2025-05-15T15:35:06+00:00 2024-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2023-07-01 582322328 FAYETTE COMMUNITY HOSPITAL INC FAYE 7707197073 1255 HIGHWAY 54 WEST FAYETTEVILLE GA 30214 MARIE GAFFNEY VP CORPORATE FINANCE 7707197073 2025-05-15 true Whitney B Hebron P01226647 4042223000 2025-05-15 2023 2025-03-06 01:10:19Z MR STEPHEN PORTER 1255 HIGHWAY 54 WEST FAYETTEVILLE GA 30214 749445396 false X WWW.PIEDMONTFAYETTE.COM X 1997 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT 13 9 2816 325 0 0 18087 273060 614880928 698416756 -32992 45870342 6373592 4192085 621239615 748752243 40443 66350 0 192867013 215474758 0 0 343400882 369725922 536308338 585267030 84931277 163485213 297009423 277944524 87986820 132535697 209022603 145408827 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 544066274 66350 698416756 PIEDMONT FAYETTE HOSPITAL ("PFH") IS A 310-BED FACILITY LOCATED IN FAYETTE COUNTY, GEORGIA. OVER 750 PRIMARY CARE AND SPECIALTY PHYSICIANS COMPRISE THE MEDICAL STAFF AND MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN FAYETTEVILLE AND THE GREATER METROPOLITAN ATLANTA MARKET, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2024, THE HOSPITAL HAD 20,501 IN-PATIENT ADMISSIONS WITH A TOTAL OF 95,840 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 87,746 AND OUTPATIENT VISITS TOTALED 133,428. 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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 6822931 0 6822931 0.0149 12351208 10974383 1376825 0.0030 12031528 8997431 3034097 0.0066 0 0 31205667 19971814 11233853 0.0246 302107 0 302107 0.0007 2609558 0 2609558 0.0057 61865 0 61865 0.0001 119568 0 119568 0.0003 20000 0 20000 0.0000 0 0 3113098 0 3113098 0.0068 0 0 34318765 19971814 14346951 0.0314 0 0.0 5524 0 5524 0.0000 119408 0 119408 0.0003 0 0.0 3187 0 3187 0.0000 0 0.0 625 0 625 0.0000 401126 0 401126 0.0009 0 0.0 0 0 529870 0 529870 0.0012 true 7470354 82708242 76423619 6284623 X true true 1 1 PIEDMONT FAYETTE HOSPITAL 1255 HIGHWAY 54 WEST FAYETTEVILLE GA 30214 WWW.PIEDMONTFAYETTE.COM 056-550 X X X PIEDMONT FAYETTE HOSPITAL 1 false false true X X X X X X X X 21 true false false true X https://www.piedmont.org/media/file/2022-11-PFH-Community-Health-Needs-Assessment.pdf X X true 22 true THE BOARD OF DIRECTORS FOR PIEDMONT FAYETTE HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE TH 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 FAYETTE HOSPITAL. 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 13 STAKEHOLDERS WITHIN THE FAYETTE 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 7 Facility , 1 Facility , 1 - PIEDMONT FAYETTE HOSPITAL. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT FAYETTE 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 FAYETTE HOSPITAL. PIEDMONT FAYETTE 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 FAYETTE 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 FAYETTE 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) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, HEART DISEASE (4) REDUCING PREVENTABLE INSTANCES OF DIABETES AND ICREASING ACCESS TO CARE FOR THOSE LIVING WITH THE DISEASE (5) REDUCING RATES OF OBESITY AND INCREASING ACCESS TO HEALTHY FOODS AND RECREATIONAL ACTIVITIES 0 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 $585,267,030, LESS BAD DEBT EXPENSE OF $128,501,628 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. 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. PFH 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 first 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 - Reduce rates of obesity and increase access to healthy foods and recreational activities - Reduce preventable cases of and deaths from heart disease - Support senior health, healthy aging, and good mental health 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 Fayette serves patients throughout Georgia, the hospital considers its community Fayette County in recognition of the direct impact of the hospital's tax-exempt status on county residents. In Fayette County, an average of approximately 119,259 people lived in the 195-square-mile area each year from 2018 to 2022. The population density