4A (Expenses $ 291517033 including grants of $ 0) (Revenue $ 318674637)
SEE SCHEDULE O

4B (Expenses $ 23400347 including grants of $ 0) (Revenue $ 17148960)
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 SPRINGS, ADVENTHEALTH APOPKA, ADVENTHEALTH CELEBRATION, ADVENTHEALTH EAST ORLANDO, ADVENTHEALTH KISSIMMEE, ADVENTHEALTH ORLANDO, ADVENTHEALTH WATERMAN, ADVENTHEALTH WINTER GARDEN AND ADVENTHEALTH WINTER PARK. ASPIRE HEALTH PARTNERS: KENNEDY PLAZA, LAKESIDE PLACE APARTMENTS, PRINCETON PLAZA, RESIDENTIAL PLAZA

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

Schedule H, Part V, Section B, Line 11 Facility A, 1
Facility A, 1 - GROUP A. ORLANDO HEALTH CENTRAL IS A SUBSIDIARY OF ORLANDO HEALTH AND FOR MORE THAN 100 YEARS, ORLANDO HEALTH HAS PROVIDED FOR THE HEALTH NEEDS OF OUR LOCAL AND REGIONAL COMMUNITIES, GROWING FROM A SINGLE HOSPITAL INTO AN AWARD-WINNING ORGANIZATION NOW SUPPORTING HEALTHCARE CONSUMERS FROM ACROSS THE SOUTHEASTERN UNITED STATES. IT IS OUR MISSION TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. ORLANDO HEALTH TO CONSTANTLY WORKS TO IMPROVE HEALTH IN THE COMMUNITY AND INCREASE ACCESS TO CARE. FOLLOWING OUR PARTICIPATION IN THE 2022 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) ORLANDO HEALTH CENTRAL TOOK INTO CONSIDERATION SEVERAL FACTORS IN SELECTING HEALTH NEEDS TO ADDRESS. FACTORS INCLUDED: INDIVIDUAL ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL AND ORLANDO HEALTH DATA; COMMUNITY AND HOSPITAL ASSETS; ABILITY TO IMPACT AN ISSUE; CURRENT COMMUNITY BENEFIT EFFORTS; COMMUNITY PARTNERSHIPS; AND OPPORTUNITIES FOR COLLABORATION. WE ALSO TOOK INTO CONSIDERATION THE COUNTY WHERE WE ARE LOCATED, WHICH IS ORANGE COUNTY. BASED ON OUR PROCESS, WE SELECTED ACCESS TO CARE AS OUR PRIORITY HEALTH NEED FROM THE 2022 CHNA. IN FISCAL YEAR 2022 WITH OUR FOCUS ON ACCESS TO CARE, ORLANDO HEALTH CENTRAL DEVELOPED NEW AND ENHANCED EXISTING COMMUNITY BENEFIT PROGRAMS TO IMPROVE ACCESS TO CARE. ORLANDO HEALTH CENTRAL PROVIDED OVER $53 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, 22 GRANT PROPOSALS WERE SUPPORTED THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM. MANY OF THESE GRANTS SERVED RESIDENTS FROM ORANGE COUNTY. DURING THE FISCAL YEAR, WE CONTINUED TO ACTIVELY COLLABORATE WITH LOCAL ORGANIZATIONS AND GROUPS TO MAKE A DIFFERENCE IN THE HEALTH AND QUALITY OF LIFE IN CENTRAL FLORIDA. IN 2022, ORLANDO HEALTH SUPPORTED OVER 380 COMMUNITY ORGANIZATIONS AND 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. TO ADDRESS CHRONIC ILLNESS IN ORANGE COUNTY, THE ORLANDO HEALTH COMMUNITY BENEFIT TEAM PARTNERED WITH ORANGE BLOSSOM FAMILY HEALTH TO SUPPORT THEIR DIABETES CLINIC. THROUGH THIS PROGRAM, PARTICIPANTS WITH UNCONTROLLED DIABETES HAVE INCREASED ACCESS TO A HEIGHTENED LEVEL OF FOCUS AND CARE. THOSE ENROLLED IN THE PROGRAM RECEIVE HEALTH EDUCATION AND A TREATMENT PLAN FOCUSED ON THEIR INDIVIDUAL DIABETIC SITUATION AS WELL AS NUTRITIONAL GUIDANCE AND A TARGETED MEDICAL CARE PLAN. THROUGH THIS PROGRAM, 448 PATIENTS WERE SEEN DURING MORE THAN 850 VISITS OR ENCOUNTERS AT THE CLINIC. OF THOSE WHO PARTICIPATED IN THE PROGRAM, 75 PERCENT IMPROVED THEIR A1C WHEN THEY ATTENDED A THREE-MONTH PROGRAM AND WERE SCREENED AT LEAST TWICE. AMONG THOSE PARTICIPATING AT LEAST THREE MONTHS AND HAVING RANDOM BLOOD SUGARS TAKEN OVER A MINIMUM OF TWO CLINIC VISITS AND THROUGH AT-HOME TESTING, 80 PERCENT REDUCED THEIR BLOOD SUGAR LEVELS. LASTLY, 65 PERCENT OF PARTICIPANTS SHOWED AN IMPROVEMENT OF KNOWLEDGE UNDERSTANDING OF THEIR DIABETES THROUGH HEALTH EDUCATION. ORLANDO