4A (Expenses $ 786159703 including grants of $ 161294) (Revenue $ 900906562)
Operation of AdventHealth Tampa, a 626-bed general acute care hospital, AdventHealth Carrollwood, a 103-bed general acute care hospital, and AdventHealth Connerton a 77-bed Long-Term Acute Care Hospital. Combined these facilities generated 30,422 patient admissions, 186,216 patient days, and 246,594 outpatient visits during the current tax year.

AdventHealth Tampa
Part V, Section B, Line 5: University Community Hospital, Inc. d/b/a AdventHealth Tampa, (AHT or the Hospital) is a 626-bed hospital facility located in Hillsborough County in Florida. The Hospital's primary service area is nestled in Hillsborough County, adjacent to the University of South Florida, and is primarily comprised of 27 zip codes surrounding the Hospital. Several of the primary service area zip codes include communities that are fundamentally underserved. The Hospital's primary service area includes diverse micro-communities which vary in income, education level, and living conditions and are ethnically and culturally diverse. In conducting its 2019 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community surveys, stakeholder interviews, focus groups, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospital's primary service area. Members of the CHNAC included representatives from Hillsborough County Public Schools, the Brain Expansion Scholastic Training Program, a not-for-profit dedicated to creating a long-lasting positive impact in the lives of under-represented and disadvantaged youth, the Hillsborough County Department of Health, and the University Area Community Development Center, an organization that provides economic, education, and public services in the University of South Florida area community where 95% of the population is below the poverty level. Other members of the CHNAC included representatives from Tampa Innovation Alliance, the Healthy Council of West Central Florida, the Crisis Center of Tampa Bay, Gracepoint, a behavioral health provider, the Tampa 1st Seventh Day Adventist Church, and Tampa Family Health Centers. The community health survey was done in collaboration with the Hillsborough County Department of Health. A total of 5,304 Hillsborough County residents participated in the collaborative community health survey. Special efforts were made to engage community members to participate in the survey, including the provision of computers at local community centers so that community members could access the survey online. Stakeholder interviews were conducted by members of the CHNAC. Focus groups were conducted in partnership with the Florida Department of Health in Hillsborough County and occurred in person at health department locations and at the University Area Community Development Center, which resides in the Hospital's service area. Various sources of secondary data were also reviewed to understand the larger issues plaguing the Hospital's primary service area.

AdventHealth Carrollwood
Part V, Section B, Line 5: University Community Hospital, Inc., d/b/a AdventHealth Carrollwood (AHCW or the Hospital), is a 103-bed community hospital specializing in Spine, Orthopedic, and Bariatric Surgery, as well as Emergency, Cardiology, and Wound Healing services. The Hospital's primary service area is comprised of 19 zip codes located within the Florida counties of Hillsborough and Pasco. The total population in the Hospital's primary service area is approximately 547,000. Approximately 20% of the individuals living in the Hospital's primary service area live in households with incomes below the Federal poverty level. In conducting its 2019 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community surveys, stakeholder interviews, focus groups, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. Many of the CHNAC members were selected because of their direct ties to the underserved and impoverished communities in the Hospital's primary service area. Members of the CHNAC included representatives from the University of South Florida - Office of Community Engagement and Partnerships, Carrollwood Seventh-Day Adventist Church, LifeSpring Seventh-Day Adventist Church and Tampa 1st Seventh-Day Adventist Church, the Crisis Center of Tampa Bay, the Tampa Bay Healthcare Collaborative, Feeding Tampa Bay, the Health Council of West Central Florida, the Tampa Bay Network to End Hunger, and the Hillsborough County Department of Health. The community health survey was done in collaboration with the Hillsborough County Department of Health. A total of 5,304 Hillsborough County residents participated in the collaborative community health survey. Special efforts were made to engage community members to participate in the survey, including the provision of computers at local community centers so that community members could access the survey online. Stakeholder interviews were conducted by members of the CHNAC. Focus groups were conducted in partnership with the Florida Department of Health in Hillsborough County and occurred in person at the Hillsborough County Health Department and at the University Area Community Development Center. Various sources of secondary data were also reviewed to understand the larger issues plaguing the Hospital's primary service area.

AdventHealth Connerton
Part V, Section B, Line 5: AdventHealth Connerton is a 77-bed long-term acute care hospital to which patients are referred from 25 other hospital facilities in the state of Florida. AdventHealth Connerton serves patients with medically complex conditions that require additional weeks of specialized hospital care (following a hospitalization), have a history of failed treatment in a lower level of care, or have a high rate of recidivism. In conducting its 2019 Community Health Needs Assessment (CHNA), primary and secondary health data was collected and analyzed. Primary data was gathered based upon input from individuals representing the broad community, as well as low-income, minority, and other medically underserved populations. Primary data input was primarily gathered through the establishment of a Community Health Needs Assessment Committee, community surveys, and Public Health input and expertise. The Hospital formed a Community Health Needs Assessment Committee (CHNAC) that included representatives of the community and the Hospital, with a special focus on underserved populations. CHNAC members included a community member and representatives from the Pasco County Health Department, the Pasco County Fire Department, North Tampa Christian Academy, Gulfcoast North Area Health Education Center, and St. Leo University. AdventHealth Connerton worked with the Florida Department of Health in Pasco County to gather community input by participating in a joint county-wide community health survey and stakeholder interviews. Community surveys were completed on-line and in person in community settings. Community surveys were made available at local clinics, community events, department of motor vehicle locations, and other community locations throughout Pasco County. A total of 3,038 Pasco County residents participated in the community surveys. Stakeholder interviews were conducted with members of the CHNAC. Various sources of secondary data were also gathered as a part of the data collection process.

AdventHealth Tampa
Part V, Section B, Line 7d: The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports.

AdventHealth Carrollwood
Part V, Section B, Line 7d: The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports.

AdventHealth Connerton
Part V, Section B, Line 7d: The Hospital has adopted a policy that addresses the public posting requirements of the Community Health Needs Assessment. Under this policy, the Community Health Needs Assessment Reports must be posted on the Hospital's website at least until the date the hospital facility has made widely available on its website its two subsequent Community Health Needs Assessment Reports. The Hospital will also make a paper copy of its Community Health Needs Assessment Report available for public inspection upon request and without charge, at least until the date the hospital facility has made available for public inspection its two subsequent Community Health Needs Assessment Reports.

AdventHealth Tampa
"Part V, Section B, Line 11: University Community Hospital, Inc. d/b/a AdventHealth Tampa will be referred to in this document as AdventHealth Tampa or ""the Hospital"". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Tampa is part of the West Florida Division of AdventHealth (the Division). The Division includes 11 hospital facilities. This is the second-year update for AdventHealth Tampa's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Tampa worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Tampa chose five priorities for its 2020-2022 Community Health Plan: 1. Mental Health2. Diabetes 3. Heart Disease, Stroke, High Blood Pressure, High Cholesterol 4. Poverty/Livable Wage (Social Determinant of Health) 5. Obesity Priority 1: Mental Health2019 Description of the Issue:The burden of mental illness in the United States is among the highest of all diseases, and mental disorders are among the most common causes of disability for adults, children, and adolescents. When mental health disorders are untreated, those affected are at high risk for many unhealthy and unsafe behaviors, including alcohol or drug abuse, violent or self-destructive behavior and suicide. Mental health disorders are the 11th leading cause of death in the United States for all age groups and the second leading cause of death among people age 25 to 34. In the AdventHealth Tampa primary service area (PSA), the rate of death due to self-harm (suicide) is 14 per 100,000 population. Also, about 22% of the Medicare-fee-for-service PSA population are depressed, which is higher than the state average of 19%.2021 Update: The AdventHealth Tampa Community Health Plan has two desired goal statements under the Mental Health priority. 1. Reduce the stigma associated with mental illness in youth and adults by providing access to health education to help communities better understand and respond to signs of mental illness and substance use disorders2. Increase community-level partnerships to enhance existing efforts currently addressing factors that impact suicide/depression in youth and adultsGoal 1: Reduce the stigma associated with mental illness in youth and adults by providing access to health education to help communities better understand and respond to signs of mental illness and substance use disorders Objective 1: The first objective is to increase the number of Mental Health First Aid USA certification training classes provided for free to community members residing in the Hospital's Primary Service Area (PSA) to three certification classes from a baseline of zero certification classes by the end of year three.The deployment of the Mental Health First Aid classes is a shared initiative between AdventHealth Tampa, AdventHealth Dade City, AdventHealth Connerton, AdventHealth Zephyrhills, AdventHealth North Pinellas, AdventHealth Carrollwood, AdventHealth Ocala, AdventHealth Wauchula, AdventHealth Lake Placid, AdventHealth Sebring, and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital. All reported outcomes are specific to the reporting Hospital.The initiative provides the Mental Health First Aid USA class to the community for free. The class is a course that teaches you how to help someone who may be experiencing mental health or substance use challenge. The training helps you identify, understand, and respond to signs of addictions and mental illnesses. The Hospital progressed on its metric of providing three free Mental Health First Aid USA certification training classes to community members residing in the Hospital's PSA from a baseline of zero certification classes by the end of year three. During year two, four team members became certified instructors for Mental Health First Aid (adult curriculum). We will continue to identify community partners and training locations to begin classes in year three. Objective 2: The second objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase Hospital support of local advocacy groups that provide resources, interventions and support to adults and youth who are affected by mental illness in the Hospital's PSA by supporting three advocacy groups from a baseline of zero advocacy groups by the end of year three. The objective is conducted through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. The local advocacy group initiative provides support to mental health advocacy groups to promote the work that they do to ensure health equity and parity for persons living with mental health disorders and reduce stigma associated with mental health disorders and services. The Hospital progressed on its set metric of supporting three advocacy groups by the end of year three. We have partnered with the National Alliance on Mental Illness (NAMI) local affiliate, NAMI Hillsborough, whose mission is to provide advocacy, education, support, and public awareness so that all individuals and families affected by mental illness can build better lives.Throughout year two, we continued to work with NAMI Hillsborough's Executive Director, Natasha Pierre, to learn of their advocacy efforts. Due to limited staffing, the agency had not resumed their annual trip to the state capitol to meet with lawmakers. Unfortunately, Natasha resigned from her role at the end of year two. We will attempt to reconnect with NAMI Hillsborough's new leadership in year three. In year two, one advocacy group was supported. The Phoenix FL hosted a Phoenix Day Retreat, an all-day event for the community to come together and take part in outdoor activities including yoga, hiking, and canoeing. We donated $725 to cover the cost of food and parking fees at Lettuce Lake Park. The event was originally scheduled in September 2021 but was rescheduled due to inclement weather and staffing issues. It was finally held on 2/5/2022 and 26 people attended. See Continuation 2"

AdventHealth Carrollwood
"Part V, Section B, Line 11: University Community Hospital, Inc. d/b/a AdventHealth Carrollwood will be referred to in this document as AdventHealth Carrollwood or ""the Hospital"". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Carrollwood is part of the West Florida Division of AdventHealth (the Division). The Division includes 11 hospital facilities. This is the second-year update for AdventHealth Carrollwood's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Carrollwood worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second-year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Carrollwood chose five priorities for its 2020-2022 Community Health Plan: 1. Diabetes2. Mental Health 3. High Blood Pressure 4. Access to Health Care 5. Substance Misuse Priority 1: Diabetes2019 Description of the Issue:Diabetes is the seventh leading cause of death in the U.S. affecting 29 million people. More than 80 million people in the U.S. are pre-diabetic meaning they are at an increased risk of developing diabetes in the next few years. When diabetes goes untreated it can lead to more serious health issues such as vision loss, heart disease, stroke, nerve, and kidney diseases. In the AdventHealth Carrollwood primary service area (PSA), 10% of adults have been diagnosed with diabetes, which is higher than the state average of 9%.2021 Update: The AdventHealth Carrollwood Community Health Plan has two desired goal statements under the Diabetes priority. 1. Improve access to health education, support programs and resources related to the self-management of diabetes2. To increase education and awareness of existing community resources related to diabetes self-management by engaging with community organizations and stakeholders to educate their frontline staff membersGoal 1: Improve access to health education, support programs and resources related to the self-management of diabetes Objective 1: The first objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to diabetes education among underserved community members residing in the Hospital's Primary Service Area (PSA) by sponsoring the training costs for two health educators from Tampa Family Health Center in the Diabetes Self-Management Education and Support (DSMES) curriculum from a baseline of zero health educators by the end of year three. The DSMES training initiative is managed through the Division and all funding and outcomes reported are specific to the reporting Hospital. The DSMES training initiative provides financial support to train health educators at a local federally qualified health center, Tampa Family Health Centers, in the Diabetes Self-Management Education and Support (DSMES) curriculum. The DSMES curriculum provides an evidence-based foundation to empower community members with the tools to navigate the decisions and activities that will impact their condition. The Hospital progressed on its set metric of training two health educators by the end of year three. Due to COVID-19, the initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 2: The second objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to DSMES classes at Tampa Family Health Centers by referring 200 underserved/uninsured adults residing in the Hospital's PSA from a baseline of zero adults by the end of year three. This objective is conducted through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. The DSMES referral program connects diabetic and pre-diabetic individuals to health education that provides them with knowledge and tools to self-manage their chronic condition, improve health behaviors, and change health outcomes. The Hospital progressed on its set metric of referring 200 underserved/uninsured adults by the end of year three.Due to COVID-19, the initiative was delayed. Our Care360 teams were focused on other hospital initiatives and, therefore, unable to create a referral system. As a result of the continued pandemic, we are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. See Continuation 2"

