View data for this organization below, or select additional hospitals to create a comparison view.
Compare tax-exempt hospitals

Search tax-exempt hospitals
for comparison purposes.

Sacred Heart Health System Inc

C/o Tax Department PO Box 45998
St Louis, MO 63145
EIN: 590634434
The hospital that you have selected is part of a multi-facility organization that reports community benefit expenditures in the aggregate and not by individual hospital. The data shown below are for the multi-facility organization. We encourage you to contact the individual hospital directly if you would like community benefit information on the hospital.Learn more
Individual Facility Details: Ascension Sacred Heart Bay
615 North Bonita Avenue
Panama City, FL 32401
4 hospitals in organization:
(click a facility name to update Individual Facility Details panel)
Bed count323Medicare provider number100026Member of the Council of Teaching HospitalsNOChildren's hospitalNO

Sacred Heart Health System IncDisplay data for year:

Community Benefit Spending- 2021
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)
10.28%
Spending by Community Benefit Category- 2021
(as % of total functional expenses)
* = CBI denoted preventative categories
Community Benefit Spending Compared to Functional Expenses, 2012-2021
Additional data

Community Benefit Expenditures: 2021

  • All tax-exempt organizations file a Form 990 with the IRS for every tax year. If the tax-exempt organization operates one or more hospital facilities during the tax year, the organization must attach a Schedule H to Form 990. On Part I of Schedule H, the organization records the expenditures it made during the tax year for various types of community benefits; 9 types are shown on this web tool. By default, this web tool presents community benefit expenditures as a percentage of the organization’s functional expenses, which it reports on Form 990, Part IX, Line 25, Column A. (The more commonly heard term, ‘total operating expenses’, which organizations report to CMS, is generally about 90% of the ‘functional expenses’). The user may change the default to see the dollar expenditures.

    • Operating expenses$ 1,480,420,602
      Total amount spent on community benefits
      as % of operating expenses
      		$ 152,200,783
      10.28 %
  • Amount spent in the following IRS community benefit categories:
      • Financial Assistance at cost
        as % of operating expenses
        		$ 72,402,259
        4.89 %
        Medicaid
        as % of operating expenses
        		$ 78,868,675
        5.33 %
        Costs of other means-tested government programs
        as % of operating expenses
        		$ 0
        0 %
        Health professions education
        as % of operating expenses
        		$ 0
        0 %
        Subsidized health services
        as % of operating expenses
        		$ 0
        0 %
        Research
        as % of operating expenses
        		$ 0
        0 %
        Community health improvement services and community benefit operations*
        as % of operating expenses
        Note: these two community benefit categories are reported together on the Schedule H, part I, line 7e.
        		$ 196,455
        0.01 %
        Cash and in-kind contributions for community benefit*
        as % of operating expenses
        		$ 733,394
        0.05 %
        Community building*
        as % of operating expenses        		$ 659,373
        0.04 %
    • * = CBI denoted preventative categories
    • Community building activities details:
        • Did tax-exempt hospital report community building activities?YES
          Number of activities or programs (optional)0
          Physical improvements and housing0
          Economic development0
          Community support0
          Environmental improvements0
          Leadership development and training for community members0
          Coalition building0
          Community health improvement advocacy0
          Workforce development0
          Other0
          Persons served (optional)0
          Physical improvements and housing0
          Economic development0
          Community support0
          Environmental improvements0
          Leadership development and training for community members0
          Coalition building0
          Community health improvement advocacy0
          Workforce development0
          Other0
          Community building expense
          as % of operating expenses          		$ 659,373
          0.04 %
          Physical improvements and housing
          as % of community building expenses
          		$ 0
          0 %
          Economic development
          as % of community building expenses
          		$ 0
          0 %
          Community support
          as % of community building expenses
          		$ 0
          0 %
          Environmental improvements
          as % of community building expenses
          		$ 0
          0 %
          Leadership development and training for community members
          as % of community building expenses
          		$ 0
          0 %
          Coalition building
          as % of community building expenses
          		$ 0
          0 %
          Community health improvement advocacy
          as % of community building expenses
          		$ 451,535
          68.48 %
          Workforce development
          as % of community building expenses
          		$ 0
          0 %
          Other
          as % of community building expenses
          		$ 207,838
          31.52 %
          Direct offsetting revenue$ 0
          Physical improvements and housing$ 0
          Economic development$ 0
          Community support$ 0
          Environmental improvements$ 0
          Leadership development and training for community members$ 0
          Coalition building$ 0
          Community health improvement advocacy$ 0
          Workforce development$ 0
          Other$ 0

    Other Useful Tax-exempt Hospital Information: 2021

    • In addition to community benefit and community building expenditures, the Schedule H worksheet includes sections on what percentage of bad debt can be attributable to patients eligible for financial assistance, and questions on the tax-exempt hospital's debt collection policy. When searching a specific tax-exempt hospital in this web tool, Section II provides information about bad debt and the financial assistance policy, and whether the state in which the tax-exempt hospital resides has expanded Medicaid coverage under the federal ACA.

      • Of the tax-exempt hospital’s overall operating expenses, amount reported as bad debt
        as % of operating expenses        		$ 14,769,551
        1.00 %
        Is the tax-exempt hospital considered a "sole community hospital" under the Medicare program?NO
    • Information about the tax-exempt hospital's Financial Assistance Policy and Debt Collection Policy

      The Financial Assistance Policy section of Schedule H has changed over the years. The questions listed below reflect the questions on the 2009-2011 Schedule H forms and the answers tax-exempt hospitals provided for those years. The Financial Assistance Policy requirements were changed under the ACA. In the future, as the Community Benefit Insight web site is populated with 2022 data and subsequent years, the web tool will also be updated to reflect the new wording and requirements. In the meantime, if you have any questions about this section, we encourage you to contact your tax-exempt hospital directly.

      • Does the organization have a written financial assistance (charity care) policy?YES
        Did the tax-exempt hospital rely upon Federal Poverty Guidelines (FPG) to determine when to provide free or discounted care for patients?YES
        Amount of the tax-exempt hospital’s bad debt (at cost) attributed to patients eligible under the organization’s financial assistance (charity care) policy
        as % of operating expenses        		$ 0
        0 %
    • Did the tax-exempt hospital, or an authorized third party, take any of the following collection activities before determining whether the patient was eligible for financial assistance:
      • Reported to credit agencyNot available

    • Under the ACA, states have the choice to expand Medicaid eligibility for their residents up to 138% of the federal poverty guidelines. The Medicaid expansion provision of the ACA did not go into effect until January 2014, so data in this web tool will not reflect each state's current Medicaid eligibility threshold. For up to date information, please visit the Terms and Glossary under the Resources tab.

      • After enactment of the ACA, has the state in which this tax-exempt hospital is located expanded Medicaid?NO

    • The federal poverty guidelines (FPG) are set by the government and used to determine eligibility for many federal financial assistance programs. Tax-exempt hospitals often use FPG guidelines in their Financial Assistance policies to determine which patients will qualify for free or discounted care.

      • If not, is the state's Medicaid threshold for working parents at or below 76% of the federal poverty guidelines?YES

    • In addition to the federal requirements, some states have laws stipulating community benefit requirements as a result of tax-exemption. The laws vary from state to state and may require the tax-exempt hospitals to submit community benefit reports. Data on this web tool captures whether or not a state had a mandatory community benefit reporting law as of 2011. For more information, please see Community Benefit State Law Profiles Comparison at The Hilltop Institute.

