4A (Expenses $ 2453858739 including grants of $ 2081021) (Revenue $ 3657195052)
SEE SCHEDULE O

Schedule H, Part V, Section B, Line 3E
THE 2022 CHNA IS A FOUR-COUNTY ASSESSMENT COVERING LAKE, ORANGE, OSCEOLA, AND SEMINOLE COUNTIES. SECONDARY AND PRIMARY DATA WERE COLLECTED AND ANALYZED, GENERATING COMMON THEMES FOR THE REGION, COUNTY, AND ZIP CODES. SECONDARY DATA ABOUT HEALTH INDICATORS, HEALTHCARE UTILIZATION AND INSURANCE COVERAGE WAS GATHERED FROM RESOURCES, INCLUDING THE U.S. CENSUS, FLORIDA COMMUNITY HEALTH ASSESSMENT RESOURCE TOOL SET (CHARTS), THE CENTERS FOR DISEASE CONTROL AND PREVENTION'S BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEMS (BRFSS) DATA, COUNTY HEALTH RANKINGS, THE AMERICAN COMMUNITY SURVEY AND HOSPITAL CLAIMS DATA. PRIMARY DATA SOURCES INCLUDED A COMMUNITY SURVEY (3,699 RESPONSES), ACCESS AUDIT INCLUDING 45 MYSTERY SHOPPER CALLS, IN-DEPTH INTERVIEWS WITH COMMUNITY STAKEHOLDERS (105), FOCUS GROUPS (30 GROUPS WITH 250 TOTAL PARTICIPANTS), EQUITY CHAMPIONS (10) PROVIDING DIVERSITY GROUP OUTREACH AND DIGITAL TREND ANALYSIS USED TO ILLUMINATE CHRONIC HEALTH, BEHAVIORAL HEALTH AND HEALTH INSIGHTS OVER A SELECTED PERIOD OF TIME. BASED ON THE DATA, APPROXIMATELY 50 GRANULAR, COMMUNITY-BASED, DATA-FOUNDED NEEDS WERE GENERATED. USING THE DATA, THE CENTRAL FLORIDA COLLABORATIVE THAT COMMENCED THE 2022 CHNA SELECTED THE PRIORITIES OR NEEDS FOR THE 2022 CHNA. THE COLLABORATIVE UTILIZED MODIFIED DELPHI METHOD, A MIXED MODALITY APPROACH THAT INCLUDED QUANTITATIVE, QUALITATIVE AND TECHNOLOGY-BASED TECHNIQUES, TO SELECT FOUR TOP NEEDS THAT INCLUDE 15 GRANULAR ISSUES BY ORGANIZATION AND COUNTY. THESE PRIORITIES WERE USED FOR EACH HOSPITAL'S IMPLEMENTATION STRATEGY PLAN. THE PRIORITIES FOR EACH COUNTY ARE OUTLINED IN THE COUNTY HEALTH EQUITY SUMMARIES INCLUDED IN THE CHNA. IN ADDITION TO THE PRIORITIES SELECTED BY THE COLLABORATIVE, COUNTY-SPECIFIC SUMMARIES AND HEALTH EQUITY PROFILES WERE PREPARED BY CRESCENDO. THESE SUMMARIES INCLUDE BASIC DEMOGRAPHIC INFORMATION FOR EACH COUNTY, AS WELL AS SOCIAL DETERMINANTS OF HEALTH SECTIONS THAT IDENTIFY HEALTH DISPARITIES EXPERIENCED BY DIFFERENT RACE AND ETHNICITIES FOR EACH COUNTY.

Schedule H, Part V, Section B, Line 3 Facility A, 1
"Facility A, 1 - GROUP A. AS PART OF THE SECONDARY DATA COLLECTION, HOSPITAL HOT SPOTTING DATA WAS ALSO INCLUDED IN OUR CHNA. CRESCENDO CONTINUED TO EXPAND THE WORK COMPLETED IN THE 2022 CHNA BY INCLUDING LOCAL HOT SPOTTING AREAS FOR HOSPITALS AND FEDERALLY QUALIFIED HEALTH CENTERS. PATIENT DATA FROM HOSPITALS REPRESENTED IN THE CHNA ENABLED LOCATION ANALYSIS AND MAPPING OF LOCAL ""HOT SPOTS"" WITH HIGH NUMBERS OF UNINSURED VISITS OVER-UTILIZING THE HEALTHCARE SYSTEM. THE UNINSURED DATA WAS SPLIT INTO ADMITTING FACILITIES AND THEN FURTHER SEPARATED INTO INPATIENT AND EMERGENCY DEPARTMENT DISCHARGES."

Schedule H, Part V, Section B, Line 5 Facility A, 1
Facility A, 1 - GROUP A. FOR OUR 2022 COMMUNITY HEALTH NEEDS ASSESSMENT, WE CONTRACTED CRESCENDO CONSULTING GROUP (CRESCENDO). CRESCENDO CONSULTING GROUP IS AN INNOVATIVE, COMMUNITY RESEARCH AND STRATEGIC PLANNING FIRM PROVIDING SERVICES NATIONALLY. WITH 20 YEARS OF EXPERIENCE CONDUCTING NEEDS ASSESSMENTS, CRESCENDO HAS BECOME A PIONEER IN ITS FIELD - DEVELOPING AND DEPLOYING INNOVATIVE (AND IN SOME CASES COPYWRITTEN) TECHNIQUES TO ENGAGE DIFFICULT-TO-REACH OR HISTORICALLY UNDERREPRESENTED COMMUNITIES, EVALUATE NEEDS BY TRIANGULATING QUANTITATIVE AND QUALITATIVE DATA, BUILD CONSENSUS AROUND RESULTS BY USING A MODIFIED DELPHI TECHNIQUE (I.E., A VALIDATED PRIORITIZATION METHOD), AND OTHERS. THE COMPANY'S MISSION IS TO POSITIVELY CHANGE THE LIVES OF THE PEOPLE, ORGANIZATIONS, AND COMMUNITIES WE SERVE; EVERY ASPECT OF CRESCENDO'S PROJECTS EMBEDS UNMATCHED CLIENT ENGAGEMENT TO SUCCESSFULLY EMBRACE THIS MISSION AND BRING IMPACTFUL, MEASURABLE CHANGE TO INDIVIDUALS, FAMILIES, AND COMMUNITIES. CRESCENDO WORKED TO BUILD ON TOP OF THE PREVIOUS CHNA CONDUCTED IN 2019. DURING THE CHNA PROCESS, INPUT FROM PERSONS WHO REPRESENT BROAD INTERESTS OF THE COMMUNITY SERVED BY THE HOSPITAL FACILITY WAS TAKEN INTO ACCOUNT. PRIMARY DATA INCLUDED SURVEYS DISTRIBUTED TO BOTH PROVIDERS AND CONSUMERS, IN-DEPTH INTERVIEWS WITH COMMUNITY STAKEHOLDERS AND COMMUNITY FOCUS GROUPS WITHIN THE CENTRAL FLORIDA COMMUNITY. ON BEHALF OF THE HOSPITAL, CRESCENDO WORKED WITH REPRESENTATIVES FROM ALL THE HOSPITALS, HEALTH DEPARTMENTS AND FEDERALLY QUALIFIED HEALTH CENTERS (FQHC) THAT PARTICIPATED IN THE ASSESSMENT TO ENSURE PERSONS WHO PROVIDED INPUT WERE REPRESENTATIVE OF THE COMMUNITY. BROAD POPULATIONS INCLUDING THE ELDERLY, MEDICAL UNDERSERVED, MINORITY GROUPS, AND LOW-INCOME POPULATIONS WERE REPRESENTED. THE CENTRAL FLORIDA COLLABORATIVE TOOK A UNIQUE APPROACH TOWARD RECOGNIZING THE NEED TO REDUCE AND ELIMINATE HEALTH DISPARITIES AND TO INCREASE DIVERSITY AT THE LEADERSHIP AND GOVERNANCE LEVELS OF HEALTHCARE AND OTHER LOCAL ORGANIZATIONS. TO DO THIS, A TEAM OF 10 EQUITY CHAMPIONS WAS DEVELOPED. THESE INDIVIDUALS REPRESENTED MULTIRACIAL AND OTHER MINORITY COMMUNITIES IN CENTRAL FLORIDA. THE EQUITY CHAMPIONS ASSISTED WITH REVIEWING RESEARCH INSTRUMENTS FOR CULTURAL APPROPRIATENESS, PARTICIPATED IN STAKEHOLDER INTERVIEWS, PARTICIPATED IN THE PRIORITIZATION PROCESS AND STRATEGY DEVELOPMENT DISCUSSIONS, AND PROVIDED GUIDANCE REGARDING THE MOST EFFECTIVE WAYS TO ENGAGE UNIQUE COMMUNITY MEMBERS. THE COMMUNITY SURVEY WAS DISTRIBUTED BOTH IN HARD COPY AND DIGITALLY THROUGH SURVEY MONKEY WITH A TOTAL OF 3,699 RESPONSES. A SUMMARY OF RESPONSES FROM THE COMMUNITY SURVEY CAN BE FOUND IN THE PRIMARY QUANTITATIVE COMMUNITY SURVEY SECTION OF THE CHNA. IN-DEPTH, ONE-TO-ONE INTERVIEWS WERE CONDUCTED WITH 105 COMMUNITY STAKEHOLDERS BETWEEN OCTOBER 29, 2021, AND JANUARY 31, 2022. THE SECTORS REPRESENTED ARE DEPARTMENT OF HEALTH, FOOD SECURITY, DEPARTMENT OF CHILDREN AND FAMILIES, HEALTHCARE, FEDERALLY QUALIFIED HEALTH CENTER, HOMELESSNESS, BEHAVIORAL HEALTH, SPECIALTY CARE, EDUCATION, AGING AND BUSINESS. DEMOGRAPHIC INFORMATION ABOUT EACH OF THE STAKEHOLDERS INTERVIEWED CAN BE FOUND IN THE PRIMARY QUALITATIVE RESEARCH SECTION OF THE CHNA. THIRTY FOCUS GROUPS TOOK PLACE WITH A TOTAL OF 250 PARTICIPANTS. MORE DETAILS REGARDING FOCUS GROUP PARTICIPANTS CAN BE FOUND IN THE QUALITATIVE RESEARCH SECTION OF THE CHNA. ACCESS AUDITS WERE INCLUDED IN THE PRIMARY DATA COLLECTION PROCESS. THIS PROCESS INVOLVED MAKING MULTIPLE CALLS TO REPRESENTATIVES OF LOCAL HEALTH SERVICE SITES IN THE FOUR-COUNTY AREA TO PROVIDE INSIGHT TO ACCESS GAPS, IMPROVEMENT STRATEGIES AND SERVICE VARIATIONS. IN TOTAL, 45 CALLS WERE CONDUCTED AND 32 RESULTED IN EITHER AN INTERVIEW OR COMPLETED SETS OF INFORMATION. A COMPLETE LIST OF ORGANIZATIONS INVOLVED CAN BE FOUND IN THE ACCESS AUDIT SECTION OF THE CHNA.

