2025-05-15T15:56:41+00:00 2024-06-30 135565207 KPMG LLP 303 Peachtree St NE Suite 2000 Atlanta GA 30308 990 2023-07-01 824194264 Piedmont Walton Hospital Inc PIED 7702678461 2151 WEST SPRING STREET MONROE GA 30655 MR BLAKE WATTS CEO 2025-05-15 true Whitney B Hebron P01226647 4042223000 2025-05-15 2023 2025-03-06 01:10:19Z MR BLAKE WATTS 2151 WEST SPRING STREET MONROE GA 30655 160541437 false X WWW.PIEDMONT.ORG/LOCATIONS/PIEDMONT-WALTON/ X 2018 GA TO PROVIDE COMPASSIONATE AND SUSTAINABLE HEALTHCARE IN A PROGRESSIVE ENVIRONMENT. 7 3 684 150 0 0 24194 144906868 159939225 426530 -390790 439836 578014 145773234 160150643 192194 0 45297219 49752153 0 0 59815787 64439735 105113006 114384082 40660228 45766561 70066017 65109767 58501527 61193650 11564490 3916117 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 98676839 192194 159957704 PIEDMONT WALTON HOSPITAL ("PWH") IS A 77-BED, NON-PROFIT HOSPITAL LOCATED IN THE CITY OF CONYERS IN WALTON COUNTY, GEORGIA. OVER 250 PRIMARY CARE AND SPECIALTY PHYSICIANS COMPRISE THE MEDICAL STAFF AND MEET THE PROFESSIONAL CLINICAL NEEDS OF CHILDREN, ADULTS, AND SENIORS WITHIN WALTON COUNTY AND THE GREATER METROPOLITAN ATLANTA MARKET, REGARDLESS OF ANY INDIVIDUAL'S ABILITY TO PAY FOR SERVICES. FOR THE YEAR ENDED JUNE 30, 2024, THE HOSPITAL HAD 4,664 IN-PATIENT ADMISSIONS WITH A TOTAL OF 17,361 DAYS OF IN-PATIENT HOSPITALIZATION. ER VISITS TOTALED 43,797 AND OUTPATIENT VISITS TOTALED 26,053. SURGICAL SERVICES WERE PROVIDED TO 3,558 PATIENTS. 98676839 true false false false false false false false false true false false true true true false true false false false false false false false false true true true false true true false false false false false false false false false false false false false false false true false false false true X 0 0 684 true false false false false false false false false false false false false X 7 3 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 PACES FERRY RD BLDG 2 STE 700 ATLANTA GA 30339 MR BLAKE WATTS CEO (AS OF 2/2023) & BOARD MEMBER 55.0 0.0 X X 389931 77911 43079 MR COLEMAN LANDERS BOARD MEMBER/CHAIR 1.0 0 X X 0 0 0 DR STEVEN DUROCHER BOARD MEMBER 10.0 1.0 X 151264 4400 0 MR DAN CURRY BOARD MEMBER/VICE CHAIR 1.0 0 X 0 0 0 MR J MICHAEL BURNETT BOARD MEMBER 1.0 54.0 X 0 1113933 44832 MR PATRICK DALLY BOARD MEMBER 1.0 0 X 0 0 0 MS VICKI CANSLER BOARD MEMBER 1.0 54.0 X 0 837266 30136 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 MARVIN WYNN CFO 25.0 30.0 X 0 413839 44570 DUMLE PIE STAFF NURSE 40.0 0 X 166028 0 11944 GUERLA GUSTAVE STAFF NURSE 40.0 0 X 194535 0 33824 MR JEFFREY BRASWELL DIR. - EMERGENCY SVCS 40.0 0 X 167731 0 10341 MR MICHAEL WYNNE DIRECTOR - PHARMACY 40.0 0 X 190253 0 27141 MS ROSE DENNIS EXEC. 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PATIENT SVCS 40.0 0 X 199031 0 29566 1458773 4879970 355293 66 false true false AYA HEALTHCARE INC 5930 CORNERSTONE CT W STE 300 SAN DIEGO CA 92121 HEALTHCARE STAFFING 1130853 PULMONARY & SLEEP MEDICINE 1380 MILSTEAD AVENUE NE CONYERS GA 30012 HEALTHCARE SERVICES 675225 HHS ENVIRONMENTAL SERVICES LLC 3902 HIGHWAY 78 W SNELLVILLE GA 30039 JANITORIAL SERVICES 629655 WALTON ANESTHESIA ASSOCIATES PC 2151 W SPRING ST MONROE GA 30655 ANESTHESIA SERVICES 620463 HEALOGICS WOULD CARE & HYPERBARIC SVCS 5200 BELFORT RD STE 130 JACKSONVILLE FL 32256 HEALTHCARE SERVICES 475643 10 24194 24194 PATIENT SERVICE REVENUE 622110 159777393 159777393 0 0 OTHER OPERATING REVENUE 900099 161832 161832 0 0 0 0 0 0 159939225 4 0 0 4 559535 0 0 0 559535 0 559535 0 0 559535 0 0 0 390794 0 -390794 -390794 0 0 -390794 FEE REVENUE 900099 18479 18479 0 0 0 0 0 0 18479 160150643 159957704 0 168745 192194 192194 532226 127903 404323 0 39595677 35424192 4171485 0 7040735 6147477 893258 0 2583515 2218723 364792 0 11750 11746 4 0 56140 0 56140 0 8221299 6687163 1534136 0 195357 15572 179785 0 6808403 5160661 1647742 0 1507030 1142329 364701 0 2075408 1926058 149350 0 6932 4330 2602 0 706592 0 706592 0 3228527 0 3228527 0 2705331 2515042 190289 0 1247504 933517 313987 0 BAD DEBT EXPENSE 18033427 18033427 0 0 DRUGS & MEDICAL SUPPLIES 14802812 14802812 0 0 ADMINISTRATIVE EXPENSES 3600969 2101439 1499530 0 HOSPITAL TAX 1232254 1232254 0 0 0 0 0 0 114384082 98676839 15707243 0 65257869 72216171 -42522991 -52689598 0 0 0 0 1897573 1995858 392077 442921 39832030 15840679 25874127 