      • Does the state in which the tax-exempt hospital is located have a mandatory community benefit reporting statute?NO

    Community Health Needs Assessment Activities: 2021

    • The ACA requires all 501(c)(3) tax-exempt hospitals to conduct a Community Health Needs Assessment (CHNA) every three years, starting with the hospital's tax year beginning after March 23, 2012. The 2011 Schedule H included an optional section of questions on the CHNA process. This web tool includes responses for those hospitals voluntary reporting this information. The web tool will be updated to reflect changes in these questions on the 2012 and subsequent Schedule H forms.

      • Did the tax-exempt hospital report that they had conducted a CHNA?YES
        Did the CHNA define the community served by the tax-exempt hospital?YES
        Did the CHNA consider input from individuals that represent the broad interests of the community served by the tax-exempt hospital?YES
        Did the tax-exempt hospital make the CHNA widely available (i.e. post online)?YES
        Did the tax-exempt hospital adopt an implementation strategy to address the community needs identified by the CHNA?YES

    Supplemental Information: 2021

    This section presents qualitative information submitted by the hospital, verbatim from the 990H record.
    • Statement of Program Service Accomplishments
      Description of the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.
      • 4A (Expenses $ 1176631257 including grants of $ 2203656) (Revenue $ 1329609869)
Sacred Heart Health System, Inc. has 855 available beds on 4 campuses that provide services without regard to patient race, creed, national origin, economic status, or ability to pay. During fiscal year 2022, Sacred Heart Health System, Inc. treated 39,237 adults and children for a total of 199,775 patient days of service. The hospital also provided services for 1,822,501 outpatient visits, which included 21,337 outpatient surgeries and 212,874 Emergency Room Visits. See Schedule H for a non-exhaustive list of community benefit programs and descriptions. As part of the Ascension Catholic health ministry, the filing organization served in support of Ascension's commitment to both care for patients and communities and support caregivers and other associates through the challenges of the COVID-19 global pandemic in FY22.
      Facility Information
      Schedule H (Form 990) Section C. Supplemental Information for Part V, Section B.
      Schedule H, Part V, Section B, Line 3E
TO BETTER TARGET COMMUNITY RESOURCES ON THE SERVICE AREA'S MOST PRESSING HEALTH NEEDS, THE HOSPITAL PARTICIPATED IN A GROUP DISCUSSION WITH ORGANIZATIONAL DECISION MAKERS AND COMMUNITY LEADERS TO PRIORITIZE THE SIGNIFICANT COMMUNITY HEALTH NEEDS WHILE CONSIDERING SEVERAL CRITERIA: ALIGNMENT WITH ASCENSION HEALTH STRATEGIES OF HEALTHCARE THAT LEAVES NO ONE BEHIND; CARE FOR THE POOR AND VULNERABLE; OPPORTUNITIES FOR PARTNERSHIP; AVAILABILITY OF EXISTING PROGRAMS AND RESOURCES; ADDRESSING DISPARITIES OF SUBGROUPS; AVAILABILITY OF EVIDENCE-BASED PRACTICES; AND COMMUNITY INPUT. THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AS IDENTIFIED THROUGH THE CHNA. SEE SCHEDULE H, PART V, LINE 7 FOR THE LINK TO THE CHNA AND SCHEDULE H, PART V, LINE 11 FOR HOW THOSE NEEDS ARE BEING ADDRESSED.
      Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL PENSACOLA. Beginning in 2021, the Community Health Needs Assessment (CHNA) process was facilitated by Achieve Healthy EscaRosa (AHER) collaborative, whose mission is to improve the health of Escambia and Santa Rosa county residents and to identify community health problems. To fulfill its mission, AHER works collaboratively with health departments, hospitals, community health organizations, social service agencies and area businesses. The CHNA was board reviewed and approved in tax year 2021. Residents of Escambia and Santa Rosa counties were surveyed in 2021 about their perceptions of health and health care services. The survey was facilitated by the University of West Florida and conducted online as well as by paper. A concerted effort was made to include individuals from a broad section of the population. This included outreach efforts to obtain the perceptions of vulnerable populations, such as low income, minority, and health care insecure residents. Community leaders were also surveyed using a similar questionnaire to the community survey. A total of 30 leaders participated in the survey. The leaders shared many of the same concerns voiced in the community survey. Collaborating partners in the completion of this report include representatives from the Florida departments of health in Escambia and Santa Rosa counties, Baptist Health Care, Ascension Sacred Heart, Community Health Northwest Florida (A Federally Qualified Health Center), and the University Of West Florida. The area of the needs assessment was defined as the population of Escambia and Santa Rosa counties. An effort was made to involve individuals from many different sectors of the local economy in developing the CHNA. Below is a full list of partners who provided input. Baptist Health Care Community Health Northwest Florida Ascension Sacred Heart University Of West Florida Florida Department Of Health - Escambia County Florida Department Of Health - Santa Rosa County Achieve Escambia Lakeview Center Simply Healthcare Plans Escambia County Healthy Start Coalition United Way of West Florida CDAD Behavioral Healthcare Pensacola State College
      Schedule H, Part V, Section B, Line 6a Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL PENSACOLA. THE CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES: Baptist Hospital
      Schedule H, Part V, Section B, Line 6b Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL PENSACOLA. THE CHNA WAS CONDUCTED WITH THE FOLLOWING NON HOSPITAL FACILITIES: Partnership for a Florida Departments of Health in Escambia and Santa Rosa counties, Community Health Northwest Florida (A Federally Qualified Health Center), and the University of West Florida.
      Schedule H, Part V, Section B, Line 7 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL PENSACOLA. At a Community Forum
      Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL PENSACOLA. During the most recently conducted CHNA (tax year 2021), the following significant needs were identified for ASCENSION SACRED HEART HOSPITAL PENSACOLA. The top unmet health needs identified were: 1. Access to Care 2. Alcohol & Drug Use 3. Chronic Disease: Obesity 4. Maternal & Child Health 5) Mental/Behavioral Health Mental/Behavioral Health will not be addressed by an an Implementation Strategy (I.S.) due to other service providers in the community better resourced to address the need. ASCENSION SACRED HEART HOSPITAL will continue to support other initiatives improving these needs outside of the CHNA I.S. and advocate for the poor and vulnerable within our community. The most recent CHNAs for ASCENSION SACRED HEART were completed and approved by its governing board in March 2022. During the CHNA's transition year, the previous Implementation Strategy were reported as the final year of measurement. In response to the needs identified in the TAX YEAR 2018 CHNA, an Implementation Strategy (I.S.) was developed to address the following: 1. Infant Health 2. Child Health 3. Mental Health 4. Diabetes The updates below summarize if and/or how the ASCENSION SACRED HEART HOSPITAL PENSACOLA I.S. were specifically impacted by the COVID-19 pandemic: Priority Need: Infant Health Our goal to address infant health is to create a safe sleep environment for all newborns and provide new parents with education on safe sleep training. The I.S. has a strategy to implement a hospital wide campaign to educate maternity patients and families about the