Schedule H, Part V, Section B, Line 6a Facility A, 1
Facility A, 1 - GROUP A. ORLANDO HEALTH: ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH CANCER INSTITUTE), ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL, ORLANDO HEALTH SOUTH LAKE HOSPITAL AND ORLANDO HEALTH ST. CLOUD HOSPITAL. ADVENTHEALTH: ADVENTHEALTH ALTAMONTE, ADVENTHEALTH APOPKA, ADVENTHEALTH CELEBRATION, ADVENTHEALTH EAST ORLANDO, ADVENTHEALTH FOR CHILDREN, ADVENTHEALTH KISSIMMEE, ADVENTHEALTH ORLANDO, ADVENTHEALTH WATERMAN, ADVENTHEALTH WINTER PARK ASPIRE HEALTH PARTNERS: KENNEDY PLAZA, LAKESIDE PLACE APARTMENTS, PRINCETON PLAZA, RESIDENTIAL PLAZA

Schedule H, Part V, Section B, Line 6b Facility A, 1
Facility A, 1 - GROUP A. DEPARTMENT OF HEALTH: FLORIDA DEPARTMENT OF HEALTH IN LAKE COUNTY FLORIDA DEPARTMENT OF HEALTH IN ORANGE COUNTY FLORIDA DEPARTMENT OF HEALTH IN OSCEOLA COUNTY FLORIDA DEPARTMENT OF HEALTH IN SEMINOLE COUNTY FEDERALLY QUALIFIED HEALTH CENTERS: COMMUNITY HEALTH CENTERS, INC ORANGE BLOSSOM FAMILY HEALTH OSCEOLA COMMUNITY HEALTH SERVICES TRUE HEALTH

