2024-05-14T12:59:26-05:00 2023-06-30 KPMG LLP 303 PEACHTREE ST STE 2000 ATLANTA GA 30308 990 2022-07-01 205077249 PIEDMONT NEWNAN HOSPITAL INC % MARIE GAFFNEY PIED 6788542470 745 Poplar Road Newnan GA 30265 MARIE GAFFNEY VP CORPORATE FINANCE 4702716007 2024-05-13 true MARIE GAFFNEY 999009999 WHITNEY B HEBRON P01226647 4042223000 2024-05-13 3 2022 2023-04-26 12:10:37Z Mr Michael Robertson 745 Poplar Road Newnan GA 30265 428487274 false X www.piedmontnewnan.org X 2007 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 10 6 1568 170 0 0 2562505 12608 399585199 426300218 108485 -4059 1937553 2174448 404193742 428483215 59300 89210 0 0 109921398 118348011 0 0 0 228210979 234373144 338191677 352810365 66002065 75672850 317241652 310816841 225904716 183350517 91336936 127466324 TO PROVIDE HEALTHCARE MARKED BY COMPASSION AND SUSTAINABLE EXCELLENCE IN A PROGRESSIVE ENVIRONMENT, GUIDED BY PHYSICIANS, DELIVERED BY EXCEPTIONAL PROFESSIONALS, AND INSPIRED BY THE COMMUNITIES WE SERVE. false false 324078888 89210 426342137 PIEDMONT NEWNAN HOSPITAL ("PNH") IS A 167-BED FACILITY LOCATED IN NEWNAN, GEORGIA, AND IS THE SOLE GENERAL HOSPITAL PROVIDER IN COWETA COUNTY. OVER 400 PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN THE CITY OF NEWNAN AND THE GREATER METROPOLITAN ATLANTA AREA, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2023, THE HOSPITAL HAD 11,312 IN-PATIENT ADMISSIONS WITH A TOTAL OF 55,926 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 65,602 AND OUTPATIENT VISITS TOTALED 103,236. SURGICAL SERVICES WERE PROVIDED TO 9,997 PATIENTS. 324078888 true true false false false false false false false false true false false false true true false true false false false false false false false false true true true false true true false false false false false false false false false false false false false false false true false false false true X 0 0 1568 true false false false false false false false false false false false false X 10 6 false false false false true true true true true false false false true true true true true true true false GA X MARIE GAFFNEY 4702716007 2727 PACES FERRY RD BLDG 2 STE 70 Atlanta GA 30339 X Ms Elizabeth Leddy SECRETARY/CLO PHC 1.0 54.0 X 0 1389485 138711 Mr Thomas Arnold TREASURER/CFO PHC 1.0 54.0 X 0 1173444 130741 Dr Eric Mitchell Board Member 1.0 54.0 X 0 942735 39802 Mr Mike Robertson CEO & Board Member/CHAIR 55.0 0.0 X X 756056 0 106832 Mr Douwe Bergsma Board Member 1.0 54.0 X 0 691954 96092 DR SHANKAR KANDASWAMY BOARD MEMBER 1.0 54.0 X 0 740006 39505 MR ROBERT MILLER CMO 40.0 0.0 X 511732 0 28070 Mr John Miles CFO 55.0 0.0 X 483459 0 40053 Ms Vicki Kaiser COO 55.0 0.0 X 290538 0 38632 Ms Jennifer Key CNO 40.0 0.0 X 265651 0 23541 Mr David Copelan DIRECTOR OF PHARMACY 40.0 0.0 X 236171 0 33728 MR ANANT MANDAPAKA MEDICAL PHYSICIST 40.0 0.0 X 204247 0 32969 Ms Pamela Murphy DIRECTOR OF SURGICAL SERVICES 40.0 0.0 X 218980 0 16875 Mr Michael McAnder FORMER TREASURER/CFO PHC 0.0 0.0 X 0 150106 0 Dr Timothy Wayne Baker Board Member 1.0 0.0 X 0 0 0 Dr Kay Crosby Board Member 1.0 0.0 X 0 0 0 Ms Cynthia Jenkins Board Member 1.0 0.0 X 0 0 0 Dr Diana Santiago Board Member 1.0 0.0 X 0 0 0 Mr Christopher Stephens Board Member 1.0 0.0 X 0 0 0 Ms Tonya Whitlock Board Member 1.0 0.0 X 0 0 0 2966834 5087730 765551 171 true true false MEDICAL SOLUTIONS LLC 1010 North 102nd St OMAHA NE 68114 HEALTHCARE STAFFING 11152557 AYA HEALTHCARE INC 5930 CORNERSTONE CT W STE 300 SAN DIEGO CA 92121 HEALTHCARE STAFFING 3314970 HEALTHCARE WORKFORCE LOGISTICS LLC 2655 Northwinds Pkwy ALPHARETTA GA 30009 HEALTHCARE STAFFING 1635472 NEOGENOMICS LABORATORIES INC 12701 COMMONWEALTH DR FT MYERS FL 33913 LAB SERVICES 634321 QUEST DIAGNOSTICS NICHOLS INSTITUTE 33608 ORTEGA HIGHWAY SAN JUAN CAPISTRANO CA 92675 LAB SERVICES 389077 11 12608 12608 PATIENT SERVICE REVENUE 621110 425980046 425980046 0 0 FITNESS CENTER 621500 207499 207499 0 0 OTHER OPERATING REVENUE 900099 112673 112673 0 0 426300218 0 0 0 747744 0 747744 0 747744 0 0 747744 0 4059 -4059 -4059 0 0 -4059 0 0 0 0 0 0 174363 0 174363 0 0 174363 CAFETERIA SALES 722514 1194599 0 0 1194599 VENDING REVENUE 621300 15823 0 0 15823 FEE REVENUE 900099 41826 41826 0 0 93 93 0 1252341 428483215 426342137 0 2128470 89210 89210 0 0 0 1572489 1383790 188699 0 0 94607399 83254511 11352888 0 0 16060888 14133581 1927307 0 6107235 5374367 732868 0 28969 0 28969 0 29996 0 29996 0 0 0 0 0 24411400 19738484 4672916 0 652154 643321 8833 0 16098400 15184092 914308 0 4246964 3185223 1061741 0 0 6908630 5794397 1114233 0 26671 18428 8243 0 0 16222 16222 0 0 4948646 4948646 0 0 8278784 8278784 0 0 10730218 9893375 836843 0 2520714 2520714 0 0 MEDICAL SUPPLIES & DRUGS 68799273 68799273 0 0 BAD DEBT EXPENSE 59471415 59471415 0 0 HOSPITAL TAX 3790157 3790157 0 0 OTHER ADMINISTRATIVE EXPENSE 23414531 17560898 5853633 0 352810365 324078888 28731477 0 2450 2450 0 0 46636 0 101359780 75416285 0 0 0 0 0 0 5837603 6560263 2065166 1955964 356825552 133130688 204743002 223694864 0 0 0 0 3187015 3187015 0 0 0 0 317241652 310816841 28303836 32866157 0 0 0 0 100750283 100161678 0 0 0 0 0 0 0 0 96850597 50322682 225904716 183350517 X 89919341 127061194 1417595 405130 91336936 127466324 317241652 310816841 X 75672850 -39543462 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 11679259 11679259 147668812 42767856 104900956 450327 187730 262597 106620098 78940564 27679534 90407056 11234538 79172518 223694864 0 MISCELLANEOUS OTHER LIABILITIE 50322682 50322682 X SCHEDULE D, PART X, LINE 2: ASC 740 FOOTNOTE (FKA FIN 48) PHC ACCOUNTS FOR INCOME TAXES UNDER THE PROVISIONS OF ASC 740, INCOME TAXES (ASC 740). UNDER THE REQUIREMENTS OF ASC 740, TAX-EXEMPT ORGANIZATIONS MAY BE REQUIRED TO RECORD AN OBLIGATION AS THE RESULT OF A TAX POSITION THEY HAVE HISTORICALLY TAKEN ON VARIOUS UNCERTAIN TAX EXPOSURE ITEMS. THERE WERE NO MATERIAL UNCERTAIN TAX POSITIONS AT JUNE 30, 2023 AND 2022. true true X true X 300. true X true true false true true 6623524 6623524 0.02260 8194611 7039289 1155322 0.00390 6133345 5455937 677408 0.00230 20951480 12495226 8456254 0.02880 1473281 1473281 0.00500 1494129 1494129 0.00510 229227 229227 0.00080 10000 10000 3206637 3206637 0.01090 24158117 12495226 11662891 0.03970 4500 4500 32350 32350 25900 25900 1500 1500 64250 64250 true 3162732 59869227 55939017 3930210 X true true 1 1 Piedmont Newnan Hospital Inc 745 Poplar Road Newnan GA 30265 https://www.piedmont.org/ 038-632 X X X Piedmont Newnan Hospital Inc 1 false false true X X X X X X X X 21 true false false true X SEE PART V X X true 22 true SEE PART V false true X 300. 