AdventHealth Connerton
"Part V, Section B, Line 11: University Community Hospital, Inc. d/b/a AdventHealth Connerton will be referred to in this document as AdventHealth Connerton or ""the Hospital"". The Hospital is a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). AHSSHC is the 501(c)(3) parent organization of a hospital and healthcare system known as AdventHealth. In January 2019, every wholly-owned entity of AHSSHC adopted the AdventHealth system brand. Our identity has been unified to represent the full continuum of care our system offers. Any references to our prior Community Health Needs Assessments (CHNAs) or prior Community Health Plans (CHPs) will utilize our new name for consistency. AdventHealth Connerton is part of the West Florida Division of AdventHealth (the Division). The Division includes 11 hospital facilities. This is the second year update for AdventHealth Connerton's 2020-2022 Community Health Plan/Implementation Strategy. The Hospital developed this plan and posted it in May 2020 as part of its 2019 Community Health Needs Assessment process. For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, AdventHealth Connerton worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2019 Community Health Needs Assessment used primary data interviews and surveys; secondary data from local, regional, and national health-related sources; and Hospital prevalence data to help the Hospital determine the health needs of the community it serves. Once the data was gathered, the primary issues identified in the community health needs assessment were prioritized by community and Hospital stakeholders, who then selected key issues for the Hospital to address in its 2020-2022 Community Health Plan. The second year progress on the Community Health Plan is noted below. The narrative describes the prioritized issues identified in 2019 and gives an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital did not address. AdventHealth Connerton chose three priorities for its 2020-2022 Community Health Plan: 1. Heart Disease2. Substance Misuse (Alcohol & Drug Abuse) 3. Tobacco Use Priority 1: Heart Disease2019 Description of the Issue:Heart disease is the leading cause of death in the U.S. The major risk factors for heart disease are high blood pressure, high cholesterol, diabetes, being overweight/obese and having an unhealthy diet. One in four deaths in the U.S. are due to heart disease. By managing blood pressure and cholesterol, eating a healthy diet, and incorporating physical activity daily, the risk of developing heart disease could be greatly reduced. In the AdventHealth Connerton primary service area (PSA), the rate of death due to heart disease per 100,000 population is 160, which is higher than the state rate of 150. The percentage of adults in the PSA with high blood pressure is 30% and 45% of adults have high cholesterol. Additionally, 10% of the PSA has been diagnosed with diabetes and 29% of adults are obese with a body mass index (BMI) greater than 30.2021 Update: The AdventHealth Connerton Community Health Plan has two desired goal statements under the Heart Disease priority. 1. To increase access to health education, early intervention programs and resources related to heart disease2. To increase healthy eating and physical activity among adults and youth in the primary service areaGoal 1: To increase access to health education, early intervention programs and resources related to heart diseaseObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. Their objective, to increase the number of Hospital sponsored American Heart Association (AHA) community cardiopulmonary resuscitation (CPR) out-of-hospital bystander classes for adults and youth from a baseline of zero to three by the end of year three, is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. This initiative provides training to lay community members to be able to save the lives of individuals experiencing a cardiac event by administering the two-step Hands-Only CPR. AHA community CPR out-of-hospital bystander classes (also referred to as two-step Hands-Only CPR) instructor training will take place in year two. In year one, the Division team met with our local American Heart Association team on a bi-monthly basis to develop strategies and proposed timelines for training and implementation in year two. As a result of our year one efforts, together with our local AHA team, we have created a novel train-the-trainer model for community CPR classes that will equip participants with the two-step Hands-Only CPR skills to help save a life in the community setting. In addition, we received a donation of adult & child CPR Anytime training kits to launch our 2021 pilot of community CPR classes. Our Division team completed the AHA instructor training in May 2021.In year two, the Hospital continued forming relationships with community partners and identified organizations which expressed interest in participating in the Hands-Only CPR training. These organizations will also promote the training to the community members they serve. Objective 2: The second objective is to increase access to blood pressure management education among underinsured/uninsured community members by sponsoring and implementing two local community health fair events from a baseline of zero by the end of year three. The initiative is managed by the Division, however all funding and outcomes are specific to the reporting Hospital. The initiative provides service to the community by providing free access to blood pressure management education and services. The Hospital progressed on its set metric of conducting two community health fair events by connecting with several community partners that will help to administer and implement the community health fairs. These community partners include Gulfcoast North Area Health Education Center (GNAHEC) and Pioneer Medical Group. GNAHEC is a community focused organization that develops and implements community-based health promotion activities and education programs that target the underserved. Pioneer Medical Group serves the homeless, refugee, and uninsured and underinsured adult community by providing them with free health care access, routine care, biometric screenings, and hygiene supplies. Due to COVID-19, the community health fair objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 3:The third objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing heart disease and stroke from a baseline of zero hours to 100 hours by the end of year three. The initiative is conducted through AdventHealth Connerton and all outcomes are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 100 hours of paid staff volunteer time.Our team has worked together to develop a volunteer portal that markets volunteer opportunities to team members, tracks sign-ups and notifies sponsoring organizations when employees sign up. We have also partnered with United Way of Pasco to identify volunteer opportunities with organizations that address food insecurity. Due to COVID-19, many organizations canceled their volunteer opportunities for 2021. We will continue to work with the United Way Pasco and other local organizations to identify opportunities for our team members to safely volunteer in the community to support agencies addressing heart disease.Due to COVID-19, the staff volunteering objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. See Continuation 2"

AdventHealth Tampa
Part V, Section B, Line 13h: Effective March 1, 2020, the filing organization's hospital facility (or facilities) augmented their Financial Assistance Policy with a COVID-19 Financial Grace Addendum. Pursuant to the COVID-19 Financial Grace Addendum, uninsured patients treated for COVID-19 related evaluations are to receive free or discounted care depending on the patient's cooperation in submitting necessary financial assistance information. Insured patients tested for COVID-19 are not expected to have out-of-pocket expenses based on insurance community response to waive patient financial responsibility. If a payer unexpectedly fails to waive patient responsibility for COVID-19 related testing, the filing organization will not balance bill patients for any out-of-pocket expenses related to COVID-19. In addition, patients with existing payment plans are provided opportunities for reducing their monthly payments.

AdventHealth Carrollwood
Part V, Section B, Line 13h: Effective March 1, 2020, the filing organization's hospital facility (or facilities) augmented their Financial Assistance Policy with a COVID-19 Financial Grace Addendum. Pursuant to the COVID-19 Financial Grace Addendum, uninsured patients treated for COVID-19 related evaluations are to receive free or discounted care depending on the patient's cooperation in submitting necessary financial assistance information. Insured patients tested for COVID-19 are not expected to have out-of-pocket expenses based on insurance community response to waive patient financial responsibility. If a payer unexpectedly fails to waive patient responsibility for COVID-19 related testing, the filing organization will not balance bill patients for any out-of-pocket expenses related to COVID-19. In addition, patients with existing payment plans are provided opportunities for reducing their monthly payments.

AdventHealth Connerton
Part V, Section B, Line 13h: Effective March 1, 2020, the filing organization's hospital facility (or facilities) augmented their Financial Assistance Policy with a COVID-19 Financial Grace Addendum. Pursuant to the COVID-19 Financial Grace Addendum, uninsured patients treated for COVID-19 related evaluations are to receive free or discounted care depending on the patient's cooperation in submitting necessary financial assistance information. Insured patients tested for COVID-19 are not expected to have out-of-pocket expenses based on insurance community response to waive patient financial responsibility. If a payer unexpectedly fails to waive patient responsibility for COVID-19 related testing, the filing organization will not balance bill patients for any out-of-pocket expenses related to COVID-19. In addition, patients with existing payment plans are provided opportunities for reducing their monthly payments.

AdventHealth Tampa - Part V, Section B, Line 11 - Continuation 2
Objective 3:The third objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective, in partnership with Gracepoint Wellness and Hillsborough County National Alliance on Mental Illness, is to create and implement three local social media campaigns to raise awareness of mental health (sharing both the challenges of the problem and success stories of overcomers) from a baseline of zero by the end of year three. The social media campaign initiative is conducted through both Hospitals and funding and outcomes reported represent both Hospitals. Gracepoint Wellness delivers integrated mental health, substance misuse and medical care to promote health and wellness in the community. The campaigns will promote local and online mental health resources, including services, support groups and self-management tools. The Hospital progressed on their set metric of the creation and implementation of three social media campaigns by the end of year three. Throughout year two, we have continued to connect with mental health partners and collect resources to share with community members. The system-wide social media campaign was paused and, as a result, our local social media campaign has paused as well.Goal 2: Increase community-level partnerships to enhance existing efforts currently addressing factors that impact suicide/depression in youth and adults Objective 1: The first objective is a shared initiative between AdventHealth Tampa, AdventHealth Carrollwood, AdventHealth North Pinellas, AdventHealth Wesley Chapel, AdventHealth Zephyrhills and AdventHealth Dade City. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.For this initiative, the Hospital decided to partner with the National Alliance on Mental Illness (NAMI) Hillsborough, the local affiliate of the National Alliance on Mental Illness. The objective is to increase the number of Hillsborough County NAMI Ending the Silence presentations provided for free to middle and high school-aged youth residing in the Hospital's PSA to six classes from a baseline of zero by the end of year three. Ending the Silence is a presentation that helps destigmatize mental illness by providing middle and high school aged youth with education on how to recognize signs and symptoms of an individual living with a mental health condition, along with the action steps that help the individual dealing with a mental health crisis.The Hospital progressed on its set metric of providing six classes by the end of year three. We followed up via phone and email to launch the presentations with Hillsborough County Public Schools. Unfortunately, we were unable to reconnect with the school district. Additionally, NAMI Hillsborough's Executive Director, Natasha Pierre, resigned from her role at the end of year two. Natasha was the sole employee at the agency teaching the presentation. We will attempt to reconnect with NAMI Hillsborough's new leadership in year three. Objective 2: The second objective is a shared initiative between AdventHealth Tampa, AdventHealth Carrollwood and AdventHealth North Pinellas. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.The objective is to increase the number of Hillsborough County NAMI In Our Own Voice presentations provided for free to adults residing in the Hospital's PSA to six classes from a baseline of zero by the end of year three. In Our Own Voice is a presentation for adults that helps change attitudes, assumptions, and ideas about people with mental health conditions. The Hospital progressed on its set metric of providing six classes by the end of year three. In year two we continued to work with NAMI Hillsborough's Executive Director, Natasha Pierre, to identify community agencies with underserved clients who would benefit from the presentations. Due to limited staffing, Natasha is the only paid employee of NAMI Hillsborough, we were unable to implement any presentations. Additionally, Natasha resigned from her role at the end of year two. Natasha was the sole employee at the agency teaching the presentation. We will attempt to reconnect with NAMI Hillsborough's new leadership in year three. Objective 3: The third objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing mental health from a baseline of zero hours to 200 hours by the end of year three. This objective is funded and managed through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 200 hours served by the end of year three.In year two, 20 employee volunteer hours were served. Team members volunteered at the Crisis Center of Tampa Bay, a local non-profit that provides programs and services to respond to mental health crises. Team members assisted the Crisis Center with various tasks in preparation of their Christmas program they held for clients. We will continue to identify opportunities for our team members to safely volunteer in the community to support agencies addressing mental health.Priority 2: Diabetes 2019 Description of the Issue:Diabetes is the seventh leading cause of death in the U.S. affecting 29 million people. More than 80 million people in the U.S. are pre-diabetic meaning they're at an increased risk of developing diabetes in the next few years. When diabetes goes untreated it can lead to more serious health issues such as vision loss, heart disease, stroke, nerve, and kidney diseases. In the AdventHealth Tampa PSA, 10% of adults have been diagnosed with diabetes, which is higher than the state average of 9%.2021 Update: The AdventHealth Tampa Community Health Plan has two desired goal statements under the Diabetes priority. 1. Improve access to health education, support programs and resources related to the self-management of diabetes2. To increase education and awareness of existing community resources related to diabetes self-management by engaging with community organizations and stakeholders to educate their frontline staff membersGoal 1: Improve access to health education, support programs and resources related to the self-management of diabetes Objective 1: The first objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to diabetes education among underserved community members residing in the Hospital's PSA by sponsoring the training costs for two health educators from Tampa Family Health Centers in the Diabetes Self-Management Education and Support (DSMES) curriculum from a baseline of zero health educators by the end of year three. The DSMES training initiative is managed through the Division and all funding and outcomes reported are specific to the reporting Hospital. The DSMES training initiative provides financial support to train health educators at a local federally qualified health center, Tampa Family Health Centers, in the Diabetes Self-Management Education and Support (DSMES) curriculum. The DSMES curriculum provides an evidence- based foundation to empower community members with the tools to navigate the decisions and activities that will impact their condition. The Hospital progressed on its set metric of training two health educators by the end of year three. See Continuation 3

AdventHealth Tampa - Part V, Section B, Line 11 - Continuation 3
Due to COVID-19, the objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 2: The second objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to DSMES classes at Tampa Family Health Centers by referring 200 underserved/uninsured adults residing in the Hospital's PSA from a baseline of zero adults by the end of year three. This objective is conducted through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. The DSMES referral program connects diabetic and pre-diabetic individuals to health education that provides them with knowledge and tools to self-manage their chronic condition, improve health behaviors, and change health outcomes. The Hospital progressed on its set metric of referring 200 underserved/uninsured adults by the end of year three.Due to COVID-19, the objective was delayed. Our Care360 teams were focused on other Hospital initiatives and, therefore, unable to create a referral system. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 3:The third objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to increase the number of underinsured/uninsured community members referred from Hospital sponsored community events to follow up clinical care at Calvary Community Clinic to 75 community members from a baseline of zero by the end of year three. The initiative is deployed through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. Calvary Community Clinic provides free health care and health education to uninsured members of the community. This initiative helps connect uninsured individuals with free primary care follow up and routine care that they may otherwise not have access to. The Hospital progressed on its set metric of referring 75 community members by the end of year three. Due to COVID-19, the objective was delayed. We did not support or host any community events where we could refer community members to Calvary. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 4:The fourth objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to increase community awareness of free primary health care for underinsured/uninsured families residing in the Hospital's PSA by providing 400 referrals at patient discharge from a baseline of zero to Calvary Community Clinic by the end of year three. This initiative is deployed through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. This initiative helps connect uninsured patients with free primary care follow up and routine care at Calvary Community Clinic that they may otherwise not have access to. The Hospital progressed on its set metric of providing 400 referrals by the end of year three. Due to COVID-19, the objective was delayed. Our Care360 teams were focused on other Hospital initiatives and, therefore, unable to create a referral system. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Goal 2: To increase education and awareness of existing community resources related to diabetes self-management by engaging with community organizations and stakeholders to educate their frontline staff members Objective 1: The first objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase awareness of Hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA through a partnership with the Crisis Center of Tampa Bay (CCTB) by providing three informative in-service presentations to Intervention Specialists teams at CCTB from a baseline of zero presentations by the end of year three. The objective is conducted through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. This initiative provides increased awareness of the Hospital's community benefit programs and resources available to underserved communities. The Hospital progressed on its set metric of providing three presentations by the end of year three. Year two was focused on launching our community benefit programs so that we will be able to share the program details and schedule with the Intervention Specialist teams at CCTB.Objective 2: The second objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Tampa Family Health Centers to increase awareness of Hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA by providing six informative in-service presentations to health educators/staff at Tampa Family Health Centers from a baseline of zero presentations by the end of year three. The objective is conducted through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. This initiative provides increased awareness of the Hospital's community benefit programs and resources available to underserved communities. The Hospital progressed on its set metric of providing six presentations by the end of year three. Year two was focused on launching our community benefit programs so that we will be able to share the program details and schedule with the social workers at Tampa Family Health Centers.See Continuation 4