Schedule H, Part V, Section B, Line 11 Facility A, 1
Facility A, 1 - GROUP A. FOR MORE THAN 100 YEARS, ORLANDO HEALTH HAS PROVIDED FOR THE HEALTH NEEDS OF OUR LOCAL AND REGIONAL COMMUNITIES, GROWING FROM A SINGLE HOSPITAL INTO AN AWARD-WINNING ORGANIZATION NOW SUPPORTING HEALTHCARE CONSUMERS FROM ACROSS THE SOUTHEASTERN UNITED STATES. IT IS OUR MISSION TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. ORLANDO HEALTH TO CONSTANTLY WORKS TO IMPROVE HEALTH IN THE COMMUNITY AND INCREASE ACCESS TO CARE. FOLLOWING OUR PARTICIPATION IN THE 2022 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) ORLANDO HEALTH TOOK INTO CONSIDERATION SEVERAL FACTORS IN SELECTING HEALTH NEEDS TO ADDRESS. FACTORS INCLUDED: INDIVIDUAL ORLANDO HEALTH HOSPITAL DATA; COMMUNITY AND HOSPITAL ASSETS; ABILITY TO IMPACT AN ISSUE; CURRENT COMMUNITY BENEFIT EFFORTS; COMMUNITY PARTNERSHIPS; AND OPPORTUNITIES FOR COLLABORATION. WE ALSO TOOK INTO CONSIDERATION THE COUNTY WHERE EACH HOSPITAL IS LOCATED. ORANGE COUNTY IS THE LOCATION OF ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL AND ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH CANCER INSTITUTE). MEANWHILE ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL IS IN SEMINOLE COUNTY, ORLANDO HEALTH SOUTH LAKE HOSPITAL IS LOCATED IN LAKE COUNTY AND ORLANDO HEALTH ST. CLOUD HOSPITAL IS LOCATED IN OSCEOLA COUNTY. BASED ON OUR PROCESS, WE SELECTED ACCESS TO CARE AS OUR PRIORITY HEALTH NEED FROM THE 2022 CHNA. WITH OUR FOCUS IN FISCAL YEAR 2022 ON ACCESS TO CARE, ORLANDO HEALTH DEVELOPED NEW AND ENHANCED EXISTING COMMUNITY BENEFIT PROGRAMS TO IMPROVE ACCESS TO CARE. ORLANDO HEALTH PROVIDED OVER $287 MILLION IN COMMUNITY BENEFIT IN FISCAL YEAR 2022. IN SUPPORT OF OUR COMMUNITY BENEFIT EFFORTS, WE RECOGNIZE THE IMPORTANCE OF WORKING WITH COMMUNITY ORGANIZATIONS. IN FISCAL YEAR 2022, WE SUPPORTED 22 GRANT PROPOSALS THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM, AND WE CONTINUED TO ACTIVELY COLLABORATE WITH LOCAL ORGANIZATIONS AND GROUPS TO MAKE A DIFFERENCE IN THE HEALTH AND QUALITY OF LIFE IN CENTRAL FLORIDA. IN 2022, WE SUPPORTED OVER 380 COMMUNITY ORGANIZATIONS. ORLANDO HEALTH HAS PROVIDED 8,832 BOARD MEMBER, COMMITTEE MEMBER AND ADVISORY BOARD MEMBER HOURS. THE CONTINUED EFFECTS OF COVID-19 HAVE FOREVER SHIFTED EFFORTS FOR SOME OF OUR COMMUNITY PARTNERS FROM IN-PERSON SERVICES TO PROVIDE THESE THROUGH MOBILE OPERATIONS OR ONLINE PLATFORMS. THESE OPPORTUNITIES WERE ABLE TO INCREASE ACCESS AND RESOURCES BY CONTINUING TO MEET RESIDENTS IN THEIR HOMES AND COMMUNITIES. EXAMPLES FROM KEY INITIATIVES ARE INCLUDED TO ILLUSTRATE THE TYPES OF SUCCESSES THESE PROGRAMS YIELD. 1. IN FISCAL YEAR 2022, THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM PARTNERED WITH THE SHARING CENTER IN SEMINOLE COUNTY TO ESTABLISH PROJECT RISE. PROJECT RISE IS AN ADULT WORKFORCE DEVELOPMENT PROGRAM GEARED TOWARD THE UNEMPLOYED OR UNDEREMPLOYED TO GAIN ECONOMIC SELF-SUFFICIENCY AND EMPLOYMENT. THROUGH THIS PROGRAM, PARTICIPANTS COMPLETE SIX WEEKS OF CLASSROOM INSTRUCTION DEDICATED TO EMOTIONAL INTELLIGENCE, CRITICAL SOFT SKILLS AND GUIDANCE THROUGH JOB ACQUISITION AND WORKPLACE SKILLS. THE GOAL OF THIS PROGRAM IS FOR EACH PARTICIPANT TO OBTAIN GAINFUL EMPLOYMENT AND STABLE HOUSING. SINCE PROGRAM LAUNCH, 18 PEOPLE HAVE BEEN ENROLLED AND 14 PARTICIPANTS HAVE COMPLETED THEIR SIX-WEEK COURSE. OF THESE 14 PARTICIPANTS, TWO HAVE OBTAINED A PERMANENT JOB WHILE THE REMAINING PARTICIPANTS ARE CURRENTLY WORKING WITH A CASE MANAGER TO CONTINUE WORKFORCE TRAINING. EACH PARTICIPANT WILL BE MONITORED FOR UP TO THREE YEARS, AND THE PROGRAM WILL CONTINUE TO SERVE OUR MOST VULNERABLE POPULATIONS IN CENTRAL FLORIDA. 2. IN 2022, ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (OHORMC) IDENTIFIED AN OPPORTUNITY TO ADDRESS THE HIV EPIDEMIC IN CENTRAL FLORIDA. DATA FOUND IN THE 2022 CHNA STATES THAT FROM 2018 - 2020, ORANGE AND OSCEOLA COUNTIES HAD A HIGHER RATE OF HIV CASES (31.1 AND 22.6 PER 100,000) THAN FLORIDA AT 20.0. ORLANDO HEALTH PARTNERED WITH THE FLORIDA DEPARTMENT OF HEALTH IN ORANGE COUNTY TO LAUNCH AN HIV OUTREACH COORDINATOR PROGRAM AT OHORMC. FUNDING PROVIDED BY THE U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES AND SUB-AWARDED TO ORLANDO HEALTH SUPPORTS THIS PROGRAM THROUGH MARCH 2025. SINCE THE LAUNCH OF THIS PROGRAM, THE HIV OUTREACH COORDINATOR HAS ASSESSED AND SUPPORTED OVER 200 PATIENTS AT OHORMC. THROUGH THIS PROGRAM, THE HIV OUTREACH COORDINATOR TESTS, TREATS AND EDUCATES PERSONS WHO SCREEN POSITIVE OR ARE ALREADY LIVING WITH HIV. THE COORDINATOR CAN ASSIST WITH PATIENTS OBTAINING PROPER MEDICAL CARE AND MAKING APPROPRIATE REFERRALS FOR TREATMENT WHEN NEEDED. THIS PROGRAM LAUNCHED IN LATE 2022 AND HAS RESULTED IN 200 HIV TESTS BEING PERFORMED, EIGHT HIV POSITIVE PATIENTS IDENTIFIED THROUGH TESTING AND ALL PATIENTS ATTENDING THEIR FIRST HIV APPOINTMENT. IN ADDITION TO CONNECTING PATIENTS TO CARE, THE HIV OUTREACH COORDINATOR LINKED TO MEDICAL CARE 20 KNOWN HIV PATIENTS WHO WERE NOT CURRENTLY SEEKING TREATMENT AT THE TIME. 3. IN 2022, ORLANDO HEALTH WAS ONE OF THREE RECIPIENTS OF FLORIDA BLUE FOUNDATION GRANTS TO ESTABLISH A HEALTH EQUITY TRAIN THE TRAINER PROGRAM. IN COLLABORATION WITH MOFFITT CANCER CENTER AND UNITED WAY OF BROWARD COUNTY, THE HEALTH EQUITY TRAIN THE TRAINER PROGRAM LAUNCHED IN MAY 2022. THE GOAL OF THIS PROGRAM IS TO LEVERAGE HEALTHCARE PROVIDERS' UNDERSTANDING OF HEALTH EQUITY AND TO SUPPORT THE IMPLEMENTATION OF HEALTH EQUITY-ORIENTED ACTIONS IN THE WORKPLACE TO MINIMIZE HEALTH DISPARITIES IN THE COMMUNITIES THEY SERVE. IN THIS PROGRAM, PARTICIPANTS LEARN SOCIAL DETERMINANTS OF HEALTH AND THEIR IMPACT ON HEALTH DISPARITIES, STRATEGIES TO INCREASE PATIENT SATISFACTION, IMPROVE TREATMENT ADHERENCE, INCREASE COMMUNICATION, AND DECREASE PATIENT MISTRUST THROUGH HEALTH EQUITY; AND LEARN IMPROVEMENTS TO ENHANCE PATIENT CARE, PROVIDER-PATIENT INTERACTION, INTERNAL PRACTICES, AND PROCESS IMPROVEMENTS FOR HEALTH EQUITY AND OUTCOMES. DURING THIS INAUGURAL YEAR, 108 PARTICIPANTS ENROLLED INTO FOUR DIFFERENT COHORTS AND A PILOT COHORT. OF THE 108 PARTICIPANTS ENROLLED, 87 ATTENDED AND 74 GRADUATED. THE PARTICIPANTS WERE FROM 27 DIFFERENT ORGANIZATIONS THROUGHOUT FLORIDA. NINE NEW COHORTS ARE SCHEDULED FOR 2023. 4. IN FISCAL YEAR 2022, ORLANDO HEALTH RECEIVED A GRANT FROM THE BOSTON SCIENTIFIC CORPORATION TO ESTABLISH THE CLOSE THE GAP - PROJECT HEALTHY HEART PROGRAM IN CENTRAL FLORIDA. THROUGH TARGETED ACTIVITIES IN THE COMMUNITY PROJECT HEALTHY HEART PROMOTES SERVICES FOR THE PREVENTION OF HEART FAILURE, CORONARY ARTERY DISEASE, AND ATRIAL FIBRILLATION AMONG UNDERSERVED ETHNIC POPULATIONS IN ORANGE, OSCEOLA AND SEMINOLE COUNTIES. THROUGH A PARTNERSHIP WITH THE CENTRAL FLORIDA BLACK NURSES ASSOCIATION OF ORLANDO, INC., 18 CARDIOVASCULAR EVENTS WERE PROVIDED TO THE COMMUNITY FROM JANUARY 1 - JUNE 30, 2022. PARTICIPANTS WERE INVITED TO TWO WEBINARS ON HYPERTENSION AND CARDIOVASCULAR HEALTH. DURING THE 18 OUTREACH EVENTS, 2,486 RESIDENTS OF ORANGE AND SEMINOLE COUNTIES ATTENDED. OF THE 2,486 RESIDENTS WHO ATTENDED, 73 PERCENT WERE BLACK/AFRICAN AMERICAN, AND 77 PERCENT WERE FEMALE. IN ADDITION TO THE OUTREACH EVENTS, ORLANDO HEALTH PARTNERED WITH JONES HIGH SCHOOL FOR THEIR BE A PLAYER CARDIAC SCREENING EVENT. AT THIS EVENT, 269 STUDENTS RECEIVED FREE CARDIAC SCREENINGS. OUT OF THE 269 STUDENTS, NINE WERE IDENTIFIED AS NEEDING FOLLOW-UP CARE, AND TWO WERE IDENTIFIED AS HIGHER-RISK STUDENTS. ORLANDO HEALTH WILL CONTINUE TO FIND OPPORTUNITIES LIKE THIS GRANT PROGRAM TO ADDRESS CHRONIC DISEASES WITHIN OUR UNDERSERVED ETHNIC COMMUNITIES. CONFRONTING THE OPIOID CRISIS: CONTINUING TO RESPOND TO THE OVERWHELMING NUMBER OF CENTRAL FLORIDA RESIDENTS DYING FROM DRUG OVERDOSES, ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER'S OPIOID OUTREACH COORDINATOR ASSESSES PATIENTS WHO PRESENT IN THE EMERGENCY ROOM WITH A POSSIBLE OVERDOSE. IN 2017, ORANGE COUNTY HAD BEEN AMONG FLORIDA'S TOP 10 COUNTIES WITH THE HIGHEST NUMBER OF DEATHS CAUSED BY OPIOIDS SUCH AS FENTANYL ANALOGS, OXYCODONE, ALPRAZOLAM AND METHADONE, AS WELL AS ACCIDENTAL DEATHS CAUSED BY PRESCRIPTION DRUGS. ASSIGNED TO THE EMERGENCY DEPARTMENT AT ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER, THE OPIOID OUTREACH COORDINATOR IS A LICENSED CLINICAL SOCIAL WORKER WHO WORKS WITH THE CARE MANAGEMENT TEAM. WHEN A PATIENT PRESENTS WITH A SUSPECTED SUBSTANCE USE OVERDOSE OR A CONDITION RELATED TO SUBSTANCE USE, THE COORDINATOR IS CALLED IN TO PERFORM AN ASSESSMENT. AFTER THE ASSESSMENT IS COMPLETED, THE PATIENT AND THE COORDINATOR DISCUSS OPTIONS FOR TREATMENT AND REFERRALS TO TREATMENT FACILITIES. FOR PATIENTS DIAGNOSED WITH A SUBSTANCE USE DISORDER, THE COORDINATOR

