2025-05-15T15:52:08+00:00 2024-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2023-07-01 205077249 Piedmont Newnan Hospital Inc PIED 6788542470 745 POPLAR ROAD Newnan GA 30265 MR MICHAEL ROBERTSON VP CORPORATE F INANCE 6788542470 2025-05-15 true Whitney B Hebron P01226647 4042223000 2025-05-15 2023 2025-03-06 01:10:19Z MR MICHAEL ROBERTSON 745 POPLAR ROAD Newnan GA 30265 473818599 false X WWW.PIEDMONTNEWNAN.ORG X 2007 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT 10 6 1643 170 0 0 12608 15024 426300218 471428767 -4059 -446275 2174448 2374808 428483215 473372324 89210 74600 0 118348011 127281092 0 0 234373144 259131283 352810365 386486975 75672850 86885349 310816841 308816106 183350517 185090780 127466324 123725326 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 357105992 74600 471458210 PIEDMONT NEWNAN HOSPITAL ("PNH") IS A 219-BED FACILITY LOCATED IN NEWNAN, GEORGIA, AND IS THE SOLE GENERAL HOSPITAL PROVIDER IN COWETA COUNTY. OVER 400 PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN THE CITY OF NEWNAN AND THE GREATER METROPOLITAN ATLANTA AREA, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2024, THE HOSPITAL HAD 12,166 IN-PATIENT ADMISSIONS WITH A TOTAL OF 56,742 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 68,555 AND OUTPATIENT VISITS TOTALED 110,330. SURGICAL SERVICES WERE PROVIDED TO 9,549 PATIENTS. 357105992 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 true false true true false false false false false false false false false false false false false false false true false false false true X 0 0 1643 true false false false false false false false false false false false false X 10 6 false false false false true true true true true false false false true true true true true true true false GA X MARIE GAFFNEY 4702716007 2727 PACES FERRY RD BLDG 2 STE ATLANTA GA 30339 MR MICHAEL ROBERTSON CEO/BOARD MEMBER/CHAIR 55.0 0 X X 798485 0 44832 DR DIANA SANTIAGO BOARD MEMBER 1.0 0 X 0 0 0 DR ERIC MITCHELL BOARD MEMBER 1.0 39.0 X 0 987566 41088 DR KAY CROSBY BOARD MEMBER 1.0 0 X 0 0 0 DR SHANKAR KANDASWAMY BOARD MEMBER 1.0 39.0 X 0 767729 45103 DR TIMOTHY BAKER BOARD MEMBER 1.0 0 X 0 0 0 MR CHRISTOPHER STEPHENS BOARD MEMBER 1.0 0 X 0 0 0 MR DOUWE BERGSMA BOARD MEMBER 1.0 54.0 X 0 664313 34248 MS CYNTHIA JENKINS BOARD MEMBER 1.0 0 X 0 0 0 MS TONYA WHITLOCK PHD 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 JOHN MILES CFO 55.0 0 X 511618 0 37786 MS VICKI KAISER COO 54.0 1.0 X 304822 0 42672 DR ROBERT MILLER CMO 39.0 1.0 X 545983 0 37285 MR ANANT MANDAPAKA MEDICAL PHYSICIST 40.0 0 X 219921 0 37684 MR DAVID COPELAN DIRECTOR - PHARMACY 40.0 0 X 231360 0 38253 MR RANDY HAYNES EXEC. 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PATIENT SVCS 40.0 0 X 198523 0 27845 MS JENNIFER KEY CNO 40.0 0 X 277678 0 24556 3088390 4852229 491212 164 false true false AYA HEALTHCARE INC 5930 CORNERSTONE CT W STE 300 SAN DIEGO CA 92121 HEALTHCARE STAFFING 7345981 NEOGENOMICS LABORATORIES INC 12701 COMMONWEALTH DR FT MYERS FL 33913 LAB SERVICES 683876 QUEST DIAGNOSTICS NICHOLS INSTITUTE INC 33608 ORTEGA HIGHWAY SAN JUAN CAPISTRANO CA 92675 LAB SERVICES 479736 SOUND PHYSICIANS OF GEORGIA II PC 1170 CLEVELAND AVE EAST POINT GA 30344 PHYSICIAN SERVICES 387042 PEDIATRIX MEDICAL GROUP OF GEORGIA PC 2701 N DECATUR RD DECATUR GA 30033 PHYSICIAN SERVICES 273771 10 15024 15024 PATIENT SERVICE REVENUE 621110 470985240 470985240 0 0 FITNESS CENTER 621500 255219 255219 0 0 OTHER OPERATING REVENUE 900099 188308 188308 0 0 0 0 0 0 471428767 796625 0 0 0 796625 0 796625 0 0 796625 0 0 0 446275 0 -446275 -446275 0 0 -446275 191780 0 191780 0 0 191780 CAFETERIA SALES 722514 1343158 0 0 1343158 FEE REVENUE 900099 28454 28454 0 0 VENDING REVENUE 621300 13802 0 0 13802 989 989 0 0 1386403 473372324 471458210 0 1899090 74600 74600 1676584 1475394 201190 0 101359063 89195975 12163088 0 17675048 15554042 2121006 0 6570397 5781949 788448 0 1400 0 1400 0 35863 0 35863 0 23221292 18776190 4445102 0 730989 721089 9900 0 16319886 15392999 926887 0 4462604 3346953 1115651 0 6934407 5816017 1118390 0 30009 20735 9274 0 16029 16029 0 0 5053840 5053840 0 0 7312439 7312439 0 0 12360506 11396518 963988 0 2640039 2640039 0 0 BAD DEBT EXPENSE 85062763 85062763 0 0 MEDICAL SUPPLIES & DRUGS 68449483 68449483 0 0 OTHER ADMINISTRATIVE EXPENSE 21923182 16442386 5480796 0 HOSPITAL TAX 4576552 4576552 0 0 0 0 0 0 386486975 357105992 29380983 0 2450 2300 0 19893 75416285 50507591 0 0 0 0 6560263 5799517 1955964 1673337 394827254 147200801 223694864 247626453 0 3187015 3187015 0 0 310816841 308816106 32866157 34587395 100161678 99551274 0 0 50322682 50952111 183350517 185090780 X 127061194 123209551 405130 515775 127466324 123725326 310816841 308816106 X 86885349 48201 -90674548 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 11690621 11690621 0 149437950 47538977 101898973 0 450327 212100 238227 0 111935570 85583440 26352130 0 121312786 13866284 107446502 247626453 MISCELLANEOUS OTHER LIABILITIE 50952111 50952111 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 5448494 0 5448494 0.0181 8786834 6903437 1883397 0.0062 8004977 6819585 1185392 0.0039 0 0 22240305 13723022 8517283 0.0283 819132 0 819132 0.0027 2893567 0 2893567 0.0096 1011046 0 1011046 0.0034 