300. X X true true X X X X true X SEE PART V X SEE PART V X SEE PART V X X X X X X true X false X X X X true X false false SCHEDULE H, PART V, LINE 5: COMMUNITY REPRESENTATION AS A PART OF OUR PROCESS, WE INTERVIEWED NEARLY 245 STAKEHOLDERS, POLICY MAKERS AND LAWMAKERS REPRESENTING PUBLIC HEALTH, LOW-INCOME POPULATIONS, MINORITIES, CHRONIC CONDITIONS, OLDER ADULTS, AND OUR COMMUNITIES. THESE INCLUDED 12 STAKEHOLDERS WITHIN THE PIEDMONT NEWNAN COMMUNITY, WHO GAVE THEIR PERSPECTIVES ON COMMUNITY HEALTH THROUGH THE LENS OF THEIR ROLE WITHIN THE COMMUNITY. THESE INTERVIEWS WERE CONDUCTED FOR PEOPLE REPRESENTING THE ENTIRE REGION. SPECIFICALLY, WE INTERVIEWED REPRESENTATIVES OF LOCAL AND REGIONAL PUBLIC HEALTH ENTITIES, MINORITY POPULATIONS, FAITH-BASED COMMUNITIES, LOCAL BUSINESS OWNERS, THE PHILANTHROPIC COMMUNITY, MENTAL HEALTH AGENCIES, ELECTED OFFICIALS AND INDIVIDUALS REPRESENTING OUR MOST VULNERABLE PATIENTS. THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS AND LEADERSHIP FROM ALL 19 HOSPITALS WERE ACTIVELY INFORMED AND ENGAGED THROUGHOUT THIS PROCESS. SCHEDULE H, PART V, LINE 7A: COMMUNITY HEALTH NEEDS ASSESSMENT https://www.piedmont.org/media/file/Community-Benefit-Needs-Assessment-PNH .pdf SCHEDULE H, PART V, LINE 7D: PUBLIC AVAILABILITY OF CHNA IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT NEWNAN HOSPITAL SENT COPIES TO EACH PARTICIPANT IN THE CHNA PROCESS, DISTRIBUTED THE ASSESSMENTS TO COMMUNITY CENTERS AND OTHER LOCATIONS THAT PRIMARILY SERVE AN UNINSURED POPULATION, SENT COPIES TO LEGISLATIVE AND ELECTED OFFICIALS, AND WIDELY DISTRIBUTED THE ASSESSMENTS TO OTHER PIEDMONT HEALTHCARE HOSPITALS. SCHEDULE H, PART V, LINE 10A: IMPLEMENTAITON STRATEGIES THE BOARD OF DIRECTORS FOR PIEDMONT NEWNAN HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THREE-YEAR PERIOD BEGINNING WITH FY23 ON SEPTEMBER 29, 2022, WITHIN THE GRACE PERIOD FOLLOWING THE APPROVAL OF THE NEW COMMUNITY HEALTH NEEDS ASSESSMENT. THE FOLLOWING LINK IS FOR THE IMPLEMENTATION STRATEGY EFFECTIVE THROUGH JUNE 30, 2025. https://www.piedmont.org/media/file/Community-Benefit-Implementation-Strat egy-PNH.pdf SCHEDULE H, PART V, LINE 11: ADDRESSING COMMUNITY HEALTH NEEDS PIEDMONT NEWNAN HOSPITAL CONDUCTED ITS FOURTH CHNA DURING FY22, AGAIN BY ASSESSING PUBLICLY AVAILABLE DATA, INTERVIEWING COMMUNITY MEMBERS AND STAKEHOLDERS, CONDUCTING FOCUS GROUPS OF VULNERABLE POPULATIONS, INTERVIEWING PIEDMONT BOARD MEMBERS, AND SURVEYING PIEDMONT EMPLOYEES. THROUGH THIS PROCESS, PIEDMONT NEWNAN HOSPITAL DETERMINED AND PRIORITIZED THE COMMUNITY HEALTH NEEDS IT WOULD ADDRESS BASED ON THE NUMBER OF PERSONS AFFECTED, THE SERIOUSNESS OF THE ISSUE, WHETHER THE HEALTH NEED AFFECTED VULNERABLE POPULATIONS, AND THE AVAILABILITY OF COMMUNITY AND HOSPITAL RESOURCES NECESSARY TO ADDRESS THE ISSUE. ALL PRIORITIES ARE VIEWED THROUGH THE LENS OF HEALTH DISPARITIES, WITH PARTICULAR ATTENTION PAID TO IMPROVING OUTCOMES FOR THOSE MOST VULNERABLE DUE TO INCOME AND RACE. BASED ON THE CHNA, PIEDMONT NEWNAN HOSPITAL IS CURRENTLY FOCUSING ON: (1) ENSURING AFFORDABLE ACCESS TO HEALTH, MENTAL, AND DENTAL CARE (2) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, CANCER (3) PROMOTING HEALTHY BEHAVIORS TO REDUCE PREVENTABLE CONDITIONS, DISEASES, AND ADDICTION (4) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, HEART DISEASE SCHEDULE H, PART V, LINE 16: FINANCIAL ASSISTANCE POLICY WEBSITES FINANCIAL ASSISTANCE POLICY - HTTPS://WWW.PIEDMONT.ORG/MEDIA/FILE/FINANCIAL-ASSISTANCE-POLICY.PDF FINANCIAL ASSISTANCE APPLICATION - HTTPS://WWW.PIEDMONT.ORG/MEDIA/FILE/FINANCIAL-ASSISTANCE-APPLICATION.PDF FINANCIAL ASSISTANCE PLAIN LANGUAGE SUMMARY - HTTPS://WWW.PIEDMONT.ORG/MEDIA/FILE/FINANCIAL-ASSISTANCE-PLAIN-LANGUAGE-SU MMARY-ENGLISH.PDF SCHEDULE H, PART VI, LINE 1: REQUIRED DESCRIPTIONS SCHEDULE H, PART I, LINE 6A PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT We regularly report to the community our community benefit activities in several ways. Each year, we prepare a systemwide community benefit report that is available to the public through publication on our website. We also make available our IRS Form 990 Schedule H on our website and provide copies to anyone upon request. We also provide information on community benefit programming to local, state, and federal lawmakers through our government affairs office and online at piedmont.org. SCHEDULE H, PART I, LINE 7(F) PERCENT OF TOTAL EXPENSE THE DENOMINATOR USED FOR THE CALCULATION OF COLUMN (F), PERCENT OF TOTAL EXPENSE, WAS THE AMOUNT OF TOTAL FUNCTIONAL EXPENSES ON FORM 990, PART IX, LINE 25, COLUMN (A) OF $352,810,365, LESS BAD DEBT EXPENSE OF $59,471,415 FROM FORM 990, PART IX, LINE 24(B). SCHEDULE H, PART I, LINE 7 FINANCIAL ASSISTANCE AND CERTAIN OTHER COMMUNITY BENEFITS AT COST A RATIO OF PATIENT CARE COST TO CHARGES, CONSISTENT WITH WORKSHEET 2, WAS USED TO REPORT THE AMOUNTS IN PART I, LINES 7A-7D. FOR AMOUNTS ON LINES 7E-7K, ACTUAL EXPENSES FOR EACH COMMUNITY BENEFIT ACTIVITY ARE TRACED AND REPORTED USING THE ORGANIZATION'S COST ACCOUNTING SYSTEM. SCHEDULE H, PART III, LINES 2-4 BAD DEBT EXPENSE CALCULATION AND FOOTNOTE The provision for bad debts is based upon leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage and other collection indicators. Periodically, leadership assesses the adequacy of the allowance for doubtful accounts based upon historical write-off experience by payor category. The results of the review are then used to make any modifications to the provision for bad debts to establish an appropriate allowance for uncollectible receivables. THE AMOUNT REPORTED ON PART III, LINE 3, WAS DETERMINED BY TAKING THE AVERAGE ACCEPTANCE RATE FOR ALL CHARITY CARE APPLICATIONS RECEIVED DURING THE YEAR MULTIPLIED BY THE NUMBER OF DENIALS THAT WERE ATTRIBUTABLE TO INSUFFICIENT