denver CO 80210 840745018 Fund-raising for Tax-Exempt Hospital CO 501(c)(3) Line 7 Portercare Adventist Health System 1 Rollins Brook Community Care Corp 2201 S Clear Creek Road Killeen TX 76549 461656773 Support Operation of Hospital TX 501(c)(3) Line 12a, I Adventist Hlth SystemSunbelt Inc 1 San Marcos Nursing & Rehab Center Inc 900 Hope Way Altamonte Springs FL 32714 205782224 Inactive - In wind down TX 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Shawnee Mission Hlth Care Properties Inc (11 - 822024) 900 Hope Way Altamonte Springs FL 32714 813914908 Inactive - In wind down GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Shawnee Mission Health Care Inc (11 - 6172024) 900 Hope Way Altamonte Springs FL 32714 480952508 Lease to Related Organization KS 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Shawnee Mission Medical Center Inc 9100 W 74th Street Shawnee Mission KS 66204 480637331 Operation of Hospital & Related Services KS 501(c)(3) Line 3 Adventist Hlth Mid-America Inc 1 South Pasco Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 510605679 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 Southeast Volusia Healthcare Corp 401 Palmetto Street New Smyrna Beach FL 32168 473793197 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 Southwest Volusia Health Services Inc 1055 Saxon Blvd Orange City FL 32763 593281591 Medical Office Building for Hospital FL 501(c)(3) Line 12a, I Southwest Volusia Hlthcare Corp 1 Southwest Volusia Healthcare Corp 1055 Saxon Blvd Orange City FL 32763 593149293 Operation of Hospital & Related Services FL 501(c)(3) Line 3 Adventist Hlth SystemSunbelt Inc 1 Sunbelt Health & Rehab Center - Apopka Inc 900 Hope Way Altamonte Springs FL 32714 205774856 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Sunbelt Health Care Centers Inc 900 Hope Way Altamonte Springs FL 32714 581473135 Management Services TN 501(c)(3) Line 12b, II Adventist Hlth System Sunbelt Hlthcare Corp 1 Tarpon Springs Hospital Foundation Inc 1395 S Pinellas Ave Tarpon Springs FL 34689 590898901 Operation of Hospital & Related Services FL 501(c)(3) Line 3 University Community Hospital Inc 1 Tarrant County Health Care Properties Inc (11 - 2172024) 900 Hope Way Altamonte Springs FL 32714 510605677 Lease to Related Organization GA 501(c)(3) Line 12c, III-FI Sunbelt Hlth Care Centers Inc 1 The Comforter Health Care Group Inc 605 Montgomery Road Altamonte Springs FL 32714 271857940 Support Services to Related Hospice FL 501(c)(3) Line 12c, III-FI Adventist Hlth System Sunbelt Hlthcare Corp 1 Tri-County Nursing and Rehab Center Inc (11 - 872024) 900 Hope Way Altamonte Springs FL 32714 472219363 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 University Community Hospital Foundation Inc 3100 E Fletcher Ave Tampa FL 33613 592554889 Fund-raising for Tax-exempt hospital FL 501(c)(3) Line 7 N/A 0 University Community Hospital Inc 3100 E Fletcher Ave Tampa FL 33613 591113901 Operation of Hospitals & Related Services FL 501(c)(3) Line 3 Adventist Hlth System Sunbelt Hlthcare Corp 1 West Florida Health Home Care Inc 12903 N Telecom Parkway Temple Terrace FL 33637 593686109 Home Health Services GA 501(c)(3) Line 10 AdventHealth West Florida Ambulatory Services Inc 1 Zephyr Haven Health & Rehab Center Inc (11 - 872024) 900 Hope Way Altamonte Springs