2025-05-15T15:53:11+00:00 2024-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2023-07-01 582155150 Piedmont Newton Hospital Inc PIED 7707867053 5126 HOSPITAL DRIVE NE COVINGTON GA 300142566 MS LINDSEY PETRINI CEO 2025-05-15 true Whitney B Hebron P01226647 4042223000 2025-05-15 2023 2025-03-06 01:10:19Z MS LINDSEY PETRINI 5126 HOSPITAL DRIVE NE COVINGTON GA 300142566 239540848 false X WWW.PIEDMONT.ORG X 1995 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 13 9 938 175 0 0 100 41558 186978543 238009777 184950 -13678 1212424 1139848 188376017 239177505 0 0 64632420 71323664 0 0 111853901 131160230 176486321 202483894 11889696 36693611 74470501 66775814 22994391 26561249 51476110 40214565 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 179360034 0 238023412 PIEDMONT NEWTON HOSPITAL ("PNTH") IS A 107-BED, NON-PROFIT HOSPITAL LOCATED IN THE CITY OF COVINGTON IN NEWTON COUNTY, GEORGIA. OVER 475 PRIMARY CARE AND SPECIALTY PHYSICIANS COMPRISE THE MEDICAL STAFF AND MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN NEWTON COUNTY 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 6,696 IN-PATIENT ADMISSIONS WITH A TOTAL OF 26,035 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 47,791 AND OUTPATIENT VISITS TOTALED 64,386. SURGICAL SERVICES WERE PROVIDED TO 3,945 PATIENTS. 179360034 true true false false false false false false false true false false false true true false true false false false false false false false false true true false false true true false false false false false false false false false false false false false false false true false false false true X 0 0 938 true false false false false false false false false false false false false X 13 9 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 2STE 700 ATLANTA GA 30339 DR NORRIS LITTLE CMO/BOARD MEMBER 55.0 0 X X 523440 0 37699 MS LINDSEY PETRINI CEO & BOARD MEMBER 55.0 0 X X 202687 0 3071 DR BRAD JACOBY BOARD MEMBER 1.0 0 X 0 0 0 DR LEIGH HAMBY BOARD MEMBER 1.0 54.0 X 0 1346397 37793 DR STEVEN MCINTOSH BOARD MEMBER 1.0 0 X 0 0 0 DR TAMEKA WALKER-BLAKE BOARD MEMBER 1.0 0 X 0 0 0 DR TIMOTHY PARK BOARD MEMBER 1.0 0 X 0 0 0 MR DAN MURPHY BOARD MEMBER 1.0 0 X 0 0 0 MR GREG HERRING BOARD MEMBER 1.0 0 X 0 0 0 MR J MICHAEL BURNETT BOARD MEMBER 1.0 54.0 X 0 1113933 44832 MS DEBRA LARRY BOARD MEMBER 1.0 0 X 0 0 0 MS SERRA HALL BOARD MEMBER 1.0 0 X 0 0 0 REV DR ERIC WENDELL LEE SR BOARD MEMBER 1.0 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 JUSTIN ROBERTS CFO (UNTIL 9/2023) 18.0 37.0 X 82682 233129 33128 MS LORI MORRIS CFO (AS OF 9/2023) 25.0 30.0 X 42228 151346 20745 MR THEODORE HSU STAFF PHARMACIST 40.0 0 X 173003 0 18056 MR WILLIAM LOVE EXEC. 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CLINICAL PHARMACY 40.0 0 X 170135 0 30299 1852753 5277426 372882 96 false true false AYA HEALTHCARE INC 5930 CORNERSTONE CT W STE 300 SAN DIEGO CA 92121 STAFFING SERVICES 5641912 SENTRY ANESTHESIA MANAGEMENT 80 NEWNAN STATION DR STE A NEWNAN GA 30265 ANAESTHESIOLOGY 2152228 AVANT HEALTHCARE PROFESSIONALS LLC 1211 STATE ROAD 436 STE 227 CASSELBERRY FL 32707 STAFFING SERVICES 769699 1ELECTRIC LLC 706 LAKESHORE CIRCLE NE ATLANTA GA 30324 ELECTRICIAN 648563 GEORGIA HEART SPECIALISTS LLC 4140 TATE ST NE COVINGTON GA 30014 CARDIOLOGY SERVICES 469514 15 41558 41558 PATIENT SERVICE REVENUE 622110 237528703 237528703 0 0 OTHER OPERATING REVENUE 900099 481074 481074 0 0 0 0 0 0 238009777 264 0 0 264 798141 0 247886 0 550255 0 550255 0 0 550255 0 0 0 13942 0 -13942 -13942 0 0 -13942 126606 101515 25091 0 0 25091 CAFETERIA SALES 722310 550867 0 0 550867 FEE REVENUE 900099 13365 13365 0 0 COUNTY TAX REVENUE 900099 270 270 0 0 0 0 0 0 564502 239177505 238023412 0 1112535 933439 224322 709117 0 56460464 50512239 5948225 0 10309316 9001374 1307942 0 3620445 3109238 511207 0 108890 108856 34 0 45623 0 45623 0 16687465 13573499 3113966 0 350466 27936 322530 0 9706101 7357070 2349031 0 2636078 1998147 637931 0 2079161 1929541 149620 0 8404 5249 3155 0 1110864 0 1110864 0 3673775 0 3673775 0 3848119 3577447 270672 