INFORMATION. THAT TOTAL WAS THEN ADJUSTED DOWNWARD FOR THE ORGANIZATION'S USE OF PRESUMPTIVE ELIGIBILITY WHEN DETERMINING ITS COMMUNITY BENEFITS. BAD DEBT EXPENSE FOOTNOTE FROM CONSOLIDATED, AUDITED FINANCIAL STATEMENTS: THE PROVISION FOR BAD DEBTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. PERIODICALLY, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR DOUBTFUL ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCE BY PAYOR CATEGORY. THE RESULTS OF THIS REVIEW ARE THEN USED TO MAKE ANY MODIFICATIONS TO THE PROVISION FOR BAD DEBT TO ESTABLISH AN APPROPRIATE ALLOWANCE FOR UNCOLLECTIBLE RECEIVABLES. PNH PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. AMOUNTS DETERMINED TO QUALIFY AS CHARITY CARE ARE NOT REPORTED AS REVENUE. SCHEDULE H, PART III, LINE 8 MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported on Part III, Line 6, was calculated in accordance with Schedule H instructions by utilizing our allowable Medicare cost as reported in the Medicare cost report, which is based on a cost to charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients since the Medicare cost report excludes many direct patient care costs that are essential to provide quality healthcare for Medicare patients. For example, certain coverage fees to physicians, cost of Medicare C and D, and other similar direct patient care expenses are specifically excluded from allowable cost in the Medicare Cost Report. We believe our Medicare shortfall reported on Part III, Line 7 of Schedule H, should be considered a community benefit as the IRS community benefit standard includes the provision of care to elderly and Medicare patients. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with governmental health insurance, such as Medicare, is an indication we operate to promote health in the community. Our policy is to treat Medicare patients, regardless of the extent to which Medicare pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls that are to be absorbed by us in honor of our commitment to treat elderly patients. Many of these patients live on a low, fixed income, and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. SCHEDULE H, PART III, LINE 9(B) COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. SCHEDULE H, PART VI, LINE 2: NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, we are required by the Internal Revenue System to conduct a triennial community health needs assessment (CHNA), in accordance with regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, we hope to better understand local health challenges, identify health trends in our community, determine gaps in the current health delivery system and craft a plan to address those gaps and the identified health needs. In FY22, we conducted our fourth triennial CHNA, and FY23 marked the first year of that implementation strategy. The CHNA was led by the Piedmont Healthcare community benefits team and consulting organization Public Goods Group, with input and direction from Piedmont leadership and Piedmont Healthcare's Department of External Affairs. Process The CHNA started with a definition of our community, which is our home county due to the impact of our tax-exempt status. Property taxes make up the largest segment of a hospital's tax exemption, which impacts county revenues. Because of this, we aim to ensure that we are providing ample benefit to our county and its residents. Additionally, we take into consideration patient origin, especially that of our lower-income patients such as those who qualify for financial assistance or receive insurance coverage through Medicaid. Our secondary communities are considered the areas in which we have the highest concentration of patients fitting that criterion, including ones from nearby communities. Once we established our primary and secondary communities, we then conducted an analysis of available public health data. This included resources from: US Census, US Health and Human Services' Community Health Status Indicators, US Department of Agriculture, Economic Research Service, National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings and Georgia Online Analytical Statistical Information System (OASIS). All figures within the CHNA were for 2020, unless otherwise noted. Health indicators are estimates provided by County Health Rankings and hospital data were internally sourced. We then interviewed key stakeholders who have a particular expertise or knowledge of our communities. Specifically, we interviewed representatives of local and regional public health entities, minority populations, faith-based communities, local business owners, the philanthropic community, mental health agencies, elected officials and individuals representing our most vulnerable patients. An internal survey was also conducted throughout the healthcare system for both clinical and non-clinical employees. Information was gathered on knowledge and understanding of community benefit and current programs, as well as suggestions for how we can better serve our patients and communities. Approximately 1,053 employees spanning the system responded. Additionally, we conducted a community-based survey that was widely advertised to the community. Once both qualitative and quantitative data was gathered, we authored the preliminary report, which was then vetted and reviewed by hospital and health system leadership. In this report, we identified several key community health needs that emerged during the assessment process. The chosen priorities were recommended by the community benefit department with sign-off from hospital and board leadership. The following criteria were used to establish the priorities: - The number of persons affected; - The seriousness of the issue; - Whether the health need particularly affected persons living in poverty or reflected health disparities; and, - Availability of community and/or hospital resources to address the need. All priorities are viewed through the lens of health disparities, with particular attention paid to improving outcomes for those most vulnerable due to income and race. The priorities we chose reflected a collective agreement on what hospital