FL 32714 205774930 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 Zephyrhills Health & Rehab Center Inc (11 - 872024) 900 Hope Way Altamonte Springs FL 32714 205774967 Operation of Home for the Aged/Hlthcare Delivery FL 501(c)(3) Line 10 Sunbelt Hlth Care Centers Inc 1 AdventHealth Surgery Center Daytona Beach LLC 103 Memorial Medical Pkwy Ste 300 Daytona Beach FL 32117 922967648 Surgery Center FL N/A 0 0 AdventHealth Surgery Center Innovation Tower LLC 265 E Rollins Street Orlando FL 32804 882744377 Surgery Center FL N/A 0 0 AHH MOB II LLC 10800 Farley Ste 380 Overland Park KS 66210 560543246 Operation of Medical Office Building MO N/A 0 0 Fletcher Hospital Surgical Ventures LLC 9131 Anson Way Ste 304 Raleigh NC 27615 861482646 Indirect Interest in Surgery Center NC N/A 0 0 Florida Hospital DMERT LLC 500 Winderley Place Ste 324 Maitland FL 32751 202392253 Medical Equipment FL N/A 0 1 Florida Hospital Home Infusion LLP 500 Winderley Place Ste 226 Maitland FL 32751 593142824 Home Infusion Services FL N/A 0 1 Functional Neurosurgical Ambulatory Surgery Ctr LLC 11 W Dry Creek Circle 120 Littleton CO 80120 464426708 Surgery Center CO N/A 0 0 M&O Daytona MOB I LLC 1125 Sanctuary Parkway Ste 410 Alpharetta GA 30009 883063262 Operation of Medical Office Building DE N/A 0 0 M&O Orlando MOB I LLC 1125 Sanctuary Parkway Ste 410 Alpharetta GA 30009 844259138 Operation of Medical Office Building DE Adventist Hlth SystemSunbelt Inc Related 6807381 98274865 0 0 0.96740 Nationwide ASC Holdings LLC (522 - 123124) 569 Brookwood Village Ste 901 Birmingham AL 35209 993267709 Holding Co. FL N/A 0 1 OnPoint OBGYN LLC 7780 S Broadway 280 Littleton CO 80122 873522453 Healthcare Services CO N/A 0 0 Orange City Surgical LLC 1053 Medical Center Drive Ste 201 Orange City FL 32763 208105013 Surgery Center FL N/A 0 0 PAHS OnPoint Imaging LLC 9205 S Broadway Highlands Ranch CO 80129 833275105 Imaging Center CO N/A 0 0 PAHS OnPoint Urgent Care LLC 9100 E Mineral Circle Centennial CO 80112 832465331 Urgent Care Center CO N/A 0 0 SCA - Alliance LLC 569 Brookwood Village Ste 901 Birmingham AL 35209 471807383 Indirect Interest in Surgery Center DE N/A 0 0 SCA-Central Florida LLC 569 Brookwood Village Ste 901 Birmingham AL 35209 471535510 Indirect Interest in Surgery Center DE N/A 0 0 Surgery Center of Rome LP 501 Redmond Road NW Rome GA 30165 200390305 Surgery Center GA N/A 0 0 The Bariatric Center of Kansas City LLC 9100 W 74th Street Merriam KS 66204 823025378 Surgery Center KS N/A 0 0 Urgent Care Centers of Brevard County LLC 2600 Westhall Lane Ste 200 Maitland FL 32751 844261523 Urgent Care Centers FL Adventist Hlth SystemSunbelt Inc Related 231879 5879578 0 1 0.51000 AdventHealth Asheville Inc 100 Hospital Drive Hendersonville NC 28792 921144574 Inactive NC N/A C 1 AdventHealth Hospice Care East Florida Inc 770 West Granada Blvd 304 Ormond Beach FL 32174 833748461 Inactive FL N/A C 1 AdventHealth at Overland Park-College MOB Condominium Assoc 9119 W 74th Street Ste 260 Merriam KS 66204 874353752 Condo Association KS N/A C 1 AdventHealth City Center North Owners' Assoc Inc 9119 W 74th Street Ste 260 Merriam KS 66204 991471046 Maintenance Association KS N/A C 1 AdventHealth Primary Care Inc (1124-62424) 900 Hope Way Altamonte Springs FL 32714 593231322 Inactive FL N/A C 1 AdventHealth