61211 0 61211 0.0002 32250 0 32250 0.0001 0 0 4817206 0 4817206 0.0160 0 0 27057511 13723022 13334489 0.0442 0 0.0 34617 0 34617 0.0001 93615 0 93615 0.0003 0 0.0 232 0 232 0.0000 0 0.0 0 0.0 37462 0 37462 0.0001 26907 0 26907 0.0001 0 0 192833 0 192833 0.0006 true 7443459 55073530 50773895 4299635 X true true 1 1 PIEDMONT NEWNAN HOSPITAL INC 745 POPLAR ROAD NEWNAN GA 30265 HTTPS://WWW.PIEDMONT.ORG/ 038-632 X X X PIEDMONT NEWNAN HOSPITAL INC 1 false false true X X X X X X X X 21 true false false true X https://www.piedmont.org/media/file/2022-11-PNH-Community-Health-Needs-Assessment.pdf X X true 22 true THE BOARD OF DIRECTORS FOR PIEDMONT NEWNAN 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 NEWNAN HOSPITAL, INC.. AS A PART OF OUR PROCESS, WE INTERVIEWED NEARLY 245 STAKEHOLDERS, POLICY MAKERS AND LAWMAKERS REPRESENTING PUBLIC HEALTH, LOW-INCOME POPULATIONS, MINORITIES, CHRONIC CONDITIONS, OLDER ADULTS, AND OUR COMMUNITIES. THESE INCLUDED 12 STAKEHOLDERS WITHIN THE PIEDMONT NEWNAN COMMUNITY, WHO GAVE THEIR PERSPECTIVES ON COMMUNITY HEALTH THROUGH THE LENS OF THEIR ROLE WITHIN THE COMMUNITY. THESE INTERVIEWS WERE CONDUCTED FOR PEOPLE REPRESENTING THE ENTIRE REGION. SPECIFICALLY, WE INTERVIEWED REPRESENTATIVES OF LOCAL AND REGIONAL PUBLIC HEALTH ENTITIES, MINORITY POPULATIONS, FAITH-BASED COMMUNITIES, LOCAL BUSINESS OWNERS, THE PHILANTHROPIC COMMUNITY, MENTAL HEALTH AGENCIES, ELECTED OFFICIALS AND INDIVIDUALS REPRESENTING OUR MOST VULNERABLE PATIENTS. THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS AND LEADERSHIP FROM ALL 19 HOSPITALS WERE ACTIVELY INFORMED AND ENGAGED THROUGHOUT THIS PROCESS. Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - PIEDMONT NEWNAN HOSPITAL, INC.. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT NEWNAN HOSPITAL SENT COPIES TO EACH PARTICIPANT IN THE CHNA PROCESS, DISTRIBUTED THE ASSESSMENTS TO COMMUNITY CENTERS AND OTHER LOCATIONS THAT PRIMARILY SERVE AN UNINSURED POPULATION, SENT COPIES TO LEGISLATIVE AND ELECTED OFFICIALS, AND WIDELY DISTRIBUTED THE ASSESSMENTS TO OTHER PIEDMONT HEALTHCARE HOSPITALS. Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - PIEDMONT NEWNAN HOSPITAL, INC.. PIEDMONT NEWNAN HOSPITAL CONDUCTED ITS FOURTH CHNA DURING FY22, AGAIN BY ASSESSING PUBLICLY AVAILABLE DATA, INTERVIEWING COMMUNITY MEMBERS AND STAKEHOLDERS, CONDUCTING FOCUS GROUPS OF VULNERABLE POPULATIONS, INTERVIEWING PIEDMONT BOARD MEMBERS, AND SURVEYING PIEDMONT EMPLOYEES. THROUGH THIS PROCESS, PIEDMONT NEWNAN HOSPITAL DETERMINED AND PRIORITIZED THE COMMUNITY HEALTH NEEDS IT WOULD ADDRESS BASED ON THE NUMBER OF PERSONS AFFECTED, THE SERIOUSNESS OF THE ISSUE, WHETHER THE HEALTH NEED AFFECTED VULNERABLE POPULATIONS, AND THE AVAILABILITY OF COMMUNITY AND HOSPITAL RESOURCES NECESSARY TO ADDRESS THE ISSUE. ALL PRIORITIES ARE VIEWED THROUGH THE LENS OF HEALTH DISPARITIES, WITH PARTICULAR ATTENTION PAID TO IMPROVING OUTCOMES FOR THOSE MOST VULNERABLE DUE TO INCOME AND RACE. BASED ON THE CHNA, PIEDMONT NEWNAN HOSPITAL IS CURRENTLY FOCUSING ON: (1) ENSURING AFFORDABLE ACCESS TO HEALTH, MENTAL, AND DENTAL CARE (2) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, CANCER (3) PROMOTING HEALTHY BEHAVIORS TO REDUCE PREVENTABLE CONDITIONS, DISEASES, AND ADDICTION (4) REDUCING PREVENTABLE INSTANCES OF, AND DEATHS FROM, HEART DISEASE 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 includes 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 $386,486,975, LESS BAD DEBT EXPENSE OF $85,062,763 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. PNH PROVIDES CARE TO PATIENTS WHO MEET CERTAIN CRITERIA UNDER ITS CHARITY CARE POLICY WITHOUT CHARGE OR AT AMOUNTS LESS THAN ITS ESTABLISHED RATES. AMOUNTS DETERMINED TO QUALIFY AS CHARITY CARE ARE NOT REPORTED AS REVENUE. Schedule H, Part III, Line 8 MEDICARE SHORTFALLS AS COMMUNITY BENEFIT The amount reported in Part III, Line 6, was calculated following Schedule H instructions by utilizing allowable Medicare costs as reported in the Medicare cost report, which Piedmont bases on a cost-to-charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients since the Medicare cost report excludes many direct patient care costs that are essential to providing quality healthcare for Medicare patients. For example, specific coverage fees to physicians, Medicare C and D costs, and other similar direct patient care expenses are expressly excluded from allowable costs in the Medicare Cost Report. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with governmental health insurance, such as Medicare, are an indication the hospital operates to promote health in the community. Piedmont's policy is to treat Medicare patients regardless of how much Medicare pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls the hospital will absorb in honor of its commitment to treating elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 9b COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. Schedule H, Part VI, Line 2 NEEDS ASSESSMENT As a designated 501(c)(3) nonprofit hospital, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to understand local health challenges better, identify health trends in the community, determine gaps in the current health delivery system, and craft a plan to address