2021-05-17T15:17:31-05:00 2020-06-30 KPMG LLP 300 North Greene Street Suite 400 Greensboro NC 27401 990 2019-07-01 331216751 Hughston Hospital Inc % MARIE GAFFNEY HUGH 7066606103 707 Center Street Columbus GA 31901 MARIE GAFFNEY VP CORPORATE FINANCE 4044251303 2021-05-17 true WHITNEY B HEBRON P01226647 3362753394 2021-05-13 2019 2022-09-23 18:48:47Z PIEDMONT COLUMBUS REGIONAL-NORTHSIDE MR M SCOTT HILL 707 Center Street Columbus GA 31901 92175425 false X www.piedmont.org X 2008 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 13 10 534 400 0 0 0 2013015 90860153 89896892 594865 265518 0 0 91455018 92175425 15208 0 0 0 28017105 31650759 0 0 0 55144392 58389797 83176705 90040556 8278313 2134869 83582749 85888308 56343641 68970475 27239108 16917833 TO PROVIDE HEALTHCARE MARKED BY COMPASSION AND SUSTAINABLE EXCELLENCE IN A PROGRESSIVE ENVIRONMENT, GUIDED BY PHYSICIANS, DELIVERED BY PROFESSIONALS, AND INSPIRED BY THE COMMUNITIES WE SERVE. false false 84187064 0 89896892 HUGHSTON HOSPITAL ("PH") IS A 100-BED FACILITY THAT SERVES THE CITY OF COLUMBUS IN MUSCOGEE COUNTY, GEORGIA. OUR PRIMARY CARE AND SPECIALTY PHYSICIANS ON THE MEDICAL STAFF MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN THE CITY AND THE GREATER COLUMBUS MARKET, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2020, THE HOSPITAL HAD 4,158 IN-PATIENT ADMISSIONS WITH A TOTAL OF 20,054 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 25,877 AND OUTPATIENT VISITS TOTALED 9,048. SURGICAL SERVICES WERE PROVIDED TO 4,904 PATIENTS. 84187064 true false false false false false false false false true false false false true true false true false false false false false false false false true true false false true false false false false false false false false false false false false false true false false false true X 0 0 534 true false false false false false false false false false false false false X 13 10 false false false false true true true true true false false false true true true true true true true false GA X MARIE GAFFNEY 4702716007 2727 PACES FERRY RD BLDG 2 STE 70 ATLANTA GA 30339 X Mr M Scott Hill Board Member & CEO CRHS 5.0 50.0 X 0 1797456 122382 Mr Michael Mandl Board Member 1.0 54.0 X 0 1323176 131706 Mr Michael McAnder Treasurer 1.0 54.0 X 0 1036007 130895 Ms Elizabeth Leddy Secretary 1.0 54.0 X 0 843536 107225 Dr Todd Jarrell Board Member 1.0 54.0 X 0 457628 9404 Ms Laura Drew COO 5.0 50.0 X 0 392048 28988 Mr Allen Holladay CFO 5.0 50.0 X 0 381626 17876 Ms Holly Lehmberg Exec. 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UNDER THE REQUIREMENTS OF ASC 740, TAX-EXEMPT ORGANIZATIONS MAY BE REQUIRED TO RECORD AN OBLIGATION AS THE RESULT OF A TAX POSITION THEY HAVE HISTORICALLY TAKEN ON VARIOUS UNCERTAIN TAX EXPOSURE ITEMS. THERE WERE NO MATERIAL UNCERTAIN TAX POSITIONS AT JUNE 30, 2020 AND 2019. true true X true X 300. true X true true false true true 1937357 1937357 0.02250 926668 914599 12069 0.00010 1040491 26066 1014425 0.01180 3904516 940665 2963851 0.03440 3904516 940665 2963851 0.03440 true 2277882 0 17688305 18720758 -1032453 X true true 1 1 HUGHSTON HOSPITAL INC 707 CENTER STREET COLUMBUS GA 31901 WWW.piedmont.org 106-659 X X X HUGHSTON HOSPITAL INC 1 false false true X X X X X X X X 18 true true false true X SEE PART V X X true 19 true SEE PART V false true X 300. 300. X true true X X X X true X SEE PART V X SEE PART V X SEE PART V X X X X X X true X false X X X X true X false false HUGHSTON HOSPITAL, INC.: Schedule H, PART V, SECTION B, LINE 5: COMMUNITY REPRESENTATION As a part of our process, we interviewed 31 key stakeholders and policy makers that represent public health, low-income populations, uninsured and uninsured persons, minorities, chronic conditions, older adults, and lawmakers. Further, in December 2018 and December 2019, 133 key stakeholders within the Piedmont Columbus Hospital community, including Hughston Hospital, provided their thoughts on community health, community assets and the role of the hospital in addressing unmet community health needs via a web survey. Below are the results of that survey. These interviews were conducted for people representing the entire region, including Muscogee County. 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 11 hospitals were actively informed and engaged throughout this process. Schedule H, PART V, SECTION B, LINE 6A: COMMUNITY HEALTH NEEDS ASSESSMENT THE COMMUNITY HEALTH NEEDS ASSESSMENT WAS CONDUCTED FOR PIEDMONT COLUMBUS REGIONAL HEALTHCARE SYSTEM, FEIN 58-1719994, WHICH INCLUDES THE MEDICAL CENTER, INC., FEIN 58-1685139, AND HUGHSTON HOSPITAL, INC., FEIN 33-1216751. Schedule H, PART V, SECTION B, LINE 7a: CHNA REPORT WEBSITE https://www.piedmont.org/media/file/PCR-FY19-CHNA-Strategy.pdf Schedule H, PART V, SECTION B, LINE 7d: PUBLIC AVAILABILITY OF CHNA IN ADDITION TO MAKING ITS CHNA AVAILABLE ON ITS WEBSITE AND BY REQUEST, HUGHSTON 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 10a: IMPLEMENTATION STRATEGY THE BOARD OF DIRECTORS FOR HUGHSTON HOSPITAL UNANIMOUSLY APPROVED ITS IMPLEMENTATION STRATEGY FOR THE THREE YEAR PERIOD BEGINNING WITH FY20 ON OCTOBER 3, 2019, WITHIN THE GRACE PERIOD FOLLOWING THE APPROVAL OF THE NEW COMMUNITY HEALTH NEEDS ASSESSMENT. THE FOLLOWING LINK IS FOR THE IMPLEMENTATION STRATEGY EFFECTIVE THROUGH JUNE 30, 2022. THE IMPLEMENTATION STRATEGY IS LOCATED AFTER THE COMMUNITY