4A (Expenses $ 571332263 including grants of $ 621500) (Revenue $ 669182835)
Operation of Florida Hospital Tampa, a 418-bed general acute care hospital, Florida Hospital Pepin Heart Institute, a 75-bed facility, Florida Hospital Carrollwood, a 120-bed general acute care hospital, and a 50-bed Long-Term Acute Care Hospital. Combined these facilities generated 28,984 patient admissions, 161,575 patient days, and 182,030 outpatient visits during the current tax year.

Florida Hospital Tampa
Part V, Section B, Line 5: University Community Hospital, Inc. d/b/a Florida Hospital Tampa, (FHT or the Hospital) is a 493-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 seven 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 2016 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 stakeholder 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. 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. Key members of the CHNAC included representatives from Hillsborough 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. FHT also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by both members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospital's primary service area.

Florida Hospital Carrollwood
Part V, Section B, Line 5: University Community Hospital, Inc., d/b/a Florida Hospital Carrollwood (FHCW or the Hospital), is a 120-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 25 zip codes located within the Florida counties of Hillsborough and Pasco. The total population in the Hospital's primary service area is approximately 725,000. 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 2016 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 stakeholder 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. 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. Key members of the CHNAC included representatives from the Tampa Housing Authority, the Hillsborough County Indigent Health Plan, the Health Council of West Central Florida, Tampa Family Health Centers, Inc., a federally qualified health center, the Tampa Bay Network to End Hunger, Bethesda Ministries CDC, Inc., a not-for-profit community development organization focusing on disadvantaged residents of the community, and the Hillsborough County Department of Health. FHCW also gathered primary data through the utilization of a stakeholder survey. This stakeholder survey was distributed to and completed by both members of the CHNAC and members of the community at large. Various sources of secondary data were reviewed to understand the larger issues plaguing the Hospital's primary service area.

FL Hosp. at Connerton LTAC Hospital
Part V, Section B, Line 5: Florida Hospital Connerton is a 50-bed long-term acute care hospital to which patients are referred from 25 other hospital facilities in the state of Florida. Florida Hospital at 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 2016 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 stakeholder 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 patients/families, community members, community caregivers, first responders, public health, experts on aging populations, and health care providers. Key members of the CHNAC included representatives from the Pasco County Health Department, Pasco County Fire & Rescue and the St. Leo College School of Healthcare Management. FH Connerton also gathered primary data through the utilization of stakeholder surveys/interviews. A stakeholder survey was distributed to and completed by both members of the CHNAC and members of the community at large. Interviewees were chosen based upon a number of different factors, including their knowledge of the health needs of low-income, minority and other underserved populations. Various sources of secondary data were also gathered as a part of the data collection process.

Florida Hospital 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.

Florida Hospital 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.

FL Hosp. at Connerton LTAC Hospital
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.