HEALTH WILL CONTINUE TO IDENTIFY SIMILAR PROGRAMS THAT CAN ADDRESS CHRONIC DISEASE AND HELP INCREASE ACCESS TO PROGRAMS FOR THE COMMUNITIES WE SERVE. ORLANDO HEALTH PARTNERED WITH GRACE MEDICAL HOME TO PROVIDE FUNDING FOR THEIR ACCESS TO AFFORDABLE MENTAL HEALTH COUNSELING PROGRAM. THIS PROGRAM PROVIDES ACCESS TO AFFORDABLE HEALTHCARE AND MENTAL HEALTH SERVICES FOR LOW-INCOME, UNINSURED RESIDENTS OF ORANGE COUNTY AND INCLUDES COUNSELING, MEDICATION MANAGEMENT AND CASE MANAGEMENT. IN FISCAL YEAR 2022, THIS PROGRAM PROVIDED ACCESS TO MORE THAN 600 INDIVIDUALS. OF THESE INDIVIDUALS, 146 REFERRALS WERE MADE TO THEIR PSYCHIATRIC APRN WITH A TOTAL OF 186 APPOINTMENTS COMPLETED. THIS PROGRAM ALSO RESULTED IN 177 REFERRALS MADE TO A MENTAL HEALTH COUNSELOR AND 1,169 APPOINTMENTS MADE TO A MENTAL HEALTH COUNSELOR. ORLANDO HEALTH WILL CONTINUE TO WORK WITH GRACE MEDICAL HOME TO IMPROVE ACCESS TO MENTAL HEALTH SERVICES FOR THE RESIDENTS OF ORANGE COUNTY. WITH ACCESS TO QUALITY CARE AS ITS PRIORITY, ORLANDO HEALTH CENTRAL DETERMINED THAT THE FOLLOWING ISSUES WOULD NOT BE EXPLICITLY INCLUDED IN ITS IMPLEMENTATION STRATEGY SO THAT IT COULD MAXIMIZE AVAILABLE RESOURCES FOR ADDRESSING ACCESS TO CARE. HOWEVER, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL 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 OF THE SCOPE OF OUR EXPERTISE AND RESOURCES. FOR THE NEEDS WE DID NOT SELECT WE WILL CONTINUE TO PROVIDE SUPPORT AND SERVICES WHERE APPROPRIATE INCLUDING THROUGH THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM. IN ADDITION, MANY OF THE NEEDS LISTED BELOW WILL BE IMPACTED BY OUR FOCUS ON ACCESS TO CARE. WITH EFFORTS CONCENTRATED ON ACCESS TO CARE WE ARE ABLE TO SUPPORT OUR COMMUNITY IN MULTIPLE ARENAS INSTEAD OF BEING LIMITED TO ONE CONDITION OR NEED. THIS FLEXIBILITY HELPS US BETTER SERVE THE MOST UNDERSERVED AND VULNERABLE POPULATIONS IN OUR COMMUNITY. ORANGE COUNTY HOSPITALS: (NEEDS THAT WON'T BE EXPLICITLY ADDRESSED) - AFFORDABLE, QUALITY HOUSING - ACCESS TO FREE OR LOW-COST HEALTH CARE SERVICES FOR ALL RESIDENTS - RECRUITMENT AND RETENTION OF CULTURALLY DIVERSE AND INFORMED PROVIDERS WHO DEMOGRAPHICALLY REFLECT THE COMMUNITY - MENTAL HEALTH OUTPATIENT SERVICES CAPACITY - HEALTHCARE SERVICES IN LOWER-INCOME AND PRIORITY COMMUNITIES - MENTAL HEALTH CRISIS SERVICES AND COMMUNITY AWARENESS OF AVAILABLE RESOURCES - YOUTH MENTAL HEALTH SERVICES - ACCESS TO HEALTHFUL, AFFORDABLE FOODS - CASE MANAGERS, COMMUNITY HEALTH WORKERS AND SIMILARLY CREDENTIALED PROFESSIONALS TO GUIDE HIGH NEED PATIENTS - GREATER ACCESS TO PRIMARY CARE SERVICES IN NON-URBAN AREAS - CHRONIC DISEASE EARLY INTERVENTION AND CARE (E.G. HEART DISEASE, STROKE, HIGH BLOOD PRESSURE) - BEHAVIORAL HEALTH OUTPATIENT SERVICES FOR CHILDREN - MATERNAL AND INFANT CARE - TRAINING FOR PROVIDERS CARING FOR MEMBERS OF PRIORITY COMMUNITIES - INTEGRATED CASE MANAGEMENT AND MULTIPLE HEALTH-RELATED SERVICES UNDER ONE ROOF FOR PEOPLE EXPERIENCING HOMELESSNESS 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. ACCESS TO FREE OR LOW-COST HEALTH CARE SERVICES FOR ALL RESIDENTS: WE DID NOT SELECT ACCESS TO FREE OR LOW-COST HEALTH CARE SERVICES FOR ALL RESIDENTS AS A PRIORITY, BUT WE BELIEVE THAT THROUGH OUR BROAD SELECTION OF ACCESS TO CARE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. 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 TRAIN THE TRAINER, WHICH PROVIDES HEALTH EQUITY EDUCATION TO HEALTHCARE WORKERS. 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. HEALTH CARE 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.