those gaps and the identified health needs. In FY22, Piedmont conducted its fourth triennial CHNA, and FY24 was the second year of activities outlined in its subsequent Implementation Strategy. The CHNA was led by the Piedmont Healthcare community benefits team and consulting organization Public Goods Group (PGG), with input and direction from Piedmont leadership and Piedmont Healthcare's Department of External Affairs. Process The CHNA defined its community as its home county due to the impact of its tax-exempt status. Property taxes comprise a hospital's largest tax exemption segment, impacting county revenues. Because of this, Piedmont aims to ensure it provides ample benefit to its county and community. Additionally, Piedmont considers patient origin, especially that of lower-income patients who qualify for financial assistance or receive insurance coverage through Medicaid. Piedmont's secondary communities are considered the areas with the highest concentration of patients fitting that criterion, including those from nearby communities. Once Piedmont established its primary and secondary communities, it analyzed available public health data, including resources from the US Census, US Health and Human Services Community Health Status Indicators, US Department of Agriculture, Economic Research Service, National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings and Georgia Online Analytical Statistical Information System (OASIS). All figures within the CHNA were for 2020 unless otherwise noted. Health indicators are estimates provided by County Health Rankings and the team internally sourced hospital data. PGG then interviewed key stakeholders with particular expertise or knowledge of the community. Specifically, PGG interviewed representatives of local and regional public health entities, minority populations, faith-based communities, local business owners, philanthropic communities, mental health agencies, elected officials, and individuals representing the community's most vulnerable patients. Piedmont conducted an internal survey system for both clinical and non-clinical employees. Piedmont gathered information on knowledge and understanding of community benefits, current programs, and suggestions for better serving patients and the overall community, regardless of where they receive care. Approximately 1,050 employees spanning the system responded. Additionally, Piedmont conducted a community-based survey that was widely advertised to the community. Once Piedmont gathered qualitative and quantitative data, Piedmont authored the preliminary report, which was vetted and reviewed by hospital and health system leadership. This report identified several key community health needs during the assessment process. The community benefits department recommended priorities with sign-off from hospital and board leadership. Piedmont used the following criteria to establish the priorities: - The number of people affected; - The seriousness of the issue; - Whether the health need particularly affected people living in poverty or reflected health disparities; and, - Availability of community and/or hospital resources to address the need. Piedmont views all priorities through the lens of health disparities, with particular attention paid to improving outcomes for those most vulnerable due to income and race. The chosen priorities reflected a collective agreement on what hospital leadership, staff, and the community felt was most important and within its ability to impact the issue positively. Once leadership approved the priorities, Piedmont authored the CHNA. Piedmont presented its findings and recommendations to the hospital's board of directors for their input and approval. FY22 priorities A key CHNA component is identifying the top health priorities the hospital will address over fiscal years 2023, 2024, and 2025. These priorities will guide the hospital's community benefit work. They are, in no order: - Ensure affordable access to health, mental, and dental care - Reduce preventable instances of and deaths from cancer - Promote healthy behaviors to reduce avoidable conditions, diseases, and addiction - Reduce preventable cases of and deaths from heart disease With each priority, Piedmont will work to achieve more significant health equity by reducing the impact of poverty and other socioeconomic indicators, building health equity into its work, which the hospital demonstrates through its implementation strategies. Hospital leadership and staff then developed the subsequent implementation strategy to address the identified priorities in the FY22 community health needs assessment. The implementation strategy was designed to be executed over three years. It included specific metrics by which hospital staff and the community could evaluate its work and impact. Piedmont developed the implementation strategy by utilizing community feedback from the assessment in partnership with the system community benefits department, system leadership, and the hospital's board of directors. Piedmont included proven and successful interventions and programming, investing further in work with the best chance of creating positive, sustainable change. Schedule H, Part VI, Line 