Florida Hospital Tampa
"Part V, Section B, Line 11: The information provided below explains how the hospital facility addressed in 2016 the significant health needs identified in its 2013 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. The hospital facility conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017.Florida Hospital Tampa (FHT or ""the Hospital"") is part of the West Florida Division of Florida Hospital. The Division includes nine hospital facilities. This is the third-year update for Florida Hospital Tampa's 2013-2016 Community Health Plan/Implementation Strategy. Florida Hospital Tampa (FHT or ""the Hospital"") developed this Plan and posted it no later than May, 2014 as part of its 2013 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, Florida Hospital Tampa worked to define and address the needs of low-income, minority and underserved populations in its service area. The 2013 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 Needs Assessment were prioritized by community and hospital stakeholders, who then selected key issues for the Hospital to address in its 2013-2016 Community Health Plan. The three-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2013 and give an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. Priority: Access to Affordable Health Care2013 Description of the Issue: Four zip codes (33604, 33610, 33612 and 22613) in Florida Hospital Tampa's primary service have uninsured rates ranging from 37-44% compared to an overall county rate of about 24%. Median Household Incomes in these zip codes ranged from $29,100 to $35,500 compared to the county average of $48,600. As a result, access to timely and affordable health care is an issue for the residents of these communities. 2016 Update: Florida Hospital Tampa's efforts around health care access focused on expanding the safety net for uninsured residents of the four zip codes noted above, with a special focus on the University Area Community Development neighborhoods. In 2015, Florida Hospital Tampa renovated approximately 8,000 square feet of hospital space for use by the Tampa Community Health Center, a federally qualified health center (FQHC). In 2016, the FQHC with Tampa Family Health was opened at Florida Hospital Tampa. FQHCs see uninsured patients on a sliding fee scale basis and accept Medicaid, Medicare and private insurance and offer a permanent medical home for patients. FQHC enrollment is expected to minimize uninsured and Medicaid ER visits and make appropriate health care services more readily available to those patients with non-urgent conditions. To date, FHT has referred approximately 3,350 patients from the ED to the FQHC for care. The FQHC accepts all individuals in need of medical care. Florida Hospital Tampa continued its work with the University of South Florida Medical School's free Bridge Clinic (the Clinic); one of the locations is onsite at the Florida Hospital (Tampa) Pepin Heart Institute. The Clinic is open two additional days per month based on volume and need. FHT donated $52,432 (the goal was $42,000) in imaging services to the Judeo Christian Center free clinic. FHT also donated 30 free mammograms to uninsured women (at a charitable cost of $53,439).Transportation is an issue for many patients, FHT continued its partnership with the Hillsborough Area Regional Transit Authority (HART). Additionally, FHT vans continued to transport patients to and from FHT, particularly wound care patients. Florida Hospital Tampa established a Congregational Health Network to improve access to care for congregants. In 2016, 500 members participated in various health events. Florida Hospital Tampa continued its partnership with Gracepoint (mental and behavioral health) and in 2016 referred 1,056 total patients from the ER to Gracepoint for appropriate care (the goal in 2016 was to grow the number of referrals 15% from 2015 and we grew by 25%).Priority: Lack of Health Education & Awareness of Services 2013 Description of the Issue: Florida Hospital Tampa's 2013 Community Health Needs Assessment showed that community residents, particularly those with lower income, were unaware of the available health education and services available to them.2016 Update: Interventions included the training and deployment of Community Health Workers in the very low-income University Area Community Development Center neighborhoods (in which FHT is located). FHT also offered educational workshops and programming in cooperation with the Alliance to Benefit the Whole Child at partner school locations including Robles Elementary. As noted above, health education programming was integrated into FHT's Congregational Health Network. This community education focused on both physical and mental health resources. FHT support groups included, Lymphedema, breast cancer survivor groups and breast cancer exercise/yoga classes. Every group is free of charge or at very low cost. As noted earlier in this document, FHT provided space for a Federally Qualified Health Center. FHT helped the FQHC generate awareness of its presence in the community.Priorities: Diabetes & Obesity2013 Description of the Issue: When compared with the state of Florida, a lower percentage of the population in Hillsborough County has diabetes 8.2 % and 6.3%, respectively. The number of diabetes-related hospitalizations in the county is comparable to the statewide level; however, both rates are on the rise. African American females had the highest rates of diabetes. Obesity is a major cause of diabetes. 2016 Update: FHT held community diabetes screenings in targeted low-income zip codes and implemented educational programming. In 2016 there were 169 total education classes offered with a total of 527 enrollees of which 100 enrollees (or 18.9%) consisted of adults from targeted zip codes of 33604, 33610, 33612, 33613, and 33617. Florida Hospital Tampa provided scholarships and discounted rates to individuals who participated in the Florida Hospital Community Health Improvement Plan (CHIP) and in the fall of 2016, to participants in a one 18-week class with 10 employees from Hillsborough County Public Schools and 19 Florida Hospital Tampa employees (total of 29).Priorities Considered but Not Selected The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. 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: Maternal and Child Health: Florida Hospital Tampa currently provides OB and maternal-infant services as well as many new-mother and parent support programs. FHT is working with the FQHCs to increase the number of low-income women who receive early prenatal care, and is working with the ABC and Healthy Start programs to increase the number of women who attend prepared childbirth classes. In addition, the Needs Assessment Committee determined that multiple community partners are already working on this issue, including the Health Department, the federal Healthy Start Coalition and Maternal & Child Health Program at the University of South Florida, and the Tampa Bay Doula program.Teen Pregnancy: Teen pregnancy prevention is not a core competency of Florida Hospital Tampa or other area hospitals. FHT does provide and support the services noted above.Respiratory Diseases/Asthma: The Needs Assessment Committee determined that, while these are important health issues, FHT does not have the outreach capacity to build a new program around respiratory diseases.Heart Disease: The Pepin Heart Institute at Florida Hospital Tampa already provides heart disease treatment as well as screenings and support groups such as Mended Hearts."