Schedule H, Part V, Section B, Line 11 Facility A, 2
Facility A, 2 - GROUP A, CONTINUED. WORKS WITH SPECIALISTS FROM A BEHAVIORAL HEALTH PARTNER THAT CAN OFFER EXTENDED INPATIENT CARE. THE NAVIGATOR ALSO CAN PROVIDE ADDITIONAL RESOURCES AND FOLLOW-UP SUPPORT FOR PATIENTS AND THEIR FAMILIES TO ENSURE SUCCESS. DURING COVID-19, AS RATES OF OVERDOSES INCREASED, THE OPIOID OUTREACH COORDINATOR IN PARTNERSHIP WITH OUR CARE MANAGEMENT TEAM IN THE ED HAS CONTINUED TO SERVE MEMBERS OF OUR COMMUNITY BATTLING SUBSTANCE USE DISORDER. TO CONTINUE THE SUPPORT AND EXPANSION OF THIS PROGRAM, THE OPIOID OUTREACH COORDINATOR ADMINISTERS NARCAN IN THE EMERGENCY ROOM AND, WORKS WITH THE PHARMACY TO PRESCRIBE METHADONE THAT ENABLES PATIENTS TO PARTICIPATE IN MEDICALLY ASSISTED TREATMENT. FUTURE OPPORTUNITIES INCLUDE WORKING WITH CAREER SOURCE TO IDENTIFY PATIENTS WHO ARE READY TO RE-ENTER THEIR COMMUNITY AND WORKFORCE THROUGH JOB SKILLS TRAINING AND EMPLOYMENT. IN FISCAL YEAR 2022, THE OPIOID OUTREACH COORDINATOR ASSESSED OVER 800 PATIENTS, DISTRIBUTED OVER 300 NARCAN KITS. OF THOSE SEEN, 63 PERCENT RECEIVED REFERRALS TO TREATMENT AND 128 PATIENTS INITIATED THE PROCESS TO BEGIN MEDICATION FOR OPIOID USE DISORDER WITHIN THE HOSPITAL. DATA ANALYSIS SUGGESTS THESE EFFORTS HAVE REDUCED REOCCURRING EMERGENCY ROOM VISITS BY MORE THAN 50 PERCENT AND FEWER THAN 40 PERCENT OF PATIENTS RETURNED WITH A SUBSTANCE USE DIAGNOSIS WITHIN 30 DAYS OF THEIR INITIAL VISIT. SERVING VULNERABLE PREGNANT WOMEN: MATERNAL AND INFANT HEALTH ARE A SIGNIFICANT FOCUS FOR ORLANDO HEALTH DUE TO THE LONG-TERM EFFECTS ON INDIVIDUALS WHO ARE VULNERABLE TO COMPLICATIONS SUCH AS GESTATIONAL DIABETES OR LOW BIRTH RATES. SUPPORTING PROGRAMS AND SERVICES THAT IMPROVE THE HEALTH OF MOTHERS AND INFANTS HAS SHOWN TO HAVE A POSITIVE, LASTING HEALTH TRAJECTORY. THIS IS TRUE FOR THE IMMEDIATE LIFESPAN OF AN INDIVIDUAL AND FOR THE FUTURE GENERATION OF FAMILIES RECEIVING SUCH PROGRAMS AND SERVICES. ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES RECEIVED A GRANT FROM AMERICAN ESSENTIALS HOSPITAL IN PARTNERSHIP WITH CVS HEALTH FOUNDATION TO ESTABLISH A TELEHEALTH PROGRAM FOR PATIENTS WHO RECENTLY DELIVERED AND WERE DIAGNOSED WITH HYPERTENSION OR DIABETES. THE PURPOSE OF THE TELEHEALTH MINORITY MATERNITY CARE PILOT PROGRAM IS TO LEVERAGE THE TELEHEALTH PLATFORM TO REDUCE HEALTH DISPARITIES, INCREASE ACCESS TO CARE, IMPROVE OBSTETRIC OUTCOMES, AND REDUCE SEVERE MATERNAL MORBIDITY IN BLACK PREGNANT AND POSTPARTUM PERSONS. ELIGIBLE PATIENTS INCLUDE PREGNANT AND POSTPARTUM PERSONS WITH HYPERTENSIVE DISORDERS OF PREGNANCY (INCLUDING CHRONIC HYPERTENSION, GESTATIONAL HYPERTENSION, PREECLAMPSIA, PREECLAMPSIA WITH SEVERE FEATURES, HELLP (HEMOLYSIS, ELEVATED LIVER FUNCTION TESTING AND LOW PLATELETS) AND ECLAMPSIA. THESE PATIENTS RECEIVE TELEHEALTH VISITS FOCUSED ON BLOOD PRESSURE MONITORING, MEDICATION REVIEW, SCREENING FOR STROKE SYMPTOMS; SCREENING FOR MENTAL HEALTH CONDITIONS; AND ASSESSMENT OF SDOH. TELEHEALTH VISITS ARE ALSO USED FOR CONSULTATIONS, REFERRALS FOR GROUP MENTAL HEALTH COUNSELING, REFERRALS TO ORLANDO HEALTH REACH PROGRAM; AND REFERRALS TO ALIGNED COMMUNITY PARTNERS IN ORANGE COUNTY. PROGRAM OBJECTIVES INCLUDE REDUCTIONS IN PREECLAMPSIA WITH SEVERE FEATURES; REDUCTIONS IN MEDICALLY INDICATED DELIVERY AT <35 WEEKS DUE TO MATERNAL OR FETAL CONDITION, ABRUPTION, FETAL OR NEONATAL DEATH; REDUCTIONS IN NICU ADMISSIONS; REDUCTIONS IN INTRAUTERINE GROWTH RESTRICTION; AND REDUCTIONS IN LOW-BIRTH-WEIGHT NEONATES. THIS PILOT PROGRAM WAS LAUNCHED IN FY2023 AND WE WILL CONTINUE TO MONITOR THE SUCCESS OF THIS PROGRAM. IN 2022, THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM IDENTIFIED AN OPPORTUNITY TO EXPAND THE MIDWIFE BUS INTO ORANGE COUNTY FROM ITS ORIGINAL BASE IN OSCEOLA COUNTY. ACCORDING TO DATA FROM THE 2022 CHNA, ORANGE COUNTY HAS THE HIGHEST RATE OF MATERNAL MORBIDITY AND INFANT MORTALITY IN CENTRAL FLORIDA. PARTNERING WITH THE CITY OF ORLANDO, THE GRAND AVENUE NEIGHBORHOOD CENTER WAS IDENTIFIED AS A LOCATION THE MIDWIFE BUS WOULD PARK ONCE A WEEK TO PROVIDE PRE-NATAL AND POST-NATAL SERVICES TO UNINSURED OR UNDERINSURED VULNERABLE PREGNANT WOMEN IN ORANGE COUNTY WITH A FOCUS ON OUTREACH TO VULNERABLE ETHNIC RESIDENTS. THE MIDWIFE BUS PARTNERS WITH ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES TO REFER PATIENTS FOR DELIVERY AND INFANT CARE. THIS PROGRAM AIMS TO SUPPORT AT LEAST 400 PREGNANT WOMEN LIVING IN ORANGE COUNTY IN NEED OF MATERNAL SERVICES. WITH ORLANDO HEALTH'S SUPPORT, THE MIDWIFE BUS NOW PROVIDES SUPPORT IN BOTH ORANGE AND OSCEOLA COUNTIES WITH PLANS TO EXPAND SERVICES TO LAKE COUNTY. ORLANDO HEALTH WILL CONTINUE TO WORK WITH PROGRAMS LIKE THE MIDWIFE BUS TO ADDRESS HEALTH DISPARITIES AND WORK TOWARDS MAKING MEANINGFUL CHANGE IN MATERNAL HEALTHCARE. WITH ACCESS TO QUALITY CARE AS ITS PRIORITY, ORLANDO HEALTH DETERMINED THAT THE FOLLOWING ISSUES WOULD NOT BE EXPLICITLY INCLUDED IN ITS IMPLEMENTATION STRATEGY SO THAT IT COULD MAXIMIZE AVAILABLE RESOURCES FOR ADDRESSING ACCESS TO CARE. HOWEVER, ORLANDO HEALTH DOES PROVIDE SUPPORT AND SERVICES FOR SEVERAL OF THE REMAINING HEALTH NEEDS. AT THE TIME OF PRIORITIZATION, WE TOOK INTO ACCOUNT THE LEVEL TO WHICH SOME OF THE NEEDS WERE ALREADY BEING ADDRESSED IN THE SERVICE AREA, ALONG WITH WHETHER THE IDENTIFIED NEED FALLS OUTSIDE THE SCOPE OF OUR EXPERTISE AND RESOURCES. FOR THE NEEDS WE DID NOT SELECT, WE WILL CONTINUE TO PROVIDE SUPPORT AND SERVICES WHERE APPROPRIATE, INCLUDING THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM. IN ADDITION, MANY OF THE NEEDS LISTED BELOW WILL BE IMPACTED BY OUR FOCUS ON ACCESS TO CARE. WITH EFFORTS CONCENTRATED ON ACCESS TO CARE, WE ARE ABLE TO SUPPORT OUR COMMUNITY IN MULTIPLE ARENAS INSTEAD OF BEING LIMITED TO ONE CONDITION OR NEED. THIS FLEXIBILITY HELPS US BETTER SERVE THE MOST UNDERSERVED AND VULNERABLE POPULATIONS IN OUR COMMUNITY. FOUR - COUNTY SERVICE AREA NEEDS THAT WON'T BE EXPLICITLY ADDRESSED: - AFFORDABLE, QUALITY HOUSING - MENTAL HEALTH CRISIS SERVICES AND COMMUNITY AWARENESS OF AVAILABLE RESOURCES - MENTAL HEALTH OUTPATIENT SERVICES CAPACITY - INFORMATION SHARING AMONG PROVIDERS - CASE MANAGERS, COMMUNITY HEALTH WORKERS AND SIMILARLY LICENSED PROFESSIONALS TO GUIDE HIGH-NEED PATIENTS - RECRUITMENT AND RETENTION OF CULTURALLY DIVERSE AND INFORMED PROVIDERS WHO DEMOGRAPHICALLY REFLECT THE COMMUNITY - MENTAL HEALTH STIGMA REDUCTION - BEHAVIORAL HEALTH OUTPATIENT SERVICES FOR CHILDREN - CO-LOCATED CASE MANAGERS AND BEHAVIORAL HEALTH PROVIDERS AT COMMUNITY BASED PRIMARY CARE SITES - ACCESS TO CARE FOR SENIORS (E.G., TRANSPORTATION) - MENTAL HEALTH INPATIENT BED CAPACITY - HEALTH CARE SERVICES IN LOWER-INCOME AND PRIORITY COMMUNITIES - MENTAL HEALTH AND SUBSTANCE USE DISORDER TRANSITION CARE FOR INMATES BEING RELEASED FROM JAIL - CHILDCARE SERVICES, ESPECIALLY FOR CHILDREN WITH SPECIAL NEEDS AFFORDABLE, QUALITY HOUSING. WE DID NOT SELECT AFFORDABLE, QUALITY HOUSING AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED BY SUPPORTING PROGRAMS THAT ADDRESS INEQUITIES AFFECTED BY SOCIAL DETERMINANTS OF HEALTH. MENTAL HEALTH CRISIS SERVICES AND COMMUNITY AWARENESS OF AVAILABLE RESOURCES. WE CURRENTLY WORK WITH ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND COMMUNITY ORGANIZATIONS TO ADDRESS MENTAL HEALTH. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT RATES OF MENTAL HEALTH AND INCREASE ACCESS TO CRISIS SERVICES. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. MENTAL HEALTH OUTPATIENT SERVICES CAPACITY. WE CURRENTLY WORK WITH ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND COMMUNITY ORGANIZATIONS TO ADDRESS MENTAL HEALTH. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT RATES OF MENTAL HEALTH AND ADDRESS MENTAL HEALTH OUTPATIENT SERVICES CAPACITY. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. INFORMATION SHARING AMONG PROVIDERS. WE DID NOT SELECT INFORMATION SHARING AMONG PROVIDERS AS A PRIORITY BUT BELIEVE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED THROUGH OUR SELECTION OF ACCESS TO CARE. WE SUPPORT SEVERAL PROGRAMS, SUCH AS THE ASPIRE BEHAVIORAL HEALTH NAVIGATOR, WHICH PROMOTES THE SHARING OF INFORMATION AMONG PROVIDERS IN ORDER TO PROVIDE BETTER, MORE COLLABORATIVE CARE FOR PATIENTS. CASE MANAGERS, COMMUNITY HEALTH WORKERS AND SIMILARLY LICENSED PROFESSIONALS TO GUIDE HIGH-NEED PATIENTS. WE DID NOT SELECT CASE MANAGERS, COMMUNITY HEALTH WORKERS AND SIMILARLY LICENSED PROFESSIONALS TO GUIDE HIGH-NEED PATIENTS AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT THIS AREA OF