0 1525813 1141778 384035 0 BAD DEBT EXPENSE 53595702 53595702 0 0 DRUGS & MEDICAL SUPPLIES 28008725 28008725 0 0 ADMINISTRATIVE EXPENSES 6210334 3624201 2586133 0 HOSPITAL TAX 1564710 1564710 0 0 0 0 0 0 202483894 179360034 23123860 0 102676 116231 0 0 32782880 25520816 0 0 0 0 0 2346141 3380384 696601 1261349 60788442 24291408 36772051 36497034 0 0 0 0 1770152 0 74470501 66775814 11070381 13250939 0 0 2439731 206986 0 0 0 0 0 9484279 13103324 22994391 26561249 X 48753659 37204624 2722451 3009941 51476110 40214565 74470501 66775814 X 36693611 309362 -48264518 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 1270100 1270100 0 30426778 8065688 22361090 0 0 0 0 0 25536793 14874723 10662070 0 3554771 1350997 2203774 36497034 OTHER LIABILITIES 3867254 MEDICARE PAYABLE 9236070 13103324 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 2641774 0 2641774 0.0177 5783520 5220277 563243 0.0038 2662064 3486061 0 0.0 0 0 11087358 8706338 3205017 0.0215 299142 0 299142 0.0020 1360033 0 1360033 0.0091 23345 0 23345 0.0002 0 0.0 11000 0 11000 0.0001 0 0 1693520 0 1693520 0.0114 0 0 12780878 8706338 4898537 0.0329 0 0.0 62193 0 62193 0.0004 253921 0 253921 0.0017 0 0.0 7462 0 7462 0.0001 0 0.0 0 0.0 242115 0 242115 0.0016 147541 0 147541 0.0010 0 0 713232 0 713232 0.0048 true 1642820 22354765 18457761 3897004 X true true 1 1 PIEDMONT NEWTON HOSPITAL INC 5126 HOSPITAL DRIVE NE COVINGTON GA 300142566 WWW.PIEDMONT.ORG 107-518 X X X PHYSICIAN CLINICS PIEDMONT NEWTON HOSPITAL INC 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-PNT-Community-Health-Needs-Assessment.pdf X X true 22 true THE BOARD OF DIRECTORS FOR PIEDMONT NEWTON HOSPITAL APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THR 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 NEWTON 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 10 STAKEHOLDERS WITHIN THE PIEDMONT NEWTON 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 NEWTON HOSPITAL. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT NEWTON 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 NEWTON HOSPITAL. PIEDMONT NEWTON 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 NEWTON 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 NEWTON HOSPITAL IS CURRENTLY FOCUSING ON: (1) ENSURING AFFORDABLE ACCESS TO HEALTH, MENTAL, AND DENTAL CARE (2) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, CANCER (3) PROMOTING HEALTHY BEHAVIORS TO REDUCE PREVENTABLE CONDITIONS, DISEASES, AND ADDICTION (4) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, HEART DISEASE 1 NEWTON MEDICAL CENTER HOME HEALTH 5126 HOSPITAL DRIVE COVINGTON GA 30209 HOME HEALTH AGENCY 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 available to the public through publication on its website. Piedmont also makes its IRS Form 990 Schedule H available on its website and provide copies to anyone upon request. Piedmont also provide 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 $202,483,894, LESS BAD DEBT EXPENSE OF $53,595,702 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. PNTH 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 treat elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 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 better understand local health challenges, 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 the largest segment of a hospital's tax exemption, 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 in which it has the highest concentration of patients fitting that criterion, including ones 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 both 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 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 that emerged 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 and included specific metrics by which hospital staff and the community would be able to evaluate its work and its 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 that has 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 receive feedback on improving its financial assistance programming. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION While Piedmont Newton serves patients from all over northeast Georgia, the hospital considers its community Newton County in recognition of the direct impact of its tax-exempt status on county residents. In Newton County, an average of about 113,300 people lived in the 274-square-mile area each year from 2018 to 2022. The population density for this area, estimated at 414 people per square mile, is much greater than the state average population density of 186 people per square mile and the national average population density of 94 people per square mile. Newton is primarily urban, as 66 percent of community members lived within an urban setting in 2020. Newton County is growing, seeing a nearly 13 percent jump in total population between 2010 and 2020. On average, about nine percent of the population were veterans each year from 2018 to 2022, and about 20 percent were under 65. Approximately 14 percent of the population - about 16,100 people - lived with a disability. Most of that population was over the age of 65. About 26 percent of the population was aged 17 or younger, 13 percent were over 65, and the remaining was between 18 and 64. From 2018 to 2022, about 45 percent of all Newton County residents were white, 47 percent were African American, 6 percent were Hispanic/Latino, and 1 percent were Asian. About six percent of the population were born outside of the US, and two percent of those did not have citizenship status. Each year between 2018 and 2022, an average of approximately 14 percent - about 15,300 people - 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. This means these populations are also likely to face myriad other social determinants of health (SDH), like housing and food insecurity. Throughout Georgia, adults ages 18 to 64 are most likely to be uninsured, and that's true in Newton County. Each year from 2018 to 2022, an average of about 18 percent of nonelderly adults were uninsured, as compared to about 10 percent of those under age 18 and less than 1 percent of those 65 and older. As with other indicators, race matters. Approximately 40 percent of Hispanic/Latino populations, 11 percent of Black or African American populations, and 13 percent of white population were uninsured. Between 2018 and 2022, the median household income was $70,732, lower than the state and national levels of $71,355 and $75,149, respectively. Of employers in the community, the largest sector by number of employees is retail trade, which employed approximately 5,100 community members at an average wage of $24,845 in 2022, according to the US Department of Commerce. Administrative and support, waste management, and remediation services were the second largest sector, with about 5,000 people employed at an average wage of $15,911. Government and government enterprises were the third largest sector, with 4,800 people employed at an average salary of $74,663. According to the 2018-2022 American Community Survey, approximately 56,600 people in the community were part of the labor force, and slightly more than 2,500 - about five percent - were unemployed as of November 2024. Each year between 2018 and 2022, an average of about 13 percent of the county's population lived at or below 100 percent of the federal poverty guidelines. In Newton County, like most of the state, minorities are more likely to live in poverty. For example, on average, from 2018 to 2022, more than 15 percent of the Black population in Newton County were living at or below the poverty guideline, as compared to less than 11 percent of the white population. Between 2018 and 2022, an average of about 11,500 households - about 29 percent of the more than 39,900 total occupied households in Newton County - lived in cost-burdened households, in which housing costs were 30 percent or more of total household income. Approximately 14 percent of households had costs that exceeded 50 percent of the household income, which places households in significant financial strain. In