Florida Hospital Carrollwood
"Part V, Section B, Line 11: The information provided below explains how the hospital facility addressed in 2016 the significant health needs identified in its 2013 Community Health Needs Assessment, and any such needs that were not addressed and the reasons why such needs were not addressed. The hospital facility conducted a Community Health Needs Assessment in 2016 and adopted an implementation strategy to address the significant health needs identified in the 2016 Community Health Needs Assessment in 2017 prior to May 15, 2017. This is the third-year update for Florida Hospital Carrollwood's 2013-2016 Community Health Plan/Implementation Strategy. Florida Hospital Carrollwood (FHCW or ""the Hospital"") developed and posted this Plan in May 2014 as part of its 2013 Community Health Needs Assessment process.This assessment was based on primary data interviews and surveys; secondary data from local, regional and national health-related sources; and prevalence data that guided the Hospital in determining the health needs of the communities it serves. Florida Hospital Carrollwood made a notable effort to define the needs of low-income, minority and underserved populations in its service area. The issues identified in the Assessment were prioritized by community and hospital stakeholders, who also selected key issues for the Hospital to address in this Plan.Florida Hospital Carrollwood (FHCW) is part of the West Florida Region of Florida Hospital, which includes nine hospital facilities. This is the final year of Florida Hospital Carrollwood's 2013 Community Health Plan/Implementation Strategy. The notes below describe the issues identified in 2013 and an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. Priority Issue: Lack of Primary Care/Access to Primary Care2013 Description of the Issue: Mirroring the decrease in primary care physicians across the country, this issue is compounded by a lack of their participation in caring for the un- and underinsured in this community. This issue also includes lack of transportation needed for access. FHCW, its community partners and the Congregational Health Network collaborated to create a new paradigm for primary care delivery. Interventions include:- Provide in-hospital services to at least 80 patients from the Judeo-Christian Coalition Clinic;- Engage up to 15 physicians to donate care to the Judeo-Christian Coalition Clinic;- Increase the availability of specialty services (at FHCW) for Judeo-Christian Coalition Clinic patients;- Expand the Congregational Health Network (clinics) from zero to two;- Implement CREATION Health programs (choice, rest, environment, activity, trust, interpersonal relationships, outlook and nutrition) at five congregations; and- Provide transportation for uninsured adults to the Judeo-Christian Coalition Clinic.2016 Update: The State of Florida did not expand Medicaid, so the numbers of uninsured individuals were still highly impacted in our community. Florida Hospital Carrollwood recruited additional primary care and specialty physicians and enrolled 30 physicians in Florida's Sovereign Immunity program. These physicians provide free care through the Judeo-Christian Network (JCN) free clinic located in the Carrollwood service area. FHCW also planned to provide in-hospital services to JCN patients (while this was included in our Charity Care numbers for 2015, our goal was to provide the ""proper level of care at the proper time"" for JCN patients - instead of on an emergency basis only). This program has been put on indefinite ""hold"" due to internal Hospital considerations. With our community partners, we successfully advocated for free door-to-door transportation for JCN patients who do not