23991351 0 0 19167362 19153064 70066017 65109767 18346989 19808532 37253014 37221783 0 0 2901524 4163335 58501527 61193650 X 11559155 3886276 5335 29841 11564490 3916117 70066017 65109767 X 45766561 -53414934 X false true X true false X 0 2189458 2189458 0 15330038 3206363 12123675 0 5113415 2931235 2182180 0 16352920 9703081 6649839 0 846199 0 846199 23991351 GOODWILL 18938257 UNAMORTIZED ISSUE COSTS 214807 19153064 MEDICARE PAYABLE 4163335 4163335 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 2070721 0 2070721 0.0215 3451011 3224240 226771 0.0024 2240565 2430107 0 0.0 0 0 7762297 5654347 2297492 0.0238 215385 0 215385 0.0022 992332 0 992332 0.0103 0 0.0 10398 0 10398 0.0001 10500 0 10500 0.0001 0 0 1228615 0 1228615 0.0128 0 0 8990912 5654347 3526107 0.0366 0 0.0 25231 0 25231 0.0003 47859 0 47859 0.0005 0 0.0 16419 0 16419 0.0002 0 0.0 1226 0 1226 0.0000 152392 0 152392 0.0016 2117 0 2117 0.0000 0 0 245244 0 245244 0.0025 true 1907774 16439555 15966163 473392 X true true 1 1 PIEDMONT WALTON HOSPITAL INC 2151 WEST SPRING STREET MONROE GA 30655 WWW.PIEDMONT.ORG 147-613 X X X PIEDMONT WALTON 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-PWH-Community-Health-Needs-Assessment.pdf X X true 22 true THE BOARD OF DIRECTORS FOR PIEDMONT WALTON 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 WALTON 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 13 STAKEHOLDERS WITHIN THE PIEDMONT WALTON 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 WALTON HOSPITAL, INC.. IN ADDITION TO MAKING ITS CHNA REPORTS AVAILABLE ON ITS WEBSITE AND BY REQUEST, PIEDMONT WALTON 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 WALTON HOSPITAL, INC.. PIEDMONT WALTON 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 WALTON 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 WALTON 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 $114,384,082, LESS BAD DEBT EXPENSE OF $18,033,427 FROM FORM 990, PART IX, LINE 24(A). 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. Periodically, leadership 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. Periodically, leadership 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. PIEDMONT WALTON 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. 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 our allowable Medicare cost as reported in the Medicare cost report, which we base 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 we operate to promote health in the community. Our 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 that we will absorb in honor of our commitment to treat elderly patients. Many of these patients live on a low, fixed income and would qualify for financial assistance or other means-tested programs, absent from their enrollment in Medicare. Schedule H, Part III, Line 9b COLLECTION PRACTICES INITIAL SCREENINGS OF ALL INPATIENT, EMERGENCY, AND SURGERY ENCOUNTERS, AS WELL AS MOST OUTPATIENT VISITS, ARE CONDUCTED BY FINANCIAL COUNSELORS IN ORDER TO IDENTIFY ANY AVAILABLE INSURANCE OR OTHER COVERAGE FOR EACH PATIENT. COUNSELORS CONTACT PATIENTS AND THEIR FAMILIES DIRECTLY, EITHER IN PERSON OR BY LETTER, TO ASSIST THE FAMILY IN IDENTIFYING ANY PROGRAMS FOR WHICH THE PATIENT/SERVICE MAY QUALIFY (INCLUDING MEDICAID, STATE CHILDREN'S HEALTH INSURANCE PROGRAM ("SCHIP"), PRIVATE OR GOVERNMENT INSURANCE COVERAGE, AND CHARITY ASSISTANCE). IF THE FAMILY CANNOT BE TIMELY LOCATED OR IS UNCOOPERATIVE, RELATED ACCOUNTS ARE TRANSFERRED TO AN INTERNAL COLLECTION DEPARTMENT FOR FURTHER ATTEMPTS TO OBTAIN PAYMENT OR, IF THE PATIENT MAY QUALIFY FOR ASSISTANCE, TO SECURE A FINANCIAL ASSISTANCE APPLICATION. THE ORGANIZATION'S DEBT COLLECTION POLICY AND PROCEDURES PROHIBIT ANY COLLECTION EFFORTS FOR THE PORTION OF A PATIENT ACCOUNT BALANCE THAT QUALIFIES FOR FINANCIAL ASSISTANCE UNDER THE ORGANIZATION'S CHARITY CARE POLICY. Schedule H, Part VI, Line 2 NEEDS ASSESSMENT As a designated 501(c)(3) non-profit hospital, the Internal Revenue Service requires us to conduct a triennial community health needs assessment (CHNA) following regulations put forth by the IRS following the 2010 Patient Protection and Affordable Care Act (ACA). Through this assessment, Piedmont hopes to better understand local health challenges, identify health trends in its community, determine gaps in the current health delivery