Ohi West Inc.

“All compensation is paid by parent, orlando health, inc., which has an independent compensation committee that reports to the orlando health board of directors and utilizes the guidelines consistent with the irs guidelines on independent analysis and documentation of compensation. The process, which is used for the president, all officers, executive directors and directors, and was implemented prior to 10/01/2006, was undertaken for the current year.”

“The executive committee shall consist of the chairperson of the board of directors, the vice chairperson of the board of directors, the president, the secretary, the treasurer, and the immediate past chairperson of the board of directors. The executive committee shall have power to transact all regular business of the board of directors in the management of the corporation during the period between meetings of the board, subject to limitations set forth in the bylaws and any limitations otherwise imposed by the board of directors and with the further understanding that all matters of major importance to the corporation will be referred to the board of directors. The executive committee shall also serve as the compensation committee. At least one orlando health, inc. Director shall serve on the executive committee.”

“JAMAL HAKIM, MD, JOHN MOORE, AND LESLIE FLAKE - Business relationship”

“The sole voting member of ohi west, inc. Is orlando health inc., fein: 59-1726273.”

“Orlando health, inc., the tax-exempt parent organization, appoints all board members.”

“The parent organization orlando health, inc. (ohi) may determine that a director on the ohi west, inc. Board should serve a longer term limit to promote continuity of leadership, address special needs of the corporation or achieve the best interest of the corporation. Ohi has ultimate oversight to manage enterprise risk, promote quality and consistency, and protect patients, staff and guests across the enterprise.”

“The cfo and the finance department reviewed the form 990 and any required changes were made to the form 990. The final form 990 was then provided to all members of the board to review. Any questions about the content were answered and any changes required of the review were made.”

“The parent organization, orlando health, inc., has a dedicated compliance department with an anonymous hotline for reporting. The compliance department performs internal audits and monitors all annual conflict of interest questionnaires for all related organizations. Board members routinely announce conflicts at board meetings and leave the room for the discussion and the vote.”

“These documents are made available to the general public upon request in accordance with federal tax law public inspection requirements.”

“OTHER - Total Revenue: 7718199, Related or Exempt Function Revenue: 6051946, Unrelated Business Revenue: 1666253, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“Bayfront health st. Petersburg provides high-quality inpatient, outpatient and emergency healthcare to the residents of pinellas county, florida, through its hospital and various outpatient facilities. We have served our community's healthcare needs since 1910. Bayfront health st. Petersburg delivers comprehensive healthcare services in its 480-bed jcaho accredited acute care hospital and physician offices, as well as its state-accredited level two adult trauma center, the only one in the st. Petersburg region. During the fiscal year ended september 30, 2023, bayfront health st. Petersburg facilities provided 74,927 days of inpatient care, while supporting 40,425 outpatient visits and 55,009 emergency department visits . In accordance with its mission, bayfront health st. Petersburg provided extensive care to patients who meet its charity care guidelines without charge or at amounts less than its established rates. Bayfront health st. Petersburg also offers community education, school initiatives and support groups. As a not-for-profit healthcare provider, bayfront health st. Petersburg and its culture of caring at bayfront health st. Petersburg touch the lives of many throughout pinellas county. Bayfront health st. Petersburg's physicians, employees and volunteers know that healthcare extends beyond the walls of the hospital. Our dedicated medical professionals and volunteers contribute to the community outside the organization, educating their neighbors and delivering medical care to others in the region. Bayfront health st. Petersburg demonstrates a commitment to promoting health, well-being, and a caring spirit throughout the community by organizing and offering services ranging from wellness events and screenings, to flu shots and high school physicals. These activities bring little or no payment to our hospital, but are sustained because they are valuable to our region and support our mission. Community programs and services: community outreach support / education groups community wellness community health fairs pastoral outreach & spiritual care value to the community fy 2023: by offering the best quality of care, responding to community needs and concentrating resources in areas that truly make a difference, bayfront health st. Petersburg maintains a rich tradition of providing a benefit to the community. Our community benefit effort is a measured approach to meeting identified community health needs, particularly in the vulnerable, uninsured and underserved communities. As a not-for-profit, community-based organization, bayfront health st. Petersburg is dedicated to improving the health and well-being of the people we serve. Bayfront health st. Petersburg is committed to charity care, which is the provision of medical attention and services to the region's most vulnerable and uninsured, regardless of a patient's ability to pay, a patient's insufficient health insurance coverage or the existence of any government-sponsored programs covering the full cost of services. In fy 2023 bayfront health st. Petersburg provided $4,351,102 in charity care, $7,644,785 in community benefit programs and $36,887,479 in medicaid shortfalls and other means-tested government programs. Through our education, research and patient care programs, and the bayfront health st. Petersburg community grant program, bayfront health st. Petersburg hospital focused on meeting the needs of the pinellas county community. The specific needs targeted by these programs were identified through the 2022 community health needs assessment in addition to experience of community hospital leadership, neighborhood outreach and hospital data. As a result, bayfront health st. Petersburg hospital supports a variety of programs for at-risk populations, federally designated medically underserved areas and special needs groups, as well as for the broader community. Community outreach activities incorporated support/education groups; wellness classes; clinical screening”