recommendations for a safe sleep environment. ASCENSION SACRED HEART HOSPITAL PENSACOLA trained associates at department meetings on safe sleep guidelines, safe sleep policy, and the importance of modeling safe sleep for parents and gained National Safe Sleep Hospital Certification as a Gold Safe Sleep Champion in April 2020. They continue to educate maternity patients on the importance of safe sleep practices and distribute safe sleep materials and sleep sacks, achieving the goal set. Priority Need: Diabetes Our goal to address diabetes is to increase diabetes awareness in vulnerable populations with focus on prevention and education. Diabetes I.S. has a strategy to provide evidence-based screenings for pre-diabetes to communities that are at high risk for type 2 diabetes. ASCENSION SACRED HEART HOSPITAL PENSACOLA continues to increase diabetes risk assessment screenings for vulnerable populations with increased risk of diabetes using CDC risk assessment. Due to COVID-19, and the cancellation of community events, where these screenings would typically take place, the goal of assessment screenings was not achieved. Additionally, the diabetes action plan of outreach to engage the community about classes and opportunities for patients with pre-diabetes was not achieved due to the COVID-19 causing many community events, where we would perform outreach, were canceled. Promotion and education of diabetes awareness in Ascension Medical Group Sacred Heart offices utilizing Outcome Health boards and brochures was postponed due to the priority promotion of COVID-19 information such as prevention tips, mask guidelines, and proper handwashing. Priority Need: Child Health Our goal for child health is to reduce injuries for children in Escambia County and Santa Rosa County. The child health I.S. has a strategy to reduce injuries, intentional and unintentional, to children with awareness, education and prevention programs. Many departments in the Studer Family Children's Hospital did earn the Safe Kid Zone Certification in 2019. Marketing the safe sitter class to Girl Scouts, middle schools and other youth programs to increase enrollment in community education classes was affected by COVID-19, and many in-person classes were canceled. While some community education classes were shifted to virtual delivery, it was decided to decrease the target value and this goal was achieved. ASCENSION SACRED HEART HOSPITAL PENSACOLA has continued to conduct bike helmet fittings at community events throughout the community, although decreasing the target value of number of events attended due to the pandemic's cancellation of community events. With an updated goal, Sacred Heart Health System was able to achieve the goal. There has been a continued increase in the number of associates who are a certified bike helmet fitter. Participation in WAYS annual water safety day was also postponed due to COVID-19. Priority Need: Mental Health Our goal for the mental health I.S. is to increase community access to behavioral health services for children. The strategy is to increase behavioral health services to children by partnering with Children's Home Society in Ascension Medical Group Sacred Heart clinics and through a telehealth platform. Due to COVID-19, while many health clinics and services had to close, ASCENSION SACRED HEART HOSPITAL PENSACOLA has intentionally focused on and expanded tele-counseling, tele-psychiatry or in-person counseling for children's behavioral health needs. Ascension Medical Group Sacred Heart Pediatrics has educated internal and external partners telehealth and how they can utilize it to obtain counseling services. Understanding the urgency for children's behavioral health needs, exacerbated by COVID-19, appointments for counseling via telehealth continued to meet the target value for numbers of days from referral to scheduling.
      Schedule H, Part V, Section B, Line 3E
TO BETTER TARGET COMMUNITY RESOURCES ON THE SERVICE AREA'S MOST PRESSING HEALTH NEEDS, THE HOSPITAL PARTICIPATED IN A GROUP DISCUSSION WITH ORGANIZATIONAL DECISION MAKERS AND COMMUNITY LEADERS TO PRIORITIZE THE SIGNIFICANT COMMUNITY HEALTH NEEDS WHILE CONSIDERING SEVERAL CRITERIA: ALIGNMENT WITH ASCENSION HEALTH STRATEGIES OF HEALTHCARE THAT LEAVES NO ONE BEHIND; CARE FOR THE POOR AND VULNERABLE; OPPORTUNITIES FOR PARTNERSHIP; AVAILABILITY OF EXISTING PROGRAMS AND RESOURCES; ADDRESSING DISPARITIES OF SUBGROUPS; AVAILABILITY OF EVIDENCE-BASED PRACTICES; AND COMMUNITY INPUT. THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AS IDENTIFIED THROUGH THE CHNA. SEE SCHEDULE H, PART V, LINE 7 FOR THE LINK TO THE CHNA AND SCHEDULE H, PART V, LINE 11 FOR HOW THOSE NEEDS ARE BEING ADDRESSED.
      Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL EMERALD COAST. The Community Health Needs Assessment was conducted by ASCENSION SACRED HEART HOSPITAL EMERALD COAST in 2021. ASCENSION SACRED HEART HOSPITAL EMERALD COAST collaborated with ASCENSION SACRED HEART HOSPITAL PENSACOLA and the Florida department of health. ASCENSION SACRED HEART HOSPITAL EMERALD COAST also collaborated with ASCENSION SACRED HEART HOSPITAL GULF, and ASCENSION SACRED HEART HOSPITAL BAY, and the CHNAs for these hospitals were developed alongside the ASCENSION SACRED HEART HOSPITAL EMERALD COAST's CHNA. The CHNA was board reviewed and approved in tax year 2021. The CHNA was conducted using widely accepted methodologies to identify the significant needs of a specific community. For the purpose of this report, ASCENSION SACRED HEART HOSPITAL EMERALD COAST's community is defined as Okaloosa and Walton counties. Primary data were gathered by conducting interviews with key stakeholders. Key Informant Interviews were conducted by Kleinhaus Consulting. The Interviews were designed to obtain input on health needs from persons who represent the broad interests of the community served by ASCENSION SACRED HEART HOSPITAL EMERALD COAST. Interview sessions were held with individuals representing numerous community organizations. Interviewees included individuals with special knowledge of or expertise in public health, local public health department representatives with information and expertise relevant to the health needs of the community, and individuals serving or representing medical underserved, low-income, and minority populations. Interviews were conducted using a structured discussion guide. Informants Were asked to discuss community health issues and encouraged to think broadly about social, behavioral, and other determinants of health. Below are some community organizations show participated: Bay County Council On Aging Bay District Schools Big Bend Community Based Care Chautauqua Healthcare Services Chautauqua Healthcare Services - Healthy Families Chautauqua Healthcare Services - Panhandle 2-1-1 Children's Home Society City Of Panama City Beach Covenant Care Crestview Area Shelter For The Homeless Early Learning Coalition Florida Department Of Children And Families Florida Department Of Health - Bay County Florida Department Of Health - Franklin County Florida Department Of Health - Gulf County Florida Department Of Health - Okaloosa County Florida Department Of Health - Walton County Glenwood Working Partnership Gulf Coast Children's Advocacy Center Gulf Coast Regional Medical Center Gulf Coast State College Healthy Start - Okaloosa And Walton County Healthy Start Coalition Of Bay, Franklin, & Gulf Counties Homelessness And Housing Alliance Life Management Center Lighthouse Health Plan New Vision Northwest Florida Area Agency On Aging, Inc. Northwest Florida Health Council Opportunity Place, Inc. Pancare Of Florida Ronda Coon Women's Home Ascension Sacred Heart Emerald Coast Ascension Sacred Heart Gulf Shelter House, Inc. The University Of Florida's Institute Of Food And Agricultural Sciences - Okaloosa County Extension The University Of Florida's Institute Of Food And Agricultural Sciences - Walton County Extension The Walton County Housing Agency United Way Of Okaloosa - Walton Walton County Prevention Coalition Walton County Sheriff's Office Walton Okaloosa Council On Aging