system, and craft a plan to address those gaps and the identified health needs. In FY22, we conducted our 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, with input and direction from Piedmont leadership and Piedmont Healthcare's Department of External Affairs. Process The CHNA started with a definition of our community, our home county, due to the impact of our tax-exempt status. Property taxes comprise a hospital's largest tax exemption segment, impacting county revenues. Because of this, we aim to ensure that we provide ample benefit to our county and its residents. Additionally, we consider patient origin, 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 criterion, including ones from nearby communities. Once we established our primary and secondary communities, we 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 we internally sourced hospital data. We then interviewed key stakeholders with particular expertise or knowledge of our communities. Specifically, we 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 our most vulnerable patients. We conducted an internal survey system for both clinical and non-clinical employees. We gathered information on knowledge and understanding of community benefits, current programs, and suggestions for better serving our patients and communities. Approximately 1,050 employees spanning the system responded. Additionally, we conducted a community-based survey that was widely advertised to the community. Once we gathered qualitative and quantitative data, we authored the preliminary report 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. We 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. We view all priorities through the lens of health disparities, with particular attention paid to improving outcomes for those most vulnerable due to income and race. Our chosen priorities reflected a collective agreement on what hospital leadership, staff, and the community felt was most important and within our ability to impact the issue positively. Once leadership approved the priorities, we authored the CHNA. We presented our findings and recommendations to the hospital's board of directors for their input and approval. Our priorities A key CHNA component is identifying the top health priorities we will address over fiscal years 2023, 2024, and 2025. These priorities will guide our 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, we work to achieve more significant health equity by reducing the impact of poverty and other socioeconomic indicators, building health equity into our work, which we demonstrate through our implementation strategies. Hospital leadership and staff then developed the subsequent implementation strategy to address the identified priorities in our FY22 community health needs assessment. The implementation strategy was designed to be executed over three years and included specific metrics by which we would be able to evaluate our work and its impact. We developed the implementation strategy by utilizing community feedback from the assessment in partnership with the system community benefits department, our leadership, and our board of directors. We included proven and successful interventions and programming, investing further in work we felt was successful in addressing unmet health needs. Schedule H, Part VI, Line 3 PATIENT EDUCATION OF ASSISTANCE ELIGIBILITY We understand that not everyone can pay their hospital bill due to their insurance status or limited income, and because of this, we offer 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, our business office, and patient financial services offices on site. We also publish and widely publicize a plain language summary of this financial assistance care policy and its full policy on our website. Any staff member can refer a patient to our 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, we provide copies of our financial assistance policy to our partner clinics and others who work closely with low-income populations. We help our partners understand the policy and how it relates to their populations and receive feedback on improving our financial assistance programming. Schedule H, Part VI, Line 4 COMMUNITY INFORMATION While Piedmont Walton serves patients from all over northeast Georgia, we consider our community Walton County. We