3 PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY Piedmont understands that not everyone can pay their hospital bill due to their insurance status or limited income, and because of this, each hospital offers financial assistance to qualifying patients. Notification about financial assistance includes, but is not limited to, a dedicated contact number, notices within inpatient bills, and posted notices in key hospital areas. These locations are the emergency room, admitting and registration departments, business office, and patient financial services offices on site. Piedmont also publishes and widely publicizes a plain language summary of this financial assistance care policy and its full policy on its website. Any staff member can refer a patient to the financial assistance department, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors. The patient may request financial assistance from a family member, close friend, or associate of the patient, subject to applicable privacy laws. Additionally, Piedmont provides copies of its financial assistance policy to partner clinics and others who work closely with low-income populations. Piedmont helps its partners understand the policy and how it relates to their populations, and it receives feedback on improving its financial assistance programming. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION While Piedmont Newnan serves patients from all over northeast Georgia, the hospital considers its community to be Coweta County in recognition of the direct impact of its tax-exempt status on county residents. In Coweta County, an average of more than 144,900 people lived in the 441-square-mile area each year between 2017 and 2021. The population density for this area, estimated at approximately 330 people per square mile, is greater than the national average population density of 93 people per square mile. The ZIP code with the highest concentration of people was 30263 (Newnan), which 40 percent of the county's population called home. Coweta is mostly urban, as 55 percent of community members lived within an urban setting. The ZIP codes with the highest concentration of rural population were 30289 (Turin) and 30275 (Sargent), and, like in most of Georgia, rural populations in Coweta are overwhelmingly white. Coweta County is growing, having seen a 15 percent jump in total population between 2010 and 2020. An average of about nine percent of the population were veterans each year from 2017 to 2021, and nearly half of those were aged 65 and older. Approximately 11 percent of the population - about 16,540 people - lived with a disability. Most of that population was above the age of 65. Between 2017 and 2021, about 70 percent of all Coweta County residents were white, 17 percent were African American, seven percent were Hispanic/Latino, two percent were Asian, and the remaining three percent were comprised of other races. About 24 percent of the population was 17 or younger, 14 percent were above 65, and the remaining was between 18 and 64. About seven percent identified as being born outside of the US, and approximately half did not possess US citizenship status. Each year from 2017 to 2021, an average of nearly 10 percent of the population had no 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. Adults ages 18 to 64 are most likely to be uninsured, and that's true in Coweta County. On average, about 14 percent of adults ages 18 to 64 were uninsured each year from 2017 to 2021. Approximately six percent of teens and children under age 18 were uninsured. As with other indicators, race matters. Approximately 21 percent of Hispanic/Latino populations, 30 percent of Asian populations, 9 percent of Black or African American populations, and eight percent of white populations were uninsured. Between 2017 and 2021, the median household income was $83,486, much higher than state and national levels of $65,030 and $69,021, 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 nearly 8,400 community members at an average wage of $30,128 in 2019, according to the US Department of Commerce. Health care and social assistance was the next largest sector, employing about 7,300 workers at an average wage of $64,467. The third largest job sector was government and government enterprises, with over 5,800 employed at an average salary of $66,358. According to the 2017-2021 American Community Survey, about 78,000 people in the community were part of the labor force, and only 2,500 - about 3 percent - were unemployed as of May 2023. This figure has increased steadily since last year, when, in May 2022, 2.5 percent of the labor force was unemployed. The rate is nearly three times less than the unemployment rate in 2012. In Coweta County, like most of the state, minorities are far more likely to live in poverty. For example, on average, each year from 2017 to 2021, 12 percent of African Americans in Coweta County were living at or below poverty, as compared to about seven percent of the white population. Of the approximately 52,400 total occupied households in Coweta County, more than 13,000 - about 25 percent - of the population lived in cost-burdened households, in which housing costs are 30 percent or more of total