2025-05-15T15:38:32+00:00 2024-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2023-07-01 871006981 Piedmont Macon Hospital Inc PIED 4787657000 350 HOSPITAL DR MACON GA 31217 MARIE GAFFNEY VP CORPORATE FINANCE 2025-05-15 true Whitney B Hebron P01226647 4042223000 2025-05-15 2023 2025-03-06 01:10:19Z MR STEPHEN DAUGHERTY 350 HOSPITAL DR MACON GA 31217 275703897 false X WWW.PIEDMONT.ORG X 2021 GA TO PROVIDE COMPASSIONATE AND SUSTANINABLE HEALTHCARE IN A PROGRESSIVE ENVIROMENT. 11 7 1486 325 0 0 5259 235623946 272860861 105727 -22440 2852617 2807624 238582290 275651304 78881 0 89160616 100091193 0 0 173060703 158679555 262221319 258849629 -23639029 16801675 390538522 299935174 81619905 107733791 308918617 192201383 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 225333408 78881 272862037 PIEDMONT MACON HOSPITAL, INC. IS A 310-BED FACILITY LOCATED IN THE CITY OF MACON IN BIBB COUNTY, GEORGIA. OUR PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN MACON AND THE SURROUNDING MIDDLE GEORGIA MARKET, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2024, THE HOSPITAL HAD 11,014 IN-PATIENT ADMISSIONS WITH A TOTAL OF 55,196 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 42,415 AND OUTPAITENT VISITS TOTALED 31,375. SURGICAL SERVICES WERE PROVIDED TO 5,185 PATIENTS. 225333408 true true false false false false false false false true false false true true true false true false false false false false false false false true true true false true false false false false false false true false false false false false false true false false false true X 0 0 1486 true false false false false false false false false false false false false X 11 7 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 MR GRANT GREENWOOD BOARD MEMBER/CHAIR 1.0 3.0 X X 0 0 0 MR STEPHEN DAUGHERTY CEO & BOARD MEMBER 29.0 26.0 X X 889609 0 36775 DR CESAR FIGUEROA BOARD MEMBER/VICE CHAIR 1.0 54.0 X 0 375486 29171 DR GARRY SIMONS BOARD MEMBER 1.0 3.0 X 0 0 0 DR GEORGE ARIMAH BOARD MEMBER 1.0 3.0 X 0 0 0 DR JOSEPH BURNETTE BOARD MEMBER 5.0 7.0 X 109200 125400 0 MR JEFF BATTCHER BOARD MEMBER 1.0 3.0 X 0 0 0 MR STEPHEN D PORTER BOARD MEMBER 1.0 54.0 X 0 813762 44832 MS CORRIE HALL BOARD MEMBER 1.0 3.0 X 0 0 0 MS TARA UNDERWOOD BOARD MEMBER 1.0 3.0 X 0 0 0 MS VICKIE PERDUE SCOTT BOARD MEMBER 1.0 3.0 X 0 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 1.0 54.0 X 0 1268098 39510 MS ELIZABETH LEDDY SECRETARY/CLO PHC 1.0 54.0 X 0 1164523 40350 MR SCOTT STRONG COO 30.0 25.0 X 394194 0 46070 MS ALISHA NEAL CFO 30.0 25.0 X 365086 0 37055 DR GARY BERNSTEIN CMO 40.0 0 X 518998 0 30266 DR HAROLD HARRISON PHYSICIAN 40.0 0 X 262082 0 24698 DR KINITA EVANS PHYSICIAN 40.0 0 X 209167 0 134 DR LESLIE TOMEK DIRECTOR - PRGM PSYCHIATRY 40.0 0 X 252867 0 13335 MS SHERI TESTANI CNO 40.0 0 X 207535 0 14673 3208738 3747269 356869 99 false true false AYA HEALTHCARE INC 5903 CORNERSTONE CT W STE 300 SAN DIEGO CA 92121 HEALTHCARE STAFFING 14924539 SOUND PHYSICIANS OF GEORGIA II PC 1170 CLEVELAND AVE EAST POINT GA 30344 PHYSICIAN SERVICES 4978538 HHS ENVIRONMENTAL SERVICES LLC 3902 HWY 78 W SNELLVILLE GA 30039 FACILITY MGMT SVCS 3099020 PARAGON EMERGENCY SERVICES LLC 200 AVENUE F NE WINTER HAVEN FL 33881 EMERGENCY MED SVCS 2665725 TOTAL RENAL CARE INC 601 HAWAII ST EL SEGUNDO CA 90245 DIALYSIS 973751 27 5259 5259 PATIENT SERVICE REVENUE 622110 259810795 259810795 0 0 OTHER OPERATING REVENUE 900099 5020302 5020302 0 0 GEORGIA STRONG 900099 8029764 8029764 0 0 0 0 0 0 272860861 30153 0 0 30153 1969432 0 0 0 1969432 0 1969432 0 0 1969432 0 0 0 52593 0 -52593 -52593 0 0 -52593 CAFETERIA SALES 722310 837016 0 0 837016 FEE REVENUE 900099 1176 1176 0 0 0 0 0 0 838192 275651304 272862037 0 2784008 X 78881 78881 1675499 1434227 241272 0 8876 0 8876 0 78554666 67242794 11311872 0 14222325 12174310 2048015 0 5629827 4819132 810695 0 140 0 140 0 35630 0 35630 0 35712135 30569588 5142547 0 548059 469139 78920 0 14014885 11996742 2018143 0 3770843 3227842 543001 0 15520900 13285890 2235010 0 90388 77372 13016 0 1675065 0 1675065 0 2299102 0 2299102 0 4344945 3719273 625672 0 2398686 0 2398686 0 DRUGS & MEDICAL SUPPLIES 50855410 50855410 0 0 MISCELLANEOUS 14101105 12070546 2030559 0 BAD DEBT EXPENSES 9763908 9763908 0 0 HOSPITAL TAX 3548354 3548354 0 0 0 0 0 0 258849629 225333408 33516221 0 216199319 112132108 -98099157 -90003972 0 0 0 0 7295519 6668947 502631 1021445 74545183 15434936 53633811 59110247 0 0 211006399 211006399 390538522 299935174 32470638 41702471 0 0 49149267 66031320 81619905 107733791 X 308914530 192190589 4087 10794 308918617 192201383 390538522 299935174 X 16801675 -133518909 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 5130384 5130384 0 30244313 3391715 26852598 0 7179873 3077853 4102020 0 27357905 8965368 18392537 0 4632708 0 4632708 59110247 GOODWILL 211006399 211006399 