for this area, estimated at 613 people per square mile, is more than the national average population density of 94 people per square mile. Fayette County is primarily urban, as 82 percent of the population lived in urban settings in 2020. The median age of people in the county from 2018 to 2022 was 43, a little older than state and national averages. About 23 percent of the population were 17 or younger, 19 percent were over 65, and the rest were between 18 and 64. Eleven percent of the population identified as being born outside of the US, and five percent did not possess US citizenship status. The Hispanic population within the community is growing and now represents approximately eight percent. An average of about 11 percent of county residents were veterans each year from 2018 to 2022. The majority were over the age of 65. About 12 percent of the county population lived with a disability, and most were over the age of 65. The community is growing, and about 12,600 people moved into Fayette County between 2010 and 2020, representing a 12 percent growth rate. With this growth comes increased diversity, as white populations decreased and those of all other races and ethnicities increased. Specifically, there was a six percent decrease in white populations, a 38 percent increase in Black or African American populations, a 55 percent increase in Asian populations, and a 40 percent increase in Hispanic or Latino populations. Between 2017 and 2021, the median household income was $105,910, significantly higher than the state and national median incomes of $71,355 and $75,149, respectively. Income disparities are evident when broken down by the four dominant races in the community. Of employers in the community, the largest sector by number of employees was retail trade, which employed about 9,000 people at an average wage of $29,495 in 2022. Accommodation and food services were the next largest sector, employing 7,200 people at an average salary of $29,202. Health care and social assistance was the third largest sector, employing nearly 7,200 people at an average wage of $55,512. According to the 2018-2022 American Community Survey, of the more than 95,900 working-age adults in the county, approximately 57,400 were part of the labor force, yielding a labor force participation rate of roughly 60 percent. Total unemployment in the county in November 2024 equaled about 1,900 people, or three percent of the civilian non-institutionalized population aged 16 and older. 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, 37 percent of the total population in the county has low food access, meaning about 39,100 county residents may struggle to access healthy foods. In 2022, the county had a food insecurity rate of about nine percent, meaning more than 10,600 people had been unsure how they would access adequate food at some point during the year. Unfortunately, many of these community members are ineligible for public assistance via SNAP, WIC (Special Supplemental Nutrition Program for Women, Infants and Children), free or reduced-cost school meals, the Commodity Supplemental Food Program (CSFP), or The Emergency Food Assistance Program (TEFAP). In 2022, of the 2,700 food-insecure children in the county, 50 percent were ineligible for public assistance programs. In 2022, nearly 78 percent of adults aged 18 or older saw a doctor for a routine check-up the previous year, a measure that is higher than both state and national averages. For Medicare recipients, this number jumps to 88 percent of adult beneficiaries, which is also above both state and national averages. Routine check-ups 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 in Fayette County. Between 2018 and 2022, the age-adjusted death rate was 179 deaths for every 100,000 people, which is better than both state and national averages. We see similar trends with stroke deaths. Between 2018 and 2022, there were over 250 deaths due to stroke, resulting in an age-adjusted death rate of 43 deaths per every 100,000 people, better than the state and national rates of about 45 and 48 deaths, respectively. On average, each year from 2019 to 2021, there were