HEALTH NEEDS ASSESSMENT IN THE FOLLOWING LINK. https://www.piedmont.org/media/file/PCR-FY19-CHNA-Strategy.pdf Schedule H, PART V, SECTION B, LINE 11: ADDRESSING COMMUNITY HEALTH NEEDS PIEDMONT HEALTHCARE ACQUIRED HUGHSTON HOSPITAL IN THE MIDST OF ITS THREE YEAR CHNA AND IMPLEMENTATION STRATEGY CYCLE UNDER ITS PREVIOUS OWNER. PIEDMONT HEALTHCARE IN CONJUNCTION WITH HUGHSTON HOSPITAL DEVELOPED THE NEW IMPLEMENTATION STRATEGY TO ADDRESS THE REGION'S PRIORITY NEEDS DURING FY20-22. THE HUGHSTON HOSPITAL BOARD OF DIRECTORS UNANIMOUSLY APPROVED THE NEW CHNA ON JUNE 6, 2019. BASED ON THE CHNA, HUGHSTON HOSPITAL WILL FOCUS ON THE FOLLOWING: (1) INCREASE ACCESS TO APPROPRIATE AND AFFORDABLE HEALTH AND MENTAL CARE FOR ALL COMMUNITY MEMBERS, AND ESPECIALLY THOSE WHO ARE UNINSURED AND THOSE WITH LOW INCOMES; (2) REDUCE OPIOID AND RELATED SUBSTANCE ABUSE AND OVERDOSE DEATHS; (3) DECREASE DEATHS FROM CANCER AND INCREASE ACCESS TO CANCER PROGRAMMING FOR THOSE LIVING WITH THE DISEASE (4) DECREASE THE IMPACT OF AND DEATHS FROM STROKE; (5) REDUCE RATES OF OBESITY AND INCREASE ACCESS TO HEALTHY FOODS AND RECREATIONAL ACTIVITIES; AND (6) DECREASE PREVENTABLE INSTANCES OF DIABETES AND DECREASE THE NUMBER OF PATIENTS WITH UNCONTROLLED DIABETES. Schedule H, PART V, LINE 16A: FINANCIAL ASSISTANCE POLICY WEBSITE https://www.piedmont.org/media/file/Financial-Assistance-Policy.pdf Schedule H, PART V, LINE 16B: FINANCIAL ASSISTANCE POLICY WEBSITE https://www.piedmont.org/media/file/Financial-Assistance-Application.pdf Schedule H, PART V, LINE 16C: FAP PLAIN LANGUAGE SUMMARY WEBSITE https://www.piedmont.org/media/file/Financial-Assistance-Plain-Language-Su mmary-English.pdf SCHEDULE H, PART VI, LINE 1: REQUIRED DESCRIPTIONS PUBLIC AVAILABILITY OF COMMUNITY BENEFIT REPORT Schedule H, Part I, line 6a Hughston Hospital regularly reports to the community its community benefit activities in several ways. Each year, the hospital prepares a systemwide community-benefit report that is widely distributed to the public through emailed versions sent to community stakeholders and community organizations, printed copies made available to community members upon request, and publication on the system's website. The hospital also makes available copies of its IRS Form 990 Schedule H on its website and available to anyone upon request. Additionally, the hospital presents its community benefit work within the health care system's annual report and the health care system's foundation annual report, which is widely distributed to the public through both printed copies made available to community members upon request and through publication on the system's website. Additionally, the report was mailed to hospital and system board members, state and local elected officials and other key stakeholders. The hospital provides information on community benefit programming to local, state and federal lawmakers through our government affairs office. Finally, the hospital issues media alerts on key community benefit programming, such as its community benefit grants program, to the public, and provides an annual impact report demonstrating the outcomes from those grants. PERCENT OF TOTAL EXPENSE SCHEDULE H, PART I, LINE 7(F) 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 $90,040,556 LESS BAD DEBT EXPENSE OF $3,873,278 FROM FORM 990, PART IX, LINE 24(C). FINANCIAL ASSISTANCE AND CERTAIN OTHER COMMUNITY BENEFITS AT COST SCHEDULE H, PART I, LINE 7 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. BAD DEBT EXPENSE CALCULATION AND FOOTNOTE SCHEDULE H, PART III, LINES 2-4 The provision for bad debts is based upon management's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage and other collection indicators. Periodically, management assesses the adequacy of the allowance for double accounts based upon historical write-off experience payer category. The results of the review are then used to make any modifications to the provision for bad debts to establish an appropriate allowance for uncollectible receivables. THE AMOUNT REPORTED ON PART III, LINE 3, WAS DETERMINED BY TAKING THE AVERAGE ACCEPTANCE RATE FOR ALL CHARITY CARE APPLICATIONS RECEIVED DURING THE YEAR MULTIPLIED BY THE NUMBER OF DENIALS THAT WERE ATTRIBUTABLE TO INSUFFICIENT INFORMATION. THAT TOTAL WAS THEN ADJUSTED DOWNWARD FOR THE ORGANIZATION'S USE OF PRESUMPTIVE ELIGIBILITY WHEN DETERMINING ITS COMMUNITY BENEFITS. BAD DEBT EXPENSE FOOTNOTE FROM CONSOLIDATED, AUDITED FINANCIAL STATEMENTS: THE PROVISION FOR BAD DEBTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. PERIODICALLY, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR DOUBTFUL ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCE BY PAYOR CATEGORY. THE RESULTS OF THIS REVIEW ARE THEN USED TO MAKE ANY MODIFICATIONS TO THE PROVISION FOR BAD DEBT TO ESTABLISH AN APPROPRIATE ALLOWANCE FOR UNCOLLECTIBLE RECEIVABLES. HUGHSTON HOSPITAL 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. BAD DEBT METHODOLOGY SCHEDULE H, PART III, LINE 4 The provision for bad debts is based upon management's assessment of historical and expected net collections considering business and economic conditions, trends in health care coverage and other collection indicators. Periodically, management assesses the adequacy of the allowance for double accounts based upon historical write-off experience by payer category. The