leadership, staff and the community felt was most important and within our ability to positively impact the issue. Once priorities were approved by the board of directors, we then authored the CHNA and presented our findings and recommendations to the hospital's board of directors for their input and approval. Our priorities A key component of the CHNA is to identify the top health priorities we will address over fiscal years 2023, 2024, and 2025. These priorities will guide our community benefit work. They are, in no order: - Ensure affordable access to health, mental, and dental care - Reduce preventable instances of and deaths from cancer - Promote healthy behaviors to reduce preventable conditions, diseases, and addiction - Reduce preventable instances of and deaths from heart disease With each priority, we work to achieve greater health equity by reducing the impact of poverty and other socioeconomic indicators. This means that health equity is built into each priority, which is demonstrated through our implementation strategies. Our subsequent implementation strategy was developed in partnership with hospital leadership and community stakeholders to address the identified priorities in our FY22 community health needs assessment. The implementation strategy was designed to be executed over a three-year period and included specific metrics by which we would be able to evaluate our work and its impact. The implementation strategy was developed by utilizing community feedback from the assessment in partnership with the system community benefits department, our leadership, and our board of directors. We included proven and successful interventions and programming, investing further in work we felt was successful in addressing unmet health needs. SCHEDULE H, PART VI, LINE 3: PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY We understand that not everyone can pay their hospital bill due to their insurance status or a limited income, and because of this, we offer financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices in patient bills, and posted notices in key areas of the hospital. These locations are the emergency room, admitting and registration departments, our business office, and patient financial services offices that are located on site. We also publish and widely publicize a plain language summary of this financial assistance care policy on our website, as well as the full policy. Referral of patients for financial assistance may be made by any staff or medical staff member at the hospital, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors. A request for financial assistance may be made by the patient or a family member, close friend, or associate of the patient, subject to applicable privacy laws. Additionally, we provide copies of our financial assistance policy to our partner clinics and others who work closely with low-income populations. We help our partners in understanding the policy, how it relates to their populations, and receive feedback in ways our financial assistance programming could be improved. SCHEDULE H, PART VI, LINE 4: COMMUNITY INFORMATION While Piedmont Newnan serves patients from all over northeast Georgia, we consider our community to be Coweta County. We do this in recognition of the direct impact of our tax-exempt status on county residents. In Coweta County, an average of more than 144,900 people lived in the 441-square-mile area each year between 2017 and 2021. The population density for this area, estimated at approximately 330 people per square mile, is greater than the national average population density of 93 people per square mile. The ZIP code with the highest concentration of people was 30263 (Newnan), which 40 percent of the county's population called home. Coweta is mostly urban, as 55 percent of community members lived within an urban setting. The ZIP codes with the highest concentration of rural population were 30289 (Turin) and 30275 (Sargent) and, like in most of Georgia, rural populations in Coweta are overwhelmingly white. Coweta County is growing, having seen a 15 percent jump in total population between 2010 and 2020. An average of about nine percent of the population were veterans each year from 2017 to 2021, and nearly half of those were age 65 and older. Approximately 11 percent of the population - about 16,540 people - lived with a disability. Most of that population was above the age of 65. Between 2017 and 2021, about 70 percent of all Coweta County residents were white, 17 percent were African American, seven percent were Hispanic/Latino, two percent were Asian, and the remaining three percent were comprised of other races. About 24 percent of the population were 17 or younger, 14 percent were above the age of 65, and the remaining population were between the ages of 18 and 64. About seven percent identified as being born outside of the US, and approximately half of those did not possess US citizenship status. Each year from 2017 to 2021, an average of nearly 10 percent of the population had no form of insurance. Insurance status and health are inextricably linked. Being uninsured is generally a marker of low income, as the overwhelming majority of those who are uninsured are also within certain ranges of the federal poverty guidelines. This means these populations are also likely to face myriad other social determinants of health (SDH), like housing and food insecurity. Adults ages 18 to 64 are most likely to be uninsured, and that's true in Coweta County. On average, about 14 percent of adults ages 18 to 64 were uninsured each year from 2017 to 2021. Approximately six percent of teens and children under age 18 were uninsured. As with other indicators, race matters. Approximately 21 percent of Hispanic/Latino populations, 30 percent of Asian populations, nine percent of Black or African American populations, and eight percent of white populations were uninsured. Between 2017 and 2021, the median household income was $83,486, which is much higher than state and national levels of $65,030 and $69,021, respectively. When broken down by the four dominant races in the community, income disparities are evident. Of