approximately eight hospitalizations for cardiovascular disease for every 1,000 Medicare beneficiaries. This rate is lower than the state and national averages, averaging about 10 hospitalizations per 1,000 beneficiaries. Furthermore, the hospitalization rate for stroke is also lower than the state average, with eight hospitalizations per 1,000 Medicare beneficiaries, compared to the state average of nine. While heart disease remains the leading cause of death in the county, cancer remains a critical issue within the community. The cancer incidence rate for Fayette County averaged more than 464 cases per 100,000 people annually between 2016 and 2020, resulting in a total of 713 new cases. When broken down by cancer site, the breast cancer incidence rate stood at 145 diagnoses per 100,000 females, which was notably lower than both the state and national averages of 129 and 127, respectively. Other diagnosed cancer sites fell below or were on par with state and national averages. In 2021, a total of about 10,000 adults aged 20 and older had diabetes, equaling approximately nine percent of the county's population. This rate is lower than the state average of 10 percent. Diabetes is a prevalent issue in the US, often linked to an unhealthy lifestyle, and it poses risks for various health problems. In 2021, about three percent of the county's population had a diagnosis of kidney disease, a rate on par with state and national percentages. That same year, 34 percent of the county's adult population of adults 18 and older reported high cholesterol. Too much cholesterol puts one at risk for heart disease and stroke, two of the leading causes of death within the county. High blood pressure can damage the arteries by making them less elastic, which decreases blood and oxygen flow to the heart and leads to heart disease. In 2021, 33 percent of adults 18 and older in Fayette County had a diagnosis of high blood pressure. 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 Fayette provided care to low-income patients at a cost of $8.2 million. Of that amount, Piedmont provided $6.8 million in direct financial assistance and covered $1.4 in shortfalls from providing care to patients with Medicaid coverage. Piedmont Fayette also trained future healthcare professionals at a cost of $2.6 million, which included more than two dozen specialties within the hospital, such as physical therapy and pharmacy technician training. In FY24, 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. Piedmont Fayette provided lab and imaging services for Fayette C.A.R.E. Clinic and Healing Bridge Clinic, both charitable clinics that provide healthcare to low-income individuals who may not be able to afford medical care. Piedmont continued to provide Epic to Fayette C.A.R.E. Clinic, allowing for streamlined communication between the hospital and the clinic. In FY24, Spiritual Care Services (SCS), a continued source for patients and families in the hospital and community to connect with mental health resources that meet their needs, provided short-term grief counseling and helped connect people to support groups and counselors in the community. SCS extended beyond mental health needs. SCS also served as a resource to surrounding hospices by providing training and education regarding chaplain roles and services and clinical pastoral education to chaplains upon request. SCS also continued to support nonprofit and support group efforts for families suffering the loss of a baby during pregnancy or shortly after birth. Aiding in the combating of such grief, SCS held once-a-month Zoom support sessions and an annual memorial service at the hospital for all families who lost a child. SCS also had a presence in the community as a provider of advance directive documents and instruction, emphasizing the importance of these documents throughout a person's lifetime and not just at an end-of-life stage. This work continued throughout the year, with the SCS office open to help complete forms and steps for medical records inclusion. We conducted program sessions for Fayette Senior Services, addressing heart health, navigating medical bills and insurance, advanced