results of the review are then used to make any modifications to the provision for bad debts to establish an appropriate allowance for uncollectible receivables. MEDICARE SHORTFALLS AS COMMUNITY BENEFIT Schedule H, Part III, Section B, line 8 The amount reported on Part III, Line 6, was calculated in accordance with Schedule H instructions by utilizing the organization's allowable Medicare cost as reported in the Medicare cost report, which is based on a cost to charge ratio. However, the allowable costs in the Medicare cost report do not reflect the actual cost of providing care to patients since the Medicare cost report excludes many direct patient care costs that are essential to provide quality healthcare for Medicare patients. For example, certain coverage fees to physicians, cost of Medicare C and D, and other similar direct patient care expenses are specifically excluded from allowable cost in the Medicare Cost Report. The organization believes that Hughston Hospital's Medicare shortfall reported on Part III, Line 7 of Schedule H, should be considered a community benefit as the IRS community benefit standard includes the provision of care to elderly and Medicare patients. IRS Revenue Ruling 69-545 provides, in part, that hospitals serving patients with governmental health insurance, such as Medicare, is an indication the hospital operates to promote health in the community. Additionally, Medicare accounted for 52.55 percent of Piedmont Columbus Northside's patient service revenue. Charity care accounted for an additional 2.25percent of Hughston Hospital's patient service revenue. Hughston Hospital's policy is to treat Medicare patients, regardless of the extent to which Medicare actually pays for the treatment. For many services, Medicare's reimbursement is less than the cost of the care provided, resulting in shortfalls that are to be absorbed by the hospital in honor of Hughston Hospital's 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. COLLECTION PRACTICES SCHEDULE H, PART III, LINE 9(B) 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, Hughston Hospital is required by the Internal Revenue System to provide to conduct a triennial community health needs assessment (CHNA), in accordance with regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, we hope to better understand local health challenges, identify health trends in our community, determine gaps in the current health delivery system and craft a plan to address those gaps and the identified health needs. In FY19, Piedmont Columbus Regional conducted its third triennial CHNA. As in the past, hospital conducted a joint CHNA for both its campuses. The Piedmont Columbus Regional's CHNA was led by the Piedmont Healthcare community benefits team, with significant input and direction from Piedmont Columbus leadership, including the hospital's community outreach team. Process The CHNA started first with a definition of our community. We started first with the hospital's home county, due to the impact of our tax-exempt status. We estimate property taxes make up the largest segment of a hospital's tax exemption. Because of this, we want to ensure that we are providing equal benefit to our county. Additionally, we take into consideration patient origin, and especially that of our lower-income patients, such as those who qualify for financial assistance or receive insurance coverage through Medicaid. Our secondary communities are considered the areas in which we have the highest concentration of patients fitting that criteria, including ones from nearby DeKalb County. Once we established our primary and secondary community, we then conducted an analysis of available public health data. This included resources from: US Census, US Health and Human Services' Community Health Status Indicators, US Department of Agriculture, Economic Research Service, National Center for Education Statistics, Kaiser Family Foundation's State Health Facts, American Heart Association, County Health Rankings and Georgia Online Analytical Statistical Information System (OASIS). All figures are for 2017, unless otherwise noted. Health indicators are estimates provided by County Health Rankings and hospital data were provided by the hospital. An internal survey was also conducted throughout the healthcare system for both clinical and non-clinical employees. Information was gathered on knowledge and understanding of community benefit and current programs, as well as suggestions for how we can better serve our patients and communities. Nearly 900 employees spanning the system responded. Additionally, we conducted a community-based survey in which local stakeholders were asked their thoughts on unmet community health needs and the hospital's role in addressing those needs. These stakeholders included local leaders, nonprofit representatives, elected officials and those with a unique knowledge of the challenges vulnerable populations face. We also evaluated previous community benefit, hospital and community interventions identified in our last CHNA implementation strategies through three lenses: impact, outcomes and sustainability. Interventions and programming considered to have a high score on all three were included in this CHNA and our subsequent strategy. This included our community benefit grants program, our charitable clinic-hospital