AdventHealth Tampa - Part V, Section B, Line 11 - Continuation 4
"Priority 3: Heart Disease, Stroke, High Blood Pressure, High Cholesterol2019 Description of the Issue:Heart disease is the leading cause of death in the U.S. The major risk factors for heart disease are high blood pressure, high cholesterol, being overweight/obese and having an unhealthy diet. One in four deaths in the U.S. are due to heart disease. By managing blood pressure and cholesterol, eating a healthy diet, and incorporating physical activity daily, the risk of developing heart disease could be greatly reduced. In the AdventHealth Tampa PSA, the rate of death due to heart disease per 100,000 population is 161, which is higher than the state rate of 150. The percentage of adults in the PSA with high blood pressure is 30% and 43% of adults have high cholesterol.2021 Update: The AdventHealth Tampa Community Health Plan has two desired goal statements under the Heart Disease, Stroke, High Blood Pressure, High Cholesterol priority. 1. Improve access to health education, early intervention programs and resources related to prevention of heart disease2. To increase access to blood pressure management education by engaging community organizations and stakeholdersGoal 1: Improve access to health education, early intervention programs and resources related to prevention of heart disease Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. Their objective is to increase the number of Hospital sponsored American Heart Association (AHA) community cardiopulmonary resuscitation (CPR) out-of-hospital bystander classes for adults and youth from a baseline of zero to five by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. This initiative provides training to lay community members to be able to save the lives of individuals experiencing a cardiac event by administering the two-step Hands-Only CPR. The Hospital progressed on its set metric of five classes sponsored by the end of year three. AHA community CPR out-of-hospital bystander classes (also referred to as two-step Hands-Only CPR) instructor training took place May 2021. In year two, two CPR out-of-hospital bystander classes were facilitated. Wendi Froedge, Director of Professional Development and Clinical Excellence, and her team facilitated the training classes for 23 students with the Brain Expansions Scholastic Training (BEST) Academy. The BEST Academy is a non-profit which mentors disadvantaged youth to pursue careers in the medical profession.Objective 2: The second objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing heart disease and stroke from a baseline of zero hours to 200 hours by the end of year three. The initiative is conducted through AdventHealth Tampa and all outcomes are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area.The Hospital progressed on its set metric of 200 hours served by the end of year three. During year two, we continued to partner with United Way Suncoast to identify volunteer opportunities with organizations that address heart disease and stroke. Due to COVID-19, many organizations temporarily paused volunteer opportunities for the safety of their staff and clientele. We will continue to work with the United Way Suncoast to identify opportunities for our team members to safely volunteer in the community to support agencies addressing heart disease and stroke.Goal 2: To increase access to blood pressure management education by engaging community organizations and stakeholders Objective 1: The first objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to increase access to blood pressure management education among underinsured/uninsured community members by providing medical supplies to two local community clinics from a baseline of one by the end of year three. This initiative is deployed through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. This initiative provides increased access to blood pressure medication and supplies for uninsured and underinsured community members.The Hospital progressed on its set metric of supporting two local community clinics by the end of year three. We identified a local clinic that serves the uninsured, Calvary Community Clinic. We discussed ways to provide financial assistance to help cover the costs of blood pressure medications to reduce the financial burden of helping uninsured adults in our community. Priority 4: Poverty/Livable Wage (Social Determinant of Health)2019 Description of the Issue:Poverty is very prevalent in the U.S., with 43 million people in the U.S. living in poverty in 2015. According to research, poverty is linked to a higher risk of illness and premature death. Income level directly influences a household's risk of living in poverty. A livable wage would help individuals overcome poverty and afford the basic standard of living. In the AdventHealth Tampa PSA, 18% of the population lives in poverty, which is higher than the state average of 15%. Furthermore, 23% of the population under the age of 18 lives in poverty.2021 Update: The AdventHealth Tampa Community Health Plan has two desired goal statements under the Poverty/Livable Wage (Social Determinant of Health) priority. 1. Increase community partnerships with local leaders and local businesses to develop collaborative employability strategies that improve employment placement and sustainability for job seekers2. Implement strategies to support community efforts to address the problem of poverty as a social determinant of healthGoal 1: Increase community partnerships with local leaders and local businesses to develop collaborative employability strategies that improve employment placement and sustainability for job seekers Objective 1: The first objective is to establish a new employability taskforce in Hillsborough County to host at least three community summits from a baseline of zero summits to increase awareness of the direct and indirect barriers faced by vulnerable populations that impact job retention rates for organizations who hire community members residing in the Hospital's PSA by the end of year three. The initiative is conducted through AdventHealth Tampa and all outcomes are specific to the reporting Hospital. This initiative provides strategies to address the employment needs of underserved community members and create collaborative relationships between our team and local organizations.The Hospital progressed on its set metric of hosting three summits by the end of year three. The poverty/livable wage action team recommended supporting existing collaboratives instead of establishing a new employability taskforce to avoid duplication. The action team will seek to support existing community initiatives focused on reducing employment barriers for underserved community members. Objective 2: The second objective is a shared initiative with AdventHealth Carrollwood. The Hospital is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to partner with the Family Healthcare Foundation to increase access to the workshop ""Navigating the Healthcare Plan"" for adults residing in the Hospital's PSA by 10 workshops from a baseline of zero workshops by the end of year three. The Navigating the Healthcare Plan workshop series is conducted through AdventHealth Tampa and all funding and outcomes reported are specific to the reporting Hospital. The workshop series provides health education to uninsured and underinsured residents to help them understand how to enroll in affordable health insurance, how to utilize health insurance and how to seek out primary care services. The mission of The Family Healthcare Foundation is to be the trusted leader in our community ensuring access to affordable, high-quality healthcare. They also seek to maximize health coverage by establishing partnerships with public and private sectors, state and local governments, health care providers and community partners.See Continuation 5"

AdventHealth Tampa - Part V, Section B, Line 11 - Continuation 5
The Hospital progressed on its set metric of hosting 10 workshops by the end of year three. During year two we met with the Family Healthcare Foundation and Mt. Calvary Seventh-day Adventist Church to pilot the health insurance workshop. We finalized the format, content, and time length for the workshop. The workshop was scheduled and advertised with several community agencies. Only five people signed up to attend. After rescheduling to allow more time for people to sign up, the workshop was cancelled due to low registration. We will continue to look for opportunities to implement the workshops.Goal 2: Implement strategies to support community efforts to address the problem of poverty as a social determinant of health Objective 1: The first objective is to provide vouchers to cover the costs of household supplies for underserved adults residing in the Hospital's PSA who are part of the Agency for Community Treatment Services' (ACTS) Hillsborough HEART Program, which supplies supportive housing, from a baseline of zero vouchers to six vouchers by the end of year three. The objective is conducted through AdventHealth Tampa and all funding and outcomes are specific to the reporting Hospital. This initiative provides vouchers in the form of monetary funds to supplement the associated costs of purchasing household and personal supplies for community members supported by the residential housing programs offered at the Agency for Community Treatment Services (ACTS), our community partner, thereby leading to improved health outcomes by providing these essential supplies.ACTS is a comprehensive, community-based behavioral health organization whose mission is to apply the best of contemporary physical and behavioral health interventions and social support services available to assist individuals and families to engage and succeed in recovery.The Hospital progressed on its set metric of providing six vouchers to cover the cost of household supplies for adults at ACTS by the end of year three. Year two was focused on re-establishing a connection with ACTS. Emails, phone calls and in-person visits to ACTS' offices were unsuccessful in reaching the ACTS Hillsborough HEART team. We will identify a different agency to provide vouchers to cover the cost of household supplies. Objective 2: The second objective is to partner with Metropolitan Ministries to provide self-sufficiency program education for adults residing in the Hospital's PSA by providing vouchers that cover the cost of textbooks from a baseline of zero vouchers to six by the end of year three. The objective is conducted through AdventHealth Tampa and all funding and outcomes are specific to the reporting Hospital. For this initiative we are partnering with Metropolitan Ministries (MM), a local grassroots, donor, and volunteer-fueled community nonprofit whose mission is to care for the homeless and those at risk of becoming homeless in our community through services that alleviate suffering, promote dignity, and instill self-sufficiency. This initiative provides vouchers in the form of monetary funds to help support GED and adult education costs for MM's Rise to the Top Employment and Education Program. Rise to the Top assists homeless individuals living in MM's Miracle Place Emergency Shelter by providing employment services such as individual employment coaching, resume and job search assistance and a GED and adult education program.Due to COVID-19, the objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Objective 3: The third objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing poverty from a baseline of zero hours to 50 hours by the end of year three. The initiative is conducted through AdventHealth Tampa and all outcomes are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area.The Hospital surpassed its set metric of 50 hours served by the end of year three with 52 hours served in year one. No additional hours were served in year two. Priority 5: Obesity2019 Description of the Issue:Obesity occurs when an individual's weight is higher than what is considered healthy. Obesity can be caused by behavioral and genetic factors. Other factors that contribute to obesity is the built environment, for example where you live and if you have access to healthy food and the ability to exercise outside. Obesity can cause serious health complications including high blood pressure, high cholesterol, heart disease, osteoarthritis, and some cancers. From 2015 2016, obesity affected about 93 million adults and 13 million children in the U.S. In the AdventHealth Tampa PSA, 27% of adults are obese (BMI greater than 30) while 35% of adults in the PSA are considered overweight (BMI between 25 and 30).2021 Update: The AdventHealth Tampa Community Health Plan has two desired goal statements under the Obesity priority. 1. Increase access to nutrition education by supporting community organizations and other community stakeholders offering health education and resources2. Implement strategies that support existing community initiatives aimed to address the problem of obesity in the Hospital's Primary Service Area (PSA)Goal 1: Increase access to nutrition education by supporting community organizations and other community stakeholders offering health education and resources Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to provide the Food is Health program to low-income families in the PSA by offering 10 class series from a baseline of three classes by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Food is Health program is an AdventHealth West Florida Division program which increases access to health education and healthy foods to improve the overall health of the communities the Hospital serves. Through collaboration with community partners the program connects with low-income/low access communities and provides free health education, health screenings and produce vouchers which are used to purchase fresh fruits and vegetables. The Hospital progressed on its set metric of supporting 10 class series by the end of year three. In year two, one class series was supported. The class series took place 10/18/21-11/29/21 and was taught virtually via Zoom by the University of Florida/Institute of Food and Agricultural Sciences (UF/IFAS) Extension in Hillsborough County. It was advertised through Brandon Senior Center and participants picked up their produce in-person at the center once a week. See Continuation 6

AdventHealth Tampa - Part V, Section B, Line 11 - Continuation 6
Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to increase participation in the Food is Health program among low-income individuals and families in the Hospital's PSA to 100 participants from a baseline of 49 by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric engaging 100 participants by the end of year three. In year two, 10 participants were engaged. The participants, low-income seniors, attended a six-week virtual class series and received an electronic produce voucher redeemable for fruits and vegetables. We partnered with Brandon Senior Center to recruit the participants.Objective 3:The third objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. Their objective is through the Food is Health program to increase access to health screenings among adults living in food deserts or low-income/low-access communities to 150 screenings from a baseline of 86 by the end of year three. The objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of 150 health screenings conducted by the end of year three. No health screenings were provided in year two. Due to COVID-19, the objective was delayed. Our community outreach nursing team was redeployed to support COVID-19 response including testing and vaccination.Objective 4:The fourth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. Their objective is to increase access to culturally appropriate nutritious food options among Food is Health program participants through 400 produce vouchers distributed from a baseline of 360 produce vouchers by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of distributing 400 produce vouchers by the end of year three. In year two, 90 produce vouchers were distributed. Participants in the AdventHealth Food is Health program receive one produce voucher per class attended (valued at $10.00 each) which are redeemable for fresh, uncut fruits and vegetables from our partnering produce vendors. In total, $900 worth of fresh fruits and vegetables were provided for free to individuals and families residing in food deserts and low-income/low access communities. Goal 2: Implement strategies that support existing community initiatives aimed to address the problem of obesity in the Hospital's Primary Service Area (PSA) Objective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. Their objective is to increase new partnerships with local community organizations in the Food is Health program to 12 partners from a baseline of nine partners by the end of year three. The objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of engaging 12 community partners by the end of year three. In year two, three community partners were engaged. The community partners were Brandon Senior Center, Tungett Citrus and Produce (produce vendor) and UF/IFAS Extension in Hillsborough County (educational partner). Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective of the Food is Health community employee volunteer initiative is to increase Hospital staff/team volunteer participation efforts with organizations addressing food security from a baseline of zero hours to 600 hours by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 600 employee volunteer hours served. In year two, 20 employee volunteer hours were served. Team members volunteered at Feeding Tampa Bay, a local food relief agency that is part of the national Feeding America network, inspecting and packaging food for distribution to needy families. We will continue to identify opportunities for our team members to safely volunteer in the community to support agencies addressing this priority area. By the end of year two, 80 employee volunteer hours were served.See Continuation 7

AdventHealth Tampa - Part V, Section B, Line 11 - Continuation 7
Community Needs Not Chosen by AdventHealth Tampa:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. The Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. Asthma: Asthma is a chronic condition when the airways in the lungs are always inflamed. The inflammation causes coughing, wheezing, chest tightness and shortness of breath. It is a prevalent problem exacerbated by poor environmental conditions. In the AdventHealth Tampa PSA, 14% of adults aged 18 and older have asthma. The Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 2. Teen Pregnancy, Infant Deaths, Low Birth Rates: Infant mortality is the death of an infant before their first birthday. In 2017, more than 22,000 infants died in the U.S. The causes of infant mortality include birth defects, maternal pregnancy complications, sudden infant death syndrome, preterm birth, and injuries such as suffocation. In the AdventHealth Tampa PSA, 9% of babies are born with low birth weight. The infant mortality rate in the PSA is 8 per 1,000 births. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 3. Low Food Access: Low food access is defined as living more than half a mile from the nearest supermarket, supercenter, or large grocery store. The ability to easily access and afford food greatly influences diet and overall health. People who have low food access face greater barriers to access affordable and healthy food which can negatively affect health and wellness. In the AdventHealth Tampa PSA, 31% of the population has low food access. The issue should not be addressed as an individual problem but can be indirectly impacted positively by first addressing poverty/livable wage and obesity selected above by the Hospital CHNAC. 4. Transportation: A poor transportation system prevents those who do not own a car or have reliable transportation from accessing health care. Transportation barriers lead to rescheduled or missed appointments, delayed care, and missed or delayed medication use. In the AdventHealth Tampa PSA, only 2% of the population uses public transportation as their primary means to commute to work. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 5. Cancer: Cancer is the second leading cause of death in the U.S. with over 100 types. Many are preventable and research advances in detection and treatment have greatly improved survival rates. In the AdventHealth Tampa PSA, the death rate from cancer is 164 per 100,000 population. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time.