have automobiles or access to public transportation. Expansion of the Congregational Health network was a key priority throughout the three-year Plan. In 2013, when this plan was developed Florida Hospital Carrollwood and Florida Hospital Tampa were working together on this initiative. This arrangement changed in 2015; Florida Hospital Carrollwood did not have a Congregational Health Network in 2016 and so therefore could not complete this part of the Plan. CREATION Health was not implemented due to lack of the Congregational Health Network. Priority Issue: Diabetes/Food Programs2013 Description of the Issue: If not treated, poor nutrition can lead to chronic disease for those faced with lack of access to care. FHCW and Congregational Health Network collaborated to address this issue. Interventions include: - Create food programs in targeted communities for un- and underinsured residents in zip code 33607 (very low-income);- Provide diabetes education programs to align with food programs in zip code 33607 (very low-income); and- Support American Diabetes Association 5K Walk.2016 Update: Florida Hospital Carrollwood recognized that people in food deserts and low income/low access communities had a prevalence of diabetes due to inconsistent or no access to fresh, healthy food or to nutrition education. We began our Food Is Medicine (FIM) program in zip code 33607, a defined food desert. FIM's goal was to change food-related behaviors through access to appropriate food and long-term nutrition education. Participants enrolled in the program and were screened for blood sugar, blood pressure and BMI. They attended free health education classes, completed their first and last day screenings for blood sugar, BMI, and BP, completed pre-and post-behavioral checklists, and received a free $10 produce voucher at the end of class every week. The voucher was redeemed at a food produce truck that was brought to the site each week. With a goal of 20% of participants showing a drop-in blood sugar, through 2016, 43% had a reduction in blood sugar and 51% in BMI. We started with three classes in two locations; the program has grown to 32 locations in 14 targeted food deserts. Over 80 community partners are part of FIM, including hospitals outside the Florida Hospital System. FIM has become a key strategy for the Florida Hospital West Region; the program will be expanded to the Division's eight other facilities over the next year.Florida Hospital Carrollwood declined to participate in the American Diabetes Walk due to Division commitments to the area American Heart and American Cancer Society walks; therefore, this issue could not be addressed as planned.Priority Issues: Lack of Education on Health Resources; High Cholesterol/Hypertension; and Asthma/Respiratory Issues2013 Description of the Lack of Education Issue: Education about and how to access resources is not reaching those who need it the most.2016 Update: FHCW initiated community collaborations resulting in health education and access to community health and social service resources for underserved populations. Due to the lack of a Congregational Health Model, FHCW chose to complete this priority issue through its Food Is Medicine program. The FIM program provides participants with free health education classes and health screenings. 2013 Description of High/Cholesterol/Hypertension/Asthma/Respiratory Diseases: If not treated, these conditions will lead to chronic disease for those faced with lack of access to care and perpetuate usage of the ED.2016 Update: FHCW initiated community collaborations to provide health education on community health and social service resources related to respiratory conditions and high/cholesterol/hypertension. See Continuation."