Schedule H, Part V, Section B, Line 11 Facility A, 3
Facility A, 3 - GROUP A, CONTINUED. COMMUNITY NEED BY SUPPORTING PROGRAMS LIKE IMPOWER'S DISCHARGE/TRANSITIONAL SERVICES FOR TEENS UNDERGOING RESIDENTIAL SUBSTANCE ABUSE TREATMENT THAT PROVIDES CASE MANAGEMENT SERVICES TO PATIENTS. RECRUITMENT AND RETENTION OF CULTURALLY DIVERSE AND INFORMED PROVIDERS WHO DEMOGRAPHICALLY REFLECT THE COMMUNITY. WE DID NOT SELECT RECRUITMENT AND RETENTION OF CULTURALLY DIVERSE AND INFORMED PROVIDERS WHO DEMOGRAPHICALLY REFLECT THE COMMUNITY AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED BY SUPPORTING PROGRAMS LIKE HEALTH EQUITY TRAIN THE TRAINER PROGRAM, WHICH PROVIDES HEALTH EQUITY EDUCATION TO HEALTHCARE WORKERS. MENTAL HEALTH STIGMA REDUCTION. WE CURRENTLY WORK WITH ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND COMMUNITY ORGANIZATIONS TO ADDRESS MENTAL HEALTH. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT RATES OF MENTAL HEALTH AND ADDRESS MENTAL HEALTH STIGMA. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. BEHAVIORAL HEALTH OUTPATIENT SERVICES FOR CHILDREN. WE DID NOT SELECT BEHAVIORAL HEALTH OUTPATIENT SERVICES FOR CHILDREN AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED BY SUPPORTING PROGRAMS THAT PROVIDES BEHAVIORAL HEALTH OUTPATIENT SERVICES FOR CHILDREN. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. CO-LOCATED CASE MANAGERS AND BEHAVIORAL HEALTH PROVIDERS AT COMMUNITY-BASED PRIMARY CARE SITES. WE DID NOT SELECT CO-LOCATED CASE MANAGERS AND BEHAVIORAL HEALTH PROVIDERS AT COMMUNITY-BASED PRIMARY CARE SITES AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. ACCESS TO CARE FOR SENIORS (E.G., TRANSPORTATION). WHILE WE DID NOT SELECT ACCESS TO CARE FOR SENIORS AS A PRIORITY, WE CHOSE TO FOCUS ON INCREASING ACCESS TO CARE FOR ALL UNDERSERVED AND HIGH-RISK POPULATIONS. THROUGH OUR SELECTION OF BROAD ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT BARRIERS SENIORS FACE WHEN ATTEMPTING TO RECEIVE CARE. MENTAL HEALTH INPATIENT BED CAPACITY. WE CURRENTLY WORK WITH ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND COMMUNITY ORGANIZATIONS TO ADDRESS MENTAL HEALTH. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT RATES OF MENTAL HEALTH AND INCREASE ACCESS TO INPATIENT BED CAPACITY. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. HEALTHCARE SERVICES IN LOWER-INCOME AND PRIORITY COMMUNITIES. WE DID NOT SELECT HEALTHCARE SERVICES IN LOWER-INCOME AND PRIORITY COMMUNITIES AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT THE UNIQUE BARRIERS INDIVIDUALS FROM LOWER-INCOME AND PRIORITY COMMUNITIES FACE WHEN ATTEMPTING TO RECEIVE HEALTHCARE. PLEASE REFER TO APPENDIX A FOR INITIATIVES THAT ARE FOCUSED IN THIS AREA. MENTAL HEALTH AND SUBSTANCE USE DISORDER TRANSITION CARE FOR INMATES BEING RELEASED FROM JAIL. WE DID NOT SELECT MENTAL HEALTH AND SUBSTANCE USE DISORDER TRANSITION CARE FOR INMATES BEING RELEASED FROM JAIL AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. THROUGH OUR SELECTION OF ACCESS TO CARE WE BELIEVE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED BY SUPPORTING PROGRAMS THAT PROVIDE MENTAL HEALTH AND SUBSTANCE USE DISORDER RESOURCES. CHILDCARE SERVICES, ESPECIALLY FOR CHILDREN WITH SPECIAL NEEDS. WE DID NOT SELECT CHILDCARE SERVICES, ESPECIALLY FOR CHILDREN WITH SPECIAL NEEDS AS A PRIORITY, BUT WE WILL CONTINUE TO SUPPORT EXISTING PROGRAMS AND SERVICES SURROUNDING THIS NEED. WE BELIEVE THAT THROUGH OUR SELECTION OF ACCESS TO CARE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED.

Schedule H, Part VI, Line 6 Affiliated Health Care System
ORLANDO HEALTH, INC. IS THE PARENT ORGANIZATION OF AN INTEGRATED HEALTHCARE SYSTEM THAT PROVIDES COMPREHENSIVE SERVICES TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR THE COMMUNITIES SERVED. AS AN INTEGRATED HEALTHCARE SYSTEM, ORLANDO HEALTH HAS SEVERAL AFFILIATED AND SUPPORT ORGANIZATIONS THAT ENSURE WE MEET THESE COMMUNITIES' NEEDS. AS A NOT-FOR-PROFIT HEALTHCARE SYSTEM OUR MISSION IS TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. OUR COMMUNITY BENEFIT EFFORTS MEET THE NEEDS OF THE COMMUNITIES WE SERVE IN THE FOLLOWING WAYS: * OFFERING DISCOUNTED OR FREE SERVICE TO OUR UNINSURED AND UNDERINSURED PATIENTS WHO ARE UNABLE TO PAY. * SUPPLEMENTING THE UNREIMBURSED COSTS OF THE GOVERNMENTAL MEDICAID ASSISTANCE PROGRAM. * SUBSIDIZING COSTS NOT REIMBURSED BY GOVERNMENTAL MEDICARE FUNDING FOR CARE PROVIDED TO SENIOR PATIENTS. * BENEFITING OUR COMMUNITY'S OVERALL HEALTH BY PROVIDING CLINICS AND PRIMARY CARE SERVICES, HEALTH FAIRS AND SCREENINGS, SUPPORT GROUPS AND MEDICAL RESEARCH. * INVESTING IN CAPITAL IMPROVEMENTS TO OUR FACILITIES AND TECHNOLOGY IN ORDER TO PROVIDE THE BEST POSSIBLE CARE FOR OUR PATIENTS. THROUGH THE INTEGRATED HEALTHCARE SYSTEM OF 10 HOSPITALS, SIX FREESTANDING EMERGENCY ROOMS AND VARIOUS OUTPATIENT FACILITIES, WITH OVER 25,000 EMPLOYEES AND NEARLY 3,300 PHYSICIANS ON MEDICAL STAFF, ORLANDO HEALTH DELIVERS A HIGH LEVEL OF QUALITY INPATIENT, OUTPATIENT AND EMERGENCY HEALTHCARE TO THE COMMUNITIES SERVED. ORLANDO HEALTH IS A DESIGNATED TEACHING HOSPITAL OFFERING GRADUATE MEDICAL EDUCATION SPONSORING 10 RESIDENCY, SEVEN PHARMACY RESIDENCY, AND 32 FELLOWSHIP PROGRAMS. ORLANDO HEALTH FACILITIES ENCOMPASS 3,140 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES, AND EXCEPTIONAL STAFF. AS PREVIOUSLY MENTIONED, ORLANDO HEALTH, INC., IS COMPOSED OF ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH ORMC), ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL AND ORLANDO HEALTH ST. CLOUD HOSPITAL. ORLANDO HEALTH CENTRAL, INC. OPERATES ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL, WHICH PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY CARE FOR RESIDENTS OF CENTRAL FLORIDA. SOUTH LAKE HOSPITAL, INC. OPERATES ORLANDO HEALTH SOUTH LAKE HOSPITAL, WHICH PROVIDES INPATIENT, OUTPATIENT AND EMERGENCY CARE FOR RESIDENTS OF CENTRAL FLORIDA. OHI WEST, INC., IS COMPOSED OF BAYFRONT Health St. Petersburg, WHICH PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY CARE FOR RESIDENTS OF PINELLAS COUNTY, FLORIDA. ORLANDO HEALTH MEDICAL GROUP, INC. SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTHCARE SYSTEM BY PROVIDING AN INTEGRATED DELIVERY NETWORK OF SPECIALTY PHYSICIAN SERVICES, OCCUPATIONAL HEALTH SERVICES, REHABILITATION HEALTH SERVICES AND BEHAVIORAL HEALTH SERVICES WITH MORE THAN 900 PHYSICIANS IN THE CENTRAL FLORIDA AREA. ORLANDO HEALTH CANCER INSTITUTE, NOW A PART OF ORLANDO HEALTH MEDICAL GROUP, INC., HAS MADE SIGNIFICANT CONTRIBUTIONS TO THE CARE OF CANCER PATIENTS IN CENTRAL FLORIDA. ACCREDITED BY THE AMERICAN COLLEGE OF SURGEONS COMMISSION ON CANCER, ORLANDO HEALTH CANCER INSTITUTE WITH ORLANDO HEALTH, INC., IS COMMITTED TO DELIVERING HIGH-QUALITY CARE FOR CANCER PATIENTS UTILIZING OUR EXTENSIVE EXPERIENCE AND VITAL RESOURCES, FROM THE INITIAL DIAGNOSIS THROUGH EVERY STAGE OF TREATMENT. ORLANDO PHYSICIAN NETWORK, INC. ALSO SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTH SYSTEM BY PROVIDING AN INTEGRATED DELIVERY SYSTEM OF PRIMARY CARE PHYSICIAN SERVICES WITH OVER 100 PHYSICIANS IN THE CENTRAL FLORIDA AREA. ORLANDO HEALTH FOUNDATION, INC. IS THE PHILANTHROPIC HEART OF ORLANDO HEALTH'S INTEGRATED HEALTHCARE SYSTEM AND HAS BEEN INSTRUMENTAL IN RAISING FUNDS FOR CAPITAL IMPROVEMENTS AND RENOVATIONS TO OUR HOSPITALS, AND IN SUPPORTING PROGRAMS AND THE ACQUISITION OF LIFE-SAVING EQUIPMENT FOR OUR COMMUNITIES. THROUGH ORLANDO HEALTH'S HEALTHCARE SYSTEM, WE PROVIDED APPROXIMATELY $586 MILLION IN SUPPORT OF COMMUNITY HEALTH NEEDS.