AdventHealth Carrollwood - Part V, Section B, Line 11 - Continuation 2
Objective 3:The third objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective is to provide the Food is Health program to low-income families in the PSA by offering 44 nutrition education class series from a baseline of 15 by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Food is Health program is an AdventHealth West Florida Division program which increases access to health education and healthy foods to improve the overall health of the communities the Hospital serves. Through collaboration with community partners the program connects with low-income/low access communities and provides free health education, health screenings and produce vouchers which are used to purchase fresh fruits and vegetables. The Hospital progressed on its set metric of supporting 44 nutrition education class series by the end of year three. In year two, five nutrition education class series were supported. Two class series took place at Aparicio-Levy Technical College from 1/12/21-3/2/21. Two class series took place at Lois Adult Education Center from 2/16/21-4/13/21. One class series took place at Lutheran Services from 4/14/21-6/2/21. All five class series were taught in-person by our community partner, the University of Florida/Institute of Food and Agricultural Sciences (UF/IFAS) Extension in Hillsborough County. Their nutrition education curriculum called, Eating Smart Being Active, teaches adults to make nutritious food choices for their families and to spend their food dollars wisely by teaching basic nutrition education, meal planning, shopping skills, cooking skills, and food safety. By the end of year two we have supported 11 nutrition education classes. Objective 4:The fourth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective is that the Food is Health program will distribute 1,760 produce vouchers (valued at $10 each) to program participants from a baseline of 1,399 by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of distributing 1,760 produce vouchers by the end of year three. In year two, 519 produce vouchers were distributed. Participants in the AdventHealth Food is Health program receive one produce voucher per class attended (valued at $10.00 each) which are redeemable for fresh, uncut fruits and vegetables from our partnering produce vendors. Across the five class series during year two, 519 produce vouchers were distributed and redeemed by participants. This equals $5,190 worth of fresh fruits and vegetables provided for free to individuals and families residing in food deserts and low-income/low access communities. By the end of year two, 1,039 produce vouchers have been distributed.Objective 5:The fifth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective is the Food is Health program will build and maintain partnerships with local community organizations serving low-income/low access communities by engaging 18 community partners from a baseline of 16 by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of engaging 18 community partners by the end of year three. In year two, three new community partners were engaged. The new community partners were sites, or locations where the AdventHealth Food is Health program was held in-person. They were Aparicio-Levy Technical College, Lois Adult Education Center, and Lutheran Services. With 14 community partners engaged in year one and three new community partners engaged in year two, we have engaged a total of 17 community partners. Objective 6:The sixth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective is the Food is Health program will increase the number of participants among low-income families in the PSA to 440 from a baseline of 204 by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric engaging 440 participants by the end of year three. In year two, 79 participants were engaged. We expanded our program to three new community partner sites, Aparicio-Levy Technical College, Lois Adult Education Center, and Lutheran Services, to reach more low-income adults and families. Through our partnership with UF/IFAS Extension in Hillsborough County, we were able to offer our program to Spanish-speaking adults in the English for Speakers of other Languages (ESOL) program at Lois Adult Education Center. By the end of year one, 143 participants were engaged. Objective 7:The seventh objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective is the Food is Health program will increase the number of health screenings among adults living in food deserts or low-income/low access communities to 660 from a baseline of 381 by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of providing 660 health screenings by the end of year three. No health screenings were provided in year two, although 64 were completed in year one towards our total three year goal. Due to COVID-19, the objective was delayed. Our community outreach nursing team was redeployed to support COVID-19 response including testing and vaccination. Objective 8:The eighth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The objective is that the Food is Health community employee volunteer initiative will increase Hospital staff/team volunteer participation efforts with organizations addressing food security from a baseline of zero hours to 600 hours by the end of year three. The program is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 600 employee volunteer hours served by the end of year three. In year two, 75 employee volunteer hours were served. Team members volunteered at Feeding Tampa Bay, a local food relief agency that is part of the national Feeding America network, inspecting and packaging food for distribution to needy families. We will continue to identify opportunities for our team members to safely volunteer in the community to support agencies addressing food security. By the end of year two, 209 employee volunteers hours were served.Goal 2: To increase education and awareness of existing community resources related to diabetes self-management by engaging with community organizations and stakeholders to educate their frontline staff members See Continuation 3

AdventHealth Carrollwood - Part V, Section B, Line 11 - Continuation 3
Objective 1: The first objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase awareness of Hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA through a partnership with the Crisis Center of Tampa Bay (CCTB) by providing three informative in-service presentations to Intervention Specialists teams at CCTB from a baseline of zero presentations by the end of year three. The objective is conducted through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. This initiative provides increased awareness of the Hospital's community benefit programs and resources available to underserved communities. The Hospital progressed on its set metric of providing three presentations by the end of year three. Year two was focused on launching our community benefit programs so that we will be able to share the program details and schedule with the Intervention Specialist teams at CCTB.Objective 2: The second objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to partner with the Tampa Family Health Centers to increase awareness of hospital sponsored community benefit programs and resources available to uninsured/underinsured adults and youth residing in the Hospital's PSA by providing three informative in-service presentations to Tampa Family Health Centers' social workers from a baseline of zero presentations by the end of year three. The objective is conducted through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. This initiative provides increased awareness of the Hospital's community benefit programs and resources available to underserved communities. The Hospital progressed on its set metric of providing three presentations by the end of year three.Year two was focused on launching our community benefit programs so that we will be able to share the program details and schedule with the social workers at Tampa Family Health Centers.Priority 2: Mental Health2019 Description of the Issue:The burden of mental illness in the United States is among the highest of all diseases, and mental disorders are among the most common causes of disability for adults, children, and adolescents. When mental health disorders are untreated, those affected are at high risk for many unhealthy and unsafe behaviors, including alcohol or drug abuse, violent or self-destructive behavior, and suicide. Mental health disorders are the 11th leading cause of death in the United States for all age groups and the second leading cause of death among people age 25 to 34. In the AdventHealth Carrollwood PSA, the rate of death due to self-harm (suicide) is 12.92 per 100,000 population. Furthermore, about 21% of the Medicare-fee-for-service primary service area (PSA) population are depressed, which is higher that the state Medicare-fee-for-service population average of 19%.2021 Update: The AdventHealth Carrollwood Community Health Plan has two desired goal statements under the Mental Health priority. 1. Reduce the stigma associated with mental illness in youth and adults by providing access to health education to help communities better understand and respond to signs of mental illness and substance use disorders2. Increase community-level partnerships to enhance existing efforts currently addressing factors that impact suicide/depression in youth and adultsGoal 1: Reduce the stigma associated with mental illness in youth and adults by providing access to health education to help communities better understand and respond to signs of mental illness and substance use disorders Objective 1: The first objective is to increase the number of Mental Health First Aid USA certification training classes provided for free to community members residing in the Hospital's Primary Service Area (PSA) to three certification classes from a baseline of zero certification classes by the end of year three.The deployment of the Mental Health First Aid classes is a shared initiative between AdventHealth Carrollwood, AdventHealth Dade City, AdventHealth Connerton, AdventHealth Zephyrhills, AdventHealth North Pinellas, AdventHealth Tampa, AdventHealth Ocala, AdventHealth Wauchula, AdventHealth Lake Placid, AdventHealth Sebring, and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital. All reported outcomes are specific to the reporting Hospital.The initiative provides the Mental Health First Aid USA class to the community for free. The class is a course that teaches you how to help someone who may be experiencing mental health or substance use challenge. The training helps you identify, understand and respond to signs of addictions and mental illnesses. The Hospital progressed on its metric of providing three free Mental Health First Aid USA certification training classes to community members residing in the Hospital's PSA from a baseline of zero certification classes by the end of year three. In year two, four team members became certified instructors for Mental Health First Aid (adult curriculum). One Mental Health First Aid USA certification class was facilitated in December 2021. It took place at Abundant Life Worship Center, a local church, in partnership with the Sulphur Springs Neighborhood of Promise. The Sulphur Springs Neighborhood of Promise is a collaborative effort of residents, educators, service providers, government agencies, business leaders and funding partners who have joined together to implement an educational program in which children thrive academically. Breakfast and lunch were provided for the eight-hour certification class. We had 16 attendees in total. Objective 2: The second objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase Hospital support of local advocacy groups that provide resources, interventions and support to adults and youth who are affected by mental illness in the Hospital's PSA by supporting three advocacy groups from a baseline of zero advocacy groups by the end of year three. The objective is conducted through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. The local advocacy group initiative provides support to mental health advocacy groups to promote the work that they do to ensure health equity and parity for persons living with mental health disorders and reduce stigma associated with mental health disorders and services. We have partnered with the National Alliance on Mental Illness (NAMI) local affiliate, NAMI Hillsborough, whose mission is to provide advocacy, education, support, and public awareness so that all individuals and families affected by mental illness can build better lives. The Hospital progressed on its set metric of supporting three advocacy groups by the end of year three.Throughout year two, we continued to work with NAMI Hillsborough's Executive Director, Natasha Pierre, to learn of their advocacy efforts. Due to limited staffing, the agency had not resumed their annual trip to the state capitol to meet with lawmakers. Unfortunately, Natasha resigned from her role at the end of year two. We will attempt to reconnect with NAMI Hillsborough's new leadership in year three. See Continuation 4

AdventHealth Carrollwood - Part V, Section B, Line 11 - Continuation 4
"Objective 3:The third objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective, in partnership with Gracepoint Wellness and Hillsborough County National Alliance on Mental Illness (NAMI), is to create and implement three local social media campaigns to raise awareness of mental health (sharing both the challenges of the problem and success stories of overcomers) from a baseline of zero by the end of year three. The social media campaign initiative is conducted through both AdventHealth Carrollwood and AdventHealth Tampa and funding and outcomes reported represent both Hospitals. Gracepoint Wellness delivers integrated mental health, substance misuse and medical care to promote health and wellness in the community. The campaigns will promote local and online mental health resources, including services, support groups and self-management tools. The Hospital progressed on their set metric of the creation and implementation of three social media campaigns by the end of year three. Throughout year two, we have continued to connect with mental health partners and collect resources to share with community members. The system-wide social media campaign was paused and, as a result, our local social media campaign has paused as well.Goal 2: Increase community-level partnerships to enhance existing efforts currently addressing factors that impact suicide/depression in youth and adults Objective 1: The first objective is a shared initiative between AdventHealth Carrollwood, AdventHealth Tampa, AdventHealth North Pinellas, AdventHealth Wesley Chapel, AdventHealth Zephyrhills and AdventHealth Dade City. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.For this initiative, the Hospital decided to partner with the National Alliance on Mental Illness (NAMI) Hillsborough, the local affiliate of the National Alliance on Mental Illness. The objective is to increase the number of Hillsborough County NAMI Ending the Silence presentations provided for free to middle and high school-aged youth residing in the Hospital's PSA to six classes from a baseline of zero by the end of year three. Ending the Silence is a presentation that helps destigmatize mental illness by providing middle and high school aged youth with education to recognize signs and symptoms of an individual living with a mental health condition, along with the action steps to help the individual dealing with a mental health crisis. The Hospital progressed on its set metric of providing six classes by the end of year three. In year two, three presentations were supported. One presentation was facilitated at Metropolitan Ministries, a local, grassroots, donor and volunteer-fueled community nonprofit, with 10 youth in attendance. Two presentations were facilitated at Baseline Training and Development Academy, a local basketball training facility, with 42 youth in attendance. We supported the presentations by purchasing materials including brochures, allies guides, wristbands, and leave behind cards. Unfortunately, NAMI Hillsborough's Executive Director, Natasha Pierre, resigned from her role at the end of year two. Natasha was the sole employee at the agency teaching the presentation. We will attempt to reconnect with NAMI Hillsborough's new leadership in year three.Objective 2: The second objective is a shared initiative between AdventHealth Carrollwood, AdventHealth Tampa and AdventHealth North Pinellas. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital.For this initiative, the Hospital decided to partner with the National Alliance on Mental Illness (NAMI) Hillsborough, the local affiliate of the National Alliance on Mental Illness. The objective is to increase the number of Hillsborough County NAMI In Our Own Voice presentations provided for free to adults residing in the Hospital's PSA to six classes from a baseline of zero by the end of year three. In Our Own Voice is a presentation for adults that helps change attitudes, assumptions, and ideas about people with mental health conditions. The Hospital progressed on its set metric of providing six classes by the end of year three. In year two, two presentations were supported. Both presentations were facilitated at Baseline Training and Development academy with 50 parents in attendance. We supported the presentations by purchasing materials including brochures, allies guides, wristbands, and leave behind cards. Unfortunately, NAMI Hillsborough's Executive Director, Natasha Pierre, resigned from her role at the end of year two. Natasha was the sole employee at the agency teaching the presentation. We will attempt to reconnect with NAMI Hillsborough's new leadership in year three. Objective 3: The third objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing mental health from a baseline of zero hours to 200 hours by the end of year three. This objective is funded and managed through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 200 hours served by the end of year three.In year two, 25 employee volunteer hours were served. Team members volunteered with Seniors in Service of Tampa Bay, a nonprofit connecting volunteers to programs helping children, caregivers, elders and other disadvantaged populations. They wrote notes of encouragement to seniors, who are living in an assisted living community, and may be lonely and/or isolated. Team members also volunteered with the Tampa Bay Lightning, the local hockey team, and the Hillsborough Education Foundation, a community organization focused on strengthening public education in Hillsborough county by providing resources to teachers in high need schools. They helped assemble care packages for teachers and assisted with delivery of the packages. Team members volunteered with the United Way Suncoast to write letters of support to seniors who may be lonely and/or isolated.Priority 3: High Blood Pressure2019 Description of the Issue:One in three adults in the U.S. have high blood pressure, a leading risk factor for heart disease and stroke and only half of diagnosed individuals have their blood pressure under control. High blood pressure often does not present symptoms and because of this it is referred to as the ""silent killer."" In the AdventHealth Carrollwood Primary Service Area (PSA), approximately 30% of adults have high blood pressure, which is higher than the state average of 28%.2021 Update: The AdventHealth Carrollwood Community Health Plan has two desired goal statements under the High Blood Pressure priority. 1. Increase access to early intervention programs and blood pressure management education by engaging community organizations and stakeholders2. Decrease the use of tobacco products in adults and youth in the primary service areaGoal 1: Increase access to early intervention programs and blood pressure management education by engaging community organizations and stakeholders.See Continuation 5"