FL Hosp. at Connerton LTAC Hospital
"Part V, Section B, Line 11: Florida Hospital Connerton is part of the West Florida Region of Florida Hospital. The Region includes nine hospital facilities. This is the third-year update for Florida Hospital Connerton's 2013-2016 Community Health Plan/Implementation Strategy. Florida Hospital Connerton (FHC or ""the Hospital"") developed this Plan and posted it in May 2014 as part of its 2013 Community Health Needs Assessment process.For the development of both the Community Health Needs Assessment and the Community Health Plan/Implementation Strategy, Florida Hospital Connerton made a notable effort to define and address the needs of low-income, minority and underserved populations in its service area. The 2013 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 Needs Assessment were prioritized by community and hospital stakeholders, who then selected key issues for the Hospital to address in its 2013-2016 Community Health Plan. The three-year progress on the Community Health Plan is noted below. The narrative describes the issues identified in 2013 and give an update on the strategies addressing those issues. There is also a description of the identified issues that the Hospital is not addressing. FHC is a long-term acute care hospital located in rural Pasco County, Florida. When FHC conducted its most recent Community Health Needs Assessment, its Community Advisory Committee noted the unique nature of the Connerton LTAC facility. FHC does not have an Emergency Department and is not a ""community"" hospital with a defined geographic service area. In 2013, patient referrals came from 25 other hospitals; patients themselves came from 48 zip codes mostly in, but not limited to, Florida. This remained the case in 2016. FHC has two affiliated acute care hospitals close to it; Florida Hospital Wesley Chapel (16 miles) and Florida Hospital Zephyrhills (29 miles). Priority: Family/caregiver burnout and compassion fatigue 2013 Description of the issue: The majority of FHC patients have undergone traumatic events (such as car accidents, brain injuries, multiple organ failures and the like), and the average patient stay is nearly a month. This leads to a higher-than-average rate of patient frustration, family/caregiver burnout and family/staff compassion fatigue. 2016 Update: FHC's leadership team has been trained in Critical Incident Debriefing, and now works with patients, families and employees. The Critical Incident Debriefing service has been expanded to community caregivers and first responders in 2016. Connerton LTAC also implemented a Caring for Caregivers program for patient families, community, first responders and staff. The Hospital has allocated $14,300 to the Caring for Caregivers Program Coordinator. The goals are to help LTAC families reduce their stress levels. Program components include screening for stressors, counseling and support, and an updated reporting system for families who have concerns about their loved ones. This program has created a roving comfort cart with healthy snacks and bottled water for staff and visitors, a Recharge Room that includes soft music, aromatherapy and relaxing activities, and Zumba classes. Chaplains and other staff have had enhanced training for working with families, and the staff has created a new healing environment (music, art, etc.) that will also enhance patient and family care. The CREATION Health wellness and lifestyle program is offered to family members and staff. It focuses on eight principles: Choice, Rest, Environment, Activity, Trust in God, Interpersonal Relationships, Outlook and Nutrition.Priority: Community support and referrals for chronic disease - diabetes2013 Description of the issue: While many FHC patients have diabetes, the condition is not their primary reason for being at the Hospital, so such patients are linked with other community resources at discharge. 2016 Update: Patients and family members with diabetes are referred to community resources such as the American Diabetes Association and to other Florida Hospital locations that offer diabetes education and treatment. If they are not from the local community, they are referred to resources in their home communities. Employees and leadership provide financial support to the American Diabetes Association and support their 5K Walk. $1,931 was raised for the Heartwalk. In 2016 FHC started plans with two local schools to implement the Morning Mile program in the next school year. Priority: Community support and referrals for chronic disease - respiratory/asthma2013 Description of the issue: Chronic disease is not the patients' primary reason for being at FHC, so patients are linked with other community resources.2016 Update: Patients and family members with respiratory diseases are referred to community resources such as the American Lung Association and to other Florida Hospital locations that offer smoking cessation and education. Employees and leadership provide financial support to the American Lung Association and support their ""Fight for Air"" Climb. If they are not from the local community, they are referred to resources in their home communities. Priority: Transportation and lodging for LTAC families 2013 Description of the issue: Some family members of patients come from long distances in Florida or from out-of-state. They may not have rental cars, and the nearest lodging is 13 miles away. 2016 Update: Connerton LTAC provides family transportation to LTAC families without automobiles. FHC is also working with the Pasco Economic Development Commission to find lodging solutions (for families) that are closer to the Hospital.Priorities Considered but Not Selected The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. 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: - Access to primary care / un- and underinsured: no FHC capacity; not a patient need; FHC can make referrals to other Florida Hospital facilities and community resources;- Access to dental care: no FHC capacity; not a patient need; FHC can make referrals to other Florida Hospital facilities and community resources;- Cancer: no FHC capacity, not a patient need; FHC can make referrals to other Florida Hospital facilities and community resources;- Communicable diseases and communicable diseases reporting: Health Department and acute care hospital responsibility; not a patient need and community resources;- Immunizations for pre-K and general public: no FHC capacity; not a patient need;- Health literacy & education: no FHC capacity; not a patient need; FHC can make referrals to other Florida Hospital facilities and community resources;- Heart disease & stroke: no FHC capacity; not a patient need; FHC can make referrals to other Florida Hospital facilities and community resources;- Infant death & low birth weight babies: no FHC capacity; not a patient need;- Injury, violence and motor vehicle accidents: no FHC capacity for prevention;- Obesity: no FHC capacity; FHC can make referrals to other Florida Hospital facilities and community resources;- Substance abuse: no FHC capacity; not a patient need; FHC can make referrals to other Florida Hospital facilities and community resources; and- Suicide: no FHC capacity; not a patient need."