Schedule H, Part III Line 2 and 4
BAD DEBT EXPENSE REFLECTED IN PART III, LINE 2 REPRESENTS COST OF CHARGES WRITTEN OFF AS UNCOLLECTIBLE. BOTH DISCOUNTS AND PAYMENTS TO ACCOUNTS WILL REDUCE THE BAD DEBT EXPENSE, SHOULD THE ACCOUNT BE REPORTED AS BAD DEBT. THAT IS TO SAY, DISCOUNTS APPLIED TO ACCOUNTS ARE NOT REVERSED PRIOR TO DECLARING, ADJUSTING AND/OR WRITING OFF ACCOUNTS AS BAD DEBT. ALL ACCOUNTS WHICH ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT ARE REVIEWED TO DETERMINE THEIR ELIGIBILITY FOR FINANCIAL ASSISTANCE. IF SUFFICIENT DOCUMENTATION WAS NOT PROVIDED BY THE ACCOUNT HOLDER, ORLANDO HEALTH USES PREDICTIVE ANALYTICS TO DETERMINE IF THE FINANCIAL ASSISTANCE FOR ACCOUNTS ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT. ORLANDO HEALTH USES DATA DERIVED FROM THIRD PARTIES WHICH INCLUDE, BUT ARE NOT LIMITED TO DEMOGRAPHIC VERIFICATION, INCOME VERIFICATION, HOUSEHOLD SIZE VERIFICATION, PAYMENT HISTORY INFORMATION, PROPERTY OWNERSHIP INFORMATION, OCCUPATION INFORMATION, VEHICLE OWNERSHIP HISTORY AND VALUES AND HOME OWNERSHIP HISTORY AND VALUES. ONCE THIS DATA LOGIC IS APPLIED, IT BECOMES APPARENT IF THE ACCOUNT QUALIFIES FOR FINANCIAL ASSISTANCE. IF THE ACCOUNT DOES QUALIFY, PREVIOUS UNINSURED DISCOUNTS, BAD DEBT ADJUSTMENTS AND/OR WRITE OFFS ARE REVERSED AND THE NEW BALANCE REFLECTED IS RECLASSIFIED AS FINANCIAL ASSISTANCE OR CHARITY, WHICH IS REDUCED TO COST. CONSISTENT WITH THE SYSTEM'S MISSION, CARE IS PROVIDED TO PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. THEREFORE, THE SYSTEM HAS DETERMINED THAT IT HAS PROVIDED IMPLICIT PRICE CONCESSIONS TO UNINSURED PATIENTS AND PATIENTS WITH OTHER UNINSURED BALANCES SUCH AS COPAYS AND DEDUCTIBLES. THE DIFFERENCE BETWEEN AMOUNTS BILLED TO PATIENTS AND THE AMOUNTS EXPECTED TO BE COLLECTED BASED ON THE SYSTEM'S COLLECTION HISTORY WITH THOSE PATIENTS IS RECORDED AS IMPLICIT PRICE CONCESSIONS, OR AS A DIRECT REDUCTION TO NET PATIENT REVENUE. SUBSEQUENT ADJUSTMENTS THAT ARE DETERMINED TO BE THE RESULT OF AN ADVERSE CHANGE IN THE PATIENT'S OR PAYOR'S ABILITY TO PAY ARE RECOGNIZED AS BAD DEBT EXPENSE. BAD DEBT EXPENSE IS RECORDED AS A COMPONENT OF OTHER OPERATING EXPENSES IN THE ACCOMPANYING CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGES IN NET ASSETS. BAD DEBT EXPENSE FOR THE YEARS ENDED SEPTEMBER 30, 2021 AND 2020 WAS NOT SIGNIFICANT FOR THE SYSTEM. (ORLANDO HEALTH, INC. AUDITED FINANCIAL STATEMENTS, PAGE 17).

Schedule H, Part I, Line 7 EXPLANATION OF COSTING METHODOLOGY USED FOR CALCULATING LINE 7 TABLE
THE AMOUNTS OF COSTS REPORTED ON LINE 7 PART I OF SCHEDULE H WERE DETERMINED BY UTILIZATION OF A COST-TO-CHARGE RATIO DERIVED FROM WORKSHEET 2 AS CONTAINED IN THE SCHEDULE H INSTRUCTIONS.

Schedule H, Part I, Line 7f BAD DEBT REPORTING
BAD DEBT WAS REPORTED AS AN OFFSET TO PATIENT REVENUE AND NOT ON PART IX. THEREFORE, FORM 990, PART IX, LINE 25 DID NOT INCLUDE BAD DEBT EXPENSE.

Schedule H, Part VI, Line 7 STATE FILING OF COMMUNITY BENEFIT REPORT
NONE

Schedule H, Part V, Section B, Line 16a
https://www.orlandohealth.com/patients-and-visitors/patient-financial-resources/pay-your-bill/cant-afford-your-bill/financial-assistance

SECTION 501(R) RISK ASSESSMENT
ORLANDO HEALTH, INC. (OHI) CONDUCTED AN EXTENSIVE REVIEW OF ITS POLICIES AND PROCEDURES TO ENSURE COMPLIANCE WITH THE REQUIREMENTS OF IRC SECTION 501(R). OHI OPERATES SIX HOSPITAL FACILITIES FOR WHICH IT MUST SATISFY THE REQUIREMENTS OF SECTION 501(R). THE REVIEW THAT OHI UNDERTOOK ADDRESSED SECTION 501(R) COMPLIANCE AT EACH OF THE FOLLOWING HOSPITAL FACILITIES: 1. ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (OHORMC) 2. ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN (OHAPH) 3. ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES (OHWPH) 4. ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL (OHSSH) 5. ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL (OHDPH) 6. ORLANDO HEALTH ST. CLOUD HOSPITAL (OHSCH) OHI MAKES PHYSICAL COPIES OF ITS COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND FINANCIAL ASSISTANCE POLICY (FAP) AVAILABLE TO THE PUBLIC AT EACH OF THE OHI'S HOSPITALS AS REQUIRED BY SECTION 501(R). OHI PROVIDES PATIENT-FACING EMPLOYEES WITH ANNUAL TRAINING TO ENSURE THAT THEY COULD IDENTIFY THE PHYSICAL LOCATIONS WITHIN THE HOSPITAL FACILITIES WHERE PATIENTS COULD OBTAIN PHYSICAL COPIES OF THESE DOCUMENTS. OHI DETERMINED AS PART OF ITS SECTION 501(R) REVIEW TO ENHANCE PUBLIC AWARENESS OF ITS FAP AND THE FINANCIAL ASSISTANCE AVAILABLE TO DISADVANTAGED MEMBERS OF ITS COMMUNITY. ACCORDINGLY, OHI DISSEMINATED INFORMATION ON THE AVAILABILITY OF FINANCIAL ASSISTANCE AT OHI HOSPITAL FACILITIES TO COMMUNITY PARTNERS IN EACH OF THE FOLLOWING CATEGORIES: FEDERALLY QUALIFIED HEALTH CENTERS (FQHCS), MEDICAL HOMES AND OTHER NONPROFIT ORGANIZATIONS THAT SERVE LOW INCOME POPULATIONS. THE COMMUNITY PARTNERS IDENTIFIED IN EACH GROUP RESPECTIVELY ARE: GRACE MEDICAL HOME, SHEPHERD'S HOPE, COMMUNITY HEALTH CENTERS, TRUE HEALTH, HEALTH CARE CENTER FOR THE HOMELESS DBA ORANGE BLOSSOM FAMILY HEALTH, COALITION FOR THE HOMELESS, ORANGE COUNTY MEDICAL CLINIC, AND MEMBERS OF THE PRIMARY CARE ACCESS NETWORK (PCAN) IN ORANGE COUNTY. IN ADDITION, OHI DESIGNATED A COMMUNITY LIAISON TO ATTEND REGULAR FUNCTIONS IN THE COMMUNITY, DISPLAY THE FAP AT THESE FUNCTIONS, AND PROVIDE COPIES OF THE FAP TO COMMUNITY MEMBERS. FINALLY, OHI HAS IMPLEMENTED REVIEWS OF ITS WEBSITE LINKS TO ENSURE INFORMATION REQUIRED BY SECTION 501(R) IS AVAILABLE TO THE PUBLIC. OHI HAS ESTABLISHED A METHODS FOR MEMBERS OF THE PUBLIC TO PROVIDE INPUT ON OHI'S CHNA REPORT AND IMPLEMENTATION STRATEGY. SUCH INPUT WILL BE MONITORED AND TRACKED QUARTERLY ALONG WITH WEBSITE LINKS PROVIDING INFORMATION TO THE PUBLIC. OHI WILL CONTINUE TO IDENTIFY REPRESENTATIVES OF THE LOW-INCOME, UNDERSERVED AND MINORITY POPULATION(S) IN THE COMMUNITY FROM WHOM INPUT WAS SOLICITED AND DESCRIBE THE RESOURCES POTENTIALLY AVAILABLE TO ADDRESS THE SIGNIFICANT HEALTH NEEDS THROUGHOUT THE 2022 CHNA. DATE RANGES FOR WHICH OHI CONDUCTED SURVEYS AND INTERVIEWS WITHIN THE COMMUNITY TO SEEK INPUT ON IDENTIFYING AND PRIORITIZING COMMUNITY HEALTH NEEDS WILL ALSO BE INCLUDED IN THE 2022 CHNA. MOREOVER, OHI WILL INCLUDE AN EVALUATION IN THE 2022 CHNA OF THE IMPACT OF ANY ACTIONS THAT WERE TAKEN, SINCE OHI FINISHED CONDUCTING ITS IMMEDIATELY PRECEDING CHNA, TO ADDRESS THE SIGNIFICANT HEALTH NEEDS IDENTIFIED IN EACH HOSPITAL FACILITY'S PRIOR CHNA. FINALLY, OHI WILL CONTINUE TO LIST ALL PARTNERS THAT IT PLANS TO WORK WITH IN ADDRESSING SIGNIFICANT COMMUNITY HEALTH NEEDS (I.E., LOCAL HEALTH DEPARTMENTS, OTHER HOSPITALS, NON-PROFITS, GOVERNMENT AGENCIES AND ADVOCACY GROUPS) THAT ARE KNOWN AT THE TIME OF IMPLEMENTATION.