directives, diabetes prevention and management, nutrition to prevent disease, orthopedic health, dementia, and fitness walks through Piedmont Wellness Center. This initiative provided valuable information and fostered important socialization for isolated seniors, as Fayette Senior Services facilitated transportation for their attendance. Cancer care and wellness were another primary focus of Piedmont Fayette's community benefit work. Its Spiritual Care Services promoted Cancer Wellness to patients and faith-based community members in several ways. While providing spiritual care services to cancer patients in units, staff members handed out cancer wellness information to emphasize all cancer wellness offerings and support services. Piedmont Fayette also held a significant number of community-facing cancer awareness events. In FY24, Piedmont staff provided education on how to manage symptoms and advanced treatments for Parkinson's Disease and other neurologic diseases, the importance of digestive health and how to have a healthy gut, stroke risk factors, and the importance of early detection, healthy eating and nutrition, wellness, cancer, arthritis, Parkinson's Disease, foot care, orthopedics, urologic diseases, asthma, and heart health. In July 2023, Piedmont Fayette staff members volunteered to deliver meals to 20 home-bound seniors once a month for a Meals on Wheels route near the hospital. In August 2023, Piedmont Fayette staff members participated in the National Night Out for Safety, along with the city of Fayetteville Police Department and Fayette FACTOR, and donated and distributed free school supplies to community members, impacting nearly 1,000 community members. In August 2023, Piedmont Fayette, partnering with Fayette FACTOR and Drug Free Fayette, sponsored the Overdose Awareness event in Fayetteville and distributed drug lockboxes to eight community members. In October 2023, Piedmont Fayette took part in Union City's Pinktober 5K for Breast Cancer awareness with more than 400 community members. In December 2023, during the Season of Giving, the employees of Piedmont Fayette Hospital donated items and money to local nonprofits in its market. Piedmont partnered with Promise Place, Fayette Humane Society, Real Life Center, Meals on Wheels, and The Eden Project, impacting over 1,000 people. Piedmont Fayette, Piedmont Heart Institute, and Piedmont Orthopedics supported local employer Rinnai with two employee health and wellness fairs, providing blood pressure checks, nutrition, and other health and wellness information for more than 600 employees. In January 2024, Piedmont Fayette employees volunteered to sort food for the Real Life Center food pantry, supporting community members in crisis, and was the event sponsor supporting the mission of Midwest Food Bank, impacting more than 200 community members. That month, Piedmont Fayette and its employees participated in the annual NAACP MLK Day parade in Fayetteville, recognizing the importance of community service, diversity, and inclusion. In February 2024, Piedmont's Heart Support Network Coordinators provided heart health education to 15 Spalding County seniors and other community members. That month, Piedmont Fayette staff led residents at Fairburn, a south Fulton County senior center, through movement and mindfulness exercises like chair yoga and meditation to help provide health and wellness as they age. Approximately 40 community members attended. In April 2024, Piedmont Fayette participated in the Heartis Health and Wellness Fair, bringing wellness and care resource information to residents of Heartis Senior Living. About 50 community members attended. In April 2024, Piedmont Fayette sponsored the Bloom Ball with proceeds benefiting Bloom Our Youth, supporting foster children and their families in Georgia. Piedmont provided $3,500 to the event, and 600 community members attended. In May 2024, Piedmont Fayette sponsored the annual Joseph Sams School dinner dance, supporting education for physically and mentally disabled students in the community. Piedmont donated $2,500, and 500 people attended the dinner. In June 2024, Piedmont Fayette