Part V, Section B, Line 7a
Each hospital facility's CHNA report was made widely available through the following websites:Facility 1 -- Florida Hospital Tampahttps://www.floridahospital.com/community-health-needs-assessmentsFacility 2 -- Florida Hospital Carrollwoodhttps://www.floridahospital.com/community-health-needs-assessmentsFacility 3 -- FL Hosp. at Connerton LTAC Hospitalhttps://www.floridahospital.com/community-health-needs-assessments

Part V, Section B, Line 8-10a - Florida Hospital Tampa:
"The filing organization adopted a Community Health Needs Assessment Report by 12/31/16 and was in the process of developing its Community Health Needs Implementation Strategy. The filing organization's 2017 Community Health Needs Implementation Strategy will be documented in a written report called the ""Community Health Plan"". The Community Health Plan (CHP) will describe how the filing organization plans to meet its identified prioritized health needs or will identify the health need as one the filing organization does not intend to specifically address and provide an explanation as to why the filing organization does not intend to address that health need. In accordance with Final Regulation Section 1.501(r)-3(c)(5), the filing organization's 2017 CHP was adopted no later than May 15, 2017 and is also posted on the hospital facility's website.As the hospital facility's 2017 Community Health Needs Implementation Strategy was not adopted by the end of the hospital organization's taxable year of December 31, 2016, Schedule H, Part V, Section B, line 9 indicates that 2014 was the tax year in which the hospital facility last adopted an implementation strategy. The hospital facility's most recently adopted Implemenation Strategy can be found here: https://www.floridahospital.com/community-health-needs-assessments."

Part V, Section B, Line 8-10a - Florida Hospital Carrollwood:
"The filing organization adopted a Community Health Needs Assessment Report by 12/31/16 and was in the process of developing its Community Health Needs Implementation Strategy. The filing organization's 2017 Community Health Needs Implementation Strategy will be documented in a written report called the ""Community Health Plan"". The Community Health Plan (CHP) will describe how the filing organization plans to meet its identified prioritized health needs or will identify the health need as one the filing organization does not intend to specifically address and provide an explanation as to why the filing organization does not intend to address that health need. In accordance with Final Regulation Section 1.501(r)-3(c)(5), the filing organization's 2017 CHP was adopted no later than May 15, 2017 and is also posted on the hospital facility's website.As the hospital facility's 2017 Community Health Needs Implementation Strategy was not adopted by the end of the hospital organization's taxable year of December 31, 2016, Schedule H, Part V, Section B, line 9 indicates that 2014 was the tax year in which the hospital facility last adopted an implementation strategy. The hospital facility's most recently adopted Implemenation Strategy can be found here: https://www.floridahospital.com/community-health-needs-assessments."