DUE TO RELATED PARTIES 30947151 MEDICARE PAYABLE 35084169 66031320 X Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote 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, 2024 AND 2023. true true X true X 300 true X true true false true true 10178979 0 10178979 0.0409 8673957 7625785 1048172 0.0042 15987555 8354437 7633118 0.0306 0 0 34840491 15980222 18860269 0.0757 221161 0 221161 0.0009 5458927 0 5458927 0.0219 0 0.0 88402 0 88402 0.0004 429811 0 429811 0.0017 0 0 6198301 0 6198301 0.0249 0 0 41038792 15980222 25058570 0.1006 0 0.0 47403 0 47403 0.0002 86674 0 86674 0.0003 0 0.0 0 0.0 0 0.0 4238 0 4238 0.0000 18516 0 18516 0.0001 0 0.0 0 0 156831 0 156831 0.0006 true 1357502 56386010 41839429 14546581 X true true 1 1 PIEDMONT MACON HOSPITAL INC 350 HOSPITAL DRIVE MACON GA 31217 https://www.piedmont.org/ 011-559 X X X PIEDMONT MACON HOSPITAL INC 1 false false true X X X X X X X X 21 true true false true X https://www.piedmont.org/media/file/2022-11-PMM-Community-Health-Needs-Assessment.pdf X X true 22 true THE BOARD OF DIRECTORS FOR PIEDMONT MACON HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THRE false true X 300.0 300.0 X X true true X X X X true X https://www.piedmont.org/media/file/2024-05-PHC-Financial-Assistance-Policy-English.pdf X https://www.piedmont.org/media/file/2024-05-PHC-Financial-Assistance-Application-English.pdf X www.piedmont.org/media/file/2020-10-PHC-Financial-Assistance-Plain-Language-Summary-English.pdf X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - PIEDMONT MACON HOSPITAL, INC.. AS A PART OF OUR PROCESS, WE INTERVIEWED NEARLY 245 STAKEHOLDERS, POLICY MAKERS AND LAWMAKERS REPRESENTING PUBLIC HEALTH, LOW-INCOME POPULATIONS, INCLUDED 12 STAKEHOLDERS WITHIN THE MACON-BIBB COUNTY 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, Section B, Line 6a Facility , 1 Facility , 1 - PIEDMONT MACON HOSPITAL, INC.. THE COMMUNITY HEALTH NEEDS ASSESSMENT WAS CONDUCTED FOR BOTH PIEDMONT MACON HOSPITAL, INC. (EIN: 87-1006981) AND PIEDMONT MACON NORTH HOSPITAL, INC. (EIN: 87-1031034). Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - PIEDMONT MACON HOSPITAL, INC.. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT MACON 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, Section B, Line 11 Facility , 1 Facility , 1 - PIEDMONT MACON HOSPITAL, INC.. PIEDMONT MACON 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 MACON 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 MACON 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, AND (4) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, HEART DISEASE 1 PIEDMONT MACON REHABILITATION 350 HOSPITAL DRIVE MACON GA 31217 REHABILITATION Schedule H, Part I, Line 6a PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT Piedmont regularly reports its community benefit activities to the community in several ways. Each year, Piedmont prepares a systemwide community benefit report that is available to the public through publication on its website. Piedmont also makes its IRS Form 990 Schedule H available on its website and provides copies to anyone upon request. Piedmont also provides information on community benefit programming to local, state, and federal lawmakers through its government affairs office and online at piedmont.org. Schedule H, Part I, Line 7f 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 $258,849,629, LESS BAD DEBT EXPENSE OF $9,763,908 FROM FORM 990, PART IX, LINE 24(C). 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. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payor category. The review results are then used to modify 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 leadership's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage, and other collection indicators. Hospital and system leadership periodically assesses the adequacy of the allowance for doubtful accounts based on historical write-off experience by payor category. The review results are then used to modify the provision for bad debts to establish an appropriate allowance for uncollectible receivables. PMAH 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 in Part III, Line 6, was calculated following Schedule H instructions by utilizing allowable Medicare costs as reported in the Medicare cost report, which Piedmont bases 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 providing quality healthcare for Medicare patients. For example, specific coverage fees to physicians, Medicare C and D costs, and other similar direct patient care expenses are expressly excluded from allowable costs in the Medicare Cost Report. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with governmental health insurance, such as Medicare, are an indication the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls the hospital will absorb in honor of its commitment to treating 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 9b 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, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to understand local health challenges better, identify health trends in the community, determine gaps in the current health delivery system, and craft a plan to address those gaps and the identified health needs. In FY22, Piedmont conducted its fourth triennial CHNA, and FY24 was the second year of activities outlined in its subsequent Implementation Strategy. The CHNA was led by the Piedmont Healthcare community benefits team and consulting organization Public Goods Group (PGG), with input and direction from Piedmont leadership and Piedmont Healthcare's Department of External Affairs. Process The CHNA defined its community as its home county due to the impact of its tax-exempt status. Property taxes comprise a hospital's largest tax exemption segment, impacting county revenues. Because of this, Piedmont aims to ensure it provides ample benefit to its county and community. Additionally, Piedmont considers patient origin, especially that of lower-income patients who qualify for financial assistance or receive insurance coverage through Medicaid. Piedmont's secondary communities are considered the areas with the highest concentration of patients fitting that criterion, including those from nearby communities. Once Piedmont established its primary and secondary communities, it analyzed available public health data, including resources from the 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 the team internally sourced hospital data. PGG then interviewed key stakeholders with particular expertise or knowledge of the community. Specifically, PGG interviewed representatives of local and regional public health entities, minority populations, faith-based communities, local business owners, philanthropic communities, mental health agencies, elected officials, and individuals representing the community's most vulnerable patients. Piedmont conducted an internal survey system for both clinical and non-clinical employees. Piedmont gathered information on knowledge and understanding of community benefits, current programs, and suggestions for better serving patients and the overall community, regardless of where they receive care. Approximately 1,050 employees spanning the system responded. Additionally, Piedmont conducted a community-based survey that was widely advertised to the community. Once Piedmont gathered qualitative and quantitative data, Piedmont authored the preliminary report, which was vetted and reviewed by hospital and health system leadership. This report identified several key community health needs during the assessment process. The community benefits department recommended priorities with sign-off from hospital and board leadership. Piedmont used the following criteria to establish the priorities: - The number of people affected; - The seriousness of the issue; - Whether the health need particularly affected people living in poverty or reflected health disparities; and, - Availability of community and/or hospital resources to address the need. Piedmont views all priorities through the lens of health disparities, with particular attention paid to improving outcomes for those most vulnerable due to income and race. The chosen priorities reflected a collective agreement on what hospital leadership, staff, and the community felt was most important and within its ability to impact the issue positively. Once leadership approved the priorities, Piedmont authored the CHNA. Piedmont presented its findings and recommendations to the hospital's board of directors for their input and approval. FY22 priorities A key CHNA component is identifying the top health priorities the hospital will address over fiscal years 2023, 2024, and 2025. These priorities will guide the hospital's 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 avoidable conditions, diseases, and addiction - Reduce preventable cases of and deaths from heart disease With each priority, Piedmont will work to achieve more significant health equity by reducing the impact of poverty and other socioeconomic indicators, building health equity into its work, which the hospital demonstrates through its implementation strategies. Hospital leadership and staff then developed the subsequent implementation strategy to address the identified priorities in the FY22 community health needs assessment. The implementation strategy was designed to be executed over three years. It included specific metrics by which hospital staff and the community could evaluate its work and impact. Piedmont developed the implementation strategy by utilizing community feedback from the assessment in partnership with