Schedule H, Part V, Section B, Line 11 Facility A, 2
Facility A, 2 - GROUP A, CONTINUED. 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. YOUTH MENTAL HEALTH SERVICES: WE DID NOT SELECT YOUTH MENTAL HEALTH SERVICES 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. ACCESS TO HEALTHFUL, AFFORDABLE FOODS: WE DID NOT SELECT ACCESS TO HEALTHFUL, AFFORDABLE FOODS 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. CASE MANAGERS, COMMUNITY HEALTH WORKERS AND SIMILARLY CREDENTIALED 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 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. GREATER ACCESS TO PRIMARY CARE SERVICES IN NON-URBAN AREAS: WE DID NOT SELECT GREATER ACCESS TO PRIMARY CARE SERVICES IN NON-URBAN AREAS AS A PRIORITY, BUT WE BELIEVE THAT THROUGH OUR BROAD SELECTION OF ACCESS TO CARE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. CHRONIC DISEASE EARLY INTERVENTION AND CARE (E.G. HEART DISEASE, STROKE, HIGH BLOOD PRESSURE): WE DID NOT SELECT CHRONIC DISEASE EARLY INTERVENTION AND CARE (E.G. HEART DISEASE, STROKE, HIGH BLOOD PRESSURE) 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. 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. WE BELIEVE THAT THROUGH OUR SELECTION OF ACCESS TO CARE WE CAN POSITIVELY IMPACT THIS AREA OF COMMUNITY NEED. MATERNAL AND INFANT CARE: WE DID NOT SELECT MATERNAL AND INFANT CARE AS A PRIORITY BUT WILL CONTINUE TO SUPPORT PROGRAMS LIKE THE MIDWIFE BUS, WHICH PROVIDES PRENATAL AND POSTPARTUM CARE TO EXPECTING MOTHERS IN CENTRAL FLORIDA. TRAINING FOR PROVIDERS CARING FOR MEMBERS OF PRIORITY COMMUNITIES: WE DID NOT SELECT TRAINING FOR PROVIDERS CARING FOR MEMBERS OF 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 THIS AREA OF COMMUNITY NEED BY SUPPORTING PROGRAMS LIKE TRAIN THE TRAINER, WHICH PROVIDES HEALTH EQUITY EDUCATION TO HEALTHCARE WORKERS. INTEGRATED CASE MANAGEMENT AND MULTIPLE HEALTH-RELATED SERVICES UNDER ONE ROOF FOR PEOPLE EXPERIENCING HOMELESSNESS: WE DID NOT SELECT INTEGRATED CASE MANAGEMENT AND MULTIPLE HEALTH-RELATED SERVICES UNDER ONE ROOF FOR PEOPLE EXPERIENCING HOMELESSNESS 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 HOMELESS TO HOME, WHICH PROVIDES CASE MANAGERS TO INDIVIDUALS EXPERIENCING HOMELESSNESS TO EVALUATE THEIR NEEDS AND CONNECT THEM TO COMMUNITY RESOURCES.

Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM
ORLANDO HEALTH CENTRAL IS PART OF AN INTEGRATED HEALTHCARE SYSTEM THAT PROVIDES COMPREHENSIVE SERVICES TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR THE COMMUNITIES SERVED. THE PARENT OF THE CORPORATION, ORLANDO HEALTH, INC. (OHI), IS A TAX-EXEMPT ORGANIZATION ORGANIZED UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. AS A PART OF ORLANDO HEALTH'S INTEGRATED HEALTH SYSTEM, ORLANDO HEALTH CENTRAL HAS SEVERAL AFFILIATED ORGANIZATIONS TO ENSURE WE MEET THESE COMMUNITIES' NEEDS. AS A NOT-FOR-PROFIT HEALTHCARE SYSTEM OUR MISSION IS TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE. OUR COMMUNITY BENEFIT EFFORTS MEET THE NEEDS OF THE COMMUNITIES WE SERVE IN THE FOLLOWING WAYS: OFFERING DISCOUNTED OR FREE SERVICE TO OUR UNINSURED AND UNDERINSURED PATIENTS WHO ARE UNABLE TO PAY. 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. 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 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. 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 OVER 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 POST TREATMENT CARE AND SUPPORT. ORLANDO PHYSICIAN NETWORK, INC. ALSO SERVES AS A FUNDAMENTAL COMPONENT OF ORLANDO HEALTH'S HEALTH SYSTEM BY PROVIDING AN INTEGRATED DELIVERY SYSTEM OF PRIMARY CARE PHYSICIAN SERVICES WITH OVER 100 PHYSICIANS IN THE CENTRAL FLORIDA AREA. ORLANDO HEALTH FOUNDATION, INC. IS THE PHILANTHROPIC HEART OF ORLANDO HEALTH'S INTEGRATED HEALTH SYSTEM AND HAS BEEN INSTRUMENTAL IN RAISING FUNDS FOR CAPITAL IMPROVEMENTS AND RENOVATIONS TO OUR HOSPITALS, AND IN SUPPORTING PROGRAMS AND THE ACQUISITION OF LIFE-SAVING EQUIPMENT FOR OUR COMMUNITIES. THROUGH ORLANDO HEALTH'S HEALTHCARE SYSTEM, WE PROVIDED APPROXIMATELY $586 MILLION IN SUPPORT OF COMMUNITY HEALTH NEEDS