      Schedule H, Part V, Section B, Line 6b Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL EMERALD COAST. THE CHNA WAS CONDUCTED WITH THE FOLLOWING NON HOSPITAL FACILITY: Florida Department of Health
      Schedule H, Part V, Section B, Line 7 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL EMERALD COAST. At a community Forum
      Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL EMERALD COAST. During the most recently conducted CHNA (tax year 2021), the following significant needs were identified for ASCENSION SACRED HEART HEALTH SYSTEM. The top unmet health needs identified were: 1. Access to Care 2. Alcohol & Drug Use 3. Chronic Disease: Obesity 4. Maternal & Child Health 5. Mental/Behavioral Health Mental/Behavioral Health will not be addressed by an an Implementation Strategy (I.S.) due to other service providers in the community better resourced to address the need. ASCENSION SACRED HEART HOSPITAL will continue to support other initiatives improving these needs outside of the CHNA I.S. and advocate for the poor and vulnerable within our community. The most recent CHNAs for Ascension Sacred Heart were completed and approved by its governing board in March 2022. During the CHNA's transition year, the previous Implementation Strategy were reported as the final year of measurement. In response to the needs identified in the tax year 2018 CHNA, an Implementation Strategy (I.S.) was developed to address the following: 1. Healthy LIfestyle 2. Behavioral Health 3. Cancer The updates below summarize if and/or how the Ascension Sacred Heart Emerald Coast I.S. were specifically impacted by the COVID-19 pandemic: Priority Need: Healthy Lifestyles Our goal to address healthy lifestyles is to increase diabetes awareness in vulnerable populations with focus on prevention and education. Diabetes I.S. has a strategy to provide evidence-based screenings for pre-diabetes to communities that are at high risk for type 2 diabetes. ASCENSION SACRED HEART HOSPITAL EMERALD COAST aimed to increase diabetes risk assessment screenings for vulnerable populations with increased risk of diabetes using CDC risk assessment. Due to COVID-19, community events, where these screenings would typically take place, were canceled. After discernment, it was decided to decrease the target value of risk assessment screenings. ASCENSION SACRED HEART HOSPITAL EMERALD COAST's Population Health continued to perform outreach to engage the community about classes and opportunities for patients with pre-diabetes but the goal was not met. Ascension Medical Group Sacred Heart planned to utilize Outcome Health boards and brochures for diabetes education to staff. During this pandemic, it became a priority to promote COVID-19 information in Ascension Medical Group Sacred Heart offices such as prevention tips, mask guidelines, and proper handwashing and this initiative was discontinued. Priority Need: Behavioral Health Our goal for the mental health I.S. is to increase community access to behavioral health services for children. The strategy is to increase behavioral health services to children by partnering with Children's Home Society in Ascension Medical Group Sacred Heart clinics and through a telehealth platform. Due to COVID-19, while many health clinics and services had to close, ASCENSION SACRED HEART HOSPITAL EMERALD COAST has intentionally focused on and expanded tele-counseling, tele-psychiatry or in-person counseling for children's behavioral health needs. Ascension Medical Group Sacred Heart Pediatrics has educated internal and external partners telehealth and how they can utilize it to obtain counseling services. Understanding the urgency for children's behavioral health needs, exacerbated by COVID-19, appointments for counseling via telehealth continued to meet the target value for numbers of days from referral to scheduling. Priority Need: Cancer Our goal to address cancer is to increase cancer screenings rates to identify and refer patients for treatment in coordination with the Ascension Medical Group Sacred Heart and Cancer Service Line. The cancer I.S. has a strategy to increase the number of cancer screenings, with special attention to disparate populations. Ascension Medical Group Sacred Heart continues to invite patients for cancer screening utilizing phone and text reminders via scheduled patient outreach campaigns. Additionally, provider assessment and feedback interventions which both evaluate provider performance in delivering or offering screening to clients and present providers with information about their performance in providing screening services. Due to the pandemic, the number of providers will be decreased to reflect only primary care providers within Ascension Medical Group Sacred Heart. Education focused on colorectal cancer screening to Ascension Medical Group Sacred Heart primary care clinicians with continuing medical education credits provided. While CME was postponed in fiscal year 2020 due to COVID-19, education was planned for the future. The Ascension Medical Group Sacred Heart Quality team planned to host education fairs provided by Ascension Medical Group Sacred Heart Quality Team to educate clinical and non-clinical associates of the importance of colorectal cancer screening and how they can impact screening rates. Due to COVID-19, education fairs were canceled, and the goal was not met. Ascension Medical Group Sacred Heart continues to conduct and measure cancer screenings in alignment with Ascension Medical Group Sacred Heart's disease specific focus. Ascension Medical Group Sacred Heart's disease specific focus has been determined and will focus on breast and colorectal screenings in African American populations. Measurements did increase but goals were not met.
      Schedule H, Part V, Section B, Line 3E
TO BETTER TARGET COMMUNITY RESOURCES ON THE SERVICE AREA'S MOST PRESSING HEALTH NEEDS, THE HOSPITAL PARTICIPATED IN A GROUP DISCUSSION WITH ORGANIZATIONAL DECISION MAKERS AND COMMUNITY LEADERS TO PRIORITIZE THE SIGNIFICANT COMMUNITY HEALTH NEEDS WHILE CONSIDERING SEVERAL CRITERIA: ALIGNMENT WITH ASCENSION HEALTH STRATEGIES OF HEALTHCARE THAT LEAVES NO ONE BEHIND; CARE FOR THE POOR AND VULNERABLE; OPPORTUNITIES FOR PARTNERSHIP; AVAILABILITY OF EXISTING PROGRAMS AND RESOURCES; ADDRESSING DISPARITIES OF SUBGROUPS; AVAILABILITY OF EVIDENCE-BASED PRACTICES; AND COMMUNITY INPUT. THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AS IDENTIFIED THROUGH THE CHNA. SEE SCHEDULE H, PART V, LINE 7 FOR THE LINK TO THE CHNA AND SCHEDULE H, PART V, LINE 11 FOR HOW THOSE NEEDS ARE BEING ADDRESSED.
      Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL GULF. The Community Health Needs Assessment was conducted by ASCENSION SACRED HEART HOSPITAL GULF in 2021. ASCENSION SACRED HEART HOSPITAL GULF collaborated with ASCENSION SACRED HEART HOSPITAL PENSACOLA and the Florida department of health. ASCENSION SACRED HEART HOSPITAL GULF also collaborated with ASCENSION SACRED HEART HOSPITAL EMERALD COAST, and ASCENSION SACRED HEART HOSPITAL BAY, and the CHNA's for these hospitals were developed alongside the ASCENSION SACRED HEART HOSPITAL GULF CHNA. The CHNA was board reviewed and approved in tax year 2021. The CHNA was conducted using widely accepted methodologies to identify the significant needs of a specific community. For the purpose of this report, ASCENSION SACRED HEART HOSPITAL GULF's community is defined as Gulf and Franklin counties. Primary data were gathered by conducting interviews with key stakeholders. Key Informant Interviews were conducted by Kleinhaus Consulting. The Interviews were designed to obtain input on health needs from persons who represent the broad interests of the community served by ASCENSION SACRED HEART HOSPITAL GULF. Interview sessions were held with individuals representing numerous community organizations. Interviewees included individuals with special knowledge of or expertise in public health, local public health department representatives with information and expertise relevant to the health needs of the community, and individuals serving or representing medical underserved, low-income, and minority populations. Interviews Were conducted using a structured discussion guide. Informants were asked to discuss community health issues and encouraged to think broadly about social, behavioral, and other determinants of health. Below are some community organizations show participated: Bay County Council On Aging Bay District Schools Big Bend Community Based Care Chautauqua Healthcare Services Chautauqua Healthcare Services - Healthy Families Chautauqua Healthcare Services - Panhandle 2-1-1 Children's Home Society City Of Panama City Beach Covenant Care Crestview Area Shelter For The Homeless Early Learning Coalition Florida Department Of Children And Families Florida Department Of Health - Bay County Florida Department Of Health - Franklin County Florida Department Of Health - Gulf County Florida Department Of Health - Okaloosa County Florida Department Of Health - Walton County Glenwood Working Partnership Gulf Coast Children's Advocacy Center Gulf Coast Regional Medical Center Gulf Coast State College Healthy Start - Okaloosa and Walton County Healthy Start Coalition Of Bay, Franklin, & Gulf Counties Homelessness and Housing Alliance Life Management Center Lighthouse Health Plan New Vision Northwest Florida Area Agency On Aging, Inc. Northwest Florida Health Council Opportunity Place, Inc. Pancare Of Florida Ronda Coon Women's Home Ascension Sacred Heart Emerald Coast Ascension Sacred Heart Gulf Shelter House, Inc. The University Of Florida's Institute Of Food And Agricultural Sciences - Okaloosa County Extension The University Of Florida's Institute Of Food And Agricultural Sciences - Walton County Extension The Walton County Housing Agency United Way Of Okaloosa - Walton Walton County Prevention Coalition Walton County Sheriff's Office Walton Okaloosa Council On Aging
      Schedule H, Part V, Section B, Line 6b Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL GULF. Florida Department of Health
      Schedule H, Part V, Section B, Line 7 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL GULF. At a community Forum
      Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL GULF. During the most recently conducted CHNA (tax year 2021), the following significant needs were identified for Sacred Heart Health System. The top unmet health needs identified were: 1. Access 2. Alcohol/Drug Use 3. Obesity 4. Maternal/Child Health 5. Mental/Behavioral Health. Sacred Heart Health System will focus action plans on improving Access to Care in the Implementation Strategies. Alcohol/Drug Use, Obesity, Maternal/Child Health and Mental/Behavioral Health will not be addressed by an Implementation Strategy (I.S.) due to other service providers in the community better resourced to address the need. Sacred Heart Health System will continue to support other initiatives improving these needs outside of the CHNA I.S. and advocate for the poor and vulnerable within our community. The most recent CHNAs for Ascension Sacred Heart were completed and approved by its governing board in March 2022. During the CHNA's transition year, the previous Implementation Strategy were reported as the final year of measurement. In response to the needs identified in the tax year 2018 CHNA, an Implementation Strategy (I.S.) was developed to address the following: Access to Care Cancer Healthy Lifestyles The updates below summarize if and/or how the Ascension Sacred Heart Gulf I.S. were specifically impacted by the COVID-19 pandemic: Priority Need: Access to Care Our goal to address access to care is to increase outreach to vulnerable populations of Gulf County and Franklin County to provide health services and care coordination. The access to care I.S. has a strategy to increase connectivity to the underserved living with diabetes, hypertension, heart failure, and COPD through coaching, care management, and medical home coordination. ASCENSION SACRED HEART HOSPITAL GULF will perform outreach in Gulf and Franklin counties, ED, AMGSH, DOH, and pharmacies for disease specific conditions, known locally as MyGulfCare (MGC). Due to COVID-19, outreach opportunities have been greatly reduced. After discussion, it was decided to decrease the target value to 12 outreach encounters from 36. Due to the extended COVID-19 Pandemic, only 10 outreach encounters were achieved, falling slightly short of goal. ASCENSION SACRED HEART HOSPITAL GULF continues to promote patient engagement for chronic diseases and increase self-management for chronic disease to increase enrollment. ASCENSION SACRED HEART HOSPITAL GULF was able to significantly increase enrollment in MyGulfCare during the measurement period, and the goal was exceeded. Action plans also aim to show improvement in one biometric data (hemoglobin a1c, blood pressure, and/or body mass index) for patients actively enrolled in MGC. Unfortunately due to shifting of resources due to the COVID-19 Pandemic, the measurement dashboard was delayed and implementation is expected in a future FY. Priority Need: Healthy Lifestyles Our goal to address healthy lifestyles is to increase diabetes awareness in vulnerable populations with focus on prevention and education. Diabetes I.S. has a strategy to provide evidence-based screenings for pre-diabetes to communities that are at high risk for type 2 diabetes. ASCENSION SACRED HEART HOSPITAL GULF aimed to increase diabetes risk assessment screenings for vulnerable populations with increased risk of diabetes using CDC risk assessment. Due to COVID-19, community events, where these screenings would typically take place, were canceled. After discernment, it was decided to adjust the target value to 75 risk assessment screenings. ASCENSION SACRED HEART HOSPITAL GULF was able to exceed this goal for risk assessment screenings. ASCENSION SACRED HEART HOSPITAL GULF's Population health continues to perform outreach to engage the community about classes and opportunities for patients with pre-diabetes. Ascension Medical Group Sacred Heart planned to utilize Outcome Health boards and brochures for diabetes education to staff. During this pandemic, it became a priority to promote COVID-19 information in Ascension Medical Group Sacred Heart offices such as prevention tips, mask guidelines, and proper handwashing and this initiative was discontinued. Priority Need: Cancer Our goal to address cancer is to increase cancer screenings rates to identify and refer patients for treatment in coordination with the Ascension Medical Group Sacred Heart and Cancer Service Line. The cancer I.S. has a strategy to increase the number of cancer screenings, with special attention to disparate populations. Ascension Medical Group Sacred Heart continues to invite patients for cancer screening utilizing phone and text reminders via scheduled patient outreach campaigns. Additionally, provider assessment and feedback interventions which both evaluate provider performance in delivering or offering screening to clients and present providers with information about their performance in providing screening services. Due to the pandemic, the number of providers will be decreased to reflect only primary care providers within Ascension Medical Group Sacred Heart. Education focused on colorectal cancer screening to Ascension Medical Group Sacred Heart primary care clinicians with continuing medical education credits provided. While CME was postponed in fiscal year 2020 due to COVID-19, education is planned for the future. The Ascension Medical Group Sacred Heart Quality team planned to host education fairs provided by AMGSH Quality Team to educate clinical and non-clinical associates of the importance of colorectal cancer screening and how they can impact screening rates. Due to COVID-19, education fairs were canceled. Ascension Medical Group Sacred Heart continues to conduct and measure cancer screenings in alignment with Ascension Medical Group Sacred Heart's disease specific focus. Ascension Medical Group Sacred Heart's disease specific focus has been determined and will focus on breast and colorectal screenings in African American populations. Measurements did increase but goals were not met.