the system community benefits department, system leadership, and the hospital's board of directors. Piedmont included proven and successful interventions and programming, investing further in work with the best chance of creating positive, sustainable change. Schedule H, Part VI, Line 3 PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY Piedmont understands that not everyone can pay their hospital bill due to their insurance status or limited income, and because of this, each hospital offers financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices within inpatient bills, and posted notices in key hospital areas. These locations are the emergency room, admitting and registration departments, business office, and patient financial services offices on site. Piedmont also publishes and widely publicizes a plain language summary of this financial assistance care policy and its full policy on its website. Any staff member can refer a patient to the financial assistance department, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors. The patient may request financial assistance from a family member, close friend, or associate of the patient, subject to applicable privacy laws. Additionally, Piedmont provides copies of its financial assistance policy to partner clinics and others who work closely with low-income populations. Piedmont helps its partners understand the policy and how it relates to their populations, and it receives feedback on improving its financial assistance programming. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION While Piedmont Macon serves patients from all over central Georgia, the hospital considers its community Bibb County in recognition of the direct impact of its tax-exempt status on county residents. In Bibb County, an average of more than 156,600 people lived in the 250-square-mile area each year between 2018 and 2022. The population density for this area, estimated at approximately 628 people per square mile, is greater than the national average population density of 94 people per square mile. Bibb is primarily urban, as 86 percent of community members live within an urban setting. An average of about 7 percent of the population were veterans each year from 2018 to 2022, and half of those were aged 65 and older. Approximately 16 percent of the population - about 24,500 people - lived with a disability. Most of that population was above the age of 65. Between 2018 and 2022, about 37 percent of all Bibb County residents were white, 54 percent were African American, 4 percent were Hispanic/Latino, 2 percent were Asian, and the remaining percent is comprised of other races. About 24 percent of the population was 17 or younger, 16 percent were above 65, and the remaining was between 18 and 64. About 3 percent identified as being born outside of the US, and approximately half did not possess US citizenship status. Each year from 2018 to 2022, an average of nearly 14 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 specific ranges of the federal poverty guidelines, meaning 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 Bibb County. On average, about 21 percent of adults ages 18 to 64 were uninsured each year from 2018 to 2022. Approximately five percent of teens and children under age 18 were uninsured. As with other indicators, race matters. Approximately 13 percent of Hispanic/Latino populations, 10 percent of Asian populations, 14 percent of Black or African American populations, and 11 percent of white populations were uninsured. Between 2018 and 2022, the median household income was $48,897, much lower than state and national levels of $71,355 and $75,149, respectively. Of employers in the community, the largest sector by number of employees was Health care and social assistance, which employed 18,400 community members at an average wage of $65,957 in 2022, according to the US Department of Commerce. Retail trade was the next largest sector, employing about 12,900 workers at an average wage of $36,671. The third largest job sector was finance and insurance, with over 12,600 employed at an average salary of $60,500. According to the 2018-2022 American Community Survey, about 70,500 people in the community were part of the labor force, and only 2,900 - about 5 percent - were unemployed as of November 2024. Of the approximately 59,500 total occupied households in Bibb County, more than 21,000 - about 35 percent - of the population lived in cost-burdened households, in which housing costs are 30 percent or more of total household income. Renters occupied about 52 percent of these households. Approximately 18 percent of households had costs that exceeded 50 percent of the household income, which places households in significant financial strain. In Bibb County, in 2019, fifteen of the