Newton County, in 2019, eight of the 13 census tracts were food deserts, as shown in the map to the right. Nearly 61,000 people lived within these census tracts. These tracts almost directly correspond with census tracts, demonstrating retailers authorized to take SNAP benefits and areas of poverty. In Newton County, like most of the state, those retailers tend to be convenience and discount stores that carry limited 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, nearly 34 percent of the total population in the county has low food access, meaning about 33,600 county residents may struggle to access healthy foods. This is worse than the state and national rates of approximately 31 percent and 22 percent, respectively. In 2022, 77 percent of adults aged 18 or older saw a doctor for a routine checkup the previous year. For Medicare recipients, this number jumps to about 85 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 a leading cause of death for both women and men in Newton County. On average, each year from 2018 to 2022, the age-adjusted death rate was about 196 per 100,000 people - higher than the state rate, which was about 193 heart-related deaths per 100,000 people, respectively. Between 2018 and 2022, there were about 280 deaths due to stroke, representing an age-adjusted death rate of nearly 50 deaths per every 100,000 people. The hospitalization rates for heart disease and stroke among Medicare recipients have steadily decreased over the last five years. The average cardiovascular disease hospitalization rate each year from 2019 to 2021 was more than 13 hospitalizations per every 1,000 Medicare beneficiaries, which is higher than the state and national rates of approximately 10, respectively. The hospitalization rate for strokes is on par with the state average, with nine hospitalizations per 1,000 Medicare beneficiaries. However, it exceeds the national rate of eight hospitalizations per 1,000 Medicare beneficiaries. 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 Newton County each year between 2016 and 2020 was over 500 per 100,000, which equates to an average diagnosis rate of nearly 600 new cases each year. In 2021, more than 9,800 adults aged 20 and older had diabetes, equaling about 11 percent of the county's population, which is higher than the state rate of about 10 percent. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. In 2021, more than three percent of the county's population had a diagnosis of kidney disease. In 2021, 36 percent of adults ages 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. That same year, more than 40 percent of adults ages 18 and older had a diagnosis of high blood pressure. 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. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH We actively promote the health of our community through clinic-hospital partnerships, community-based health screenings, educational activities, community-building activities, the operation of a 24-hour emergency department available to the 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 Newton provided care to low-income patients at a cost of $3.2 million. Of that amount, Piedmont provided $2.6 million in direct financial assistance and covered approximately $563,243 in shortfalls from providing care to patients with Medicaid coverage. Piedmont Newton also trained future healthcare professionals at a cost of $1.36 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. Twice monthly, Piedmont Newton staff volunteer at Willing Helpers, a charitable clinic that serves uninsured and underinsured community members. Willing Helpers Clinic has provided free medical care to underserved residents of Newton, Walton, and Jasper Counties in Georgia since 2006. The hospital ensured that patients at the not-for-profit charitable clinic, Willing Helpers, have access to the care needed to get - and stay - healthy. Willing Helpers utilizes space at no charge to the clinic on our campus, supporting their work in providing vital health