do this in recognition of the direct impact of our tax-exempt status on county residents. In Walton County, an average of approximately 97,800 people lived in the 327-square-mile area each year from 2018 to 2022. The population density for this area, estimated at nearly 300 people per square mile, is more than the national average population density of 94 people per square mile. Walton County is primarily rural, as nearly 60 percent of community members lived in a rural setting in 2020. The average median age of people living within the county each year from 2018 to 2022 was 39, a little older than the state average. About 25 percent of the population were 18 or younger, 16 percent were over 65, and the rest were between 18 and 64. On average, each year from 2018 to 2022, six percent of the population identified as being born outside of the US, and two percent of the total population did not possess US citizenship status. About seven percent of county residents were veterans annually from 2018 to 2022. The majority of these were under the age of 65. About 13 percent of the county population lived with a disability on average each year from 2018 to 2022, and most of these were over the age of 65. The community is growing, and about 12,900 people moved into Walton County between 2010 and 2020, representing 15 percent growth. With this growth comes increased diversity, as the percentage of white populations decreased, and all other races and ethnicities increased. Specifically, there was a four percent increase in white populations, a 32 percent increase in Black or African American populations, a 49 percent increase in Asian populations, and a 95 percent increase in Hispanic or Latino populations. On average, between the years 2018 and 2022, 12 percent of the county's population was uninsured. Being uninsured is generally a marker of low income, and 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 Walton County. In 2022, more than 15 percent of the county's adult population was uninsured. Minorities were much more likely to be uninsured. Additionally, Medicaid provided coverage for an average of about 19 percent of the county's population, the state-federal public health insurance program for low-income children and adults, each year from 2018 to 2022. Between 2018 and 2022, the average median household income each year was $79,425, slightly higher than the state and national median incomes of $71,355 and $75,149, respectively. Of employers in the community, the largest sector by number of employees is construction, which employed 5,700 people at an average annual wage of $48,795 in 2022, according to the US Department of Commerce. Retail trade was the next largest sector, employing about 4,300 people at an average wage of $29,507. Government and government enterprises were the third largest sector, employing approximately 4,100 people at an average salary of $71,894. Each year, on average, from 2018 to 2022, of the approximately 77,500 working-age residents, about 50,000 were included in the labor force, and the labor force participation rate was nearly 64 percent. Total unemployment in the county in November 2024 equaled about 1,600 - or three percent - of the civilian non-institutionalized population age 16 and older. In Walton County, 4,100 households received SNAP benefits from 2018 to 2022, representing 12 percent of the total population. Black populations were more than three times more likely, and Hispanic or Latino populations were nearly twice as likely to receive SNAP benefits compared to their white counterparts. Of the approximately 34,000 total occupied households in Walton County, more than 8,400 - about 25 percent of the population - lived in cost-burdened households yearly from 2018 to 2022, meaning their housing costs were 30 percent or more of total household income. About 47 percent of these homes were occupied by renters. Approximately 12 percent of households had costs that exceeded 50 percent of the household income, which places households in significant financial strain. In 2022, the county had a food insecurity rate of about 13 percent, meaning about 12,700 people were unsure how they would access adequate food at some point over the year. Unfortunately, many of these community members were ineligible for public assistance via SNAP, WIC (Special Supplemental Nutrition Program for Women, Infants, and Children), free or reduced-cost school meals, the Commodity Supplemental Food Program (CSFP), or The Emergency Food Assistance Program (TEFAP). In 2022, of the nearly 3,800 food-insecure children in the county, 40 percent were ineligible for public assistance programs. Low food access means living more than 1 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, about 33 percent of the total population in the county had low food access, meaning about 27,800 county residents may struggle to access healthy foods. In 2022, approximately 76 percent of adults aged 18 or older saw a doctor for a routine checkup in the previous year, a measure that is on par with both state and national averages. For Medicare recipients, this number jumps to 86 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. Dental care is crucial to health, as untreated dental conditions can lead to decay, infection, and tooth loss. Within the county, in 2022, nearly 60 percent of adults went to the dentist in the previous 12 months, a rate lower than the state and national averages. Heart disease is the leading cause of death in Walton County. Between 2018 and 2022, the age-adjusted death rate was 231 deaths for every 100,000 people, which is higher than both state and national averages. We see similar trends with stroke deaths. Between 2018 and 2022, there were 270 deaths due to stroke, resulting in an age-adjusted death rate of about 56 deaths per every 100,000 people. This is higher than the state and national rates of about 45 and 48 deaths, respectively. The hospitalization rates for heart disease and stroke among Medicare recipients have decreased steadily over the last five years, though they are still high. The average cardiovascular disease hospitalization rate between 2019 and 2021 was about 10 per every 1,000 Medicare beneficiaries, which is on par with the state and national rates of approximately 10, respectively. The hospitalization rate for stroke is also above state and national rates, at about 10 hospitalizations per every 1,000 Medicare beneficiaries, versus the state rate of about nine and the national rate of about 8. In 2021, nearly 8,000 adults ages 20 and older had diabetes, equaling ten percent of the county's population. Diabetes is a prevalent problem in the US, often indicating an unhealthy lifestyle, and it puts individuals at risk for further health issues. This figure has increased steadily year over year. In 2021, about three percent of the county's population had a diagnosis of kidney disease, a rate on par with state and national percentages. In 2021, about 38 percent of the total population of adults 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. In 2021, nearly 40 percent of adults 18 and older had a diagnosis of high blood pressure. High blood pressure can damage the arteries by making them less elastic, which decreases blood and oxygen flow to the heart and leads to heart disease. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH Piedmont actively promotes the health of our community through clinic-hospital partnerships, community-based health screenings, educational activities, community-building activities, the operation of a 24-hour emergency department available to the community as a whole, the operation of an emergency room open to all members of the community without regard to ability to pay, a governance board composed of community members, use of surplus revenue for facilities improvement, patient care, and medical training, education, and research, the provision of inpatient hospital care for all persons in the community able to pay, including those covered by Medicare and Medicaid, and an open medical staff with privileges available to all qualifying physicians. In FY24, Piedmont Walton provided care to low-income patients at a cost of $2.3 million. Of that amount, Piedmont provided $2.07 million in direct financial assistance and covered $227,000 in shortfalls from providing care to patients with Medicaid coverage. Piedmont Walton also trained future healthcare professionals at a cost of $992,332, which included more than two dozen specialties within the hospital, such as physical therapy and pharmacy technician training. In FY24, Piedmont further built the Empowering You platform