county's 44 census tracts were food deserts. About 47,100 people lived within these census tracts. These tracts almost directly correspond with census tracts, demonstrating retailers authorized to take SNAP benefits. In Bibb County, like 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 have some sort of produce section, which is inconsistent among communities. Low food access means 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, 32 percent of the total population in the county has low food access, meaning more than 50,100 county residents may struggle to access healthy foods, much higher than the state and national rates of about 31 percent and 22 percent, respectively. In 2022, about 80 percent of adults aged 18 or older saw a doctor for a routine checkup the previous year. For Medicare recipients, this number jumps to around 87 percent of adult beneficiaries, which is above both state and national averages. Routine checkups are critical 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 Bibb County, with a disproportionate impact on White populations. Between 2018 and 2022, the age-adjusted death rate was about 306 deaths for every 100,000 people, a rate much higher than the state and national averages. 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 Bibb County each year between 2016 and 2020 was about 467 incidences per every 100,000 people, which equates to an average diagnosis rate of 845 new cases each year. In 2021, 12 percent of adults aged 20 and older had diabetes, which is greater than the state and national averages of 10 and 9, respectively. 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 usually a killer and is the leading cause of death for minorities, mainly Hispanic/Latino populations. In 2021, approximately four percent of the county's population had a diagnosis of kidney disease, a rate slightly higher than the state and national averages. In 2021, 36 percent of the total population age 18 and older reported having high cholesterol. Too much cholesterol increases the risk of heart disease and stroke, two of the leading causes of death within the county. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH Piedmont actively promotes the health of its 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 community as a whole, 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 FY24, Piedmont Macon Medical Center provided care to low-income patients at a cost of $11.2 million. Of that amount, Piedmont Macon provided $10.2 million in direct financial assistance and covered $1 million in shortfalls from providing care to patients with Medicaid coverage. Piedmont Macon also trained future healthcare professionals for $5.5 million, which included more than two dozen specialties within the hospital, such as physical therapy and pharmacy technician training. Piedmont further built the Empowering You platform to connect community members and patients with resources to address social determinants of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations, including referrals to local food banks and housing resources. Please note that Piedmont Macon Medical Center conducts all community activities in partnership with Piedmont Macon North Hospital. In FY24, Piedmont Macon prioritized increasing access points for affordable health care by providing free-of-charge physician support and funding to partner clinic Community Health Care Systems, a nonprofit charitable clinic serving low-income, vulnerable populations in the community. In total, the hospital provided $365,510 to the clinic. Piedmont Macon Behavioral Health partnered with Al-Anon to provide a bi-monthly support group for aftercare after addiction. Piedmont invested $5,400 in the group, which impacted 50 community members. Piedmont Macon provides psychiatry support to the residents of Daybreak. This shelter offers Macon's homeless population health care, food, showers, laundry, and a safe place to sleep when the temperature is below freezing. Through their psychiatry residency, they offer mental health support to those in need, investing $50,000 in FY24. In partnership with Helping Hands, Piedmont Macon provides ongoing individual grief support sessions to assist those who request emotional, pastoral, and grief support services. There were 20 community attendees in FY24. Piedmont Macon offers individualized assistance to cancer patients, families, and caregivers through their oncology nurse navigation program. Provided at no charge to the patient, the nurse navigator serves as a liaison throughout the patient's continuum of care and provides support, compassion, and education during the patient's journey. Piedmont has donated a total of $15,000 to this program. Piedmont Macon participated in Daybreak's Sleepout Event, which brings awareness to the