employers in the community, the largest sector by number of employees was retail trade, which employed nearly 8,400 community members at an average wage of $30,128 in 2019 according to the US Department of Commerce. Health care and social assistance was the next largest sector, employing about 7,300 workers at an average wage of $64,467. The third largest job sector was government and government enterprises, with more than 5,800 employed at an average wage of $66,358. According to the 2017-2021 American Community Survey, about 78,000 people in the community were part of the labor force, and only 2,500 - about 3 percent - were unemployed as of May 2023. This figure has increased steadily since last year, when, in May 2022, 2.5 percent of the labor force was unemployed. When looking back further, the rate is nearly three times less than the unemployment rate in 2012. In Coweta County, like most of the state, minorities are far more likely to live in poverty. For example, on average each year from 2017 to 2021, 12 percent of African Americans in Coweta County were living at or below poverty, as compared to about seven percent of the white population. Of the approximately 52,400 total occupied households in Coweta County, more than 13,000 - about 25 percent - of the population lived in cost-burdened households, in which housing costs are 30 percent or more of total household income. About 48% percent of these households were occupied by renters. Approximately 10 percent of households had costs that exceeded 50 percent of the household income, which places households in significant financial strain. In Coweta County, in 2019, only three of the county's 20 census tracts were food deserts. About 24,000 people lived within these census tracts. These tracts almost directly correspond with census tracts demonstrating retailers who are authorized to take SNAP benefits. In Coweta County, like with most of the state, those retailers tend to be convenience and discount stores that carry limited, if any, healthy foods. Increasingly, discount stores like Dollar General do have some sort of produce section, but that is inconsistent among communities. Low food access is defined as living more than one mile (urban) or 10 miles (rural) from the nearest supermarket, supercenter or large grocery store. This indicator is relevant because it highlights populations and geographies facing food insecurity. According to the 2019 Food Access Research Atlas database, 45 percent of the total population in the county have low food access, meaning more than 57,000 county residents may struggle to access healthy foods. This is much higher than the state and national rates of about 31 percent and 22 percent, respectively. ZIP code 30277 (Sharpsburg) has the highest rate of low food access at nearly 71 percent. Each year from 2017 to 2021, an average of about 10 percent of the Coweta County population were uninsured, a figure between the state rate of 13 percent and the national figure of nine percent. When looking only at adults, the uninsured rate jumps to 14 percent. Location matters; in ZIP codes 30230 (Hogansville) and 30220 (Grantville), the rates of uninsured adults were about 25 percent and 21 percent, respectively. In 2020, about 75 percent of adults aged 18 or older saw a doctor for a routine checkup the previous year, a measure that is likely overreported, and yet still lower than both state and national averages. For Medicare recipients, this number jumps to around 85 percent of adult beneficiaries, which is above both state and national averages. Routine checkups are a critical component to maintaining good health and identifying conditions that can be treated affordably in a community-based setting. Absent that, even simple-to-treat conditions can escalate to deeper issues, eventually requiring more intensive care, later-stage diagnoses or reduced life expectancy. Heart disease is the leading cause of death for both women and men in Coweta County, with a disproportionate impact on Black populations. Between 2016 and 2020, the age-adjusted death rate was about 187 deaths for every 100,000 people, an increase since our last CHNA, when the data rate was 221 deaths per every 100,000 people. When looking at race, there is a stark difference between African American and white populations. Although heart disease is the leading cause of death in the county, cancer remains a critical issue within the community. The average cancer incidence rate for Coweta County each year between 2016 and 2020 was about 460 incidences per every 100,000 people, which equates to an average diagnosis rate of 760 new cases each year. In 2019, over eight percent of adults aged 20 and older had diabetes, which is lower than the state rate of nearly 10 percent. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. Diabetes itself is often a killer, and is the leading cause of death for minorities, particularly Hispanic/Latino populations. In 2020, approximately three percent of the county's population had a diagnosis of kidney disease, a rate on par with the national average and lower than the state average of three percent. In 2019, nearly 30 percent of the total population age 18 and older reported having high cholesterol. Too much cholesterol increases the risk for heart disease and stroke, two of the main causes of death within the county. SCHEDULE H, PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH We actively promote the health of our community through clinic-hospital partnerships, community-based health screenings, educational activities, community-building activities, the operation of a 24-hour emergency department available to the entire community, the operation of an emergency room open to all members of the community without regard to ability to pay, a governance board composed of community members, use of surplus revenue for facilities improvement, patient care, and medical training, education, and research, the provision of inpatient hospital care for all persons in the community able to pay, including those covered by Medicare and Medicaid, and an open medical staff with privileges available to all qualifying physicians. In