partnerships and our heart- and stroke-focused community programming. In March 2019, the Piedmont Columbus community outreach team convened a meeting of key stakeholders to discuss health challenges and needs in the local community. Among the 47 stakeholders present were representatives from MercyMed of Columbus charitable clinic, Valley Healthcare System, the Muscogee County School District, the Muscogee County Health Department and Columbus Consolidated Government. The goal of this meeting was to establish community consensus on top unmet health needs the hospital should address. Finally, we conducted direct interviews with 31 state and regional stakeholders and policymakers, with each representing a specific group that tends to be adversely impacted by issues of health equity. These groups included but are not limited to Georgians for a Healthy Future, Georgia Watch, ConsiderHealth, the Community Foundation for Greater Atlanta, the Georgia Charitable Care Network, the Medical Association of Georgia and Healthy Mothers, Healthy Babies. Additionally, we sought and received feedback on our CHNA from public health. Our priorities A key component of the CHNA is to identify the top health priorities we'll address over fiscal years 2020, 2021 and 2022. These priorities guide our community benefit work. They are, in no order: . Increase access to appropriate and affordable health care for all community members, and especially those who are uninsured and those with low incomes . Decrease deaths from cancer and increase access to cancer programming for those with living the disease . Decrease preventable instances of diabetes and decrease the number of patients with uncontrolled diabetes . Reduce rates of obesity and increase access to healthy foods and recreational activities . Decrease the impact of and deaths from stroke . Reduce opioid and related substance abuse and overdose deaths With each priority, we work to achieve greater health equity by reducing the impact of poverty and other socioeconomic indicators. This means that health equity is built into each priority, and that is demonstrated through our implementation strategies. How we determined our priorities: Several key community health needs emerged during the assessment process. The chosen priorities were recommended by the community benefit department with sign-off from hospital and board leadership. The following criteria were used to establish the priorities: . The number of persons affected; . The seriousness of the issue; . Whether the health need particularly affected persons living in poverty or reflected health disparities; and, . Availability of community and/or hospital resources to address the need. The priorities we chose reflected a collective agreement on what hospital leadership, staff and the community felt was most important and within our ability to positively impact the issue. While the priorities reflect clinical access and certain conditions, 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. This community health needs assessment was unanimously approved by the Piedmont Columbus Regional Board of Directors on June 06, 2019. The Piedmont Columbus Regional implementation strategy was developed in partnership with hospital leadership and community stakeholders to address the identified priorities in our FY19 CHNA. The implementation strategy was designed to be executed over a three-year period and included specific metrics by which we would be able to evaluate our work and its impact. The implementation strategy was developed by utilizing community feedback from the assessment in partnership with the system community benefits department, Piedmont Columbus Regional leadership and the Piedmont Columbus Regional Board of Directors. As mentioned above, we included proven and successful interventions and programming, investing further in work we felt was successful in addressing unmet health needs. The CHNA implementation strategy was unanimously approved October 03, 2019. SCHEDULE H, PART VI, LINE 3: PATIENT EDUCATION OF ELIGIBILITY FOR ASSIST. Piedmont Columbus Regional understands that not everyone has the ability to pay their hospital bill due to their insurance status or a limited income, and because of this, we offer financial assistance to qualifying patients. Notification about financial assistance available at Piedmont Columbus Regional includes providing a dedicated contact number, which is disseminated by the hospital to patients by various means. These include but are not limited to the publication of notices in patient bills and by posting notices in emergency rooms, in the Conditions of Admission form, at admitting and registration departments, hospital business offices, and patient financial services offices that are located on facility campuses, and at other public places the hospital may elect, including availability at local low-cost clinics primarily treating uninsured populations. Piedmont Columbus Regional also publishes and widely publicizes a plain language summary of this financial assistance care policy on its facility website, which includes a link to full policy. Referral of patients for financial assistance may be made by any staff or medical staff member at the hospital, including physicians, nurses, financial counselors, social workers, case managers, chaplains and religious