to connect community members and patients with resources to address social determinants of health issues. Powered by FindHelp.org, Piedmont clinicians and case managers can search and refer patients to supporting organizations, including referrals to local food banks and housing resources. Piedmont Walton continues to provide funding for a full-time nurse practitioner to work at F.I.S.H. MD. This organization treats more than 3,000 low-income people per year who otherwise could not afford medical care. In February 2024, Piedmont Walton sponsored the Monroe Junior Service League's License to Party gala. All proceeds from this gala benefited F.I.S.H. Medical and Dental, the local charity clinic. Piedmont Walton continued its collaboration with the non-profit Walton Wellness to offer community members the Food Rx program. This program provides participants with nutrition education, cooking classes, and free produce access. Approximately 24 community members participate in the program each year. Walton Wellness works to prevent chronic conditions for Walton County residents through healthy foods and behaviors. In September 2024, Piedmont Walton sponsored the Walton Empowers Block Party with a total of $250. Walton Empowers is an Addiction Recovery Support Center located in Monroe that helps those living with substance misuse and/or mental health challenges, and this event reached about 100 people. Also that month, Piedmont Walton sponsored A Child's Voice Child Advocacy Center's Clay Shoot, which is committed to coordinating care and investigation for child abuse cases in Newton, Walton, and surrounding counties and serves approximately 350 children annually. In October 2023, Piedmont Walton partnered with Pulmonary & Sleep Specialists of Northeast Georgia to present to parents at Loganville Middle School on the dangers of vaping and information on low-dose CTs and how that can help detect lung cancer early. About 50-60 parents and 25 students were in attendance. In October and November 2023, Piedmont Walton partnered with the City of Monroe to provide health screenings for their employees. Health screenings included blood pressure, body mass index (BMI), cholesterol, glucose, and nicotine. Staff also offered flu vaccines to those who wanted one. In January 2024, Piedmont Walton's Diversity, Equity, and Inclusion Council sponsored $5,000 for Project ReNeWal's Dancing with the Stars Fundraiser. Money raised at this event supports Project ReNeWal and its efforts to help those in our communities overcome domestic violence situations. In February 2024, Piedmont Walton sponsored the Monroe Junior Service League's License to Party gala. All proceeds from this gala benefited F.I.S.H. Medical and Dental, the local charity clinic. In February and April 2024, in partnership with Lighthouse Ministries, Piedmont Walton provided information to families of children with cancer on stroke, heart attack, overall health, and nutrition, as well as stress and the impact of this on their health. Approximately 100 community members participated in these events. In April 2024, Piedmont Walton provided hand sanitizers for all Loganville Woman's Club Bunco Fundraiser attendees. The money raised from this event is for scholarships for students at Loganville High School. Also that month, Piedmont Walton partnered with Piedmont Physicians Family Medicine of Monroe and Piedmont QuickCare to provide free sports physicals to 275 high school student-athletes. Piedmont Walton also held its first Donate Life Flag Raising Ceremony. Piedmont hosted the ceremony to raise awareness of organ donation's importance and share information on how to sign up to become an organ donor with the registry. In May 2024, Piedmont Walton partnered with the American Red Cross to host a blood drive, where nearly 30 people donated. That month, Piedmont Walton sponsored the Loganville Rotary Club's Wing Fling and set up a booth at Monroe's First Friday Summer Concert Series. Staff monitored blood pressure for approximately 30 attendees and provided stroke education to thousands of event attendees. Piedmont Walton sponsored Monroe Downtown's First Friday Concert Series and set up a tent at the concert in June 2024 to provide free blood pressure checks. There were several thousand attendees, and about 50 stopped by the tent for a blood pressure check. Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM Piedmont Walton 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 WALTON 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 WALTON 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 WALTON HOSPITAL, INC.: Line 16c URL: www.piedmont.org/media/file/2020-10-PHC-Financial-Assistance-Plain-Language-Summary-English.pdf; true WALTON COUNTY CHAMBER OF COMMERCE INC PO BOX 89 MONROE GA 30655 581185309 501(C)(6) 6000 PROGRAM SUPPORT ATHENS TECHNICAL COLLEGE 800 US HWY 29 N ATHENS GA 30601 581824771 501(C)(3) 141667 PROGRAM SUPPORT 1 1 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. MONEY IS GIVEN TO CHARITABLE ORGANIZATIONS WHICH PRIMARILY PROMOTE HEALTH CARE CAUSES. THE GRANTS ARE ADMINISTERED AND MONITORED THROUGH THE ORGANIZAITON'S PUBLIC RELATIONS DEPARTMENT. X true true false true false false false false false true false MR BLAKE WATTS CEO (AS OF 2/2023) & BOARD MEMBER 260420 46882 109179 28562 20332 2467 18273 0 21033 3773 429237 81684 0 0 MR J MICHAEL BURNETT BOARD MEMBER 0 608425 0 356480 0 149028 0 19800 0 25032 0 1158765 0 92645 MS VICKI CANSLER BOARD MEMBER 0 486220 0 224970 0 126076 0 19800 0 10336 0 867402 0 68481 DR STEVEN DUROCHER BOARD MEMBER 151264 4400 0 0 0 0 0 0 0 0 151264 4400 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 MARVIN WYNN CFO 0 294407 0 82881 0 36551 0 19800 0 24770 0 458409 0 0 MS ROSE DENNIS EXEC. DIR. PATIENT SVCS 163347 0 30253 0 5431 0 12226 0 17340 0 228597 0 0 0 MR MICHAEL WYNNE DIRECTOR - PHARMACY 169809 0 20191 0 253 0 11616 0 15525 0 217394 0 0 0 MR JEFFREY BRASWELL DIR. - EMERGENCY SVCS 147916 0 17271 0 2544 0 9945 0 396 0 178072 0 0 0 GUERLA GUSTAVE STAFF NURSE 71452 0 0 0 123083 0 9712 0 24112 0 228359 0 0 0 DUMLE PIE STAFF NURSE 65994 0 0 0 100034 0 2940 0 9004 0 177972 0 0 0 Schedule J, Part I, Line 1a Discretionary spending account THOMAS ARNOLD, ELIZABETH LEDDY, J. MICHAEL BURNETT, VICKI CANSLER, AND BLAKE WATTS 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 WALTON 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 J. MICHAEL BURNETT $92,645 VICKI CANSLER $68,481 BLAKE WATTS 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 DEVELOPMENT AUTHORITY OF WALTON COUNTY 582137690 933413AY2 2019-11-07 31085000 ASSET PURCHASE false false false A 1570000 37383406 37383406 2019 false 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 Form 990, Part V, Line 1a NUMBER OF FORMS 1099 FILED ALL CALENDAR YEAR 2023 FORMS 1099 WERE FILED ON BEHALF OF PIEDMONT WALTON 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 WALTON HOSPITAL ("PWH"). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body THE BOARD OF PIEDMONT HEALTHCARE, PIEDMONT WALTON HOSPITAL'S SOLE MEMBER, APPOINTS THE MEMBERS OF THE BOARD OF DIRECTORS OF PIEDMONT WALTON HOSPITAL. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PIEDMONT WALTON 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 WALTON HOSPITAL'S, INC. 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 WALTON HOSPITAL'S FORM 990 IS COMPILED BY INDIVIDUALS IN THE ORGANIZATION'S FINANCE DEPARTMENT. THE INFORMATION IS REVIEWED BY PWH'S CONTROLLER AND VP/CFO. THE 990 IS THEN PREPARED INTERNALLY BY PIEDMONT HEALTHCARE, INC.'S TAX DIRECTOR AND SUBMITTED TO AN EXTERNAL TAX PREPARER FOR REVIEW. PRIOR TO FILING, COPIES OF FORM 990 ARE PROVIDED TO THE BOARD OF DIRECTORS OF PIEDMONT HEALTHCARE, INC., THE ORGANIZATION'S SOLE MEMBER, FOR BOARD REVIEW. Form 990, Part VI, Line 12c Conflict of interest policy COMPLIANCE WITH THE ORGANIZATION'S CONFLICT OF INTEREST POLICY IS MONITORED AND ENFORCED BY ORGANIZATION MANAGEMENT IN COORDINATION WITH PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER. ALL SENIOR LEADERS, BOARD MEMBERS, PHYSICIAN EMPLOYEES, NURSE PRACTITIONERS/PHYSICIAN ASSISTANTS AND EMPLOYEES AND NON-EMPLOYEES ENGAGED IN RESEARCH ARE REQUIRED TO ANNUALLY DISCLOSE ALL MATTERS WHICH COULD POTENTIALLY CONSTITUTE A CONFLICT OF INTEREST. MATTERS DISCLOSED UNDER THE POLICY MUST BE REVIEWED IN WRITING BY THE PIEDMONT HEALTHCARE CONFLICT OF INTEREST COMMITTEE IN ORDER TO DETERMINE WHETHER A CONFLICT EXISTS AND, IF SO, WHETHER TO ELIMINATE OR MANAGE THE CONFLICT. ALL BOARD MEMBERS AND EMPLOYEES OF PIEDMONT WALTON HOSPITAL ARE PROVIDED TRAINING ON CONFLICT OF INTEREST ISSUES, INCLUDING REPORTING REQUIREMENTS, AT