Part V, Section B, Line 8-10a - FL Hosp. at Connerton LTAC Hospital:
"The filing organization adopted a Community Health Needs Assessment Report by 12/31/16 and was in the process of developing its Community Health Needs Implementation Strategy. The filing organization's 2017 Community Health Needs Implementation Strategy will be documented in a written report called the ""Community Health Plan"". The Community Health Plan (CHP) will describe how the filing organization plans to meet its identified prioritized health needs or will identify the health need as one the filing organization does not intend to specifically address and provide an explanation as to why the filing organization does not intend to address that health need. In accordance with Final Regulation Section 1.501(r)-3(c)(5), the filing organization's 2017 CHP was adopted no later than May 15, 2017 and is also posted on the hospital facility's website.As the hospital facility's 2017 Community Health Needs Implementation Strategy was not adopted by the end of the hospital organization's taxable year of December 31, 2016, Schedule H, Part V, Section B, line 9 indicates that 2014 was the tax year in which the hospital facility last adopted an implementation strategy. The hospital facility's most recently adopted Implemenation Strategy can be found here: https://www.floridahospital.com/community-health-needs-assessments."

Florida Hospital Carrollwood - Part V, Section B, Line 11 (Continuation):
Priorities Considered but Not Selected The primary and secondary data in the Community Health Needs Assessment identified multiple community issues. 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: Mental HealthFHCW does not provide mental health services, but has contracted with Grace Point for services, as needed. Poverty/ UnemploymentThis is not a core ability of FHCW. The Tampa Bay Workforce Alliance is the community lead on issues of unemployment.UninsuredFHCW is involved with the Hillsborough County Health Plan, providing insurance to more than 13,000 who otherwise would not have access to health care in the community. At a more general level, The University of South Florida has received federal funding for Health Navigators to help Tampa/County residents enroll in insurance offered on the Federal Insurance Marketplace. This will help increase the coverage level of our community.

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 22 tax-exempt 501(c)(3) hospital organizations that operated 44 hospitals in ten states within the U.S. The system of organizations under the control and ownership of AHSSHC is known as ""Adventist Health System"" (AHS).All hospital organizations within AHS collect, calculate, and report the community benefits they provide to the communities they serve. AHS organizations exist solely to improve and enhance the local communities they serve. AHS 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 AHS 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 organizations most recently conducted community health needs assessment and associated implementation strategy are posted on the filing organization'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, such as the University Area Community Development Corporation, Inc. and the Tampa Bay Partnership for Regional Economic Development. The filing organization is supportive of other health and wellness programs in its community, such as the American Heart Association and the American Cancer Society.

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 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 7. Please note that dollar amounts on the attached consolidated audited financial statements are in thousands.