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 FAP WEBSITE URL
https://www.orlandohealth.com/PATIENTS-AND-VISITORS/PATIENT-FINANCIAL-RESOURCES/PAY-YOUR-BILL/FINANCIAL-ASSISTANCE

Schedule H, Part V, Section B, Line 16b FAP APPLICATION FROM WEBSITE URL
https://www.orlandohealth.com/PATIENTS-AND-VISITORS/PATIENT-FINANCIAL-RESOURCES/PAY-YOUR-BILL/FINANCIAL-ASSISTANCE

Schedule H, Part V, Section B, Line 16c FAP PLAIN LANGUAGE SUMMARY WEBSITE UR
https://www.orlandohealth.com/PATIENTS-AND-VISITORS/PATIENT-FINANCIAL-RESOURCES/PAY-YOUR-BILL/FINANCIAL-ASSISTANCE

Schedule H, Part V, Section B, Line 16a FAP website
A - ORLANDO HEALTH- HEALTH CNTRL HOSPITAL: Line 16a URL: SEE PART VI;

Schedule H, Part V, Section B, Line 16b FAP Application website
A - ORLANDO HEALTH- HEALTH CNTRL HOSPITAL: Line 16b URL: SEE PART VI;

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

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

Schedule H, Part III Line 2 and 4
BAD DEBT 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 CENTRAL USES PREDICTIVE ANALYTICS TO DETERMINE IF THE FINANCIAL ASSISTANCE FOR ACCOUNTS ARE ADJUSTED TO, OR WRITTEN OFF TO, BAD DEBT. ORLANDO HEALTH CENTRAL 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, 2022 AND 2021 WAS NOT SIGNIFICANT FOR THE SYSTEM. (ORLANDO HEALTH, INC. AUDITED FINANCIAL STATEMENTS, PAGE 17)

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

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
COLLECTION PRACTICES ARE CONSISTENT FOR ALL PATIENTS AND COMPLY WITH APPLICABLE PROVISIONS OF STATE LAW. DURING PREADMISSION, AT REGISTRATION OR AT BEDSIDE, ORLANDO HEALTH CENTRAL PROVIDES ALL PATIENTS WITH INFORMATION REGARDING THE AVAILABILITY OF FINANCIAL ASSISTANCE. ORLANDO HEALTH CENTRAL 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 CENTRAL DOES NOT PURSUE COLLECTION PRACTICES AGAINST PATIENTS KNOWN TO QUALIFY FOR CHARITY CARE OR OTHER 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 VI, Line 2 Needs assessment
IN 2022, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL, ORLANDO HEALTH HORIZON WEST HOSPITAL, ORLANDO HEALTH ORLANDO REGIONAL MEDICAL CENTER (ORLANDO HEALTH ORMC), ORLANDO HEALTH DR. P. PHILLIPS HOSPITAL, ORLANDO HEALTH 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 CENTRAL ANALYSED THE SERVICES NEEDED AS PART OF OUR STRATEGY AND BUDGETING PLANNING AND DEVELOPED A PROCESS TO ENSURE THE ORGANIZATION IS RESPONSIVE TO COMMUNITY HEALTH NEEDS. THROUGH OUR EDUCATION, RESEARCH AND PATIENT CARE PROGRAMS, AS WELL AS THE ORLANDO HEALTH COMMUNITY GRANT PROGRAM, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL MEETS THE NEEDS OF THE COMMUNITY. THE SPECIFIC NEEDS TARGETED BY THESE PROGRAMS HAVE BEEN IDENTIFIED THROUGH THE EXPERIENCE OF COMMUNITY HOSPITAL LEADERSHIP, NEIGHBORHOOD OUTREACH AND THROUGH ASSESSMENTS THAT IDENTIFIED HEALTH NEEDS IN THE COMMUNITIES SERVED BY THE HOSPITAL ALONG WITH HOSPITAL DATA. AS A RESULT, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL SUPPORTS A VARIETY OF PROGRAMS FOR AT-RISK POPULATIONS, FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS AND SPECIAL NEEDS GROUPS, AS WELL AS FOR THE BROADER COMMUNITY. ADDITIONAL EXAMPLES OF HOW ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL RESPONDS TO COMMUNITY HEALTH NEEDS ARE AS FOLLOWS: 1. GOVERNING BOARDS ARE COMPOSED OF INDIVIDUALS BROADLY REPRESENTATIVE OF THE COMMUNITY, COMMUNITY LEADERS AND THOSE WITH SPECIALIZED MEDICAL TRAINING AND EXPERTISE; 2. PARTNERSHIP WITH LOCAL GROUPS AND ASSOCIATIONS TO ATTEND TO THE HEALTHCARE NEEDS OF THE ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL COMMUNITY; 3. SPONSORSHIP AND PARTICIPATION IN COMMUNITY FORUMS, HEALTH FAIRS, COMMUNITY FITNESS AND WELLNESS EVENTS, AND OTHER OUTREACH EVENTS; AND 4. TRANSITION SERVICES POST-DISCHARGE FOR PATIENT FOLLOW-UPS RELATED TO ONGOING CARE AND TREATMENT TO PREVENT UNNECESSARY ADMISSIONS AND POTENTIAL RE-ADMISSIONS.