sponsors. A request for financial assistance may be made by the patient or a family member, close friend, or associate of the patient, subject to applicable privacy laws. Finally, we provide copies of our financial assistance policy to our partner clinics and others who work closely with low-income populations. We offer assistance in understanding the policy, how it relates to their populations and receive feedback in ways our financial assistance programming could be improved. Additionally, Piedmont Healthcare annually publishes a directory of services and programs for low-income community members, and within this resource guide are extensive directions and advice on how to apply for patient financial assistance. Also, in this guide is information on how to apply for certain government assistance programs, resources to help prepare and file tax returns, as well as detailed resources for local sliding scale and free mental, dental and health resources. This guide is widely distributed to the community via hardcopy, is available within our hospitals and is digitally available online. Copies are provided in both English and Spanish. SCHEDULE H, PART VI, LINE 4: COMMUNITY INFORMATION Piedmont Columbus Regional Northside is located in Muscogee County, which we consider to be our primary community. A total of 195,739 people live in the 216.44 square mile report area defined for this assessment according to the U.S. Census Bureau American Community Survey 2015-19 5-year estimates. The population density for this area, estimated at 904.37 persons per square mile, is greater than the national average population density of 91.93 persons per square mile. Those years, about 43 percent of all Muscogee County residents were white, 46 percent were African American, and other races made up the remaining 1 percent. The median age of people living within the county was 34. A quarter of the population were 18 or younger, 13 percent were over the age of 65 and the rest were in between. Between 2015 and 2019, the average income was $65,942 and median income was $46,408. African Americans had a much lower median household income at $33,958. Sixty-one percent of the population has, at a minimum, attended some college (with 35 percent having obtained an associate degree or higher), and 12 percent did not graduate high school. Seven percent of adults were unemployed in 2020, a figure higher than the national average of 5.4 percent. Thirty-seven percent of households had housing costs that exceeded more than 30 percent of total household income in 2017, indicating a cost burdened household more likely to face overall financial difficulty. Twenty-one percent of the county - about 39,000 people - lived in poverty each year on average between 2015 and 2019. During that same time, 29 percent of children in Muscogee County lived in poverty, a figure that has steadily increased over the last ten years. It is significantly higher than the state average of 22 percent. When broken down by race, 41 percent of African American children and 12 percent of white children lived in poverty. Nearly 78 percent of public school children were eligible for the free or reduced priced lunch program during the 2018-2019 school year, which is higher than the state average of 60 percent. Poor children are statistically less likely to graduate high school or attend college and are nearly twice as likely to become poor adults than their non-poor counterparts. In Muscogee County, 12 percent of county residents were uninsured in 2019, and minorities were twice as likely as their white counterparts to be uninsured. Non-elderly adults by far were the most likely to be uninsured, with 17 percent of those age 18 to 64 as having no insurance coverage during that time period. About 2.4 percent of the population were had Limited English Proficiency, which references the populations aged 5 and older who speak a language other than English at home and speak English less than "very well." The majority of those households spoke Spanish. In Muscogee County, like with the rest of Georgia, heart disease was the number one cause of both age-adjusted and premature death between 2015 and 2019, and this holds true for all races. Age-adjusted allows communities with different age structures to be compared. Premature death is when death happens before the average age for a given community. There were seven designated health professional shortage areas in the community in 2021: three primary care shortage areas, two mental health shortage areas and two dental health shortage areas. There was one dentist for every 1,720 in 2019, a figure better than state and national figures. There was one primary care physician for every 980 people, and one mental health provider for every 320 people. Community members have reported an average 3.8 and 4.1 poor physical and mental health days, respectively. Both measures increased since our last CHNA, and poor mental days jumped by about a day, indicating a worsening situation. Twenty-one percent of Muscogee residents reported their health as poor or fair. Violence is an issue in Muscogee County. Homicide was the 2nd leading cause of premature death for all races. The violent crime rate is far above both state and national averages, with 567 violent crimes per every 100,000 residents. Approximately 1,073 people lived