FY23, Piedmont Healthcare launched the Empowering You platform to connect community members and patients with resources to address social determinant of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations. In FY23, we supported the Coweta Samaritan Clinic through the provision of Epic electronic medical records, shared staff to support low-income patients presenting at the hospital, and sponsorship of annual events. Additionally, Piedmont physician Andrew Darlington volunteered monthly at the clinic. Working with community partners, our pharmacy director co-led the Drug Free Coweta Coalition and was actively involved in staff education. He also led the Drug Free Coweta taskforce through the multispecialty Clinical Governance Committee to develop post-procedural guidelines aimed at reducing opioid prescribing. Through his leadership, we participated in the US Drug Enforcement Agency's Drug Take Back Day at the Newnan Police Department. The purpose of this event was to safely dispose of unused or expired prescription and nonprescription medicines. In FY23, Piedmont Newnan provided support services free of charge to more than 380 cancer patients in the community through our Cancer Wellness programming, offering 18 diverse classes and services such as art, cooking, exercise and massage therapy. We engaged our community through a panel discussion on lung cancer trends, facilitated a monthly oncology support group, and successfully increased low-dose CT lung screenings from 604 to 726 through targeted local education efforts. Additionally, our partnership with the Coweta Samaritan Clinic for the Mammogram Voucher Program (MVP) allowed us to provide crucial health care services including free screening mammograms, diagnostic mammograms and breast ultrasounds for uninsured women, reinforcing our commitment to community health. In FY23, Piedmont Newnan's Sixty Plus Social Workers took proactive steps in supporting our community's healthy aging and dementia care needs. Through a monthly dementia caregiver support group, our social workers offered valuable guidance and assistance to an average of seven individuals each month, providing crucial resources for navigating common challenges associated with dementia. Additionally, our team conducted complimentary consultations for Piedmont patients and caregivers, sharing expertise to help address specific concerns related to aging. In our commitment to Parkinson's-based care, we organized a Parkinson's support group, where educational sessions delved into topics such as care options, financial considerations, and the therapeutic role of humor in medicine. Our Director of Rehabilitation Services spoke at the Never Grow Old Senior Luncheon, providing a presentation on Slip and Fall prevention. Participating in health and wellness fairs in FY23 allowed us to meet our community where they work, live, and thrive. At Yamaha Manufacturing's health and wellness fair, we conducted blood pressure screenings and shared essential information on stroke, cardiovascular health, women's heart care, and mammography. Engaging with the Yeager Road Community Health & Wellness Fair allowed us to provide service line details on stroke, cardiovascular, women's health, and rehabilitation services. At the Coweta-Fayette EMC health fair, our staff provided materials on cancer, breast health, cardiovascular care, and stroke. Additionally, we provided Hands-Only CPR training and offered blood pressure checks. We conducted similar activities at the Newnan Utilities and Cornerstone health fairs. Piedmont Newnan actively supported various community initiatives in FY23. We participated in the Newnan Police Department Golf Tournament, contributing to fundraising efforts that benefit community outreach events, the neighborhood watch program, the Law Enforcement Explorer Program for youth aged 14 to 20, and Safe Kids of Newnan/Coweta, focusing on child safety seat inspections. Our commitment extended to local nonprofit Bridging the Gap (BTG), which serves those in need by providing food, clothing and household goods. In collaboration with Georgia Pacific, Piedmont Newnan donated 1,000 Covid-19 test kits to BTG to support their mission of assisting hungry and homeless individuals in Coweta County. Piedmont Newnan hosted a monthly blood drive with the American Red Cross throughout FY23. We successfully collected 533 units, potentially saving 1,385 lives. Averaging 44 donations per month, these blood drives served as a vital contribution to the local community's health care needs. Piedmont Newnan provided financial support to West Georgia Technical College in June 2023, contributing to educational and training programs across several counties. This includes high school equivalency, college credit degrees, diplomas, and technical certificates of credit, fostering opportunities for corporate and continuing education. Piedmont Newnan participated in the Coweta County School System New Teacher Breakfast. Staff provided health education and material on stroke, women's healthy heart and the healthy leg program. Piedmont Newnan is committed to fostering the health and well-being of women and families in our community. In FY23, our engagement ranged from informative community events to comprehensive parenting classes, emphasizing women's health care and childcare support. As an active participant at the Yeager Road Community Resource Center Health and Wellness Expo, we provided health education on stroke, women's health and rehabilitation services. Through the Piedmont Women's Heart Program, we provided interactive heart health programs and wellness coaching opportunities including yoga, mindfulness, nutrition, meditation and more. We promoted these programs to the wider community to encourage overall well-being. In FY23, Piedmont Newnan offered a comprehensive set of parenting classes to equip parents, grandparents and guardians for the crucial early weeks of a newborn's life. Baby Basics covered essential topics for the first six weeks postpartum, aligning with hospital instructions. Breastfeed Basics focused on breastfeeding's initial weeks, addressing positioning, latch, common issues