household income. About 48% percent of these households were occupied by renters. Approximately 10 percent of households had costs that exceeded 50 percent of the household income, which places households in significant financial strain. In Coweta County, in 2019, only three of the county's 20 census tracts were food deserts. About 24,000 people lived within these census tracts. These tracts almost directly correspond with census tracts, demonstrating retailers authorized to take SNAP benefits. In Coweta County, like most of the state, those retailers tend to be convenience and discount stores that carry limited, if any, healthy foods. Increasingly, discount stores like Dollar General have some sort of produce section, which is inconsistent among communities. Low food access means living more than one mile (urban) or 10 miles (rural) from the nearest supermarket, supercenter, or large grocery store. This indicator is relevant because it highlights populations and geographies facing food insecurity. According to the 2019 Food Access Research Atlas database, 45 percent of the total population in the county has low food access, meaning more than 57,000 county residents may struggle to access healthy foods. This is much higher than the state and national rates of about 31 percent and 22 percent, respectively. ZIP code 30277 (Sharpsburg) has the highest rate of low food access at nearly 71 percent. Each year from 2017 to 2021, an average of about 10 percent of the Coweta County population were uninsured, a figure between the state rate of 13 percent and the national figure of nine percent. When looking only at adults, the uninsured rate jumps to 14 percent. Location matters; in ZIP codes 30230 (Hogansville) and 30220 (Grantville), the rates of uninsured adults were about 25 percent and 21 percent, respectively. In 2020, about 75 percent of adults aged 18 or older saw a doctor for a routine checkup the previous year. This measure is likely overreported and still lower than state and national averages. For Medicare recipients, this number jumps to around 85 percent of adult beneficiaries, which is above both state and national averages. Routine checkups are critical to maintaining good health and identifying conditions that can be treated affordably in a community-based setting. Absent that, even simple-to-treat conditions can escalate to deeper issues, eventually requiring more intensive care, later-stage diagnoses, or reduced life expectancy. Heart disease is the leading cause of death for both women and men in Coweta County, with a disproportionate impact on Black populations. Between 2016 and 2020, the age-adjusted death rate was about 187 deaths for every 100,000 people, an increase since its last CHNA, when the data rate was 221 deaths per every 100,000 people. When looking at race, there is a stark difference between African American and white populations. Although heart disease is the leading cause of death in the county, cancer remains a critical issue within the community. The average cancer incidence rate for Coweta County each year between 2016 and 2020 was about 460 incidences per every 100,000 people, which equates to an average diagnosis rate of 760 new cases each year. In 2019, over eight percent of adults aged 20 and older had diabetes, which is lower than the state rate of nearly 10 percent. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. Diabetes itself is frequently a killer and is the leading cause of death for minorities, particularly Hispanic/Latino populations. In 2020, approximately three percent of the county's population had a diagnosis of kidney disease, a rate on par with the national average and lower than the state average of three percent. In 2019, nearly 30 percent of the total population age 18 and older reported having high cholesterol. Too much cholesterol increases the risk of heart disease and stroke, two of the leading causes of death within the county. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH Piedmont Newnan 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 Newnan provided care to low-income patients at a cost of $7.3 million. Of that amount, Piedmont provided $5.4 million in direct financial assistance and covered $1.9 million in shortfalls from providing care to patients with Medicaid coverage. Piedmont Newnan also trained future healthcare professionals at a cost of $2.9 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. Throughout the year, the hospital supported the Coweta Samaritan Clinic by providing Epic electronic medical records, sharing staff to help low-income patients presenting at the hospital, and sponsoring annual events. Additionally, Piedmont physicians volunteered monthly at the clinic. Piedmont Newnan staff provided cardiology screenings, endocrinology services, mammograms, and breast ultrasounds to uninsured individuals at the Coweta Samaritan Clinic monthly at a cost of over $100,000. Piedmont Newnan hosted monthly blood drives in partnership with the American Red Cross at a cost of $18,000, providing an opportunity for the community to donate blood. Throughout FY24, Piedmont Newnan hosted classes to educate pregnant women and their partners on baby basics, infant