Value Based Bundle Management LLC 2600 Lucien Way Maitland FL 32751 873487910 Medical Contracting and Billing FL N/A C 1 Altamonte Medical Plaza Condominium Association Inc 601 East Rollins Street Orlando FL 32803 592855792 Condo Association FL Adventist Hlth SystemSunbelt Inc C 233776 2082400 0.68910 1 Battle Creek Adventist Hospital 900 Hope Way Altamonte Springs FL 32714 381359189 Inactive MI Adventist Hlth SystemSunbelt Inc C 1.00000 1 Florida Hospital Flagler Medical Offices Association Inc 60 Memorial Medical Parkway Palm Coast FL 32164 262158309 Condo Association FL N/A C 1 Florida Hosp Hlth Village Property Owner's Assoc Inc 550 E Rollins Street 7th Floor Orlando FL 32803 821748255 Condo Association FL Adventist Hlth SystemSunbelt Inc C 1.00000 1 Florida Hospital Healthcare System Inc 2600 Lucien Way Maitland FL 32751 593215680 PHSO / CIN FL Adventist Hlth SystemSunbelt Inc C 144579870 55990586 1.00000 1 Florida Medical Plaza Condominium Association Inc 601 East Rollins Street Orlando FL 32803 592855791 Condo Association FL Adventist Hlth SystemSunbelt Inc C 1172075 7363122 0.91190 1 Gateway Center Association of Altamonte Springs Inc 900 Hope Way Altamonte Springs FL 32714 464685345 Maintenance Association FL N/A C 1 Kissimmee Multispecialty Clinic Condominium Association Inc 201 Hilda Street Suite 30 Kissimmee FL 34741 593539564 Condo Association FL Adventist Hlth SystemSunbelt Inc C 66044 65386 0.54400 1 Midwest Management Services Inc 9100 West 74th Street Shawnee Mission KS 66204 480901551 Inactive KS N/A C 1 North American Health Services Inc & Sub 900 Hope Way Altamonte Springs FL 32714 621041820 Holding Co. TN N/A C 1 Ormond Prof Associates Condo Assoc Inc (430 year end) 770 W Granada Blvd Ste 101 Ormond Beach FL 32174 592694434 Condo Association FL N/A C 1 Park Ridge Property Owner's Association Inc 1 Park Place Naples Road Fletcher NC 28732 030380531 Condo Association NC N/A C 1 Park Ridge Condominium #1 Unit Owners Association Inc 1 Park Place Naples Road Fletcher NC 28732 010584623 Condo Association NC N/A C 1 Redmond Park Health Services Inc 501 Redmond Rd NW Rome GA 30165 621330078 Holding Company GA N/A C 1 Surgicare of Rome Inc 501 Redmond Rd NW Rome GA 30165 200376307 Holding Company GA N/A C 1 The Garden Retirement Community Inc 900 Hope Way Altamonte Springs FL 32714 593414055 Real Estate Rental FL N/A C 1 Winter Park Medical Office Building I Condo Assoc Inc 601 East Rollins Street Orlando FL 32803 452228478 Condo Association FL Adventist Hlth SystemSunbelt Inc C 200309 421076 0.51580 1 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 AdventHealth Foundation Inc A 362963 FMV AdventHealth Home Health and Hospice Inc A 251950 FMV AdventHealth Primary Care Network Inc A 187534 FMV AdventHealth University Inc A 3678751 FMV Florida Hospital Medical Group Inc A 26904040 FMV Florida Radiology Imaging at Lake Mary LLC A 2521110 FMV Princeton Professional Services Inc A 66100 FMV University Community Hospital Inc A 717472 FMV AdventHealth Foundation Inc B 4950452 Actual Amount Given Adventist Health System Sunbelt Healthcare Corporation B 52237266 Actual Amount Given AdventHealth Foundation Inc C 25375207 Actual Amount Received Rocky Mountain Adventist Healthcare Foundation C 150000 Actual Amount Received AdventHealth Home Health and Hospice