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
ORLANDO HEALTH CENTRAL 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 CENTRAL 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 CENTRAL THEN SCREENS THE PATIENT FOR CHARITY ELIGIBILITY. IT IS ORLANDO HEALTH CENTRAL'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 CENTRAL PROVIDES HIGH-QUALITY INPATIENT, OUTPATIENT AND EMERGENCY HEALTHCARE TO THE PEOPLE OF WEST ORANGE COUNTY THROUGH ITS HOSPITALS AND VARIOUS OUTPATIENT FACILITIES. TOGETHER, ORLANDO HEALTH - HEALTH CENTRAL HOSPITAL AND ORLANDO HEALTH HORIZON WEST HOSPITAL HAVE NEARLY 1,700 EMPLOYEES ON STAFF. ORLANDO HEALTH CENTRAL FACILITIES ENCOMPASS 504 FULLY CERTIFIED BEDS, ADVANCED MEDICAL TREATMENTS AND PROCEDURES AND HIGHLY QUALIFIED STAFF. ORLANDO HEALTH CENTRAL FACILITIES RECEIVED 73,984 EMERGENCY DEPARTMENT VISITS, 50,430 OUTPATIENT VISITS AND 16,219 ADMISSIONS (INCLUDING NEWBORNS). ORLANDO HEALTH CENTRAL'S PRIMARY SERVICE AREA IS ORANGE COUNTY. THE MEDIAN HOUSEHOLD INCOME IN THIS COUNTY IS $78,673 WITH 15.0 PERCENT OF HOUSEHOLDS BELOW THE FEDERAL POVERTY GUIDELINE. THE PERCENT UNINSURED (AGE 0-64) FOR ORANGE COUNTY AREA IS 17.6 PERCENT AND THERE ARE SEVEN FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS PRESENT IN THIS REGION. COMMUNITY OUTREACH ACTIVITIES INCORPORATED SOCIAL DISTANCING PROTOCOLS SUCH AS ONLINE SPEAKER'S BUREAUS; SUPPORT/EDUCATION GROUPS; WELLNESS CLASSES; CLINICAL SCREENINGS THROUGH TELEHEALTH AND ASSESSMENTS; MEDICAL EDUCATION; WOMEN, CHILDREN AND SENIOR HEALTH INITIATIVES; PUBLIC PROGRAM ENROLLMENT ASSISTANCE AND POST-ACUTE CARE FOR HOMELESS AND UNINSURED; SPONSORSHIPS; SCHOOL INITIATIVES; AND SPIRITUAL CARE.