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

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

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 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 Adventist Health System. 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: $ (19,616,924)- Difference in costing methodology: (239,644)- Unreimbursed costs incurred for services provided to Medicare patients that are not included in the organization's Medicare cost report: (40,613,541) -------------Total Unreimbursed costs of serving all Medicare patients per the filing organization's communitybenefit reporting $ (60,470,109)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 conducted community health needs assessments (CHNA) during 2013/2014 and 2016. Each hospital facility's 2016 CHNA was adopted by its governing board by December 31, 2016, the end of the Hospital's taxable year in which it conducted the CHNAs. Each Hospital's 2016 CHNA complied with the guidance set forth by the IRS in Final Regulation Section 1.501(r)-3. In addition to the CHNA discussed above, a variety of practices and processes are in place to ensure that the filing organization is responsive to the health needs of its community.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, Florida Hospital Tampa, including a Heart Hospital, Florida Hospital Carrollwood, and 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 Florida Hospital Tampa;Florida Hospital Tampa (FHT), located in Hillsborough County in close proximity to the University of South Florida, is licensed for 418 acute-care beds. FHT 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. Florida Hospital Pepin Heart Institute (FHPHI), located adjacent to FHT, 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, FHPHI 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. FHPHI's physicians and clinical specialists have built a comprehensive cardiovascular program with the experience of providing thousands of angioplasty procedures and open heart surgeries. Tampa, Florida is located in Hillsborough County. Florida Hospital Tampa's primary service area has a population of approximately 639,976, with an estimated 11.48% over the age of 65. The per capita income in Hillsborough County is approximately $27,148. High school graduates account for approximately 86% of the primary service area. It is estimated that 19% of the individuals residing in the primary service area live below 100% of the Federal Poverty Level and the unemployment rate is about 5.9. Approximately 44.2% of FHT's patients during the current tax year were Medicare patients, about 15.8% were Medicaid patients, about 8.2% were self-pay patients, and the remaining percentage were patients covered under commercial insurance. In 2016, about 66.3% of FHT's in-patients were admitted through the Emergency Department. University Community Hospital, Inc. dba Florida Hospital Carrollwood;Florida Hospital Carrollwood (FHCW), also located in Hillsborough County, is licensed for 120 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. FHCW's five-story medical tower also houses a six-suite surgery unit that offers advanced technologies in gynecologic, vascular surgery and joint replacement procedures.Tampa, Florida is located in Hillsborough County. Florida Hospital Carrollwood's primary service area has a population of approximately 724,918, with an estimated 11.60% over the age of 65. The median household income in Hillsborough County is approximately $50,122. High school graduates account for approximately 85% of the primary service area. It is estimated that 19.70% of the individuals residing in the primary service area live below 100% of the Federal Poverty Level. Approximately 45.0% of FHCW's patients during the current tax year were Medicare patients, about 11.8% were Medicaid patients, about 7.4% were self-pay patients, and the remaining percentage were patients covered under commercial insurance. In 2016, about 69.8% of FHCW's in-patients were admitted through the Emergency Department. University Community Hospital, Inc. dba Florida Hospital at Connerton Long Term Acute Care Hospital;Florida Hospital at Connerton Long Term Acute Care Hospital (LTAC), located in Pasco County is licensed for 50 beds. This facility is designed to serve individuals who have medically complex illnesses, requiring additional weeks of specialized hospital care. Florida Hospital Connerton LTAC (FHC or Connerton LTAC) is a long-term acute care hospital located in rural Pasco County, Florida. When FHC conducted its most recent Community Health Needs Assessment, its Community Health Needs Assessment Committee noted the unique nature of the Connerton LTAC facility. FHC 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. Approximately 77.2% of LTAC's patients during the current tax year were Medicare patients, about 2.5% were Medicaid patients and the remaining percentage were patients covered under commercial insurance. 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 the LTAC, 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 organzation'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 information provided in Parts I, II and III of this Schedule H, the filing organization captures and reports the benefits provided to its communities 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 $413,049 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 $92,243,797 in new capital improvements. As faith-based mission-driven community hospitals, the filing organization is continually involved in monitoring its communities, identifying unmet health care needs and developing solutions and programs to address those needs. In accordance with its conservative approach to fiscal responsibility, surplus funds of the 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 values the communities it serves, and pledges to provide each community with needed educational, preventative, diagnostic, treatment and rehabilitative services. The filing organization is continually improving and updating its range of services as necessary to meet community needs. 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 Adventist Health System (AHS). AHSSHC is an organization exempt from federal income tax under IRC Section 501(c)(3). AHSSHC and its subsidiary organizations operate 44 hospitals in 10 states throughout the U.S., primarily in the Southeastern portion of the U.S. AHSSHC and its subsidiaries also operate 16 nursing home facilities and other ancillary health care provider facilities, such as ambulatory surgery centers and diagnostic imaging centers. As the parent organization of the AHS system, AHSSHC provides executive leadership and other professional support services to its subsidiary organizations. Professional support services include among others corporate compliance, legal, human resources, reimbursement, risk management, and tax as well as treasury functions. The provision of these executive and support services on a centralized basis by AHSSHC provides an appropriate balance between providing each AHS 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 communities 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 a AHS 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 AHS as a whole. The reader is directed to visit the web-site of AHS at www.adventisthealthsystem.com to learn more about the mission and operations of AHS.