partnered with Fayette County NAACP and actively participated in their health and wellness fair to bring wellness and care resource information to African American community members. Piedmont sponsored the event, which hosted 200 people. In June 2024, Piedmont Fayette and Fayette Senior Services celebrated community cancer survivors and the caregivers who supported them along their journey by hosting a Cancer Survivor Celebration. Approximately 75 people were in attendance, and Piedmont spent $1,000. In partnership with Digestive Healthcare of Georgia, Piedmont Fayette presented "gut health" education to Piedmont Wellness Center members. Attendees learned about foods that support gut health and practiced making healthy snacks. Piedmont Fayette's Clinical Education Department hosted its second annual Nurse Camp, a three-day experience for high school students interested in pursuing a healthcare career. Camp participants shadowed clinical staff and learned CPR and foundational clinical skills, which gave them onsite experience as health care workers. Piedmont Fayette oncologist Mitzie-Ann Davis, M.D., provided her annual GYN Cancer Lunch-and-Learn event for community members. Attendees received information regarding risk factors, signs, symptoms, and treatment options for gynecologic cancers. Piedmont Fayette and Piedmont QuickCare provided flu shots for cast and crew members at Trilith Studios, giving much-needed protection to workers during respiratory virus season. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Fayette 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 FAYETTE HOSPITAL: 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 FAYETTE HOSPITAL: 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 FAYETTE HOSPITAL: Line 16c URL: www.piedmont.org/media/file/2020-10-PHC-Financial-Assistance-Plain-Language-Summary-English.pdf; true BLOOM OUR YOUTH INC 150 MARQUIS DR FAYETTEVILLE GA 30214 581740987 501(C)(3) 7500 PROGRAM SUPPORT TRILITH FOUNDATION 461 SANDY CREEK RD FAYETTEVILLE GA 30214 854305492 501(C)(3) 7500 PROGRAM SUPPORT 2 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 ORGANIZATION'S PUBLIC RELATIONS DEPARTMENT. X true true false true false false false false false true false MR STEPHEN D PORTER CEO & BOARD MEMBER 526914 0 238334 0 48514 0 19800 0 25032 0 858594 0 0 0 MR MICHAEL MANDL BOARD MEMBER 0 1064688 0 683659 0 1030011 0 15788 0 14448 0 2808594 0 915914 DR PATRICK BATTEY BOARD MEMBER 0 791328 0 447537 0 238428 0 19800 0 14426 0 1511519 0 120006 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 MR SCOTT WOLFE CFO 385943 0 106777 0 23731 0 19800 0 13591 0 549842 0 0 0 MR KEVIN CLARK COO 213268 68130 63375 10931 46930 7312 19426 0 17934 6487 360933 92860 0 0 MS MERRY HEATH CNO 242889 0 67580 0 7554 0 18212 0 9697 0 345932 0 0 0 DR ANGELA SWAYNE CMO 400263 0 109975 0 23348 0 19800 0 1118 0 554504 0 0 0 MS RHONDA MANOS DIR. PHARMACY 227689 0 25373 0 9300 0 12320 0 7777 0 282459 0 0 0 MS RUBY VILLAFRANCA REGISTERED NURSE 85986 0 0 0 138364 0 13738 0 12736 0 250824 0 0 0 MR ALTON BROOKS EXEC. DIR. - PATIENT SVCS 194231 0 27975 0 16039 0 462 0 534 0 239241 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account MICHAEL MANDL, DR. PATRICK BATTEY, THOMAS ARNOLD, ELIZABETH LEDDY 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 FAYETTE 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: MICHAEL MANDL $915,914 PATRICK BATTEY $120,006 THOMAS ARNOLD $107,975 ELIZABETH LEDDY $93,683 STEPHEN PORTER PARTICPATED 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 BONUS PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. A HOSPITAL AUTHORITY OF FAYETTE COUNTY 582629223 31222TAT0 2019-11-07 31380000 BOND A - THIS BOND IS REFUNDING THE FAYETTE 2009A BOND ISSUED ON NOVEMBER 24, 2009. false false false B HOSPITAL AUTHORITY OF FAYETTE COUNTY 582629223 31222TAS2 2016-11-16 47580000 BOND B: EMERGENCY DEPARTMENT CONSTRUCTION & EQUIPMENT false false false C HOSPITAL AUTHORITY OF FAYETTE COUNTY 582629223 000000000 2014-11-19 30640000 BOND C - THIS BOND IS REFUNDING THE FAYETTE 2009B BOND ISSUED ON NOVEMBER 24, 2009. false false false D HOSPITAL AUTHORITY OF FAYETTE COUNTY 582629223 