AdventHealth Carrollwood - Part V, Section B, Line 11 - Continuation 5
Objective 1: The first objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective, increase access to blood pressure management education among underinsured/uninsured community members by providing medical supplies to two local community clinics from a baseline of zero by the end of year three, is deployed through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. This initiative provides increased access to blood pressure medication and supplies for uninsured and underinsured community members. The Hospital progressed on its set metric of supporting two community clinics by the end of year three. We identified a local clinic that serves the uninsured, Free Clinic of Tampa Bay. We discussed ways to provide financial assistance to help cover the costs of blood pressure medications to share the costs of helping uninsured adults in our community. Goal 2: Decrease the use of tobacco products in adults and youth in the primary service area Objective 1: The first objective is to partner with Gulf Coast Area Health Education Center (AHEC) to increase community awareness of free programs and resources available for tobacco cessation by providing nine community lunch and learn sessions from a baseline of zero by the end of year three. The initiative is conducted through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. Gulfcoast North Area Health Education Center (GNAHEC), a local chapter of the national Area Health Education Center (AHEC) organization, is a community focused organization that develops and implements community-based health promotion activities and education programs, which target the underserved. We are partnering with GNAHEC to provide community members the tools and resources to assist with tobacco cessation. The GNAHEC lunch and learns provide community members with knowledge of AHEC services and resources and connects individuals to free tobacco cessation classes. The Hospital progressed on its set metric of providing nine community lunch and learn sessions by the end of year three. The Hospital maintained the memorandum of understanding (MOU) with GNAHEC. The MOU illustrates how GNAHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications. It also provides tobacco cessation education to providers and staff with AdventHealth. Due to COVID-19, team members were unable to take time to attend lunch and learn sessions. However, we met regularly with GNAHEC to brainstorm ways to collaborate and host a virtual lunch and learn open to our team members and the wider community. Objective 2: The second objective is to increase knowledge of free tobacco cessation programs and tobacco prevention/treatment resources for patients at discharge by partnering with AHEC to provide continuing education classes to 200 team members (treating patients with tobacco use) from a baseline of zero by the end of year three. The initiative is conducted through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. We are partnering with GNAHEC to provide community members the tools and resources to assist with tobacco cessation. The GNAHEC continuing education classes provide team members with knowledge of GNAHEC services and resources to be able to connect patients to free tobacco cessation classes. Team members will be able to earn continuing education credits (CEUs). The Hospital progressed on its set metric of 200 team members completing continuing education classes by the end of year three. The Hospital maintained the memorandum of understanding (MOU) with GNAHEC. The MOU illustrates how GNAHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications. It also provides tobacco cessation education to providers and staff with AdventHealth. Due to COVID-19, company policy has prevented us from hosting continuing education classes on our Hospital campuses. Additionally, our clinical team members have been taxed with caring for COVID-19 patients and providing COVID-19 testing in the community. We will continue to work with GNAHEC to find alternate ways to provide continuing education classes to our team members in year three.Objective 3: The third objective is to provide patient referrals at discharge to enroll in free Area Health Education Center (AHEC) tobacco cessation programs and receive free intervention therapies to quit smoking tobacco. Through a partnership with AHEC, we will create an internal referral system to link adults residing in the Hospital's PSA to the programs, providing resources for 50 patients from a baseline of zero by end of year three. This objective is managed by the Division; however, the Hospital funds the objective and all outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of referring 50 patients by the end of year three. The Hospital maintained the memorandum of understanding (MOU) with GNAHEC. The MOU illustrates how GNAHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications. It also provides tobacco cessation education to providers and staff with AdventHealth. Our case management and Care360 teams met with GNAHEC during year two to learn about GNAHEC's services so they can appropriately refer patients who are ready to quit using tobacco products. The referral system launched January 2021. In year two, one patient was referred to AHEC. We will continue to work with case management and Care360 teams to increase the number of referrals.Objective 4: The fourth objective is to increase access to tobacco cessation classes for adults residing in the Hospital's PSA by 10 classes from a baseline of zero by the end of year three. The initiative is conducted through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. The Hospital progressed on its set metric of increasing access to 10 classes by the end of year three. The Hospital maintained the memorandum of understanding (MOU) with GNAHEC. The MOU illustrates how GNAHEC will offer tobacco cessation programming in partnership with us, which includes flyer and promotion templates, program materials and client communications. It also provides tobacco cessation education to providers and staff with AdventHealth.Due to COVID-19, all in-person GNAHEC free tobacco cessation classes were converted to virtual for year two. Company policy has also prevented us from hosting tobacco cessation classes on our Hospital campuses. We will continue to work with GNAHEC to find alternate ways to support virtual tobacco cessation classes to the community in year two.Priority 4: Access to Health Care2019 Description of the Issue:Access to health care is the equitable use of health services to achieve the highest level of health. Barriers to accessing health care services include cost of care, insurance coverage, availability of services and culturally competent care. Failure to overcome these barriers leads to delayed care, health complications and financial burdens. Accessing health care services is vital to prevent and treat diseases thereby reducing the likelihood of disability and premature death. In the AdventHealth Carrollwood PSA, 17% of adults and 5% of children are uninsured or without medical insurance. Additionally, 28% of adults do not have a regular doctor, which is higher than the state average of 25%.2021 Update: The AdventHealth Carrollwood Community Health Plan has two desired goal statements under the Access to Health Care priority. 1. To implement strategies to support community efforts to improve access to primary care providers2. To increase partnerships with local community organizations with resources to offer community members assistance with gaining health insurance coverageGoal 1: To implement strategies to support community efforts to improve access to primary care providers See Continuation 6

AdventHealth Carrollwood - Part V, Section B, Line 11 - Continuation 6
"Objective 1: The first objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective, increase the number of underinsured/uninsured community members referred from Hospital sponsored community events to follow up primary care services at Calvary Community Clinic to 75 community members from a baseline of zero by the end of year three, is deployed through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. Calvary Community Clinic provides free health care and health education to uninsured members of the community. This initiative helps connect uninsured individuals with free primary care follow up and routine care that they may otherwise not have access to. Due to COVID-19, the objective was delayed. We did not support or host any community events where we could refer community members to Calvary Community Clinic. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Objective 2: The second objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective, increase community awareness of free primary health care for underinsured/uninsured families residing in the Hospital's PSA by providing 400 referrals at patient discharge from a baseline of zero to Calvary Community Clinic by the end of year three, is deployed through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. This initiative helps connect uninsured patients with free primary care follow up and routine care at Calvary Community Clinic that they may otherwise not have access to. Due to COVID-19, the objective was delayed. Our Care360 teams were focused on other Hospital initiatives and, therefore, unable to create a referral system. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop.Goal 2: To increase partnerships with local community organizations with resources to offer community members assistance with gaining health insurance coverage Objective 1: The first objective is a shared initiative with AdventHealth Tampa. AdventHealth Tampa is part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared primary service area. The objective is to partner with the Family Healthcare Foundation to increase access to the workshop ""Navigating the Healthcare Plan"" for adults residing in the Hospital's PSA by 10 workshops from a baseline of zero workshops by the end of year three. The Navigating the Healthcare Plan workshop series is conducted through AdventHealth Carrollwood and all funding and outcomes reported are specific to the reporting Hospital. The workshop series provides health education to uninsured and underinsured residents to help them understand how to enroll in affordable health insurance, how to utilize health insurance and how to seek out primary care services. The mission of The Family Healthcare Foundation is to be the trusted leader in our community ensuring access to affordable, high-quality healthcare. They also seek to maximize health coverage by establishing partnerships with public and private sectors, state and local governments, health care providers and community partners. The Hospital progressed on its set metric of hosting 10 workshops by the end of year three. In year two, one workshop was conducted at Abundant Life Worship Center. The Family Healthcare Foundation facilitated the hour and a half hour workshop for 27 attendees. We coordinated the workshop with the church and in partnership with Sulphur Springs Neighborhood of Promise. We provided snacks, assisted with marketing the workshop, and provided feedback on the presentation. Objective 2: The second objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing access to health care from a baseline of zero hours to 50 hours by the end of year three. The initiative is conducted through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area.The Hospital exceeded its set metric of 50 hours served by the end of year three. In year two, 136 employee volunteer hours were served. The Hospital participated in Operation Walk USA, an initiative that enables joint replacement surgeons to restore and improve quality of life for uninsured patients in our community. We partnered with Florida Orthopedic Institute and Pioneer Medical Group to operate on four uninsured patients here in the Tampa Bay area. These surgeries were of no cost to the patients. We donated the use of our facilities and the surgical equipment and DJO Global donated the implants necessary to complete the operations. One surgeon and several team members spent time planning the event, reviewing patient files, and performing the procedures (post-operative care included). Priority 5: Substance Misuse2019 Description of the Issue:Substance abuse is the repeated use of harmful mind-altering substances such as drugs and alcohol. Our Community Health Plan will focus specifically on the abuse and misuse of alcohol. Excessive use of alcohol can have immediate health effects, including unintentional injury, violence, alcohol poisoning, risky sexual behaviors, and miscarriage among pregnant women. It can also have long-term health effects, including high blood pressure, heart disease, liver disease, dementia, depression, and cancer. Underage drinking, or alcohol consumption by those under the age of 21, has been linked to death from alcohol poisoning, suicide, unintentional injury, and alcohol dependence later in life. In the U.S., excessive alcohol use was the cause of 1 in 10 deaths among adults between the ages of 20-64. In 2010, people under the age of 21 accounted for 189,000 Emergency Department visits for injuries and other conditions related to alcohol use. In the AdventHealth Carrollwood PSA, 19% of adults aged 18 and above drank excessively, which is higher than the state average of 17%.2021 Update: The AdventHealth Carrollwood Community Health Plan has two desired goal statements under the Substance Misuse priority. 1. To increase access to treatment programs for substance misuse treatment, specifically for alcoholism, by creating partnerships with community organizations and stakeholders2. To increase education and awareness of substance misuse related to alcoholism by engaging public schools and community organizations, members and stakeholdersGoal 1: To increase access to treatment programs for substance misuse treatment, specifically for alcoholism, by creating partnerships with community organizations and stakeholders Objective 1: The first objective is to increase partnerships with local community organizations that provide resources, interventions and support to adults residing in the Hospital's PSA who are recovering from alcoholism by creating three partnerships from a baseline of zero partnerships by the end of year three. The initiative is managed by the Division and conducted through AdventHealth Carrollwood. All outcomes are specific to the reporting Hospital. This initiative creates new partnerships to increase access to resources, interventions and support to adults recovering from alcoholism.See Continuation 7"

AdventHealth Carrollwood - Part V, Section B, Line 11 - Continuation 7
The Hospital progressed on its set metric of creating three partnerships by the end of year three. In year two, two partnerships were created. The first partnership is with the Phoenix Florida, who's mission is to build a sober active community. The case management and Care360 teams share the Phoenix's calendar of classes and resources with discharge patients. The second partnership is with Champions for Children. We donated $20,125 to the agency to build a new shade structure over the playground at Cove Behavioral Health. The playground benefits families impacted by substance misuse and receiving treatment at Cove Behavioral Health. Objective 2: The second objective is to increase access to community support groups for adults residing in the Hospital's PSA who are recovering from alcoholism by sponsoring three ongoing support groups from a baseline of zero by the end of year three. The initiative is funded through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. By supporting the operational costs of the community support groups (rental cost of space, refreshments, marketing/printed materials) and referring patients to support groups, local agencies will have a greater ability to support the needs of individuals and families of individuals recovering from alcoholism.The Hospital progressed on its set metric of sponsoring three support groups by the end of year three. We connected with Alcoholics Anonymous (AA), an international agency helping alcoholics and those in recovery maintain sobriety. We learned AA does not accept donations or contributions from external agencies as they are fully self-supporting. Company policy has also prevented us from hosting support groups on our Hospital campuses. We will continue to identify other agencies with support group classes.Goal 2: To increase education and awareness of substance misuse related to alcoholism by engaging public schools and community organizations, members and stakeholders Objective 1: The first objective is to collaborate with the Tampa Alcohol Taskforce (Tampa Alcohol Coalition) in Hillsborough County to host at least one community summit from a baseline of zero summits to increase awareness of alcohol misuse and collaborate on local community strategies for connecting resources to community members residing in the Hospital's PSA by the end of year three. The initiative is conducted through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. This initiative increases awareness of alcohol misuse and connects community members to resources and programs for prevention, treatment, and recovery.The Hospital progressed on its set metric of hosting one community summit by the end of year three. After joining the planning committee for the Hillsborough County Anti-Drug Alliance (HCADA) an annual town hall, a summit for agencies addressing substance misuse collaborate to lead community discussions and share resources, the event was cancelled. The HCADA decided to merge the event into a larger drug prevention conference that was targeted for behavioral health professionals. We'll continue to look for opportunities to partner with the Tampa Alcohol Coalition and HCADA to host a community summit.Objective 2: The second objective is to increase the amount of paid staff time for Hospital staff/team members to volunteer with community organizations addressing the misuse of alcohol use from a baseline of zero hours to 150 hours by the end of year three. The initiative is conducted through AdventHealth Carrollwood and all outcomes are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area.The Hospital progressed on its set metric of 150 hours served by the end of year three. In year two, 35 employee volunteer hours were served. Team members volunteered with Cove Behavioral Health, a local mental health and substance misuse treatment facility, and Champions for Children, a local nonprofit dedicated to preventing child abuse and neglect. They helped spruce up the playground on Cove Behavioral Health's campus by carrying bags of rubber mulch from the parking lot to the playground and then spreading the mulch. The playground is an important part of the recovery process for families receiving substance misuse treatment at the facility. Families spend time on the playground reconnecting and enjoying time together. Community Needs Not Chosen by AdventHealth Carrollwood:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. The Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. Education (Social Determinant of Health): Education and educational attainment is a social determinant of health and is linked to health outcomes. Individuals with more education on average live longer and healthier lives compared to individuals with less schooling. In the AdventHealth Carrollwood PSA, 14% of the total population aged 25 and above do not have a high school diploma. The Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 2. Asthma: Asthma is a chronic condition when the airways in the lungs are always inflamed. The inflammation causes coughing, wheezing, chest tightness and shortness of breath. In the AdventHealth Carrollwood PSA, 13% of adults have asthma. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 3. Poverty: One of the greatest public health challenges is addressing poverty. Poverty increases the likelihood of an individual developing poor health. In reverse, poor health can also trap an individual in poverty. For example, those living in poverty may face competing priorities between paying for basic needs such as housing and food or paying for medical care. In the AdventHealth Carrollwood PSA, 20% of the community is below 100% of the federal poverty level ($25,750 for a family of 4 in 2019). The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time.4. Infant Mortality, Low Birth Weight, Teen Births: Infant mortality is the death of an infant before their first birthday. In 2017, more than 22,000 infants died in the U.S. The causes of infant mortality include birth defects, maternal pregnancy complications, sudden infant death syndrome, low birth weight and injuries such as suffocation. In the AdventHealth Carrollwood PSA, the infant mortality rate is 8 deaths per 1,000 births. The CHNAC felt that the issue should not be addressed as an individual problem but can be indirectly impacted positively by first addressing access to health care selected above by the Hospital CHNAC. 5. Cancer (prostate, breast, cervical, colon and rectum): Cancer is the second leading cause of death in the U.S. Screening tools are an effective way to detect cancer early and increase chances of survival. In the AdventHealth Carrollwood PSA, the cancer mortality rate is 161 deaths per 100,000 population. The CHNAC felt that cancer should not be addressed as an individual problem but can be indirectly impacted positively by first addressing access to health care, one of the priority issues selected above by the Hospital CHNAC.