CPR, breastfeeding tips, and childbirth basics at a cost of approximately $10,000. The hospital also hosted monthly support groups for parents with newborns in the NICU. In FY24, Piedmont Newnan provided support services free of charge to more than 380 cancer patients in the community through its Cancer Wellness programming, offering 18 diverse classes and services such as art, cooking, exercise, and massage therapy. The hospital engaged its community through a panel discussion on lung cancer trends, facilitated a monthly oncology support group, and successfully increased low-dose CT lung screenings. The hospital's partnership with the Coweta Samaritan Clinic for the Mammogram Voucher Program (MVP) provides crucial healthcare services, including free screening mammograms, diagnostic mammograms, and breast ultrasounds for uninsured women, reinforcing the hospital's commitment to community health. In FY24, Piedmont Newnan's Sixty Plus Social Workers took proactive steps in supporting its community's healthy aging and dementia care needs. Through a monthly dementia caregiver support group, Sixty Plus social workers offered valuable guidance and assistance to an average of seven individuals each month, providing crucial resources for navigating common dementia-related challenges. Additionally, the Sixty Plus team conducted complimentary consultations for Piedmont patients and caregivers, sharing expertise to help address specific concerns related to aging. In July 2023, Piedmont Newnan donated school supplies to Coweta Family Connection, which were then distributed to the underserved community of Coweta County. The Coweta Family Connection coordinates vital resources for low-income and vulnerable community members. By convening social services, health providers, and community leaders, the organization develops, implements, and evaluates plans that address the serious challenges facing Coweta's children and families. The group meets monthly. In July 2023, Piedmont Newnan supported the Firecracker Walk in connection with Newnan City Church. The proceeds went to shelters for people experiencing homelessness and Backpack Buddies, which provides food to students who would not have access throughout the summer. In August 2023, Piedmont Newnan sponsored the Rutledge Center for $2,000 to support their learning/technology and the Keep It Moving opportunity for adults with a learning disability. In September 2023, Piedmont Newnan sponsored Habitat for Humanity for $500, which is pooled with other funds to help build homes for underserved community members. In October 2023, Piedmont Newnan sponsored the Mt. Gilead UMC Cancer Car Show for $2,000. This event aimed to raise funds to support cancer-impacted patients throughout Coweta County. In November 2023, Piedmont Newnan supported It's The Journey for $5,000. This organization strives to support Georgia's breast cancer community by raising funds for breast health and cancer programs. That month, the hospital sponsored the Newnan Coweta Angels House, Inc., for $1,200. This organization provides a safe and secure home environment for teens in foster care so that emotional healing and development of personal and family living skills may occur. The hospital also sponsored the Southern Crescent Sexual Assault and Child Advocacy Center 5K Run/Walk for $500 in November 2023. This organization supports crisis support, victim advocacy, forensic medical examinations, forensic interviewing, counseling, education, and outreach. In November 2023, Piedmont Newnan hosted a Thanksgiving Can-A-Thon. All canned goods were donated to the Newnan Junior Service League to support local food banks. In January 2024, Piedmont Newnan sponsored the Abby's Angels Color Run for $500, which provided school supplies for those who needed them. Abby's Angels provides "Abby's Closet" to the local school system. Abby Angels stocks each closet with school supplies for those who need them. The hospital also sponsored the Boys and Girls Club fundraiser Oscar Night for $6,000 that month. Boys and Girls Club programs help kids in underserved communities succeed in school, live healthy, and become leaders. That same month, Piedmont Newnan sponsored the Elevate Coweta Be Mine Dinner: Hats and Hooves for $2,500. This dinner funds students to succeed in school, the community, and life through education on basic needs, mental health, attendance, behavior, course performance, life skills, and college/career readiness. In January 2024, Piedmont Newnan collected and donated blankets, scarves, hats, and gloves to One Roof in Coweta County. One Roof provides food, clothing, and financial assistance to those in need and shelter to women and children. In February 2024, Piedmont Newnan sponsored Bike Coweta for $2,500. Bike Coweta advocates for the safety of local and visiting cyclists in the county. Bike Coweta's goal is to provide a safe and bicycle-friendly community to local citizens and to encourage cycling tourism as a source of regional economic impact. The hospital sponsored the Keris Kares 5K Royal Run for $1,000 that month. Keris Kares was established in memory of Keris Bembry as a means to provide advocacy and critical support for families faced with a pediatric