with HIV in 2018. HIV is a life-threatening communicable disease that disproportionately affects minority populations and may also indicate the prevalence of unsafe sex practices. The Muscogee rate is slightly higher than the state average and nearly double the national average. Chlamydia rates were much higher than both state averages and nearly double national averages in 2018, with 887.4 infections per every 100,000 people. This is most prevalent among African American populations. Opioid prescriptions have decreased over the last few years. In 2007, there were approximately 108.2 retail opioid prescriptions dispensed per 100 persons, according to the CDC. That number has dropped to 107.5 in 2019, more than double the national average of 46.7 prescriptions per every 100,000 people. We aren't able to tell how many prescriptions are going to a single person, just the overall figure. It's important to note that this number decreased steadily for a number of years and increased sharply in 2019. In 2018, 38 percent of the population had limited access to healthy foods and 26 percent reported having extended periods when they aren't sure how they or their families will eat. There were 223 fast food restaurants in Muscogee County in 2018, and 111,790 people lived in a food desert in 2018, meaning it is difficult to buy affordable or good-quality fresh food in those particular communities. For every 1,000 teen girls aged 15 to 18 in Muscogee County, 41 birth gave birth to a child on average each year between 2012 and 2018. African American teens were twice as likely to have a baby than their white counterparts. Children born to teen are statistically much more likely to experience adverse health and socioeconomic issues as they grow older. Sources for all statistics in this section: U.S. Census 2017 ACS Demographic and Housing Estimate, University of Wisconsin Population Health Institute, County Health Rankings, 2018, with indicators ranging from 2012 to 2019, and the Georgia Online Analytical Statistical Information System. SCHEDULE H, PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH Piedmont Columbus Regional Medical Center - Northside actively promotes the health of its community through clinic-hospital partnerships, our community benefit grants programs, community-based health screenings, educational activities, community building activities, the operation of a 24-hour emergency department available to the entire community, the operation of an emergency room open to all members of the community without regard to ability to pay, a governance board composed of community members, use of surplus revenue for facilities improvement, patient care, and medical training, education, and research, the provision of inpatient hospital care for all persons in the community able to pay, including those covered by Medicare and Medicaid, and an open medical staff with privileges available to all qualifying physicians. It's important to note that COVID-19 did have a significant impact on our proactive community benefit programs, as all in-person events and classes were canceled as of early March 2020. We worked to create programming that was responsive to the pandemic, including our migrating to online platforms for vital community-based programming. Please note that Piedmont Columbus Regional Medical Center - Northside works in full collaboration with Piedmont Columbus Regional Medical Center - Midtown, with all community benefit activities combined and executed by the same community benefit team. Because of this, we report on the same programming for each hospital. In FY20, Piedmont Columbus Regional offered various proactive community benefit programs meant to boost the health of the community it serves, including its mobile unit (MU), which regularly serves low-income communities throughout Muscogee and surrounding areas. The Mobile Unit provides access to healthcare for our indigent population Monday through Friday at various locations throughout the community to identify and treat targeted health risks. During clinical visits, the Mobile Unit team consists of a registered nurse, a family practice resident and a PharmD resident under the medical direction of a staff physician. The clinical team assesses each patient, provides acute medical treatment and calls in prescriptions to local pharmacies as necessary. Referrals to Piedmont Columbus Regional emergency department if medically necessary. The Mobile Unit served 1,512 indigent patients during July 01, 2019, to March 01, 2020, when activities ceased due to COVID. From Valley Rescue and Safe House clinics, we had 254 patient encounters. Of those, seven were referred to the emergency department and 71 were referred to community partners for follow-up. Additionally, in FY20, the hospital provided $57,500 in grants to local nonprofit organizations with programming that aligned with our FY19 CHNA. Through of these programs, in October 2019, Piedmont Columbus Regional partnered with the Boys and Girls Clubs of Chattahoochee Valley to host a flu clinic. A total of 76 Flu shots administered to children with an addition of 45 parents/guardians who received flu education from the hospital's chief of pediatrics. In FY20, the hospital maintained its accredited Diabetes Prevention Program, which focuses on at-risk populations as identified in