Schedule H, Part VI, Line 5 Promotion of community health
ORLANDO HEALTH CENTRAL'S MISSION IS TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF THE WEST ORANGE COUNTY COMMUNITY BY PROVIDING SAFE, QUALITY HEALTHCARE IN A PATIENT-CENTERED ATMOSPHERE OF CARING AND COMPASSION USING STATE-OF-THE-ART DIAGNOSTICS AND TECHNOLOGY, AND A TEAM OF DEDICATED PHYSICIANS AND STAFF. ORLANDO HEALTH CENTRAL DEMONSTRATES A COMMITMENT TO PROMOTE HEALTH, WELL-BEING, AND A CARING SPIRIT BY DIRECTING EMPLOYEE TIME AND TALENT TO SERVE ON COMMUNITY COLLABORATION BOARDS AND VOLUNTEERISM. IN FISCAL YEAR 2022, OUR TEAM MEMBERS AND PHYSICIANS THROUGH ORLANDO HEALTH HELPED TO PROVIDE OVER 3,100 VOLUNTEER HOURS. THESE HOURS WERE SPENT OUTSIDE OUR HEALTHCARE SYSTEM TO SUPPORT COMMUNITY PARTNERS AND THE NEEDS THEY ADDRESS IN OUR COMMUNITY. ORLANDO HEALTH CENTRAL WORKS WITH NEIGHBORHOOD RESOURCES TO ADDRESS THE ROOT CAUSES OF HEALTH PROBLEMS BY SUPPORTING PROGRAMS THAT TARGET COMMUNITY WELLNESS, DISEASE PREVENTION AND ENVIRONMENTAL PROBLEMS. ORLANDO HEALTH CENTRAL FOSTERS PARTNERSHIPS WITH OTHER COMMUNITY AGENCIES IN ITS SERVICE AREA THAT WORK COLLABORATIVELY TO HELP THOSE IN NEED AND TO IMPROVE THE HEALTH AND SAFETY OF THE RESIDENTS OF THE COMMUNITY. ORLANDO HEALTH CENTRAL ADDRESSES VARIOUS COMMUNITY CONCERNS, INCLUDING HEALTH IMPROVEMENT, EDUCATION, POVERTY, WORKFORCE DEVELOPMENT AND ACCESS TO HEALTHCARE. THE KEY COMPONENT OF A NON-PROFIT ORGANIZATION IS THAT THE ORGANIZATION SERVES A BROAD, INDEFINITE CHARITABLE CLASS. ONE OF THE KEY INDICATORS THAT AN ORGANIZATION SERVES THE BROADER COMMUNITY IS CONTROL OF THE ORGANIZATION BY INDEPENDENT COMMUNITY LEADERS. ORLANDO HEALTH CENTRAL AND ITS HOSPITAL GOVERNING BOARD ARE MADE UP OF MEMBERS WHO DIRECT AND GUIDE MANAGEMENT IN CARRYING OUT THE MISSION OF ORLANDO HEALTH CENTRAL AND ITS AFFILIATES. DIRECTORS ARE SELECTED ON THE BASIS OF THEIR EXPERTISE AND EXPERIENCE. ORLANDO HEALTH CENTRAL'S VOLUNTEER BOARD BALANCE FINANCIAL DECISIONS ON COMMUNITY CONCERNS AND SOCIAL RESPONSIBILITY. ORLANDO HEALTH CENTRAL OPERATES AN OPEN MEDICAL STAFF BY EXTENDING MEDICAL STAFF PRIVILEGES TO ALL QUALIFIED PHYSICIANS IN CENTRAL FLORIDA. SURPLUS FUNDS ARE RETAINED BY ORLANDO HEALTH CENTRAL AND USED TO CARRY OUT THE MISSION OF IMPROVING THE HEALTH AND QUALITY OF LIFE OF THE INDIVIDUALS AND COMMUNITIES WE SERVE.