and building milk supply. The Lamaze-style Childbirth class prepared expectant parents for labor, childbirth and available amenities at Piedmont Newnan, prioritizing safety. The Baby Basic + Infant CPR class combined basic newborn care with hands-on practice and concluded with an infant CPR session following the AHA's guidelines. To support families facing challenges, our NICU Parents Support initiative worked to offer support and baby supplies to families with newborns in the NICU for extended periods. We provided complimentary social work consultation to an average of 60 unique Piedmont patients and caregivers each month. We created a Patient and Family Community Council to provide meaningful input on critical areas of care in recognition of the partnership with our community as key stakeholders in quality of care. In FY23, we hosted the Council, which provided a platform for receiving and responding to input from patients and families, allowed patients and families an opportunity to understand the health care system better, improved the health care experience for patients and families, and improved safety and quality in care. Karen Hacker, M.D. at Piedmont Newnan, volunteered as medical camp director for Camp Southern Ground in Fayetteville. The organization serves children with neurodevelopmental differences, children from underserved areas and children from military and veteran families. We provided staff with education on opioid addiction and adopted appropriate non-opioid pain management strategies. Our leadership adopted opioid-sparing pain management order sets in the Emergency Department in June 2020 and began using the ALTO (alternatives to opiates) protocol, which have been shown to decrease opioid use by 38 percent. Patients are now at a lower risk because our electronic medical record (EPIC) flags opioid use, alerting physicians in a pop- up screen when writing discharge narcotics. The system links directly to the Georgia Pr SCHEDULE H, PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEM We are part of Piedmont Healthcare, a regional not-for-profit organization, and the parent company of 19 hospitals, the Piedmont Physicians Group, the Piedmont Heart Institute, the Piedmont Clinic, and the Piedmont Healthcare Foundation. Our community relations team works directly with the community. Our community benefit department oversees the community benefit activities on behalf of all hospitals throughout the system, and this includes conducting the triennial CHNA and subsequent implementation strategy, ensuring the financial assistance policy is communicated to the community, maintaining the community benefit webpage, authoring the community benefit annual report, preparing board materials, developing and executing the community benefit grants program and compiling all community benefit figures. Each hospital and certain departments of Piedmont Healthcare execute community benefit programming, such as our revenue department, which oversees the financial assistance program. SCHEDULE H, PART VI, LINE 7: STATE OF FILING OF COMMUNITY BENEFIT REPORT We are not required to file a community benefit report; however, we are required to file with the Georgia Department of Community Health information on our indigent and charity care, as well as our Medicaid and Medicare shortfalls. true BOYS & GIRLS CLUBS OF METRO ATLANTA 2880 DRESDEN DRIVE CHAMBLEE GA 30341 580566123 501(C)(3) 5300 PROGRAM SERVICES 1 0 SCHEDULE I, PART I, LINE 2: Documentation of Grants MONEY IS GIVEN TO CHARITABLE ORGANIZATIONS WHICH PRIMARILY PROMOTE HEALTH CARE CAUSES. THE GRANTS ARE ADMINISTERED AND MONITORED THROUGH THE ORGANIZATION'S PUBLIC RELATIONS DEPARTMENT. X true true true true false false false false false true false Mr Douwe Bergsma Board Member 0 408995 0 195527 0 87432 0 81388 0 14704 0 788046 0 0 Dr Eric Mitchell Board Member 0 818128 0 0 0 124607 0 0 0 39802 0 982537 0 0 Mr Mike Robertson CEO & Board Member/CHAIR 465737 0 175771 0 114548 0 85039 0 21793 0 862888 0 66739 0 Mr John Miles CFO 373328 0 87933 0 22198 0 18300 0 21753 0 523512 0 0 0 Ms Jennifer Key CNO 210529 0 50444 0 4678 0 2271 0 21270 0 289192 0 0 0 Mr David Copelan DIRECTOR OF PHARMACY 199209 0 19063 0 17899 0 12582 0 21146 0 269899 0 0 0 Ms Pamela Murphy DIRECTOR OF SURGICAL SERVICES 158208 0 20189 0 40583 0 9773 0 7102 0 235855 0 0 0 Ms Vicki Kaiser COO 228786 0 54661 0 7091 0 17353 0 21279 0 329170 0 0 0 MR ROBERT MILLER CMO 394540 0 93000 0 24192 0 11422 0 16648 0 539802 0 0 0 Mr Michael McAnder FORMER TREASURER/CFO PHC 0 0 0 0 0 150106 0 0 0 0 0 150106 0 0 Mr Thomas Arnold TREASURER/CFO PHC 0 640918 0 356487 0 176039 0 115097 0 15644 0 1304185 0 96797 Ms Elizabeth Leddy SECRETARY/CLO PHC 0 547780 0 295524 0 546181 0 117950 0 20761 0 1528196 0 490447 DR SHANKAR KANDASWAMY BOARD MEMBER 0 634679 0 0 0 105327 0 18300 0 21205 0 779511 0 0 MR ANANT MANDAPAKA MEDICAL PHYSICIST 200420 0 930 0 2897 0 1390 0 31579 0 237216 0 0 0 SCHEDULE J, PART I, LINE 1A: OTHER COMPENSATION ITEMS ELIZABETH LEDDY, THOMAS ARNOLD, MICHAEL ROBERTSON AND DOUWE BERGSMA RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. THIS SPENDING ACCOUNT WAS INCLUDED IN THEIR TAXABLE WAGES. SCHEDULE J, PART I, LINE 3: COMPENSATION OF THE CEO/EXECUTIVE DIRECTOR THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT NEWNAN HOSPITAL IS SET BY THE ENTITY'S PARENT, PIEDMONT HEALTHCARE, INC. PLEASE SEE THE SCHEDULE O NARRATIVE FOR FORM 990, PART VI, SECTION B, LINE 15A & 15B FOR ADDITIONAL INFORMATION. SCHEDULE J, PART I, LINE 4A: SEVERANCE PAYMENTS MICHAEL MCANDER RECEIVED A SEVERANCE PAYMENT DURING CALENDAR YEAR 2022 IN THE AMOUNT OF $150,106. SCHEDULE J, PART I, LINE 4B: SUPPLEMENTAL COMPENSATION INFORMATION THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: MIKE ROBERTSON: $ 66,739 THOMAS ARNOLD: $ 96,797 ELIZABETH LEDDY: $490,447 DOUWE BERGSMA PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN BUT DID NOT RECEIVE A CURRENT YEAR PAYMENT. SCHEDULE J, PART I, LINE 7: NON-FIXED PAYMENTS CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. A Coweta County Development Authority 581057672 223658QF5 2019-11-07 85670000 REFUNDING false false false A 0 0 101998930 