challenges faced by homeless populations. In FY24, Piedmont invested $2,180 through staff support at the events. In July and October of 2023, The Piedmont Macon Cancer Center and Jo's Help partnered to host an art therapy class to help people use creativity and self-expression to support mental health. Piedmont spent $720 by providing staff to lead the classes that impacted 18 community members. In July 2023, Piedmont Macon partnered with Bibb County BOE to host a Back to School Bash, where 800+ Bibb County school children received supplies and diet literature. Piedmont invested a total of $1,630. In July 2023, Piedmont Macon donated $500 to Rachel's Gift, a nonprofit organization supporting families suffering from pregnancy or infant loss. In August 2023, Piedmont Macon employees collected school supplies to benefit the Brookdale Resource Center, which helps people experiencing homelessness in Macon. The Center served about 100 people, half Burdell-Hunt Elementary School students, an inner-city Macon school near Piedmont Macon Medical's campus. Piedmont Macon also helped raise $430 for the school. The money will help the school cover school supplies for students whose families cannot afford the cost. Piedmont Macon staff partnered with Forest Hills United Methodist Church Backpack Ministry and Burdell Hunt Elementary on an ongoing basis to pack bags and deliver food for children identified as having the potential to be hungry outside of school hours. Staff delivered food to area schools to take home on Fridays, so the children had food on weekends. In total, Piedmont invested $23,686, providing food for 2,500 children. In January 2024, Piedmont Macon staff contributed food to Macon Outreach, supporting their mission to assist those facing poverty. Macon Outreach used the donated food to prepare hot meals in their downtown kitchen and replenish the grocery pantry for individuals in need. As part of the ongoing Jeans for Charity year-round fundraiser, Piedmont Macon donated $595 in February 2024 to Crisis Line and Safe House-an organization in Middle Georgia dedicated to supporting victims of sexual assault and domestic violence. In April 2024, Piedmont Macon donated $875 to Mother's Nest, a local nonprofit 501(c)(3) organization dedicated to providing training, support, and safe and effective baby supplies for underprivileged young women in the Middle Georgia area. In April 2024, Piedmont Macon staff presented at two Middle Georgia Library branches to illuminate Black Maternal Health Week, fostering discussions and awareness to empower mothers for healthier pregnancies and childbirth experiences. It cost a total of $90 and had 12 community members participate. In May 2024, Piedmont Macon employees raised $541 through the Jeans for Charity Fundraiser to support Jo's Help, a nonprofit providing essential services to low-income cancer patients. In May 2024, Piedmont Macon participated in the Georgia Alliance for Breast Cancer's 5K Run at the Shoppes at River Crossing in Macon, GA. A Piedmont nurse represented the hospital, providing information and answering questions about its breast cancer services for community attendees. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Macon is 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. The Piedmont 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 specific department of Piedmont Healthcare executes community benefit programming, such as its revenue department, which oversees the financial assistance program. Schedule H, Part VI, Line 7 STATE OF FILING OF COMMUNITY BENEFIT REPORT Piedmont is not required to file a community benefit report; however, Piedmont must file information on its indigent and charity care, as well as its Medicaid and Medicare shortfalls, with the Georgia Department of Community Health. Schedule H, Part V, Section B, Line 16a FAP website - PIEDMONT MACON HOSPITAL, INC: Line 16a URL: https://www.piedmont.org/media/file/2024-05-PHC-Financial-Assistance-Policy-English.pdf; Schedule H, Part V, Section B, Line 16b FAP Application website - PIEDMONT MACON HOSPITAL, INC: Line 16b URL: https://www.piedmont.org/media/file/2024-05-PHC-Financial-Assistance-Application-English.pdf; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - PIEDMONT MACON HOSPITAL, INC: Line 16c URL: www.piedmont.org/media/file/2020-10-PHC-Financial-Assistance-Plain-Language-Summary-English.pdf; true UNITED WAY OF CENTRAL GEORGIA INC PO BOX 1302 MACON GA 31202 580639811 501(C)(3) 12000 PROGRAM SUPPORT MIDDLE GEORGIA STATE UNIVERSITY FOUNDAITON INC 100 UNIVERSITY PKWY MACON GA 31206 237066010 501(C)(3) 8000 PROGRAM SUPPORT DEPAUL USA INC PO BOX 756 CHICAGO IL 60690 352338110 501(C)(3) 6000 PROGRAM SUPPORT MACON GEORGIA CHERRY BLOSSOM FESTIVAL INC 794 CHERRY ST MACON GA 31201 581648127 501(C)(3) 12000 