      Schedule H, Part V, Section B, Line 3E
TO BETTER TARGET COMMUNITY RESOURCES ON THE SERVICE AREA'S MOST PRESSING HEALTH NEEDS, THE HOSPITAL PARTICIPATED IN A GROUP DISCUSSION WITH ORGANIZATIONAL DECISION MAKERS AND COMMUNITY LEADERS TO PRIORITIZE THE SIGNIFICANT COMMUNITY HEALTH NEEDS WHILE CONSIDERING SEVERAL CRITERIA: ALIGNMENT WITH ASCENSION HEALTH STRATEGIES OF HEALTHCARE THAT LEAVES NO ONE BEHIND; CARE FOR THE POOR AND VULNERABLE; OPPORTUNITIES FOR PARTNERSHIP; AVAILABILITY OF EXISTING PROGRAMS AND RESOURCES; ADDRESSING DISPARITIES OF SUBGROUPS; AVAILABILITY OF EVIDENCE-BASED PRACTICES; AND COMMUNITY INPUT. THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AS IDENTIFIED THROUGH THE CHNA. SEE SCHEDULE H, PART V, LINE 7 FOR THE LINK TO THE CHNA AND SCHEDULE H, PART V, LINE 11 FOR HOW THOSE NEEDS ARE BEING ADDRESSED.
      Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL BAY. The Community Health Needs Assessment was conducted by ASCENSION SACRED HEART HOSPITAL BAY in 2021. ASCENSION SACRED HEART HOSPITAL BAY collaborated with ASCENSION SACRED HEART HOSPITAL PENSACOLA And the Florida department of health. ASCENSION SACRED HEART HOSPITAL BAY also collaborated with ASCENSION SACRED HEART HOSPITAL EMERALD COAST, and ASCENSION SACRED HEART HOSPITAL GULF, and the CHNA's for these hospitals were developed alongside the ASCENSION SACRED HEART HOSPITAL BAY CHNA. The CHNA was board reviewed and approved in tax year 2021. The CHNA was conducted using widely accepted methodologies to identify the significant needs of a specific community. For the purpose of this report, ASCENSION SACRED HEART HOSPITAL BAY's community is defined as Bay County. Primary data were gathered by conducting interviews with Key Stakeholders. Key Informant Interviews were conducted by Kleinhaus consulting. The interviews were designed to obtain input on health needs from persons who represent the broad interests of the community served by ASCENSION SACRED HEART HOSPITAL BAY. Interview sessions were held with individuals representing numerous community organizations. Interviewees included individuals with special knowledge of or expertise in public health, local public health department representatives with information and expertise relevant to the health needs of the community, and individuals serving or representing medical underserved, low-income, and minority populations. Interviews were conducted using a structured discussion guide. Informants were asked to discuss community health issues and encouraged to think broadly about social, behavioral, and other determinants of health. Below are some community organization show participated: Bay County Council On Aging Bay District Schools Big Bend Community Based Care Chautauqua Healthcare Services Chautauqua Healthcare Services - Healthy Families Chautauqua Healthcare Services - Panhandle 2-1-1 Children's Home Society City Of Panama City Beach Covenant Care Crestview Area Shelter For The Homeless Early Learning Coalition Florida Department Of Children And Families Florida Department Of Health - Bay County Florida Department Of Health - Franklin County Florida Department Of Health - Gulf County Florida Department Of Health - Okaloosa County Florida Department Of Health - Walton County Glenwood Working Partnership Gulf Coast Children's Advocacy Center Gulf Coast Regional Medical Center Gulf Coast State College Healthy Start - Okaloosa And Walton County Healthy Start Coalition Of Bay, Franklin, & Gulf Counties Homelessness And Housing Alliance Life Management Center Lighthouse Health Plan New Vision Northwest Florida Area Agency On Aging, Inc. Northwest Florida Health Council Opportunity Place, Inc. Pancare Of Florida Ronda Coon Women's Home Ascension Sacred Heart Emerald Coast Ascension Sacred Heart Gulf Shelter House, Inc. The University Of Florida's Institute Of Food And Agricultural Sciences - Okaloosa County Extension The University Of Florida's Institute Of Food And Agricultural Sciences - Walton County Extension The Walton County Housing Agency United Way Of Okaloosa - Walton Walton County Prevention Coalition Walton County Sheriff's Office Walton Okaloosa Council On Aging
      Schedule H, Part V, Section B, Line 6b Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL BAY. THE CHNA WAS CONDUCTED WITH THE FOLLOWING NON HOSPITAL FACILITY: Florida Department of Health
      Schedule H, Part V, Section B, Line 7 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL BAY. AT COMMUNITY FORUM
      Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - ASCENSION SACRED HEART HOSPITAL BAY. During the most recently conducted CHNA (tax year 2021), the following significant needs were identified for Sacred Heart Health System. The top unmet health needs identified were: 1. Access to Care 2. Alcohol & Drug Use 3. Chronic Disease: Obesity 4. Maternal & Child Health 5) Mental/Behavioral Health Sacred Heart Health System will focus action plans on improving Access to Care in the Implementation Strategies. Alcohol/Drug Use, Obesity, Maternal/Child Health and Mental/Behavioral Health will not be addressed by an Implementation Strategy (I.S.) due to other service providers in the community better resourced to address the need. Sacred Heart Health System will continue to support other initiatives improving these needs outside of the CHNA I.S. and advocate for the poor and vulnerable within our community. The most recent CHNAs for Ascension Sacred Heart were completed and approved by its governing board in March 2022. During the CHNA's transition year, the previous Implementation Strategy were reported as the final year of measurement. In response to the needs identified in the tax year 2018 CHNA, an Implementation Strategy (I.S.) was developed to address the following: Access to Care Behavioral Health Cancer The updates below summarize if and/or how the Ascension Sacred Heart Bay I.S. were specifically impacted by the COVID-19 pandemic: Priority Need: Access to Care Our goal for the access to care I.S. is to promote early detection and intervention of health risks. The strategy for this I.S. is to provide community health screenings, health promotion, education and support through community outreach services. Implementation included utilizing Mission in Motion and Faith Community Nursing and identifying partnership opportunities in Bay County. Due to COVID-19 and employee turnover, this action has not been implemented and after discernment, it was decided to discontinue this action. However, there have been Mission in Motion events at community sites, churches and health fairs to provide health screenings to underinsured, uninsured, poor and elderly in Bay county. Although the goal was reduced due to the pandemic, decreasing the target value from 12 to 6 events. Implementation of a screening tool for social determinants of health. Due to COVID-19 and employee turnover, this action has