Schedule H, Part II COMMUNITY BUILDING ACTIVITIES
THE PRIMARY PURPOSE OF ORLANDO HEALTH'S COMMUNITY BUILDING ACTIVITIES IS TO IMPROVE HEALTH IN THE CENTRAL FLORIDA COMMUNITY. WHEN A PARTICULAR PHYSICIAN SPECIALTY IS DEFICIENT IN THE COMMUNITY IN COMPARISON TO THE POPULATION, IT CAN LIMIT ACCESS TO HEALTHCARE SERVICES AND RESULT IN POOR HEALTH OUTCOMES. TO RECTIFY THOSE WORKFORCE SHORTAGES, ORLANDO HEALTH MAY HELP RECRUIT PHYSICIANS WHEN A NEED IS IDENTIFIED TO ESTABLISH, ENHANCE, OR MAINTAIN A MEDICAL SERVICE IN THE AREA. TO DETERMINE NEED, ORLANDO HEALTH USES INDEPENDENT HEALTH PLANNING SERVICE ORGANIZATIONS; COMMUNITY NEEDS ASSESSMENT; AND INDEPENDENTLY MAINTAINED PHYSICIAN DATABASE SOFTWARE. THESE PHYSICIAN RECRUITMENT EFFORTS MEET THE COMMUNITY BENEFIT OBJECTIVE OF IMPROVING ACCESS TO HEALTH SERVICES, WHICH IN TURN IMPROVES PUBLIC HEALTH. WE WILL CONTINUE TO FIND WAYS TO RECRUIT COMMUNITY-BASED PHYSICIANS TO HELP COMBAT PHYSICIAN SHORTAGES IN THE COMING FISCAL YEAR.

Schedule H, Part V, Section B, Line 16b
https://www.orlandohealth.com/patients-and-visitors/patient-financial-resources/pay-your-bill/cant-afford-your-bill/financial-assistance

Schedule H, Part V, Section B, Line 16c
https://www.orlandohealth.com/patients-and-visitors/patient-financial-resources/pay-your-bill/cant-afford-your-bill/financial-assistance

Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
THE COSTING METHODOLOGY USED TO REPORT THE AMOUNT REPORTED ON LINE 6 AS MEDICARE ALLOWABLE COSTS OF CARE RELATING TO PAYMENTS RECEIVED FROM MEDICARE WAS CALCULATED USING THE MEDICARE COST REPORT. ORLANDO HEALTH DOES NOT CURRENTLY INCLUDE MEDICARE SHORTFALL AS A COMMUNITY BENEFIT.HOWEVER, AS A NOT-FOR-PROFIT ORGANIZATION WE PROVIDE EMERGENCY AND REQUIRED CARE TO ALL PATIENTS REGARDLESS OF THEIR FINANCIAL STATUS. DESPITE THE MEDICARE SHORTFALL, NOT-FOR-PROFIT HOSPITALS MUST AND WILL CONTINUE TO CARE FOR THE MEDICARE POPULATION AND ACCEPT THE MEDICARE REIMBURSEMENT RATE. CARING FOR THE MEDICARE PATIENT POPULATION FULFILLS A COMMUNITY NEED AND RELIEVES A GOVERNMENT BURDEN AS THIS CLASS OF PATIENTS TYPICALLY HAS LOW AND/OR FIXED INCOMES. THE MEDICARE PATIENT POPULATION IS LARGE AND THE LACK OF SUFFICIENT REIMBURSEMENT TO COVER THE COST OF PROVIDING CARE FOR THESE PATIENTS NECESSITATES THAT NOT-FOR-PROFIT HOSPITALS USE OTHER FUNDS TO COVER THE DEFICIT. NOT-FOR-PROFIT HOSPITALS HAVE A RESPONSIBILITY TO WORK TOWARD IMPROVED HEALTH IN THE COMMUNITIES THEY SERVE AND CARING FOR THE MEDICARE PATIENTS, DESPITE THE SHORTFALL OF REIMBURSEMENT, IS A DIRECT COMMUNITY BENEFIT AND PROVIDES VALUE DIRECTLY TO THE COMMUNITIES SERVED.

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
COLLECTION PRACTICES ARE CONSISTENT FOR ALL PATIENTS AND COMPLY WITH APPLICABLE PROVISIONS OF STATE LAW. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, ORLANDO HEALTH PROVIDES ALL PATIENTS WITH INFORMATION REGARDING THE AVAILABILITY OF FINANCIAL ASSISTANCE. ORLANDO HEALTH PERFORMS A THOROUGH EVALUATION OF THE PATIENT'S FINANCIAL STATUS TO ENSURE THE UTILIZATION OF ALL DISCOUNTS AND CHARITY CARE PROGRAMS AVAILABLE UNDER THEIR DISCOUNT AND CHARITY CARE POLICIES. THIS DETERMINATION PROCESS IS COMPLETED BEFORE ANY PATIENT'S ACCOUNT PROCEEDS TO COLLECTION. ORLANDO HEALTH DOES NOT PURSUE COLLECTION PRACTICES AGAINST PATIENTS KNOWN TO QUALIFY FOR CHARITY CARE OR OTHER FINANCIAL ASSISTANCE.

Schedule H, Part V, Section B, Line 16a FAP website
A - ORLANDO REGIONAL MEDICAL CENTER: Line 16a URL: SEE PART VI;

Schedule H, Part V, Section B, Line 16b FAP Application website
A - ORLANDO REGIONAL MEDICAL CENTER: Line 16b URL: SEE PART VI;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
A - ORLANDO REGIONAL MEDICAL CENTER: Line 16c URL: SEE PART VI;

Schedule H, Part VI, Line 2 Needs assessment
IN 2022, ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH ORMC), ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL, ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH ST. CLOUD HOSPITAL AND ORLANDO HEALTH SOUTH LAKE HOSPITAL CONDUCTED A FORMAL COMMUNITY HEALTH NEEDS ASSESSMENT. HOWEVER, PRIOR TO THE ASSESSMENT, ORLANDO HEALTH ANALYZED THE SERVICES NEEDED AS PART OF OUR STRATEGY, AND BUDGETING PLANNING AND DEVELOPED A PROCESS TO ENSURE THE ORGANIZATION IS RESPONSIVE TO COMMUNITY HEALTH NEEDS. THROUGH OUR EDUCATION, RESEARCH, AND PATIENT CARE PROGRAMS, AS WELL AS THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM, ORLANDO HEALTH MEETS THE NEEDS OF THE COMMUNITY. THE SPECIFIC NEEDS TARGETED BY THESE PROGRAMS HAVE BEEN IDENTIFIED THROUGH THE EXPERIENCE OF COMMUNITY HOSPITAL LEADERSHIP, NEIGHBORHOOD OUTREACH AND THROUGH ASSESSMENTS THAT IDENTIFIED HEALTH NEEDS IN THE COMMUNITIES SERVED BY THE HOSPITALS ALONG WITH HOSPITAL DATA. AS A RESULT, ORLANDO HEALTH SUPPORTS A VARIETY OF PROGRAMS FOR AT-RISK POPULATIONS, FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS AND SPECIAL NEEDS GROUPS, AS WELL AS FOR THE BROADER COMMUNITY. ADDITIONAL EXAMPLES OF HOW ORLANDO HEALTH RESPONDS TO COMMUNITY HEALTH NEEDS ARE AS FOLLOWS: 1. GOVERNING BOARDS ARE COMPOSED OF INDIVIDUALS BROADLY REPRESENTATIVE OF THE COMMUNITY, COMMUNITY LEADERS AND THOSE WITH SPECIALIZED MEDICAL TRAINING AND EXPERTISE; 2. PARTNERSHIP WITH LOCAL GROUPS AND ASSOCIATIONS TO ATTEND TO THE HEALTH CARE NEEDS OF THE ORLANDO HEALTH COMMUNITY; 3. SPONSORSHIP AND PARTICIPATION IN COMMUNITY FORUMS, HEALTH FAIRS, COMMUNITY FITNESS AND WELLNESS EVENTS, AND OTHER OUTREACH EVENTS; AND 4. TRANSITION SERVICES POST-DISCHARGE PATIENT FOR FOLLOW-UPS RELATED TO ON-GOING CARE AND TREATMENT TO PREVENT UNNECESSARY ADMISSIONS AND POTENTIAL RE-ADMISSIONS.