Inc K 499105 FMV AdventHealth Primary Care Network Inc K 77445 FMV AdventHealth University Inc K 280393 FMV Florida Hospital Medical Group Inc K 3070958 FMV Memorial Health Systems Inc K 121376 FMV M&O Orlando MOB I LLC K 3913411 FMV University Community Hospital Inc K 358736 FMV AdventHealth Foundation Inc L 4774156 Cost Plus Appropriate % AdventHealth Home Health and Hospice Inc L 145903 Cost Plus Appropriate % AdventHealth Palm Coast Parkway Inc L 515792 Cost Plus Appropriate % AdventHealth Polk North Inc L 1396146 Cost Plus Appropriate % AdventHealth Polk South Inc L 368898 Cost Plus Appropriate % AdventHealth Primary Care Network Inc L 2711516 Cost Plus Appropriate % AdventHealth Riverview Inc L 261097 Cost Plus Appropriate % AdventHealth Senior Care Inc L 137628 Cost Plus Appropriate % AdventHealth West Florida Ambulatory Services Inc L 1473994 Cost Plus Appropriate % Adventist Health System Sunbelt Healthcare Corporation L 5486476 Cost Plus Appropriate % AHS Midwest Management Inc L 188239 Cost Plus Appropriate % Fletcher Hospital Inc L 193051 Cost Plus Appropriate % Florida Hospital Dade City Inc L 226423 Cost Plus Appropriate % Florida Hospital Healthcare Partners Inc L 1484678 Cost Plus Appropriate % Florida Hospital Healthcare System Inc L 946798 Cost Plus Appropriate % Florida Hospital Medical Group Inc L 37850262 Cost Plus Appropriate % Florida Hospital Ocala Inc L 1383294 Cost Plus Appropriate % Florida Hospital Waterman Inc L 2093149 Cost Plus Appropriate % Florida Hospital Zephyrhills Inc L 610332 Cost Plus Appropriate % Florida Radiology Imaging at Lake Mary LLC L 5664370 Cost Plus Appropriate % Memorial Health Systems Inc L 8678513 Cost Plus Appropriate % M&O Orlando MOB I LLC L 2854898 Cost Plus Appropriate % Memorial Hospital - West Volusia Inc L 1138629 Cost Plus Appropriate % Memorial Hospital Flagler Inc L 1832950 Cost Plus Appropriate % Memorial Hospital Inc L 77402 Cost Plus Appropriate % Pasco-Pinellas Hillsborough Community Health System Inc L 914890 Cost Plus Appropriate % Portercare Adventist Health System L 1385374 Cost Plus Appropriate % Princeton Professional Services Inc L 1090655 Cost Plus Appropriate % Redmond Park Hospital LLC L 74803 Cost Plus Appropriate % Shawnee Mission Medical Center Inc L 152628 Cost Plus Appropriate % Southeast Volusia Healthcare Corporation L 752605 Cost Plus Appropriate % Southwest Volusia Healthcare Corporation L 1306644 Cost Plus Appropriate % Tarpon Springs Hospital Foundation Inc L 417122 Cost Plus Appropriate % University Community Hospital Inc L 3227252 Cost Plus Appropriate % Urgent Care Centers of Brevard County LLC L 1252151 Cost Plus Appropriate % AdventHealth Foundation Inc M 4918463 Cost Plus Appropriate % AdventHealth Polk North Inc M 110708 Cost Plus Appropriate % AdventHealth Primary Care Network Inc M 185073 Cost Plus Appropriate % Adventist Health System Sunbelt Healthcare Corporation M 146802797 % of Facility's Operating Exp Adventist Health System Sunbelt Healthcare Corporation - SS M 75343278 % of Facility's Operating Exp Adventist Health System Sunbelt Healthcare Corporation dba AIT M 227670099 % of Facility's Operating Exp Florida Hospital Healthcare Partners Inc M 73537 Cost Plus Appropriate % Florida Hospital Medical Group Inc M 427836888 Cost Plus Appropriate % Florida Hospital