services to low-income, uninsured community members. Willing Helpers Clinic also has a volunteer social worker available to assist indigent patients in the community setting at no cost. Throughout the year, Piedmont Newton staff provided education on various health-related topics, including car seat safety, safe baby sleep, and pregnancy education. Hospital staff also educated the community on diabetes, cardiovascular disease, women's services, healthy eating, wellness, nutrition, breast cancer awareness, stroke, and colorectal cancer. Staff also promoted blood pressure, colorectal cancer, and breast cancer screenings and provided flu vaccines to the community. Piedmont Newton hosted a lunch-and-learn series in partnership with the Newton College and Career Academy and STEM Institute that offered educational and career pathway information to high school students who want to work in health care. More than 60 students participated in small-group conversations about physical and respiratory therapy. Piedmont Newton also participated in Newton County STEAM Academy's career day for middle school students. Staff spoke with over 300 sixth- and seventh-grade students about careers in nursing and beyond. In July 2023, Piedmont Newton staff presented on dementia and Alzheimer's to Benton House Assisted Living residents, their caregivers, and family members. That month, hospital staff also hospital staff attended The Snapping Shoals Electrical Co-op annual meeting, providing education on car seat safety and safe sleep for babies, pregnancy, breast cancer screenings, heart health education, smoking cessation tips, signs to identify stroke as early as possible, and information about cancer signs and screenings. Staff also offered nutrition education and blood pressure screenings and answered questions about wellness and overall health. More than 3,000 members attended, which was held at the Georgia International Horsepark in Conyers, GA. In September 2023, Atlanta-based nonprofit Lazarus hosted a health day for marginalized populations. Piedmont Newton staff attended the event, which hosted about 430 individuals without housing, and provided foot examinations, diabetic foot education, and general foot care education. From September to December 2023, Piedmont Newton instituted its "Season of Giving," which included events to support three local food pantries, including the Newton Community Food Pantry. Employees donated about 1,250 canned and non-perishable food items to the pantries in partnership with the Newton County School System. In October 2023, Piedmont Newton collected and distributed approximately 100 pre-assembled hygiene kits to attendees at the Change the World Day event. The kits included soap, lotion, toothpaste, toothbrush, shampoo, razor, band-aids, and antibiotic cream. At this event, staff provided diabetic wound education, skin checks, and nutrition information. Additionally, Piedmont Newton staff administered 20 flu shots. That same month, the Piedmont Newton Women's Diagnostic Center and Community Relations and Volunteer Services department held a reception for 20 breast cancer survivors. During this event, staff provided education on the importance of annual screening mammograms. In May 2024, Piedmont Newton Women's Diagnostic Center staff provided breast health education and information about yearly screening mammograms at Central Church's annual Pink Glow Run 5K. In December 2023, Piedmont Newton staff collected and donated pajamas, robes, slippers, bath towels, and many extra toys, blankets, and gifts for 36 Newton County foster program children. In March 2024, Piedmont Newton, Piedmont Rockdale, and Piedmont Walton sponsored Project ReNeWal's annual fundraiser. The organization provides domestic violence intervention programs and safe temporary housing to families in the three communities. In May 2024, hospital staff helped Newton College and Career Academy students to create compelling resumes, better prepare for job interviews, review social media dos and don'ts, and other areas critical to landing a good job. Piedmont Newton Lactation and Women's Services Department hosted a community Breastfeeding Awareness Baby Shower, where the goal is to improve health outcomes from birth. The Piedmont Newton Breast-Feeding Friends (B.F.F.'s) Committee created this event to educate women and their families about the benefits of breastfeeding and its lifelong impacts on a mother's and baby's health. The Sip 'N' Stroll featured stations that taught about the benefits of breastfeeding, addressed concerns about drinking alcohol while breastfeeding and much more. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Newton 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 NEWTON 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 NEWTON 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 NEWTON HOSPITAL, INC.: Line 16c URL: www.piedmont.org/media/file/2020-10-PHC-Financial-Assistance-Plain-Language-Summary-English.pdf; X true true false true false false false false false true false DR NORRIS LITTLE CMO/BOARD MEMBER 364913 0 100338 0 58189 0 19800 0 17899 0 561139 0 0 0 MS LINDSEY PETRINI CEO & BOARD MEMBER 137290 0 38688 0 26709 0 0 0 3071 0 205758 0 0 0 MR J MICHAEL BURNETT BOARD MEMBER 0 608425 0 356480 0 149028 0 19800 0 25032 0 1158765 0 92645 DR LEIGH HAMBY BOARD MEMBER 0 715933 0 439771 0 190693 0 19800 0 17993 0 1384190 0 108680 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 JUSTIN ROBERTS CFO (UNTIL 9/2023) 68412 157456 13560 33075 710 42598 0 17207 6026 9895 88708 260231 0 0 MS LORI MORRIS CFO (AS OF 9/2023) 38137 136754 4004 13627 87 965 0 11269 1845 7631 44073 170246 0 0 MR THEODORE HSU STAFF PHARMACIST 133915 0 0 0 39088 0 10480 0 7576 0 191059 0 0 0 MR WILLIAM LOVE EXEC. DIR. PATIENT SVCS 199961 0 32938 0 1489 0 12302 0 1253 0 247943 0 0 0 MS MEGAN SMITH MGR. CLINICAL PHARMACY 160101 0 9159 0 875 0 10729 0 19570 0 200434 0 0 0 MS LEIGH WILSON DIRECTOR - PHARMACY 180897 0 20317 0 2380 0 7059 0 17376 0 228029 0 0 0 MS ELIZABETH MURDOCK CNO 171939 0 47672 0 985 0 13658 0 15751 0 250005 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account DR. LEIGH HAMBY, THOMAS ARNOLD, ELIZABETH LEDDY, AND J. MICHAEL BURNETT RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. LINDSEY PETRINI RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $6,000, A FIXED AMOUNT DETERMINED BY HER 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 NEWTON 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: LEIGH HAMBY $108,680 THOMAS ARNOLD $107,975 ELIZABETH LEDDY $93,683 J. MICHAEL BURNETT $92,645 LINDSEY PETRINI PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN BUT DID NOT RECEIVE A CURRENT YEAR PAYMENT. Schedule J, Part I, Line 7 Non-fixed payments CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. A NEWTON COUNTY HOSPITAL AUTHORITY 586004174 000000000 2006-04-27 8930000 BOND A - 4TH FLOOR ADDITION TO HOSPITAL false false false B NEWTON COUNTY HOSPITAL AUTHORITY 586004174 000000000 2007-05-30 17225000 BOND B - ADVANCED REFUND OF 1999 BONDS false false false A 8930000 9010590 178600 8751400 2007 false false true true B 17225000 17225000 16989001 235999 2012 false true true true A false false false false 0.0 false false true B false false false false 0.0 false false true A false false false true false false false false true B false false false true false false false false true A true B true Schedule K, Part II, Line 3 TOTAL PROCEEDS FROM ISSUE TOTAL PROCEEDS INCLUDES TOTAL INVESTMENT EARNINGS FROM SINKING FUND OF $80,590. Schedule K, Part IV, Line 2c COLUMN A Issuer name: NEWTON COUNTY HOSPITAL AUTHORITY The calculation for computing no rebate due was performed on 05/29/2020 Schedule K, Part IV, Line 2c COLUMN B Issuer name: NEWTON COUNTY HOSPITAL AUTHORITY The calculation for computing no rebate due was performed on 04/30/2020 Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2023 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT NEWTON 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 NEWTON HOSPITAL ("PNTH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT NEWTON HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT NEWTON HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT NEWTON 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 NEWTON 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 NEWTON HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PNTH'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 NEWTON 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 NEWTON HOSPITAL IS SET BY THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC. THE PIEDMONT HEALTHCARE, INC., BOARD OF DIRECTOR'S EXECUTIVE PERFORMANCE AND COMPENSATION COMMITTEE ("THE COMMITTEE") IS COMPOSED OF AT LEAST THREE MEMBERS OF THE PHC BOARD OF DIRECTORS, SERVING TERMS OF THREE YEARS, AND THE MAJORITY OF WHICH ARE COMMUNITY DIRECTORS WHO GENERALLY DO NOT HAVE CONFLICTS OF INTEREST RELATED TO FULFILLMENT OF THE DUTIES AS OUTLINED BELOW. THE COMMITTEE OVERSEES EXECUTIVE PERFORMANCE AND COMPENSATION ON BEHALF OF THE PHC BOARD, SUBJECT TO THE ULTIMATE AUTHORITY AND OVERSIGHT OF THE BOARD. THE COMMITTEE ALSO FORMULATES POLICIES AND MAKES DECISIONS IN ORDER TO ENSURE A HIGH LEVEL OF EXECUTIVE PERFORMANCE. THE COMMITTEE IS AUTHORIZED TO ACT ON BEHALF OF THE PHC BOARD AS SET OUT IN ITS CHARTER, AND THE COMMITTEE IS ALSO CHARGED WITH PROVIDING RECOMMENDATIONS AND PERIODIC REPORTS TO THE PHC BOARD REGARDING EXECUTIVE PERFORMANCE AND COMPENSATION. ALL DECISIONS AND COMPARABILITY DATA ARE DOCUMENTED IN THE COMMITTEE MEETING MINUTES. FUNCTIONS OF THE COMMITTEE - ASSESS AND IMPLEMENT POLICIES REGARDING PERFORMANCE, COMPENSATION AND BENEFITS OF THE PRESIDENT/CEO AND OTHER EXECUTIVES AS DETERMINED BY THE COMMITTEE - SELECT AN EXECUTIVE COMPENSATION CONSULTANT WHO REPORTS TO THE COMMITTEE - ANNUALLY REVIEW THE PRESIDENT/CEO SUCCESSION PLAN - FORMULATE AND IMPLEMENT ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO, AND REVIEW AND APPROVE ANNUALLY RECOMMENDATIONS FROM THE PRESIDENT/CEO RELATING TO COMPENSATION, PERFORMANCE OBJECTIVES, AND SUCCESSION PLANS FOR EVP EXECUTIVES - ANNUALLY ASSESS PRESIDENT/CEO PERFORMANCE; IF NECESSARY, IMPLEMENT ACTION PLAN WITH PRESIDENT/CEO INPUT TO IMPROVE HIS/HER PERFORMANCE; ADJUST COMPENSATION AS APPROPRIATE; THE COMMITTEE CHAIR SHALL CONSULT WITH THE PHC GOVERNANCE COMMITTEE CHAIR AND THE PHC BOARD CHAIR AND SHALL COORDINATE THE ANNUAL PERFORMANCE REVIEW OF THE PHC PRESIDENT/CEO, UNLESS THE PHC BOARD CHAIR HAS A REAL OR PERCEIVED CONFLICT OF INTEREST, IN WHICH CASE THE COMMITTEE CHAIR SHALL DETERMINE THE PROPER REVIEW PROCESS - REVIEW AND APPROVE LONG-TERM AND SHORT-TERM GOALS TO BE USED IN CONNECTION WITH EVP COMPENSATION PROGRAMS AS RECOMMENDED BY THE PRESIDENT/CEO AND VALIDATED BY THE COMPENSATION CONSULTANT - PERIODICALLY REVIEW COMPENSATION, IF ANY, FOR THE PHC BOARD CHAIR AND ALL BOARD CHAIRS OF THE PHC SUBSIDIARIES - ESTABLISH OTHER POLICIES AND PROCEDURES, AND PERFORM OTHER TASKS, RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. Form 990, Part VI, 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 CHANGE IN UNRESTRICTED - 20537; CHANGE IN TEMP - 269410; INTERCOMPANY TRANSFERS - -44805593; UNALLOCATED EXPENSES - -3725822; CONTRIBUTIONS - -23050; COLUMBUS REGIONAL SENIOR LIVING INC 707 CENTER STREET COLUMBUS GA 31901 582628502 HEALTHCARE GA 501(c)(3) Type III-FI phc false PIEDMONT HOSPITAL INC 1968 PEACHTREE ROAD NW ATLANTA GA 30309 580566213 HOSPITAL GA 501(c)(3) 3 PHC false FAYETTE COMMUNITY HOSPITAL INC 1255 HIGHWAY 54 WEST FAYETTEVILLE GA 30214 582232328 HOSPITAL GA 501(c)(3) 3 PHC false PIEDMONT MOUNTAINSIDE HOSPITAL INC 1266 HIGHWAY 515 SOUTH JASPER GA 30143 352228583 HOSPITAL GA 501(c)(3) 3 PHC false PIEDMONT NEWNAN HOSPITAL INC 745 POPLAR ROAD NEWNAN GA 30265 205077249 HOSPITAL GA 501(c)(3) 3 PHC false PIEDMONT HEALTHCARE FOUNDATION INC 2001 PEACHTREE ROAD NE SUITE 400 ATLANTA GA 30309 581272768 FUNDRAISING GA 501(c)(3) Type I PHC false PIEDMONT HENRY HOSPITAL INC 1133 EAGLES LANDING PKWY STOCKBRIDGE GA 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