not been implemented. After discernment, it was decided to discontinue this action. There was also an action plan to provide medical home referrals and assistance with navigation of resources to clients needing more directed care. Due to COVID-19 and employee turnover, this action has not been implemented. It is undetermined when Mission in Motion will be implemented in Bay County. After discernment, it was decided to discontinue this action. Priority Need: Behavioral Health Our goal for the behavioral health I.S. is to increase community access to behavioral health services. It includes the strategy to advocate for improvement to access of behavioral health services in the Bay County community. Implementation of telepsych expansion to Ascension Medical Group Sacred Heart offices in Bay County. Telepsych was implemented in one Bay County Ascension Medical Group Sacred Heart office. However, that office was closed due to the pandemic. After discernment, it was decided to discontinue this action. Additionally, telepsych counseling of patients in Bay County Ascension Medical Group Sacred Heart was discontinued for the same reason. There was an initiative to explore the possibility of Mission in Motion to screen for behavioral health issues and coordinate with community partners in Bay County. This action will be discussed in Access to Care I.S. A new action was decided upon to increase the number of behavioral health providers for the Ascension Florida and Gulf Coast market by December 2021. This goal was met. Priority Need: Cancer Our goal to address cancer is to increase cancer screenings rates to identify and refer patients for treatment in coordination with the Ascension Medical Group Sacred Heart and Cancer Service Line. The cancer I.S. has a strategy to increase the number of cancer screenings, with special attention to disparate populations. Ascension Medical Group Sacred Heart continues to invite patients for cancer screening utilizing phone and text reminders via scheduled patient outreach campaigns. Additionally, provider assessment and feedback interventions which both evaluate provider performance in delivering or offering screening to clients and present providers with information about their performance in providing screening services. Due to the pandemic, the number of providers will be decreased to reflect only primary care providers within Ascension Medical Group Sacred Heart. Education focused on colorectal cancer screening to AMGSH primary care clinicians with continuing medical education credits provided. While CME was postponed in fiscal year 2020 due to COVID-19, education is planned for the future. The Ascension Medical Group Sacred Heart Quality team planned to host education fairs provided by Ascension Medical Group Sacred Heart Quality Team to educate clinical and non-clinical associates of the importance of colorectal cancer screening and how they can impact screening rates. Due to COVID-19, education fairs were canceled. AMGSH continues to conduct and measure cancer screenings in alignment with Ascension Medical Group Sacred Heart's disease specific focus. Ascension Medical Group Sacred Heart's disease specific focus has been determined and will focus on breast and colorectal screenings in African American populations. Measurements did increase but goals were not met.
      Supplemental Information
      Schedule H (Form 990) Part VI
      Schedule H, Part I, Line 3c FACTORS OTHER THAN FPG
"IN ADDITION TO FPG, THE ORGANIZATION USES MEDICAL INDIGENCY, ASSET TEST, INSURANCE STATUS AND RESIDENCY AS OTHER FACTORS IN DETERMINING ELIGIBILITY FOR FREE OR DISCOUNTED CARE. A Patient may not be eligible for the financial assistance if such Patient is deemed to have sufficient assets to pay pursuant to an ""Asset Test."" The Asset Test involves a substantive assessment of a Patient's ability to pay based on the categories of assets measured in the FAP Application. A Patient with such assets that exceed 250% of such Patient's FPL amount may not be eligible for financial assistance. AN ASSET TEST APPLIES IF A PATIENT HAS ELIGIBLE LIQUID ASSETS THAT EXCEED 250% OF THE PATIENT'S FPG LEVEL FOR CONSIDERATION OF FINANCIAL ASSISTANCE ELIGIBILITY. LIQUID ASSETS INCLUDE ASSETS THAT CAN BE CONVERTED TO CASH WITHIN 1 YEAR. THESE INCLUDE ITEMS SUCH AS CHECKING ACCOUNTS, SAVINGS ACCOUNTS, TRUST FUNDS AND LUXURY ITEMS SUCH AS RECREATIONAL VEHICLES, BOATS, A SECOND HOME, ETC."
      Schedule H, Part I, Line 5a BUDGET AMOUNTS FOR FREE OR DISCOUNTED CARE
THE ORGANIZATION ADMINISTERS ITS FINANCIAL ASSISTANCE POLICY IN ACCORDANCE WITH THE TERMS OF THE POLICY.
      Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
"THE COST OF PROVIDING CHARITY CARE, MEANS-TESTED GOVERNMENT PROGRAMS, AND OTHER COMMUNITY BENEFIT PROGRAMS IS ESTIMATED USING INTERNAL COST DATA, AND IS CALCULATED IN COMPLIANCE WITH CATHOLIC HEALTH ASSOCIATION (""CHA"") GUIDELINES. THE ORGANIZATION USES A COST ACCOUNTING SYSTEM THAT ADDRESSES ALL PATIENT SEGMENTS (FOR EXAMPLE, INPATIENT, OUTPATIENT, EMERGENCY ROOM, PRIVATE INSURANCE, MEDICAID, MEDICARE, UNINSURED, OR SELF PAY). THE BEST AVAILABLE DATA WAS USED TO CALCULATE THE AMOUNTS REPORTED IN THE TABLE. FOR THE INFORMATION IN THE TABLE, A COST-TO-CHARGE RATIO WAS CALCULATED AND APPLIED."
      Schedule H, Part II Community Building Activities
Research shows the social determinants and quality of life play a major role in the health status of individuals and communities. Community building activities, which focus on improving the quality of life within a community, ultimately influence and improve health status. The Community Building dollars reported for Sacred Heart Health System (SHHS) in Part II of the reporting year promoted the health of the community through sharing the expertise of health and medical care with other local organizations for economic and leadership development.
      Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
After satisfaction of amounts due from insurance and reasonable efforts to collect from the patient have been exhausted, the Corporation follows established guidelines for placing certain past-due patient balances within collection agencies, subject to the terms of certain restrictions on collection efforts as determined by Ascension Health. Accounts receivable are written off after collection efforts have been followed in accordance with the Corporation's policies. After applying the cost-to-charge ratio, the share of the bad debt expense in fiscal year 2022 was $82,645,240 at charges, ($24,310,337 at cost).
      Schedule H, Part III, Line 3 Bad Debt Expense Methodology
BASED ON THE ORGANIZATION'S ADMINISTRATION OF ITS FINANCIAL ASSISTANCE PROGRAM, NO ESTIMATE FOR BAD DEBT ATTRIBUTABLE TO FINANCIAL ASSISTANCE ELIGIBLE PATIENTS IS DEEMED APPLICABLE TO HOSPITAL OPERATIONS.
      Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
THE ORGANIZATION IS PART OFASCENSION HEALTH ALLIANCE'S CONSOLIDATED AUDIT IN WHICH THE FOOTNOTE THAT DISCUSSESBAD DEBT (IMPLICIT PRICE CONCESSIONS) EXPENSE IS LOCATED IN FOOTNOTE #2, PAGES 17-20, OF THE AUDITED FINANCIAL STATEMENTS.
      Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
A COST TO CHARGE RATIO IS APPLIED TO THE ORGANIZATION'S MEDICARE GROSS CHARGES TO CALCULATE MEDICARE COSTS, WHICH ARE THEN COMPARED TO MEDICARE PAYMENTS RECEIVED, TO DETERMINE A MEDICARE GAIN OR LOSS. ASCENSION HEALTH AND ITS RELATED HEALTH MINISTRIES FOLLOW THE CATHOLIC HEALTH ASSOCIATION (CHA) GUIDELINES FOR DETERMINING COMMUNITY BENEFIT. CHA COMMUNITY BENEFIT REPORTING GUIDELINES SUGGEST THAT A MEDICARE SHORTFALL (LOSS) IS NOT TREATED AS COMMUNITY BENEFIT, EVEN THOUGH THE HOSPITAL HAS INCURRED LOSSES IN PROVIDING CARE TO MEDICARE PATIENTS. THEREFORE, NONE OF THE AMOUNT ON LINE 7 IS TREATED AS COMMUNITY BENEFIT.
      Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
SACRED HEART HEALTH SYSTEM FOLLOWS THE ASCENSION GUIDELINES FOR COLLECTION PRACTICES RELATED TO PATIENTS QUALIFYING FOR CHARITY OR FINANCIAL ASSISTANCE. A PATIENT CAN APPLY FOR CHARITY OR FINANCIAL ASSISTANCE AT ANY TIME DURING THE COLLECTION CYCLE. ONCE QUALIFYING DOCUMENTATION IS RECEIVED THE PATIENT'S ACCOUNT IS ADJUSTED IF ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY. PATIENT ACCOUNTS FOR THE QUALIFYING PATIENT IN THE PREVIOUS SIX MONTHS MAY ALSO BE CONSIDERED FOR CHARITY OR FINANCIAL ASSISTANCE. ONCE A PATIENT QUALIFIES FOR CHARITY OR FINANCIAL ASSISTANCE, ALL COLLECTION ACTIVITY IS SUSPENDED FOR THE AMOUNTS FOR WHICH THE PATIENT QUALIFIES.
      Schedule H, Part V, Section B, Line 16a FAP website
- ASCENSION SACRED HEART HOSPITAL PENSACOLA: Line 16a URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL EMERALD COAST: Line 16a URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL GULF: Line 16a URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL BAY: Line 16a URL: https://healthcare.ascension.org/Financial-Assistance;
      Schedule H, Part V, Section B, Line 16b FAP Application website
- ASCENSION SACRED HEART HOSPITAL PENSACOLA: Line 16b URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL EMERALD COAST: Line 16b URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL GULF: Line 16b URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL BAY: Line 16b URL: https://healthcare.ascension.org/Financial-Assistance;
      Schedule H, Part V, Section B, Line 16c FAP plain language summary website
- ASCENSION SACRED HEART HOSPITAL PENSACOLA: Line 16c URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL EMERALD COAST: Line 16c URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL GULF: Line 16c URL: https://healthcare.ascension.org/Financial-Assistance; - ASCENSION SACRED HEART HOSPITAL BAY: Line 16c URL: https://healthcare.ascension.org/Financial-Assistance;
      Schedule H, Part VI, Line 4 Community information
Sacred Heart Health System, Inc. services Northwest Florida with a 8 county primary service area. The total population of the 8-county primary service area is estimated to be 1,029,683 residents in calendar 2022 and is expected to increase by approximately 3.9% to 1,070,043 residents in five years. The median household income of the primary service area is $59,498. Approximately 11.8% of the service area residents live below the poverty line. Within the primary service area, there are 12 federally designated medically underserved areas. There are 16 acute care hospitals located within the primary service area.
      Schedule H, Part VI, Line 2 Needs assessment
Sacred Heart Health System, Inc. uses internal and external data and reports from third parties, including government sources, to assess the healthcare needs of the communities we serve. These reports provide key information about health, socioeconomic, demographic factors that identify areas of need and inform our strategies that help to meet those needs of our community. These reports include, but are not limited to: Sg2 Healthcare Intelligence, Clarify for healthcare claims datasets, 3d Health, Florida Department of Health, and internal data. Sacred Heart Health System, Inc. utilizes information from these secondary sources to develop programs and provide appropriate services needed throughout the region. In addition, Sacred Heart Health System, Inc. considers the health care needs of the overall community when evaluating internal financial and operational decisions.
      Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
Sacred Heart Health System, Inc. IS COMMITTED TO DELIVERING EFFECTIVE, SAFE, PERSON-CENTRIC, HEALTH CARE TO ALL PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. AS A NONPROFIT HOSPITAL, IT IS OUR MISSION AND PRIVILEGE TO PLAY THIS IMPORTANT ROLE IN OUR COMMUNITY. STAFF SCREEN UNINSURED PATIENTS AND IF FOUND POTENTIALLY ELIGIBLE FOR A GOVERNMENT FUNDING SOURCE, PROVIDE ASSISTANCE AND/OR RESOURCES TO THE PATIENT AND THEIR FAMILY. IF A PATIENT IS NOT ELIGIBLE FOR A PAYMENT SOURCE, Sacred Heart Health System, Inc.'s FINANCIAL ASSISTANCE POLICY COVERS PATIENTS WHO LACK THE FINANCIAL RESOURCES TO PAY FOR ALL OR PART OF THEIR BILLS. ELIGIBILITY FOR FINANCIAL ASSISTANCE IS BASED UPON THE ANNUAL FEDERAL POVERTY GUIDELINES; Sacred Heart Health System, Inc. PROVIDES FINANCIAL ASSISTANCE FOR THOSE WHO EARN UP TO 400% OF THE FEDERAL POVERTY LEVEL. Sacred Heart Health System, Inc. WIDELY PUBLICIZES ITS: - FINANCIAL ASSISTANCE POLICY - FINANCIAL ASSISTANCE APPLICATION - FINANCIAL ASSISTANCE POLICY SUMMARY - LIST OF PROVIDERS COVERED BY THE FINANCIAL ASSISTANCE POLICY VIA THE HOSPITAL FACILITY'S WEBSITE - https://healthcare.ascension.org/Locations/Florida/FLPEN/Shared-Content/Financial-Assistance Sacred Heart Health System, Inc. MAKES PAPER COPIES OF THE: - FINANCIAL ASSISTANCE POLICY - FINANCIAL ASSISTANCE APPLICATION - FINANCIAL ASSISTANCE POLICY SUMMARY - LIST OF PROVIDERS COVERED BY THE FINANCIAL ASSISTANCE POLICY - AMOUNT GENERALLY BILLED CALCULATION. THE PAPER COPIES ARE MADE READILY AVAILABLE AS PART OF THE INTAKE, DISCHARGE AND CUSTOMER SERVICE PROCESSES. UPON REQUEST, PAPER COPIES CAN ALSO BE OBTAINED BY MAIL. Sacred Heart Health System, Inc. INFORMS ITS PATIENTS OF THE FINANCIAL ASSISTANCE POLICY VIA A NOTICE ON PATIENT BILLING STATEMENTS, INCLUDING THE PHONE NUMBER AND WEB ADDRESS WHERE MORE INFORMATION MAY BE FOUND. Sacred Heart Health System, Inc. INFORMS ITS PATIENTS OF THE FINANCIAL ASSISTANCE POLICY VIA SIGNAGE DISPLAYED IN THE EMERGENCY ROOM AND ADMISSIONS AREAS.
      Schedule H, Part VI, Line 5 Promotion of community health
Sacred Heart Health System, Inc.'s governing body is comprised of persons representing diverse aspects and interests of the community. Many members of Sacred Heart Health System, Inc.'s governing body reside in the organization's primary service area and who are neither employees nor independent contractors of the organization, nor family members thereof. Sacred Heart Health System, Inc. extends medical staff privileges to all qualified physicians in its community for some or all of its departments or specialties. Sacred Heart Health System, Inc. applies surplus funds to fund improvements in patient care, medical education, and research.
      Schedule H, Part VI, Line 6 Affiliated health care system
SACRED HEART HEALTH SYSTEM, INC. is a member of Ascension. Ascension Health Alliance, D/B/A Ascension (Ascension), is a Missouri nonprofit corporation formed on September 13, 2011. Ascension is the sole corporate member and parent organization of Ascension Health, a Catholic national health system consisting primarily of nonprofit corporations that own and operate local healthcare facilities, or health ministries, located in 19 of the United States and the District of Columbia. Ascension is sponsored by Ascension Sponsor, a public juridic person. The participating entities of Ascension Sponsors are the Daughters of Charity of St. Vincent De Paul, St. Louise Province; The Congregation of St. Joseph; The Congregation of The Sisters of St. Joseph of Carondelet; The Congregation of Alexian Brothers of the Immaculate Conception Province, Inc. - American Province; and the Sisters of the Sorrowful Mother of the Third Order of St. Francis of Assisi - US/Caribbean Province. SACRED HEART HEALTH SYSTEM, INC. operates hospital facilities in Escambia County, Walton County, Bay County and Gulf County Florida and is part of Ascension Florida and Gulf Coast which also owns and operates other healthcare related entities, including St. Vincent's Medical Center. The health system provides inpatient, outpatient, and emergency care services for residents of Northwest Florida.
      Schedule H, Part VI, Line 7 State filing of community benefit report
FL