NEW EMPLOYEE ORIENTATION AND AT LEAST ANNUALLY THEREAFTER. NONCOMPLIANCE WITH THE CONFLICT OF INTEREST POLICY MUST BE REPORTED TO PIEDMONT HEALTHCARE'S CHIEF COMPLIANCE OFFICER FOR INVESTIGATION, AND REMEDIAL STEPS MUST BE TAKEN AS APPROPRIATE UNDER THE PIEDMONT HEALTHCARE DISCIPLINARY POLICIES. Form 990, Part VI, Line 15a Process to establish compensation of top management official COMPENSATION FOR EXECUTIVES OF PIEDMONT WALTON 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 BOAD OF DIRECTORS, SERVING TERMS OF THREE YEARS, AND THE MAJORITY OF WHICH ARE COMMUNITY DIRECTORS WHO GENERALLY DO NOT HAVE CONFLICTS OF INTEREST RELATED TO FULFILLMENT OF THE DUTIES AS OUTLINED BELOW. THE COMMITTEE OVERSEES EXECUTIVE PERFORMANCE AND COMPENSATION ON BEHALF OF THE PHC BOARD, SUBJECT TO THE ULTIMATE AUTHORITY AND OVERSIGHT OF THE BOARD. THE COMMITTEE ALSO FORMULATES POLICIES AND MAKES DECISIONS IN ORDER TO ENSURE A HIGH LEVEL OF EXECUTIVE PERFORMANCE. THE COMMITTEE IS AUTHORIZED TO ACT ON BEHALF OF THE PHC BOARD AS SET OUT IN ITS CHARTER, AND THE COMMITTEE IS ALSO CHARGED WITH PROVIDING RECOMMENDATIONS AND PERIODIC REPORTS TO THE PHC BOARD REGARDING EXECUTIVE PERFORMANCE AND COMPENSATION. ALL DECISIONS AND COMPARABILITY DATA ARE DOCUMENTED IN THE COMMITTEE MEETING MINUTES. FUNCTIONS OF THE COMMITTEE - ASSESS AND IMPLEMENT POLICIES REGARDING PERFORMANCE, COMPENSATION AND BENEFITS OF THE PRESIDENT/CEO AND OTHER EXECUTIVES AS DETERMINED BY THE COMMITTEE - SELECT AN EXECUTIVE COMPENSATION CONSULTANT WHO REPORTS TO THE COMMITTEE - ANNUALLY REVIEW THE PRESIDENT/CEO SUCCESSION PLAN - FORMULATE AND IMPLEMENT ANNUAL PERFORMANCE OBJECTIVES FOR THE PRESIDENT/CEO, AND REVIEW AND APPROVE ANNUALLY RECOMMENDATIONS FROM THE PRESIDENT/CEO RELATING TO COMPENSATION, PERFORMANCE OBJECTIVES, AND SUCCESSION PLANS FOR EVP EXECUTIVES - ANNUALLY ASSESS PRESIDENT/CEO PERFORMANCE; IF NECESSARY, IMPLEMENT ACTION PLAN WITH PRESIDENT/CEO INPUT TO IMPROVE HIS/HER PERFORMANCE; ADJUST COMPENSATION AS APPROPRIATE; THE COMMITTEE CHAIR SHALL CONSULT WITH THE PHC GOVERNANCE COMMITTEE CHAIR AND THE PHC BOARD CHAIR AND SHALL COORDINATE THE ANNUAL PERFORMANCE REVIEW OF THE PHC PRESIDENT/CEO, UNLESS THE PHC BOARD CHAIR HAS A REAL OR PERCEIVED CONFLICT OF INTEREST, IN WHICH CASE THE COMMITTEE CHAIR SHALL DETERMINE THE PROPER REVIEW PROCESS - REVIEW AND APPROVE LONG-TERM AND SHORT-TERM GOALS TO BE USED IN CONNECTION WITH EVP COMPENSATION PROGRAMS AS RECOMMENDED BY THE PRESIDENT/CEO AND VALIDATED BY THE COMPENSATION CONSULTANT - PERIODICALLY REVIEW COMPENSATION, IF ANY, FOR THE PHC BOARD CHAIR AND ALL BOARD CHAIRS OF THE PHC SUBSIDIARIES - ESTABLISH OTHER POLICIES AND PROCEDURES, AND PERFORM OTHER TASKS, RELATED TO EXECUTIVE PERFORMANCE AND COMPENSATION, INCLUDING BUT NOT LIMITED TO, APPROVAL OF EXECUTIVE EMPLOYMENT CONTRACTS AND BENEFITS - PERIODICALLY REPORT SIGNIFICANT DECISIONS AND ANY ADDITIONAL REQUESTED INFORMATION TO THE PHC BOARD. Form 990, Part VI, Line 15b Process to establish compensation of other employees PLEASE SEE DISCLOSURE FOR FORM 990, PART VI, LINE 15A, ABOVE. Form 990, Part VI, Line 19 Required documents available to the public GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. THESE DOCUMENTS SHOULD BE REQUESTED FROM PIEDMONT HEALTHCARE, INC.'S LEGAL COUNSEL. Form 990, Part XI, Line 9 Other changes in net assets or fund balances CHANGE IN TEMP - 48264; INTERCOMPANY TRANSFERS - -51456073; CHANGE IN UNRESTRICTED - -2007125; COLUMBUS REGIONAL SENIOR LIVING INC 707 CENTER STREET COLUMBUS GA 31901 582628502 HEALTHCARE GA 501(c)(3) Type III-FI phc false PIEDMONT HOSPITAL INC 1968 PEACHTREE ROAD NW ATLANTA GA 30309 580566213 HOSPITAL GA 501(c)(3) 3 PHC false FAYETTE COMMUNITY HOSPITAL INC 1255 HIGHWAY 54 WEST FAYETTEVILLE GA 30214 582232328 HOSPITAL GA 501(c)(3) 3 PHC false PIEDMONT MOUNTAINSIDE HOSPITAL INC 1266 HIGHWAY 515 SOUTH JASPER GA 30143 352228583 HOSPITAL GA 501(c)(3) 3 PHC false PIEDMONT NEWNAN HOSPITAL INC 745 POPLAR ROAD NEWNAN GA 30265 205077249 HOSPITAL GA 501(c)(3) 3 PHC false PIEDMONT HEALTHCARE FOUNDATION INC 2001 PEACHTREE ROAD NE SUITE 400 ATLANTA GA 30309 581272768 FUNDRAISING GA 501(c)(3) Type I PHC false PIEDMONT HENRY HOSPITAL INC 1133 EAGLES LANDING PKWY STOCKBRIDGE GA 30281 582200195 HOSPITAL GA 501(c)(3) 3 PHC false 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