AdventHealth Connerton - Part V, Section B, Line 11 - Continuation 2
Goal 2: To increase healthy eating and physical activity among adults and youth in the primary service areaObjective 1: The first objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to provide the Food is Health program to low-income families in the PSA by offering three nutrition education class series from a baseline of zero classes by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Food is Health program is an AdventHealth West Florida Division program which increases access to health education and healthy foods to improve the overall health of the communities the Hospital serves. Through collaboration with community partners the program connects with low-income/low access communities and provides free health education, health screenings and produce vouchers which are used to purchase fresh fruits and vegetables.The Hospital progressed on its set metric of offering three nutrition class series. The first year was focused on establishing partnerships with local produce vendors, educational partners, and community sites. Due to COVID-19, we modified several components of the Food is Health program to offer it virtually. We switched from paper to electronic produce vouchers, created a process to allow drive-thru produce pick-up and consulted with our educational partners to convert classes to a virtual format. The modifications promoted the success of this initiative in year two. In year two, the Hospital met its set metric to hold three Food is Health class series. Class series were held at the Union Missionary Baptist Church, Florida Department of Health in Pasco County, and Good Samaritan Clinic.Objective 2: The second objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase access to culturally appropriate nutritious food options among Food is Health program participants through 120 produce vouchers distributed from a baseline of zero produce vouchers by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of distributing 120 vouchers. The first year was focused on establishing partnerships with local produce vendors, educational partners, and community sites. Due to COVID-19, we modified several components of the Food is Health program to offer it virtually. We switched from paper to electronic produce vouchers, created a process to allow drive-thru produce pick-up and consulted with our educational partners to convert classes to a virtual format. These modifications made it easy to relaunch the Food is Health program safely for our communities in year two.In year two, the Hospital met its set metric to distribute 120 produce vouchers through the Food is Health program. The Hospital sponsored 270 produce vouchers in 2021, providing $2,700 worth of fresh fruits and vegetables to program participants. Objective 3: The third objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase new partnerships with local community organizations in the Food is Health program to four partners from a baseline of zero partners by the end of year three. This objective is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital exceeded its set metric of recruiting four community partners. We recruited Union Missionary Baptist Church, Morrison Food Service, St. Leo University and Dube's Mobile Market who have helped to expand our Food is Health program throughout Pasco County and create a more robust produce system. Union Missionary Baptist church is located in a food desert of Pasco County and predominantly serves the minority community and underserved community members. The church is also located in an area where our footprint has not reached before. In year two, the Hospital established more partnerships in the community, exceeding its goal of four partners. We developed partnerships with the Florida Department of Health in Pasco County, the UF/IFAS Extension of Pasco, and the Good Samaritan Clinic. The health department helps us reach more community members in low income/low access areas to participate in the Food is Health program. UF/IFAS Extension of Pasco provides evidence-based nutrition education for the program. The Good Samaritan Clinic provides free health care to community members who are income eligible. Objective 4: The fourth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase participation in the Food is Health program among low-income individuals and families in the Hospital's PSA by 30 participants from a baseline of zero by the end of year three. This objective is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital exceeded its set metric of increasing participants from a baseline of zero to 30. In year two, the Hospital sponsored the Food is Health program for 42 individuals from low income/low access areas in the community. Objective 5: The fifth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is, through the Food is Health program, to increase access to health screenings among adults living in food deserts or low-income/low access communities to 45 screenings from a baseline of zero by the end of year three. This objective is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. The Hospital progressed on its set metric of increasing health screenings among adults living in low-income/low access communities by 45 screenings. No health screenings were provided in year two. Due to COVID-19, the objective was delayed. AdventHealth's community outreach nursing team was deployed to support COVID-19 response including testing and vaccination.Objective 6: The sixth objective is a Divisional initiative and appears on multiple community health plans of Hospitals in the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is through the Food is Health community employee volunteer initiative, to increase Hospital staff/team volunteer participation efforts with organizations addressing food security from a baseline of zero hours to 200 hours by the end of year three. This initiative is funded and managed through AdventHealth Connerton. All funding and outcomes reported are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 200 volunteer hours addressing food security by conducting 8 volunteer hours in the year of 2021. The volunteer hours were completed through the collection, assembly, and delivery of food to local organizations whose community members faced food insecurity challenges. Connerton team members donated food for a local food drive. All donations were matched by the Hospital, at a cost of $500 in matched food donations. Due to COVID-19, the Food is Health volunteer initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Despite these challenges, Hospital team members have tried to dedicate time to volunteerism.See Continuation 3

AdventHealth Connerton - Part V, Section B, Line 11 - Continuation 3
Priority 2: Substance Misuse (Alcohol & Drug Abuse) 2019 Description of the Issue:Substance abuse is the misuse and excessive abuse of alcohol and drugs. Drug overdoses killed more than 63,000 people in the U.S. in 2016. The abuse of prescription drugs has risen in recent years especially the abuse of opioid pain relievers. On average, 130 people die every day from an opioid overdose in the U.S. Excessive use of alcohol can have immediate health effects, including unintentional injury, violence, alcohol poisoning, risky sexual behaviors, and miscarriage among pregnant women. It can also have long-term health effects, including high blood pressure, heart disease, liver disease, dementia, depression, and cancer. Underage drinking, or alcohol consumption by those under the age of 21, has been linked to death from alcohol poisoning, suicide, unintentional injury, and alcohol dependence later in life. In the U.S., excessive alcohol use was the cause of one in ten deaths among adults between the ages of 20-64. In 2010, people under the age of 21 accounted for 189,000 ER visits for injuries and other conditions related to alcohol use. In the AdventHealth Connerton PSA, 20% of adults aged 18 and above drank excessively which is higher than the state average of 17%.2021 Update: The AdventHealth Connerton Community Health Plan has two desired goal statements under the Substance Misuse (Alcohol & Drug Abuse) priority. 1. Increasing knowledge and awareness about community resources2. To identify community partners addressing substance abuse or offering support groups/classes in the communityGoal 1: Increasing knowledge and awareness about community resourcesObjective 1: The first objective is a shared initiative between AdventHealth Connerton and AdventHealth North Pinellas. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is that the initiative will increase the reach of the Pasco County Substance Abuse Taskforce (PCSAT) into West Pasco communities by co-hosting at least three meetings in West Pasco from a baseline of zero by end of year three. This objective is managed at the Hospital level and funding and outcomes reported are specific to the reporting Hospital.The Pasco County Substance Abuse Taskforce began as an outreach effort by the AdventHealth Wesley Chapel Chaplain services. AdventHealth Wesley Chapel is part of the West Florida Division of AdventHealth. After several years, it was reimagined as a hybrid approach to both inpatient and community outreach. The taskforce's mission is to develop a partnership with community members focusing on awareness and increasing access to resources for patients suffering from misuse. Unfortunately, due to some fundamental shifts in the taskforce's leadership, the taskforce was placed on hold until late 2020.The Hospital progressed on its set metric to co-host three Pasco County Substance Abuse Taskforce meetings by identifying several team members from the Hospital to be involved with the existing AdventHealth Wesley Chapel taskforce. Additionally, the Hospital was able to form key partnerships that will help to expand the existing taskforce and strengthen the work being done. Due to COVID-19, the Pasco County Substance Abuse Taskforce initiative was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Staffing challenges in 2021 put a pause on PCSAT meetings, but team members continued to collaborate with partner agencies on shared priorities of addressing substance misuse in Pasco County. Objective 2: The second objective is a shared initiative between AdventHealth Connerton and AdventHealth North Pinellas. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The objective is to increase the current reach of the Pasco County Substance Abuse Taskforce (PCSAT) into West Pasco communities by co-hosting at least one community forum in West Pasco from a baseline of zero by end of year three. This objective is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The Hospital progressed on its set metric to increase the reach of the Pasco County Substance Abuse Taskforce by co-hosting at least one community forum by collaborating with community partners on a shared event. The Wellness Walkthrough virtual event will be held in early 2022. This event will showcase local services and resources for substance use prevention, treatment, and recovery. The Hospital will co-sponsor the event and has provided staffing support during the planning process.Objective 3:The third objective is to increase the number of Mental Health First Aid USA certification training classes provided for free to community members residing in the Hospital's PSA to three certification classes from a baseline of zero by the end of year three. The deployment of the Mental Health First Aid classes is a shared initiative between AdventHealth Connerton, AdventHealth Carrollwood, AdventHealth Dade City, AdventHealth North Pinellas, AdventHealth Zephyrhills, AdventHealth Tampa, AdventHealth Ocala, AdventHealth Wauchula, AdventHealth Lake Placid, AdventHealth Sebring and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. The initiative is managed at the Divisional level and funded through the Hospital and all reported outcomes are specific to the reporting Hospital. The initiative provides the Mental Health First Aid USA classes to the community for free. The class is a course that teaches you how to help someone who may be experiencing a mental health or substance use challenge. The training helps you identify, understand and respond to signs of addictions and mental illnesses.The Hospital progressed on its metric of providing three free Mental Health First Aid USA certification training classes to community members residing in the Hospital's PSA from a baseline of zero certification classes by the end of year three. Four Division level team members were trained as instructors in Mental Health First Aid in 2021, providing them the needed credentials to start teaching Mental Health First Aid in the community. The Hospital continued to identify and secure opportunities in the community to offer Mental Health First Aid and aims to complete classes in 2022. Goal 2: To identify community partners addressing substance abuse or offering support groups/classes in the communityObjective 1: The first objective is to increase access to community support groups for adults residing in the Hospital's PSA who are recovering from misuse of alcohol and other substances by sponsoring two on-going support groups from a baseline of zero by the end of year three. The initiative is conducted through AdventHealth Connerton and all outcomes are specific to the reporting Hospital. The initiative provides service to the community by improving access to resources and support that help to create a sober environment for individuals recovering from alcoholism. The Hospital progressed on its set metric of supporting two ongoing support groups by maintaining communication with community partners working on this initiative together. The Connerton Community Health Needs Assessment Committee continued working with the National Alliance on Mental Illness in Pasco and The Phoenix to identify opportunities to support the support groups of these organizations. The National Alliance on Mental Illness's mission is to provide advocacy, education, support, and public awareness so that all individuals and families affected by mental illness can build better lives. The Phoenix's mission is to build a sober active community. We are continuing to identify opportunities to collaborate with these organizations and increase awareness of both agencies and the services they provide.See Continuation 4

AdventHealth Connerton - Part V, Section B, Line 11 - Continuation 4
Objective 2: The second objective is a shared initiative between AdventHealth Connerton, AdventHealth Tampa, AdventHealth Carrollwood, AdventHealth Wesley Chapel, AdventHealth Zephyrhills, AdventHealth Dade City and AdventHealth North Pinellas. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective, increase the number of Pasco County National Alliance on Mental Illness (NAMI) Ending the Silence presentations provided for free to middle and high school-aged youth residing in the Hospital's PSA to three classes from a baseline of zero by the end of year three, is managed at a Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.For this initiative, the Hospital decided to partner with the National Alliance on Mental Illness (NAMI) Pasco, the local affiliate of the National Alliance on Mental Illness. Ending the Silence is a presentation for middle and high school aged youth that helps destigmatize mental illness by providing community members with education to recognize signs and symptoms of an individual dealing with a mental health condition, along with the action steps to help the individual suffering from a mental health crisis. The Hospital progressed on its set metric of providing three presentations by maintaining communication with community partners working together on this initiative, including NAMI Pasco, Pasco County Schools, and the Connerton Community Health Needs Assessment Committee. Due to the ongoing pandemic, finding an audience for Ending the Silence presentations presented a challenge. The local school system, like many around the country, experienced significant staffing challenges and several changes of policy regarding extracurricular activities. For these reasons, 2021 was a challenging time to offer Ending the Silence to local youth. Objective 3: The third objective is to increase the amount of paid time for Hospital staff/team members to volunteer with community organizations addressing the misuse of alcohol, tobacco, and other substances from a baseline of zero hours to 300 hours by the end of year three. The initiative is conducted through AdventHealth Connerton and all outcomes are specific to the reporting Hospital. The Hospital provides a paid volunteerism program through which AdventHealth employees are paid at their normal rate to volunteer at community organizations which are addressing this priority area. The Hospital progressed on its set metric of 300 hours of paid staff volunteer time addressing the misuse of alcohol, tobacco, and other substances with 10 volunteer hours spent.The Hospital progressed on its set metric of 300 hours of paid staff volunteer time addressing the misuse of alcohol, tobacco, and other substances by seeking out opportunities and planning for year three. Due to COVID-19, the substance misuse volunteer objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. The Hospital experienced significant staffing challenges in 2021 which put the volunteerism initiative on pause. Priority 3: Tobacco Use2019 Description of the Issue:Since 1964, 20 million people in the U.S. have died from using tobacco. Tobacco use can cause a wide range of health issues including cancer, heart disease, diabetes, oral health diseases and harmful reproductive effects. More than 30 million adults in the U.S. smoke cigarettes and more than 50 million are exposed to secondhand smoke, which is just as harmful as smoking. Secondhand smoke can still cause heart disease and lung cancer in nonsmokers and as well as asthma, sudden infant death syndrome (SIDS) and other respiratory infections in infants and children. In the AdventHealth Connerton PSA, 22% of adults aged 18 and above smoke cigarettes which is higher than the state average of 19%.2021 Update: The AdventHealth Connerton Community Health Plan has two desired goal statements under the Tobacco Use priority. 1. To decrease tobacco use among adults and youth in the community2. To increase access to smoking cessation classes for adults by partnering with community organizations Goal 1: To decrease tobacco use among adults and youth in the communityObjective 1: The first objective is to partner with Gulfcoast North Area Health Education Center (GNAHEC) to increase community awareness of free programs and resources available for tobacco cessation by providing three community lunch and learn sessions from a baseline of zero by the end of year three. The initiative is conducted through AdventHealth Connerton and all outcomes are specific to the reporting Hospital. Gulfcoast North Area Health Education Center (GNAHEC), a local chapter of the national Area Health Education Center (AHEC), is a community focused organization that develops and implements community-based health promotion activities and education programs that target the underserved. For this initiative, we are partnering with GNAHEC to provide community members the tools and resources to assist with tobacco cessation. The GNAHEC lunch and learns provide community members with knowledge of GNAHEC services and resources and connects individuals to free tobacco cessation classes.The Hospital progressed on its set metric of providing three community lunch and learn sessions by maintaining communication with community partners working on this initiative together. The Connerton Community Health Needs Assessment Committee and GNAHEC continued working together to identify opportunities for lunch and learn's with local organizations, providers, and community members. Objective 2: The second objective is a shared initiative between AdventHealth Connerton, AdventHealth North Pinellas, AdventHealth Lake Placid, AdventHealth Carrollwood, AdventHealth Sebring, AdventHealth Wauchula and AdventHealth Wesley Chapel. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed by the Division; however, the Hospital funds the objective and all outcomes reported are specific to the reporting Hospital. The objective is to increase knowledge of free tobacco cessation programs and tobacco prevention/treatment resources for patients at discharge by partnering with Gulfcoast North Area Health Education Center (GNAHEC) to provide continuing education (CEU) classes to 75 team members (treating patients with tobacco use) from a baseline of zero by the end of year three. This initiative provides educational classes that lead to an increase in knowledge for those AdventHealth team members who treat patients with tobacco use, or work with these patients at discharge, about tobacco cessation resources available thereby potentially improving patients' health through support for eliminating tobacco use. The Hospital progressed on its set metric to provide 75 team members with CEUs by maintaining communication with representatives of GNAHEC. Due to COVID-19, the team member CEUs objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. The Hospital experienced significant staffing challenges in 2021 which put the training initiative on pause.Goal 2: To increase access to smoking cessation classes for adults by partnering with community organizationsSee Continuation 5