cancer diagnosis. In February 2024, Piedmont Newnan sponsored the More Music Foundation Festival for $1,000. This annual fundraiser to support More Music is committed to providing music education programs to at-risk youth and cultivating community through the unifying art of learning to play music. In March 2024, Piedmont Newnan participated in the two-day Coweta County Senior Health and Wellness Fair, which reached more than 700 local seniors. Staff provided blood pressure checks and social care resources to seniors. The hospital sponsored Coweta CASA (Court Appointed Special Advocates) that month for $500. Funds from this sponsorship will go towards an 80s Prom for children in foster care in Coweta County. In April 2024, Piedmont Newnan sponsored the SWAY MTB Club for $500. The SWAY MTB Club helps get more kids on bikes in Georgia while building strong minds and bodies through mountain biking. Staff also volunteered at the Coweta County Special Olympics for $1,125. The Olympics are hosted once a year for children and adults with intellectual disabilities. In June 2024, Piedmont Newnan sponsored the Another Way Foundation Suicide Prevention Walk for $1,200, which expanded the scope of mental health and addictive disease services through compassion, education, and innovative and individualized care. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH, CONTINUED In June 2024, Piedmont Newnan participated in the Yeager Road Community Resource Center Health & Wellness Expo. Staff provided information on stroke, women's health, rehabilitation services, and Empowering You social care. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Newnan 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 NEWNAN 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 NEWNAN 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 NEWNAN HOSPITAL, INC.: Line 16c URL: www.piedmont.org/media/file/2020-10-PHC-Financial-Assistance-Plain-Language-Summary-English.pdf; true BOYS & GIRLS CLUBS OF METRO ATLANTA 2880 DRESDEN DR CHAMBLEE GA 30341 580566123 501(C)(3) 6000 PROGRAM SUPPORT 1 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 MICHAEL ROBERTSON CEO/BOARD MEMBER/CHAIR 486596 0 201906 0 109983 0 19800 0 25032 0 843317 0 68742 0 MR DOUWE BERGSMA BOARD MEMBER 0 426063 0 200035 0 38215 0 19800 0 14448 0 698561 0 0 DR ERIC MITCHELL BOARD MEMBER 0 864345 0 0 0 123221 0 0 0 41088 0 1028654 0 0 DR SHANKAR KANDASWAMY BOARD MEMBER 0 488916 0 0 0 278813 0 19800 0 25303 0 812832 0 0 MR THOMAS ARNOLD TREASURER/CFO PHC 0 711656 0 360250 0 196192 0 19800 0 19710 0 1307608 0 107975 MS ELIZABETH LEDDY SECRETARY/CLO PHC 0 612535 0 395529 0 156459 0 19800 0 20550 0 1204873 0 93683 MR JOHN MILES CFO 390935 0 100883 0 19800 0 19800 0 17986 0 549404 0 0 0 MS VICKI KAISER COO 237206 0 62377 0 5239 0 18065 0 24607 0 347494 0 0 0 DR ROBERT MILLER CMO 408635 0 105322 0 32026 0 19800 0 17485 0 583268 0 0 0 MS JENNIFER KEY CNO 218269 0 57564 0 1845 0 0 0 24556 0 302234 0 0 0 MR DAVID COPELAN DIRECTOR - PHARMACY 207212 0 21900 0 2248 0 13762 0 24491 0 269613 0 0 0 MR ANANT MANDAPAKA MEDICAL PHYSICIST 217271 0 1025 0 1625 0 10714 0 26970 0 257605 0 0 0 MR RANDY HAYNES EXEC. DIR. PATIENT SVCS 170349 0 26906 0 1268 0 15731 0 12114 0 226368 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, ELIZABETH LEDDY, MICHAEL ROBERTSON AND DOUWE BERGSMA RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,000, A FIXED AMOUNT DETERMINED BY THEIR JOB LEVEL. THIS SPENDING ACCOUNT WAS INCLUDED IN THEIR TAXABLE WAGES. Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation THE COMPENSATION FOR THE PRESIDENT/CEO OF PIEDMONT NEWNAN HOSPITAL IS SET BY THE ENTITY'S PARENT, PIEDMONT HEALTHCARE, INC. PLEASE SEE THE SCHEDULE O NARRATIVE FOR FORM 990, PART VI, SECTION B, LINE 15A & 15B FOR ADDITIONAL INFORMATION. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan THE FOLLOWING INDIVIDUALS RECEIVED PAYMENTS FROM THEIR SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: THOMAS ARNOLD $107,975 ELIZABETH LEDDY $93,683 MICHAEL ROBERTSON $68,742 DOUWE BERGSMA PARTICIPATED IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN BUT DID NOT RECEIVE A CURRENT YEAR PAYMENT. Schedule J, Part I, Line 7 Non-fixed payments CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. A COWETA COUNTY DEVELOPMENT AUTHORITY 581057672 223658QF5 2019-11-07 85670000 REFUNDING false false false A 101998930 101997646 2019 true false true true A false false false false 0.01 0.01 false false true A false true false false false false false false true A true Schedule K, Part I, Column (f) BOND A - THE PROCEEDS OF THE SERIES 2019 BOND ARE TO REFINANCE THE COWETA COUNTY DEVELOPMENT AUTHORITY SERIES 2010 BOND ISSUED ON OCTOBER 27, 2010. Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2023 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT NEWNAN HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902), PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. Form 990, Part VI, Line 6 Classes of members or stockholders PIEDMONT HEALTHCARE, INC., (EIN 58-1503902) IS THE SOLE MEMBER OF PIEDMONT NEWNAN HOSPITAL ("PNH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT NEWNAN HOSPITAL'S SOLE MEMBER APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT NEWNAN HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT NEWNAN HOSPITAL'S BOARD POLICIES AND DECISIONS MUST BE FILED, IMMEDIATELY AFTER ADOPTION, WITH THE SECRETARY OF THE PIEDMONT HEALTHCARE BOARD OF DIRECTORS. SUCH POLICIES AND DECISIONS OF THE PIEDMONT NEWNAN HOSPITAL BOARD OF DIRECTORS ARE NOT SUBJECT TO THE APPROVAL OF OR RATIFICATION BY THE PIEDMONT HEALTHCARE BOARD, BUT SHOULD THE NEED ARISE, THEY MAY BE RESCINDED BY THE PIEDMONT HEALTHCARE BOARD THROUGH A MAJORITY VOTE OF ITS DIRECTORS. Form 990, Part VI, Line 11b Review of form 990 by governing body INFORMATION NEEDED TO PREPARE PIEDMONT NEWNAN HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PNH'S CONTROLLER AND VP/CFO. THE 990 IS THEN PREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DEPARTMENT AND SUBMITTED TO AN EXTERNAL TAX PREPARER FOR REVIEW. PRIOR TO FILING, COPIES OF FORM 990 ARE PROVIDED TO THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC., THE ORGANIZATION'S SOLE MEMBER, FOR BOARD REVIEW. Form 990, Part VI, Line 12c Conflict of interest policy COMPLIANCE WITH THE ORGANIZATION'S CONFLICT OF INTEREST POLICY IS MONITORED AND ENFORCED BY ORGANIZATION MANAGEMENT IN COORDINATION WITH PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER. ALL SENIOR LEADERS, BOARD MEMBERS, PHYSICIAN EMPLOYEES, NURSE PRACTITIONERS/PHYSICIAN ASSISTANTS AND EMPLOYEES AND NON-EMPLOYEES ENGAGED IN RESEARCH ARE REQUIRED TO ANNUALLY DISCLOSE ALL MATTERS WHICH COULD POTENTIALLY CONSTITUTE A CONFLICT OF INTEREST. MATTERS DISCLOSED UNDER THE POLICY MUST BE REVIEWED IN WRITING BY THE PIEDMONT HEALTHCARE CONFLICT OF INTEREST COMMITTEE IN ORDER TO DETERMINE WHETHER A CONFLICT EXISTS AND, IF SO, WHETHER TO ELIMINATE OR MANAGE THE CONFLICT. ALL BOARD MEMBERS AND EMPLOYEES OF PIEDMONT NEWNAN HOSPITAL ARE PROVIDED TRAINING ON CONFLICT OF INTEREST ISSUES, INCLUDING REPORTING REQUIREMENTS, AT NEW EMPLOYEE ORIENTATION AND AT LEAST ANNUALLY THEREAFTER. NONCOMPLIANCE WITH THE CONFLICT OF INTEREST POLICY MUST BE REPORTED TO PIEDMONT HEALTHCARE'S SENIOR VICE PRESIDENT OF COMPLIANCE FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. Form 990, Part VI, Line 15a Process to establish compensation of top management official COMPENSATION FOR EXECUTIVES OF PIEDMONT NEWNAN HOSPITAL IS SET BY THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC. THE PIEDMONT HEALTHCARE, INC., BOARD OF DIRECTOR'S EXECUTIVE PERFORMANCE AND COMPENSATION COMMITTEE ("THE COMMITTEE") IS COMPOSED OF AT LEAST THREE MEMBERS OF THE PHC BOARD OF DIRECTORS, SERVING TERMS OF THREE YEARS, AND THE MAJORITY OF WHICH ARE COMMUNITY DIRECTORS WHO GENERALLY DO NOT HAVE CONFLICTS OF INTEREST RELATED TO FULFILLMENT OF THE DUTIES AS OUTLINED BELOW. THE COMMITTEE OVERSEES EXECUTIVE PERFORMANCE AND COMPENSATION ON BEHALF OF THE PHC BOARD, SUBJECT TO THE ULTIMATE AUTHORITY AND OVERSIGHT OF THE BOARD. THE COMMITTEE ALSO FORMULATES POLICIES AND MAKES DECISIONS IN ORDER TO ENSURE A HIGH LEVEL OF EXECUTIVE PERFORMANCE. THE COMMITTEE IS AUTHORIZED TO ACT ON BEHALF OF THE PHC BOARD AS SET OUT IN ITS CHARTER, AND THE COMMITTEE IS ALSO CHARGED WITH PROVIDING RECOMMENDATIONS AND PERIODIC REPORTS TO THE PHC BOARD REGARDING EXECUTIVE PERFORMANCE AND COMPENSATION. ALL DECISIONS AND COMPARABILITY DATA ARE DOCUMENTED IN THE COMMITTEE MEETING MINUTES. FUNCTIONS OF THE COMMITTEE: - ASSESS AND IMPLEMENT POLICIES REGARDING PERFORMANCE, COMPENSATION AND BENEFITS OF THE PRESIDENT/CEO AND OTHER EXECUTIVES AS DETERMINED BY THE COMMITTEE - SELECT AN EXECUTIVE COMPENSATION CONSULTANT WHO REPORTS TO THE COMMITTEE - ANNUALLY REVIEW THE PRESIDENT/CEO SUCCESSION PLAN - FORMULATE AND IMPLEMENT ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO, AND REVIEW AND APPROVE ANNUALLY RECOMMENDATIONS FROM THE PRESIDENT/CEO RELATING TO COMPENSATION, PERFORMANCE OBJECTIVES, AND SUCCESSION PLANS FOR EVP EXECUTIVES - ANNUALLY ASSESS PRESIDENT/CEO PERFORMANCE; IF NECESSARY, IMPLEMENT ACTION PLAN WITH PRESIDENT/CEO INPUT TO IMPROVE HIS/HER PERFORMANCE; ADJUST COMPENSATION AS APPROPRIATE; THE COMMITTEE CHAIR SHALL CONSULT WITH THE PHC GOVERNANCE COMMITTEE CHAIR AND THE PHC BOARD CHAIR AND SHALL COORDINATE THE ANNUAL PERFORMANCE REVIEW OF THE PHC PRESIDENT/CEO, UNLESS THE PHC BOARD CHAIR HAS A REAL OR PERCEIVED CONFLICT OF INTEREST, IN WHICH CASE THE COMMITTEE CHAIR SHALL DETERMINE THE PROPER REVIEW PROCESS - REVIEW AND APPROVE LONG-TERM AND SHORT-TERM GOALS TO BE USED IN CONNECTION WITH EVP COMPENSATION PROGRAMS AS RECOMMENDED BY THE PRESIDENT/CEO AND VALIDATED BY THE COMPENSATION CONSULTANT - PERIODICALLY REVIEW COMPENSATION, IF ANY, FOR THE PHC BOARD CHAIR AND ALL BOARD CHAIRS OF THE PHC SUBSIDIARIES - ESTABLISH OTHER POLICIES AND PROCEDURES, AND PERFORM OTHER TASKS, RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. Form 990, Part VI, 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 VIII, Line 11d Other Miscellaneous Revenue OTHER REVENUE - Total Revenue: 989, Related or Exempt Function Revenue: 989, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances CONTRIBUTIONS - -6092; BOOK/TAX DIFFERENCES - 40825; CHANGE IN TEMP. ASSETS - 110646; CHANGE IN UNREST. 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false false false false true true false false