31222TAL7 2014-11-19 11420000 EQUIPMENT false false false A 35812739 35895000 2019 true false true true B 54828175 2286 54825889 2016 false false true true C 4985000 30640000 30640000 2014 true false true true D 12640087 1856 12638231 2014 false false true true A false false false false 0.01 0.01 false false true B false true true true false 0.01 0.01 true false true C false false false false 0.01 0.01 false false true D false false false false 0.01 0.01 false false true A false true false false true false false false true B false false false true false false false false true C false false false true true false false false true D false false false true true false false false true A true B true C true D true Schedule K, Part II, Line 3 BOND B - TOTAL PROCEEDS INCLUDES TOTAL INVESTMENT FROM SINKING FUND OF $325,888.90. BOND D - TOTAL PROCEEDS INCLUDES TOTAL INVESTMENT FROM SINKING FUND OF $38,230.92. Schedule K, Part IV, Line 2c COLUMN B Issuer name: HOSPITAL AUTHORITY OF FAYETTE COUNTY The calculation for computing no rebate due was performed on 11/19/2019 Schedule K, Part IV, Line 2c COLUMN C Issuer name: HOSPITAL AUTHORITY OF FAYETTE COUNTY The calculation for computing no rebate due was performed on 11/19/2019 Schedule K, Part IV, Line 2c COLUMN D Issuer name: HOSPITAL AUTHORITY OF FAYETTE COUNTY The calculation for computing no rebate due was performed on 11/19/2019 Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2023 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT FAYETTE 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 FAYETTE HOSPITAL ("PFH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT FAYETTE HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT FAYETTE HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT FAYETTE 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 FAYETTE 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 FAYETTE HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PFH'S CONTROLLER AND VP/CFO. THE 990 IS THEN PREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DIRECTOR 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 FAYETTE 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 FAYETTE 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 BOAR 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 XI, Line 9 Other changes in net assets or fund balances CONTRIBUTIONS - -8350; CHANGES IN TEMP. - -575535; INTERCOMPANY TRANS. - -XXX-XX-XXXX; UNALLOCATED EXPENSES - -8233458; CHANGES IN UNRESTR. 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HOSPITALS 9001 LIBERTY PKWY BIRMINGHAM AL 35242 853544795 HEALTHCARE DE NA N/A false false COLISEUM SAME DAY SURGERY CTR 340 HOSPITAL DR MACON GA 31217 621805346 SURGERY GA NA N/A false false PIEDMONT MEDICAL CARE CORPORATION 2727 PACES FERRY ROAD SUITE 1-1100 ATLANTA GA 30339 582092768 HEALTHCARE GA NA C Corporation false THE PIEDMONT CLINIC INC 2727 PACES FERRY ROAD SUITE 1-1100 ATLANTA GA 30339 582005358 HEALTHCARE GA NA C Corporation false PIEDMONT HEART INSTITUTE PHYSICIANS INC 95 COLLIER ROAD NW STE 2045 ATLANTA GA 30339 260593850 HEALTHCARE GA NA C Corporation false AMSTER MCRAE INSURANCE COMPANY SPC 981734069 RELATED INSURANCE CJ NA C Corporation false COLUMBUS HEALTHCARE RESOURCES PO BOX 790 COLUMBUS GA 31902 581717754 HEALTHCARE GA NA C Corporation false COLUMBUS HEALTH SERVICES INC PO BOX 790 COLUMBUS GA 31902 581640939 HEALTHCARE GA NA C Corporation false UNIVERSITY HEALTH RESOURCES INC 1350 WALTON WAY AUGUSTA GA 30901 581601372 HEALTHCARE GA NA C Corporation false UNIVERSITY HOSPITAL AIKEN INC 1350 WALTON WAY AUGUSTA GA 30901 472713774 HOSPITAL SC NA C Corporation false false false false false false false false false false false false false false false false true true false false Schedule R, Part I LINE 1: DISREGARDED ENTITIES THE LIMITED LIABILITY COMPANIES LISTED IN SCHEDULE R, PART I, OPERATE AS DEPARTMENTS OF FAYETTE COMMUNITY HOSPITAL AND ARE INCORPORATED INTO THE HOSPITAL'S BOOKS AND RECORDS. SEPARATE BOOKS AND RECORDS ARE NOT MAINTAINED FOR THE LIMITED LIABILITY COMPANIES AND ASSETS AND INCOME CANNOT BE READILY DETERMINED. AS SUCH, COLUMNS (D) AND (E) IN PART I HAVE BEEN LEFT BLANK.