AdventHealth Connerton - Part V, Section B, Line 11 - Continuation 5
Objective 1: The first objective is a shared initiative between AdventHealth Connerton, AdventHealth Tampa, AdventHealth Carrollwood, AdventHealth Dade City, AdventHealth Zephyrhills, AdventHealth Ocala, AdventHealth Wauchula, AdventHealth Lake Placid, AdventHealth Sebring, AdventHealth Wesley Chapel and AdventHealth North Pinellas. These Hospitals are part of the West Florida Division of AdventHealth, the same division as the reporting Hospital. The Hospitals partnered on this initiative because of a shared CHNA priority. This objective is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital.The objective is to provide community referrals at discharge to enroll in free AHEC tobacco cessation programs and receive free intervention therapies to quit smoking tobacco. Through a partnership with Gulfcoast North Area Health Education Center (GNAHEC), we will create an internal referral system to link adults residing in the Hospital's PSA, thereby providing resources for 50 patients from a baseline of zero by end of year three. The Hospital progressed on its set metric of providing 50 referrals to GNAHEC by maintaining communication with local GNAHEC representatives and continuing to learn about tobacco cessation resources available for patients. Objective 2: The second objective is to increase access to tobacco cessation classes for adults residing in the Hospital's PSA by six classes from a baseline of zero by the end of year three. This objective is managed at the Divisional level, however all funding and outcomes reported are specific to the reporting Hospital. For this initiative, we are partnering with GNAHEC to provide community members the tools and resources to assist with tobacco cessation. The GNAHEC tobacco cessation classes educate community members on the importance of quitting tobacco products. The classes are free and participants can receive free nicotine replacement therapy products (ex. patches, gum, lozenges). The Hospital progressed on its set metric of hosting six tobacco cessation classes by maintaining communication with GNAHEC representatives to continue planning classes for year 3. Due to COVID-19, the tobacco cessation classes objective was delayed. As a result of the continued pandemic, AdventHealth has pivoted where necessary to address the immediate needs of our community. We are working to identify ways to support the needs originally identified in our CHNAs, as resources and public health recommendations develop. Community Needs Not Chosen by AdventHealth Connerton:The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. The Hospital and community stakeholders used the following criteria to narrow the larger list to the priority areas noted above:1. How acute is the need? (based on data and community concern)2. What is the trend? Is the need getting worse?3. Does the Hospital provide services that relate to the priority? 4. Is someone else - or multiple groups - in the community already working on this issue? 5. If the Hospital were to address this issue, are there opportunities to work with community partners? Based on this prioritization process, the Hospital did not choose the following community issues:1. Lack of Social or Emotional Support, Suicide, Depression: In the AdventHealth Connerton PSA, 21% of adults aged 18 and above lack social and emotional support. About 22% of the Medicare population in the PSA has depression, while the rate of death due to suicide is 16 per 100,000. A lack of social and emotional support can contribute to the development of depression, which affects an individual's ability to cope with daily stressors and lead a healthy life. In 2014, 43,000 people in the U.S. committed suicide.The Community Health Needs Assessment Committee (CHNAC) did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time2. Poor Dental: Many oral diseases can be prevented with routine care and regular dental checkups. The health of the teeth, the mouth and the surrounding craniofacial (skull and face) structures is central to a person's overall health and well-being. Lack of access to dental care for all ages remains a public health challenge. In the AdventHealth Connerton PSA, the access to dentists' rate is 45 per 100,000 (in 2015), as compared to the state rate of 56. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 3. Population with Low Food Access: In the AdventHealth Connerton PSA, 15% of the population is food insecure meaning they lack reliable access to nutritious and affordable food. Different factors can account for low food access including affordability, transportation options and availability of grocery stores. Low food access has been linked to an increased risk for developing negative health outcomes. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 4. Asthma: Asthma is a chronic condition that occurs when the airways in the lungs are always inflamed. The inflammation causes coughing, wheezing, chest tightness and shortness of breath. In the AdventHealth Connerton PSA, 14% of adults aged 18 and above have asthma. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time. 5. Physical Inactivity, Obesity, Overweight: Obesity occurs when an individual's weight is higher than what is considered healthy. Obesity can be caused by behavioral and genetic factors. Other factors that contribute to obesity is the built environment, for example where you live and if you have access to healthy food and the ability to exercise outside. Obesity can cause serious health complications including high blood pressure, high cholesterol, heart disease, osteoarthritis, and some cancers. From 2015-2016, obesity affected about 93 million adults and 13 million children in the U.S. In the AdventHealth Connerton PSA, 29% of adults are obese (BMI greater than 30), which is higher than the state average of 27%. Additionally, 36% of adults in the PSA are considered overweight (BMI between 25 and 30). The issue should not be addressed as an individual problem but can be indirectly impacted positively by first addressing heart disease selected above by the Hospital CHNAC.6. Diabetes: Diabetes is the seventh leading cause of death in the U.S. affecting 29 million people. More than 80 million people in the U.S. are pre-diabetic meaning they're at an increased risk of developing diabetes in the next few years. When diabetes goes untreated it can lead to more serious health issues such as vision loss, heart disease, stroke, nerve and kidney diseases. In the AdventHealth Connerton PSA, 10% of adults have been diagnosed with diabetes, which is higher than the state average of 9%. The issue should not be addressed as an individual problem but can be indirectly impacted positively by first addressing heart disease selected above by the Hospital CHNAC. 7. Cancer: Cancer is the second leading cause of death in the U.S. with more than 100 types. Many are preventable and research advances in detection and treatment have greatly improved survival rates. In the AdventHealth Connerton PSA, the rate of death due to cancer is 166 per 100,000 population. The CHNAC did not perceive the ability to have a measurable impact on the issue within the three years allotted for the Community Health Plan with the current resources available to the community and the Hospital at this time.

Part V, Section B, Line 7a
Each hospital facility's CHNA report was made widely available through the following websites:Facility 1 -- AdventHealth Tampahttps://www.adventhealth.com/community-health-needs-assessmentsFacility 2 -- AdventHealth Carrollwoodhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 3 -- AdventHealth Connertonhttps://www.adventhealth.com/community-health-needs-assessments

Part V, Section B, Line 10a
Each hospital facility's Implementation plan was made widely available through the following websites:Facility 1 -- AdventHealth Tampahttps://www.adventhealth.com/community-health-needs-assessmentsFacility 2 -- AdventHealth Carrollwoodhttps://www.adventhealth.com/community-health-needs-assessmentsFacility 3 -- AdventHealth Connertonhttps://www.adventhealth.com/community-health-needs-assessments

Part V, Section B, Line 16a, b, and c:
The Financial Assistance Policy for each facility can be found at URL:https://www.adventhealth.com/legal/financial-assistanceThe Financial Assistance Policy application for each facility can be found at:https://www.adventhealth.com/legal/financial-assistanceThe plain language summary for each facility is available at:https://www.adventhealth.com/legal/financial-assistance

Part I, Line 6a:
"The filing organization was a wholly owned subsidiary of Adventist Health System Sunbelt Healthcare Corporation (AHSSHC) during its current tax year. During the current year, AHSSHC served as a parent organization to 30 tax-exempt 501(c)(3) hospital organizations and a number of other health care facilities that operated in 10 states within the U.S. The system of organizations under the control and ownership of AHSSHC is known as ""AdventHealth"".All hospital organizations within AdventHealth collect, calculate, and report the community benefits they provide to the communities they serve. AdventHealth organizations exist solely to improve and enhance the local communities they serve. AdventHealth has a system-wide community benefits accounting policy that provides guidelines for its health care provider organizations to capture and report the costs of services provided to the underprivileged and to the broader community. Each AdventHealth hospital facility reports their community benefits to their Board of Directors and strives to communicate their community benefits to their local communities. Additionally, the filing organization's most recently conducted community health needs assessments and associated implementation strategies can be accessed on each of the filing organization's hospital facility's website."

Part I, Line 7:
The amounts of costs reported in the table in line 7 of Part I of Schedule H were determined by utilizing a cost-to-charge ratio derived from Worksheet 2, Ratio of Patient Care Cost-to-Charges, contained in the Schedule H instructions.

Part II, Community Building Activities:
The filing organization is involved with and supportive of various other organizations in its community that work collaboratively to help those in need and to improve the health and safety of the residents of the community. The filing organization supports and participates with a number of other community organizations.

Part III, Line 2:
The amount of bad debt expense reported on line 2 of Section A of Part III is recorded in accordance with Healthcare Financial Management Association Statement No. 15. Discounts and payments on patient accounts are recorded as adjustments to revenue, not bad debt expense.

Part III, Line 3:
Methodology for Determining the Estimated Amount of Bad Debt Expense that May Represent Patients who Could Have Qualified under the Filing Organization's Financial Assistance Policy:Self-pay patients may apply for financial assistance by completing a Financial Assistance Application Form (FAA Form). If an individual does not submit a complete FAA Form within 240 days after the first post-discharge billing statement is sent to the individual, an individual may be considered for presumptive eligibility based upon a scoring tool that is designed to classify patients into groups of varying economic means. The scoring tool uses algorithms that incorporate data from credit bureaus, demographic databases, and hospital specific data to infer and classify patients into respective economic means categories. Individuals who earn a certain score on the scoring tool are considered to qualify as eligible for the most generous financial assistance under the filing organization's Financial Assistance Policy. As determined by the filing organization, a nominal amount of such a patient's bill is written off as bad debt expense, while the remaining portion of the patient's bill is considered non-state charity. The amount written off as bad debt expense for those patients who potentially qualify as non-state charity using the scoring tool is the amount shown on line 3 of Section A of Part III. Rationale for Including Certain Bad Debts in Community Benefit:The filing organization is dedicated to the view that medically necessary health care for emergency and non-elective patients should be accessible to all, regardless of age, gender, geographic location, cultural background, physician mobility, or ability to pay. The filing organization treats emergency and non-elective patients regardless of their ability to pay or the availability of third-party coverage. By providing health care to all who require emergency or non-elective care in a non-discriminatory manner, the filing organization is providing health care to the broad community it serves. As a 501(c)(3) hospital organization, the filing organization maintains a 24/7 emergency room providing care to all whom present. When a patient's arrival and/or admission to the facility begins within the Emergency Department, triage and medical screening are always completed prior to registration staff proceeding with the determination of a patient's source of payment. If the patient requires admission and continued non-elective care, the filing organization provides the necessary care regardless of the patient's ability to pay. The filing organization's operation of a 24/7 Emergency Department that accepts all individuals in need of care promotes the health of the community through the provision of care to all whom present. Current Internal Revenue Service guidance that tax-exempt hospitals maintain such emergency rooms was established to ensure that emergency care would be provided to all without discrimination. The treatment of all at the filing organization's Emergency Department is a community benefit. Under the filing organization's Financial Assistance Policy, every effort is made to obtain a patient's necessary financial information to determine eligibility for financial assistance. However, not all patients will cooperate with such efforts and a financial assistance eligibility determination cannot be made based upon information supplied by the individual. In this case, a patient's portion of a bill that remains unpaid for a certain stipulated time period is wholly or partially classified as bad debt. Bad debts associated with patients who have received care through the filing organization's Emergency Department should be considered community benefit as charitable hospitals exist to provide such care in pursuit of their purpose of meeting the need for emergency medical care services available to all in the community.

Part III, Line 4:
Financial Statement Footnote Related to Accounts Receivable and Allowance for Uncollectible Accounts:The financial information of the filing organization is included in a consolidated audited financial statement for the current year.The applicable footnote from the attached consolidated audited financial statements that addresses accounts receivable, the allowance for uncollectible accounts, and the provision for bad debts can be found on page 8-9. Please note that dollar amounts on the attached consolidated audited financial statements are in thousands.

Part VI, Line 7:
The filing organization does not file a community benefit report with any state.

Part III, Line 8:
Costing Methodology: Medicare allowable costs were calculated using a cost-to-charge ratio.Rationale for Including a Medicare Shortfall as Community Benefit:As a 501(c)(3) organization, the filing organization provides emergency and non-elective care to all regardless of ability to pay. All hospital services are provided in a non-discriminatory manner to patients who are covered beneficiaries under the Medicare program. As a public insurance program, Medicare provides a pre-established reimbursement rate/amount to health care providers for the services they provide to patients. In some cases, the reimbursement amount provided to a hospital may exceed its costs of providing a particular service or services to a patient. In other cases, the Medicare reimbursement amount may result in the hospital experiencing a shortfall of reimbursement received over costs incurred. In those cases where an overall shortfall is generated for providing services to all Medicare patients, the shortfall amount should be considered as a benefit to the community. Tax-exempt hospitals are required to accept all Medicare patients regardless of the profitability, or lack thereof, with respect to the services they provide to Medicare patients. The population of individuals covered under the Medicare program is sufficiently large so that the provision of services to the population is a benefit to the community and relieves the burdens of government. In those situations where the provision of services to the total Medicare patient population of a tax-exempt hospital during any year results in a shortfall of reimbursement received over the cost of providing care, the tax-exempt hospital has provided a benefit to a class of persons broad enough to be considered a benefit to the community. Despite a financial shortfall, a tax-exempt hospital must and will continue to accept and care for Medicare patients. Typically, tax-exempt hospitals provide health care services based upon an assessment of the health care needs of their community as opposed to their taxable counterparts where profitability often drives decisions about patient care services that are offered. Patient care provided by tax-exempt hospitals that results in Medicare shortfalls should be considered as providing a benefit to the community and relieving the burdens of government.