its CHNA. Activities included: ongoing diabetes education includes information on diabetes management, physical activity, medication usage, complication prevention and how to cope with this chronic disease; nutrition education that focuses on food choices and improving blood sugar control; and education to reduce negative impact of diabetes reduce heart disease risk factors and improve weight management. The hospital also regularly offered stroke awareness educational materials and blood pressure screenings at health fairs and community events to achieve and maintain stroke certification, community awareness. Additionally, the hospital has had extensive outreach to the community to provide cancer education and screenings, including prostate and lung cancer screenings. As part of a Piedmont Healthcare systemwide effort, Piedmont Columbus Regional was an active participant in anti-opioid work, which included: active participation on the systemwide task force, tracking opioid prescriptions within the hospital and by providers, utilizing Epic EMR tools to monitor opioid use, offering patients and the community ways to safely dispose of unused medication, and providing ongoing education on opioid prescribing. The advent of COVID-19 precluded local take-back day activities, in which we'd traditionally partner with local law enforcement to host an event in which local residents were encouraged to bring in any unused prescriptions for safe disposal. Piedmont Columbus Regional's Community Outreach department partnered with the Muscogee County School District, Amerigroup, Feed the Valley and University of Georgia Cooperative Extension to host various Farmer's Market throughout the year for at risk populations identified in the CHNA. Fresh fruit and vegetables, interactive food demonstrations along with nutritional education was provided at the events. University of Georgia Cooperative Extension also provided free cooking classes in select low-income housing areas where the attendees were given tips on how to shop for healthy food items on a budget and how to prepare healthy meals with ingredients they may already have in the home. Piedmont Columbus Regional also facilitated education sessions hosted by our dieticians for the annual Muscogee County School District Professional Development Training for the teachers and administrators. One of the topics covered included "How Academics and Food Insecurity Impact Our Children." SCHEDULE H, PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEM Piedmont Columbus Regional is a part of Piedmont Healthcare, a regional not-for-profit organization and the parent company of 11 hospitals, the Piedmont Physicians Group, the Piedmont Heart Institute, the Piedmont Clinic and the Piedmont Healthcare Foundation. Piedmont Healthcare's community benefit department coordinates the community benefit activities on behalf of all hospitals throughout the system: the triennial CHNA and subsequent implementation strategy, ensuring the financial assistance policy is communicated to the community, maintaining the community benefit webpage, authoring the community benefit annual report, preparing board materials, developing and executing the community benefit grants program and compiling all community benefit figures. Each hospital and certain departments of Piedmont Healthcare provide key input and execute programming. This includes our revenue department, which oversees and executes the financial assistance policy and program. SCHEDULE H, PART VI, LINE 7: STATE FILING OF COMMUNITY BENEFIT REPORT Piedmont Columbus Regional is not required to file a community benefit report; however, the hospital is required to file with the Georgia Department of Community Health information on its indigent and charity care, as well as its Medicaid and Medicare shortfalls. false true false false false false false true false Mr M Scott Hill Board Member & CEO CRHS 0 572336 0 249400 0 975720 0 103800 0 18582 0 1919838 0 0 Dr Todd Jarrell Board Member 0 426672 0 0 0 30956 0 0 0 9404 0 467032 0 0 Mr Michael Mandl Board Member 0 740540 0 412706 0 169930 0 119291 0 12415 0 1454882 0 0 Mr Allen Holladay CFO 0 312000 0 53664 0 15962 0 16800 0 1076 0 399502 0 0 Ms Laura Drew COO 0 324261 0 56884 0 10903 0 16800 0 12188 0 421036 0 0 Ms Holly Lehmberg Exec. Dir. - Nursing 184954 0 21085 0 213 0 5541 0 660 0 212453 0 0 0 Ms Diane Morris DIRECTOR - SURG. SVCS 148323 0 11404 0 2198 0 7618 10541 6663 0 176206 10541 0 0 Ms Judith Hill CLINICAL PHARMACIST 131641 0 800 0 27184 0 7632 0 16198 0 183455 0 0 0 MS Timara Rembert CLINICAL PHARMACIST 124580 0 800 0 16027 0 8551 0 16518 0 166476 0 0 0 Ms Elizabeth Cox RN Supervisor 93770 0 500 0 39377 0 7430 0 10736 0 151813 0 0 0 Mr Michael McAnder Treasurer 0 613592 0 345604 0 76811 0 123395 0 7500 0 1166902 0 0 Ms Elizabeth Leddy Secretary 0 448895 0 251848 0 142793 0 89849 0 17376 0 950761 0 0 SCHEDULE J, PART I, LINE 1A: OTHER COMPENSATION ITEMS SCOTT HILL RECEIVED A DISCRETIONARY SPENDING ACCOUNT TOTALING $12,923, A FIXED AMOUNT DETERMINED BY HIS JOB LEVEL. THIS SPENDING ACCOUNT WAS INCLUDED IN HIS TAXABLE WAGES. SCHEDULE J, PART I, LINE 3: COMPENSATION OF THE CEO/EXECUTIVE DIRECTOR THE COMPENSATION FOR THE PRESIDENT/CEO OF HUGHSTON 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 Compensation Information The following individuals participated in