Waterman Inc M 167715 Cost Plus Appropriate % Florida Radiology Imaging at Lake Mary LLC M 1345605 Cost Plus Appropriate % Memorial Health Systems Inc M 511018 Cost Plus Appropriate % M&O Orlando MOB I LLC M 1386247 Cost Plus Appropriate % Memorial Hospital Flagler Inc M 571732 Cost Plus Appropriate % Portercare Adventist Health System M 71724 Cost Plus Appropriate % Princeton Professional Services Inc M 2706498 Cost Plus Appropriate % Southeast Volusia Healthcare Corporation M 51884 Cost Plus Appropriate % Southwest Volusia Healthcare Corporation M 74737 Cost Plus Appropriate % University Community Hospital Inc M 58660 Cost Plus Appropriate % AdventHealth Foundation Inc P 17017270 Cost AdventHealth Home Health and Hospice Inc P 338668 Cost AdventHealth Polk North Inc P 265069 Cost AdventHealth Primary Care Network Inc P 988715 Cost Adventist Health System Sunbelt Healthcare Corporation P 259588976 Cost Adventist Health System Sunbelt Healthcare Corporation dba AIT P 1071710 Cost Fletcher Hospital Inc P 184109 Cost Florida Hospital Healthcare System Inc P 8046617 Cost Florida Hospital Medical Group Inc P 359653244 Cost Florida Hospital Ocala Inc P 136637 Cost Florida Hospital Physician Group Inc P 661708 Cost Florida Hospital Waterman Inc P 256113 Cost Florida Radiology Imaging at Lake Mary LLC P 42148363 Cost Memorial Health Systems Inc P 877788 Cost Memorial Hospital Flagler Inc P 908677 Cost Pasco-Pinellas Hillsborough Community Health System Inc P 885580 Cost Princeton Professional Services Inc P 57355 Cost Shawnee Mission Medical Center Inc P 534443 Cost Southeast Volusia Healthcare Corporation P 160793 Cost Southwest Volusia Healthcare Corporation P 117623 Cost University Community Hospital Inc P 15452825 Cost Urgent Care Centers of Brevard County LLC P 783256 Cost AdventHealth Foundation Inc Q 8609351 Cost AdventHealth Home Health and Hospice Inc Q 163436 Cost AdventHealth Polk North Inc Q 304710 Cost AdventHealth Polk South Inc Q 637122 Cost AdventHealth Primary Care Network Inc Q 5839734 Cost AdventHealth Senior Care Inc Q 173011 Cost AdventHealth University Inc Q 30235347 Cost Fletcher Hospital Inc Q 1055389 Cost Florida Hospital Medical Group Inc Q 64383833 Cost Florida Hospital Ocala Inc Q 1598777 Cost Florida Hospital Physician Group Inc Q 255175 Cost Florida Hospital Waterman Inc Q 2983818 Cost Florida Radiology Imaging at Lake Mary LLC Q 20473370 Cost Memorial Health Systems Inc Q 33506376 Cost Memorial Hospital - West Volusia Inc Q 1559252 Cost Memorial Hospital Flagler Inc Q 2880918 Cost Princeton Professional Services Inc Q 200629 Cost Shawnee Mission Medical Center Inc Q 3948495 Cost Southeast Volusia Healthcare Corporation Q 998746 Cost Southwest Volusia Healthcare Corporation Q 1680227 Cost Urgent Care Centers of Brevard County LLC Q 4102807 Cost West Florida Health Home Care Inc Q 80779 Cost AdventHealth West Florida Ambulatory Services Inc R 1883385 Actual Amount Given Adventist Health System Sunbelt Healthcare Corporation S 148141531 Actual Amount Received Florida Hospital Medical Group Inc S 186808 Actual Amount Received Florida Radiology Imaging at Lake Mary LLC S 3244503 Actual Amount Received Urgent Care Centers of Brevard County LLC S 904878 Actual Amount Received Adventist Health System Sunbelt Healthcare Corporation Q 21662442 Cost