“Pantry delivered program: to help reverse food insecurity in pinellas county, bayfront health partnered with neighborly care network, inc. To support its pantry delivered program through the community grant program for seniors in pinellas county. Many clients who benefit from this program are unable to safely grocery shop for themselves. This program provides at-home food delivery and, oftentimes, assistance with putting groceries away. Each month clients receive a delivery that includes fresh produce, protein and non-perishable items. Through this program, neighborly has provided services to 221 clients. These deliveries have resulted in 695 bags of food delivered and 2,780 servings of fruits and vegetables. In addition to providing food delivery, 176 clients have been seen by a dietitian to help them better understand their overall health and nutritional needs. Quality in keeping with its mission to improve the health and quality of life of the individuals and communities it serves, orlando health is committed to consistently delivering the highest quality care for adult and pediatric patients at all levels of medical complexity. In this way, the organization demonstrates not only its core values but how it elevates the lives of its patients. Examples of orlando health continuous improvement efforts include: dedicated leadership resources focused on quality outcomes each orlando health hospital quality team is led by an onsite chief quality officer (cqo) or chief medical officer (cmo). These experienced physicians and advanced practitioners oversee reviews of every mortality, complication, and serious safety event at their respective campus. These clinical executives also are responsible for actively identifying care gaps and implementing solutions to ensure outcomes are optimized. As an example, aggressive and well-coordinated corrective actions implemented at every site in response to healthcare associated infections (hai) has resulted in world-class performance in reducing this avoidable complication of care. Commitment to reducing avoidable mortality mortality rate is a critical measure of quality of care in acute care settings. Orlando health hospitals continue to show exceptional performance in all-cause inpatient mortality and continually improving performance in disease-specific, 30-day mortality measures when compared to peer organizations. Systemwide efforts to reduce mortality are coordinated by a corporate quality team that works closely with each site's quality leadership. All mortalities are reviewed for opportunities for improvement, resulting in significant clinical and operational enhancements. One example is the implementation of improved early warning systems that alert clinicians about deterioration of a patient's conditions before additional consequences ensue. This effort enables earlier intervention and has directly impacted mortality measures at all sites. Focus on reducing healthcare associated infections (hai) a multi-year, systemwide campaign to reduce hais has significantly reduced these harm events across orlando health hospitals. To date, orlando health hospitals are among the top performers in the country in avoiding hais, reducing morbidity for patients and unnecessary costs of care. To reach this goal, the organization developed best-practice prevention bundles for each infection type, closely monitored process and outcome measures, increased awareness of hai occurrences across all levels of leadership, and communicated opportunities for improvement in a systematic way. This enabled all sites to proactively implement solutions to common problems occurring beyond their direct scope of responsibility. Engagement of the medical staff across the organization to support quality improvement as the visible clinical leaders in any healthcare setting, physicians on the frontline and in leadership positions are critical to delivering the best care possible. Orlando health has actively engaged its medic”