a supplemental nonqualified retirement plan, but did not receive current year payments: MICHAEL MANDL SCOTT HILL SCHEDULE J, PART I, LINE 7: non-fixed payments CERTAIN EMPLOYEES PARTICIPATED IN AN "ANNUAL INCENTIVE PLAN" UNDER WHICH THEY RECEIVED NON-FIXED BONUS PAYMENTS BASED ON JOB LEVEL AND SEVERAL DIFFERENT PERFORMANCE METRICS. Form 990, PART V, LINE 1A: NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2019 FORMS 1099 WERE FILED ON BEHALF OF HUGHSTON HOSPITAL BY ITS SOLE MEMBER, PIEDMONT HEALTHCARE, INC. (EIN 58-1503902) PURSUANT TO AN AGREEMENT WITH THE IRS TO FILE ALL FORMS 1099 FOR THE PIEDMONT HEALTHCARE SYSTEM ON A COMBINED BASIS. FORM 990, PART VI, SECTION A, LINE 6: ORGANIZATION'S SOLE MEMBER PIEDMONT HEALTHCARE, INC. (EIN 58-1503902) IS THE SOLE MEMBER OF HUGHSTON HOSPITAL, INC. FORM 990, PART VI, SECTION A, LINE 7A: ELECTION OF GOVERNING BODY THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT COLUMBUS REGIONAL HEALTH SYSTEM'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF HUGHSTON HOSPITAL, INC. FORM 990 PART VI, SECTION A, LINE 7B: DECISIONS OF GOVERNING BODY HUGHSTON 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 HUGHSTON 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: 990 REVIEW PROCESS INFORMATION NEEDED TO PREPARE HUGHSTON HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY HUGHSTON HOSPITAL'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 HUGHSTON 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: EXECUTIVE COMPENSATION COMPENSATION FOR EXECUTIVES OF HUGHSTON 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 EXECUTIVE PERFORMANCE AND COMPENSATION COMMITTEE ("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. OTHER TASKS RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. FORM 990, PART VI, SECTION C, LINE 19: DOCUMENTS AND POLICIES 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: CHANGES IN NET ASSETS Intercompany Transfer ($12,493,620) THE MEDICAL CENTER INC 707 CENTER STREET COLUMBUS GA 31901 581685139 HOSPITAL GA 501(C)(3) 3 CRHS false COLUMBUS AMBULATORY HEALTHCARE SERVICES 707 CENTER STREET COLUMBUS GA 31901 581719867 AMBULATORY GA 501(C)(3) 3 CRHS false COLUMBUS REGIONAL MEDICAL FOUNDATION 707 CENTER STREET COLUMBUS GA 31901 581501642 FUNDRAISING GA 501(C)(3) 7 CRHS false COLUMBUS REGIONAL HEALTHCARE SYSTEM INC 707 CENTER STREET COLUMBUS GA 31901 591719994 MANAGEMENT GA 501(C)(3) 12B, II PHC false PIEDMONT HEALTHCARE INC 1800 HOWELL MILL RD STE 850 ATLANTA GA 30318 581503902 MANAGEMENT GA 501(C)(3) 12C, III-FI N/A 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 HENRY HOSPITAL INC 1133 EAGLES LANDING PARKWAY STOCKBRIDGE GA 30281 582200195 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 RD NE STE 400 ATLANTA GA 30309 581272768 FUNDRAISING GA 501(C)(3) 12B, II PHC false PIEDMONT HEART INSTITUTE INC 95 COLLIER ROAD NW STE 2045 ATLANTA GA 30309 263553500 HEALTHCARE GA 501(C)(3) 10 PHC false PIEDMONT NEWTON HOSPITAL INC 5126 HOSPITAL DRIVE NE COVINGTON GA 30014 582155150 HOSPITAL GA 501(C)(3) 3 PHC false PIEDMONT ATHENS REG HEALTH RESOURCES 1199 PRINCE AVENUE ATHENS GA 30606 581978389 DEVELOPMENT GA 501(C)(3) 12B, II PARMC false PIEDMONT ATHENS REGIONAL FOUNDATION INC 1199 PRINCE AVENUE ATHENS GA 30606 581978389 FUNDRAISING GA 501(C)(3) 12B, II PARMC false PIEDMONT ATHENS REGIONAL MEDICAL CENTER 1199 PRINCE AVENUE ATHENS GA 30606 582179986 HOSPITAL GA 501(C)(3) 3 PHC false ATHENS REGIONAL PHYSICIAN SERVICES INC 1199 PRINCE AVENUE ATHENS GA 30606 582332921 HEALTHCARE GA 501(C)(3) 12B, II PARMC false REGIONAL FIRSTCARE INC 1199 PRINCE AVENUE ATHENS GA 30606 582362733 URGENT CARE GA 501(C)(3) 12B, II PARMC false ATHENS REGIONAL SPECIALTY SERVICES INC 1199 PRINCE AVENUE ATHENS GA 30606 271975001 HEALTHCARE GA 501(C)(3) 3 PARMC false PIEDMONT ROCKDALE HOSPITAL INC 1412 MILSTEAD AVE CONYERS GA 30012 300999841 HOSPITAL GA 501(C)(3) 3 PHC false PIEDMONT WALTON HOSPITAL INC 2151 WEST SPRING ST MONROE GA 30655 824194264 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 PCHTREE ORTHO SURG 2001 PCHTREE RD ATLANTA GA 30309 582562721 SURGERY GA NA N/A 0 0 false 0 false 0.00000 DIG HLTHCR GA ENDO 95 COLLIER RD ATLANTA GA 30309 582406657 HEALTHCARE GA NA N/A 0 0 false 0 false 0.00000 FOUR WINDS HEALTH 3350 RVRWD PKWY ATLANTA GA 30339 451273930 HEALTHCARE GA NA N/A 0 0 false 0 false 0.00000 GA HLTH COLLAB 2727 PACES FRY RD ATLANTA GA 30339 461500639 HEALTHCARE GA NA N/A 0 0 false 0 false 0.00000 COLUMBUS HEALTH SERVICES INC 707 CENTER STREET COLUMBUS GA 31901 581640939 HEALTHCARE GA CRHS C CORP 0 0 0.00000 false COLUMBUS HEALTHCARE RESOURCES INC - 707 CENTER STREET COLUMBUS GA 31901 581717754 HEALTHCARE GA CRHS C CORP 0 0 0.00000 false PIEDMONT MEDICAL CARE CORPORATION 2727 PACES FERRY RD STE 1-1100 ATLANTA GA 30339 582092768 HEALTHCARE GA PHC C CORP 0 0 0.00000 false THE PIEDMONT CLINIC INC 2727 PACES FERRY RD STE 1-1100 ATLANTA GA 30339 582005358 HEALTHCARE GA PHC C CORP 0 0 0.00000 false PIEDMONT HEART INSTITUTE PHYSICIANS INC 95 COLLIER ROAD NWSTE 2045 ATLANTA GA 30309 260593850 HEALTHCARE GA PHC C CORP 0 0 0.00000 false AMSTER MCRAE INSURANCE COMPANY PO BOX 1159 GRAND CAYMAN CJ KY1-1102 980427603 RELATED INSUR CJ PHC C CORP 0 0 0.00000 false PIEDMONT WELLSTAR HEALTHPLANS INC 2859 PACES FERRY RD STE 60 ATLANTA GA 30339 461922499 HEALTH INSUR. 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