PROGRAM SUPPORT 4 0 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. MONEY IS GIVEN TO CHARITABLE ORGANIZATIONS WHICH PRIMARILY PROMOTE HEALTH CARE CAUSES. THE GRANTS ARE ADMINISTERED AND MONITORED THROUGH THE ORGANIZAITON'S PUBLIC RELATIONS DEPARTMENT. X true true false true false false false false false true false MR STEPHEN DAUGHERTY CEO & BOARD MEMBER 471509 0 219365 0 198735 0 19800 0 16975 0 926384 0 0 0 MR STEPHEN D PORTER BOARD MEMBER 0 526914 0 238334 0 48514 0 19800 0 25032 0 858594 0 0 DR CESAR FIGUEROA BOARD MEMBER/VICE CHAIR 0 267893 0 0 0 107593 0 12174 0 16997 0 404657 0 0 DR JOSEPH BURNETTE BOARD MEMBER 109200 125400 0 0 0 0 0 0 0 0 109200 125400 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 0 711656 0 360250 0 196192 0 19800 0 19710 0 1307608 0 107975 MS ELIZABETH LEDDY SECRETARY/CLO PHC 0 612535 0 395529 0 156459 0 19800 0 20550 0 1204873 0 93683 MS ALISHA NEAL CFO 278099 0 83366 0 3621 0 13936 0 23119 0 402141 0 0 0 MR SCOTT STRONG COO 299026 0 87925 0 7243 0 19800 0 26270 0 440264 0 0 0 DR GARY BERNSTEIN CMO 384863 0 110955 0 23180 0 19800 0 10466 0 549264 0 0 0 DR HAROLD HARRISON PHYSICIAN 253995 0 0 0 8087 0 7812 0 16886 0 286780 0 0 0 MS SHERI TESTANI CNO 148140 0 32154 0 27241 0 6219 0 8454 0 222208 0 0 0 DR LESLIE TOMEK DIRECTOR - PRGM PSYCHIATRY 245494 0 0 0 7373 0 13294 0 41 0 266202 0 0 0 DR KINITA EVANS PHYSICIAN 181500 0 0 0 27667 0 0 0 134 0 209301 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, ELIZABETH LEDDY, STEPHEN DAUGHERTY, AND STEPHEN PORTER 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 Arrangement used to establish the top management official's compensation THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT MACON 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 4b Supplemental nonqualified retirement plan THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: THOMAS ARNOLD $107,975 ELIZABETH LEDDY $93,683 STEPHEN DAUGHERTY AND STEPHEN PORTER PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN BUT DID NOT RECEIVE CURRENT YEAR PAYMENTS. Schedule J, Part I, Line 7 Non-fixed payments CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED BONUS PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. BAILEY STRONG SON OF SCOTT STRONG, KEY EMPLOYEE 8876 FISCAL YEAR COMPENSATION false Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2023 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT MACON 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, Line 6 Classes of members or stockholders PIEDMONT HEALTHCARE, INC., (EIN 58- 1503902) IS THE SOLE MEMBER OF PIEDMONT MACON HOSPITAL ("PMH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT MACON HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT MACON HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT MACON 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 MACON 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, Line 11b Review of form 990 by governing body INFORMATION NEEDED TO PREPARE PIEDMONT MACON HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PMH'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, 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 MACON 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 CHIEF COMPLIANCE OFFICER FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. Form 990, Part VI, Line 15a Process to establish compensation of top management official COMPENSATION FOR EXECUTIVES OF PIEDMONT MACON 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 DATE 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, Line 15b Process to establish compensation of other employees PLEASE SEE DISCLOSURE FOR FORM 990, PART VI, LINE 15A, ABOVE. Form 990, Part VI, Line 19 Required documents available to the public 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 IX, Line 11g Other Fees GENERAL CONTRACT LABOR - Total Expense: 7793415, Program Service Expense: 6671163, Management and General Expenses: 1122252, Fundraising Expenses: 0; PURCHASED/CONTRACT SERVICES - Total Expense: 13665338, Program Service Expense: 11697529, Management and General Expenses: 1967809, Fundraising Expenses: 0; OTHER PHYSICIAN SUPPORT - Total Expense: 13148444, Program Service Expense: 11255069, Management and General Expenses: 1893375, Fundraising Expenses: 0; SERVICE/MAINTENANCE CONTR - Total Expense: 1104938, Program Service Expense: 945827, Management and General Expenses: 159111, Fundraising Expenses: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances INTERCOMPANY TRANSFER - -XXX-XX-XXXX; CHANGE IN UNRESTRICTED FUNDS - -6578544; CHANGE IN TEMPORARILY RESTRICTED FUNDS - 6707; TIMING DIFFERENCES - -319376; CONTRIBUTIONS - -5000; COLUMBUS REGIONAL SENIOR LIVING INC 707 CENTER STREET COLUMBUS GA 31901 582628502 HEALTHCARE GA 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