Part III, Line 9b:
The hospital filing organization's collection practices are in conformity with the requirements set forth in the 2014 Final Regulations regarding the requirements of Internal Revenue Code Section 501(r)(4) - (r)(6). No extraordinary collection actions (ECA's) are initiated by the hospital filing organization in the 120-day period following the date after the first post-discharge billing statement is sent to the individual (or, if later, the specified deadline given in a written notice of actions that may be taken, as described below). Individuals are provided with at least one written notice (notice of actions that may be taken) and a copy of the filing organization's Plain Language Summary of the Financial Assistance Policy that informs the individual that the hospital filing organization may take actions to report adverse information to credit reporting agencies/bureaus if the individual does not submit a Financial Assistance Application Form (FAA Form) or pay the amount due by a specified deadline. The specified deadline is not earlier than 120 days after the first post-discharge billing statement is sent to the individual and is at least 30 days after the notice is provided. A reasonable attempt is also made to orally notify an individual about the filing organization's Financial Assistance Policy and how the individual may obtain assistance with the Financial Assistance application process. If an individual submits an incomplete FAA Form during the 240-day period following the date on which the first post-discharge billing statement was sent to the individual, the hospital filing organization suspends any reporting to consumer credit reporting agencies/bureaus (or ceases any other ECA's) and provides a written notice to the individual describing what additional information or documentation is needed to complete the FAA Form. This written notice contains contact information including the telephone number and physical location of the hospital facility's office or department that can provide information about the Financial Assistance Policy, as well as contact information of the hospital facility's office or department that can provide assistance with the financial assistance application process or, alternatively, a nonprofit organization or governmental agency that can provide assistance with the financial assistance application process if the hospital facility is unable to do so. If an individual submits a complete FAA Form within a reasonable time-period as set forth in the notice described above, the hospital filing organization will suspend any adverse reporting to consumer credit reporting agencies/bureaus until a financial assistance policy eligibility determination can be made.

Supplemental Schedule to Schedule H, Part III, Section B:
Reconciliation of Schedule H Reported Medicare Surplus/(Shortfall) to Unreimbursed Medicare Costs Associated with the Provision of ServicesTo All Medicare Beneficiaries:The Medicare revenue and allowable costs of care reported in Section B of Part III of Schedule H are based upon the amounts reported in the filing organization's Medicare cost report in accordance with the IRS instructions for Schedule H. On an annual basis, the filing organization also determines its total unreimbursed costs associated with providing services to all Medicare patients. Unreimbursed costs are considered a community benefit to the elderly and are combined into an annual Community Benefit Statement prepared by AdventHealth. The primary reconciling items between the Medicare surplus/(shortfall) shown on line 7 of Section B of Part III of Schedule H and the filing organization's unreimbursed costs of services provided to all Medicare patients are as follows:- Medicare surplus/(shortfall) shown on line 7 of Section B of Schedule H: $ (9,521,343)- Difference in costing methodology: (22,238,813)- Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (69,063,945) -------------Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $ (100,824,101)As indicated above, the primary differences between the Medicare surplus/(shortfall) reported on Schedule H, Part III, Section B, line 7 and the filing organization's portion of the Company's annual community benefit statement is due to a difference in the costing methodology and differences in the population of Medicare patients within the calculation. The cost methodology utilized in calculating any Medicare surplus/(shortfall) for purposes of the annual community benefit reporting is based upon the cost-to-charge ratio outlined in Worksheet 2 of the Schedule H instructions. The same cost-to-charge ratio is used to determine the costs associated with services provided to charity care patients and Medicaid patients as reported in Schedule H, Part I, line 7. In addition, the Medicare cost report excludes services provided to Medicare patients for physician services, services provided to patients enrolled in Medicare HMOs, and certain services provided by outpatient departments of the filing organization that are reimbursed on a fee schedule. The Company's own community benefit statement captures the unreimbursed cost of providing services to all Medicare beneficiaries throughout the organization.

Part VI, Line 2:
The three hospitals operated by the filing organization conduct community health needs assessments (CHNA) every three years. The 2019 CHNAs were adopted by the filing organization's governing board by December 31, 2019, the end of the filing organization's taxable year in which it conducted the CHNAs. The filing organization's 2019 CHNAs complied with the guidance set forth by the IRS in Final Regulation Section 1.501(r)-3. In addition to the CHNAs discussed above, a variety of practices and processes are in place to ensure that the filing organization is responsive to the health needs of the communities it serves.Such practices and processes involve the following:1. A hospital operating/community board composed of individuals broadly representative of the community, community leaders, and those with specialized medical training and expertise;2. Post-discharge patient follow-up related to the on-going care and treatment of patients who suffer from chronic diseases; 3. Sponsorship and participation in community health and wellness activities that reach a broad spectrum of the filing organization's community; and 4. Collaboration with other local community groups to address the health care needs of the filing organization's community.

Part VI, Line 3:
The Financial Assistance Policy (FAP), Financial Assistance Application Form (FAA Form), and the Plain Language Summary of the Financial Assistance Policy (PLS) of each of the filing organization's hospital facilities are transparent and available to all individuals served at any point in the care continuum. For each of the filing organization's hospital facilities, the FAP, FAA Form, PLS, and contact information for the hospital facility's financial counselors are prominently and conspicuously posted on each of the filing organization's hospital facility's websites. Each website indicates that a copy of the FAP, FAA Form, and PLS is available and how to obtain such copies in the primary languages of any populations with limited proficiency in English that constitute the lesser of 1,000 individuals or 5% of the members of the community served by the hospital facility (referred to below as LEP populations). Signage is displayed in public locations of each of the filing organization's hospital facilities, including at all points of admission and registration and the Emergency Department. The signage contains each of the hospital facility's website address where the FAP, FAA Form, and PLS can be accessed and the telephone number and physical location that individuals can call or visit to obtain copies of the FAP, FAA Form and PLS or to obtain more information about the hospital facility's FAP, FAA Form and PLS. Paper copies of each of the hospital facility's FAP, FAA Form and PLS are available upon request and without charge, both in public locations in the hospital facility and by mail. Paper copies are made available in English and in the primary languages of any LEP defined populations. Each of the filing organization's hospital facility's financial counselors seek to provide personal financial counseling to all individuals admitted to the hospital facility who are classified as self-pay during the course of their hospital stay or at time of discharge to explain the FAP and FAA Form and to provide information concerning other sources of assistance that may be available, such as Medicaid. A paper copy of each of the hospital facility's PLS will be offered to every patient as a part of the intake or discharge process. A conspicuous written notice is included on all billing statements sent to patients that notifies and informs recipients about the availability of financial assistance under the filing organization's financial assistance policy, including the following: 1) the telephone number of the relevant hospital facility's office or department that can provide information about the FAP and the FAA Form; and 2) the website address where copies of the FAP, FAA Form and PLS may be obtained. Reasonable attempts are made to inform individuals about each of the hospital facility's FAP in all oral communications regarding the amount due for the individual's care. Copies of the PLS are distributed to members of the community in a manner reasonably calculated to reach those members of the community who are most likely to require financial assistance.

Part VI, Line 4:
"The filing organization currently operates 3 hospital facilities, AdventHealth Tampa, including a Heart Hospital, AdventHealth Carrollwood, and AdventHealth Connerton, a long-term acute care hospital, on three campuses in and around the Tampa Bay Area. Combined, these facilities are a major healthcare provider caring for close to 200,000 patients each year residing in Hillsborough, Pasco and surrounding Counties. A description of each of the hospital campuses is described below. University Community Hospital, Inc. dba AdventHealth Tampa;AdventHealth Tampa (AHT), located in Hillsborough County in close proximity to the University of South Florida, is licensed for 626 acute-care beds. AHT is home to six Centers of Excellence that focus resources on major disease areas including cardiac treatment, women's health, stroke, pediatrics, diabetes management and orthopaedics. AdventHealth Pepin Heart Institute (AHPHI), located adjacent to AHT, is licensed for 75 beds. This free-standing heart hospital is filled with advancements in technology, techniques, and revolutionary patient-centered care and is raising expectations when it comes to the diagnosis, treatment, and study of cardiovascular disease. Most importantly, AHPHI is filled with a team of physicians, nurses, technicians, and staff who have worked together for more than 20 years to create one of the most successful heart programs in the Tampa Bay Area. AHPHI's physicians and clinical specialists have built a comprehensive cardiovascular program with the experience of providing thousands of angioplasty procedures and open heart surgeries.During 2021, the Hospital's patient percentage population was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2021, about 63.3% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 45.6% - Medicaid Patients 15.4% - Self-Pay Patients 5.1% The demographic makeup of the Hospital's community is as follows: - Population 719,068 - Population Over 65 14.23% - Poverty (Below 100% FPL) 17.8% - Unemployment Rate 5.7% - Violent Crime Rate (Per 100,000 Pop.) 327.9 - Pop. Age 25+ with No High School Diploma 12.8% - Uninsured Adults 17.47% - Uninsured Children 5.55% - Food Insecurity Rate 15.5% - Pop. with Low Food Access 30.65% University Community Hospital, Inc. dba AdventHealth Carrollwood;AdventHealth Carrollwood (AHCW), also located in Hillsborough County, is licensed for 103 beds and offers comprehensive medical and surgical care, many specialized services, as well as a wide range of radiological procedures available for diagnosis and treatment of injuries and illnesses. Diagnostic imaging services offered include x-rays, ultrasound, mammography, nuclear medicine, CT Scan and special procedures. AHCW's five-story medical tower also houses a six-suite surgery unit that offers advanced technologies in gynecologic, vascular surgery and joint replacement procedures.During 2021, the Hospital's patient percentage population was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. In 2021, about 81.4% of the Hospital's in-patients were admitted through the Hospital's Emergency Department. - Medicare Patients 46.6% - Medicaid Patients 11.% - Self-Pay Patients 5.4% The demographic makeup of the Hospital's community is as follows: - Population 547,282 - Population Over 65 12.85% - Poverty (Below 100% FPL) 20.4% - Unemployment Rate 5.5% - Violent Crime Rate (Per 100,000 Pop.) 338.8 - Pop. Age 25+ with No High School Diploma 13.7% - Uninsured Adults 17.24% - Uninsured Children 5.5% - Food Insecurity Rate 15.7% - Pop. with Low Food Access 17.26%University Community Hospital, Inc. dba AdventHealth Connerton;AdventHealth Connerton (AHC), located in Pasco County is licensed for 77 beds. This facility is designed to serve individuals who have medically complex illnesses, requiring additional weeks of specialized hospital care. AdventHealth Connerton (AHC) is a long-term acute care hospital located in rural Pasco County, Florida. When AHC conducted its most recent Community Health Needs Assessment, its Community Health Needs Assessment Committee noted the unique nature of the AdventHealth Connerton facility. AHC does not have an Emergency Department and is not a ""community"" hospital with a defined geographic service area. In 2015, patient referrals came from 25 other hospitals; patients themselves came from 52 different counties mostly in, but not limited to, Florida. During 2021, the Hospital's patient percentage population was made up of the below payors with the remaining percentage of the patients being covered under commercial insurance. - Medicare Patients 75.3% - Medicaid Patients 7.1% The demographic makeup of the Hospital's community is as follows: - Population 1,347,505 - Population Over 65 17.5% - Poverty (Below 100% FPL) 15.7% - Unemployment Rate 6.3% - Violent Crime Rate (Per 100,000 Pop.) 317.6 - Pop. Age 25+ with No High School Diploma 11.7% - Uninsured Adults 17.6% - Uninsured Children 5.62% - Food Insecurity Rate 15.5% - Pop. with Low Food Access 31.86% The filing organization (UCH) is a crucial community and regional asset. UCH provides necessary medical services to the already large and rapidly expanding Tampa Area. With the exception of AHC, each facility is located in Tampa, Florida and primarily serves patients residing in Hillsborough County which is located on the west coast of central Florida."

Part VI, Line 5:
"The provision of community benefit is central to the filing organization's mission of service and compassion. Restoring and promoting the health and quality of life of those in the communities served by the filing organization is a function of ""extending the healing ministry of Christ and embodies the filing organization's commitment to its values and principles. The filing organization commits substantial resources to provide a broad range of services to both the underprivileged as well as the broader community. In addition to the community benefit and community building information provided in Parts I, II and III of this Schedule H, the filing organization captures and reports the benefits provided to its community through faith-based care. Examples of such benefits include the cost associated with chaplaincy care programs and mission peer reviews and mission conferences. During the current year, the filing organization provided $1,002,933 of benefit with respect to the faith-based and spiritual needs of the community in conjunction with its operation of its community hospitals. The filing organization also provides benefits to its community's infrastructure by investing in capital improvements to ensure that facilities and technology provide the best possible care to the community. During the current year, the filing organization expended $78,592,422 in new capital improvements. As a faith-based mission-driven community hospital organization, the filing organization is continually involved in monitoring its communities, identifying unmet health care needs and developing solutions and programs to address those needs. In accordance with its conservative approach to fiscal responsibility, surplus funds of the filing organization are continually being invested in resources that improve the availability and quality of delivery of health care services and programs to its communities.The filing organization's community outreach efforts are focused on health education, wellness information, physician referral, and screening services. Each month, the filing organization offers a variety of health and wellness classes taught by members of its medical staff and other health care professionals. The filing organization also maintains a speakers' bureau whereby qualified speakers are provided to community groups to deliver the latest information on health, wellness, and prevention. Because prevention and early detection are key components of maintaining good health for individuals of all ages, UCH regularly conducts a variety of free and low-cost health screening events. Such screenings include cholesterol, blood pressure checks, body fat and osteoporosis screenings."

Part VI, Line 6:
University Community Hospital, Inc. is a part of a faith-based healthcare system of organizations whose parent is Adventist Health System Sunbelt Healthcare Corporation (AHSSHC). The system is known as AdventHealth. AHSSHC is an organization exempt from federal income tax under IRC Section 501(c)(3). AHSSHC and its subsidiary organizations operate 48 hospitals throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate 10 nursing home facilities and other ancillary health care provider facilities, such as ambulatory surgery centers and diagnostic imaging centers. As the parent organization of AdventHealth, AHSSHC provides executive leadership and other professional support services to its subsidiary organizations. Professional support services include among others IT, corporate compliance, legal, reimbursement, risk management, and tax as well as treasury functions. Certain support services, such as human resources, payroll, A/P, and supply chain management are provided pursuant to a shared services model by AHSSHC to its subsidiary organizations. The provision of these executive and support services on a centralized basis by AHSSHC provides an appropriate balance between providing each AdventHealth subsidiary hospital organization with mission-driven consistent leadership and support while allowing the hospital organization to focus its resources on meeting the specific health care needs of the community it serves. The reader of this Form 990 should keep in mind that this reporting entity may differ in certain areas from that of a stand-alone hospital organization due to its inclusion in a larger system of healthcare organizations. As a part of a system of hospital and other health care organizations, the filing organization benefits from reduced costs due to system efficiencies, such as large group purchasing discounts, and the availability of internal resources such as internal legal counsel. Each AHS subsidiary pays a management fee to AHSSHC for the internal services provided by AHSSHC. As a result, management fee expense reported by an AdventHealth subsidiary organization may appear greater in relation to management fee expense that may be reported by a single stand-alone hospital. The single stand-alone hospital would likely report costs associated with management and other professional services on various expense line items in its statement of revenue and expense as opposed to reporting such costs in one overall management fee expense. As the reporting of the Form 990 is done on an entity by entity basis, there is no single Form 990 that captures the programs and operations of AdventHealth as a whole. The reader is directed to visit the web-site of AdventHealth at www.adventhealth.com to learn more about the mission and operations of AdventHealth.