0 0 0 0 0 0 0 101997646 0 2019 true false true true A false false false false 0.01000 0.01000 false false false true A false true false false false false 0 false 0 false true A true Schedule K, Part I, Column F Bond A - The proceeds of the Series 2019 bond are to refinance the Coweta County Development Authority Series 2010 Bond issued on October 27, 2010. FORM 990, PART V, LINE 1A: NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2022 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT NEWNAN HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. FORM 990, PART VI, SECTION A, LINE 6: ORGANIZATION'S SOLE MEMBER PIEDMONT HEALTHCARE, INC., (EIN 58-1503902) IS THE SOLE MEMBER OF PIEDMONT NEWNAN HOSPITAL ("PNH"). FORM 990, PART VI, SECTION A, LINE 7A: ELECTION OF GOVERNING BODY THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT NEWNAN HOSPITAL'S SOLE MEMBER APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT NEWNAN HOSPITAL. FORM 990, PART VI, SECTION A, LINE 7B: DECISIONS OF GOVERNING BODY PIEDMONT NEWNAN HOSPITAL'S BOARD POLICIES AND DECISIONS MUST BE FILED, IMMEDIATELY AFTER ADOPTION, WITH THE SECRETARY OF THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS. SUCH POLICIES AND DECISIONS OF THE PIEDMONT NEWNAN HOSPITAL BOARD OF DIRECTORS ARE NOT SUBJECT TO THE APPROVAL OF OR RATIFICATION BY THE PIEDMONT HEALTHCARE BOARD, BUT SHOULD THE NEED ARISE, THEY MAY BE RESCINDED BY THE PIEDMONT HEALTHCARE BOARD THROUGH A MAJORITY VOTE OF ITS DIRECTORS. FORM 990, PART VI, SECTION B, LINE 11B: 990 REVIEW PROCESS INFORMATION NEEDED TO PREPARE PIEDMONT NEWNAN HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. The INFORMATION IS REVIEWED BY PNH'S CONTROLLER AND VP/CFO. THE 990 IS THEN PREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DEPARTMENT AND SUBMITTED TO AN EXTERNAL TAX PREPARER FOR REVIEW. PRIOR TO FILING, COPIES OF FORM 990 ARE PROVIDED TO THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC., THE ORGANIZATION'S SOLE MEMBER, FOR BOARD REVIEW. FORM 990, PART VI, SECTION B, LINE 12C: CONFLICT OF INTEREST POLICY COMPLIANCE WITH THE ORGANIZATION'S CONFLICT OF INTEREST POLICY IS MONITORED AND ENFORCED BY ORGANIZATION MANAGEMENT IN COORDINATION WITH PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER. ALL SENIOR LEADERS, BOARD MEMBERS, PHYSICIAN EMPLOYEES, NURSE PRACTITIONERS/PHYSICIAN ASSISTANTS AND EMPLOYEES AND NON-EMPLOYEES ENGAGED IN RESEARCH ARE REQUIRED TO ANNUALLY DISCLOSE ALL MATTERS WHICH COULD POTENTIALLY CONSTITUTE A CONFLICT OF INTEREST. MATTERS DISCLOSED UNDER THE POLICY MUST BE REVIEWED IN WRITING BY THE PIEDMONT HEALTHCARE CONFLICT OF INTEREST COMMITTEE IN ORDER TO DETERMINE WHETHER A CONFLICT EXISTS AND, IF SO, WHETHER TO ELIMINATE OR MANAGE THE CONFLICT. ALL BOARD MEMBERS AND EMPLOYEES OF PIEDMONT NEWNAN HOSPITAL ARE PROVIDED TRAINING ON CONFLICT OF INTEREST ISSUES, INCLUDING REPORTING REQUIREMENTS, AT NEW EMPLOYEE ORIENTATION AND AT LEAST ANNUALLY THEREAFTER. NONCOMPLIANCE WITH THE CONFLICT OF INTEREST POLICY MUST BE REPORTED TO PIEDMONT HEALTHCARE'S SENIOR VICE PRESIDENT OF COMPLIANCE FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. FORM 990, PART VI, SECTION B, LINE 15A, 15B: EXECUTIVE COMPENSATION COMPENSATION FOR EXECUTIVES OF PIEDMONT NEWNAN HOSPITAL IS SET BY THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC. THE PIEDMONT HEALTHCARE, INC., BOARD OF DIRECTOR'S EXECUTIVE PERFORMANCE AND COMPENSATION COMMITTEE ("THE COMMITTEE") IS COMPOSED OF AT LEAST THREE MEMBERS OF THE PHC BOARD OF DIRECTORS, SERVING TERMS OF THREE YEARS, AND THE MAJORITY OF WHICH ARE COMMUNITY DIRECTORS WHO GENERALLY DO NOT HAVE CONFLICTS OF INTEREST RELATED TO FULFILLMENT OF THE DUTIES AS OUTLINED BELOW. THE COMMITTEE OVERSEES EXECUTIVE PERFORMANCE AND COMPENSATION ON BEHALF OF THE PHC BOARD, SUBJECT TO THE ULTIMATE AUTHORITY AND OVERSIGHT OF THE BOARD. THE COMMITTEE ALSO FORMULATES POLICIES AND MAKES DECISIONS IN ORDER TO ENSURE A HIGH LEVEL OF EXECUTIVE PERFORMANCE. THE COMMITTEE IS AUTHORIZED TO ACT ON BEHALF OF THE PHC BOARD AS SET OUT IN ITS CHARTER, AND THE COMMITTEE IS ALSO CHARGED WITH PROVIDING RECOMMENDATIONS AND PERIODIC REPORTS TO THE PHC BOARD REGARDING EXECUTIVE PERFORMANCE AND COMPENSATION. ALL DECISIONS AND COMPARABILITY DATA ARE DOCUMENTED IN THE COMMITTEE MEETING MINUTES. FUNCTIONS OF THE COMMITTEE - ASSESS AND IMPLEMENT POLICIES REGARDING PERFORMANCE, COMPENSATION AND BENEFITS OF THE PRESIDENT/CEO AND OTHER EXECUTIVES AS DETERMINED BY THE COMMITTEE - SELECT AN EXECUTIVE COMPENSATION CONSULTANT WHO REPORTS TO THE COMMITTEE - ANNUALLY REVIEW THE PRESIDENT/CEO SUCCESSION PLAN - FORMULATE AND IMPLEMENT ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO, AND REVIEW AND APPROVE ANNUALLY RECOMMENDATIONS FROM THE PRESIDENT/CEO RELATING TO COMPENSATION, PERFORMANCE OBJECTIVES, AND SUCCESSION PLANS FOR EVP EXECUTIVES - ANNUALLY ASSESS PRESIDENT/CEO PERFORMANCE; IF NECESSARY, IMPLEMENT ACTION PLAN WITH PRESIDENT/CEO INPUT TO IMPROVE HIS/HER PERFORMANCE; ADJUST COMPENSATION AS APPROPRIATE; THE COMMITTEE CHAIR SHALL CONSULT WITH THE PHC GOVERNANCE COMMITTEE CHAIR AND THE PHC BOARD CHAIR AND SHALL COORDINATE THE ANNUAL PERFORMANCE REVIEW OF THE PHC PRESIDENT/CEO, UNLESS THE PHC BOARD CHAIR HAS A REAL OR PERCEIVED CONFLICT OF INTEREST, IN WHICH CASE THE COMMITTEE CHAIR SHALL DETERMINE THE PROPER REVIEW PROCESS - REVIEW AND APPROVE LONG-TERM AND SHORT-TERM GOALS TO BE USED IN CONNECTION WITH EVP COMPENSATION PROGRAMS AS RECOMMENDED BY THE PRESIDENT/CEO AND VALIDATED BY THE COMPENSATION CONSULTANT - PERIODICALLY REVIEW COMPENSATION, IF ANY, FOR THE PHC BOARD CHAIR AND ALL BOARD CHAIRS OF THE PHC SUBSIDIARIES - ESTABLISH OTHER POLICIES AND PROCEDURES, AND PERFORM OTHER TASKS, RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. FORM 990, PART VI, SECTION C, LINE 19: DISCLOSURE OF DOCUMENTS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. THESE DOCUMENTS SHOULD BE REQUESTED FROM PIEDMONT HEALTHCARE, INC.'S LEGAL COUNSEL. FORM 990, PART XI, LINE 9: RECONCILIATION OF NET ASSETS CONTRIBUTIONS ($ 12,608) BOOK/TAX DIFFERENCES $ 20,111 CHANGE IN TEMP. ASSETS ($ 1,012,465) CHANGE IN UNREST. 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