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
ORLANDO HEALTH FOLLOWS AN ESTABLISHED PROCESS TO INFORM ALL PATIENTS OF ITS CHARITY CARE AND UNINSURED DISCOUNT POLICIES. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, UNINSURED PATIENTS ARE INFORMED OF THE HOSPITAL'S CHARITY CARE POLICY AND OTHER FINANCIAL ASSISTANCE. FINANCIAL INFORMATION IS SECURED FOR ALL UNINSURED PATIENTS TO SCREEN FOR POSSIBLE ENROLLMENT IN FEDERAL, STATE, AND LOCAL PROGRAMS. ORLANDO HEALTH HAS CONTRACTED DEDICATED ORGANIZATIONS THAT ASSIST THE PATIENT WITH THEIR ENROLLMENT PROCESS ALL THE WAY TO APPROVAL OR DENIAL BY THE RESPECTIVE AGENCIES. FOR UNINSURED PATIENTS THAT ARE DENIED COVERAGE OR DO NOT MEET THE COVERAGE CRITERION FOR A RESPECTIVE AGENCY, ORLANDO HEALTH THEN SCREENS THE PATIENT FOR CHARITY ELIGIBILITY. IT IS ORLANDO HEALTH'S OBJECTIVE TO PROVIDE CHARITY CARE TO OUR PATIENTS WHO DO NOT HAVE THE ABILITY TO PAY.

Schedule H, Part VI, Line 4 Community information
ORLANDO HEALTH CURRENTLY OPERATES 10 HOSPITALS IN FLORIDA, WHICH HAS MILLIONS OF RESIDENTS AND INTERNATIONAL VISITORS ANNUALLY. THE HEALTH SYSTEM IS ONE OF CENTRAL FLORIDA'S LARGEST EMPLOYERS WITH OVER 25,000 EMPLOYEES AND NEARLY 3,300 ON-STAFF PHYSICIANS. AS A STATUTORY TEACHING HOSPITAL, WE OFFER GRADUATE MEDICAL EDUCATION WHERE WE ARE THE INSTITUTIONAL SPONSOR OF 10 RESIDENCY, SEVEN PHARMACY RESIDENCY, 32 FELLOWSHIP PROGRAMS, AND HOST MORE THAN 350 RESIDENTS AND FELLOWS ANNUALLY. ORLANDO HEALTH FACILITIES ENCOMPASS 3,140 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES AND HIGHLY QUALIFIED STAFF. ORLANDO HEALTH IS COMPRISED OF ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH ORMC), ORLANDO HEALTH ARNOLD PALMER HOSPITAL FOR CHILDREN, ORLANDO HEALTH WINNIE PALMER HOSPITAL FOR WOMEN AND BABIES, ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH SOUTH SEMINOLE HOSPITAL, ORLANDO HEALTH ST. CLOUD HOSPITAL, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH SOUTH LAKE HOSPITAL AND BAYFRONT HEALTH ST. PETERSBURG. ORLANDO HEALTH ORMC IS HOME TO THE REGION'S ONLY LEVEL ONE TRAUMA CENTER. THIS STATE-VERIFIED CENTER IS CAPABLE OF DELIVERING THE HIGHEST LEVEL OF EXPERTISE AND CARE IN THE SHORTEST TIME POSSIBLE. ORLANDO HEALTH ORMC'S LEVEL ONE TRAUMA CENTER PROVIDES SPECIALIZED CARE FOR CRITICALLY INJURED OR CRITICALLY ILL PEOPLE WITHIN A 90-MILE RADIUS, AND OVER 523,368 PATIENTS VISITED OUR EMERGENCY DEPARTMENTS IN 2022. ORLANDO HEALTH ARNOLD PALMER IS THE FIRST FACILITY IN CENTRAL FLORIDA TO PROVIDE EMERGENCY CARE EXCLUSIVELY FOR PEDIATRICS, INCLUDING LEVEL ONE TRAUMA. IN ADDITION TO TRAUMA CARE, THE LEVEL ONE TRAUMA CENTER AND AIR CARE TEAM SERVE AS AN INTEGRAL RESOURCE FOR DISASTER READINESS AND RESPONSE PLANNING IN GREATER ORLANDO. AIR CARE TRANSPORTED 836 ADULT TRAUMA PATIENTS AND 156 PEDIATRIC TRAUMA PATIENTS IN 2022. ORLANDO HEALTH'S PRIMARY SERVICE AREA IS COMPRISED OF LAKE, ORANGE, OSCEOLA, AND SEMINOLE COUNTIES. THE MEDIAN HOUSEHOLD INCOME IN THESE COUNTIES IS $73,739. IN CENTRAL FLORIDA, 12.9 PERCENT OF HOUSEHOLDS ARE BELOW THE FEDERAL POVERTY GUIDELINE. THE PERCENT UNINSURED (AGE 0-64) FOR THE FOUR COUNTY AREA IS 16.7 PERCENT AND THERE ARE 11 FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS PRESENT IN THIS REGION. COMMUNITY OUTREACH ACTIVITIES INCLUDED THE SHIFT TO SOCIAL DISTANCING PROTOCOLS SUCH AS ONLINE SPEAKER'S BUREAU, ONLINE SUPPORT/EDUCATION GROUPS, ONLINE WELLNESS CLASSES, CLINICAL SCREENINGS THROUGH TELEHEALTH AND ASSESSMENTS, MEDICAL EDUCATION, RESEARCH, WOMEN, CHILDREN AND SENIOR HEALTH INITIATIVES, PUBLIC PROGRAM ENROLLMENT ASSISTANCE AND POST-ACUTE CARE FOR HOMELESS AND UNINSURED, SPONSORSHIPS, SCHOOL INITIATIVES, DONATED MEETING SPACE AND SPIRITUAL CARE.

Schedule H, Part VI, Line 5 Promotion of community health
AS A NOT-FOR-PROFIT HEALTHCARE ORGANIZATION, THE CULTURE OF CARING AT ORLANDO HEALTH TOUCHES THE LIVES OF MANY INDIVIDUALS AND FAMILIES THROUGHOUT CENTRAL FLORIDA. ORLANDO HEALTH DEMONSTRATES A COMMITMENT TO PROMOTE HEALTH, WELL-BEING, AND A CARING SPIRIT BY DIRECTING EMPLOYEE TIME AND TALENT TO SERVE ON COMMUNITY COLLABORATION BOARDS AND VOLUNTEERISM. IN FISCAL YEAR 2022 OUR TEAM MEMBERS AND PHYSICIANS PROVIDED OVER 3,100 VOLUNTEER HOURS. THESE HOURS WERE SPENT OUTSIDE OUR HEALTHCARE SYSTEM TO SUPPORT COMMUNITY PARTNERS AND THE NEEDS IN OUR COMMUNITY. ORLANDO HEALTH WORKS WITH NEIGHBORHOOD RESOURCES TO ADDRESS THE ROOT CAUSES OF HEALTH PROBLEMS BY SUPPORTING PROGRAMS THAT TARGET COMMUNITY WELLNESS, DISEASE PREVENTION AND ENVIRONMENTAL PROBLEMS. ORLANDO HEALTH FOSTERS PARTNERSHIPS WITH OTHER COMMUNITY AGENCIES IN ITS SERVICE AREA THAT WORK COLLABORATIVELY TO HELP THOSE IN NEED AND TO IMPROVE THE HEALTH AND SAFETY OF THE RESIDENTS OF THE COMMUNITY. BOTH CASH AND IN-KIND DONATIONS ARE MADE ANNUALLY TO THESE VARIOUS LOCAL CHARITABLE ORGANIZATIONS. ORLANDO HEALTH ADDRESSES VARIOUS COMMUNITY CONCERNS, INCLUDING HEALTH IMPROVEMENT, EDUCATION, POVERTY, WORKFORCE DEVELOPMENT AND ACCESS TO HEALTH CARE. THE KEY COMPONENT OF A NOT-FOR-PROFIT ORGANIZATION IS THAT THE ORGANIZATION SERVES A BROAD, INDEFINITE CHARITABLE CLASS. ONE OF THE KEY INDICATORS THAT AN ORGANIZATION DOES SERVE THE BROADER COMMUNITY IS CONTROL OF THE ORGANIZATION BY INDEPENDENT COMMUNITY LEADERS. ORLANDO HEALTH AND ITS HOSPITAL GOVERNING BOARD ARE MADE UP OF MEMBERS WHO DIRECT AND GUIDE MANAGEMENT IN CARRYING OUT THE MISSION OF ORLANDO HEALTH AND ITS AFFILIATES. DIRECTORS ARE SELECTED ON THE BASIS OF THEIR EXPERTISE AND EXPERIENCE. ORLANDO HEALTH'S VOLUNTEER BOARD BALANCES FINANCIAL DECISIONS ON COMMUNITY CONCERNS AND SOCIAL RESPONSIBILITY. ORLANDO HEALTH OPERATES AN OPEN MEDICAL STAFF BY EXTENDING MEDICAL STAFF PRIVILEGES TO ALL QUALIFIED PHYSICIANS IN CENTRAL FLORIDA. SURPLUS FUNDS ARE RETAINED BY ORLANDO HEALTH AND USED TO CARRY OUT THE MISSION OF IMPROVING THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE.